商业银行论文英文参考文献

商业银行营销Commercial Banks marketing

Creating Your Budget on PaperCreating a household budget on paper won't provide graphical budget reports found in budgeting or personal finance software, but creating a budget on paper has the advantage of being always available, not just when the computer is on PaperTo create a budget form with pen and paper or a word processor, you need to decide if you will budget the same amount for expenses and income for each month, or if you will be budgeting fluctuating amounts across the year. The method you decide on dictates the number of columns you will need in your budget up a budget on paper can be as simple as using your writing instrument of choice and a ruler to draw rows and columns. The advantage of this system is that it is portable and always available. The disadvantage is that as you tweak your budget or find new categories you need to budget for, you will need to rewrite parts of the budget or redo it you budget the same amount each month, draw two columns on paper, one for income and expense categories (paycheck, groceries, utilities) and one for the monthly budgeted amount for each category. If you are budgeting income or expenses will fluctuate monthly, you need a column for the budgeted categories and twelve columns to hold monthly up total expenses and income in a total row at the bottom of the budgeted amounts column. If you are budgeting for all twelve months, total each month individually. The total expense rows need to be compared to total income to be sure you are not more at Suite101: Creating Your Budget on Paper: Personal Financial Planning Form Print OutsPrinting out a blank budget form from a web site or word processing software provides a neat format for recording budget data. This is a good solution for those who want to create their budget by hand but don't want to have to redraw lines for columns and rows when the budget with a completely hand-written budget, you need to decide if you will budget the same amount for expenses and income for each month, or if you will be budgeting fluctuating amounts across the year. If you go with a static budget amount month after month, you only require two columns - one for the budgeted category and one for the amount budgeted. Budgeting different monthly amounts calls for a category column and a column for each month in a year. Be sure to include a total row beneath the budgeted amounts so you can see if total expenses surpass total Budget Planning PrintablesUsing Tables in Microsoft Word: Tips on using the Tables feature in Microsoft Word to create your budget free printable budget planning forms require the free Adobe ReaderTo use forms for tracking your monthly spending after you create your budget: print out the form, fill in budgeted amounts that will not change and then make photocopies to avoid recording budgeted amounts each Balance Pro's complete budget form with a personal financial analysis with the 8-page Money Management Planner to break down current spending, planned budget and changes in spending needed to reach budgeted amounts. Includes weekly and monthly expense records. Detailed Budget Worksheet from Freddie Mac includes lines for brief notes. Monthly Budget Worksheet from includes a Monthly Spending Summary on the last page, with a spot to record surplus or shortfall. Less detailed and very colorful Simple Monthly Budget worksheet from more at Suite101: Creating Your Budget on Paper: Personal Financial Planning

银行英语口语英语专业毕业论文范文商务英语毕业论文范文银行信用风险的成因及防范

Too-big-to-fail: Bank failure and banking policy in Jamaica J. Daleya, , , K. Matthewsb and K. Whitfieldb aDepartment of Management Studies, University of the West Indies, Mona, Kingston 7, Jamaica bCardiff Business School, Cardiff University, Colum Drive, Cardiff, CF10 3EU Wales, UK Received 7 October 2005; accepted 16 December 2006. Available online 22 December 2006. Abstract Research on the causes of bank failure has focused on developed countries, particularly the United States of America. Relatively little empirical work has examined developing countries. We examine the total population of banks in Jamaica between 1992 and 1998 and find that real GDP growth, size, and managerial efficiency were the most significant factors contributing to the failure of banks. Bank failure is defined to include bailout and regulator-induced or supervised merger. Our results suggest that there were implicit ‘too-big-to-fail’ policies during this period. Keywords: Bank failures; Too-big-to-fail; Developing economies; Jamaica JEL classification codes: G21; G28 Article Outline 1. Introduction 2. Bank failure in Jamaica 3. Bank failure literature 4. Data and methodology 5. The likelihood of failure 6. Failure and bail-out 7. Conclusion Acknowledgements Appendix A. Pool of variables References 1. Introduction The last decade of the 20th century was unprecedented in Jamaica's financial history. Of a population of 37 banks, 21 were classified as failed, with 14 being so classified in 1 year—1998. However, few outright closures occurred. Most problem banks were merged with other banks, or continued to operate through financial support from the government. More than a half of domestic banks received some kind of financial support from the government, initiated voluntary bankruptcy proceedings or surrendered their licences. Explanations for such banking problems vary. Empirical research on bank failures separates the causal factors into bank-specific, industry-specific, macroeconomic and other. However, much of the debate on developing countries has neglected banks at the individual level, and has focused on the problems faced at the sector or industry level. Moreover, the (often conflicting) results of existing studies do not offer inferences about the factors that are particularly significant in developing countries, or to those that are significant to the failure of individual banks, or to the fate of problem banks. This paper addresses the following questions: what factors were significant in the banking crisis in Jamaica? What factors influenced how the crisis was handled and was there an implicit too-big-to-fail (TBtF) policy? What are the lessons for bank regulators in developing economies that can assist in better preparedness for the future? To address these questions, the within-sample performance of a panel of Jamaican banks is examined. Some of the factors identified as contributing to failure include deterioration in the macroeconomic environment, rapid expansion and weakness in a range of bank-specific factors: capital, management, and liquidity. The size results are particularly significant and point to the operation of implicit ‘TBtF’ policies. Larger banks are more likely to fail, but are also more likely to be bailed out rather than closed. The next section discusses the banking crisis in Jamaica. Section 3 reviews the literature on bank failures. Section 4 discusses data and methodology. Sections Sections 5 and 6 present the results, and Section 7 concludes. 2. Bank failure in Jamaica The term ‘bank failure’ has been interpreted varyingly. The more precise definitions have focused on accounting factors (for example, [Martin, 1977] and [Benston and Kaufman, 1995]), economic factors ([Bell et al., 1990] and [González-Hermosillo et al., 1997]), or legal factors (Meyer and Pifer, 1970). Conversely, more general definitions have attempted to be all-inclusive and have applied a ‘catch-all’ combination of specific definitions (for example, Thomson, 1992). Using a general definition of ‘bank failure’ embracing closure, bankruptcy, supervised merger, or direct government assistance, we assess the population of banks in Jamaica over the period 1992– Table 1 shows a comparative profile of the Jamaican banking sector before and after the crisis. Table 1. Banking system profile: pre- and post-banking crisis Jamaican banking sector

Make Every Document a Marketing Document Every scrap of paper that leaves your business is performing a marketing 's idea is not earthshattering, but it is one that many businesses, large and small, send invoices, fax covers, memo, notes, request and all other manner of "non-marketing" related correspondence to - you guessed it, your clients, referral sources and 's a pretty simple thing to A) make sure that these documents also conform to the image you project in your marketing materials and B) make them sell a no harm in introducing a new product in every communication, regardless of how mundane.

• Put your company story on the back of work orders
• List all of your products and services on fax covers
• Insert a coupon for a special offering in your statements
• Put two business cards in your thank you notes