Introduction:~ There are many different drivers and outcomes for virtualization, including clear evidence of overall cost reduction and ROI. In fact, EMA surveyed IT technicians, architects, and management from over 600 mid- to very large organizations (89% of which had already implemented virtualization; 59% for over 12 months) and found that virtualization has delivered “real, measurable cost savings” for over 70% of these organizations. These savings come from reducing both capital expenses (‘CapEx’) – periodic costs of buying or upgrading assets such as servers.
Software licenses, or data center facilities – and operational expenses (‘OpEx’) – day-to-day costs of running IT such as staff costs, rent, or power. There is clear evidence that virtualization reduces CapEx. The same research showed 73% were able to consolidate servers, 69% reduced hardware costs, and 34% reduced software costs. However, CapEx reduction is just one way to save, and it is limited to one-off budget cuts. By contrast, there are many outcomes for OpEx reduction, that deliver ongoing results to reduce IT budgets year after year. Keep reading…
Introduction: The WesternGeco Q-Marine* survey over the Magnus field addressed the key business drivers for BP in the North Sea: increasing near- and long-term cash flow from existing assets and prolonging viable field life. The Magnus field is located 160 km northeast of the Shetland Islands and has been producing since 1983. The reservoir comprises Upper Jurassic sandstones at a depth of approximately 3 km and contains an estimated 1.65 Bbbl of oil, with 795 Mbbl (48%) considered recoverable.
The Q-Marine survey was undertaken as part of an improved oil recovery (IOR) project that involves importing as from the fields located West of Shetland. The Magnus IOR project is expected to increase recoverable reserves and extend field life by several years. It will also help to reduce gas flaring West of Shetland and at the Sullom Voe terminal. Keep reading…
After implementing the Allegiance Engage solution, Zions Bank noticed an upswing in employee complaints submitted through the Allegiance system. Monthly Employee Pulse surveys revealed that satisfaction with employee benefits consistently ranked below average. Employee Voice also flagged a relationship between tenure and satisfaction. Armed with the data from Employee Voice and Employee Pulse, as well as other sources, Zions Bank restructured aspects of their employee benefits packages to improve morale and reduce turnover. After launching the new initiatives, Employee satisfaction scores quickly improved.
Zions First National Bank, a subsidiary of Zions Bancorporation, manages more than $15 billion in assets and employs more than 2,300 people at 135 full-service branches and 185 ATMs throughout Utah and Idaho. Zions offers a comprehensive array of investment, mortgage, and insurance services, as well as a network of loan origination offices for small businesses nationwide. Read more…
A Case Study about Pro-Poor Growth: Concepts and Measurement
Abstract: This paper looks into the interrelation between economic growth, inequality, and poverty. Using the notion of pro-poor growth, this study examines to what extent the poor benefit from economic growth. First, various approaches to defining and measuring pro-poor growth are scrutinized using a variety of criteria. It is argued that the satisfaction of a monotonicity axiom is a key criterion for measuring propoor growth. The monotonicity axiom sets out a condition that the proportional reduction in poverty is a monotonically increasing function of the pro-poor growth measure. This paper proposes a pro-poor growth measure that satisfies the monotonicity criterion.
Introduction: The most important goal for the developmental effort has become poverty reduction, which can be achieved by economic growth and/or by the distribution of income. Issues related to the benefits of growth accrued to the poor have also been a priority of development policy in the 1990s. An emerging consensus is that growth alone is a rather blunt tool for poverty reduction. In addition to the emphasis on poverty reduction, policies of redistribution of income and assets have become increasingly important. A policy agenda that addresses both distributional concerns and poverty reduction could lead to the enhancement of both economic growth and equity. Indeed, the relation among growth, inequality and poverty is complex and interdependent one. Keep reading…
A Study about Applications and Limitations of Complexity Theory in Organization Theory and Strategy
Introduction: Strategy concerns itself with the development and deployment of corporate resources in such a way as to compete more effectively in a particular industry. Despite the importance of strategy in the business literature, there is a paucity of understanding and consensus around foundational issues in the discipline. What exactly is the nature of those intangible competencies, capabilities, resources, and assets that enable one firm to succeed while an- other stumbles? What makes a particular competency difficult to duplicate or acquire?
Must a firm’s strategy fit the environment, or can a firm successfully shape its environment to suit its existing capabilities? The answers are elusive because strategy deals with high- level abstractions concerning very complex systems. Business success and failure are out- comes of complex interactions between an organization and its changing environment, without simple cause and effect relationships; indeed, any patterns that we may discern ay well prove ephemeral. Keep reading…
A Study on Universal Banking Result in Economic Instability?
Abstract: Using 190 firm-year data of commercial banks in Taiwan, this study finds that compared to independent ones, commercial banks that owned by financial holding companies suffered greater unfavorable changes in both returns on assets and earnings per share when the global recession in 2008 and 2009 stroke, consistent with the hypothesis that universal banking or financial holding companies incur economic instability.
Introduction: This study investigates the hypothesis that universal banking or financial holding companies (FHCs) increase the economic instability.We find that commercial banks that are affiliated with an FHC suffer more negative change in profitability than independent commercial banks do during the global recession. Universal banking involves providing commercial banking services, investment banking services, and other financial services under the same roof.Commercial banking is the financial service thatproviding loan and deposit services. Investment banking is associated with securities business, particularly underwriting. Other financial services include insurance, fund management, and venture capital. Keep reading..
A Case Study about The Importance of Effective Communication
Introduction: The Building Societies Association (BSA) is the trade association for all the UK’s building societies. A building society is a financial institution that offers savings accounts and mortgages as its main business. About 15 million adults have building society saving accounts whilst over 2.9 million adults are currently buying homes with the help of a mortgage.
The UK has 54 building societies with assets of £395 billion. All are members of the BSA. Building societies are mutual organisations. These are different to other forms of business. A mutual organisation has no shareholders and does not need to pay dividends. Building societies are collectively owned by their members – the people who save with them and borrow from them. Building societies actively support the communities in which they are based. This helps to differentiate them from other financial providers.
Case Study of Human Resource Accounting In Infosys
Introduction: Human is the buzzword in the modern knowledge based society. It is the most vital input on which the success & failure of the organization very much depend upon. Starting from the classical economist to modern human capital economist such development is considered to be a continuous process. It is one of the most important ‘M’ associated, which is considered while taken care of 4M’s associated with any organization and they are money, machines, materials and men.
But the most interesting thing is that the first three are recognized and find a place in the assets side of the Balance sheet of the organization. But in case of fourth one ambiguity prevails among the accountant. In spite of its usefulness has been acclaimed in various literature over the decades but its application still remain a susceptible issue, the IASB and the ASB in different countries have not been able to formulate any specific accounting standard for measurement & reporting of such valuable elements.
Case Study about Dempster Mill Manufacturing Company
Introduction: The high point of 1962 from a performance standpoint was our present control situation –73% owned Dempster Mill. Dempster has been primarily in farm implements (mostly items retailing for $1,000 or under), water systems, water well supplies and jobbed plumbing lines. The operations for the past decade have been characterized by static sales, low inventory turnover and virtually no profits in relation to invested capital.
When control of a company is obtained, obviously what then becomes all-important is the value of assets, not the market quotation for a piece of paper (stock certificate).Last year, our Dempster holding was valued by applying what I felt were appropriate discounts to the various assets. These valuations were based on their status as non-earning assets and were not assessed on the basis of potential, but on the basis of what I thought a prompt sale would produce at that date.
Case Study about Public Private Partnerships in Africa
Executive Summary: Governments are looking to public-private partnerships (PPPs) to radically improve infrastructure networks in their countries and enhance service delivery to their people. They are hoping that this development finance model — where the state shares risk and responsibility with private firmsbut ultimately retains control of assets — will improve services, while avoiding some of the pitfalls of privatisation: unemployment, higher pricesand corruption.
In theory, PPPs may have the potential to solve sub-Saharan Africa’s profound infrastructure and service backlogs, where nearly 600 million people lack access to electricity, almost 300 million have no access to safewater1 and there are just eight telephones (either mobile or fixed line) per 100 inhabitants.2 But as this report shows, the record of PPPs in Africaover the last 15 years is mixed, the process is complex, and governments should not expect PPPs to be a ‘magic bullet’.