Showing posts with label Discussions. Show all posts
Showing posts with label Discussions. Show all posts

Thursday, May 10, 2012

10 Mistakes That Start-Up Entrepreneurs Make


Going it alone. It's difficult to build a scalable business if you're the only person involved. True, a solo public relations, web design or consulting firm may require little capital to start, and the price of hiring even one administrative assistant, sales representative or entry-level employee can eat up a big chunk of your profits. The solution: Make sure there's enough margin in your pricing to enable you to bring in other people. Clients generally don't mind outsourcing as long as they can still get face time with you, the skilled professional who's managing the project.

Asking too many people for advice.It's always good to get input from experts, especially experienced entrepreneurs who've built and sold successful companies in your industry. But getting too many people's opinions can delay your decision so long that your company never gets out of the starting gate. The answer: Assemble a solid advisory board that you can tap on a regular basis but run the day-to-day yourself. Says Elyissia Wassung, chief executive of 2 Chicks With Chocolate Inc., a Matawan, N.J., chocolate company, "Pull in your [advisory] team for bi-weekly or, at the very least, monthly conference calls. You'll wish you did it sooner!"

Spending too much time on product development, not enough on sales.While it's hard to build a great company without a great product, entrepreneurs who spend too much time tinkering may lose customers to a competitor with a stronger sales organization. "I call [this misstep] the 'Field of Dreams' of entrepreneurship. If you build it, they will buy it," says Sanjyot Dunung, CEO of Atma Global, Inc., a New York software publisher, who has made this mistake in her own business. "If you don't keep one eye firmly focused on sales, you'll likely run out of money and energy before you can successfully get your product to market."

Targeting too small a market. It's tempting to try to corner a niche, but your company's growth will quickly hit a wall if the market you're targeting is too tiny. Think about all the high school basketball stars who dream of playing in the NBA. Because there are only 30 teams and each team employs only a handful of players, the chances that your son will become the next Michael Jordan are pretty slim. The solution: Pick a bigger market that gives you the chance to grab a slice of the pie even if your company remains a smaller player.

Entering a market with no distribution partner. It's easier to break into a market if there's already a network of agents, brokers, manufacturers' reps and other third-party resellers ready, willing and able to sell your product into existing distribution channels. Fashion, food, media and other major industries work this way; others are not so lucky. That's why service businesses like public relations firms, yoga studios and pet-grooming companies often struggle to survive, alternating between feast and famine. The solution: Make a list of potential referral sources before you start your business and ask them if they'd be willing to send business your way.

Overpaying for customers.Spending big on advertising may bring in lots of customers, but it's a money-losing strategy if your company can't turn those dollars into life-time customer value. A magazine or web site that spends $500 worth of advertising to acquire a customer who pays $20 a month and cancels his or her subscription at the end of the year is simply pouring money down the drain. The solution: Test, measure, then test again. Once you've done enough testing to figure out how to make more money selling products and services to your customers than you spend acquiring those customers in the first place, roll out a major marketing campaign.


Raising too little capital. Many start-ups assume that all they need is enough money to rent space, buy equipment, stock inventory and drive customers through the door. What they often forget is that they also need capital to pay for salaries, utilities, insurance and other overhead expenses until their company starts turning a profit. Unless you're running the kind of business where everybody's working for sweat equity and deferring compensation, you'll need to raise enough money to tide you over until your revenues can cover your expenses and generate positive cash flow.

Raising too much capital. Believe it or not, raising too much money can be a problem, too. Over-funded companies tend to get big and bloated, hiring too many people too soon and wasting valuable resources on trade show booths, parties, image ads and other frills. When the money runs out and investors lose patience (which is what happened 10 years ago when the dot-com market melted down), start-ups that frittered away their cash will have to close their doors. No matter how much money you raise at the outset, remember to bank some for a rainy day.


Not having a business plan. While not every company needs a formal business plan, a start-up that requires significant capital to grow and more than a year to turn a profit should map out how much time and money it's going to take to get to its destination. This means thinking through the key metrics that make your business tick and building a model to spin off three years of sales, profits and cash-flow projections. "I wasted 10 years [fooling around] thinking like an artist and not a business person," says Louis Piscione, president of Avanti Media Group, a New Jersey company that produces videos for corporate and private events. "I learned that you have to put some of your creative genius toward a business plan that forecasts and sets goals for growth and success

Over-thinking your business plan. While many entrepreneurs I've met engage in seat-of-the-pants decision-making and fail to do their homework, other entrepreneurs are afraid to pull the trigger until they're 100% certain that their plan will succeed. One lawyer I worked with several years ago was so skittish about leaving his six-figure job to launch his business that he never met with a single bank or investor who might have funded his company. The truth is that a business plan is not a crystal ball that can predict the future. At a certain point, you have to close your eyes and take the leap of faith.
Despite the many books and articles that have been written about entrepreneurship, it's just not possible to start a company without making a few mistakes along the way. Just try to avoid making any mistake so large that your company can't get back on its feet to fight another day.



Monday, October 3, 2011

Tips for Money Saving


1.       Make Monthly Budget and if you succeed in saving within Budget it means you are a good money saver.

2.       Reuse your stuff
3.       Cut your outside food costs rather cook at Home which is also hygienic 
4.       Cut expensive and unnecessary shopping, rather make a list before going shopping so that your list distract you from unwanted items in the store.
5.       Buy in Bulk especially non-perishable items
6.       Avoid impulse buying
7.       Trim Phone calls especially unnecessary chit chat. Cut down it to important topic conversation. Rather message so that not to loose connectivity in your network.
8.       Consolidate and pay off debt as soon as possible
9.       Pay your bills on time and avoid late fees
10.    Instead of buying books, borrow books from the library
11.   Regulate your electric use
12.    keep distance from lavish, high-roller friends who are mainly for pulling money and time into expensive parties etc etc
13.    and Last Trick yourself into spending less, saving more







Thursday, September 22, 2011

The best quick fix diet plan


The good news is, it’s not just case of scrimping and skipping meals, if you stick to the tips and follow the menu, you’ll definitely feel the benefit even if your big date is just days away. 
  1. Always eat breakfast – Kick-start your body’s engine with a low fat, slow release, unrefined meal. And aim for a 300-350 calorie meal to fit in with the body’s natural metabolism which is primed in the morning and tails off during the day.
  2. Hydrate – Drink plenty of fluids (water, herbal teas and sugar-free cordial); aim for two litres spread throughout the whole day and you’ll feel more energised, toxins will be flushed away and your complexion will definitely improve. 
  3. Don’t skip meals; eat evenly throughout the day – Your body actually burns up calories in digesting food, so the fewer meals you eat, the less of a chance it has to do that. 
  4. Kick the booze – If you drink your maximum recommended units (21 per week for women), then you are taking in more than 1,000 extra calories. Strengthen that willpower and try to cut alcohol as much possible in the lead up to the big day.
  5. Don’t scrimp on protein – Eat a portion of protein at lunchtime – to help avoid an energy slump in the afternoon, which could have you heading for the vending machine.
  6. Eat mindfully – You can’t afford to ‘waste’ calories by eating mindlessly at the fridge, or straight from the saucepan. Make sure that you sit down to savour all your meals and snacks.
  7. Get a smaller plate – swap your normal plate for a slightly smaller one, it makes your meals seem larger and you'll find your 'full switch' will flip a little faster.
  8. Say no to processed food – If it comes in a packet, leave it on the supermarket shelf, you’re automatically eliminating food manufacturers’ high fat and high sugar products.
  9. Move more – remember as well as cutting calories you can burn them too – make sure you compliment the 10-point plan with physical activity.
  10. Mix it up – make sure you don’t eat the same thing for breakfast, lunch and dinner day-in day-out.

Tuesday, September 20, 2011

10 important steps in wealth building


Wealth creation is a time consuming, easy to understand and very difficult to implement process. There are no cut fast rules on how to create wealth.
Deepak Parekh, Uday Kotak, Rashesh Shah, Nirmal Jain, Raheja, Hiranandani, are all people who have created wealth by the greatest method. Run a good business, leverage with people and brand building. Leverage with geography and borrowed funds….then take the company public. By doing this every rupee of earning gets valued at 30 for Mr. Deepak Parekh (HDFC has a P/E of 30) and similar numbers for the others. These people made their money from equities, debt, commodities and of course listing their companies!  I am not talking that league, yet.
Let us see what all you should know — we will start with 10 steps:
1. Understand the Power of Compounding: it looks odd to realise that the power of compounding is NOT taught well at school! They give you some simple examples — rarely are you taught the POWER! Even people working in financial services do not appreciate the power of compounding. Ignore this only at YOUR OWN PERIL.
2. Understand the Power of NOW: LEARN the power of starting to compound as soon as possible in life. If you have not understood, NO TIME LIKE TODAY..pick up the pen, call the advisor, click on the net — whateva…just start, NOW, TODAY.
3. Understand the Power of Regularity — start a SIP AND make sure you do it regularly — not missing a single month. If by chance you do miss a month of investing, immediately pick up a cheque and send it in! At the end of a YEAR you should have invested 12* Amount being invested every month. If suddenly you have money, top up the SAME account.
4. Understand the power of Not Touching the Money for 'n' years: Capital and Wealth creation needs long periods of growth. If you do not touch the money for any sundry purpose, leave it untouched. This helps in compounding. REmember this for life!
5. Understand the power of LEARNING: If you are willing to wish to invest in equities — directly or through mutual funds,    learn as much  as possible about equities. Invest in learning, before you invest your money.
6. If you do not (or will not) learn about equities, never mind, learn the power of indexing in equities!
7. Learn simple things like keeping your accounts in an excel sheet and keep track of the paise….the rupee will take care of itself. Track your income, collect all monies due, track your expenses, track your investing and returns.
8. For events which you know invest. For sad events which MAY happen,insure. You never know….
9.Remember delayed gratification may not be easy, learn it. Food which gives 30 seconds of pleasure on the tongue stays in your waist for 30 years. I understand this….but when I see a sweet I still fall for it. Knowing and implementing are completely different animals. Alas!
10. Invest in education, training, health, travel and fun. Very important to remember do not forget the present for doing something great in the future. The future is important, but the present is vital.
The author P V Subramanyam is a Chartered Accountant by qualification and a financial trainer by profession. Writing being a passion he also regularly pens his thought in his blog Subramoney.com

Sunday, August 28, 2011

Indo - Pak

During the struggle period for the Independence of India from British rule, some Muslim Leaders brainwashed the Muslims of the country, that when India will become free, the Hindus will dominate them (Muslims) , because they are in the majority. So let us ask for separate country for the Muslims, which will be Muslim dominated.

Earlier the All India Muslim League (AIML) was formed in Dhaka in 1906 by Muslims who were suspicious of the Hindu-majority Indian National Congress.

The first demand for a separate country for Muslims ( Pakistan) was made in 1930 convention of the Muslim League by Allama Iqbal, the then president of Muslim league.
The Sindh Assembly of Muslim League passed a resolution, making it a demand in 1935.

At the same time, Hindu organisations such as the Hindu Mahasabha, were also insisting to make a separate country for the Muslims. In 1937 at the 19th session of the Hindu Mahasabha held at Ahmedabad, Veer Savarkar in his presidential address demanded a separate country for the Muslims.

In 1940, Jinnah, at the Lahore conference, demanded Pakistan.

In the meantime, Gandhiji was trying hard to ward off the suspicions from the Muslim minds, and emphasized on a united India. He even offered President ship of free India to Jinnah, but Jinnah did not agree to it. He was adamant on his demand of Pakistan.

To add more pressure on the British Government, the Muslim League called for a 'Direct Action Day' in Calcutta on 1st August 1946, in which more than 5,000 people were killed in Hindu Muslim riots.

At last the British agreed for the formation of Two countries- India and Pakistan.

The Muslim dominated areas of India were identified and it was decided to make East Pakistan and West Pakistan on that basis. Jinnah was demanding more Territories but Congress Leaders did not yield to his demands.

On 14 Aug 1947, Pakistan was declared a free country. It observes its Independence Day on 14th August .
On the same day at 12 Midnight, India was given Freedom. India celebrates its Independence day on 15th Augus

Pakistan+building+new+railway+station+too+close+to+border

Pakistan+building+new+railway+station+too+close+to+border

Friday, August 26, 2011

Steve Jobs

Steve Jobs is a man who lives in the minutiae of details. He, with his loyal staff, perfects what others would pass off as perfect. He has 313 patents to his name, which range from the Apple III to the iPod’s acrylic packaging. Almost all of them are notable but only a few are iconic.

Apple Fans

It is something which I like on Apple follower blog and super liked..


...could you sell a three year old windows pc for 750 $? I think not. I understand your mommy bought you a outer for christmas? Mac is expensive but it is for professionals just as a dew alt screw gun would be comparably higher priced than a black and decker screw gun. People who dis apple are purely ignorant. Go find a laptop made of aluminum, with a quad core i7 for cheaper than apple will sell you one? Apple uses quality hardware and doesn't sell white trash PC's so I'm not sure what you do for a living but steve jobs is a saint and one of the greatest minds of all times..Not to mention he has cancer so if anyone is being a dick about him resigning check yourselves..All the money in the world can't buy you health and more time with your family.h and more time with your family.

Recession 2011

Recession has again hit the work. And i am work less since a weak. Pending Hiring has been rolled off, existing has been moved out and projects has got shut down.......
Its better to be where we are...be calm.and wait for the perfect time to react.

Wednesday, August 24, 2011

Singapore, LOKPAL BILL



In 1982, In Singapore, LOKPAL BILL was implemented and 142 Corrupt Ministers & Officers were arrested in one single day.. Today Singapore has only 1% poor people & no taxes are paid by the people to the government, 92% Literacy Rate, Better Medical Facilities, Cheaper Prices, 90% Money is white & Only 1% Unemployment exists.. 




Singapore’s CPIB: the Investigative Model

Corruption was commonplace in Singapore throughout its colonial history. When police inspectors stole 1,800 tons of narcotics during the 1950s, Crown administrators passed the Prevention of Corruption Ordinance and established the Corrupt Practices Investigation Bureau (CPIB).11 This ordinance was intended to signal investors that the administration in Singapore would not tolerate corruption. However, enforcement was spotty, the CPIB weak, and Singapore kept its reputation for freewheeling and corrupt capitalism. In response, in the 1970s, Singapore reorganized the CPIB and gave it considerable powers to curb endemic corruption. The reorganized CPIB concentrated its activities on investigation and enforcement. Evidence of the CPIB’s success in reducing corruption is present from Singapore’s highly favorable investment climate that “typically ranks among the top twenty recipients of foreign investment in the world in absolute terms.”12 This success in attracting investments attests to that government’s ability to overcome the perverse effects of reputation in the persistence of corrupt behavior.13

A capacity to reverse reputational costs is all the more remarkable given Singapore’s history. In 1959, the British granted Singapore autonomy from Malaysia and independence followed shortly thereafter. At independence, the People’s Action Party implemented a set of reforms to regulate citizens’ behavior and impose strict punishments for corrupt practices.14 The PAP Government recognized that a credible commitment to fighting corruption was essential to attract investors to Singapore and build an environment conducive to economic growth. Hence, it declared a set of reforms to deter potentially corrupt officials and attract foreign investors. Despite the proclaimed reforms, corruption continued to be a serious problem in Singapore into the mid-1970s when another series of scandals again implicated police officials in the narcotic trade.


These scandals prompted the government of Lee Kwan Yew to strengthen laws and revamp the CPIB to end venality in Singapore’s public sector. The CPIB was devoted entirely to the investigation of corrupt acts and the preparation of evidence for prosecution. Since the 1970s, it has grown from nine investigators to its present staff of over 75 law enforcement professionals.15 Indeed, corruption in Singapore has been reduced to levels that rival the Scandinavian countries.

The CPIB derives its power from legislation that grants it remarkable discretion. First, the 1960 Prevention of Corruption Ordinance gave it a mandate to investigate allegations of corruption and prepare cases for prosecution. This original ordinance has been amended seven times and renamed the Prevention of Corruption Act (Chapter 241 of the Statutes of Singapore). The 1989 Confiscation of Benefits Act expanded government powers to seize assets of civil servants accused and convicted of taking bribes. This legislation prohibits illegal payments as well as the solicitation and acceptance of bribes. Later, the Confiscation of Benefits Act was strengthened and renamed the Corruption, Drug Trafficking and Other Serious Crimes Act of 1999.16 These acts give the CPIB discretion to seize assets and establish the preconditions wherein an individual convicted of corruption is punished by lengthy prison terms and substantial fines.

Among the CPIB’s unique characteristics are its small size, narrow police emphasis, and service to a semi-authoritarian regime. With only 75 staff members, the CPIB lacks the presence of Hong Kong’s ICAC, and it has accordingly a narrow investigative function. The CPIB has relied on deterrent strategies; for example, a conviction for corruption may carry a $100,000.00 fine and up to five years in prison.17 Finally, the CPIB was an effective support of Lee Kwan Yew’s semi-authoritarian regime that made economic growth its primary policy objective. Indeed, the fact that Singapore has been ruled by a semi-authoritarian regime since independence renders this commitment and threat of punishment more credible.

The organization of Singapore’s CPIB is a strict hierarchy. At the top is the President who receives all reports and may act as the final arbiter of whether the CPIB takes action against alleged corruption. Below the President are the Director, Deputy Director, Assistant Directors, and special investigators of the CPIB. Reports are sent up the hierarchy from the investigative branches of the agency to the President. The CPIB’s relatively narrow functions account for fewer employees and a high rate of successful investigations leading to conviction.

Fighting corruption is contentious and Singapore’s political leadership encountered resistance when seeking an appropriate ministerial location for the CPIB. Between 1955 and 1970, the CPIB reported to four different ministries demonstrating the difficulty implementing a meaningful set of reforms to combat corruption.18 Although the agency has moved from ministry to ministry since being established, its present location in the Executive branch has endowed it with a great deal of influence. The CPIB is now an integral component of an apparatus of state agencies with a mandate to reduce corruption in public and private life alike in Singapore.

Whereas some observers argue that putting the CPIB directly in the Executive branch indicates a high level of commitment on the part of Singapore’s political leadership, it might also be seen as part of the structure of semi- authoritarian rule.19 Its reporting hierarchy reinforces the executive’s influence while reducing the CPIB’s independence. Indeed, countervailing measures that might control the CPIB, or at a minimum place some constraints through oversight mechanisms, are absent. This lack of accountability of a police function is consistent with the semi-authoritarian nature of Singapore’s government.


A litmus test to assess an anti-corruption commission’s accountability might be the activities of oversight bodies. In Singapore, oversight mechanisms are less clearly defined with the CPIB than in Hong Kong’s ICAC. The CPIB reports to an Anti-Corruption Advisory Committee that reports directly to the President. However, since the CPIB was established, public sector corruption has declined with each consecutive year. One commentator has noted that while legislation may not have eliminated corruption, it “is a fact of life rather than a way of life. Put differently, corruption exists in Singapore, but not a corrupt society.”20

Singapore is a special case since its anti-corruption commission created a climate conducive for international investments while its citizens live under a semi -authoritarian regime that in some circumstances would be inimical to high levels of economic growth. Despite the centralization of power, the CPIB demonstrates that a government’s commitment to combating corruption is critical for meaningful reform. In Singapore, this commitment firstly signaled domestic constituents that corruption would not be tolerated, and secondly, international investors receive assurances that their investments were secure. However, what is crucial about this type of agency is that it operates without the accountability constraints active in a democratic polity. Absent are the committee systems and multiple reporting mechanisms that work in Hong Kong. Although it would be an error to attribute the extent of foreign investment to the CPIB, it is part of an overall picture of stable property rights and rapid economic growth that has come at a high cost to political freedom.


Tuesday, August 23, 2011

Bank Glossary


Capital
Capital Funds
Equity contribution of owners. The basic approach of capital adequacy framework is that a bank should have sufficient capital to provide a stable resource to absorb any losses arising from the risks in its business. Capital is divided into different tiers according to the characteristics / qualities of each qualifying instrument. For supervisory purposes capital is split into two categories: Tier I and Tier II.
Tier I Capital
A term used to refer to one of the components of regulatory capital. It consists mainly of share capital and disclosed reserves (minus goodwill, if any). Tier I items are deemed to be of the highest quality because they are fully available to cover losses Hence it is also termed as core capital.
Tier II Capital
Refers to one of the components of regulatory capital. Also known as supplementary capital, it consists of certain reserves and certain types of subordinated debt. Tier II items qualify as regulatory capital to the extent that they can be used to absorb losses arising from a bank's activities. Tier II's capital loss absorption capacity is lower than that of Tier I capital.
Revaluation reserves
Revaluation reserves are a part of Tier-II capital. These reserves arise from revaluation of assets that are undervalued on the bank's books, typically bank premises and marketable securities. The extent to which the revaluation reserves can be relied upon as a cushion for unexpected losses depends mainly upon the level of certainty that can be placed on estimates of the market values of the relevant assets and the subsequent deterioration in values under difficult market conditions or in a forced sale.
Leverage
Ratio of assets to capital.
Capital reserves
That portion of a company's profits not paid out as dividends to shareholders. They are also known as undistributable reserves and are ploughed back into the business.
Deferred Tax Assets
Unabsorbed depreciation and carry forward of losses which can be set-off against future taxable income which is considered as timing differences result in deferred tax assets. The deferred Tax Assets are accounted as per the Accounting Standard 22.
Deferred Tax Liabilities
Deferred tax liabilities have an effect of increasing future year's income tax payments, which indicates that they are accrued income taxes and meet definition of liabilities.
Subordinated debt
Refers to the status of the debt. In the event of the bankruptcy or liquidation of the debtor, subordinated debt only has a secondary claim on repayments, after other debt has been repaid.
Hybrid debt capital instruments
In this category, fall a number of capital instruments, which combine certain characteristics of equity and certain characteristics of debt. Each has a particular feature, which can be considered to affect its quality as capital. Where these instruments have close similarities to equity, in particular when they are able to support losses on an ongoing basis without triggering liquidation, they may be included in Tier II capital.
BASEL Committee on Banking Supervision
The BASEL Committee is a committee of bank supervisors consisting of members from each of the G10 countries. The Committee is a forum for discussion on the handling of specific supervisory problems. It coordinates the sharing of supervisory responsibilities among national authorities in respect of banks' foreign establishments with the aim of ensuring effective supervision of banks' activities worldwide.
BASEL Capital accord
The BASEL Capital Accord is an Agreement concluded among country representatives in 1988 to develop standardised risk-based capital requirements for banks across countries. The Accord was replaced with a new capital adequacy framework (BASEL II), published in June 2004. BASEL II is based on three mutually reinforcing pillars hat allow banks and supervisors to evaluate properly the various risks that banks face. These three pillars are:
Minimum capital requirements, which seek to refine the present measurement framework
supervisory review of an institution's capital adequacy and internal assessment process;
market discipline through effective disclosure to encourage safe and sound banking practices
Risk Weighted Asset
The notional amount of the asset is multiplied by the risk weight assigned to the asset to arrive at the risk weighted asset number. Risk weight for different assets vary e.g. 0% on a Government Dated Security and 20% on a AAA rated foreign bank etc.
CRAR(Capital to Risk Weighted Assets Ratio)
Capital to risk weighted assets ratio is arrived at by dividing the capital of the bank with aggregated risk weighted assets for credit risk, market risk and operational risk. The higher the CRAR of a bank the better capitalized it is.
Credit Risk
The risk that a party to a contractual agreement or transaction will be unable to meet its obligations or will default on commitments. Credit risk can be associated with almost any financial transaction. BASEL-II provides two options for measurement of capital charge for credit risk
1.standardised approach (SA) - Under the SA, the banks use a risk-weighting schedule for measuring the credit risk of its assets by assigning risk weights based on the rating assigned by the external credit rating agencies.
2. Internal rating based approach (IRB) - The IRB approach, on the other hand, allows banks to use their own internal ratings of counterparties and exposures, which permit a finer differentiation of risk for various exposures and hence delivers capital requirements that are better aligned to the degree of risks. The IRB approaches are of two types:
a) Foundation IRB (FIRB): The bank estimates the Probability of Default (PD) associated with each borrower, and the supervisor supplies other inputs such as Loss Given Default (LGD) and Exposure At Default (EAD).
b) Advanced IRB (AIRB): In addition to Probability of Default (PD), the bank estimates other inputs such as EAD and LGD. The requirements for this approach are more exacting. The adoption of advanced approaches would require the banks to meet minimum requirements relating to internal ratings at the outset and on an ongoing basis such as those relating to the design of the rating system, operations, controls, corporate governance, and estimation and validation of credit risk components, viz., PD for both FIRB and AIRB and LGD and EAD for AIRB. The banks should have, at the minimum, PD data for five years and LGD and EAD data for seven years. In India, banks have been advised to compute capital requirements for credit risk adopting the SA.
Market risk
Market risk is defined as the risk of loss arising from movements in market prices or rates away from the rates or prices set out in a transaction or agreement. The capital charge for market risk was introduced by the BASEL Committee on Banking Supervision through the Market Risk Amendment of January 1996 to the capital accord of 1988 (BASEL I Framework). There are two methodologies available to estimate the capital requirement to cover market risks:
1) The Standardised Measurement Method: This method, currently implemented by the Reserve Bank, adopts a ‘building block’ approach for interest-rate related and equity instruments which differentiate capital requirements for ‘specific risk’ from those of ‘general market risk’. The ‘specific risk charge’ is designed to protect against an adverse movement in the price of an individual security due to factors related to the individual issuer. The ‘general market risk charge’ is designed to protect against the interest rate risk in the portfolio.
2) The Internal Models Approach (IMA): This method enables banks to use their proprietary in-house method which must meet the qualitative and quantitative criteria set out by the BCBS and is subject to the explicit approval of the supervisory authority.
Operational Risk
The revised BASEL II framework offers the following three approaches for estimating capital charges for operational risk:
1) The Basic Indicator Approach (BIA): This approach sets a charge for operational risk as a fixed percentage ("alpha factor") of a single indicator, which serves as a proxy for the bank’s risk exposure.
2) The Standardised Approach (SA): This approach requires that the institution separate its operations into eight standard business lines, and the capital charge for each business line is calculated by multiplying gross income of that business line by a factor (denoted beta) assigned to that business line.
3) Advanced Measurement Approach (AMA): Under this approach, the regulatory capital requirement will equal the risk measure generated by the banks’ internal operational risk measurement system. In India, the banks have been advised to adopt the BIA to estimate the capital charge for operational risk and 15% of average gross income of last three years is taken for calculating capital charge for operational risk.
Internal Capital Adequacy Assessment Process (ICAAP)
In terms of the guidelines on BASEL II, the banks are required to have a board-approved policy on internal capital adequacy assessment process (ICAAP) to assess the capital requirement as per ICAAP at the solo as well as consolidated level. The ICAAP is required to form an integral part of the management and decision-making culture of a bank. ICAAP document is required to clearly demarcate the quantifiable and qualitatively assessed risks. The ICAAP is also required to include stress tests and scenario analyses, to be conducted periodically, particularly in respect of the bank’s material risk exposures, in order to evaluate the potential vulnerability of the bank to some unlikely but plausible events or movements in the market conditions that could have an adverse impact on the bank’s capital.
Supervisory Review Process (SRP)
Supervisory review process envisages the establishment of suitable risk management systems in banks and their review by the supervisory authority. The objective of the SRP is to ensure that the banks have adequate capital to support all the risks in their business as also to encourage them to develop and use better risk management techniques for monitoring and managing their risks.
Market Discipline
Market Discipline seeks to achieve increased transparency through expanded disclosure requirements for banks.
Credit risk mitigation
Techniques used to mitigate the credit risks through exposure being collateralised in whole or in part with cash or securities or guaranteed by a third party.
Mortgage Back Security
A bond-type security in which the collateral is provided by a pool of mortgages. Income from the underlying mortgages is used to meet interest and principal repayments.
Derivative
A derivative instrument derives its value from an underlying product. There are basically three derivatives
a) Forward Contract- A forward contract is an agreement between two parties to buy or sell an agreed amount of a commodity or financial instrument at an agreed price, for delivery on an agreed future date. Future Contract- Is a standardized exchange tradable forward contract executed at an exchange. In contrast to a futures contract, a forward contract is not transferable or exchange tradable, its terms are not standardized and no margin is exchanged. The buyer of the forward contract is said to be long on the contract and the seller is said to be short on the contract.
b) Options- An option is a contract which grants the buyer the right, but not the obligation, to buy (call option) or sell (put option) an asset, commodity, currency or financial instrument at an agreed rate (exercise price) on or before an agreed date (expiry or settlement date). The buyer pays the seller an amount called the premium in exchange for this right. This premium is the price of the option.
c) Swaps- Is an agreement to exchange future cash flow at pre-specified Intervals. Typically one cash flow is based on a variable price and other on affixed one.
Duration
Duration (Macaulay duration) measures the price volatility of fixed income securities. It is often used in the comparison of interest rate risk between securities with different coupons and different maturities. It is defined as the weighted average time to cash flows of a bond where the weights are nothing but the present value of the cash flows themselves. It is expressed in years. The duration of a fixed income security is always shorter than its term to maturity, except in the case of zero coupon securities where they are the same.
Modified Duration
Modified Duration = Macaulay Duration/ (1+y/m), where ‘y’ is the yield (%), ‘m’ is the number of times compounding occurs in a year. For example if interest is paid twice a year m=2. Modified Duration is a measure of the percentage change in price of a bond for a 1% change in yield.
Non Performing Assets (NPA)
An asset, including a leased asset, becomes non performing when it ceases to generate income for the bank.
Net NPA
Gross NPA – (Balance in Interest Suspense account + DICGC/ECGC claims received and held pending adjustment + Part payment received and kept in suspense account + Total provisions held).
Coverage Ratio
Equity minus net NPA divided by total assets minus intangible assets.
Slippage Ratio
(Fresh accretion of NPAs during the year/Total standard assets at the beginning of the year)*100
Restructuring
A restructured account is one where the bank, grants to the borrower concessions that the bank would not otherwise consider. Restructuring would normally involve modification of terms of the advances/securities, which would generally include, among others, alteration of repayment period/ repayable amount/ the amount of installments and rate of interest. It is a mechanism to nurture an otherwise viable unit, which has been adversely impacted, back to health.
Substandard Assets
A substandard asset would be one, which has remained NPA for a period less than or equal to 12 months. Such an asset will have well defined credit weaknesses that jeopardize the liquidation of the debt and are characterised by the distinct possibility that the banks will sustain some loss, if deficiencies are not corrected.
Doubtful Asset
An asset would be classified as doubtful if it has remained in the substandard category for a period of 12 months. A loan classified as doubtful has all the weaknesses inherent in assets that were classified as substandard, with the added characteristic that the weaknesses make collection or liquidation in full, - on the basis of currently known facts, conditions and values - highly questionable and improbable.
Doubtful Asset
An asset would be classified as doubtful if it has remained in the substandard category for a period of 12 months. A loan classified as doubtful has all the weaknesses inherent in assets that were classified as substandard, with the added characteristic that the weaknesses make collection or liquidation in full, - on the basis of currently known facts, conditions and values - highly questionable and improbable.
Loss Asset
A loss asset is one where loss has been identified by the bank or internal or external auditors or the RBI inspection but the amount has not been written off wholly. In other words, such an asset is considered uncollectible and of such little value that its continuance as a bankable asset is not warranted although there may be some salvage or recovery value.
Off Balance Sheet Exposure
Off-Balance Sheet exposures refer to the business activities of a bank that generally do not involve booking assets (loans) and taking deposits. Off-balance sheet activities normally generate fees, but produce liabilities or assets that are deferred or contingent and thus, do not appear on the institution's balance sheet until and unless they become actual assets or liabilities.
Current Exposure Method
The credit equivalent amount of a market related off-balance sheet transaction is calculated using the current exposure method by adding the current credit exposure to the potential future credit exposure of these contracts. Current credit exposure is defined as the sum of the positive mark to market value of a contract. The Current Exposure Method requires periodical calculation of the current credit exposure by marking the contracts to market, thus capturing the current credit exposure. Potential future credit exposure is determined by multiplying the notional principal amount of each of these contracts irrespective of whether the contract has a zero, positive or negative mark-to-market value by the relevant add-on factor prescribed by RBI, according to the nature and residual maturity of the instrument.


Earnings
Total income
Sum of interest/discount earned, commission, exchange, brokerage and other operating income.
Total operating expenses
Sum of interest expended, staff expenses and other overheads.
Operating profit before provisions
Net of total income and total operating expenses.
Net operating profit
Operating profit before provision minus provision for loan losses, depreciation in investments, write off and other provisions.
Profit before tax (PBT)
(Net operating profit +/- realized gains/losses on sale of assets)
Profit after tax (PAT)
Profit before tax – provision for tax.
Retained earnings
Profit after tax – dividend paid/proposed.
Average Yield
(Interest and discount earned/average interest earning assets)*100
Average cost
(Interest expended on deposits and borrowings/Average interest bearing liabilities)*100
Return on Asset (ROA)- After Tax
Return on Assets (ROA) is a profitability ratio which indicates the net profit (net income) generated on total assets. It is computed by dividing net income by average total assets. Formula- (Profit after tax/Av. Total assets)*100
Return on equity (ROE)- After Tax
Return on Equity (ROE) is a ratio relating net profit (net income) to shareholders’ equity. Here the equity refers to share capital reserves and surplus of the bank. Formula- Profit after tax/(Total equity + Total equity at the end of previous year)/2}*100
Accretion to equity
(Retained earnings/Total equity at the end of previous year)*100
Net Non-Interest Income
The differential (surplus or deficit) between non-interest income and non-interest expenses as a percentage to average total assets.
Net Interest Income ( NII)
The NII is the difference between the interest income and the interest expenses.
Net Interest Margin
Net interest margin is the net interest income divided by average interest earning assets.
Cost income ratio (Efficiency ratio)
The cost income ratio reflects the extent to which non-interest expenses of a bank make a charge on the net total income (total income – interest expense). The lower the ratio, the more efficient is the bank. Formula: Non interest expenditure / Net Total Income * 100.


Funds and Investment
CASA Deposit
Deposit in bank in current and Savings account.
High Cost Deposit
Deposits accepted above card rate (for the deposits) of the bank.
Liquid Assets
Liquid assets consists of: cash, balances with RBI, balances in current accounts with banks, money at call and short notice, inter-bank placements due within 30 days and securities under “held for trading” and “available for sale” categories excluding securities that do not have ready market.
Funding Volatility Ratio
Liquid assets [as above] to current and savings deposits - (Higher the ratio, the better)
Market Liability Ratio
Inter-bank and money market deposit liabilities to Average Total Assets
ALM
Asset Liability Management (ALM) is concerned with strategic balance sheet management involving all market risks. It also deals with liquidity management, funds management, trading and capital planning.
ALCO
Asset-Liability Management Committee (ALCO) is a strategic decision making body, formulating and overseeing the function of asset liability management (ALM) of a bank.
Banking Book
The banking book comprises assests and liabilities, which are contracted basically on account of relationship or for steady income and statutory obligations and are generally held till maturity.
Venture Capital Fund
A fund set up for the purpose of investing in startup businesses that is perceived to have excellent growth prospects but does not have access to capital markets.
Held Till Maturity(HTM)
The securities acquired by the banks with the intention to hold them up to maturity.
Held for Trading(HFT)
Securities where the intention is to trade by taking advantage of short-term price / interest rate movements.
Available for Sale(AFS)
The securities available for sale are those securities where the intention of the bank is neither to trade nor to hold till maturity. These securities are valued at the fair value which is determined by reference to the best available source of current market quotations or other data relative to current value.
Yield to maturity (YTM) or Yield
The Yield to maturity (YTM) is the yield promised to the bondholder on the assumption that the bond will be held to maturity and coupon payments will be reinvested at the YTM. It is a measure of the return of the bond.
Convexity
This represents the rate of change of duration. It is the difference between actual price of a bond and the price estimated by modified duration.
Foreign Currency Convertible Bond
A bond issued in foreign currency abroad giving the investor the option to convert the bond into equity at a fixed conversion price or as per a pre-determined pricing formula.
Trading Book
Investments in trading book are held for generating profits on the short term differences in prices/yields. Held for trading (HFT) and Available for sale (AFS) category constitute trading book.
CRR
Cash reserve ratio is the cash parked by the banks in their specified current account maintained with RBI.
SLR
Statutory liquidity ratio is in the form of cash (book value), gold (current market value) and balances in unencumbered approved securities.
Stress testing
Stress testing is used to evaluate a bank’s potential vulnerability to certain unlikely but plausible events or movements in financial variables. The vulnerability is usually measured with reference to the bank’s profitability and /or capital adequacy.
Scenario Analysis
A method in which the earnings or value impact is computed for different interest rate scenario.
LIBOR
London Inter Bank Offered Rate. The interest rate at which banks offer to lend funds in the interbank market.
Basis Point
Is one hundredth of one percent. 1 basis point means 0.01%. Used for measuring change in interest rate/yield.
Fraud
Frauds have been classified as under, based mainly on the provisions of the Indian Penal Code
(a) Misappropriation and criminal breach of trust.
(b) Fraudulent encashment through forged instruments, manipulation of books of account or through fictitious accounts and conversion of property.
(c) Unauthorised credit facilities extended for reward or for illegal gratification.
(d) Negligence and cash shortages.
(e) Cheating and forgery.
(f) Irregularities in foreign exchange transactions.
(g) Any other type of fraud not coming under the specific heads as above.


Asset Securitisation
Securitization
A process by which a single asset or a pool of assets are transferred from the balance sheet of the originator (bank) to a bankruptcy remote SPV (trust) in return for an immediate cash payment.
Special Purpose Vehicle (SPV)
An entity which may be a trust, company or other entity constituted or established by a ‘Deed’ or ‘Agreement’ for a specific purpose.
Bankruptcy remote
The legal position with reference to the creation of the SPV should be such that the SPV and its assets would not be touched in case the originator of the securitization goes bankrupt and its assets are liquidated.
Credit enhancement
These are the facilities offered to an SPV to cover the probable losses from the pool of securitized assets. It is a credit risk cover given by the originator or a third party and meant for the investors in any securitization process.
Custodian
An entity, usually a bank that actually holds the receivables as agent and bailee of the trustee.
First loss facility
First level of credit enhancement offered to an SPV as part of the process in bringing the securities issued by SPV to investment grade.
Second loss facility
Credit enhancement providing the second or subsequent tier of protection to an SPV against potential losses.
Value at Risk (VAR)
VAR is a single number (currency amount) which estimates the maximum expected loss of a portfolio over a given time horizon (the holding period) and at a given confidence level. VaR is defined as an estimate of potential loss in a position or asset/liability or portfolio of assets/liabilities over a given holding period at a given level of certainty. The following are the three main methodologies used to calculate VaR: Parametric Estimates – Estimates VaR using parameters such as volatility and correlation. Accurate for traditional assets and linear derivatives, but less accurate for non linear derivatives. Monte Carlo simulation- Estimates VaR by simulating random scenarios and revaluing positions in the portfolio. Appropriate for all types of instruments, linear and nonlinear. Historical simulation- Estimates VaR by reliving history; takes actual historical rates and revalues positions for each change in the market
Commercial real estate
commercial real estate is defined as “fund based and non-fund based exposures secured by mortgages on commercial real estates (office buildings, retail space, multi-purpose commercial premises, multi-family residential buildings, multi-tenanted commercial premises, industrial or warehouse space, hotels, land acquisition, development and construction etc.)”

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