BankUnderground

AUGUST 30, 2023

Profits versus excess profits: measurement and trends Measuring profits is a challenging task : national accounts data are affected by the ‘mixed income’ of self-employed, taxes and subsidies, and conflate two different dynamics: those of the market and non-market (real estate and public) sectors.

Capital 57

Capital Comparison Maine Industry 57

BankBazaar

APRIL 29, 2020

The Covid-19 pandemic has pushed entire nations into lockdowns, crushed value chains, and stressed household finances. Care must be exercised with the four pillars of your personal finance: liquidity, insurance, loans, and investments. We’re putting together a series of suggestions to help you deal with various facets of your finances.

Management 155

Management Policies Examples Taxes 155

PYMNTS

MAY 24, 2019

While wearables are able to track all kinds of things about their wearers — how much they exercise, when they are sitting or standing or how regular their sleep habits really are — they aren’t renowned for their ability to sense how their wearer is feeling emotionally speaking. AI Enhancement: A Wearable That Feels Your Pain.

New York 109

New York New York City Vermont Meeting 109

South State Correspondent

MARCH 15, 2023

It turns out that confidence is more valuable than capital. The ratio would provide a bank’s current core capital position to risk-adjusted assets. Some form of this ratio will likely be applied to the national and regional banks, which means larger community banks will also be judged by this ratio.

social media 195

social media FDIC Branding Management 195

South State Correspondent

MAY 31, 2023

Likely, it might be a combination of the above, but setting a branching strategy should dictate capital allocation, branch layout, marketing, and staffing. Banks should have a clear and stated set of measurable objectives for their branches and then allocate capital accordingly. Our point here is branching isn’t a passive activity.

Data 195

Data Branch Strategies Strategy Mobile 195

CB Insights

OCTOBER 31, 2017

We are confident that to truly have the long-term impact we want to make, we need to focus on finding an acquirer with an existing national fresh food supply chain who can carry forward the Juicero mission. The initial 7 years were all about having negative working capital, positive cash flow and a sustained ability to fund our own growth.

Company 78

Company US San Francisco Capital 78