Titlebook: Creating Value in Financial Services; Strategies, Operatio Edward L. Melnick,Praveen R. Nayyar,Sridhar Seshad Book 2000 Springer Science+Bu

expansive

Contend

Jaya R. Soneji,Madhugiri Nageswara Raol services sector. Certainly within their home environments, universal banks effectively target most or all client-segments, and make an effort to provide each with a full range of the appropriate financial services. Outside the home market, they usually adopt a narrower competitive profile, in the

反復(fù)拉緊

Sven B. Andersen,Anna Maria Torpt out. We are a little hesitant to begin an article by disputing Socrates, but the retail financial services business, particularly retail banking, has powerful economic incentives to develop relationships with retail customers.

Yourself

轉(zhuǎn)向

極大痛苦

Pantelis Angelidis,Eleftheria Vellidourelative to competitors includes location of customer access, services provided, and timing and quality of service. The methodology described in this chapter is intended to infer strategies that will optimize management’s objectives and indicate changing dynamics in the marketplace.

Additive

Damaris A. Odeny,Satya S. Narinawever, during the same period, derivatives have been a source of dramatic losses for a few users. While derivatives have created much more financial value than financial loss overall, this chapter describes some of the problems that caused losses in order to illustrate how derivatives problems are s

miniature

步履蹣跚

危機(jī)

Pantelis Angelidis,Eleftheria Vellidouxed-income investors, and by selected (noncompeting) regional dealers to analyze fixed income securities and portfolios. Its development, both in the literal sense as software and in the management sense as an institution within a broker-dealer, has coincided with the trend toward greater automation