Ppp Programs – Min $1m And Up – ( Investor Funds In India Banks Ok )

With a changing market in alternative investments, there are currently seven private placement programs available to investors with a minimum of one million dollars to start. As with any trading program, the investor is never allowed contact with the trader until a complete compliance package has been submitted.

This includes a current POF (proof of funds), a CIS (client information sheet on client’s letter head) and a copy of the investor’s passport. Once the investor passes due diligence by the trader, the investor will be invited into a 40-week trade program or a bullet trade.

It is a privilege to be invited to participate in a PPP program, not a right. A client needs to be invited in. A client will never be invited in to any PPP trade if he thinks he is going to dictate the procedure to the trader. It does not work that way. The trade program sets the exact procedure as to how it will be done and that is the way it is. The investor either accepts this or not. If not, he does not get into a program.

When submitting a request to enter a private placement program or bullet trade, you must always include a POF, CIS, passport copy, a brief summary describing the request, i.e the dollar amount, is it PPP or another service you request, the name of the client’s bank and is it cash or a bank instrument that he wants to put into trade? Also, in what country is the client and the bank located? Without this information, the investor will not be invited into these very profitable trades.

PROGRAM 1 (1 Million minimum investment) – Works for investors from India or anyone.
There are few PPP programs that allow the smaller investor to get into a program without moving their funds to the traders bank. This one will does not require that. It is perfect for investors in India for example where the banking laws of the country do not allow the citizenry to move large amounts of money out of the country. It is a straight forward 40 week program. Returns are approximately 350% a month after fees are deducted paid weekly for 40 weeks.

PROGRAM 2 (1 Million minimum investment ) – Multi option program
for the small investor and up. Investment funds must be moved to an offshore bank account
in the name of an offshore (not US) corporations which is owned by the investor. If there is
a problem with moving the funds, such as with some investors from India, this program will
not work for them. This program has been in existence for 20 years and has never lost an
investor s money. Please notice that there are a variety of options from which to choose,
which will only be discussed after receipt of full compliance package.

PROGRAM 3 – BONDS or CASH ( trade, sale or loan)
We will consider any type bond if on Euroclear and/or DTC wi th Free Delivery or that comes with a MT-760. The bond should be A or better rated by S&P, Moodys, Finch etc. with ISIN/CUSIP numbers. Venezuela Bonds are accepted without being on DTC, EC or having a MT760.

No Mexican Bonds will be accepted. Mexican bonds are accepted by the trader on the ASAFY-Doc.Program. The bonds must be delivered on or DTC or Euroclear to Citibank, NY with T-3 Settlement only. (This settlement cycle is known asT+3, short hand for trade date plus three days. ) MUST submit Pages 1-4 + Page 14 from Euroclear screens with FULL compliance package

PROGRAM 4 – U.S. Banks only: 5M Minimum Wells Fargo 48 hour Bullet Program
Must be delivered by clients bank via MT542 block in the U.S. for CD, Cash, SBLC, or MTN; or free delivery on DTC to Wells Fargo
-Within 24-48 hours, 85-90% payout; hold the asset for 30 days.
-$5M minimum with no limit

PROGRAM 5 – U.S. Banks/ European Banks Bullet Program – – Minimum $100M
Must be delivered on EC to Citibank NY with T-3 Settlement
– 72 hours after delivery, client is paid 5%
– +7 additional banking days, client is paid 200%
– Instrument is blocked for 45- 90 days then returned to client unencumbered

PROGRAM 6 – 10M Min. Bullet Option – 5 Times Bullet Program – Cash Only
CIS (must have working numbers and email address or will be rejected), Non-Solicitation, Letter of Intent, and POF (Bank Statement or Tear Sheet) – – please only serious inquiries.
24-48hr compliance
Top US and European Banks
No Swift Needed
Administrative Hold
$10M min (smaller amounts case by case)
Cash Only
Program is subject to close and change without notice – – others programs may be available depending on when submission is made.


PROGRAM 7 – 2M ZERO-OUT Project Funding 7 for 1 Leverage Program
You need an acceptable project to fund to be eligible. We want projects that provide humanitarian and economic benefit to society in general.

Program allows you to take a minimum of $2 million dollars and invest it in our Zero-Out Project Funding 7 for 1 Leverage Program and make enough profit to support your financial needs and goals upfront. The financial goal that you need to reach will be based on a designated initial investment amount and leveraging your funds and profits based on 4 funding cycles with a 7 to 1 leverage of your investment and profits in each cycle. The maximum benefit allowed is $150 million.

Example $2 million investment/ 4 funding cycles: If you need $100 million dollars you may invest $2 million and it and your profits are leverage as followed to reach your funding goal.

Cycle 1: $2M x 7 = $14 million
Cycle 2: $4M x 7 = $28 millionCycle 3: $4M x 7 = $28 million
Cycle 4: $4M x 7 = $28 million
Four Cycle $Total = $98 million

All information is provided once we know you have a real client, meaning we have POF and copy of their passport and CIS. Trader must know that your client is real. NO exceptions. We WILL NOT talk to anyone who cannot prove they have the investment funds and that they are who they say they are. That point is not negotiable.

How To Succeed In Banking Jobs

The demand for banking jobs has increased tremendously in recent years. This is particularly true for investment banking as people see a high degree of return associated with it. In fact, investment banking is known to be one of the most highly paid jobs in the market. However, you cannot jump directly to investment banking after completing your college degree. You will have to start off with entry level jobs in the field and then gradually make your way up the ladder after sufficient hard work and dedication.

Even though investment banking may seem like the prime option in the banking sector nowadays, there are several other banking jobs you should consider. A large majority of these jobs are those of a bank teller. In addition to this, there are some other important banking jobs in the sector such as that of a bank manager. This person is responsible for ensuring the smooth operations of the bank on a daily basis as well as overlooking the activities of employees and whether they are performing all their duties within the assigned deadlines. You can also choose to be a bank accountant if you hold the necessary qualification and are good at managing accounts. This is one of the most important positions in any bank, as the accountant is responsible for preparing information that will be presented to investors and tax regulatory authorities.

Other banking jobs include those of financial advisors, whose responsibility is to guide clients in making the best possible financial decisions. This means that financial advisors have a lot at stake for their clients and they must help them in making the most effective decisions. There is no doubt about the fact that careers in the banking field are very promising but you need to consider some factors if you wish to achieve a high level of success. You need to stay updated with all the latest developments in the world of business and technology. New ways of making money are discovered almost regularly, and you need to be familiar with these in order to guide your clients in the best possible manner.

When it comes to banking jobs, you must maintain some degree of networking. If you do not have the right contacts, you are not bound to succeed in any field. Try to be more socially involved by attending gatherings and getting to know important people. If you are an investment banker, you will also have to do some research on the fees you are going to charge. It should be decided upon after considering the amount you invested in the first place.

Shared Services Excellence Award-winner Interview Nicola Stokes, Anz

SSON: How did you become involved with ANZs shared services program?

Nicola Stokes: I was appointed General Manager Shared Services in 2005. There was probably about two-thirds of the organization that exists today in place when I got there; the organization was all based in Melbourne at that stage. I think the most striking feature for me when I arrived was probably that the people didnt really understand why they were all put together in a shared service; each piece was run quite separately, and was very much a cost-driven service-delivery focus.

SSON: What functions are in place now?

NS: Basically as ANZ Shared Services exists now, we are responsible for HR Operations such as recruitment, remuneration, learning and development, pension/superannuation; Finance processes such as payroll, accounts payable, reconciliations, indirect taxes, information and reporting; Strategic Sourcing (IT and business services); and ANZ Environmental sustainability program and system. Weve expanded quite a lot over the last couple of years. We have a team of 400 now, half in Melbourne, and the other half are in India, in Bangalore with our captive center there. The clients are based in various geographies, Australia, New Zealand, India and SE Asia. The headcount for ANZ is about 35,000, and the 400 of us service all of them.

SSON: That does sound like a major expansion. So was this planned when you came in, or was it as a result of your own strategy formulated after your appointment?

NS: When I went in, you could just see the opportunity; I looked at ANZs strategy, where it was going with its five-year plan, and it was definitely based around having a very efficient and effective and high-quality infrastructure to support its planned expansion. ANZ had a captive center in Bangalore for nearly 18 years, and it was used for software development; my boss at the time – Mike Grime, managing director of Operations Technology and Shared Services (OTSS) understood we had a huge competitive advantage in India and we werent using it. So I looked at how we could use the captive for shared services and started to move the transactional elements of our service offering to Bangalore, with great success. We kept the roles that interacted with the client in the same country as the client a hub and spoke model. I also looked at overall cost, because obviously in all SSOs cost is an important factor, but we had quite a different way of approaching that I think. ANZs products are not the cheapest banking products on the market, but they are cost-effective, and so the question was, how could we match the cost-effective nature of shared services to meet that sort of customer delivery.

When I talk about customers I mean the customers of the bank; my clients are my internal customers, if you like. Sometimes when you use the term customer for your internal clients, you create a kind of master-servant relationship within the organization. That doesnt actually do any good, because in the end what were trying to do is all oriented around the end customers, which for us are the retail banking and institutional customers.

My strategy involved using the Heskett model of the service-profit chain, to help my own staff understand why they were all in a shared service: basically if you can deliver an excellent level of internal service, that will enable the front-line staff to deliver a similar level to customers. Indeed Hesketts model shows how front-line staff can ONLY deliver the level of service they receive on the inside of the organization. So that gave everybody a bit of vision as to how all the pieces fit together given everything we were responsible for was about the internal operations of the Bank. It also helped our clients understand what else we could do for them and what would or would not be effective. It was also important that we did not become the dumping ground for things the rest of the Bank did not want, so if a process/service was customer-facing or revenue-generating it did not belong in Shared Services. Then when we started to demonstrate this strategy/model to our clients, and to articulate our value proposition, thats when we started to grow and we started to take on more work for them, which was wonderful.

SSON: Does the SSO have any clients beyond ANZ or is it still all internal shared services?

NS: It is still all internal shared services.

SSON: Was there the plan eventually to sell services to other organizations?

NS: Its a really interesting question. Sourcing and partnerships are one of the strengths of what we developed, but a lot of shared services entities start to fail when they start to take on third-party work, because theyre going against the reason they were set up in the first place. What in my experience you need to do is draw a line in the sand – and then if you decide that now its about revenue generation, ANZ then becomes a client. There are many documented cases where this had been attempted and has been a failure as the shared service starts to believe it exists for its own revenue-generation – and the business we are in is banking. If this step is to be taken the most successful ventures I have seen are when the shared services is sold or JVd.

Part of the vision that we had for shared services was that we would enable the Banks growth whether organic growth or through acquisition. Shared services traditionally get involved after the acquisition has been decided, whereas what we believe is that because of the responsibility placed in our shared services organization we had financial stewardship of A$4bn we would become part of the decision-making process about what we would acquire because we would be able to demonstrate that we would enable the benefit delivery of the M&A by getting things up and running and integrated more quickly. So, my strategy was to ensure that shared services would move from a purely cost-focused, internal transaction operation to something that was a crucial part of the growth and development of the Bank through operational excellence and energetic and agile service delivery.

SSON: Before we move on to talking about your role as thought-leader for which youve been recognised, can you tell us a little more about the environmental sustainability department you mentioned?

NS: Absolutely. Its quite unusual within shared services. Part of ANZs strategy under the previous CEO was ensuring the bank became more environmentally sustainable; there was quite a big community and employee engagement plan, but the environmental sustainability area, our understanding of our consumption, was still in its infancy. We started with the basics: we designed and implemented an environmental management system, around creating baselines and understanding performance. If you look at the other pieces of shared services especially the procure-to-pay process and the responsibility for the supply chain, the processes and methodologies we used, we could control the type of things the Bank consumed.

Our next step was to further understand how we could become carbon-neutral. We started working on a strategy and education program, internally for bank employees and all the way through our supply chain. We started to only select environmentally sustainable products for the catalogue; we worked with current suppliers so they could get to a benchmark with us; and we stopped doing business with people new work if they didnt understand their own footprint. We taught our suppliers things and they taught us things.

And I was actually voted onto the United Nations Environment Program Finance Steering Committee, and went to Geneva representing ANZ. I was voted onto the committee by 80 of the banks globally who are members of the UNEP-FI. And our crowning glory was that in the Dow Jones Sustainability Index we, ANZ, became the number-one sustainable bank for 2007/08 – pipping WestPac at the post which wasnt the aim! But it was a wonderful outcome, and its now embedded in the way that the bank does business. We can now monitor everyones buying behaviour on an ongoing basis. It was quite a wonderful achievement: a lot of hard work – and a lot of scepticism – but one of the great examples of shared services being able to demonstrate that its value is much more than transactional or purely operational functions.

SSON: Thats a very impressive achievement. Congratulations.

NS: Thank you. Were very proud of it.

SSON: You deserve to be. Lets move on to your award. Why do you think you were honoured as Shared Services Thought Leader of the Year?

NS: Two things I think. Firstly the leadership program I put I place and secondly the strategy, business plan and implementation methodology I designed and used to ensure the ongoing effectiveness of shared services in ANZ.

The leadership program that I put in place was a three-year rolling program for all of the leaders in shared services – so not only the leaders in line management, but my direct reports and their direct reports functionally. And then we added people who hadnt worked in a bank, because they bring in all this other experience. Shared services is full of young people, so we picked out all the older people with experience in life, and knowledge, so the whole leadership forum could get that sort of balance.

We used a Human Synergistics tool called Life Style Inventory which is very well-known in this part of the world, and it talks about moving from passive-aggressive or defensive-aggressive styles to constructive styles, and their tools show that the constructive styles lead to increased share price and profitability. We ran that over the first year of the program, putting 38 people through this: we launched it for the whole 400 in Melbourne and Bangalore because when people see shift in their leaders they get concerned, they dont know whats going on – so we simply articulated what was going on. I employed a leadership coach and for six months the 38 each met with me every eight to twelve weeks and with the coach every four weeks, working through the program – so they sort of practised for six months and then went up to implement for the next six months.

Then Year 2 of the program was positive psychology: this is a way of thinking and discussing whats good in life, and doing more of it, rather than as most organizations operate – on deficit, grading performances on what you havent done or what youve done wrong. This research is quite phenomenal. Its run as a course at Harvard, and its the most attended course. [Martin] Seligman did a lot in relation to happiness, and what hes actually shown is that its not about being happy but being happier, and the effects on the physiology of the brain and what that does for individuals and therefore the organization. By rolling this program through, we got the biggest shift to constructive profile that Human Synergistics have ever seen in their history and theyre actually doing a profile on us, thats out in the next couple of months.

The Heskett service-profit chain model worked really well for us; Im not sure if it has to be that one in particular, but it has to be something that will bind all the people who work in shared services together. And then we had a robust business-planning methodology which we developed that other parts of the bank started to use, using end-to-end process management approach, and Lean and Six Sigma, Balanced Scorecard and a lot of those basic tools that deliver an effective process but then free up the individuals in the process to think and be innovative for our clients. We automated end-to-end so we could use our ideas and our people to deliver a better service. You know, if our clients have a clunky process that takes their time away from managing existing and new clients the consequences are quite well documented.

The combination of these two elements ensured that we were moving up the value chain and would continue to do so.

SSON: You mentioned targets there; what were your personal targets? Did you set yourself specific benchmarks you wanted to surpass?

NS: I had a three-year plan for shared services. My targets were around employee engagement; financials; risk; process effectiveness and client/service delivery. This was all wrapped up into an overall measure of how many new products or services were we asked to take on for the Bank. Did my colleagues want to do business with my organization? This combination of qualitative and quantitative data was fundamental for our success and progress towards the achievement of our strategy and of course to help us stop doing work that was no longer valued by our clients.

SSON: What were the biggest obstacles you encountered?

NS: Its really interesting question and I feel the longer I think about it the more I come up with, but there are a few key ones. The first one is understanding that most business units want to control their own stuff – not wanting to give anything up. If you think about why that is, in most organizations roles are scoped and scaled and paid relative to the actual size of the job headcount is important in this equation – so by taking peoples staff were actually decreasing their own roles within the organization. So we began taking in pieces of work, saying just give that to us, well put it through our process and then well give it back to you, and you can just run it and they thought this was just wonderful. Eight times out of ten they never took it back, because they were still getting the credit or the kudos or whatever were all human beings for the outcome of the process running really effectively or the engagement running really well. And I think thats something that people all over the world running any form of shared service continue to challenge. We in shared services need to keep our focus on the benefits to the whole organization, not the benefits for our own SSO.

Another challenge is that when you take on other work all of a sudden the expectations change. So somebody thatd been running their own process and had a quality score and a time rating and error rating and complaints rating, when we came into the equation the expectation changed massively and our clients want a much higher quality rating for example. So thats where we introduced client councils, so we could say this is what were taking over and thats what it looks like now. This started as a plan over 12 months but we were able to make traction much more quickly, achieving targets over six to eight months. This approach only works with a lot of face-to-face interaction.

Another major change maybe not an obstacle but the transformational change through the leadership from being a reactive organization to being proactive, so not only doing what was asked, when the answer was always yes irrespective of what was possible or not, but actually coming up with thoughts and ideas for our clients because we understood their business just as well as they do.

SSON: Lets look at the future now. What are your plans? Youve moved on from ANZ

NS: Well I moved from Sydney down to Melbourne to take the role, and had a three-year timeframe in my mind. And thats what I did. I think Im where a lot of people get at a certain time in their lives I got very involved in the environment and community agendas, and Ive decided that I want to work in more community-focused organizations. What I believe is that the things that I do around consolidating internal activities and organization, reducing costs while keeping service levels high, and enabling access to products and services – I want to do within a more community-oriented organization, rather than in an organization where any monies I was involved in saving or producing go back to the shareholder only.

Ive got to this stage in my career that I want to do something with a bit more purpose to get me up in the morning! Ive had a ball, ANZ was wonderful, and I want to do something that takes that commercial acumen that we develop in corporates into working for an organization thats more community-oriented. Its a pretty huge step for me. Ive given myself six months, by the way, to see if they want me and if not Ill get back into corporate and will still really enjoy it! But Im really very excited by trying to make the change.

SSON: Please do let us know how you get on!

NS: I certainly will. You can do so much within an organization, its really amazing. You can really positively impact on a lot of other people in their daily lives whether inside or outside the organization. But well see how I do!

SSON: So lets wrap up. What advice could you give to an individual or a team embarking on shared services?

NS: If youre going to establish shared services you need to understand two concepts. The first one is: why, and who are the sponsors? What does an organization think it can get from shared services? And understanding if there have been any attempts in the past and what were the outcomes of those attempts. So thats a really important piece.

The second piece is a bit about understanding the organizations culture and life-cycle. So in a command-and-control, why would you attempt a shared service model?

The glue that keeps it all together is knowing what leadership model youre going to bring into the SSO. Your classic line manager is one thing, but you need influencing skills and negotiation skills at all levels. Shared services clients are always there, whereas in any other organisation I think the average interaction with your customers in financial services is around four times a year; so this understanding of the clients access is really crucial, and you need the best leadership for that. Finally, if you only focus on getting all of your transactions and processes and data perfect before you move up the value chain, youll never get there.

Why Punjab And Sind Bank, Rbi And Upsc Recruitment 2013 Is Expected To Charter Progressive Careers

Depending on this foresight or at least the thought of it, people try to select the particular organisations in which they will apply when the vacancies are submitted for public applications. Jobs in RBI or Reserve Bank of India are helpful for the recruits as are the jobs in Punjab and Sind Bank.

Getting recruitment through IBPS in Punjab and Sind Bank in officer rank

Since banking jobs are sought by people in India in general, people from different backgrounds have gone for these vacancies. In the Punjab and Sind Bank recruitment 2013, there will be a lot of posts which would be coming out in the subsequent months. This is one of the participating nationalised banks in the IBPS or Institute of Banking Personnel Selection process. With the clerical level exam for IBPS already over in December 2012, the results will soon be declared. Then, candidates can apply for this particular bank, when the vacancies are published. One can enter into the posts of clerks or probationary officers or specialist officers.

RBI as the highest banking institution and hence a privileged posting

RBI is the highest banking institution in the country, responsible for regulation of the banking rules and financial situation of the entire country. The enormity of the function is only possible to be known if one clears the RBI recruitment 2013, which is going to be conducted in the recent months. Working in capacities of clerks or officers in RBI in itself is a great achievement. Further, it can be a learning experience in managerial and executive levels. It is a privilege working with the top minds in financial world while in RBI. RBI recruitment 2013 will be therefore in the top of the list of preferences among the banking job aspirants of India.

Pay scale is quite good in banking sector In these banks such as Punjab and Sind Bank there is a good pay scale, which comes along with a variety of perks and allowances. In the officer levels, these are among the best paid executives in the country. RBI officers are also highly paid and have variety of perks. It can be easily said that the pay scales in these banks are among some of the best organisations in the country.

Gazetted, officer positions through UPSC

UPSC recruitment 2013 is supposedly among the best ways to find a prosperous and progressive career in India. Union Public Service Commission or UPSC is the body constituted in the country, to look after the recruitment process of Group A and B category, gazetted officers in the country, in different departments. For the purpose, it conducts written exams and interviews for various organisations. There are exams like Special Class Railway Apprentices for engineering graduates, CDS and NDA for army recruitments at 12th and graduation levels respectively, IES, ISS, civil services, etc for selecting candidates to work in the highest administrative and managerial positions in various organisations. This suggests that UPSC recruitment 2013 will be, a dream come true for many candidates, much because of the high level of designations that they will receive after clearing the exam.

These organisations of RBI and Punjab and Sind Bank have the potential to bring up the best in the careers of the recruits due to their variety of posts, pay scales and managerial positions. UPSC recruitment has intake of thousands of posts in various gazetted officer positions, which are the dreams of millions of students in the country.

Nine Trillion Gone From The Central Banking System And No Body Knows About Exactly Where The Dollar

Revenue by itself is just an notion backed by self-assurance. People in an economy use income as a way to transact goods. Cash is the way that people use to purchase a coffe or cappuccino but it is the coffe or cappuccino what folks seriously want to buy. In this regard, cash by itself is useless and is just paper. It is what funds can get you what determines the value of money.

Before 1971 the dollar as a currency used to be to be coupled to gold. Hence, there was a provided quantity of dollars that the banking cartel System have been able to create per ounce of gold. Additional importantly, there was a limit as to how significantly funds could be printed out. The wall imposed discipline on the beaurocrats and the dollars supply. By getting backed by gold, there was a organic limit as to how much of a currency the banking cartel could inprint and how much the government could loan from the central banking system. Absent the gold limit, the central banking system is absolutely free to print as much income as they feel necessary and the government can borrow as considerably revenue as it needs from the central bank.

By now you must have an notion of exactly where the 9 trillion missing from the central bank have gone. Obtaining limitless power to print as substantially dollars as desired, the central banking system has gone and saved banks, private institutions and other private bodies with the excuse of saving and stabilizing the economy by preventing system wide threat. But the reality is farther from the truth. In reality, what happens just about every time an additional dollar is printed is that the value of existing dollars in the entire economy and in your individual pocket sheds value, giving rise to the appearance of rising gasoline rates, increasing meals and power costs and increasing dwelling rates.

The inspector general was questioned about what happened to the 9 trillion gone from central banking system vaults utilized to safe the Federal government. According to the video, she is in lead of maintaining an assessment on statement transactions. To add more, Bloomberg reports that there may well be off-balance sheet additions to the revenue general supply not reported by the banking cartel, which means that the banking cartel may possibly be printing revenue out of thin air and they are not reporting the expansion in the cash supply.

Congress does not have the right to check the Federal Reserve with the excuse that it would stop the bank from getting to be a self reliant unit and would avoid it from acting in the greatest interest of the public provided that Congress would get in the way. As a consequence, chances are no one will ever uncover about the nine trillion gone from Federal Reserve banks, where the funds went or who spent it. Like the massive bank often does, they will just write it off and the taxpayer will bear the cost by means of higher rates at the pump. Now you know Subsequent time you hear that the Federal Reserve is quantitaively easing the cash supply, you should really understand that they are printing revenue that have no backing and that your fundamental goods such as food, energy and clothing will be going up in price quickly.

Exploring Top 10 Business Sectors In India

The Indian economy is one of the fastest growing economies in the world and this is evident from the increase in b2b business space India shares with the world. Apart from the big business houses, the real contributors towards the economic growth are the small and middle sized enterprises belonging to different industries.

To learn about different business sectors of India, there is no better place than a b2b
business directory, where these businesses open their doors for the world. Considering the popularity and growth rate of businesses, here is a list of the top 10 business sectors of India.

Foods and Beverages
The foods and beverage industry of India has gained popularity in the past 3-4 years, mainly due to the changing lifestyle and eating habits of the people. Most of the segments have recorded an increase in revenue from 2005 to 2009, the alcohol segment being on the top. A growth rate of 7.5 percent is expected between 2009 and 2013 to make it a 330 billion dollar industry by 2013.

IT Industry
The information technology business sector of India is expected to increase by 14.1 percent from 2009 to 2010. The expert analysis predicts the industry to become 67 billion dollar industry in 2010 and to increase by 11 percent by the year 2013. IT services, software as well as hardware segments are making great contributions towards the growth rate of IT industry as a b2b business.

Health Industry
Due to a huge different in the healthcare costs in India and the western countries, the health industry of the country is experiencing a growth in terms of business. The analysis shows that the current 35 billion dollar industry is going to touch the figure of 75 billion dollars in 2012 and 150 billion dollar by the year 2017.

Telecom Industry
The growth of telecommunication business sector in India can be easily termed as a revolution. The country enjoys the second rank as the telecom network provider. The rise of 3G services and mobile telephony has also contributed significantly towards the growth rate in the sector. The mobile subscribers in the country are expected to grow by 11 percent from 2010 to 2014.

Textile Industry
Textile industry of India is a globally reputed b2b business sector. The total textile exports from India contribute towards 27 percent of the total foreign exchange. Cotton, silk, jute, woolen, hand-crafted and readymade textiles are the main segments one can find in a global Indian b2b business directory.

Auto Industry
The Indian auto component industry has been growing with a consistent growth rate of about 20 percent since 2000 and the rate is expected to remain consistent till 2015. Engine parts, drive transmission ad steering parts, suspension and braking parts and electrical parts are main contributors towards the growth of this global b2b business sector.

Construction Industry
Accounting towards 11 percent of Indias total GDP, the construction industry is an exporter of various raw materials to the world. For example, China is the biggest consumer of steel exported by India. Besides, the cement industry is a significant contributor in this category.

Indian handicrafts enjoy a great demand in the foreign markets like those of USA, UK and Australia. Wooden handicrafts, jewelry, hand printed textiles and crocheted goods are some of the main segments that bring foreign exchange of the worth of 3 billion dollar to the country.

Both renewable and non-renewable energy sources have contributed towards the growth rate of energy sector of India. Natural gas, LPG and solar energy are the segments that have been consistently growing.

Banking and Insurance
Investment banking, credit cards, mortgage and insurance products are the segments that contribute towards the growth of banking and insurance sector of India. For example, the number of debit cards increased by 40 percent from 2006 and 2009.

To find the companies showing growth in the above-mentioned business sectors, you can refer to a b2b business directory. Apart from them, there are many other industrial sectors growing in the domestic as well as global markets.

Branchless Banking The Financial Services Of The Future

There are some exciting and innovative times ahead for the banking industry. The world’s financial organisations always looking for new ways to offer customers the sophisticated levels of service they want while simultaneously cutting costs, and one exciting area of development is branchless banking.

Customers are already extremely familiar with the functionality on offer at the average ATM machine and a large proportion have also got to grips with all of the excellent services available through online and mobile banking. Now, there are engineers and inventors quietly working on ways to boost the brilliant services provided by these technologies, making it possible for people to find a full range of banking functions on offer from a computerised terminal.

There was once a time when such a proposition seemed unlikely to take off, but that was long before the days of self service checkouts at local supermarkets and swipe cards to get on and off public transport. As the world becomes increasingly technologized, a far greater portion of the population is highly computer literate and on the look out for all innovations that can help them better utilise their free time.

The convenience of branchless banking services is one of its major selling points. The ability to access financial details on the go or at a conveniently placed ATM machine rather than having to set time aside to visit a physical branch is something that greatly appeals to today’s time-poor workers. What’s more, the range of different online and computer facilitated services available means that there are a good range of options for people to choose from.

While some customers will always prefer the option of speaking to a teller, others welcome the anonymity of sorting out their finances at a fully functional ATM machine or paying bills via their phones. It’s up to banks to consider the needs of their far reaching customer bases and provide the most appropriate service for them all. As technology continues to grow, it is increasingly likely that more and more customers begin looking for branchless solutions for their banking needs.

Retail teller machines are huge development when it comes to the potential of branchless banking. These, unlike ATM machines, tend to be cashless, and are instead designed to talk customers through the various policies and services the bank offers in a no pressure environment. This will appeal to customers who want to learn about the products open to them, but who want to have plenty of time to consider their options as well as avoid a potential hard sell.

RTMs can already reduce queues and pressure in bank branches and the fact that they could be installed and maintained in areas where a full branch isn’t feasible means they’re sure to offer ever greater options to customers in the future. The further development of RTM and ATM software designed to simplify financial services will help make it increasingly easier for the average customer to get the information and services they need while also helping banks cut costs.

The World’s Top Tax Havens

When it comes to top tax havens, Panama and Switzerland are the favorite offshore jurisdictions of investors. For many years, investors viewed Switzerland as the go-to place when desiring to place money in an offshore account. Panama has joined Switzerland in these ranks and now the two are the most sought after jurisdictions for investors world wide.

Both countries offer a high level of security for both your financial and personal information, though in recent years, Panama has come to offer a higher level of security and anonymity. When opening a bank account in Switzerland, one must now provide such information as a social security number, whereas in Panama this information is not required.

Due to the high pressure from other countries, and tax treaties with certain countries, Switzerland has undergone changes in its banking policies and security laws. Panama however, does not have tax treaties with other countries (except in a limited capacity with the US) and operates independently, so it is able to uphold the laws that it has in place.

This should not deter you from choosing to bank in Switzerland though. Compared to the other offshore jurisdictions that you have to choose from, both Panama and Switzerland are still the best offshore companies for tax breaks. Most Swiss banks are long standing, well established facilities that provide a measure of protection for investors if for no other reason than the fact that they have a long business history of providing safe banking. With so many offshore scams popping up and stealing money from investors, the many people feel secure using Swiss banks because of the long history they provide.

Though Panamanian banks do not have as long of a history as the Swiss, many people are so impressed with their level of bank secrecy laws and practices that they are willing to take a chance and invest their money in Panama instead. For those that are highly concerned about their tax information being exchanged with other agencies or authorities, Panama banks can provide the level of protection and anonymity that they are looking for.

Panamanian banks do provide a higher level of asset protection, if only for the fact that they operate without any tax treaties from other countries and will not release an individual’s information. The only case of bank secrecy being lifted in Panama is in the case of a severe criminal investigation, and even then the agency looking to lift the secrecy will have to make a strong case and go through the proper channels including the Panama court system.

There are of course many other countries and jurisdictions available for you to establish an offshore banking account or an offshore incorporation. While many of these countries are also viewed as tax havens and top choices for investment, if you are looking for the best you should consider placing your investment into a facility that is located in a Switzerland or Panamanian jurisdiction. That way, you can rest assured that your money is in an established facility that will offer you the protection that your assets need.

Over One-Third of Income Spent on Mortgages or Rent in Many Households

Although mortgage interest rates have hit a historic low, many households are paying over a third of their income on housing costs. According to an Ipsos MORI survey commissioned by the BBC’s Panorama programme, 31% of household surveyed spend over a third of their income on a mortgage or rent. There are a number of reasons why this may be the case, including a shortage of affordable housing, high property prices and an overheated rental market.

A Shortage of Affordable Housing:

The UK is not building enough houses each year to meet demand, according to figures produced by the housing and homeless charity Shelter. Since 2008, the construction market has been in the doldrums. The government attempted to boost the new-build market with phase 1 of the Help to Buy scheme. Launched in April 2013, this initiative was designed to encourage first-time buyers to purchase new-build properties by allowing them to borrow 20% of the purchase price from the government. Combined with a 5% deposit from the borrower, this left only 75% to be borrowed from a mortgage provider. The scheme has now been extended to cover all buyers and all properties.

Since the scheme began in April, there has been a 6% rise in the number of homes built in the UK.

High Property Prices:

The shortage of affordable property has been steadily pushing property prices up over the last few years. The average house price has been increasing by just over 3% per year and this trend looks set to continue. The Office for National Statistics (ONS) reported that property prices had reached a record high in August 2013. At that time, the average price for a property in the UK was 247,000. This is around ten times the average UK income.

Higher property prices mean that households are stretching themselves by taking out larger mortgages in order to buy their home. As a result, the financial benefits that could be gained from low mortgage interest rates are offset by higher levels of borrowing.

The research conducted for Panorama revealed that 46% of respondents think property prices in their local area are too high. In addition, 39% would like to see property prices fall.

The Rental Market:

Following the banking crisis, lenders have become much stricter about who they will lend to. When borrowers do pass the credit checks, lenders are insisting that they provide a deposit of at least 5% of the property’s value. As a result, many people find that they are unable to buy their own home and have to turn to the rental market. With more people looking for properties to rent, landlords are able to push up rents. The average cost for renting a home from a private landlord in England and Wales reached a record high of 757 per month in September 2013. This is an increase of 2.1% over the past year. The problem is particularly acute in London, where the average rent is approximately 1,200 per month.

Paying high rents can prevent individuals from saving the money required to put down a deposit on a property.

Search Jobs in Banking for a Fruitful Career

The banking sector in India has witnessed a huge expansion in recent years, throwing open a world of opportunities. If you are at a stage planning your career path, search jobs in banking positions to get an idea of the options it has to offer and be sure to be overwhelmed.

Benefits of a banking career

The size of the banking sector is proof enough of the multitude of career options it offers. It is still at the expansion stage and offers many openings at various levels. The benefits it offers are enough to attract talent towards this industry.
Expanding sector: Over the years, the banking sector has seen many changes. Liberalization in the year 1991 was one of the biggest changes the industry saw. The number of banks in the nation shot up greatly with many private players entering the market. However, compared to other developed economies, this sector in India is still at the developing stage with a huge scope for expansion.
Growth opportunities: As the banking sector is expanding, it is also offering a great amount of job opportunities. Multiple jobs are posted on various job portals and you can also get job updates on mobile phones. Entry into the industry is just a beginning of the growth process, as there are ample opportunities to grow and reach high levels. The fierce competition in this sector is forcing every organization to adopt means to retain the best talents. Even public sector banks are keeping up with the competition and formulating policies that go in favor of the employees.
Competitive pay packages: To control the attrition rate within an organization, it is important to match up with the demands of the time. Pay packages play an important role, when it comes to executives switching jobs. To see to it that talent is not lost, banks try to keep up with the salary standards compared to other sectors.
Good working conditions: A banking job is considered a white collar job with excellent working conditions. Compared to other industries, the working hours are decent with very rare occasions of late hours. The atmosphere is absolutely professional, and balancing work and family life is possible in this industry.
Job rewards: Being a part of the banking industry has rewards that go beyond the attractive pay packages. There are several benefits that a bank employee enjoys, which employees of other industries lose out on. One such significant benefit comes in the form of loans offered at lower rate of interests to bank employees as compared to non-bank employees. Consider this to be a job perk, but it is a rather significant one. In order to earn a living, one either goes for self-employment or service. If you are planning to take up a job, it would be advisable to take a look at the banking sector. Search jobs in banking companies and you may find a diverse range of requirement with opportunities not being limited to financial backgrounds. You could also enter the sales field or the technology handling section. Needless to say, the benefits are many with a chance to have a balanced life.

Search jobs in banking companies to explore the opportunities available. Talent is required in various fields like sales, marketing, and technology. Sign up with a job portal and get job updates on mobile phones to stay in touch with the industry needs.