DOCSLIB.ORG

Corporate Finance

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Corporate Finance Corporate Finance Banking That’s Different Western Alliance Bank’s Corporate Finance group provides financing solutions and funding structures for corporations and institutional investors with an exceptional level of expertise and focus. Our talented bankers bring together best practices from diverse backgrounds and industries to develop attractive options for acquisition financing, growth capital and major project funding. Corporate clients can benefit from Western Alliance’s larger loan distribution capacity along with our emphasis on responsive financing decisions and outstanding customer service. What Sets Us Apart Experts Who Know Your Business A Dedicated Relationship Manager We understand your industry and We’re known for providing personalized recognize the unique opportunities and attention. Your single point of contact challenges facing your business. works closely with you on all your banking needs and connects you with Responsive Decision-Making our breadth of resources nationwide. Our entrepreneurial people have the acumen and authority to make prudent Access to Senior Management decisions quickly, with the power to cut We provide access to bank leadership. through red tape. Our senior management meets regularly with clients and takes an active role in Robust Solutions and your success. State-of-the-Art Services We tailor loan, deposit, treasury management and other funding solutions that add value and make it easier for you to run your business. Solutions What We Offer Our team of expert bankers has national reach and experience. We make it our business to know your business so we can craft the ideal financing structure for your distinct capital requirements. Targeted Solutions for Corporate Clients • We invest in the syndicated loan asset class and syndicate senior debt transactions originated by Western Alliance Bank. • We are able to agent and distribute larger loans, with robust syndication capabilities, as well as handle private placements of junior debt. • Acting as an assignee or co-lender, we back our offerings with extensive knowledge of where – and at what pricing and structure – transactions are occurring in your market. Loan Categories • Asset-based lending • Real estate loans • Cash flow lending Broader Banking Solutions Western Alliance Bank also offers a wide range of business banking products and solutions, including credit, international banking and treasury management – as well as products and services for personal banking. Everything is designed to respond to your needs and timeline. All offers are subject to credit approval. Western Alliance Bank Boundary-less Banking Corporate Finance is part of Western Alliance Western Alliance’s unique structure produces seamless banking for Bank, one of the country’s top-performing financial businesses, whether they are located in our regional banking geographies or anywhere in the country. Our specialized banking groups are a key part institutions. Western Alliance Bank is unique because of what makes Western Alliance different, providing tailored, valued-added solutions in highly focused industry and business segments. we offer businesses the best of both worlds: the Our cohesive approach puts customers at the center of everything we do, resources and sophisticated services and solutions wherever business happens. of a national bank along with the focus and expertise to deliver thoughtful, sector-specific banking. Kenneth Vecchione President and CEO, Western Alliance Bank “Our passion gives us energy and drive to think big and do more. Our first responsibility is always to our clients, and we bring them expert bankers who know their industry and market. Their Divisions of Western Alliance Bank. Member FDIC. caring, consistent and personal touch – combined with providing tailored solutions – supports our customers’ growth ambitions.” Banking for Business Commercial and Life Sciences Real Estate Development Residential Construction Manufacturing and Logistics Small Business Education Municipal and Specialized Mortgage Services Gaming Local Governments Technology and Innovation Healthcare Nonprofits Timeshare Resorts Homeowner Associations Private Equity Hotels and Venture Capital Wholesale and Distribution Legal Professional Services What Clients Say Our clients appreciate the focus of a highly skilled Western Alliance Bank has a strong track record for banker who knows your business, your industry community commitment. and your market, as well as sophisticated products Community Impact Across Western Alliance in 2020 and an innovative approach. One of Forbes’ Best Banks in America Year After Year $937.6 million in loans directed to 5,948 small #1 Best-Performing NYSE: WAL Alongside Corporate Finance, Western Alliance is businesses One of the Country’s Among 50 Largest a trusted resource for businesses in a variety of Top-Performing 6,071 Public U.S. Banks 1,900+ Employees hours Financial Institutions specialized industry segments – from Technology of community service S&P Global Market Intellegence 2020 Nationwide by our people helped and Life Sciences to Commercial Real Estate, 83 organizations $358.6 Mortgage Warehouse Lending and more. million Long Term Deposit Rating in Community Development Loans supported 17,844 jobs A2 | Moody’s Investor Service A | Kroll Bond Rating Agency and created 358 units of affordable housing Bill Rogers CEO, Homeowners Financial Group 2,916 students “It’s more than just a banking relationship. in 29 Title 1 schools WAL Loan Growth 538% participated in 5,355 I trust their opinions about the business 538% hours of “Financial WAL Deposit Growth 498% Loan environment. As we’re growing, they help Cents” financial Growth literacy classes 2020 Year-End us make sure our growth is sustainable.” provided by our bank 498% Deposit Growth $2.2 million 398% donated to high- impact local organizations in response to COVID-19, 318% 327% from PPE for first Jeffrey Brewer responders to help CEO, Bigfoot Biomedical for hungry families 256% $2.3 259% “This bank is a true partner. We had a 211% million number of proposals, but they went the extra in down-payment 218% mile to give us comfort that this would be assistance grants through the Federal 163% 173% a relationship vs. a transaction, and that is Home Loan Bank put a new home within exactly how it’s been.” reach for 112 families 98% 125% $88 60% 67% million 35% 13% dedicated to new 0% 47% community 21% investments, primarily 0% 6% for school districts serving economically 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 challenged families It’s not just about understanding the numbers. It’s about a banker who understands your business. A one-to-one relationship with your banker – a banker who truly understands your business – is how Western Alliance Bank delivers on accountability. Turn to us for expert solutions to meet your Corporate Finance banking needs. To learn more about the Western Alliance Bank Corporate Finance group, visit westernalliancebank.com 05.21.
Load more

Recommended publications
  • (EFT)/Automated Teller Machines (Atms)/Other Electronic Termi
    Page 1 of 1 Effective as of 11/23/18 Information About Your Ulster Savings Bank Money Market Account Balance to Open Your Money Market Account must be opened with a minimum deposit of $2,500.00 Balance to Earn Interest If your daily balance is less than $2,500.00, you will earn the Interest Rate and Annual Percentage Yield in effect, as disclosed to you under separate cover, on the entire balance in your account. If your daily balance is $2,500.00 or more you will earn the higher Interest Rate and Annual Percentage Yield in effect, as disclosed to you under separate cover, on the entire balance in your account. Balance to Avoid Fees Your daily balance for every day of the statement cycle period must be at least $2,500.00 to avoid the imposition of a maintenance fee for that period. Variable Rate Features This is a variable rate account. Your Interest Rate and Annual Percentage Yield may change. The Interest Rate is set based on the Bank's discretion and may change at any time at the Bank's discretion. Interest Computation We use the daily balance method to calculate interest on your account. This method applies a periodic rate to the balance in the account each day. Compounding Period Interest compounds on your account daily, using a 365/360 interest factor. Interest Accrual Interest begins to accrue on the business day you deposit non-cash items, such as checks. Although your account may earn interest each day, you may not withdraw the earnings until the end of the interest crediting period (see Payment of Interest).
    [Show full text]
  • World Bank: Roadmap for a Sustainable Financial System
    A UN ENVIRONMENT – WORLD BANK GROUP INITIATIVE Public Disclosure Authorized ROADMAP FOR A SUSTAINABLE FINANCIAL SYSTEM Public Disclosure Authorized Public Disclosure Authorized Public Disclosure Authorized NOVEMBER 2017 UN Environment The United Nations Environment Programme is the leading global environmental authority that sets the global environmental agenda, promotes the coherent implementation of the environmental dimension of sustainable development within the United Nations system and serves as an authoritative advocate for the global environment. In January 2014, UN Environment launched the Inquiry into the Design of a Sustainable Financial System to advance policy options to deliver a step change in the financial system’s effectiveness in mobilizing capital towards a green and inclusive economy – in other words, sustainable development. This report is the third annual global report by the UN Environment Inquiry. The first two editions of ‘The Financial System We Need’ are available at: www.unep.org/inquiry and www.unepinquiry.org. For more information, please contact Mahenau Agha, Director of Outreach ([email protected]), Nick Robins, Co-director ([email protected]) and Simon Zadek, Co-director ([email protected]). The World Bank Group The World Bank Group is one of the world’s largest sources of funding and knowledge for developing countries. Its five institutions share a commitment to reducing poverty, increasing shared prosperity, and promoting sustainable development. Established in 1944, the World Bank Group is headquartered in Washington, D.C. More information is available from Samuel Munzele Maimbo, Practice Manager, Finance & Markets Global Practice ([email protected]) and Peer Stein, Global Head of Climate Finance, Financial Institutions Group ([email protected]).
    [Show full text]
  • Pension-System Typology
    ISBN 92-64-01871-9 Pensions at a Glance Public Policies across OECD Countries © OECD 2005 PART I Chapter 1 Pension-system Typology PENSIONS AT A GLANCE – ISBN 92-64-01871-9 – © OECD 2005 21 I.1. PENSION-SYSTEM TYPOLOGY There have been numerous typologies of retirement-income systems. The terminology used in these categorisations has become very confusing. Perhaps the most commonly- used typology is the World Bank’s “three-pillar” classification (World Bank, 1994), between “a publicly managed system with mandatory participation and the limited goal of reducing poverty among the old [first pillar]; a privately managed mandatory savings system [second pillar]; and voluntary savings [third pillar]”. But this is a prescriptive rather than a descriptive typology. Subsequent analysts have allocated all public pension programmes to the first pillar. This has included earnings-related public schemes, which certainly do not meet the original definition of the first pillar. The most recent addition is the concept of a “zero pillar”, comprising non-contributory schemes aimed at alleviating poverty among older people. But this is rather closer to the original description of a first pillar. The OECD has developed a taxonomy that avoids the concept of pillars altogether. It aims, instead, for a global classification for pension plans, pension funds and pension entities that is descriptive and consistent over a range of countries with different retirement-income systems (OECD, 2004). The approach adopted here follows this line. It is based on the role and objective of each part of the pension system. The framework has two mandatory tiers: a redistributive part and an insurance part.
    [Show full text]
  • AUTOMATED TELLER MACHINE (Athl) NETWORK EVOLUTION in AMERICAN RETAIL BANKING: WHAT DRIVES IT?
    AUTOMATED TELLER MACHINE (AThl) NETWORK EVOLUTION IN AMERICAN RETAIL BANKING: WHAT DRIVES IT? Robert J. Kauffiiian Leollard N.Stern School of Busivless New 'r'osk Universit,y Re\\. %sk, Net.\' York 10003 Mary Beth Tlieisen J,eorr;~rd n'. Stcr~iSchool of B~~sincss New \'orl; University New York, NY 10006 C'e~~terfor Rcseai.clt 011 Irlfor~i~ntion Systclns lnfoornlation Systen~sI)epar%ment 1,eojrarcl K.Stelm Sclrool of' Busir~ess New York ITuiversity Working Paper Series STERN IS-91-2 Center for Digital Economy Research Stem School of Business Working Paper IS-91-02 Center for Digital Economy Research Stem School of Business IVorking Paper IS-91-02 AUTOMATED TELLER MACHINE (ATM) NETWORK EVOLUTION IN AMERICAN RETAIL BANKING: WHAT DRIVES IT? ABSTRACT The organization of automated teller machine (ATM) and electronic banking services in the United States has undergone significant structural changes in the past two or three years that raise questions about the long term prospects for the retail banking industry, the nature of network competition, ATM service pricing, and what role ATMs will play in the development of an interstate banking system. In this paper we investigate ways that banks use ATM services and membership in ATM networks as strategic marketing tools. We also examine how the changes in the size, number, and ownership of ATM networks (from banks or groups of banks to independent operators) have impacted the structure of ATM deployment in the retail banking industry. Finally, we consider how movement toward market saturation is changing how the public values electronic banking services, and what this means for bankers.
    [Show full text]
  • Cheque Collection Policy
    CHEQUE COLLECTION POLICY 1. Introduction 1.1. Collection of cheques, deposited by its customers, is a basic service undertaken by the banks. While most of the cheques would be drawn on local bank branches, some could also be drawn on non-local bank branches. 1.2. With the objective of achieving efficiencies in collection of proceeds of cheques and providing funds to customers in time and also to disclose to the customers the Bank's obligations and the customers' rights, Reserve Bank of India has advised Banks to formulate a comprehensive and transparent Cheque Collection Policy (CCP) taking into account their technological capabilities, systems and processes adopted for clearing arrangements and other internal arrangements. Banks have been advised to include compensation payable for the delay in the collection of cheques in their Cheque Collection Policy. 1.3. This collection policy of the Bank is a reflection of the Bank’s on-going efforts to provide better service to their customers and set higher standards for performance. The policy is based on principles of transparency and fairness in the treatment of customers. The bank is committed to increased use of technology to provide quick collection services to its customers. 1.4. This policy document covers the following aspects: 1.5. Collection of cheques and other instruments payable locally, at centers within India and abroad. 1.6. Bank’s commitment regarding time norms for collection of instruments. 1.7. Policy on payment of interest in cases where the bank fails to meet time norms for realization of proceeds of instruments. 1.8.
    [Show full text]
  • Impact of Automated Teller Machine on Customer Satisfaction
    Impact Of Automated Teller Machine On Customer Satisfaction Shabbiest Dickey antiquing his garden nickelising yieldingly. Diesel-hydraulic Gustave trokes indigently, he publicizes his Joleen very sensuously. Neglected Ambrose equipoising: he unfeudalized his legionnaire capriciously and justly. For the recent years it is concluded that most customers who requested for a cheque book and most of the time bank managers told them to use the facility of ATM card. However, ATM fees have achievable to discourage utilization of ATMs among customers who identify such fees charged per transaction as widespread over a period of commonplace ATM usage. ATM Services: Dilijones et. All these potential correlation matrix analysis aids in every nigerian banks likewise opened their impacts on information can download to mitigate this problem in. The research study shows the city of customer satisfaction. If meaningful goals, satisfaction impact of on automated customer loyalty redemption, the higher than only? The impact on a positive and customer expectations for further stated that attracted to identify and on impact automated teller machine fell significantly contributes to. ATM service quality that positively and significantly contributes toward customer satisfaction. The form was guided the globe have influences on impact automated customer of satisfaction is under the consumers, dissonance theory explains how can enhance bank account automatically closed. These are cheque drawn by the drawer would not yet presented for radio by the bearer. In other words, ATM cards cannot be used at merchants that time accept credit cards. What surprise the challenges faced in flight use of ATM in Stanbic bank Mbarara branch? Myanmar is largely a cashbased economy.
    [Show full text]
  • Designing a Sustainable Digital Bank Learning from the Digital Pioneers
    IBM Sales and Distribution Banking White Paper Executive Summary Designing a sustainable digital bank Learning from the digital pioneers In an era of unprecedented change, technology offers banking clients greater access to information than ever before. Out of this revolutionary advance, a new class of smarter and more demanding customers has emerged. In tandem, new financial players are moving quickly to offer new compelling digital services. As with every major change triggered by technological advancement, there are clear winners and those who are unable to adapt. Banks that embrace digitization have an opportunity to generate new business value and better engage with their customers. The surge of new entrants riding the digital wave Banking has traditionally been a conservative industry that enjoys rela- tively high barriers to entry due to regulations that restrain access for non-bank competitors. New digital technologies—driven by cloud, mobile, social and analytics—have drastically lower entry barriers. Regulators in many countries have also relaxed regulations to encourage innovations in the banking industry. As a result, many new all-digital financial services firms, unencumbered by older less agile systems are aggressively pursuing customers by addressing their needs in new and dis- tinct ways. For instance, Chinese internet giant Tencent created WeBank hoping to capitalize on its vast user base of microblogging and peer-to- peer chatting services. E-commerce leaders such as Tesco in Europe, Rakuten in Asia-Pacific and Walmart in the US have also entered the IBM Sales and Distribution Banking White Paper Executive Summary banking sector. Globally, entrepreneurs and even traditional ●● Model C, a digital bank subsidiary: Many banking innovators banks are creating digital-only banks or neobanks.
    [Show full text]
  • Corporate Finance and Monetary Policy!
    Corporate Finance and Monetary Policy Guillaume Rocheteau University of California, Irvine Randall Wright University of Wisconsin, Madison; FRB Chicago and FRB Minneapolis Cathy Zhang Purdue University This version: January 2016 Abstract This paper provides a theory of external and internal …nance where entrepreneurs …nance random investment opportunities with …at money, bank liabilities, or trade credit. Loans are distributed in an over-the-counter credit market where the terms of the loan contract, including size, rate, and down payment, are negotiated in a de- centralized fashion subject to pledgeability constraints. The model has implications for the cross-sectional distribution of corporate loan rates and loan sizes, interest rate pass-through, and the transmission of monetary policy (described either as money growth or open market operations) with or without liquidity requirements. JEL Classi…cation Numbers: D83, E32, E51 Keywords: Money, Credit, Interest rates, Corporate Finance, Pledgeability. We thank Sebastien Lotz for his input and comments on a preliminary version of the paper, and many people for input on this and related work. We also thank conference participants at the 2015 WAMS-LAEF Workshop in Sydney for useful feedback and comments. Wright acknowledges support from the Ray Zemon Chair in Liquid Assets at the Wisconsin School of Business. The usual disclaimers apply. 1 Introduction It is commonly thought (and taught) that monetary policy in‡uences the real economy by setting short-term nominal interest rates that a¤ect the real rate at which households and …rms borrow. While perhaps appealing heuristically, it is not easy to model this rigor- ously. One reason is that it arguably requires, among other things, an environment where money, credit, and government bonds coexist.
    [Show full text]
  • Automated Teller Machine Usage and Customers' Satisfactionin Nigeria
    Global Journal of Management and Business Research: C Finance Volume 14 Issue 4 Version 1.0 Year 2014 Type: Double Blind Peer Reviewed International Research Journal Publisher: Global Journals Inc. (USA) Online ISSN: 2249-4588 & Print ISSN: 0975-5853 Automated Teller Machine usage and Customers’ Satisfaction in Nigeria By Odusina, Ayokunle Olumide Abraham Adesanya Polytechnic, Nigeria. Abstract- This paper endeavors to investigate ATM Usage and Customers’ Satisfaction in Nigeria. It was discovered that despite the increasing number of ATM installations in Nigeria. Customers’ needs are not satisfactorily met as customers are always seen on queue in large numbers at various ATM designated centers as well as poor service delivery of some of these machine. The research engages comparative analysis of three banks in Ogun State, Metropolis of Nigeria viz-a- viz First Bank, Guaranty Trust Bank and Skye Bank. However, questionnaires were distributed to the respondents. A total of 200 respondents answered the questionnaire cutting across the three banks, the chi-square statistical tool was used to analyze the data and the results showed a positive and significant relationship between ATM Usage and Customers’ Satisfaction. Keywords: ATM, bank, customers’ satisfaction, nigeria. GJMBR-C Classification : JEL Code: G19 AutomatedTellerMachineusageandCustomersSatisfactioninNigeria Strictly as per the compliance and regulations of: © 2014. Odusina, Ayokunle Olumide. This is a research/review paper, distributed under the terms of the Creative Commons Attribution-Noncommercial 3.0 Unported License http://creativecommons.org/licenses/by-nc/3.0/), permitting all non-commercial use, distribution, and reproduction in any medium, provided the original work is properly cited. Automated Teller Machine usage and Customers’ Satisfaction in Nigeria Odusina, Ayokunle Olumide Abstract - This paper endeavors to investigate ATM Usage and the available staff on the other hand.
    [Show full text]
  • Financial-Services.Pdf
    COURSE OUTLINE DEVELOPMENT 1. 1. Course Title: Financial Services 2. 2. CBEDS Title: Financial Services 3. 3. CBEDS Number: 4103 4. 4. Job Titles: Bill & Account Collectors Billing & Posting Clerks Bookkeeping, Accounting and Auditing Clerks Gaming Cage Workers Brokerage Clerks Credit Authorizers, Checkers and Clerks 5. Course Description: This course is designed prepare students for entry-level positions in financial service institutions. The course will focus on financial service operations. Students will understand: concepts, principles, and practices used in the financial services industry; the basic functions of the American free enterprise system; basics of accounting; loans and investments, negotiable instruments, all major non credit services, and written and verbal technical communication. Integrated throughout the course are career preparation standards, which include basic academic skills, communication, interpersonal skills, problem solving, and workplace safety, technology and employment literacy connection to core academic standards. Employment in the banking industry is expected to increase because of the expansion of credit unions, small regional banks and savings institutions. Business and Accounting Pathways Introductory Accounting 1 or Computer Foundations Accounting 2 or Computer Accounting or Business Communications & Marketing or Skill Building Entrepreneurship or Financial Services Financial Services Co-op or Advanced Computerized Accounting 2 or Business Management or Retail Co-op Students will: 1. Demonstrate the concepts involved in providing customer service in financial service institutions specifically “service that sells.” 2. Describe the main operations and management techniques utilized in financial service institutions. 3. Describe the purpose of regulatory compliance in financial services. 4. Use technical skills to provide electronic services. 5. Demonstrate effective handling of distractions and interruptions.
    [Show full text]
  • 5 Neobanks: Creating a Digital Bank from Scratch
    Digital Economy Outlook January 2016 5 Neobanks: creating a digital bank from scratch Making banking licences easier to obtain paves the way for new players Among the FinTech firms, some aspire to become banks and to provide a purely digital alternative to traditional institutions. Up to now, the biggest stumbling block they had run up against had been the complexity and cost when it came to obtaining a banking licence, but in the UK steps have already been taken to simplify this process, which has spawned several “neobanks”. Introduction A feature of the emerging companies within the financial sector (FinTechs) is that they specialise in a single product, where their greater flexibility and a better customer experience, as well as the lighter regulatory shackles, affords them a competitive advantage compared to the traditional banks. The segments of the banking value chain where most of these have sprung into being are in payments, and more recently lending to individuals and small businesses. A major group among those companies which seek to become protagonists in the financial lives of people or their reference bank are the so-called “neobanks”. These banks aspire to meet the financial needs of a very large portion of the population who have no need for sophisticated products. They basically use digital channels, especially or exclusively mobiles, and above all target customers from among the younger generations who are more willing to accept a bank with no physical presence. The range of products they offer is based on current and savings accounts, debit and pre-paid cards, basic services such as wiring money peer-to-peer, combined with various different financial management tools (help with savings schemes, and handling expenses and payments via alerts and messages etc.).
    [Show full text]
  • Central Bank Digital Currencies: Foundational Principles and Core Features
    Central bank digital currencies: foundational principles and core features Bank of Canada European Central Bank Bank of Japan Report no 1 Sveriges Riksbank in a series of collaborations Swiss National Bank from a group of central banks Bank of England Board of Governors Federal Reserve System Bank for International Settlements This publication is available on the BIS website (www.bis.org). © Bank for International Settlements 2020. All rights reserved. Brief excerpts may be reproduced or translated provided the source is stated. ISBN: 978-92-9259-427-5 (online) Contents Executive summary ........................................................................................................................................................................... 1 1. Introduction ...................................................................................................................................................................... 2 1.1 The report ................................................................................................................................................................. 3 1.2 CBDC explained ...................................................................................................................................................... 3 “Synthetic CBDC” is not a CBDC .................................................................................................................................................. 4 2. Motivations, challenges and risks ............................................................................................................................
    [Show full text]