Order Handling Policies and Procedures Relating to Equities Products in the U.S
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Wolfsberg Group Trade Finance Principles 2019
Trade Finance Principles 1 The Wolfsberg Group, ICC and BAFT Trade Finance Principles 2019 amendment PUBLIC Trade Finance Principles 2 Copyright © 2019, Wolfsberg Group, International Chamber of Commerce (ICC) and BAFT Wolfsberg Group, ICC and BAFT hold all copyright and other intellectual property rights in this collective work and encourage its reproduction and dissemination subject to the following: Wolfsberg Group, ICC and BAFT must be cited as the source and copyright holder mentioning the title of the document and the publication year if available. Express written permission must be obtained for any modification, adaptation or translation, for any commercial use and for use in any manner that implies that another organization or person is the source of, or is associated with, the work. The work may not be reproduced or made available on websites except through a link to the relevant Wolfsberg Group, ICC and/or BAFT web page (not to the document itself). Permission can be requested from the Wolfsberg Group, ICC or BAFT. This document was prepared for general information purposes only, does not purport to be comprehensive and is not intended as legal advice. The opinions expressed are subject to change without notice and any reliance upon information contained in the document is solely and exclusively at your own risk. The publishing organisations and the contributors are not engaged in rendering legal or other expert professional services for which outside competent professionals should be sought. PUBLIC Trade Finance Principles -
Certain Issues Affecting Customers in the Current Equity Market Structure
MEMORANDUM TO: Equity Market Structure Advisory Committee FROM: Securities and Exchange Commission, Division of Trading and Markets1 DATE: January 26, 2016 SUBJECT: Certain Issues Affecting Customers in the Current Equity Market Structure I. INTRODUCTION This memorandum is intended to facilitate consideration by the Committee of certain issues affecting customers—particularly retail customers—in the current equity market structure, namely: (1) the risks of using certain order types, (2) the potential conflicts presented by payment-for-order-flow arrangements, and (3) the development of more meaningful execution- quality reports. The memorandum first discusses the use of certain order types (market orders and stop orders) by retail investors, risks that have been identified with the use of those order types, and potential ways to address them. The memorandum then discusses payment for order flow, laying out the history and current status of payment-for-order-flow arrangements, the potential conflicts of interest and market-structure issues they can create, and possible solutions. Finally, the memorandum discusses execution-quality reports currently available to customers, laying out the current disclosures required by Rules 605 and 606 of Regulation NMS under the Securities Exchange Act of 1934 (“Exchange Act”), the significant ways in which the equity markets have changed since those requirements were adopted, and enhancements to these disclosures that have been suggested by market participants. II. RISKS OF MARKET ORDERS AND STOP ORDERS Although exchanges and other trading centers today offer market participants a wide variety of complex order types, retail investors generally tend to rely upon a small set of relatively straightforward order types: market orders, limit orders, stop orders, and time-in-force orders. -
TRANSFORM YOUR CUSTOMER MARKETING Improve Engagement, Reach, and Advocacy with Online Community 1
TRANSFORM YOUR CUSTOMER MARKETING Improve engagement, reach, and advocacy with online community 1 INTRODUCTION Customer marketers have a tough job. They’re tasked with keeping customers interested after the initial sales push, opening the door for sales to convince customers to buy more from the company, and finding customers who are happy enough to advocate for the organization. All of this requires you to be in tune with your customers' needs, which is a monumental task. The organizations who win at engagement make those customers feel like next-door neighbors. How can you reach the right customers when they're spread out across devices, interests, and locations? CUSTOMER MARKETERS, MEET ONLINE COMMUNITIES When so much of the world is digital, it should be easy to reach customers, and online community software makes that a reality. You can bring your customers together, all in one place online, where they can talk and exchange ideas. Engagement is its natural outcome. And even more than that, you can use online community to help, curate, and create. TRANSFORM YOUR CUSTOMER MARKETING ©HIGHER LOGIC. ALL RIGHTS RESERVED 2 HOW CAN AN ONLINE COMMUNITY TRANSFORM THE CUSTOMER MARKETER'S ROLE? Transformation is a big concept, but online communities can deliver. They’re a growing channel for customer marketing teams because they can transform your day-to-day, no matter the size of your team. With an online community, customer marketers have a comprehensive platform to engage customers, with multiple tools at their disposal, such as: » Automation rules to encourage participation » User-generated content promoting upsell opportunities » Gamification to pique interest and keep interactions both fun and organic Customer marketers can use a myriad of online community tools to get customers more engaged, reach customers for upsell opportunities, and scale advocacy programs. -
Pdf the Abcs of Customer Data in Marketing
NOVEMBER 2020 The ABCs of Customer Data in Marketing Making sense of today’s customer data systems and platforms Copyright ©2020 Deloitte Development, LLC. 1 THE ABCs OF Customer Data IN MARKETING Creating deeper one-on-one connections with customers is increasingly important in today’s hyper-competitive, data-driven marketing environment. To be able to execute a personalization strategy, you should focus on three things: complete and accurate data; intelligent decisions based on insightful analysis of that data; and precise delivery that converts decisions into effective action. And if companies want customers to share personal data to enable that strategy, they will need to prove themselves worthy of their digital trust. The ways that you organize, sort, and derive insights from data have a direct, amplifying impact on the quality of your decision making and the effectiveness of the experiences delivered. But unfortunately, years of bolt-on systems and custom workarounds have left many marketing organizations with data that is highly siloed, fragmented, and difficult to access; and the solutions to those data problems are, themselves, an alphabet soup of Customer Data Management (CDM) technologies for marketing. Customer Relationship Management and Master Data Management. Data Management Platforms and Customer Data Platforms. Enterprise Data Warehouses, Data Lakes, Customer Identity & Access Management... It’s enough to make your head spin. Each customer data management technology services a discrete purpose. When working in harmony, they can deliver omnichannel insights and help marketers deliver personalized, relevant, and resonant experiences to customers. However, each vendor’s offerings differ in both subtle and significant ways, creating additional confusion even as vendors often tout their product as a panacea for all customer data management challenges. -
Next Generation Supply Chain: Supply Chain 2020
Supply Chain 2020 Next generation supply chain: Supply chain 2020 July 2013 Copyright © 2013, by McKinsey & Company, Inc. Next generation supply chain: Supply chain 2020 Knut Alicke Balaji Iyer 2 Next generation supply chain Supply chain 2020 3 Contents Acknowledgements 5 Introduction 7 1. Key trends shaping supply chains 9 2. Implications for the next generation supply chain 15 4 Next generation supply chain Supply chain 2020 5 Acknowledgements We would like to thank Sumit Dutta, a partner in our Mumbai office, and Muthiah Venkateswaran, an associate partner in our Chennai office, for their contributions to this whitepaper. We would like to thank Insa Mareen Wente, a consultant based in our Hamburg office; Kerstin Kubik, a knowledge expert based in our Vienna office; and Markus Leopoldseder, a director of knowledge (supply chain management) based in our Vienna office, for their contributions. We would also like to thank Vineeta Rai for the editorial support; Kulsum Merchant for the support in external relations; J Sathya Kumar and Nipun Gosain for their visual aids support. This whitepaper is not based on any primary research that we conducted; it synthesises our perspectives gained from past research and experience in serving multiple stakeholders of supply chains over many years. For the experience and perspectives, we acknowledge our supply chain practice without whose efforts this whitepaper could not have been published. Finally, we would like to thank the Confederation of Indian Industry (CII) and CII Institute of Logistics for the opportunity and the forum to provide our perspective on supply chain evolution. This work is independent and has not been commissioned or sponsored in any way by any business, government or other institution. -
MAKING the JOURNEY to CUSTOMER MARKETING 3.0 by Patrick E
COMMUNICATIONS MAKING THE JOURNEY TO CUSTOMER MARKETING 3.0 By Patrick E. Spencer, Ph.D., Principal and Chief Content Strategist TIRO Communications Making the Journey to Customer Marketing 3.0 — 2 TABLE OF CONTENTS Customer Marketing 1.0: Mid-1990s to 2002 . 4 Customer Marketing 2.0: 2004 to 2011 . 9 Customer Marketing 3.0: 2012 and Beyond . 14 Implications of Customer Marketing 3.0 . 17 Making the Journey to Customer Marketing 3.0 . 29 About the Author . 34 About TIRO Communications . 35 Making the Journey to Customer Marketing 3.0 — 3 While Customer Marketing most certainly isn’t the only marketing function taking businesses by storm, it is playing a pivotal role in changing the focus of marketing today. In just a few years, it has gone from a tactical play often staffed with the most junior people in the marketing organization— or by interns and contractors—to a strategic function led by talented, senior-level professionals. Once mired in its own silo and subservient to virtually all other organizational functions, Customer Marketing suddenly emerged as a means for organizations to engage with their customers, turn them into advocates, showcase them as thought leaders, and recognize (reward) them for their loyalty. Making the Journey to Customer Marketing 3.0 — 4 CUSTOMER MARKETING 1.0: MID-1990s TO 2002 Making the Journey to Customer Marketing 3.0 — 5 Tactical order takers. In its earliest days during the 1990s, Customer Marketing wasn’t even called Customer Marketing; it was assigned the functional title of what was known as “Customer References,” a nomenclature that stuck until just recently. -
Entrepreneurship (ENT) 1
Entrepreneurship (ENT) 1 ENT 204. Arts and Activism. (3 h) ENTREPRENEURSHIP (ENT) Study of artists who bridge the world of arts and social justice activism by means or dance, music, film, visual arts, and theatre, as well as how Overview they challenge the status quo, our perceptions, and societal values. No expertise in any of the arts is necessary. Also listed as MUS 233. Interdisciplinary Minor ENT 205. Scaling the Entrepreneurial Venture: From Concept to Harvest. The Wake Forest Center for Entrepreneurship offers an interdisciplinary (3 h) minor in entrepreneurship. Through a modern evidence-based Explores the stage in the entrepreneurial lifecycle where validated entrepreneurship curriculum, emphasis on deliberate practice, and concepts transition to established ventures. The course is designed strong teaching and mentorship, the Center seeks to ignite passion for to provide exposure to topics critical to success, such as how to scale entrepreneurial action, to develop entrepreneurial self-efficacy, and to the venture past early adopters to meet the needs of more mainstream cultivate a growth mindset for entrepreneurship. The entrepreneurship customers. It covers key functional domains including entrepreneurial minor can be coupled with any liberal arts major and gives students marketing, finance, fundraising, leadership, and strategy. P - ENT 201. valuable skills for their future careers, including risk and uncertainty ENT 250. Communication in Entrepreneurial Settings. (3 h) management, interpersonal and networking management, innovation and Using a fictitious start-up company, students will discover and apply product development, and opportunity recognition. business communication strategies to build new businesses. Also listed Contact Information as COM 250. ENT 301. Topics in Entrepreneurship. -
Customer Operations Manager
Customer Operations Manager Global scale ecosystem degradation is one of the world's greatest challenges. At Dendra Systems (‘Dendra’), we are a fast-growing start-up enabling global scale management and restoration of natural ecosystems through automation and ecosystem intelligence. The Customer Operations Manager is a key position for Dendra, being responsible for the successful delivery of products and services to customers from logistics planning with customers, procurement, and coordinating operations teams, to managing product delivery timelines and coordinating customer feedback with sales, product and engineering teams. This is a rare opportunity for a passionate and driven leader to play a pivotal role in building client relationships, planning and managing product delivery, and working in an exciting diverse team in the field of ecosystem restoration. Customer Operations Manager will report directly to the CEO. Responsibilities Key tasks will include but will not be limited to: • Work closely with clients and internal teams to facilitate product delivery • Gain a deep understanding of customer needs, articulating requirements and issues to internal teams • Managing and developing customer relationships • Manage internal task management software tools • Manage, build, and develop the Operations function across regions in Australia • Manage teams across multiple departments, setting the company up to scale • Facilitate a collaborative process soliciting feedback early and often from internal and external stakeholders • Develop -
Vectorvest Stop Criteria
2017, Copyright VectorVest, Inc. ALL RIGHTS RESERVED. No part of this publication may be reproduced in any form or by any means without the prior written permission of the publisher and the copyright holder, VectorVest, Inc. Special Notice VectorVest, Inc. will do everything it can to insure the safety of your personal possessions while you are attending the Seminar. If you would like us to watch your computer during lunch, please take it to our registration table, where you will receive a claim check for it. In any event, we cannot assume any responsibility for lost or missing personal property. VectorVest Product Description VectorVest 7 – VectorVest 7 comes in three formats, End of Day, IntraDay and RealTime for U.S. and Canadian markets. Additional End-of-Day markets include: Australia, Europe, Hong Kong, Singapore, South Africa, and United Kingdom. VectorVest 7 analyzes, sorts, ranks and graphs thousands of stocks using an advanced, user-friendly platform that is highly customizable. VectorVest 7 provides Buy, Sell and Hold recommendations on every stock, every day and a complete analysis using more than 40 technical and fundamental indicators. Most importantly it gives you market timing updates for precise trading entry and exit points so you can consistently buy low and sell high. The program may be installed on multiple computers for convenience. VectorVest RealTime Derby – The VectorVest 7 Derby works with VectorVest RealTime to offer a revolutionary, new approach to real-time trading. It runs over a hundred and eighty strategies simultaneously to immediately identify the best performing strategies at any given moment of the day. -
Counting the Customer
Counting the Customer The Complete Guide to Dynamite Customer Care Prepared by: Everyone has a reason for loving the brands that they love: the quality product, the short lines, the fun website or the friendly cashier. Whatever it is that someone appreciates about a company, it boils down to one thing: customer experience. Many digitally-based companies make the mistake of overlooking customer experience, since they never interact with the customer face-to-face. However, customer experience does not exclusively apply to physical interaction with your company. Any interaction between a customer and your brand is a crucial opportunity to make a good impression. If anything, studying and improving customer experience is more important in the digital world. You have a finite amount of time to impress a customer before they open a new tab and — click! — they move on to a competitor. This guide is intended to enable you to cultivate positive relationships with the people who will most benefit your company in the long run. Here, you will discover why customer service is important and how to achieve profitable gains through your customers’ experiences. 1 Why is customer experience important? It’s easy to prioritize profits or expenses over a focus on customer care. What’s often overlooked is the fact that generating positive customer experiences directly translates into high benefits for your company. Making a customer experience investment should not be considered a business cost, but a sales opportunity. The pennies that go into Sales are important. developing a better customer experience will come back to you ten As a manager, it’s very likely that you’ve got a brain for numbers. -
Trading System Development David Francis Zielinski Worcester Polytechnic Institute
Worcester Polytechnic Institute Digital WPI Interactive Qualifying Projects (All Years) Interactive Qualifying Projects June 2017 Trading System Development David Francis Zielinski Worcester Polytechnic Institute Muhaimin Islam Worcester Polytechnic Institute Obianuli Ebubechukwu Obiora Worcester Polytechnic Institute Follow this and additional works at: https://digitalcommons.wpi.edu/iqp-all Repository Citation Zielinski, D. F., Islam, M., & Obiora, O. E. (2017). Trading System Development. Retrieved from https://digitalcommons.wpi.edu/iqp- all/1892 This Unrestricted is brought to you for free and open access by the Interactive Qualifying Projects at Digital WPI. It has been accepted for inclusion in Interactive Qualifying Projects (All Years) by an authorized administrator of Digital WPI. For more information, please contact [email protected]. Trading System Development An Interactive Qualifying Project Submitted to the Faculty Of In Partial Fulfillment of the requirements for the Degree of Bachelor of Science By: David Zielinski Obi Obiora Muhaiman Islam Submitted to: Professors Michael Radzicki Fred Hutson 1 Abstract: 4 Chapter 1: 5 Introduction 5 Chapter 2: 7 Trading and Investing 7 Pros and Cons 8 Day Trading Pros and Cons 9 Swing Trading Pros and Cons 11 Pros 11 Cycle and Trend 12 Four Asset Classes and Inter Market Analysis 14 Equities: 14 Currencies: 15 Commodities: 15 Intermarket Analysis: 17 How Businesses Respond to the Business Cycle 18 Advantages and Disadvantages 19 Taxing Asset Classes: 20 Account Requirements and Position -
The Marketing Plan
The Marketing Plan The most important part of a business plan is the Marketing Plan. To keep one’s business on course this plan must be geared toward the business’s mission—its product and service lines, its markets, its financial situation and marketing/sales tactics. ♦ The business must be aware of its strengths and weaknesses through internal and external analysis and look for market opportunities. ♦ The business must analyze its products and services from the viewpoint of the customer—outside-in thinking. What is the customer looking for and what does the customer want (benefits)? The business must gain knowledge of the marketplace from its customers. ♦ The business must analyze its target markets. What other additional markets can the business tap into and are there additional products or services the business can add? ♦ The business must know its competition, current and potential. By identifying the competitor’s strengths and weaknesses the business can improve its position in the marketplace. ♦ The business must make decisions on how to apply its resources to the target market(s). ♦ The business must utilize the information it has gathered about itself, its customers, its markets, and its competition by developing a written Marketing Plan that provides measurable goals. The business must select marketing/sales tactics that will allow it to achieve or surpass its goals. ♦ The business must implement the plan (within an established budget) and then measure its success in terms of whether or not the goals were met (or the extent to which they were). The Marketing Plan is an ongoing tool designed to help the business compete in the market for customers.