The Development of Germany's Banking System, 1800-1914
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Peculiarities of Online Banking in the Framework of Ensuring Sustainable Development of the Economy
E3S Web of Conferences 208, 03027 (2020) https://doi.org/10.1051/e3sconf/202020803027 IFT 2020 Peculiarities of online banking in the framework of ensuring sustainable development of the economy Farkhod Mukhamedov1, Maksim Maramygin2, Natalya Mokeeva2,*, and Valeria Rodicheva2 1Tashkent Financial Institute, Amira Timura Avenue, 60 A, Tashkent, Uzbekistan 2Ural State University of Economics, 8 Marta Str., 62, 620144 Ekaterinburg, Russia Abstract. Abstract. The development of online banking in the economies of many countries, including Russia, is a fairly young direction and now continues its active growth, and the formation of banking ecosystems is at the stage of origin and initial formation into an independent unit. However, many banks treat remote customer service not as a possible way of development, but as a forced measure. Implementation of new technologies in the banking sector is a little slower than in other segments of the industry. This is primarily due to the very conservative views of the top managers of the bank, as well as of many consumers of banking services. When investigating possible problems and prospects of development of online banks, it is possible to form a pool of new opportunities for growth of the banking system and development of the product line of individual banks. 1 Introduction Year after year, modern technologies are changing settlement systems, bringing more and more new to the daily needs of payments of various types. At the same time, regardless of the company's or sphere's affiliation, financial market participants try to implement modern technologies thus not only allowing clients to receive the service remotely, but also saving the company itself on expenses. -
The Econometric Society European Region Aide Mémoire
The Econometric Society European Region Aide M´emoire March 22, 2021 1 European Standing Committee 2 1.1 Responsibilities . .2 1.2 Membership . .2 1.3 Procedures . .4 2 Econometric Society European Meeting (ESEM) 5 2.1 Timing and Format . .5 2.2 Invited Sessions . .6 2.3 Contributed Sessions . .7 2.4 Other Events . .8 3 European Winter Meeting (EWMES) 9 3.1 Scope of the Meeting . .9 3.2 Timing and Format . 10 3.3 Selection Process . 10 4 Appendices 11 4.1 Appendix A: Members of the Standing Committee . 11 4.2 Appendix B: Winter Meetings (since 2014) and Regional Consultants (2009-2013) . 27 4.3 Appendix C: ESEM Locations . 37 4.4 Appendix D: Programme Chairs ESEM & EEA . 38 4.5 Appendix E: Invited Speakers ESEM . 39 4.6 Appendix F: Winners of the ESEM Awards . 43 4.7 Appendix G: Countries in the Region Europe and Other Areas ........... 44 This Aide M´emoire contains a detailed description of the organisation and procedures of the Econometric Society within the European Region. It complements the Rules and Procedures of the Econometric Society. It is maintained and regularly updated by the Secretary of the European Standing Committee in accordance with the policies and decisions of the Committee. The Econometric Society { European Region { Aide Memoire´ 1 European Standing Committee 1.1 Responsibilities 1. The European Standing Committee is responsible for the organisation of the activities of the Econometric Society within the Region Europe and Other Areas.1 It should undertake the consideration of any activities in the Region that promote interaction among those interested in the objectives of the Society, as they are stated in its Constitution. -
Next-Gen Technology Transformation in Financial Services
April 2020 Next-gen Technology transformation in Financial Services Introduction Financial Services technology is currently in the midst of a profound transformation, as CIOs and their teams prepare to embrace the next major phase of digital transformation. The challenge they face is significant: in a competitive environment of rising cost pressures, where rapid action and response is imperative, financial institutions must modernize their technology function to support expanded digitization of both the front and back ends of their businesses. Furthermore, the current COVID-19 situation is putting immense pressure on technology capabilities (e.g., remote working, new cyber-security threats) and requires CIOs to anticipate and prepare for the “next normal” (e.g., accelerated shift to digital channels). Most major financial institutions are well aware of the imperative for action and have embarked on the necessary transformation. However, it is early days—based on our experience, most are only at the beginning of their journey. And in addition to the pressures mentioned above, many are facing challenges in terms of funding, complexity, and talent availability. This collection of articles—gathered from our recent publishing on the theme of financial services technology—is intended to serve as a roadmap for executives tasked with ramping up technology innovation, increasing tech productivity, and modernizing their platforms. The articles are organized into three major themes: 1. Reimagine the role of technology to be a business and innovation partner 2. Reinvent technology delivery to drive a step change in productivity and speed 3. Future-proof the foundation by building flexible and secure platforms The pace of change in financial services technology—as with technology more broadly—leaves very little time for leaders to respond. -
In Rackwitz! Ist Realität Geworden, Noch in Diesem Jahr Werden Straßen Und Gleisanschluss Fertig- Liebe Bürgerinnen Und Bürger, Gestellt
Gemeinde Rackwitz Vorwort Herzlich willkommen Aus dem Planungsvorhaben „Neuerschlie- ßung ehemaliges Leichtmetallwerk Rackwitz“ in Rackwitz! ist Realität geworden, noch in diesem Jahr werden Straßen und Gleisanschluss fertig- Liebe Bürgerinnen und Bürger, gestellt. liebe Gäste der Gemeinde Rackwitz! Weitere Möglichkeiten zur Wohnungsansied- lung bietet das Wohngebiet in Biesen. Sie halten nun die zweite Auflage unseres Das Spektrum der Gewerbetreibenden und Wegweisers durch die Gemeinde in den der Vereine hat sich durch die Vergrößerung Händen. der Gemeinde ebenfalls verändert. Sie finden In den vier Jahren seit dem Erscheinen der die Hinweise dazu auf den folgenden Seiten ersten Ausgabe hat sich viel verändert. dieser Broschüre. Am deutlichsten wird dies gleich beim ersten Die Mitarbeiterinnen und Mitarbeiter der Blick auf unseren Lageplan. Gemeindeverwaltung stehen Ihnen jederzeit Aus der ehemaligen Verwaltungsgemein- gerne unter den genannten Telefonnummern schaft Rackwitz/Zschortau ent- für weiterführende Auskünfte stand im Jahr 2004 durch zur Verfügung. Eingliederung die Gemeinde Rackwitz mit nunmehr ca. Abschließend möchte ich allen 5.500 Einwohnern in sieben Gästen unserer Gemeinde Ortsteilen. Rackwitz einen angenehmen Seit Sommer 2003 ist der Aufenthalt wünschen. Schladitzer See als Badestätte freigegeben. Dieses Naherho- lungsgebiet übt mit seinem aus- gebauten Wegenetz schon jetzt große Anziehung aus. Die Entwicklung steht hier aber erst Manfred Freigang am Anfang. Bürgermeister 1 Gemeinde Rackwitz Inhaltsverzeichnis Inhalt Seite Vorwort 1 Branchenverzeichnis 3 Geschichte 4 Gemeindeverwaltung 6 Was erledige ich wo? 7 Gemeindeorgane 8 Sonstige Einrichtungen 12 Sehenswertes 13 Bauleitplanung 14 Vereine 17 Ärzte und Apotheken 19 Weitere wichtige Telefonnummern 19 Städtepartnerschaften 20 Notruftafel U3 U = Umschlagseite Herausgegeben in Zusammenarbeit des jeweiligen Inhabers dieser Rechte 04519050 / 2. Auflage / 2005 mit der Trägerschaft. -
Digital Delivered: Launching Direct Banks
DIGITAL DELIVERED: LAUNCHING DIRECT BANKS Capco can help you offer a new banking experience, gain new customers and reach new geographies, all while creating a modern banking infrastructure. DIGITAL DELIVERED: LAUNCHING DIRECT BANKS /1 HOW WE MODERNIZE BANKING In this paper, Capco shares its experiences from the front lines of the digital banking revolution. We are not passive, academic observers. We are at the leading-edge of this transformation, accelerating our clients’ ability to build direct banks based around new business models, employing innovative technologies. We collaborate with clients to quickly launch digital banking products and services – while at the same time bringing in new customers and billions in new deposits, lowering the cost of service, and shaping 21 century ways of being an agile, resilient, customer-centric bank. Capco is leading the charge toward the modernization of banking with a portfolio of global customers. Our goal is to help clients achieve their vision of a digital bank whose ease and clarity “The risk of doing nothing far of customer experience moves towards meeting customer expectations set by next-generation brands like Amazon or exceeds that of responding positively Spotify. to this new disruptive challenge, If you are a business and technology decision-maker at a traditional retail bank, Capco will show you how to make ‘synergy’ and that risk is growing every day. more than a cliché: we know how to support success in entering Here’s why you should be the direct banking market – while at the same time eliminating concerned –and begin to act now. creaky old legacy systems and creating the template for a modern banking infrastructure. -
Star Wars: the Fascism Awakens Representation and Its Failure from the Weimar Republic to the Galactic Senate Chapman Rackaway University of West Georgia
STAR WARS: THE FASCISM AWAKENS 7 Star Wars: The Fascism Awakens Representation and its Failure from the Weimar Republic to the Galactic Senate Chapman Rackaway University of West Georgia Whether in science fiction or the establishment of an earthly democracy, constitutional design matters especially in the realm of representation. Democracies, no matter how strong or fragile, can fail under the influence of a poorly constructed representation plan. Two strong examples of representational failure emerge from the post-WWI Weimar Republic and the Galactic Republic’s Senate from the Star Wars saga. Both legislatures featured a combination of overbroad representation without minimum thresholds for minor parties to be elected to the legislature and multiple non- citizen constituencies represented in the body. As a result both the Weimar Reichstag and the Galactic Senate fell prey to a power-hungry manipulating zealot who used the divisions within their legislature to accumulate power. As a result, both democracies failed and became tyrannical governments under despotic leaders who eventually would be removed but only after wars of massive casualties. Representation matters, and both the Weimer legislature and Galactic Senate show the problems in designing democratic governments to fairly represent diverse populations while simultaneously limiting the ability of fringe groups to emerge. “The only thing necessary for the triumph of representative democracies. A poor evil is for good men to do nothing.” constitutional design can even lead to tyranny. – Edmund Burke (1848) Among the flaws most potentially damaging to a republic is a faulty representational “So this is how liberty dies … with structure. Republics can actually build too thunderous applause.” - Padme Amidala (Star much representation into their structures, the Wars: Episode III Revenge of the Sith, 2005) result of which is tyranny as a byproduct of democratic failure. -
Note on Gold Operations Involving the Bank for International Settlements and the German Reichsbank, 1St September 1939 - 8Th May 1945
BANK FOR INTERNATIONAL SETTLEMENTS NOTE ON GOLD OPERATIONS INVOLVING THE BANK FOR INTERNATIONAL SETTLEMENTS AND THE GERMAN REICHSBANK, 1ST SEPTEMBER 1939 - 8TH MAY 1945 Basle 12th May 1997 This publication is available on the BIS World Wide Web site (http://www.bis.org). © Bank for International Settlements 1997. All rights reserved. Brief excerpts may be reproduced or translated provided the source is stated. TABLE OF CONTENTS 1. SCOPE OF THE REPORT AND OVERVIEW p.1 1.1 Scope of this report 1.2 Summary of gold transactions for the account of the Reichsbank 2. GOLD CREDITED TO THE REICHSBANK ACCOUNTS WITH THE BIS p.4 2.1 Opening balance on 1st September 1939 2.2 New gold deposited with the BIS by the Reichsbank during the war 2.3 International postal payments received on behalf of the Reichsbank 2.4 Gold sold by the BIS to the Reichsbank 2.5 Summary: total amount of gold credited to the Reichsbank accounts with the BIS 3. GOLD DEBITED FROM THE REICHSBANK ACCOUNTS WITH THE BIS p.8 3.1 Interest payments on pre-war BIS investments in Germany 3.2 International postal payments paid for the account of the Reichsbank 3.3 Payments in gold to the Yugoslav Railway Administration 3.4 Gold sold by the Reichsbank to the BIS 3.5 Gold withdrawn by the Reichsbank from its gold accounts with the BIS 3.6 Summary: total amount of gold debited from Reichsbank accounts with the BIS 4. POSTWAR INVESTIGATION INTO THE WHEREABOUTS OF THE GOLD p.11 BARS DEPOSITED BY THE REICHSBANK WITH THE BIS DURING THE WAR 5. -
Press Release: Global Finance Names the World's Best Private
Global Finance Names The World’s Best Private Banks 2019 NEW YORK, October 22, 2018 — Global Finance magazine has announced its fourth annual World’s Best Private Banks Awards for 2019. A full report on the selections will appear in the December issue of Global Finance, and winners will be honored at an Awards Dinner at the Harvard Club of New York City on February 5th, 2019. About Global Finance The winners are those banks that best serve the specialized needs of Global Finance, founded in 1987, has a circulation of high-net-worth individuals as they seek to enhance, preserve and pass 50,050 and readers in 188 on their wealth. The winners are not always the biggest institutions, but countries. Global Finance’s rather the best—those with qualities that individuals rate highly when audience includes senior corporate and financial choosing a provider. officers responsible for making investment and strategic Global Finance’s editorial board selected the winners for the Private Bank decisions at multinational companies and financial Awards with input from executives and industry insiders. The editors institutions. Its website — also use information from entries submitted by banks, in addition to GFMag.com — offers analysis independent research, to evaluate a series of objective and subjective and articles that are the legacy of 31 years of experience factors. This year’s ratings were based on performance during the period in international financial covering July 1, 2017 through June 30, 2018. markets. Global Finance is headquartered in New York, with offices around the world. “Recent decades have minted unprecedented new ranks of millionaires Global Finance regularly selects and billionaires around the world, and they bring a new set of beliefs and the top performers among attitudes toward wealth. -
J.P. Morgan Private Bank Privacy Notice for U.S. Clients
The Private Bank Respecting and protecting client privacy have always been vital to our relationships with clients. The attached Privacy Notice, in a format recommended by federal regulators, describes how J.P. Morgan Private Bank keeps client information private and secure and uses it to serve you better. As shown, the J.P. Morgan companies that provide private banking services do not use client information for purposes not related to the Private Bank. Additionally, we keep your information under physical, electronic and procedural controls, and authorize our agents and contractors to get information about you only when they need it to do their work for us. The Private Bank uses information we have about you in order to make private banking products and services available to you through the Private Bank, including loans, deposits and investments, to meet your private banking needs. Using your information in this way, through the authorization you provided as part of your private banking application, may qualify you for account upgrades, improved client services and new service offerings based on our more complete knowledge of your relationship with the Private Bank. The Private Bank is a part of J.P. Morgan Asset & Wealth Management (the brand name for the asset and wealth management businesses of JPMorgan Chase & Co.) and provides private banking services for Private Bank clients. The Private Bank includes those units of JPMorgan Chase Bank, N.A., J.P. Morgan Trust Company of Delaware and J.P. Morgan Securities LLC dedicated to the Private Bank, as well as alternative investment funds offered through the Private Bank. -
GOLDMAN SACHS PRIVATE BANK SELECT a Digital Lending Solution
GOLDMAN SACHS PRIVATE BANK SELECT® A digital lending solution INTRODUCING GOLDMAN SACHS PRIVATE BANK SELECT Goldman Sachs Private Bank Select® (“GS Select”) is a securities-based lending solution that uses diversified, non- POTENTIAL USES retirement investment assets as collateral for your loan. Our digital platform allows you to quickly and seamlessly PERSONAL establish a revolving line of credit, providing easy access to liquidity. Our high-tech, high-touch servicing ensures easy Education mangement of your loan. Home renovations Tax obligations LOAN FEATURES BUSINESS SIZE: From $75,000 to $25 million, with an initial minimum loan advance requirement of $75,000 and subsequent drawdowns Acquisitions starting at $2,500 Liquidity USE: Any purpose other than purchasing or carrying margin stock Seed/startup capital TYPE: Revolving line of credit; you can borrow, repay, and re-borrow as needed BORROWER: Individuals and joint; irrevocable and revocable trusts POTENTIAL BENEFITS COLLATERAL: Non-retirement investment assets, including stocks, bonds, mutual funds, and exchange-traded funds Immediate and ongoing access to cash INTEREST RATE: 1-month LIBOR plus a spread determined by loan amount; LIBOR resets monthly Expedited loan processing, often within REPAYMENT: Interest only, payable monthly; principal can be 24 hours repaid at any time without penalty TERM: No maturity date; repayment can be demanded at any time High-tech, high-touch servicing and support by FEES: No application, origination, or annual fees phone, in person, and online DOCUMENTS: No personal financial statements, tax returns, paper applications, or other documents; trust documents not required in most states Securities-based loans may not be suitable for all borrowers/pledgors and carry a number of risks, including but not limited to the risk of a market downturn, tax implications if pledged securities are liquidated, and an increase in interest rates. -
Foreign Competition and Disintermediation: No Threat to the German Banking System?
Kiel Institute of World Economics Düsternbrooker Weg 120, D–24105 Kiel Kiel Working Paper No. 960 Foreign Competition and Disintermediation: No Threat to the German Banking System? by Claudia M. Buch and Stefan M. Golder December 1999 The authors themselves, not the Kiel Institute of World Economics, are respon- sible for the contents and distribution of Kiel Working Papers. Since the series involves manuscripts in a preliminary form, interested readers are requested to direct criticisms and suggestions directly to the authors and to clear quotations with them. – 2 – Dr. Claudia M. Buch Dr. Stefan M. Golder Kiel Institute of World Economics Düsternbrooker Weg 120 D – 24105 Kiel Phone: +49 431 8814-332 or -470 Fax: +49 431 85853 E-mail: [email protected] or [email protected] Abstract* The German financial system is characterized by lower degrees of penetration by foreign commercial banks and of (bank) disintermedation than, for instance, that of the United States. These differences between the two countries could be attributed to the fact that universal banking in Germany creates implicit barriers to entry. Yet, regulatory and informational differences which are unrelated to universal banking could be responsible for the observed difference as well. This paper provides a stylized theoretical model of the banking industry, which suggests that market segmentation and limited market entry can be due to a number of factors, including information costs. Preliminary empirical evidence does not provide clear evidence for the hypothesis that universal banking is the reason for the observed differences in financial systems. (124 words) Keywords: Competition in banking, universal banking, information costs, Germany, United States JEL-classification: G21, G14 _______ * The authors would like to thank Ralph P. -
The Banking Systems of Germany, the UK and Spain from a Spatial Perspective: the Spanish Case
IAT Discussion Paper 18|02 The Banking Systems of Germany, the UK and Spain from a Spatial Perspective: The Spanish Case Stefan Gärtner and Jorge Fernandez Institute for Work and Technology Research Department: Spatial Capital Westphalian University of Applied Sciences Copyright remains with the author. Discussion papers of the IAT serve to disseminate the research results of work in pro- gress prior to publication to encourage the exchange of ideas and academic debate. Inclusion of a paper in the discussion paper series does not constitute publication and should not limit publication in any other venue. The discussion papers published by the IAT represent the views of the respective author(s) and not of the institute as a whole. © IAT 2018 2 The Banking Systems of Germany, UK and Spain from a Spatial Perspective: The Spanish Case Stefan Gärtner* and Jorge Fernández April 2018 Abstract When looking at the Spanish banking market through a German lens, the differences between the banking markets in these countries and between decentralised and centralised systems with regard to the SME‐credit decision‐making process become obvious. Despite our hypotheses that Spanish savings banks were similar to German savings banks until the crisis, or at least until liberalisation and before the break‐up of the regional principle, we came to the conclusion that they were never as significant as savings banks in Germany, at least not for SME finance. Notwithstanding recent initiatives to create a common European market and to integrate diverse national banking systems, the European financial system remains spatially complex and uneven, particularly with respect to the degree of geographical concentration.