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http://killexams.com/pass4sure/exam-detail/CIMAPRA19-P03-1-ENG Question: 169
W plc is a large international supermarket chain. It has many thousands of suppliers and many thousands of others
competing for "shelf space" in its supermarkets.
Which of the following would be appropriate provisions for W plc to include in its Ethical Code in relation to its
suppliers?
A. W plc shall not use its buying power unscrupulously.
B. W plc shall endeavour to adhere to the terms of its contracts with its suppliers at all times.
C. W plc shall keep confidential all information received from suppliers and potential suppliers.
D. W plc shall continuously remind suppliers that it always has several alternative suppliers to choose from.
E. W plc shall endeavour to take as high a percentage of each suppliers output as possible.
F. W plc shall insist on an exclusivity agreement with each supplier so that identical products are not available from
other outlets. Answer: A,B,C Question: 170
The treasurer of IOK is considering entering into a money market hedge in order to hedge a payable.
Which of the following might be valid explanations for the use of a money market hedge for this purpose?
A. There are no forward contracts available for the purchase of the payable currency using IOKs home currency.
B. The timing of the payable does not permit the use of a forward contract.
C. The relevant currency markets are very thinly traded and the treasurer believes that forward contracts are mispriced.
D. A money market hedge is easier and less expensive to organise than a future or forward contract.
E. Money market hedges can be unwound whereas positions in derivatives cannot. Answer: A,B,C Question: 171
DFG is the largest bridge-building company in its home country, H. DFG works exclusively for the government of
country H and the government awards DFG 80% of the contracts to build new bridges.
DFGs directors are considering using the big data approach to identify opportunities to increase sales revenues and
profit.
Which of the following statements are true?
A. Big data has the potential to identify ways in which DFG can reduce construction costs.
B. DFG should supplement its existing databases in order to enhance the benefit from big data.
C. The big data approach may help DFG to price contract bids more accurately.
D. Big data has the potential to identify ways in which DFG can increase sales.
E. It would be unethical for DFG to use big data in order to compete even more effectively with its rivals. Answer: A,B,C Question: 172
When a new computer system is being implemented there are several possible methods for managing the changeover
from the old system to the new system.
Which THREE of the following are true?
A. Phased changeover is the safest and slowest method of changeover.
B. Phased changeover moves individual portions of the business to the new system one at a time.
C. Pilot changeover moves the simplest part of the business to the new system first.
D. Parallel running involves keeping the old system running, normally until certain data retention criteria are met or
confidence is gained, while the new system deals with the new workload. Data input is usually carried out on both
systems.
E. Direct changeover, or Big Bang is only used when the systems are significantly different such that comparing the
outputs of the two systems is largely irrelevant.
F. All methods of changeover carry high risk and it is the preparation, consideration of data compatibility and data
cleansing before the changeover which has the biggest impact on the smoothness of the transition. Answer: B,D,F Question: 173
ZZ is a data security company that is responsible for cyber security m a large shopping mall 21 uses Network
Configuration Management (NCM) to assist it in meeting the various needs of the malls user community.
Which THREE of the following are advantages provided by NCM?
A. NCM allows ZZ to prevent data corruption for different user groups in the mall
B. NCM allows ZZ to provide different service levels for different user groups in the mall
C. NCM allows ZZ to segregate traffic for different user groups in the mall
D. NCM allows ZZ to prevent scanners being used on the public WiFi for different user groups in the mall
E. NCM allows ZZ to restrict traffic for different user groups in the mall
F. NCM allows ZZ to stop malware from being spread for different user groups in the mall Answer: B,C,D Question: 174
Amber selects appropriate suppliers and places purchase orders.
Brian passes invoices for payment and submits payment instructions to the bank.
Chris checks incoming inventory and unpacks goods from their containers.
Dirwan posts purchase invoices and files invoices and supporting documents.
Which member of staff could most easily commit fraud?
A. Amber
B. Brian
C. Chris
D. Dirwan Answer: B Question: 175
Division A of X plc produced the following results in the last financial year.
Net profit $200,000 Gross capital employed $1,000,000
For evaluation purposes all divisional assets are valued at original cost.
The division is considering a project that has a positive NPV, will increase annual net profit by $15,000, but will
require average inventory levels to increase by $50,000 and non-current assets to increase by $50,000.
X plc imposes a 16% capital charge on its divisions.
Given these circumstances, will the evaluation criteria of return on investment (ROI) and residual income (RI)
motivate division A managers to accept the project?
A. ROI Yes RI Yes
B. ROI Yes RI No
C. ROI No RI Yes
D. ROI No RI No Answer: D Question: 176
A project has been evaluated on the basis that it will cost $14 million and will have a net present value of $2.3 million.
The project has commenced and $3 million of the initial $14 million has been invested. A problem has been
discovered that will cost an additional $2.5 million to rectify. The $2.5 million will be payable immediately.
What is the NPV of continuing with this project?
A. -$3 million
B. -$0.2 million
C. $1.8 million
D. $2.8 million Answer: D Question: 177
DRAG DROP
Identify, from the list provided, which category of business risk most accurately describes the events detailed below. Answer: Question: 178
In the purchasing department, the purchasing manager selects and approves all suppliers, as they are the only person
with sufficient experience to do so. They use a very limited number of suppliers because they can rely on these
suppliers to provide goods of the quality required at a competitive price. They do not keep any documents in relation
to negotiations with other potential suppliers or other quotes obtained.
In relation to the above, which of the following statements are valid?
A. The fact that the purchasing manager uses a very small number of suppliers is, in itself, a sign of poor internal
controls.
B. It is acceptable for clerks in the trade receivables section to make journal adjustments without authorisation
provided the amounts involved are not material to Us financial statements.
C. It is acceptable for clerks in the trade receivable section to make journal adjustments without authorisation, provided
they have no access to cash receipts.
D. The fact that the purchasing manager does not keep documentation relating to negotiations with suppliers, or
potential suppliers, is evidence that they are involved in fraudulent activity.
E. Clerks making journal adjustments without reference to their supervisor is evidence of inadequate separation of
duties.
F. The way the role of purchasing manager is carried out in U increases the chance that the company will fall victim to
fraudulent activity. Answer: E,F Question: 179
DRAG DROP
Select the most appropriate level of responsibility for managing each of the following risks. Answer: Question: 180
A UK based company is considering an investment of GBŁ1,000,000 in a project in the USA. It is anticipated that the
following cash flows will arise from this project.
The cash flows will be either US$400,000 with a probability of 40% or US$700,000 with a probability of 60% for
each of the next three years; remitted to the UK at the end of each year.
Currently GBŁ1.00 is worth US$1.30.
The expected inflation rates in the two countries over the next four years are 2% in the UK and 4% in the US.
Applying the Purchasing Power Parity Theory, which of the following represents the expected net present value of the
project in GPŁ (to the nearest whole pound)?
A. GBŁ287,639
B. GBŁ391,640
C. GBŁ(111,973)
D. GBŁ554,047 Answer: A
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In the highly complex CIMA curriculum, the Management Level is yet another challenge: one that must be overcome. In order to assist you in surpassing this challenge, Wisdom, the pioneer CIMA institute in Sri Lanka, offers you the best possible lecture panel. Consisting of a group of diverse individuals with the most relevant and exciting corporate experience under their belts, they will ensure that coursing through the Management Level to the Strategic Level is no difficult task.
Performance Management Performance Management, the performance pillar subject of the Management Level, is an area where both your theoretical skills and numerical skills get tested. Hasitha Premaratne, Wisdoms' highly popular lecturer for Performance Management will make sure that you are not at a loss when it comes to either of these skills.
Heading the finance function at Brandix Lanka (Pvt) Ltd, Hasitha's diverse and colourful corporate experience in areas such as capital markets, economics, finance and management adds flavour to his classes. He has produced over 12 Sri Lankan prize winners during his lecturing career of 10 years, while also having received the prestigious CIMA 'Tutor of the Year' Award for 2009. His academic and professional qualifications include an MBA in International Finance and a BSc in Computer Science, along with associate membership of the Chartered Institute of Management Accountants and the Society of Certified Management Accountants and also fellow membership of the Association of Chartered Certified Accountants.
Enterprise Management Enterprise Management, with a greater focus on the business and its competitive environment, requires students to gain a thorough understanding of the theoretical aspects and also to apply them in typical company related scenarios. Lectures for Enterprise Management are carried out by Tharindu Amaresekere, a young and vibrant lecturer who has received much praise and acclaim from his students over the past 6 years.
Tharindu bears many academic and professional qualifications, which include a Bachelor's Degree in computing. He is also the only EM lecturer in Sri Lanka to hold a Master's Degree in Project Management, a vital component of the EM syllabus. He is currently practicing for his MBA specialising in Marketing from the University of Colombo and CIM Diploma in Marketing.
Currently employed as a brand consultant for an international web solutions organisation, Tharindu's combined local and international experience renders him the perfect lecturer for a theory related subject in the likes of EM, where building the link between theory and practicality will never lose importance. His keenness on practising Corporate Stimulus Teaching, where theory is aligned with real world companies, has won him a large fan club among CIMA students. He also provides individual focus for improvement of writing skills, which will assist in presenting your arguments in a succinct and comprehensive manner.
Financial Management For Financial Management, Wisdom presents two individuals with well respected financial and teaching skills. Mallik de Silva, who has found much favour among his students as a friendly and approachable person, has over 15 years lecturing experience. Currently serving as the Group Finance Manager at Richard Pieris and Company PLC, he counts diverse and versatile exposure in many multinational organisations. An associate member of the Institute of Chartered Accountants of Sri Lanka and a fellow member of the Chartered Institute of Management Accountants UK, he also possesses an MSc in Financial Management.
Akalanka Saparamadu, who joins Mallik at Financial Management, is a CIMA passed finalist who has also completed his Bachelor of Business Administration (Finance Special) degree with a First Class from the University of Colombo. At present, he is a Chartered Financial Analyst (CFA) - Level 3 candidate. Akalanka is presently employed at HSBC Sri Lanka as an Account Relationship Manager. Together the duo has produced many prize winners and consistently maintained above average pass rates. Their combined efforts in teaching will expose you to a novel experience in finance.
In addition to the stimulating back up received from the lecture panel, Wisdom also provides you with a balanced environment where extra-curricular activities are promoted without disturbing academic activities. Thus, your CIMA studies are bound to be a combination of fun and success. When you are being presented with such a great opportunity to be coached under the best quality lecture panel for CIMA, would you want to say 'no'? Join Wisdom and experience a refreshing CIMA journey. Classes for Management Level began on June 4 2011.
Sat, 04 Jun 2011 08:48:00 -0500text/htmlhttps://www.sundaytimes.lk/110605/Education/ed17.htmlHow Great Innovation Is Hiding In Plain Sight
Innovation team
getty
Much writing about innovation today presents a dismal picture. The innovation accomplishments of yesteryear, like IBM in the 1990s under Lou Gerstner, Nokia in the early 2000s, Intel under Andy Grove, or Sony under Akiro Morita, vanished, seemingly without trace. Prominent innovation professors lament how innovation budgets are routinely cut in ways that never happen to more mundane corporate functions. Still other writers lament that innovation initiatives are delivering little return on investment across all industries.If innovation writers have anything positive to offer, it is often to suggest that their own innovation process, branded with a catchy metaphor. or perhaps their legendary consulting services, will surely fix the situation.
This discouraging picture is partly accurate: itâs no surprise that innovation succumbs to a system of management that is preoccupied with short-term stock market gains (and executive bonuses tied to those short-term stock market gains).
A Different Kind Of Management
Yet this picture misses two key aspects of todayâs management reality: a different way of viewing innovation and a rethinking of the very concept of management itself. In this part of the economyâperhaps 15% of the whole, the goal of the firm is not short-term shareholder value. Instead, it is creating value for customers; shareholder value is a result, not a goal.
In this different type of management, innovation is not an optional add-on. It is an integral aspect of everything that happens in the firm. This different kind of management has been called digital-age management, although other names are used.
Happily, this concept of management doesnât have to be imagined or invented. It already exists in varying degrees in the most valuable firms on the planet, as shown in Figure 1. Innovation in these firms has been remarkably stable, even as Steve Jobs hands over to Tim Cook, and Jeff Bezos hands over to Andy Jassy.
Figure1: Market cap of top US and European firms: 2008 and 2023
Steve Denning
These firms see no point in âstarting an innovation programâ within the traditional industrial-era management. It would be only a matter of time before the industrial-era mindsets and processes combine to crush the innovation. What they embrace is a different concept of management in which innovation is normal and central to everything that happens.
In effect, the only reason to understand the mindsets and processes of industrial-era management is to avoid and move beyond them, to this new world of digital-era management.
Back To Basics: What Is Management?
Management is a group of mindsets and processes that becomes embedded within an organization and that determines behavior within the firm. Initially, the mindsets drive the creation of the processes, which come to be seen as the right way to run the organization (or indeed any organization).
Over time, the processes in turn reinforce the mindsets, and tend to prevent any aberrant thinking or behavior from ever taking root in the firm. The mindsets and processes thus operate like the auto-immune system of the human body. They are difficult to change once they become established, especially when they are taught in business schools, and assumed in management journals and the financial press, as the right way to run any company, and form the basis for executive compensation.
Management worked well in the 20th century when the mindsets and processes were a good fit with the industrial economy. As the mindsets and processes of industrial-era management became an increasingly poor fit with the digital economy, firms run in this way canât move fast enough, or be sufficiently responsive to customers.
What Is Industrial-Era Management?
Anyone who has ever worked in a large firm knows what industrial-era management feels like. As Gary Hamel explained in 2014 âStrategy gets set at the top. Power trickles down. Big leaders appoint little leaders. Individuals compete for promotion. Compensation correlates with rank. Tasks are assigned. Managers assess performance. Rules tightly circumscribe discretion.â Bureaucracy âconstitutes the operating system for virtually every large-scale organization on the planet.â Budgets are battles of units for resources. HRâs function is to control employees. The key performance indicator is the level of quarterly profits. Executives are generously compensated in stock while employee compensation stagnates.â
With variations, this is still the gist of management in most major corporations today. It isnât written down. It doesnât need to be. Itâs implicit in the teaching at most business schools and in the writing in most management journals. When changes are put forward, they are typically about changes to one or two aspects of the fifteen-dimensional management system. Yet without adjusting the entire system, the changes wonât survive.
The modus operandi of industrial-era management is rarely discussed in boardrooms, business schools, or on Wall Street, in part because there is no perceived alternative. Itâs simply âthe way things are done.â It is so deeply ingrained in everyoneâs consciousness that it becomes invisible. The participants cannot imagine another way of running the firm.
What Is Digital-Age Management?
Meanwhile, this other more productive, enduring, and profitable way of running a company has emerged. Its origins arenât recent: Peter Drucker enunciated the driving principle back in 1954. âThere is only one valid purpose of a corporation: to create a customer.â
Like most revolutionary insights, Druckerâs insight suffered neglect for half a century. Its truth was counter-intuitive: everyone knew the purpose of a firm was to make money. It was only with the rapidly growing market capitalization of software firms that the centrality of creating customer value was recognized.
Digital age management is a set of mindsets and processes that have emerged, not through the advice of the management commentariat, but rather through a process of âsurvival of the fittest.â The commentariat is thus often slow to recognize what is happening in front of their eyes.
The mindsets of digital-age management are the opposite of the mindsets of industrial-era management:
· Goal: Instead of short-term shareholder value, the goal is to create value for customers, along with a business model that generates profits as a result.
· Structure of work: Instead of bureaucracy, firms assume work will mostly be done in self-organizing teams
· Budgeting: Instead of budgeting being a battle for resources among the silos, budgeting is driven by strategy.
While no individual firm implements all these mindsets and processes perfectly, these patterns of digital-age management are the modus operandi of the largest and fastest growing firms in history. Its exponents are the well-known firms shown in Figure 1 and Figure 2.
Figure 2: Digital-age management is reinventing our lives
Steve Denning
While most writers on innovation âstay in their laneâ and write little about what is happening in management more broadly, some business school professors like Rita McGrath at Columbia get the bigger picture. it. As she wrote in her HBR article on the permissionless corporation. âmaking the transformation ⊠will require companies to completely rethink how people work; itâs not enough to streamline a process here or there or take out one layer of traditional structure.â Digital-age management is thus spelling out what it means to âcompletely rethink how people work.â
And as Harvard professor Amy Edmondson has declared, there is nothing more important than re-imagining capitalism.â
Designed with single-family home landlords in mind, Propertyware has earned its place as our best rental property management software for single-family homes.
Propertyware is owned by RealPage, a Texas-born company founded in 1998 that currently serves more than 12,400 clients from North America, Europe, and Asia. All members of Propertyware's management team have over 20 years of experience working in real estate, which means users get software designed by people who understand the industry and how it works.
Focused on single-family home property management, Propertyware is fairly simple to use, without the complicated features commercial management software can have, making it the best choice for single-family home management. You'll benefit from Propertyware's management features, especially if you're a single-family home landlord. It has everything a landlord needs, including online rent collection, accounting, maintenance requests, vacant property marketing with leasing agents, marketing with listing syndication, tenant screening services, lead tracking, and follow-up, and a portal for vendors.Â
Propertyware currently has three pricing tiers: Basic, Plus, and Premium, with costs starting at $1 per unit, $1.50 per unit, and $2 per unit, respectively. With the Basic plan, you can run reports; advertise your vacancies; manage the properties with owner and tenant portals; and streamline maintenance work orders, accounting, tenant screening, and rent payments.
The Plus plan adds conveniences like two-way text messaging, eSignatures, and inspections. At the Premium level, you can manage your maintenance projects and add portals for your vendors. Each respective tier has a minimum monthly fee of $250, $350, and $450, so to optimize your unit costs, this program is best for managers of at least 250 homes.
Integrations for efficiency include DocuSign, but Propertyware has chosen a primarily in-house approach for marketing, lead generation, and tenant screening rather than integrating with third-party software.
Tue, 09 Feb 2021 02:33:00 -0600entext/htmlhttps://www.investopedia.com/best-rental-property-management-software-5089988Multifamily Matters: Latina Leaders in Property ManagementMultifamily Matters: Latina Leaders in Property Management - Multi-Housing News
In this week's episode, three industry veterans share insights with the program's host, Paul Marks.
Multifamily Matters is the nationâs only weekly one-hour radio show thatâs dedicated solely to multifamily industry operations.
Tune in every Saturday to Houstonâs AM 1070 at 11:00 a.m. CST to listen to the showâs host & executive producer, Paul Marks, CAS, and multifamily industry experts discuss issues that affect the apartment industry.
THIS WEEKâS SHOW
This week weâre rebroadcasting a âBest of Multifamily Mattersâ episode in which we discuss a timely, important topic. It will air again at 11:00 a.m. CST on Saturday, Jan. 6th, and is entitled Latina Leaders in Property Management: Paving the Way to Success.Â
Our special guests are three multifamily industry veterans: Lissette Perez, regional vice president with American Landmark; Laura Vargas, community manager at Bell Partners; and Joelis Barandica, regional education director with ConAm Management, and the founder of Latinas in Property Management.
MORE WAYS TO LISTEN
You donât have to listen to Multifamily Matters only on the radioâŠhere are some other ways:
Listen Saturdays at 11:00 AM CST on the iHeartRadio app or on the AM 1070 app
Access archived programs anytime at the Multifamily Matters radio show websiteâs Episodes page âwww.multifamilyradio.com
Find episodes on the iTunes, Stitcher, Spotify, TuneIn and Google Podcast platforms
Please go to our website and follow us on LinkedIn, and Facebook.
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Tue, 02 Jan 2024 12:11:00 -0600en-UStext/htmlhttps://www.multihousingnews.com/multifamily-matters-latina-leaders-in-property-management/Navigating 5 Analyst Ratings For Rexford Industrial Realty
During the last three months, 5 analysts shared their evaluations of Rexford Industrial Realty (NYSE:REXR), revealing diverse outlooks from bullish to bearish.
The following table summarizes their accurate ratings, shedding light on the changing sentiments within the past 30 days and comparing them to the preceding months.
Bullish
Somewhat Bullish
Indifferent
Somewhat Bearish
Bearish
Total Ratings
3
1
1
0
0
Last 30D
0
0
1
0
0
1M Ago
0
0
0
0
0
2M Ago
0
1
0
0
0
3M Ago
3
0
0
0
0
Analysts have recently evaluated Rexford Industrial Realty and provided 12-month price targets. The average target is $55.4, accompanied by a high estimate of $61.00 and a low estimate of $49.00. This current average represents a 1.65% decrease from the previous average price target of $56.33.
Decoding Analyst Ratings: A Detailed Look
A comprehensive examination of how financial experts perceive Rexford Industrial Realty is derived from accurate analyst actions. The following is a detailed summary of key analysts, their accurate evaluations, and adjustments to ratings and price targets.
Analyst
Analyst Firm
Action Taken
Rating
Current Price Target
Prior Price Target
David Rodgers
Baird
Raises
Neutral
$61.00
$53.00
Greg McGinniss
Scotiabank
Announces
Sector Outperform
$55.00
-
Anthony Hau
Truist Securities
Lowers
Buy
$49.00
$56.00
Stephen Manaker
Stifel
Lowers
Buy
$56.00
$60.00
Anthony Hau
Truist Securities
Announces
Buy
$56.00
-
Key Insights:
Action Taken: In response to dynamic market conditions and company performance, analysts update their recommendations. Whether they 'Maintain', 'Raise', or 'Lower' their stance, it signifies their reaction to accurate developments related to Rexford Industrial Realty. This insight gives a snapshot of analysts' perspectives on the current state of the company.
Rating: Analysts assign qualitative assessments to stocks, ranging from 'Outperform' to 'Underperform'. These ratings convey the analysts' expectations for the relative performance of Rexford Industrial Realty compared to the broader market.
Price Targets: Understanding forecasts, analysts offer estimates for Rexford Industrial Realty's future value. Examining the current and prior targets provides insight into analysts' changing expectations.
Assessing these analyst evaluations alongside crucial financial indicators can provide a comprehensive overview of Rexford Industrial Realty's market position. Stay informed and make well-judged decisions with the assistance of our Ratings Table.
Stay up to date on Rexford Industrial Realty analyst ratings.
Unveiling the Story Behind Rexford Industrial Realty
Rexford Industrial Realty Inc is a real estate investment trust primarily engaged in the acquisition, ownership, and operation of industrial properties in Southern California. The company mainly focuses on leasing facilities in infill markets or relatively wealthy urban areas with a general scarcity of developable land. The vast majority of Rexford's real estate portfolio, in terms of square footage, revenue generation, and total value, comprises light manufacturing and distribution warehouse buildings located in Los Angeles and San Diego. The company's largest tenants are firms in the wholesale and retail, light manufacturing, industrial equipment, and food and beverage industries.
A Deep Dive into Rexford Industrial Realty's Financials
Market Capitalization Analysis: Positioned below industry benchmarks, the company's market capitalization faces constraints in size. This could be influenced by factors such as growth expectations or operational capacity.
Revenue Growth: Rexford Industrial Realty's revenue growth over a period of 3 months has been noteworthy. As of 30 September, 2023, the company achieved a revenue growth rate of approximately 26.21%. This indicates a substantial increase in the company's top-line earnings. In comparison to its industry peers, the company stands out with a growth rate higher than the average among peers in the Real Estate sector.
Net Margin: The company's net margin is a standout performer, exceeding industry averages. With an impressive net margin of 27.43%, the company showcases strong profitability and effective cost control.
Return on Equity (ROE): The company's ROE is below industry benchmarks, signaling potential difficulties in efficiently using equity capital. With an ROE of 0.79%, the company may need to address challenges in generating satisfactory returns for shareholders.
Return on Assets (ROA): Rexford Industrial Realty's ROA falls below industry averages, indicating challenges in efficiently utilizing assets. With an ROA of 0.54%, the company may face hurdles in generating optimal returns from its assets.
Debt Management: Rexford Industrial Realty's debt-to-equity ratio is below industry norms, indicating a sound financial structure with a ratio of 0.3.
How Are Analyst Ratings Determined?
Analysts are specialists within banking and financial systems that typically report for specific stocks or within defined sectors. These people research company financial statements, sit in conference calls and meetings, and speak with relevant insiders to determine what are known as analyst ratings for stocks. Typically, analysts will rate each stock once a quarter.
Some analysts will also offer forecasts for metrics like growth estimates, earnings, and revenue to provide further guidance on stocks. Investors who use analyst ratings should note that this specialized advice comes from humans and may be subject to error.
This article was generated by Benzinga's automated content engine and reviewed by an editor.
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Tue, 21 Feb 2023 04:20:00 -0600entext/htmlhttps://www.wealthmanagement.com/webinars/automate-or-die-new-reality-wealth-management-businessesUnderstanding Commercial Real EstateNo result found, try new keyword!Recently there have been a lot of scary reports about how commercial real estate (CRE) may become a big landmine for the US economy. As of October 2023, US banks held almost $2.95T in CRE loans, which ...Thu, 04 Jan 2024 00:30:17 -0600en-ustext/htmlhttps://www.msn.com/Real Estate & Private Markets
Our Multi-Managers business offers indirect real asset investment solutions via fund of fund structures for real estate, infrastructure and private equity â all under one roof. The combined business has a track record of 25 years and manages investments around USD 45.5 billion globally, with a team of around 120 investment professionals operating out of eleven offices across the globe.
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In tenlocations across the globe, and with atrack record of 15 years with over 150 fund investments and significant presence in major regions, MMRE provides access to and management of unlisted real estate funds carefully selected from a broad universe of managers. MMRE's product offering ranges from core to opportunistic, from developed to emerging markets, and from customized segregated mandates to commingled funds.
Multi-Managers Infrastructure (MMINFRA)
Established in 2004, MMINFRA provides solutions for infrastructure investments on a diversified basis, tailored to match individual needs of institutional investors looking for exposure to the infrastructure sector. The offering includes closed-end private funds, customized investment structures as well as individually managed accounts, with a focus on operational infrastructure assets in OECD countries. The experienced MMINFRA team looks back at a solid track record, with commitments in over 140 infrastructure funds to date and consistent performance throughout economic cycles.
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Swiss Real Estate Securities (SRES)
Business established in 2007, SRES offers diversified indirect Swiss property investments in both active and passive strategies, with a focus on ETFs, commingled funds and tailor-made solutions for individually managed accounts.
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Multifamily Matters is the nationâs only weekly one-hour radio show thatâs dedicated solely to multifamily industry operations.
Timothy D. Welsh, CFPÂź
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