Skip to main content

Banks.. Councils.. Taxpayer.. who is the looser?

Western developed countries were advocates of ‘free market’ and had forced some of asian economies to open their market for global firms. Now in their own backyard one of the ‘globalized’ firm has gone burst and they are now planning to ‘sue’ the country who now owned the global firm. The country in question is United Kingdom and it’s Prime Minister is furious that Icelandic bank operated in UK, which accepted deposits from UK nationals, invested in UK economy by providing loans to/buying stacks in major retailers, and when it goes burst couldn’t honour their debt.

First of all why UK government councils didn’t keep their money in UK banks rather than ‘investing’ taxpayer’s money to foreign banks? What was the reason is it because of ‘greed’ or they didn’t have faith in UK banks? Councils kept millions of £ as investment in banks and kept raising council tax year after year. Now if councils couldn’t recover that money from Icelandic banks they will be forced to increase council tax again. Wait a minute, isn’t the money they lost was from taxpayers already? So now taxpayers will have to pay for the money lost by some idiotic decision from council to stuff the cash in foreign banks!!! It’s like you gave money to some beggar and now he is demanding more from you as he lost it.

Comments

Popular posts from this blog

Strategic Assessment of Indian offshore IT and IT Enabled Services Industry

Introduction Outsourcing is a strategic decision taken by firms to achieve competitive advantage whereby products or services are produced more effectively and efficiently by outside suppliers. As par McCarthy & Anagnostou (2004, p. 63), "outsourcing is an agreement in which one company contracts-out a part of their existing internal activity to another company." Offshore business process outsourcing refers to outsourcing to vendors outside the country, predominantly to developing nations to leverage the cost advantage. To remain competitive and focus on core competencies, companies are driving toward offshore outsourcing as it helps free up resources (SCHEIBE, MENNECKE, & ZOBEL, 2006, p. 283) and help higher management focus on core business requirements (Blumberg, 1998). The offshoring provides effective means of reducing cost by outsourcing non-core activites to third party who can provide similar, if not better, services at lower cost. India is the favourite desti...

Organisational Culture Case Study : Perot Systems India Ltd

The assignment is to produce a case study using the relevant concepts, theories and models introduced in the module, describe and analyse organisational culture and discuss, using the examples from the organisation, whether organisational culture can be managed. Click below link for flash content Organisational Culture Case Study : Perot Systems India Ltd Organisational Culture Case Study : Perot Systems India Ltd. Rajesh Purohit, University of Leicester, UK The assignment is to produce a case study using the relevant concepts, theories and models introduced in the module, describe and analyse organisational culture and discuss, using the examples from the organisation, whether organisational culture can be managed. Introduction The case study uses interpretive methodology including ethnographic methods and action research within an interpretive paradigm. The research builds on years of participant observation and interview with employees and human resource department, statisti...

What insights does the “resource based view” of Strategy add to an understanding of competitive advantage that the “design school” model leaves out?

Competitive Advantage A company is said to be in competitive advantage when it develops or get hold of attribute which helps it to do better than its competitors in terms of higher rate of return on investment. Competitive advantage occurs when firm develops or acquire unique attributes which help it to outperform its competitors. This attributes can be new technology, business process, highly skilled technical resources etc. Resource Based View (RBV) Design school theory of business strategy caters mainly for external environment and leaves out any internal resources. Resource base view (RBV) is used to determine internal resources from within the firm contributing towards greater financial performance (Kearns & Lederer, 2003). The core of the RBV emphasises that organisation to maximise rate of return and financial profitability and form sustainable competitive advantage, should have heterogeneous resources and capabilities. The resources in question should be inimitable an...