亚洲发展中国家经济增长前景有所改善

据亚洲开发银行(简称:亚行)最新发布的一份报告称,由于今年第一季度的出口需求高于预期,2017年亚洲发展中国家的经济增长前景有所改善. 在《2017年亚洲发展展望》的补充报告中,亚行将2017年亚太地区的增长预期从此前的5.7％上调至5.9％,并将2018年的增长预期从5.7％上调至5.8％.2018年增长率的上调幅度较小,反映出亚行对出口推动力的可持续性持谨慎态度.     

亚行上调中国2007和2008年经济增长预测值

亚洲开发银行(亚行)发布的《2007亚洲发展展望更新》报告,增长强劲的出口和投资以及旺盛的消费将促使中国经济今年增长11.2%,高于早先的预测值10%.     

亚行预测2006年中国经济增长率

亚洲开发银行(亚行)发布的《2006年亚洲发展展望更新版》指出,因投资和出口的强劲增长,今年中国经济预期将增长10.4%.     

亚洲维持经济增势面临挑战

亚洲开发银行(简称:亚行)新发布的报告称,由于主要工业经济体的需求持续低迷,加上中国经济增速放缓,亚洲发展中国家前景堪忧。今日最新发布的《亚洲发展展望补充》将亚行45个发展中成员体2013年度和2014年度的增长预期分别调低至6.3%和6.4%。今年4月份,亚行对该地区2013年和2014年的增长预测分别为6.6%和6.7%。     

亚行发布亚太地区关键指标报告

2017年9月8日,亚洲开发银行(亚行)发布了2017年度的《亚太地区关键指标》报告.该报告提供了亚行48个本地区成员最新的经济、金融、社会和环境统计数据. 亚行首席经济学家泽田康幸(Yasuyuki Sawada)表示:"2017年《关键指标》将成为亚行成员体、研究人员、媒体和公民监测本地区发展进展的有用工具.数据在帮助决策者确定优先发展政策以实现发展目标方面起着至关重要的作用,而该报告汇总了与一系列发展主题相关的可比统计数据."     

亚行报告:《2005年亚洲发展展望》

前不久,亚行发布了《2005年亚洲发展展望》研究报告,这是亚洲开发银行预测亚洲区域经济发展趋势的标志性年度出版物。该报告有3个值得关注的方面     

资讯

宏观经济亚行调高中国经济增长预期4月4日,亚洲开发银行发布的《2023年亚洲发展展望(四月版)》显示,随着疫情防控措施的优化调整,居民消费需求逐步回升,预计2023年中国经济增速将提至5%。     

随着投资和信贷激增 中国经济加快复苏

亚洲开发银行发布的《2009年亚洲发展展望》更新版预测,由于银行贷款和固定资产投资的激增,中国的经济增长率2009年将达到8.2%,这个数字要比亚行在3月份的预期高出1.2个百分点。     

亚行2001年亚洲环境展望

2000年5月,亚行发布了《2001亚洲环境展望》。该报告的宗旨是向亚太地区发展中成员国的决策者们建议具体的环境目标,提出成形的指导原则及实施机制,这一报告反映了亚行最近将消除贫困作为其重点目标。     

中国经济仍将强劲增长——《2005年亚洲发展展望更新版》发布

近日,亚洲开发银行正式对外发布了《2005年亚洲发展展望更新版》,该报告是今年4月发布的《2005年亚洲发展展望》的更新版,该报告主要预测亚太地区经济发展趋势,其中包括对中国经济的分析展望。亚洲经济将健康增长但面临挑战根据《2005年亚洲发展展望更新版》,亚洲发展中国家的经济将继续保持健康的增长,2005年和2006年的增长率预计均为6.6%。但高油价的影响仍是这一     

升值之言该如何听

自今年6月中国暗示将松动人民币汇率以来,人民币升值幅度仅为0．4％,这大大低于华盛顿的期待,因此,中美两国的关系日益紧张起来。随着失业率的膨胀,以及选举年即将到来,美国国会再一次将人民币汇率摆上了议事日程：9月6日,华盛顿两位高官为缓和中美关系前往北京,就人民币及其他重要问题进行高峰会晤,以期达成共识。     

商业银行如何应对利率市场化

最近,中国央行的利率政策传达出利率市场化步伐骤然加快的信号,沉浸在央行利率管制环境下的国内商业银行突然感到"利基"竞争的性质发生了重要变化。那么.在利率市场化环境下商业银行应采取怎样的风险偏好,才能使贷款定价覆盖风险溢价?这是银行管理者必须回答的问题。     

When to ally & when to acquire

Acquisitions and alliances are two pillars of growth strategy. But most businesses don't treat the two as alternative mechanisms for attaining goals. Consequently, companies take over firms they should have collaborated with, and vice versa, and make a mess of both acquisitions and alliances. It's easy to see why companies don't weigh the relative merits and demerits of acquisitions and alliances before choosing horses for courses. The two strategies differ in many ways: Acquisition deals are competitive, based on market prices, and risky; alliances are cooperative, negotiated, and not so risky. Companies habitually deploy acquisitions to increase scale or cut costs and use partnerships to enter new markets, customer segments, and regions. Moreover, a company's initial experiences often turn into blinders. If the firm pulls off an alliance or two, it tends to enter into alliances even when circumstances demand acquisitions. Organizational barriers also stand in the way. In many companies, an M&A group, which reports to the finance head, handles acquisitions, while a separate business development unit looks after alliances. The two teams work out of different locations, jealously guard turf, and, in effect, prevent companies from comparing the advantages and disadvantages of the strategies. But companies could improve their results, the authors argue, if they compared the two strategies to determine which is best suited to the situation at hand. Firms such as Cisco that use acquisitions and alliances appropriately grow faster than rivals do. The authors provide a framework to help organizations systematically decide between acquisition and alliance by analyzing three sets of factors: the resources and synergies they desire, the marketplace they compete in, and their competencies at collaborating.     

How to Tie Equity Compensation to Long-Term Results

Companies, investors, and regulators around the world are now seeking to tie executives' payoffs to long-term results and avoid rewarding executives for short-term gains. Focusing on equity-based compensation, the primary component of top executives' pay, the authors analyze how such compensation should best be structured to provide executives with incentives to focus on long-term value creation.
To improve the link between equity compensation and long-term results, the authors recommend that executives be prevented from unwinding their equity incentives for a significant time period after vesting. At the same time, however, the authors suggest that it would be counterproductive to require that executives hold their equity incentives until retirement, as some have proposed. Instead, the authors recommend that companies adopt a combination of "grant-based" and "aggregate" limitations on the unwinding of equity incentives.
Grant-based limitations would allow executives to unwind the equity incentives associated with a particular grant only gradually after vesting, according to a fixed, pre-specified schedule put in place at the time of the grant. Aggregate limitations on unwinding would prevent an executive from unloading more than a specified fraction of the executive's freely disposable equity incentives in any given year.
Finally, the authors emphasize the need for effective limitations on executives' use of hedging and derivative transactions that would weaken the connection between executive payoffs and long-term stock values that a well-designed equity arrangement should produce.     

NYSE execution quality subsequent to migration to hybrid

In October 2006, the NYSE began rolling-out phase three of a four-phase plan initiate its new Hybrid trading mechanism. The results show that this new trading platform introduced a much larger proportion of electronic transactions relative to floor auction transactions. This migration to electronic transactions is further evidenced by a mirror shift in price discovery from floor trades to trades marked for automatic electronic execution. In addition, the move to Hybrid trading introduced a significant decrease in inventory control costs, as well as a noticeable increase in trade persistence. Finally, the new trading platform has increased the speed with which orders are met, and has also decreased the proportion of executed shares which receive price improvement.

How to stop the race to the bottom

Standard tax multipliers are a widespread feature of fiscal equalization systems. A simple theoretical model shows that actual tax multipliers respond positively to changes in standard tax multipliers. This theoretical prediction is tested empirically using data on municipalities in Germany. A quasi-experiment in the state of North Rhine-Westphalia is exploited to identify the incentive effect. The empirical results confirm that local business tax policy is shaped by standard tax multipliers. They provide a straightforward practical tool to avoid a race to the bottom in local business tax rates.