National Conference

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    WEALTH MANAGEMENT AND FINANCIAL PLANNING
    (Karpagam University, 2014-09-25) Jothi K; Judith Priya R; Muthulakshmi K
    The term "wealth management" occurs as at least as early as 1933. It came into more general use in the elite retail divisions of firms such as Goldman Sachs or Morgan Stanley , to distinguish those divisions' services from mass-market offerings, but has since spread throughout the financial-services industry that had formerly served just one family opened their doors to other families, and the term Multi-family office was coined. Accounting firms and investment advisory boutiques created multi-family offices as well. Certain larger firms have "tiered" their platforms – with separate branch systems and advisor-training programs, distinguishing "Private Wealth Management" from "Wealth Management", with the latter term denoting the same type of services but with a lower degree of customization and delivered to mass affluent clients.
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    MSME- AN OVERVIEW
    (SNR Sons College, 2014-02-21) Judith Priya R
    The Micro, Small and Medium Enterprises(MSMEs) have been accepted as the engine of the economic growth and for promoting equitable development. The major advantage of the sector is its employment potential at low capital cost. The labour intensity of this sector is much higher than that of the large entrepreneurs. It is a nursery of entrepreneurship, often driven by individual creativity and innovation. The Micro, Small and Medium Enterprises play a pivotal role in the overall industrial economy of the country. It contributes 8 per cent of the country’s Gross Domestic Product, 45 percent of the manufactured output and 40 per cent of its exports. The Micro, Small and Medium Enterprises Sector provide employment to about 60 million persons through 26 million entrepreneurs
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    CREATIVITY AS AN EVOLUTIVE PROCESS – AN EXPLORATORY REVIEW
    (Karpagam University, 2013-02-01) Jothi K; Judith Priya R
    Creative capital: the arsenal of creative thinkers whose ideas turn into valuable products and services. Creative employees pioneer new technologies, birth new industries, and power economic growth. But the process by which they do all this is complex and chaotic. How to manage your firm’s creative capital so it delivers maximum value—increasing efficiency, improving quality, and raising productivity? Help employees do their best work by engaging them intellectually and eliminating distractions.Make all managers responsible for sparking creativity, removing arbitrary distinctions between “suits” and “creatives.”Engage customers as creative partners so you deliver superior products