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A central theme has been that the central problem for NR was its particular business model that exposed itself to a LPHI risk. The particular business model of NR was that itpursued a strategy of fast growth in mortgage lending based on a high proportion ofwholesale market funding together with planned securitisations of its mortgages. There were, however, two particular features of NR’s business model: (1) the relativeimportance of wholesale funding compared with other banks, and (2) the fact thatsecuritisation was an integral and dominant part of the bank’s strategy and businessmodel. Furthermore, it would appear that the bank did not take out any form of liquidityinsurance through, for instance, agreed lines of credit with other banks. Table 1 showsthe significantly higher proportion of wholesale funding in the case of NR (62 percent)compared with the average of 45 percent for other UK banks in the sample.
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