The Experts below are selected from a list of 1995 Experts worldwide ranked by ideXlab platform

Michael C. I. Nwogugu - One of the best experts on this subject based on the ideXlab platform.

Raymond S. Schmidgall - One of the best experts on this subject based on the ideXlab platform.

  • A Longitudinal Study of Equipment Leasing in the U.S. Lodging Industry
    The Journal of Hospitality Financial Management, 2011
    Co-Authors: Lan Jiang, Raymond S. Schmidgall
    Abstract:

    ABSTRACT This paper examines the current Equipment Leasing practices in the U.S. lodging industry and compares these practices to Leasing practices in the U.S. lodging industry in 2000 as identified in an earlier study by Schmidgall and Upneja (2001). It compares the features of leases that make them attractive for today's hotel companies with the features that made leases attractive in 2000. In the previous study Schmidgall and Upneja revealed the major reasons for Leasing included protection from obsolescence, securing tax advantages, and ensuring uniform cash outflows. For the current study, a similar questionnaire was sent to 500 members of HFTP associated with the lodging industry. This time, the researchers found that the major reasons for Leasing are (1) to keep upgrading Equipment, (2) to protect against obsolescence, and (3) to lower down payments.

  • Equipment Leasing in the U.S. Lodging Industry: What, Why, and How Much
    The Cornell Hotel and Restaurant Administration Quarterly, 2001
    Co-Authors: Arun Upneja, Raymond S. Schmidgall
    Abstract:

    Abstract Equipment Leasing in the United States expanded dramatically in 1999, generating some $226 billion in revenue. Despite Leasing's popularity, however, there is little research available on Leasing in the hospitality industry. The first objective of the current study, conducted in 2000, was simply to collect statistical data on the magnitude of Leasing in the hotel industry and, second, to find out the reasons that led hotel operators to decide to lease (or not). The third objective was to find out what circumstances lead to the capitalization of leases in the hotel industry (versus simply expensing those costs). The results indicated that protection against obsolescence, ensuring uniform cash outflows, and using the tax advantages of Leasing were the most-cited reasons for hotels' Leasing Equipment. The most common item leased was photocopiers, by 43 of the 77 respondents. The lengths of those leases varied from less than a year to ten years, and the majority of hotel operators also purchased maintenance contracts. Other popular leased items included vehicles, telecommunications Equipment, and computers. The transfer of ownership and taking advantage of a bargain-purchase option were the two most-cited reasons for capitalizing leases. A majority of the respondents also indicated that they expect Leasing to either stay at the same level or marginally increase from the current levels.

  • An Investigation of Leasing Practices in the U.S. Hotel Industry
    The Journal of Hospitality Financial Management, 2001
    Co-Authors: Arun Upneja, Raymond S. Schmidgall
    Abstract:

    ABSTRACT Leasing of Equipment has increased dramatically in the United States. According to the Equipment Leasing Association of America, total Leasing in 1999 reached $226 billion (www.elaoa.com). Despite the popularity and widespread use of Leasing, there is a paucity of literature in hospitality on Leasing, as the existing literature focuses only on the advantages and disadvantages of Leasing.

E.j. Chuta - One of the best experts on this subject based on the ideXlab platform.

  • New dimensions in educational financing: the Nigerian Education Bank
    Higher Education, 1998
    Co-Authors: E.j. Chuta
    Abstract:

    Education banking is a rarity in the whole world. However, there are organisations in the United Kingdom and the United States of America whose operations are akin to the Nigerian Education Bank in the areas of student lending. The role of the Nigerian Education Bank in the Nigerian educational system is three-fold: The Bank is to serve as a major intermediary in Nigeria's education credit market; it is designed to harness private sector resources for the funding of education; and its takeover of part of the educational funding responsibilities will enable the Nigerian Government to rechannel its scarce resources to other pressing areas of the economy. The main and specific functions of the Bank include, among others: student lending, lending for publishing, Equipment Leasing, project financing, funds mobilization and provision of advisory services for educational purposes. Some prescriptions are incorporated to fine-tune the operational modalities. The article highlights the comparative experience of several countries in Africa, Asia, Europe and the Americas in the key area of student financing. It recommends the active participation of Nigeria's private sector in educational financing, and the strengthening of the student lending scheme through resources from petroleum, higher education tax and value-added tax.

Steve Cocheo - One of the best experts on this subject based on the ideXlab platform.

  • Banks Find New Life on Lease: Venturing into Equipment Leasing Demands Experience, Flexibility
    ABA Banking Journal, 2013
    Co-Authors: Steve Cocheo
    Abstract:

    [ILLUSTRATION OMITTED] Somewhere down in Louisiana's bayou country, there's a tug-barge with Talmer Bancorp's name on it. Not literally--you won't see the M. V. Talmerbank afloat. But all the same, the barge is owned by the company's Leasing operation. Perhaps surprisingly, the $4.9 billion-assets Talmer Bancorp is based in Troy, Mich., a far cry from the bayou. Even more surprisingly, Craig Valchine, managing director and commercial relationship manager for the company's Equipment Leasing operation, works out of Florida. And he's running deals not only in the holding company's footprint--Michigan, Ohio, and Wisconsin--but anywhere he can find them. The company entered the Equipment Leasing business a little over a year ago, and has closed about $60 million in leases thus far. The variety of business that Valchine, a Leasing veteran, will look at ranges pretty much as far as the concept of "Equipment" will take you: from technology, such as computers and software, to fuel cells to "yellow iron," which is Leasing slang for bulldozers and other heavy construction machinery. You might think that Valchine doesn't see Florida much--that his job would take him on the road. But much of his time is actually spent at his computer. Much of the due diligence that a Leasing operation must do to ride herd on applicants and lessee customers can be done remotely, using third-party inspectors and other assistance. "We've had a really good run" so far, says Valchine. Talmer is among those community banks that have expanded their business finance activities by adding Leasing in the last few years. Why banks are looking at Leasing "Banks are getting into [Leasing] again to find another source of income," Valchine explains. Diversification also drives this decision. He points out that Talmer, historically, had a high concentration in commercial real estate lending and wanted to better balance its credit portfolio. Annually, American businesses, government agencies, and nonprofit organizations purchase more than $1 trillion in capital goods and software, and more than half of that is financed through loans, leases, and other financial techniques, according to the Equipment Leasing and Finance Association. ELFA estimates that 16 million Equipment lease contracts are executed annually in the United States, with 14 million of those deals done with small- and medium-sized businesses as well as large non-investment grade businesses. [ILLUSTRATION OMITTED] Furthermore, "there's a lot of pent-up demand," says Steve Tidland. Companies that put off major Equipment purchases need to act because they can only postpone purchases for so long. Tidland, with 40 years in Leasing, is senior vice-president and manager in the Equipment finance department at $236 million-assets Commerce National Bank, Newport Beach, Calif. (By the time you read this, the operation will have been acquired by Sterling Savings Bank, Spokane, Wash.) Leasing isn't a new business to banking, but a new opportunity for many institutions that haven't tried it before. The large banks have been at it for years--some of the megabanks are active members in ELFA, for instance--and at the outset of the Great Recession, some banks exited the business, anticipating the period of cutbacks in capital investments as companies hunkered down. How they're doing it Banks get into Leasing in multiple ways, and sometimes they use more than one strategy. Some do direct Leasing, working with the actual lessee company. Some work with vendors or dealers that offer Leasing as an option to customers. Others buy portfolios of leases made by other Leasing operations, and some acquire leases as indirect lenders--pretty much as banks traditionally acquired paper from auto dealers. In getting into the business, some banking organizations have bought existing Leasing companies, while others have started their own operations, but hired experienced Leasing executives or whole teams that know the business. …

  • Banking's New Lease on Life
    ABA Banking Journal, 1996
    Co-Authors: Steve Cocheo
    Abstract:

    Search for revenue injects new enthusiasm into Equipment Leasing business. But will banks stick around this time? The Web may play a role Try to reach the head of a bank's Equipment Leasing operation and chances are you'll be told the executive is on the road. Leasing--of everything from jet liners to handfuls of personal computers is a highly competitive business, and "hustle" is the watchword for bank-Leasing officers, right up to the top. "Top executives need to get in front of clients," says Jim Westley, executive vice-president and director of sales and marketing for BancBoston Leasing. The volume of Equipment Leasing by players of all kinds has been rising since 1991 and is projected to hit $169.1 billion in 1996. Bank-owned Leasing companies surveyed by Equipment Leasing Monitor, a trade publication, collectively say assets rose by almost 20% in 1995 over 1994. Banks account for about one-third of the industry's annual volume, according to the Equipment Leasing Association, hardly have a lock on the business as the nearby ranking of the largest Leasing companies shows. "It's the most competitive [Leasing market] I've ever seen," says Chuck Langer, president and CEO, U.S. Bancorp Leasing and Financial, Portland, Ore., "and I've been in this business for 20-plus years." What keeps them people hopping? While traditional corporate lenders have stressed relationship banking in recent years, the field force on the commercial Leasing side typically has to slog it out deal by deal. A Leasing operation may have a long-term relationship with a business, but that customer is just as likely to do business with a competitive Leasing firm if the price on a particular deal is right. "Relationships may get you in the door, but it is a transaction-by-transaction deal," says James R. Renner, president of Norwest Equipment Finance Inc., Minneapolis. Deals are typically bid among a selection of Leasing companies that the customer is willing to work with, and, as a result, "transactions are very portable," says U.S. Bancorp Leasing's Chuck Langer. "It's very common even for our best customers to do business with our competitors." What keeps everyone going in this ongoing fight, and why are banks renewing their emphasis on Equipment Leasing? In a word, profitability. "Leasing is more profitable than traditional lending transactions," says BancBoston's Westley. Furthermore, he adds, Leasing as a concept doesn't have to be sold to American businesses--they are already convinced. Of the $571.1 billion spent by business on productive assets in 1995, 28% was acquired using Leasing of one sort or another, and eight out of ten American companies lease all or some of their Equipment, according to the Equipment Leasing Association. "Years ago, Leasing was used as a financing method of last resort--you hocked a piece of Equipment by getting a lease on it," says Richard V. Harris, chairman and president, BankAmerica Leasing and Capital Group. "That's a thing of the past. It's no longer a collateral-dominated business, but a cash-flow business." In spite of the competitiveness of the business says Harris, enough customization is possible to permit clever lessors to earn extra bucks through value-added product design. Add to profitability one more attraction, one that many banks have not seen in more mature and traditional bank business lines: growth potential. Bank-Leasing executives interviewed for this article typically speak in terms of double-digit growth in business volumes for the recent past and similar performance for 1997. In again, out again This is not the first time banks have gotten into Leasing in a big way. There is some cyclicality to their participation, or, at least, there has been. "When banks have a lot of capital, they get into the business, and when they lack for capital, they get out of the business-and that's something that the pure, independent Leasing companies are used to seeing," explains Philip S. …

Yang Ai-fen - One of the best experts on this subject based on the ideXlab platform.

  • Joint optimization strategy for durable Equipment Leasing and preventive maintenance
    Journal of Hefei University of Technology, 2015
    Co-Authors: Yang Ai-fen
    Abstract:

    Taking durable Equipment Leasing as research object,from the perspective of lessor and by using the failure function of Leasing Equipment,an optimization model integrating durable Equipment Leasing and preventive maintenance is established.It mainly focuses on the impact of residual value of Equipment,the preventive maintenance cost and corrective maintenance cost on the lessor's total profit.Through analyzing and solving the model,the optimal lease term,the optimal number and degree of durable Equipment preventive maintenance are obtained.Consequently,the lessor can achieve the optimal Equipment residual income to maximize its profit in the end.