...Geopolitics, International Environment and Business International risk management 1 Geopolitics, International Environment and Business Risks identification Are we leading towards economic war? 2 Geopolitics, International Environment and Business Several agencies seem to reinforce this idea, particularly regarding international trade 3 “Public economic warfare” Japan JETRO, Japan External Trade Organization (www.jetro.go.jp) Created in 1958 to promote Japanese exports From the 80s it expands to developing countries. 21st century: To promote FDI into Japan To help small & medium sized companies to export. 4 USA (1992, 1993): Bill Clinton Policy "Putting People First, A National Economic Strategy For America" Governor Bill Clinton June 21, 1992 Opening up world markets. […] we will move aggressively to open foreign markets to quality American goods and services (for instance, NAFTA) Economic security council / Advocacy Center / CIA / FBI –Economic Counterintelligence Program The stakes in this game are high! 5 FRANCE: UBIFRANCE -Offices in France (partnership with chambers of trade) -80 offices in 60 different countries (156 in 120 countries if Economic Missions considered) -More than 1,400 collaborators MISSION: to make French exports easier, to support and to monitor French companies abroad. 6 7 “Private economic war” International competition Is it replacing military conflicts? Competitive...
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...words ‘‘brand’’ and ‘‘branding’’ have become so widely used in the business arena over the past few decades yet so many people fail to agree on what they mean. To illustrate the point, David Haigh and Jonathan Knowles, both executives in branding, offer three of the definitions in currency: I 1. ‘‘A logo and associated visual elements.’’ This, the most focused of the definitions, sees a brand as simply the trade names, trade symbols and trademarks that a company creates and legally protects as a way of differentiating itself from its competitors within the marketplace. A logo becomes a brand when it becomes associated with positive values through the extensive provision of good products and good services. 2. ‘‘A larger bundle of trademark and associated intellectual property rights.’’ Beyond the visual elements of branding, this definition includes intangible marketing tools such as domain names, packaging, written copy, advertising and product design rights – all of which can be registered and legally protected. Further than this, though, the term ‘‘property rights’’ often also takes into account those other assets that are required to deliver the promises of the brand. These may be specific knowledge and expertise, perhaps in the form of research, data, or software, or processes such as business models, supply chain figurations and manufacturing techniques. Intangible assets may also refer to market position intangibles, which are things like licenses, contracts...
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...Approaches to Process Performance Modeling: A Summary from the SEI Series of Workshops on CMMI High Maturity Measurement and Analysis Robert W. Stoddard II Dennis R. Goldenson January 2010 TECHNICAL REPORT CMU/SEI-2009-TR-021 ESC-TR-2009-021 Software Engineering Measurement and Analysis Unlimited distribution subject to the copyright. http://www.sei.cmu.edu This report was prepared for the SEI Administrative Agent ESC/XPK 5 Eglin Street Hanscom AFB, MA 01731-2100 The ideas and findings in this report should not be construed as an official DoD position. It is published in the interest of scientific and technical information exchange. This work is sponsored by the U.S. Department of Defense. The Software Engineering Institute is a federally funded research and development center sponsored by the U.S. Department of Defense. Copyright 2010 Carnegie Mellon University. NO WARRANTY THIS CARNEGIE MELLON UNIVERSITY AND SOFTWARE ENGINEERING INSTITUTE MATERIAL IS FURNISHED ON AN "AS-IS" BASIS. CARNEGIE MELLON UNIVERSITY MAKES NO WARRANTIES OF ANY KIND, EITHER EXPRESSED OR IMPLIED, AS TO ANY MATTER INCLUDING, BUT NOT LIMITED TO, WARRANTY OF FITNESS FOR PURPOSE OR MERCHANTABILITY, EXCLUSIVITY, OR RESULTS OBTAINED FROM USE OF THE MATERIAL. CARNEGIE MELLON UNIVERSITY DOES NOT MAKE ANY WARRANTY OF ANY KIND WITH RESPECT TO FREEDOM FROM PATENT, TRADEMARK, OR COPYRIGHT INFRINGEMENT. Use of any trademarks in this report is not intended in any way to infringe on...
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...How Global Brands Compete When a brand is marketed around the w orld, t hat fact alone gives it an aura of excellence-and a set of obligations.To maximize the value of global reach, companies must manage b oth. 68 HARVARD BUSINESS REVIEW by Douglas B. Holt, John A. Quelch, and Earl LTaylor I More than two decades ago, Harvard Business School professor Theodore Levitt provocatively declared in a 1983 HBR article, "The Globalization of Markets" that a global market for uniform products and services had emerged. He argued that corporations should exploit the "economics of simplicity" and grow by selling standardized products all over the world. Although Levitt did not explicitly discuss branding, managers interpreted his ideas to mean that transnational companies should standardize products, packaging, and communication to achieve a leastcommon denominator positioning that would be effective across cultures. From that commonsense standpoint, global branding was only about saving costs and ensuring consistent customer communication. The idea proved popular in the 1980s, when several countries opened up to foreign competition and American and Japanese corporations tried to penetrate those markets with global brands and marketing programs. T'S TIME TO RETHINK GLOBAL BRANDING. While the world economy continued to integrate, experiments with global branding soon slowed. Consumers SEPTEMBER 2004 in most countries had trouble relating to the generic...
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...of Thailand, The Asian Banker Summit 2012 “Trust as a Pillar of the Industry”, Bangkok, 26 April 2012. Introduction Trust is a critically important ingredient in the recipe for well-functioning markets and a successful and vibrant economy. Unfortunately, due to market scandals, incompetence and fraud, trust in our neighbours is something that is in shorter supply today than any other time in history. As Alan Greenspan once remarked: "[O]ur market system depends critically on trust—trust in the word of our colleagues and trust in the word of those with whom we do business."1 Despite outward appearances, public confidence in the integrity of the reciprocal trade exchange industry is alarmingly low. While numerous factors have contributed to this problem, one of the most potent is the widespread failure of reciprocal exchange networks of all sizes over the past 30 years. These failures include the spectacular collapses of large commercial exchange networks such as Bartercard (in USA, Canada, India, China, Hong Kong, Singapore, Turkey, South Africa, Jordan 2 3 ), BarterTrust/Tradaq (USA, UK, Canada) 4 , BarterNet/Intagio (Canada, Mexico, USA & Europe) and Bigvine (Australia, Canada, USA)5; through to the dramatic downsizing of the once-wildly successful government supported 6 Argentinean “Red Global de Trueque” community currency system 7 , which grew to a peak of nearly 1,000,000 participants and an annual trade volume of $4-600 million US dollars8 before dramatically halving in...
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...How Global Brands Compete When a brand is marketed around the world, that fact alone gives itan aura of excellence-and a set of obligations.To maximize the value of global reach, companies must manage both. 68 HARVARD BUSINESS REVIEW by Douglas B. Holt, John A. Quelch, and Earl LTaylor I More than two decades ago, Harvard Business School professor Theodore Levitt provocatively declared in a 1983 HBR article, "The Globalization of Markets" that a global market for uniform products and services had emerged. He argued that corporations should exploit the "economics of simplicity" and grow by selling standardized products all over the world. Although Levitt did not explicitly discuss branding, managers interpreted his ideas to mean that transnational companies should standardize products, packaging, and communication to achieve a leastcommon denominator positioning tbat would be effective across cultures. From that commonsense standpoint, global branding was only about saving costs and ensuring consistent customer communication. The idea proved popular in the 1980s, wben several countries opened up to foreign competition and American and Japanese corporations tried to penetrate those markets with global brands and marketing programs. T'S TIME TO RETHINK GLOBAL BRANDING. While tbe world economy continued to integrate, experiments with global branding soon slowed. Consumers SEPTEMBER 2004 in most countries bad trouble relating to the generic...
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...Commodity Industry | 1. INTRODUCTION Methanex is the world's largest methanol producer. Before the economic crisis that had occurred in 2008, the company was very successful. It has been successful because of its leadership, which cut operating costs to a minimum, along with its reliable delivery. It also has a multi-million-dollar facility in remote, natural gas rich regions in the world and has its own distribution and logistics system. 2. PROBLEMS AND ITS SOURCES Methanex is facing lower profit margins and having concerns of remaining sustainable in the market due the rising price of natural gas and political instability where its factories are located. The global recession has made regions with Methanex factories, such as Egypt and Chile, extremely unstable. Unlike Methanex's competitors, the company is not well diversified. Methanex is highly reliant on the stability of consumption in the global market for methanol. Although the company's leadership is very strong that has contributed to its success, political and economic instability have resulted in inconsistent gas supplies, thus crippling Methanex's production of methanol. The main source of the problem has been the impact of the global recession. Predominantly, the global recession threatened production facilities in Egypt and Chile. There have been a series of revolutions in Egypt and the surrounding nations, which has resulted in social unrest and political instability. As stated before, political instability...
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...How Global Brands Compete When a brand is marketed around the world, that fact alone gives it an aura of excellence-and a set of obligations.To maximize the value of global reach, companies must manage both. 68 HARVARD BUSINESS REVIEW by Douglas B. Holt, John A. Quelch, and Earl LTaylor I More than two decades ago, Harvard Business School professor Theodore Levitt provocatively declared in a 1983 HBR article, "The Globalization of Markets" that a global market for uniform products and services had emerged. He argued that corporations should exploit the "economics of simplicity" and grow by selling standardized products all over the world. Although Levitt did not explicitly discuss branding, managers interpreted his ideas to mean that transnational companies should standardize products, packaging, and communication to achieve a leastcommon denominator positioning that would be effective across cultures. From that commonsense standpoint, global branding was only about saving costs and ensuring consistent customer communication. The idea proved popular in the 1980s, when several countries opened up to foreign competition and American and Japanese corporations tried to penetrate those markets with global brands and marketing programs. T'S TIME TO RETHINK GLOBAL BRANDING. While the world economy continued to integrate, experiments with global branding soon slowed. Consumers SEPTEMBER 2004 in most countries had trouble relating to the generic...
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...AN INVESTIGATION OF THE RELATIONSHIP BETWEEN NON-PERFORMING LOANS, MACROECONOMIC FACTORS, AND FINANCIAL FACTORS IN CONTEXT OF PRIVATE COMMERCIAL BANKS IN BANGLADESH by Syeda Zabeen Ahmed ID # 0120269 An Internship Report Presented in Partial Fulfillment of the Requirements for the Degree Bachelor of Business Administration INDEPENDENT UNIVERSITY, BANGLADESH April 2006 An investigation of the relationship between Non-performing Loans, Macroeconomic Factors, and Financial Factors in context of Private Commercial Banks in Bangladesh by Syeda Zabeen Ahmed ID # 0120269 has been approved April, 2006 _________________ Shubhankar Shil Lecturer School of Business Independent University, Bangladesh TABLE OF CONTENTS Page List of Tables Abstract 1. Introduction 2. Problem Statement 3. Purpose of the Study 4. Limitations of the Study 5. Research Timeline 6. Review of Literature 6.1 Non-performing Loans 6.2 Development of hypotheses 6.3 Macroeconomic factors and NPLs 6.4 Bank specific indicators and NPLs 6.5 Terms of Credit and NPLs 7. Methodology 7.1 Research Approach 7.2 Sampling Method 7.3 Measure of variables 7.4 Data Collection Procedure 7.5 Data Analysis 8. Results 8.1 Descriptive 8.2 Correlations 8.3 Regression 9. Significant of the Study 11. Conclusion Reference Appendix 1 I 1 1 2 2 3 3 3 4 5 6 7 7 8 8 8 8 9 9 10 10 11 12 13 13 14 16 List of Tables Page 1. Demographics of respondents 2. Occupational experience of respondents 3. Responsibility statements 4. Reliability...
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...|[pic] | |[pic] | |[pic] | |[pic] | |[pic] | |[pic] | |[pic] | |[pic] | |[pic] | |[pic] | | | |[pic] |[pic] | Lars Perner, Ph.D. Assistant Professor of Clinical Marketing Department of Marketing Marshall School of Business University of Southern California Los Angeles, CA 90089-0443, USA (213) 740-7127 INTRODUCTION TO MARKETING Background Marketing. Several definitions have been proposed for the term marketing. Each tends to emphasize different issues. Memorizing a definition is unlikely to be useful; ultimately, it makes more sense to thinking of ways to benefit from creating customer value in the most effective way, subject to ethical and other constraints that one may have. The 2006 and 2007 definitions offered by the American Marketing Association are relatively similar, with the 2007 appearing a bit more concise. Note that the definitions make several points: • A main objective of marketing is to create customer value...
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... sellers, and other parties. * Processes involved include “creating, communicating, delivering, and exchanging offerings.” Delivering customer value. The central idea behind marketing is the idea that a firm or other entity will create something of value to one or more customers who, in turn, are willing to pay enough (or contribute other forms of value) to make the venture worthwhile considering opportunity costs. Value can be created in a number of different ways. Some firms manufacture basic products (e.g., bricks) but provide relatively little value above that. Other firms make products whose tangible value is supplemented by services (e.g., a computer manufacturer provides a computer loaded with software and provides a warranty, technical support, and software updates). It is not necessary for a firm to physically handle a product to add value—e.g., online airline reservation systems add value by (1) compiling information about available...
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...Campos Balad Niswen – Hukum Niswen: The Perception of Gender Inversions Between Lebanon and Australia Nelia Hyndman-Rizik Diaspora and e-Commerce: The Globalization of Lebanese Baklava Guita Hourani Lebanese-Americans’ Identity, Citizenship and Political Behavior Rita Stephan Pathways to Social Mobility Lebanese Immigrants in Detroit and Small Business Enterprise Sawsan Abdulrahim 3 7 31 73 105 139 163 Pal. Jour., 2009, 11,3:5 Copyright © 2009 by Palma Journal, All Rights Reserved Editorial Palma Journal’s special issue on migration aims at contributing to this area of study in a unique manner. By providing a forum for non-veteran scholars in the field to share their current research findings with a broader public, Palma has joined hands with the Lebanese Emigration Research Center in celebrating LERC’s sixth anniversary serving international and interdisciplinary scholarly discourse between Lebanon and the rest of the world. The migration special issue owes its inception to a conversation between Beirut und Buenos Aires, in which Eugene Sensenig-Dabbous, an AustrianAmerican researcher at LERC, and the eminent Argentinean migration scholar, Ignacio Klich, developed the idea for a special migration issue and presented it to the LERC research team. This Libano-Austro-Iberian link laid the foundation for an exciting collection of articles, which I have had the privilege to guest edit. The rest of the story is embodied in the volume at hand, made up of six submissions...
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...9 -7 1 1 -0 1 0 REV: MARCH 6, 2012 DIEGO COMIN RICHARD H. K. VIETOR China “Unbalanced” We urgently need to transform the pattern of economic development,” pronounced Premier Wen Jiabao in March 2010. “We will work hard to put economic development on the track of endogenous growth, driven by innovation. — Premier Wen Jiabao, March 20101 Since the early 2000s, the success of China’s export-led growth strategy had been alienating major trade partners—especially Europe and the United States. By 2005, China’s trade surplus had reached $134 billion, of which $114 billion was with the United States alone. Foreign-invested firms accounted for more than half of this amount. 2 In the U.S., organized labor and various pundits and politicians increasingly blamed China for the loss of as many as 3.5 million manufacturing jobs.3 U.S. Senator Chuck Schumer (D-NY) became a leading voice calling for punitive tariffs if China did not allow its currency, the yuan, to appreciate.4 When China did allow the yuan to appreciate beginning in May 2005, the yuan grew by almost 21% over the next three years, from 8.3 to 6.8 yuan per dollar. However, in October 2008, China once again froze the exchange rate. By then, China's trade surplus with the United States had grown to $258 billion, while its overall current account surplus reached $426 billion. Although political complaints about China’s export-led growth model achieved limited traction, the global financial crisis brought the...
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...This text was adapted by The Saylor Foundation under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 License without attribution as requested by the work’s original creator or licensee. Saylor URL: http://www.saylor.org/books Saylor.org 1 Project Management in a Complex World Faster, cheaper, and better has become the mantra of not only profit-making organizations seeking to increase market share and profits but also nonprofits and governmental organizations seeking to increase their value to clients. Organizations are increasingly using projects to meet these goals. Projects are goal directed and time framed, and when managed well, projects deliver on time and within budget. This book is about how to manage projects well. All projects have common characteristics: every project has a scope, budget, and schedule. Projects also differ. Understanding how projects differ and what that difference means to the management of the project is critical to successfully managing a project. Large, complex projects need project management tools, systems, and processes that are very different from the small and less complex project. Within this text, we provide a tool for profiling a project based on the complexity of the project and describe the different project management approaches needed for the difference in project profiles. Project management is complicated. In some ways, this is a good thing because students who learn how to manage projects well...
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...012-IBE-CaseStudies.docx Academic Year 2011-2012 International Business Environment Jean-Guillaume DITTER, PhD Groupe ESC Dijon Bourgogne – Burgundy School of Business SUPPORT DOCUMENT I - CASE STUDIES The texts making-up this document review and emphasize significant issues covered during the sessions. The questions asked at the beginning of each set of texts are meant to help students identify the issues that they should pay attention to. Students will work in teams on one single case study (see class outline for number of students per team). Each team will produce a presentation slideshow of its case study (7-10 slides per presentation, depending on the size of the case). Slideshows will be presented orally during sessions, according to the class outline (1520mn per presentation). Each team member will actively participate in his/her team presentation. Page 1 of 35 012-IBE-CaseStudies.docx CONTENTS Case Study 1. Text 1. Text 2. Text 3. Case Study 2. Text 4. Case Study 3. Text 5. Text 6. Text 7. Case Study 4. Text 8. Text 9. Text 10. Text 11. Text 12. Text 13. Case Study 5. Text 14. Text 15. Text 16. Text 17. Text 18. Text 19. Case Study 6. Text 20. Text 21. Case Study 7. Text 22. Text 23. Text 24. Text 25. Chinese Mercantilism .................................................................................................... 3 Chinese New Year ............................................................................................................
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