...developing and emerging economies have attracted FDI, and why will SDGs have a significant resource implication for future investment decisions of MNEs. 2. The recent trends discussed in the WIR 2014 1. Global FDI flows Global FDI flows increased by 9 percent in 2013 to $1.45 trillion, up from $1.33 trillion in 2012. Although the share of developed economies in total global FDI flows remained low, it is expected to rise over the next three years to 52 per cent. Global inward FDI stock rose by 9 per cent, reaching $25.5 trillion. It reflects the rise of FDI inflows and strong performance of the stock markets in many parts of the world. 2. FDI inflows FDI inflows rose 9 percent in 2013 revealed a moderate pickup in global economic growth and some large cross-border M&A transactions. The increase of FDI inflows was widespread in all major economic groupings − developed, developing, and transition economies. Developed countries’ FDI inflows grew by 9 percent, reaching $566 billion. Developing economies reached a new high of $778 billion, accounting for 54 percent of global inflows. Developing Asia remained the world’s largest recipient region of FDI flows, and China remained the recipient of the second largest flows in the world. In 2013, APEC absorbed half of global flows, similar to the G-20, while the BRICS received more than one fifth. Besides, FDI flows to Latin America and the Caribbean registered a 14 percent increase....
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...technologies, realize comparative advantage and economy of scale, and foster competition and innovation to increase productivity and achieve higher sustainable employment and economic growth.” (World Bank, 2013) Many economists have attributed much of the global economic growth down to free trade agreements, with the relaxing of tariffs, duties and quotas seen worldwide. Despite the widespread adoption of free trade agreements, fair trade is still relatively minimal. Some proponents of fair trade have compared it to the Code of Hammurabi, the earliest known legal code which claims the law is to ‘promote the welfare of the people and to cause justice to prevail in the land, to destroy the wicked and the evil that the strong might not oppress the weak’ with the opinion that fair trade can be used to prevent incredibly rich people and organisations from using trading relationships in the oppression of the vulnerable and weak and impoverished which is what occurs in free trade. (Northcott, 2006) Influenced by theorists such as Foucault and Gramsci, free trade is seen as an ideological instrument to employ ‘hegemonic’ dominance over the world, representing a vital component of the power/knowledge regime intended to sustain the current world order. (Fridell, 2007) According to Charles Elad (2013, pp. 1129), fair trade is an “alternative model of trade that seeks greater equity for small-scale producers...
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...business model and challenges faced by Blue Nile Inc., attempting to answer the question of whether its strategy to remain number one in online diamond retailing will work. Analysis of competitive strengths, business model and business strategy have been completed, and an assessment of current strengths, weaknesses, opportunities and threats has been supported with recommendations on how to best align and act on a winning strategy in the online diamond space. Competitive Forces – Five Forces Competitive Rivalry * HIGH: Competition in the online diamond market is intense and sustained. Originally dominated by mature jewelry chains such as Tiffany and Zales, the diamond retail market in 2009 was highly fractured with entries from online, offline, TV and mass merchant retailers chasing a customer base substantially reduced due to economic recession. Supplier Power * MEDIUM: Supply of diamonds is in short supply, with production controlled of non-conflict diamonds by only a few large suppliers. Blue Nile has only nominal volume compared to global sales, therefore small leverage with suppliers, and cannot self-manufacture. However, they have negotiated multiple vendor agreements, and have price certainty into next several years. Buyer Power * HIGHEST: Buyers are large in volume, have low switching costs, are purchasing standardized products certified by 3rd parties, and are increasingly well informed. Buyers are very price sensitive, diamonds are a very...
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...International Business Review 7 (1998) 135–150 A generalized double diamond approach to the global competitiveness of Korea and Singapore H. Chang Moona,*, Alan M. Rugmanb, Alain Verbekec a Graduate Institute for International & Area Studies, Seoul National University, Seoul 151–742, South Korea b Templeton College, University of Oxford, Oxford OX1 5NY, UK c Solvay Business School, University of Brussels (V.U.B.), Brussels, Belgium Abstract Globalization is very important for small economies such as Korea and Singapore. The single diamond model (Porter, 1990, The competitive advantage of nations) suggests some important determinants for a nation’s global competitiveness. However, this model is incomplete, mainly because it does not incorporate multinational activities. A new approach, the generalized double diamond model (Moon et al., 1995, in Research in global strategic management: Volume 5: Beyond the diamond) offers some important extensions to Porter’s original model. To test the validity of these two models this paper evaluates relevant data for both domestic and international variables in the case of Korea and Singapore. The results generally support the generalized double diamond model © 1998 Elsevier Science Ltd. All rights reserved. Keywords: International competitiveness; Double diamond; Porter’s single diamond; Korea; Singapore; Small open economies 1. Introduction In his famous book, The competitive advantage of nations, Porter (1990) studied eight...
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...1. BACKGROUND INFORMATION Timeframe2010 | Country(s) InvolvedUSA, Canada, UK trough websites | Key Individuals & TitlesIt was founded by Mark Christopher Vadon and Ben Elowitz on March 18, 1999 | Company Type & SizeThe company sells the products on its websites. Because of its unique business model the company sells its products at much lower prices than the competitors. The company had 183 full time employees, 5 part-time employees, and 1 independent contractor. | 2. BRIEF SUMMARY OF CASE SITUATION Business or Industry DescriptionBlue Nile had grown to become the world’s largest online retailer of certified diamonds and fine jewelry. | Blue Nile’s Current SituationBlue Nile reported $302 million in 2009. In 2010 Blue Nile management was concerned about the lingering effects of poor economic condition in the United States on the diamond jewelry industry and how it should pursue expansion in international business. | 3. INDUSTRY AND COMPETITIVE ANALYSIS Industry Macro-Environmental Characteristics-According with U.S Department of commerce U.S jewelry sales totaled $58.8 billion by 2009.- Diamond jewelry sales were particularly hard hit by the recession, with industry sales declining from $32.5 billion in 2005 to an estimated $29.5 billion in 2009.- The Jewelry Board of Trade estimated that there were some 22,415 specialty jewelry firms in the U.S in 2009, down from 26,750 specialty jewelry retailers in 1999. | Strategic Group MAPBlue Nile Zale Tiffany ...
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...2009 Tonight’s Agenda Role Call Review of Last Week, Current Events Antitrust Case Study: DeBeers Wrap Up Review of Last Week “People of the same trade seldom meet together, even for merriment and division, but the conversation ends in a conspiracy against the public, or in some contrivance to raise prices.” -- Adam Smith “Perfectly Competitive Market” Consumers well-served. Receive goods at lowest price possible. Society able to choose among competing good with maximum efficiency. Firms that do not produce what consumers want at a fair price are quickly eliminated. Highly restrictive model applying stringent standards. Antitrust Perfect competition model is essentially static. Real world markets are extremely dynamic. Perfect competition model is unsuitable as a benchmark. Antitrust Laws Promote a competitive economy by prohibiting actions that restrain, or are likely to restrain, competition and by restricting the forms of market structure that are allowable. Limit the activities of firms that have legally obtained monopoly power. Intended to provide a general statutory framework to give the Justice Department, the FTC, and the courts wide discretion in interpreting and applying them. The Development of Antitrust Laws Trust was a device for pyramiding control over several operating companies. The Sherman Antitrust Act (1890) -- Enforced by the Department...
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...the jewelry is expensive because of its luxury. The competitiveness stemmed from highly fragmented sales amongst local and other retail stores and the fact that there are many avenues in which one can purchase jewelry. Because of all of these factors, Blue Nile had to compete with online and offline traders. During the recession, Blue Nile was able to continue functioning because of its strategy. If an order came in online, then would the diamonds be purchase and order was then fulfilled and quickly delivered to the client. The Supplier bargaining power in this particular industry is weak. Blue Niles competitive advantage over other leading vendors is its economical supply chain and it low operating all with keeping a comparable product in terms of quality. Blue Nile negotiated arrangements that allowed for diamond and gem suppliers to have their products on their website. This arrangement s was multi-year contracts and only included certain diamonds on their site. Another advantage was that they never order large quantities of diamonds or gems to keep in stock. They simply placed orders as needed by a client and this drastically reduced cost that other jewelers incurred without making annual sales to cover those initial costs. Other retailers offering substitute products do not fare well in this industry compared to Blue Nile because when it comes to jewelry people want quality, therefore hindering a weak competitive force. Buyers here have the upper hand on bargaining...
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...POPULATION GROWTH AND THE PRESSURES IT PLACES ON EARTHS RESOURCES World population has rapidly increased in the last century and has now reached a staggering seven billion, raising alarming concern for the sustainability of our planet. Rapid population growth and economic development are increasing the demands on natural resource stocks (Orimoogunje, 2011). Sub-Saharan Africa is projected to become the primary source of population increase (United, 2002), yet lack of infrastructure represents one of the most significant limitations to economic growth, environment management and achievement of the Millennium Development Goals (Paul M. Pronyk, 2007). Uneven resource consumption is wasteful and contributes to the maldistribution of basic resources in developing countries. Studies show that high income earning countries constitute a smaller number of the population, but consume nature’s resources much faster than developing countries; this adds to the inequality of the world and compromises the stability of our ecosystems to support population growth (Kemp, 2004). The global population is expanding and human resource consumption rates are increasing adding to the environmental problems we face today. During the last century alone, global population in the world has grown from 1.65 billion to 7 billion (World population). In the gap between when my parents were born and I was born the population has roughly doubled from 2.25 billion in the late 1940’s to 4.5 billion in the early...
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...a 57% or 8.1 billion yen increase year-on-year. Net income for the term amounted to 16.4 billion yen, an 18% or 3.6 billion yen decrease year-on-year without the benefit of a 11.4 billion yen in extraordinary income from the sale of stock in affiliates like what was recorded in the first quarter of last fiscal year. 2. Sales volume (Retail) Global retail sales volume for the first quarter of fiscal year 2013 totaled 249,000 units, a 4% or 10,000-unit increase over the same period last fiscal year. Sales volumes by region were as follows: Japan: Sales volume totaled 28,000 units for the quarter, a 6% or 2,000-unit decrease year-on-year. Despite a strong start by the June-released all-new eK Wagon and eK Custom minicars, sales of other models lagged; contributing to the...
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...Deeper Luxury lp lan eta ryr es t originalexperientialconnectedwholelovingdepthmeaningspecialnaturalauthenticgreengenuinetrustedconsceoustsusttainableethicalinnerintegralrespectfulplanetaryrestorativethri r us bl i na nableenchantinginnerintegralrespectfulconsciousrestorativeauthentircgreencontributingengagingworthwhileinspirinedcpinitualcreativediverseoriginalexperientialconnectedwhole gs o r taing henticg eengenuinetru s erseoriginalexperientialconnectedwholelovingdepthmeanitngtspecialnaturalauthentstgreconsciuiussuustedconscioussustsciinu bleethicalinnerintegralrespectfulplanetaryconscio hau a oas ic ed engeno netr dep su s t ovi g i e ectedwholelovingdepthmeaningspecialnaturalethichallelrunstedplanetarysustainableencharnttvinginnerintegralrespectfulconsciousres torativeauthenticgreencontributingengagingwo oa tai w o cted aningspecialnaturalauth me originalexperientialconnectedwholelovingdepntnh na e e us r enticgreengenuinetrustedconsciousspetainableethicalinnb rintegralrespectfulplanetaryrestorativethri o alc x l ie i ieo nableenchantinginnerintegralrespecltfuelrcntinsciousrestorativeauthenticgreencontributingengagingworthwhileinspiringspiritualcreativedeverseoriginalexperientialconnectedwvholre xp rati eth e th ina yr to ig ce erseoriginalexperientialconnescoredwholelovingdepthmeaningspecialnaturalauthenticgreengenuinetrustedconscioussustainableethicalininal rintegralrespectfulplantatraresconscio ee y et r inn langengagingwo ive fu d ectedwholelovingdepthmetaningspe...
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...environmental analysis using PEST and a stakeholder map, which focus on the performance of a world-renowned mining company TransAlta. The finding is that management’s role is to have efficiency and productivity while maintaining ethical practices. Ethical theories are then used to look at the social, environmental and economical impacts of the Canadian industry. It is concluded that each ethical theory presents a favorable solution to each impact. Social corporate responsibility is evaluated in the last ten years in Canada and around the globe. It is found that the industry has become one of the most safety-conscious industries within Canada. The companies still have a prospective future as technological advancements, a major key to a sustainable industry, are increasing. Recommendations given include: ■ Mining companies should be accountable for their duty of care to their surrounding communities as they have large environmental and economical impacts. ■ Corporate responsibility should continue to be at the core of every mining company based in...
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...firm is a world-class leader, or having a distinctive competences organization does especially well in comparison to its competitors. A core competence gives the firm a competitive advantage. It must be difficult to imitate by competitors in order to give the firm a sustainable competitive advantage. 2. 4. 1. Theories of competitiveness Competitiveness is a complex concept that comes from economics, management, history, politics and culture. It is also considered a relative concept that changes according to time and context. Historically, the roots of competitiveness studies referees to Adam Smith in his international economic theories, ‘the absolute advantage theory’ In 1776, Followed by Ricardo ‘comparative advantage theory’ in 1817, then came the Heckscher-Ohlin theory that referees comparative advantage to differences in factor endowment in 1933, followed by Leontief paradox of USA in 1953, then The ‘product life cycle theory’ by Vernon 1966, then came comparative cost theory by Krugman in 1980 and its extension by Melitz in 2003. Porter’s Diamond Model in 1990 explains four country-specific factors (Bhawsar and Chattopadhyay, 2015). According to Porter the creator of value chain elements and the diamond model, primary activities include inbound logistics, operations and production, outbound logistics, marketing and sales, and services. Primary activities are directly involved in the value creation process. On the other hand, support activities include administrative infrastructure...
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...1 MINING INDUSTRY - OVERVIEW AND RISKS FACTORS Definition of the Industry The mining industry encompasses a wide range of companies involved in different supply chain positions that represent exploration, development, extraction, processing, refining and sale of minerals and coal. With respect to the diverse set of business factors that affect the mining process, the business risk rating for the mining industry would be best qualified in terms of a credit rating of BBB (low). The justification for this rating follows: a) Higher than average profitability of the industry – related to the need to provide adequate returns on large capital investments b) Threat of competitors is about on the same level as other industries – based on multiple suppliers and buyers and the prevalence of homogenous products (nonbranded) c) Inherent volatility in earnings and underlying cash flows – due to volatile pricing of commodity products and responsiveness to economic cycles d) Above average and increasing prospect of industry regulation e) Above average and uncertain political risk – industry players have to pursue operations where mineral resources are found and in many cases this would include politically unstable regions f) Below average technology risks – due to the basic nature of the materials produced and licensing production technologies and methods among players in the industry 2 The BBB rating is applicable only to industry players...
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...Nike doing business in Indonesia Firm Profile Indonesia is a difficult entrant country environment for corporations to do business in which have constraints like: child labor, low wages, mandatory overtime, and education. Low wages are beneficial for Nike; on the same token the constraints like child labor, unfair work conditions, and mandatory overtime can harm the world renowned brands repetition. The media has painted negative picture of Nike, because productivity of shoes and other athletic apparel comes with the cost of unethical work conditions and labor practices. Arguments have been made that the effort of Nike outsourcing it’s manufacturing to factories in Indonesia, is the wrong choice. Furthermore, Nike has a social responsibility to maintain a satisfactory standard in the facilities where its products are manufactured. Condoning mandatory overtime is unethical. Importance should be placed on upholding the dignity of its workers. We will determine if doing business in Indonesia is a decision that Nike should maintain, due to the negative back lash that they receive in the United States from the Media. Along with indicating what is the best strategy should be applied for doing business in Indonesia. Operation The name Nike is the Greek goddess of victory (Ballinger, 1997) .Nike Corporation was originated by Phillip Knight an athlete from Beaverton Oregon. Knight in his beginning started importing shoes from Japan in efforts to compete with athletic companies...
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...1 MINING INDUSTRY - OVERVIEW AND RISKS FACTORS Definition of the Industry The mining industry encompasses a wide range of companies involved in different supply chain positions that represent exploration, development, extraction, processing, refining and sale of minerals and coal. With respect to the diverse set of business factors that affect the mining process, the business risk rating for the mining industry would be best qualified in terms of a credit rating of BBB (low). The justification for this rating follows: a) Higher than average profitability of the industry – related to the need to provide adequate returns on large capital investments b) Threat of competitors is about on the same level as other industries – based on multiple suppliers and buyers and the prevalence of homogenous products (nonbranded) c) Inherent volatility in earnings and underlying cash flows – due to volatile pricing of commodity products and responsiveness to economic cycles d) Above average and increasing prospect of industry regulation e) Above average and uncertain political risk – industry players have to pursue operations where mineral resources are found and in many cases this would include politically unstable regions f) Below average technology risks – due to the basic nature of the materials produced and licensing production technologies and methods among players in the industry 2 The BBB rating is applicable only to industry players...
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