...ABC The Pacific Alliance 1 The Pacific Alliance – Deep integration for prosperity The Pacific Alliance is a mechanism for regional integration formed by Chile, Colombia, Mexico and Peru, in April 2011. It acquired legal and formal existence on 6 June 2012, with the signature of the Framework Agreement. The process seeks to create attractive markets among its member countries and enhance their competitiveness in the wider world. 2 Member Countries T h e Pa c i f i c A l l i a n c e Mexico Colombia Peru Chile 3 Finland United Kingdom Netherlands Germany France Switzerland Italy Canada Turkey People's Republic of China Japan Republic of Korea United States of America Honduras Guatemala El Salvador Dominican Republic Costa Rica Panama Spain Portugal Morocco Israel India Singapore Ecuador Australia Paraguay Uruguay New Zealand Member-Candidate countries The Pacific Alliance Observer Countries T h e Pa c i f i c A l l i a n c e Costa Rica Panama 4 Objectives of the Pacific Alliance: To build, through participation and consensus, an area of deep integration that will move progressively forward towards the free circulation of goods, services, capital and persons. To dynamize growth, development and competitiveness in the economies of the Parties, in order to achieve greater welfare, overcome socioeconomic disparities and secure social inclusion in their societies. To become a platform for political articulation, economic and commercial integration, and projection...
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...of Soviet Union expansion were arising. One year after the end of the war, the man power of the Soviet army stayed almost the same while other countries such as the United States reduced its manpower by almost 90 percent and Canada reduced its forces to almost nothing. The threat was becoming imminent so the Treaty of Brussels, a defence alliance, was signed between France,...
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...of international strategic alliances? How to select partners for cooperation? Definition A global strategic alliance in business is a business relationship between two or more businesses that enables each to achieve certain strategic objectives neither would be able to achieve on their own. The strategic partners maintain their status as independent and separate entities, share the benefits and control over the partnership, and continue to make contributions to the alliance until it is terminated. Strategic alliances are often formed in the global marketplace between businesses that are based in different regions of the world. Advantages of the Global Strategic Alliance Advantages Strategic alliances usually are only formed if they provide an advantage to all the parties in the alliance. These advantages can be broken down to four broad categories. Organizational advantages: You may wish to form a strategic alliance to learn necessary skills and obtain certain capabilities from your strategic partner. Strategic partners may also help you enhance your productive capacity, provide a distribution system, or extend your supply chain. Your strategic partner may provide a good or service that complements a good or service you provide, thereby creating a synergy. If you are relatively new or untried in a certain industry, having a strategic partner who is well-known and respected will help add legitimacy and creditability to your venture. Economic advantages: You can reduce...
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...Unclassified Organisation de Coopération et de Développement Économiques Organisation for Economic Co-operation and Development DAF/COMP(2014)14 06-Jun-2014 ___________________________________________________________________________________________ English - Or. English DIRECTORATE FOR FINANCIAL AND ENTERPRISE AFFAIRS COMPETITION COMMITTEE DAF/COMP(2014)14 Unclassified AIRLINE COMPETITION -- Background Paper by the Secretariat -18-19 June 2014 This document was prepared by the OECD Secretariat to serve as a background note for Item IX at the 121st meeting of OECD Competition Committee on 18-19 June 2014. The opinions expressed and arguments employed herein do not necessarily reflect the official views of the Organisation or of the governments of its member countries. More documents related to this discussion can be found at http://www.oecd.org/daf/competition/airlinecompetition.htm. English - Or. English JT03358883 Complete document available on OLIS in its original format This document and any map included herein are without prejudice to the status of or sovereignty over any territory, to the delimitation of international frontiers and boundaries and to the name of any territory, city or area. DAF/COMP(2014)14 TABLE OF CONTENTS Introduction ................................................................................................................................................. 3 1. Features of the airline industry .............................
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...1509, Henry VII was successful in all of his aims. His aims included dynastic security for his crown and economic stability for England. However the main aim upon his usurpation to the English throne, was to secure international recognition of being King of England. Due to his usurpation, Henry held an extremely fragile position on the throne of England. This was as a result of Henry killing Richard III at the Battle of Bosworth Field in 1485. Also, the War of the Roses meant that England was crippled economically and also in political stability. There was opposition to Henry domestically and internationally, especially from Margaret of Burgundy (cousin of Richard III). Margaret had infleunce within France, and infleunced Charles VIII of France's support for the Pretender Perkin Warbeck. Due England being economically and politically crippled; as well as the threat from abroad meant that Henry had to pursue an active foreign policy in order to gain international recognition. There is no doubt that Henry's active foreign policy also helped Henry to pursue his aims of economic stability and dynastic security. However, the main aim of Henry VII's foreign policy was to gain international recognition of his right to be King of England. The Medina del Campo alliance of 1489 is major evidence of Henry VII's active foreign policy right at the start of his usurpation. The alliance established three common goals between Spain and England. The three common goals were, the establishment...
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...Case Study: We can describe Apple’s strategy in terms of product differentiation and strategic alliances. Product Differentiation Apple prides itself on its innovation. When reviewing the history of Apple, it is evident that this attitude permeated the company during its peaks of success. For instance, Apple pioneered the PDA market by introducing the Newton in 1993. Later, Apple introduced the easy-to-use iMac in 1998, and updates following 1998. It released a highly stable operating system in 1999, and updates following 1999. Apple had one of its critical points in history in 1999 when it introduced the iBook. This completed their “product matrix”, a simplified product mix strategy formulated by Jobs. This move allowed Apple to have a desktop and a portable computer in both the professional and the consumer segments. The matrix is as follows: | Professional Segment | Consumer Segment | Desktop | G3 | iMac | Portable | PowerBook | iBook | In 2001, Apple hit another important historical point by launching iTunes. This marked the beginning of Apple’s new strategy of making the Mac the hub for the “digital lifestyle”. Apple then opened its own stores, in spite of protests by independent Apple retailers voicing cannibalization concerns. Then Apple introduced the iPod, central to the “digital lifestyle” strategy. Philip W. Schiller, VP of Worldwide Product Marketing for Apple, stated, “iPod is going to change the way people listen to music.” He was right. Apple...
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...A strategic alliance is partnership between two or more firms that combine financial, managerial, and technological resources and their distinctive competitive advantages to pursue mutual goals (Deresky, 2014). A strategic alliance can have a great impact on two organizations that they may not be able to achieve on their own. Catholic Charities, USA is the largest, private human services network in the United States, serving people of all religious, ethnic, social and economic backgrounds and Catholic Charities of Louisville, Inc. is the largest, private human services agency operated by the Archdiocese of Louisville. The Archdiocese of Louisville itself also comprises of twenty-four counties in Central Kentucky and serves a population of approximately 1.1 million (Catholic Charities of Louisville, n.d.). A strategic alliance that seems fit for Catholic Charities of Louisville and the Catholic Charities organization as a whole is with a financial institution that can help with the management of funds and that are donated and funded through various different organizations. Another alliance that seems ideal would be through other local organizations that can help with aiding those in need, like United Way, the metro governments associated within the cities and with different schools and universities that can provide support for the children and their families that may be in need. These alliances would be an ideal fit for an organization like Catholic Charities that provides...
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...CHAPTER 9. STRATEGIC ALLIANCES 1. One reason why firms might want to pursue a strategic alliance strategy is to exploit economics of scale. Exploiting economies of scale should reduce a firm’ costs. Does this mean that a firm pursuing an alliance strategy to exploit economies of scale is actually pursuing a cost leadership strategy? Why or why not? Yes, firm pursuing an alliance strategy to exploit economies of scale is actually pursuing a cost leadership strategy , according to the transactions Cost Theory, firms enter into strategic alliance in order to reduce their production and management cost. It is shown clearly that the movement collaboration between firms in industry is because there is a need to complement their short comings and weakness and to reinforce the competitive advantage of the collaborating companies and to promote in order to maintain a competitive market. They also need to reduce cost though the cooperation in different tasks and projects, to solve technical or financial shortcomings to be able to conduct the main task or project and to ensure large access to the market, export or enter in a new sector on which large investments are required. HAL dari internet 2. Consider the joint venture between GM and Toyota. General Motors have been interested in learning how to profitably manufacture high-quality small cars from its alliance with Toyota. Toyota has been interested in gaining access to GM’s U.S. distribution network and in reducing the political...
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...business. • Geocentric Attitude - a world-oriented view that focuses on using the best approaches and people from around the globe. Understanding the Global Environment – Trading Alliances • European Union (EU) - a union of 27 European nations created as a unified economic and trade entity with the Euro as a single common currency. Exhibit 4-1 European Union Map Trading Alliances (cont.) • North American Free Trade Agreement (NAFTA) - an agreement among the Mexican, Canadian, and U.S. governments in which certain barriers to trade have been eliminated. Trading Allowances (cont.) • Association of Southeast Asian Nations (ASEAN) - A trading alliance of 10 Southeast Asian nations Exhibit 4-2 ASEAN Map Global Trade Mechanisms • World Trade Organization (WTO) - a global organization of 153 countries that deals with the rules of trade among nations. • International Monetary Fund (IMF) - an organization of 185 countries that promotes international monetary cooperation and provides advice, loans, and technical assistance. Global Trade Mechanisms (cont.) • World Bank Group - a group of five closely associated institutions that provides financial and technical assistance to developing countries. • Organization for Economic Cooperation and Development (OECD) - an international economic organization that helps its 30 member countries achieve sustainable...
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...What this actually means for consumers: FAIRTRADE and the Rainforest Alliance have different purposes and different methods to these aims. So, purchasing their product means that people supporting farmers and creators in dissimilar ways. Fairtrade and the Rainforest Alliance are reliable systems that work to a maintainable upcoming and endorsing to understanding the customer and worldwide ethics. Fairtrade and the Rainforest Alliance are members of ISEAL the worldwide connection to link the coffee sustainability standards. However, the key differences between the products that customers must be alert previously before they choose which one to support. ( http://fairtradewales.com/fairtrade-vs-the-rainforest-alliance) The Fairtrade classification is to make sure that exchange is fair and give power to the farmers. Also, Rainforest Alliance Certification emphases on farmers work organization also, they look at the economic and environment growing of the farmers. the Rainforest Alliance libeling sign for certifies shows that, “For example, a pack of 80 soft pack Tetley tea bags has a minimum of 50% RA certified tea. This means that the other 50% is not certified and does not support farms and plantations.” http://fairtradewales.com/fairtrade-vs-the-rainforest-alliance...
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...Interfirm alliances in the small business: The role of social networks BarNir, Anat; Smith, Ken A. Journal of Small Business Management40.3 (Jul 2002): 219-232. Abstract (summary) In light of the increasing importance of strategic alliances in shaping competition, this study explored whether the social network of small firm executives can be leveraged to facilitate the establishment of interfirm alliances. Analyses are based on a mail survey of 149 small manufacturing firms in the northeast US. Results indicate that the social networks of senior executives account for 11%-22% of the variance in the degree to which firms engage in alliances, depending on the type of alliance. Results also show that the number of interfirm alliances is positively related to several networking properties (propensity to network, strength of ties, and network prestige). Findings are discussed in the context of network theory, social embeddedness, and the overall implications for management researchers and practitioners. Full text In light of the increasing importance of strategic alliances in shaping competition, this study explored whether the social network of small firm executives can be leveraged to facilitate the establishment of interfirm alliances. Analyses are based on a mail survey of 149 small manufacturing firms in the northeast United States. Results indicate that the social networks of senior executives account for 11-22 percent of the variance in the degree to which firms engage in alliances...
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...Interfirm alliances in the small business: The role of social networks BarNir, Anat; Smith, Ken A. Journal of Small Business Management40.3 (Jul 2002): 219-232. Abstract (summary) In light of the increasing importance of strategic alliances in shaping competition, this study explored whether the social network of small firm executives can be leveraged to facilitate the establishment of interfirm alliances. Analyses are based on a mail survey of 149 small manufacturing firms in the northeast US. Results indicate that the social networks of senior executives account for 11%-22% of the variance in the degree to which firms engage in alliances, depending on the type of alliance. Results also show that the number of interfirm alliances is positively related to several networking properties (propensity to network, strength of ties, and network prestige). Findings are discussed in the context of network theory, social embeddedness, and the overall implications for management researchers and practitioners. Full text In light of the increasing importance of strategic alliances in shaping competition, this study explored whether the social network of small firm executives can be leveraged to facilitate the establishment of interfirm alliances. Analyses are based on a mail survey of 149 small manufacturing firms in the northeast United States. Results indicate that the social networks of senior executives account for 11-22 percent of the variance in the degree to which firms engage in alliances...
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...www.lrpjournal.com Success Factors of Strategic Alliances in Small and Medium-sized Enterprises—An Empirical Survey Werner H. Hoffmann and Roman Schlosser Strategic alliances are increasingly gaining favour over go-it-alone strategies for organisations to achieve fast and economical growth. This study aims to identify critical success factors in alliance-making with special consideration given to the specific situation of small and medium-sized enterprises (SMEs). A comprehensive questionnaire was used to interview a random sample of key executives in 164 Austrian SMEs. This paper reports on the results of that empirical survey, and seeks to identify the weights of various success factors in alliance-making in SMEs. The results show that “soft” facts such as trust are important for alliance success, but not on their own sufficient. Also “hard” facts such as strategic compatibility and appropriate governance mechanisms have an important influence on alliance success. Careful strategic planning and good partnership preparation are essential for alliance success, but the full value of an alliance has to be developed as it evolves. k 2001 Elsevier Science Ltd. All rights c reserved. Introduction Interfirm collaborations, such as strategic alliances and joint ventures,1 have become important business management instruments to improve the competitiveness of companies, especially in complex and turbulent environments.2 Alliances help to bridge the gap between the firm’s present resources...
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...Presentations School of Business 2009 Marketing Strategy and Alliances Analysis of Starbucks Corporation Rebecca Lingley Liberty University, rjlingley@liberty.edu Follow this and additional works at: http://digitalcommons.liberty.edu/busi_fac_pubs Part of the Business Commons Recommended Citation Lingley, Rebecca, "Marketing Strategy and Alliances Analysis of Starbucks Corporation" (2009). Faculty Publications and Presentations. Paper 10. http://digitalcommons.liberty.edu/busi_fac_pubs/10 This Article is brought to you for free and open access by the School of Business at DigitalCommons@Liberty University. It has been accepted for inclusion in Faculty Publications and Presentations by an authorized administrator of DigitalCommons@Liberty University. For more information, please contact scholarlycommunication@liberty.edu. Lingley, R MGT7002-4 RUNNING HEAD: Lingley, R MGT7002-4 Marketing Strategy and Alliances Analysis of Starbucks Corporation Rebecca J. Lingley Larson NorthCentral University 1 Lingley, R MGT7002-4 Abstract The Starbucks Corporation significantly utilizes alliances to expand market reach, improve product image, and develop greater company profitability. Starbucks, due to their market position and attributes, applies a Differentiation Focus strategy as defined by Porter’s Generic Market Theory. A review of Starbucks Corporation’s marketing strategies and alliance strategies proves that the company is being highly successful ...
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...External Environment analysis Summary There have been turbulent times for the Australian airline industry. It has been confronted with the marked decline in international tourism in the aftermath of the September 2001 terrorist attacks in the US and, more recently traffic loss attributable to war in Iraq and severe acute respiratory syndrome (SARS) outbreaks in part of Asia and Canada. And off course, the global financial crises in 2008. While the domestic airline industry is largely deregulated, Australia’s international airline industry remains quite deregulated at the commonwealth level, as it is subject to the detailed capacity controls of airline service agreements (ASAs) that underpin the industry. These agreements control the amount of airline seat capacity which may be deployed on scheduled services over individual country to country routes; they are general of treaty status and are enforceable in international law. In another move to free up the international side of the industry, the Commonwealth adopted a policy of allowing more than one Australian owned international airline to operate scheduled services to and from Australia. However the September 2001 failure of the Ansett Airlines group brought an end to Ansett International's short-lived operations. Although Qantas is once again the only Australian flag carrier, Virgin Blue has signalled its interest in operating in some international markets in Australia's immediate region, such as the trans-Tasman market...
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