...RESEARCH FINDINGS (SUPPORTING DOCUMENTS/DETAILS OF EMERGING TREND[S] OF THE IDENTIFIED COUNTRY MARKET) References: http://www.portal.euromonitor.com/portal/analysis/tab TOP FIVE CONSUMER TRENDS Consumers remain optimistic about their financial futures In recent years Latvian consumers have come back from several challenges. As noted in a recent article in the Financial Times, “The Baltic state of Latvia endured a harsh recession following the global financial crisis, with 25% pay cuts in the public sector and an exodus of young workers to friendlier economic climates. However, tough austerity measures meant its economy was one of the first in Europe to bounce back”. Consumer confidence wavered slightly in late 2013 due to uncertainty about transition to the Euro. But the changeover in early 2014 worked relatively well, with little immediate price or inflation rises and, as a result, optimism returned. According to a recent study of consumers and households by the Swedbank Institute of Private Finance, 37% of Latvians believe that there were no significant changes to their family budgets in 2014; 30% believe that their financial situations improved; and 30% believed their financial situations got worse. Compared to 2013 results, Latvians were clearly more optimistic. At the same time, the same study identified consumers’ primary concerns over the coming short term. These included rising electricity costs (cited by 72% of respondents), rising food costs (57% of respondents) and...
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...publicity. After a series of discussions, we decided to take a very successful company and find how we can help to make it even more successful. The reason for such approach is that it becomes more difficult to find any serious issues, but at the same time the reality of such case increases as in the real world, in most cases, we are employed by well functioning companies, where these serious issues are not so evident. Table of Contents Nordea Profile 3 Selection of evaluation method 5 Bank & Capital Markets Risk Radar 6 Nordea Bank evaluation 7 Global financial shocks 7 Credit shocks and exposures 9 Reputation risks 10 Compliance and regulatory risk 11 Global market liberalization and consolidation 12 Geopolitical shocks 13 IT risks 15 Corporate governance and internal controls failures 16 Competition from non-bank banks and specialists and Increasing pressure on margins 20 Identification of issue, challenges and opportunities 21 Expansion in Baltic Countries and Poland 22 IT Development 26...
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...October 2010 Table of contents 1. Executive summary ..................................................................................................................... 3 2. Company history ......................................................................................................................... 4 2.1. Happy Bakers Ltd. ............................................................................................................... 4 2.2. PAUL .................................................................................................................................... 4 3. Marketing analysis ....................................................................................................................... 6 3.1. Market segmentation ............................................................................................................. 6 3.2. Competition and buying patterns .......................................................................................... 6 3.3. Marketing strategy ................................................................................................................ 8 4. Products offered ........................................................................................................................... 9 4.1. Bread ..................................................................................................................................... 9 4.2. Viennoseries and sweet pastries..........................
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...Latvia: Navigating the Strait of Messina | | Introduction This report indicates the history of Latvia country and the transition period of independency and the shifting to market economy. The country growth was very fast until 2008. In December 2008, facing the possibility of financial collapse and a currency crisis, they asked for a rescue and they received a $10.5 billion package funded by the International Monetary Fund (IMF), World Bank, EU, and several countries in the region. After that, it talks about the possibility that could help Latvia to restore a sustainable growth. Which are either Devalue the national currency or maintain the peg and attempt an “internal devaluation”. Executive Summary 1. To study economic adjustment under a fixed exchange rate system 1. Explore the meaning of a "sudden stop" in capital flows and causes of Latvia's economic boom and busts. 2. Assess the tradeoffs involved in internal and external devaluation in the Eurozone. 3. Consider historical, political, economic, and other factors that influenced Latvia's policy decisions and their outcomes. 4. Predict the long-term impact of Latvia's policy decisions during the crisis. Contents Introduction 1 Executive Summary 2 Analysis 4 Analysis 1) Historical, political, economic, and other factors that influenced Latvia's policy decisions and their outcomes (Learning objective# 5) | 2) Problems and the crisis and its causes...
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... Karolina Mališauskaitė Table of contents Introduction 3 Key aspects of the Baltic States’ energy companies 3 Common situation 5 Context of the European Union 7 Conclusions and recommendations 8 References 9 Introduction Recent events in global and local spheres are important to Baltic States’ energy economics. Among those are a) late collaboration initiatives between Baltic States’ governments to endorse regional projects in order to get connected into the EU energy network b) new EU regulatory frameworks, in particular applying to Baltic States energy markets situation c) the declining EU position in terms of energy sector competitiveness. These facts require deeper and more thorough investigation into Baltic energy market players and their abilities to meet demands of changing environment. Authors of this short paper seek to discuss and propose ways for Baltic States’ energy companies to retain and increase competitiveness in the changing economical and political situation. Firstly, authors discuss key aspects of Baltic States’ energy companies. Secondly, local political and economic context is investigated. Thirdly, EU context (and regulations) is investigated. Finally, conclusions and propositions for enterprises...
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...CENTRAL AND EASTERN EUROPE Table of contents. 1. Introduction…………………………………………………………………………………… 2 2. Problem Statement…………………………………………………………………………...2 3. Methodology. …………………………………………………………………………………..3 4. Findings…………………………………………………………………………………………...5 5. Stag Tourism Destination as Place……………………………………………………. 6 6. Stag Tourism Destination as Space…………………………………………………….9 7. Advantages and Disadvantages……………………………………………………… 11 8. Conclusion……………………………………………………………………………………..14 9. List of References…………………………………………………………………………..14 Page 1 of 15 STAG TOURISM IN EASTERN EUROPE STAG TOURISM IN CENTRAL AND EASTERN EUROPE 1. INTRODUCTION. The market of tourist services, like any other, subject to certain, specific trends that is easily susceptible to fluctuations and depends on a number of social phenomena and processes of a truly non-market (demographic processes, changes in lifestyle, fashion, environmental and political risks, etc..). In this situation the special role plays information. It allows for the fashion direction to formulate a kind of social policy. In the case of tourism, it is an essential element of economic development. Tourism is in fact one of the few sectors of the economy in which business operators for profit formed only infrastructure needed for customers to enjoy the benefits of "property" in common: the landscape and cultural heritage material. At the turn of 21 century has become a very popular stag tourism to the Central and East Europe. The antenuptial...
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...fashion revolution’, company’s culture values : constant growth, improvement and development; strong collaboration between team, makes Asos the perfect employer for me as I have strong professional interest in Fashion, which keeps me constantly motivated and eager to learn. Asos contributes greatly to investing in employee’s development, persistently pushing personal limits, giving access to training courses and development days. ASOS has websites targeting the UK, USA, France, Germany, Spain, Italy and Australia and also ships to over 190 other countries from its central distribution centre in the UK. After getting experience in Buying department, I would like to work within Marketing as there is a huge potential of expansion in Russian clothing Market. Cultural knowledge, commercial awareness in addition to skills developed throught working in buying department will make me a perfect candidate for the job. 2.1 Strengths in relation to future responsibilities in desired job role • Excellent communication and...
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... When one discusses the telecommunications industry, they may be referring to any of the four main divisions; internet and broadband, mobile telephone, fixed line telephone and broadcasting. However as the case study I am analysing is based on the mobile operator Meteor; I am going to focus my discussion on the mobile telecommunication industry. During this analysis I will assess what was the catalyst which attracted Meteor to the Irish telecommunication industry in 1998. I will also review Meteor’s strategies when entering the market and discuss how these adapted to external changes in the business environment. Finally I will voice my opinion on how I see the telecommunication industry evolving over the next five years. Attractiveness of the Telecommunications Industry in 1998 * In my opinion, the catalyst which attracted Meteor to the mobile telecommunications industry in 1998 was the deregulation of the market in December of...
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...1 Introduction 2 2 EU funding development plans and the results between 2007-13 2 2.1 Operational Programme 'Development of Living Environment' 3 2.1.1 The purpose and aim of the EU investment 3 2.1.2 The expected impact of the investment 3 2.1.3 Priority axis 3 2.1.4 Managing Authority 4 2.1.5 Finances 4 2.2 Operational Programme 'Development of Economic Environment' 5 2.2.1 The purpose and aim of the EU investment 5 2.2.2 The expected impact of the investment 5 2.2.3 Priorities 6 2.2.4 Managing Authority 7 2.2.5 Finance 7 2.3 Operational Programme for Human Resource Development 7 2.3.1 Lifelong learning. 7 2.3.2 Developing human resources for R&D. 7 2.3.3 Good-quality and long working life. 8 2.3.4 Knowledge and skills for innovative entrepreneurship. 8 2.3.5 Enhancing administrative capacity. 8 2.3.6 Technical assistance 8 3 Success stories 8 3.1 Example 1: Start-up Programme 8 3.1.1 Start-up 9 3.1.2 Evolution 9 3.1.3 Most relevant 3 projects 9 3.1.4 Results 9 3.2 Example 2: BioFix 10 3.2.1 Context 10 3.2.2 BioFix Project 10 3.2.3 First steps 10 3.2.4 Partners 10 3.2.5 Results 11 Introduction After centuries of Danish, Swedish, German, and Russian rule, Estonia attained independence in 1918. Forcibly incorporated into the USSR in 1940 - an action never recognized by the US - it regained its freedom in 1991 with the collapse of the Soviet Union. Since the last Russian troops...
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...tension in Iraq, and the diplomatic confrontation over Iran’s nuclear programme, have intensified concern over the stability of supplies from the Persian Gulf. On the demand side, China’s and India’s skyrocketing energy consumption and their efforts to secure supplies have intensified global competition over scarce hydrocarbon resources. These changes in the landscape of the global energy market, in conjunction with diminishing refinery capacity, shrinking spare capacity and a low level of investment, have driven oil and natural gas prices higher. Currently, the European Union’s oil bill (for imported and domestically produced oil) stands at around €250 billion a year, or roughly 2.3 per cent of gross domestic product (GDP).1 These soaring prices have exerted tremendous pressure on European economies and underscored the need for a common European energy policy. The dispute between Russia and Ukraine over natural gas prices in January 2006 further highlighted the risks of dependence on a few energy suppliers. In early 2005 the Russian state monopoly, Gazprom, announced plans to start applying ‘market rules’ in its gas dealings with former Soviet republics. That meant that buyers would lose the heavily subsidized prices they had previously enjoyed and instead would have to pay similar prices to those charged to west European customers. It also meant that all bills would have to be settled in cash instead of through barter agreements. This new policy was largely seen as a punishment for...
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...THE ENVIRONMENT IN THE NEWS Wednesday, 12 April 2005 Other Environment News • Pollution "problématique" sur le périphérique parisien (Reuters) • La pollution contribuerait à faire grossir (RTL) Environmental News from the UNEP Regions • ROA • ROWA Other UN News • UN Daily News of 12 April 2005 • S.G.’s Spokesman Daily Press Briefing of 12 April 2005 BBC: UN names Earth's green champions The United Nations Environment Programme (Unep) has named seven Champions of the Earth it hopes will inspire wider protection of the planet. The winners include an Inuit activist, South Africa's president, and Bhutan's King Jigme Singye Wangchuk. The head of the Orthodox Christian Church, Patriarch Bartholomew, is cited for preaching that God wants the planet's future safeguarded. The winners will receive trophies sculpted from recycled materials. The presentation will be made at a ceremony in New York next week. Unep hopes the various projects recognised will be imitated around the globe. 'Set the agenda' The seven winners each represented a region of the world. President Thabo Mbeki of South Africa is honoured for his government's commitment to providing clean water and sanitation. The king and people of Bhutan are rewarded for helping preserve more than 70% of its forest cover. Canadian Inuit activist Sheila Watt-Cloutier was recognised for fighting global warming and persistent organic pollutants in the Arctic ecosystem...
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... | |Vision Statement |15 | |Mission Statement |16 | |Aspiration Statement |18 | |Situation Analysis |19 | |Competitive Analysis |20 | |Current Market Need |22 | |SWOT Analysis |23 | |4 P’S of Levi Strauss |26...
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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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...by an independent agency. International and experienced In a class of 90, you will find 40+ different nationalities and 90% of the participants will have spent at least 6 months outside their home country. With a minimum of 3 years of work experience, our participants have on average 7 years of experience prior to IMD. Trained to become truly global hand-on leaders Besides strong academic business fundamentals, our intensive one-year program is designed to constantly push our MBAs beyond their comfort zone. A diversity of hands-on projects takes them through various settings: - a 6-week startup project - a 9-week international consulting project with medium to large multinational companies - a one-week discovery expedition to an emerging market (this year, South Africa), advising local SMEs With a strong self-awareness With an unparalleled focus on leadership, the IMD MBA program aims at enhancing selfawareness, identifying ones’ strengths and learning how to lead teams and organizations. It includes: - preparing a personal and professional identity...
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...Survey Foreign exchange and derivatives market activity in April 2010 Preliminary results Monetary and Economic Department September 2010 Queries concerning this report should be addressed to the authors listed below: Sections I + II: Karsten von Kleist tel +41 61 280 8408 tel +41 61 280 8256 tel +41 61 280 8445 tel +41 61 280 8425 e-mail: karsten.von-kleist@bis.org e-mail: carlos.mallo@bis.org e-mail: serge.grouchko@bis.org e-mail: philippe.mesny@bis.org Sections III + IV: Carlos Mallo Section III: Section IV: Serge Grouchko Philippe Mesny Copies of publications are available from: Bank for International Settlements Communications CH-4002 Basel, Switzerland E-mail: publications@bis.org Fax: +41 61 280 9100 and +41 61 280 8100 This publication is available on the BIS website (www.bis.org). © Bank for International Settlements 2010. All rights reserved. Brief excerpts may be reproduced or translated provided the source is stated. ISSN 1814-7348 (print) ISBN 92-9131-840-X (print) ISSN 1814-7356 (online) ISBN 92-9197-840-X (online) Contents Summary of the April 2010 Triennial Central Bank Survey ......................................................1 I. II. Background on the Triennial Central Bank Survey..........................................................2 Results of the triennial survey .........................................................................................3 1. Global foreign exchange market turnover .................................
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