...Indonesia Introduction Indonesia is a country located in Southeastern Asia between the Indian Ocean and Pacific Ocean. It has a strategic location astride major sea lanes and is an archipelago of 17,508 islands, some of which border Timor-Leste, Malaysia, and Papua New Guinea. The government system is a republic. The chief of state and the head of government is the President. Indonesia has a mixed economic system in which the economy includes a variety of private freedom, combined with centralized economic planning and government regulation. Indonesia is a member of the Asian Pacific Economic Cooperation (APEC) and Association of Southeast Asian Nations (ASEAN). Key Economic Facts Budget Expenditures: Budget revenues: Debt - external: Distribution Of Family Income GINI Index: Exports: GDP per capita, PPP: GDP, PPP: Imports: Industrial production growth rate: Inflation rate (consumer prices): Labor force: Population: Unemployment rate: $.15 trillion (2011) $.14 trillion (2011) $.19 trillion (2011) 36.80% (2009) $201.50 billion (2011) $4,667.96 (2011) $1.13 trillion (2011) $166.10 billion (2011) 4.10% (2011) 5.40% (2011) 117.40 million (2011) 248.65 million (2012) 6.60% (2011) Risk Assessment (Provided by Coface) Country rating: B - Political and economic uncertainties and an occasionally difficult business environment can affect corporate payment behaviour. Corporate default probability is appreciable. Business Climate rating: C - The business environment is difficult. Corporate...
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...Investing in a Rebound The 2010 A .T. Kearney FDI Confidence Index® The Global Business Policy Council is a strategic service that assists chief executives in monitoring and capitalizing on macroeconomic, geopolitical, socio-demographic and technological change worldwide. Council membership is limited to a select group of corporate leaders and their companies. The Council’s core program includes periodic meetings in strategically important parts of the world, tailored analytical products, regular member briefings, regional events and other services. Global Business Policy Council A.T. Kearney, Inc. 8100 Boone Boulevard Suite 400 Vienna, Virginia 22182 U.S.A. 1 703 891 5500 telephone www.atkearney.com I n the two years since A.T. Kearney released its last Foreign Direct Investment Confidence Index, the global economy has faced unprecedented turmoil—a housing market collapse, a banking system teetering on the edge, rising unemployment and falling sales across almost all industries. In the 2010 FDI Confidence Index®, we examine the future prospects for international investment flows in the context of these tumultuous times. While conditions have improved, senior executives at the world’s largest companies remain wary of investing during the current climate, and few expect a full turnaround before 2011. Amid the economic downturn of the past two years, several emerging markets remain attractive to foreign investors. China, India and Brazil are in...
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...leaders. Our global network of Strategic Growth Markets professionals are dedicated to serving the changing needs of fast-growth companies. Whether working with dynamic mid-cap companies or early stage venture-backed businesses, our professionals around the world draw upon their extensive experience, insight and global resources to help growing businesses reach their full potential. As well as providing traditional assurance, advisory, tax and transaction advisory services, our professionals work with you to reduce the complexity of legislation, help align your tax strategy with your business goals, expand into new markets and pursue mergers, acquisitions or other strategy transactions to take your business to the next level. We can provide guidance around how to manage and control your risks, so that you can approach the future with confidence. So whether your business thrives on entrepreneurial spirit, innovation or superior customer service – and regardless of your stage of growth – our Strategic Growth Markets team can help you take the next step. It’s not luck that makes leaders. Ernst & Young is a global leader in assurance, tax, transaction and advisory services. Worldwide, our 144,000 people are united by our shared values and an unwavering commitment to quality. We make a difference by helping our people, our clients and our wider communities achieve their potential. Ernst & Young refers to the global organization of member firms of Ernst & Young Global Limited, each...
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...leaders. Our global network of Strategic Growth Markets professionals are dedicated to serving the changing needs of fast-growth companies. Whether working with dynamic mid-cap companies or early stage venture-backed businesses, our professionals around the world draw upon their extensive experience, insight and global resources to help growing businesses reach their full potential. As well as providing traditional assurance, advisory, tax and transaction advisory services, our professionals work with you to reduce the complexity of legislation, help align your tax strategy with your business goals, expand into new markets and pursue mergers, acquisitions or other strategy transactions to take your business to the next level. We can provide guidance around how to manage and control your risks, so that you can approach the future with confidence. So whether your business thrives on entrepreneurial spirit, innovation or superior customer service – and regardless of your stage of growth – our Strategic Growth Markets team can help you take the next step. It’s not luck that makes leaders. Ernst & Young is a global leader in assurance, tax, transaction and advisory services. Worldwide, our 144,000 people are united by our shared values and an unwavering commitment to quality. We make a difference by helping our people, our clients and our wider communities achieve their potential. Ernst & Young refers to the global organization of member firms of Ernst & Young Global Limited, each...
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...2013 Shared Services Centers Investment Potential of Macedonia, Serbia and Albania Apostoloski Nenad EMBA 2013 3/28/2013 Contents EXECUTIVE SUMMARY .................................................................................................................................. 3 INTRODUCTION ............................................................................................................................................. 4 METHODOLOGY ............................................................................................................................................ 5 CURRENT LEVEL OF DEVELOPMENT ............................................................................................................. 6 MACEDONIA .............................................................................................................................................. 7 SERBIA ....................................................................................................................................................... 7 ALBANIA .................................................................................................................................................... 8 MARKET POTENTIAL ................................................................................................................................... 10 . FACTORS OF COMPETITIVENESS ........................................................................................
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...Central and Eastern European countries like Poland and Romania are strong spots on the global outsourcing map Globalization & Integration Group Project Table of Contents Abstract 3 Introduction 3 Poland 4 Significant savings costs 5 Ability and quality of resources 5 Low risk location 5 Culture Similarity 6 Investment Climate 6 article 7 Romania 8 Government support and business environment 9 Quality of the language and educational skills 9 Low labor costs 10 Culture 10 Intellectual property security and privacy 10 article 11 Comparison 12 Cost competiveness 12 Resources and skills 13 Economic competitiveness 13 Regulation 13 Corruption perception 14 Legal protection 14 Conclusion 14 References 14 Abstract In this paper, we discuss why are the Eastern European countries like Romania and Poland potential destination for outsourcing. Given an economic condition, Geographical advantage, business environment and quality issue explanation of each country. Both countries are economically competitive in outsourcing market in Eastern Europe, promptly emerging as a favorite destination. Introduction Outsourcing is a practice used externally...
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...LOCATION AND PEOPLE ATTRACTIVENESS FOR OUTSOURCING Offshoring, when a company conducts activities outside its country of origin, took off in the late 1990s, and was mainly driven by an increased need for large-scale IT operations. Currently, many large companies have large parts of their service operations offshore, and analysts expect that midsize and small companies will follow. For hosting countries, attracting offshore activities is an important manner of boosting its economy, attracting know-how and building skills. As a result, countries are continuously trying to entice companies to offshore production to their premises. LOCATION ATTRACTIVENESS | | PEOPLE ATTRACTIVENESS | | INFRASTRUCTURE | HIGH | QUALITY OF POEPLE | MEDIUM | COUNTRY RISK | MEDIUM | COST OF HIRING PEOPLE | MEDIUM | TIME ZONE ATTRACTIVENESS | HIGH | TYPE OF SKILLS | LOW | | | ENGLISH PROFICIENCY | MEDIUM | TOTAL | HIGH | | LOW | Global Services Location Index The ‘Global Services Location Index’ (GSLI) 2014 by A.T. Kearney is the sixth edition of the report in which the consulting firm examines the offshoring landscape in 51* countries around the globe, and ranks the top destinations for global offshoring. To come to this ranking, three main categories were researched; financial attractiveness, people skills and availability, and business environment. The weight given to these metrics is based on their importance to the location decision. ‘Financial factors’ constitute for 40% of...
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...Global expansion strategies for Icelandic, Irish and Israeli Multinationals By Asta Dis Oladottir Bersant Hobdari Marina Papanastassiou Evis Sinani Department of International Economics and Management Copenhagen Business School Frederiksberg 2000-Denmark Draft, October 2008 ABSTRACT The aim of the paper is to analyze the overseas activities of multinational corporations (MNCs) coming from small open economies (SMOPEC), their international or global expansion strategies behind outward foreign direct investments. Using a sample of 1089 subsidiaries, of which 187 are Icelandic subsidiaries, 444 are Irish subsidiaries and 458 are Israeli subsidiaries. We explore the geographical and industrial pattern of their direct investment strategies. Our analysis reveals several important facts. Firstly, most of the outward foreign direct investment (OFDI) is directed in finance, insurance and real estate services for all of the countries. Secondly, by far the majority of investment projects are carried out in Europe and North America which are almost equal in terms of frequency of investments. Thirdly, Icelandic firms use horizontal integration strategies and they diversify risk. Irish firms use lateral integration strategies and diversify risk. Finally, MNCs from Israel tend to diversify risk and use horizontal integration strategies. Keywords: OFDI, MNC, Horizontal integration, Vertical integration, Lateral integration...
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...has dramatically changed people's way of life all over the world and the world today has become a true manifestation of a global village. Not only the frequency of international travelling increased manifold but the possibilities of cross-border trading of goods and services have also increased exponentially. These impacts are collectively known as globalization. (Hill, 2009) defines globalisation as a process which enables individuals, organisations and governments from different natins to come across each other and interact in an intergative manner. The end result of such intergation would be an intergated globalised market system which can act as a melting pot of indivual economies of different nations. There are two ways in which globalisation can be envisaged, i.e. with the production perspective and thebmarket perspective. (Hill, 2009) defines the markets' globalisation as melting down and convergence of individually independent market places into an amalgamated market place. Sharing of the sources of production from different geographical locations for levaraging the quality and cost of the goods and services produces is the idea behind the products' globalisation. (Hill, 2009) Many institutions have been formulated to help manage, regulate and police the phenomena of globalization and to promote the establishment of transnational treaties for global trade. A few are as following:: * The World Trade Organization (WTO) * The International Monetary Fund (IMF) ...
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...Microeconomics’ and some of their factors with a section on legal considerations. Macroeconomics The study of total effects of choices that individuals, businesses and governments make on the domestic and global economy . Macroeconomics is one of the most important elements of national policy and used as the foundation if any decision regarding taxation or monetary policy concerns. Decisions regarding the balance of payments and interest rates are related to the overall macroeconomics situation of the country. There are many factors used to described macroeconomics and here are a few; Gross Domestic Product, Unemployment Rates and Price Index. Gross Domestic Product (GDP) The GDP is the market value that recognizes the goods and services produced within a period of time, usually this is over a one year period. The GDP is used as an indicator within macroeconomics to show the country’s standard of living. If a country is showing increased improvement and growth in its GDP, that country would be considered as a sign on the economic well-being. The GDP can be determined in three ways, and in principle all three of these ways give the same result; production approach, income approach and expenditure approach. 1. Production Approach – this is the total of all goods and services over a one year period in a country. 2. Income Approach – this...
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...online subscription service, which radically changed the way consumers viewed movies and television. For a young company in an innovative and growing industry, Netflix has set itself up for a tremendous journey. The company has had much success due to its adaption of a modern business model and strength in operations management. Its continued reliance on and improvements of operation management principles is necessary to continue growing and bringing in profits. The following analysis focuses on operation management principles attributable to the online video streaming sector of Netflix, as well as its DVD-by-mail rental service. Today, Netflix streams on demand videos from nearly any web-enabled device to over 30 million members world-wide. In order to do so, Netflix utilizes all of the key elements of Operations Management. This analysis evaluates those key elements currently in place and offers areas for improvements. INTRODUCTION What makes a company successful? This broad, open-ended question is one that analysts and strategists devote their life to answering. The answer lies in a deep analysis of the operation management principles of a company. Netflix’s long, fundamental strain of standards regards operations and productivity, operations strategy, project management, forecasting, quality, statistical process control, capacity planning, location and layout strategy, and inventory management. Netflix operates in the entertainment services industry, most specifically...
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...country, however that year the federal government took over the nation’s express network as part of its effort in the First World War and Wells Fargo was left with just one bank in San Francisco eventually expanding in 1923 to two banking halls. In the 1980s, Wells Fargo expanded into a statewide bank, became the seventh largest bank in the nation, and launched its online service. In the 1990s, Wells Fargo returned to its historic territory throughout the Western, Midwestern and Eastern states. Today, Wells Fargo provides banking, insurance, investments, mortgage, and consumer and commercial finance through more than 9,000 stores, 12,000 ATMs, and the Internet (wellsfargo.com), and has offices in more than 35 countries to support the bank’s customers who conduct business in the global economy. According to Forbes.com, as of May 2013 Wells Fargo’s market cap was $201.35 billion. Wells Fargo’s global banking group offers commercial and corporate customers a broad range of products and services for doing business overseas. Ireland is one of the many foreign countries that Wells Fargo has a global banking location. Wells Fargo’s international headquarters is located in Dublin, Ireland. The Republic of Ireland is the second largest British isle, covering 26,598 square...
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...in the city by achieving the highest RevPAR Premium. The marketing plan addresses following major attributes: • Growing need to increase the high rated businesses • Increasing the market share • Segment wise in depth analysis to gain competitor’s business • Channel wise in depth analysis to gain competitor’s business • Laying down the processes to ensure the customer is satisfied Introduction The Imagery hotel located in XYZ city offers breathtaking views of the sea perched on the shore of Bay of Bengal. Imagery hotel is a part of renowned hotel chain of India that has been a domestic market leader closely competing with 2 more major players. The brand recall among the travelers is high and customer perception is of high service standards at a high price. Imagery is the first five star hotel to have appeared in the city in...
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...Introduction C. Problem Statement D. Analysis E. Recommendation Solution and Implementation F. References Introduction The topic that I chose deals with VoIP network providers. Skype is a pioneer in the voice over communication network. It is the most popular voice communication service in the world. I am interested in learning what Skype is and the many function it has to offer. Skype was built by the designers of Kazaa person to person network and is based on the fast track network that underlies the Kazaa network (3). It was founded in 2003 and based in Luxembourg. In 2005 Skype was acquired by EBay and in 2009 an investment group led by Silver Lakes purchased the company. Microsoft the worldwide leader in software purchased Skype in May 2011 with hopes to take it to a new level (2). Over the past few years I’ve heard a lot of people talking about this new way of communicating with friends and family via the internet, phone, or tablet. What really caught my attention was when they told me that you are able to see the person that you are talking to and it’s in real time. I thought that was fascinating. But, what really drew me in was when I was informed that the service was free! I intend to give a brief explanation of how Skype works and the different option that are offered to the costumer. In doing this I will go over the advantages and disadvantages of this technology and what’s being done to correct the deficiencies. The major questions that will be...
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...We are committed to integrating social and environmental concerns into all our business operations and investing in the communities where we work. Our 2008 sustainability report covers our activities in relation to our business operations, our supply chain, our products and how they are produced, our employees and the communities around us. This section provides an overview of our business and its impact, and how we go about integrating Corporate Social Responsibility (CSR) into it. GLOBAL BRAND GLOBAL IMPACT AND REACH H&M was established in Sweden in 1947 and today sells clothes, accessories, footwear and cosmetics in more than 1,700 stores in 33 countries and via internet and catalogue sales in Scandinavia, the Netherlands, Germany and Austria. Here, we will also sell home textiles through online and catalogue sales from 2009. H&M also stands behind the brand COS and acquired the majority of shares of FaBric Scandinavien AB with its brands Cheap Monday, Weekday and Monki. Given our global presence, we have a responsibility to societies around the world and the communities where we operate. This means integrating social and environmental concerns into all our business operations to reduce negative impacts and maximise positive ones. We do not own...
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