...trade and economic integration to the benefit of its four Member States [1]. The four EFTA States are world leaders in several sectors that is vital to the global economy are Liechtenstein, Switzerland, Iceland, and Norway. Liechtenstein, despite its small size and limited resources, is highly industrialized and specialized in capital-intensive and R&D driven technology and products. The Swiss economy is based on high quality products that are competitive in the world markets. Switzerland is a world leader in pharmaceuticals, biotechnology, machinery, watchmaking, banking and insurance. Iceland’s economy benefits from renewable natural resources, in particular rich fishing grounds and hydro and geothermal power. Whilst still relying heavily on fishing and fish processing, the Icelandic economy has increasingly diversified into other industries and services. Norway is abundant in natural resources also contribute significantly to economic strength. Key activities relate to petroleum exploration and production, hydroelectric power and fisheries. Important services sectors include maritime transport, telecommunication and energy-related services [2]. Knowing the highlights of EFTA States, the following discussions and analyses will serve as your guide and basis in doing business with them. This is to discuss how the industry and the company be affected by the various global environment: Economic, Cultural-Social, PoliticalLegal and Financial. I. Economic Environment The Washington...
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... Table 1 5 Quantification, Weighting and Ranking 6 Table 2 7 Internal Analysis 8 Overview of Iceland 8 Marketing Factors 8 Financial analysis 8 Manufacturing factors 9 Iceland’s current resources and competencies 10 Table 3 10 The Boston Consulting Group matrix (BCG) matrix 10 Figure 1 10 External Analysis 10 PESTLE 11 Competitive Environment 12 Retailers 12 Table 4 12 Frozen Food Manufacturers 12 Table 5 13 Customer Trends 13 Target Market 14 Porter’s Five Forces 14 Figure 2 14 Lotte Group Analysis 14 SWOT 15 Strengths and Weaknesses 15 Opportunities 16 Threats 16 Objectives and Market Entry Strategy 16 Objective 1(Short term: 12 months) 17 Objective 2 (Medium Term: 1-3 years) 17 Objective 3 (Long Term: 3-5 years): 18 Internationalisation objectives 18 Marketing Mix 19 Product 19 Price 21 Table 6 21 Table 7 21 Promotion 22 Place 23 People, processes and physical evidence 24 Implementation 25 Table 8 26 Figure 3 26 Figure 4 27 Control 27 Figure 5 28 Bibliography 28 Executive Summary This report has been produced to provide Iceland Foods Group with a strategy to further internationalise. After investigation of potential countries it was decided that South Korea was the best market to enter. Analysis has been undertaken into both the external and internal environments with regards to South Korea and Iceland. Research into the frozen food sector in South Korea has shown the market is...
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...LEVEL: 4 BUSINESS ENVIROMENT | Introduction | 3 | 1.1 | Identify the purpose of organisations | 3-4 | 1.2 | Describe to which extent Iceland Supermarket Ltd meets objectives of its different stakeholders. | 5-6 | 1.3 | Explain various responsibilities of Iceland | 7 | 2.1 | Different economic systems | 8-9 | 2.2 | Fiscal and monetary policy | 10-12 | 2.3 | Competition policy and other regulatory mechanism | 13-14 | 3.1 | Market structures determine the pricing and output decisions | 15-21 | 3.2 | Which market forces shape Iceland Supermarket responses | 21-22 | 3.3 | How the business and cultural environments shape the behaviour of Iceland | 22-23 | 4.1 | Significance of international trade to Iceland Supermarket | 23 | 4.2 | Impact of global factors on Iceland Supermarket | 24 | 4.3 | Impact of policies of the European Union on Iceland Supermarket | 25 | | Conclusion | 26 | | References “ | 27 | CONTENTS “ Introduction of Business Environment Controlling the environment in which businesses are being operated is called business environment. There are two types of business environments, internal and external environment which are necessary for survival and success of a business. Internal business environment are the factors within an...
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...Khan (l1s10bsaa2006) Inside Job Inside Job is a 2010 documentary film about the late 2000s economic catastrophe Charles H. Ferguson. In five parts, the film delves into how changes in the policy environment and banking practices helped generate the financial crisis. Background of Iceland: Iceland had a stable environment and it was a complete structure of a modern economic society. Its population was 320,000 with a GDP of $13 billion. Gylfi Zoega Professor of Economics at the University of Iceland said that, “A fine location for families to live happily.” In 2000, Iceland’s government began a policy of deregulation. This set up the basis for the banks to upload debts when the foreign companies were accumulated. As the crisis unfolded itself the banks became unable to refinance their debts. The financial crisis of Iceland was the largest suffered by any country in the economic history. It was a political crisis collapse of all the three major privately owned commercial banks, with their difficulties in the refinancing their short term debt and run on deposits. In September 2008, Glitnir bank would be nationalized followed by the Landsbanki. Two days later another bank, Kaupthing was also nationalized. As Iceland was from a small domestic market, there bank financed their expansion with loans on the interbank lending market. Moreover by the payments from outside Iceland. The housing took on a large amount of debt which was equivalent to 213% of disposable income which...
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...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, SMOPEC, Iceland, Ireland, Israel, Introduction “Foreign Direct Investment (FDI) is one of the main engines...
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...Part one A stakeholder is any individual or group who can affect or is affected by the actions, decisions, policies, practices, or goals of the organisation (Freeman 1984, 25). They have the interests in the activities of an organization and can be divided into internal and external stakeholders. In addition, there are different levels of stakeholders: primary and secondary. The level of stakeholders depends on the political, economic and social environment. Internal stakeholders are those from within the business, e.g. managers, employees and shareholders. In the Icelandic banks, the internal stakeholders are managers, staff and employees of the Icelandic bank, and there is no doubt that the owners are the most important stakeholders among all of them. The staff and employees get the paid from company directly and do service for them, that is why they are the internal stakeholders. The external stakeholders are such as suppliers, government, financiers which influence and are influenced by organization but are not its ‘internal part’ (business dictionary). The primary stakeholders are 300,000 British citizens and Icesave housing customers like David Pedrick and his wife, even though they just has a little interest in it，domestic creditors are also a part of external stakeholders. The secondary stakeholders are governments, the media, the pressure groups Liberty and the communities where organizations are nearby or located like Kaupthing Singer& Friendlander which is the subsidiary...
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...INTRODUCTION 2 2.1 Picard overview 4 2.2 Picard´s corporate strategy 5 2.3 SWOT analysis 6 3. PEST ANALYSIS 6 4. PORTER´S FIVE FORCES Analysis of entering the UK Market 7 5. CONCLUSION 11 6. BIBLIOGRAPHY 12 7. APPENDICES 13 1. EXECUTIVE SUMMARY The aim of this report is to analyse Picard´s market performance as well as challenges in its operating market using the PEST analysis tool, in order to identify if the company has prospects of entering and succeeding in the UK based on Porter´s five forces model. Picard is a French frozen food retailer focusing exclusively on its own brand product lines. The company has grown to be France´s leading frozen food specialist capturing 20% market share with a network of over 800 stores, and it is also the largest specialised network of frozen food in Italy. Picard also offers a leading home delivery service from internet and telephone orders, including in other countries such as Spain, Luxemburg and Belgium. The retailer´s overall strategy is characterised as a premium proposition with a vision of convenience, quality and innovation, firmly positioning itself on the high end of the market. Picard currently aims to continue opening approximately 50 new stores per year given its successful and consistent performance, allowing the company to potentially expand further overseas. Using the PEST analysis tool it was identified that Picard´s major challenges in its operating market are the increased competition...
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...diversity. Skip to content * Home * About * Last 2000 Posts in Order ← Civil war up, humanism down: Pepe Escobar, by Pepe Escobar The Oracle Report, Monday, April 13, 2015 → :) :) :) Iceland Stuns Banks: Plans To Take Back The Power To Create Money Posted on April 13, 2015 by Jean By Raúl Ilargi Meijer Zero Hedge April 1, 2015 Submitted by Raul Ilargi Meijer via The Automatic Earth blog, Who knew that the revolution would start with those radical Icelanders? It does, though. One Frosti Sigurjonsson, a lawmaker from the ruling Progress Party, issued a report today that suggests taking the power to create money away from commercial banks, and hand it to the central bank and, ultimately, Parliament. Can’t see commercial banks in the western world be too happy with this. They must be contemplating wiping the island nation off the map. If accepted in the Iceland parliament , the plan would change the game in a very radical way. It would be successful too, because there is no bigger scourge on our economies than commercial banks creating money and then securitizing and selling off the loans they just created the money (credit) with. Everyone, with the possible exception of Paul Krugman, understands why this is a very sound idea. Agence France Presse reports: Iceland Looks At Ending Boom And Bust With Radical Money Plan Iceland’s government is considering a revolutionary monetary proposal – removing the power of commercial banks to create money and handing it...
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...diversity. Skip to content * Home * About * Last 2000 Posts in Order ← Civil war up, humanism down: Pepe Escobar, by Pepe Escobar The Oracle Report, Monday, April 13, 2015 → :) :) :) Iceland Stuns Banks: Plans To Take Back The Power To Create Money Posted on April 13, 2015 by Jean By Raúl Ilargi Meijer Zero Hedge April 1, 2015 Submitted by Raul Ilargi Meijer via The Automatic Earth blog, Who knew that the revolution would start with those radical Icelanders? It does, though. One Frosti Sigurjonsson, a lawmaker from the ruling Progress Party, issued a report today that suggests taking the power to create money away from commercial banks, and hand it to the central bank and, ultimately, Parliament. Can’t see commercial banks in the western world be too happy with this. They must be contemplating wiping the island nation off the map. If accepted in the Iceland parliament , the plan would change the game in a very radical way. It would be successful too, because there is no bigger scourge on our economies than commercial banks creating money and then securitizing and selling off the loans they just created the money (credit) with. Everyone, with the possible exception of Paul Krugman, understands why this is a very sound idea. Agence France Presse reports: Iceland Looks At Ending Boom And Bust With Radical Money Plan Iceland’s government is considering a revolutionary monetary proposal – removing the power of commercial banks to create money and handing it...
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...CONTENTS PAGE 1. EXECUTIVE SUMMARY 2 2. INTRODUCTION 2 2.1 Picard overview 4 2.2 Picard´s corporate strategy 5 2.3 SWOT analysis 6 3. PEST ANALYSIS 6 4. PORTER´S FIVE FORCES Analysis of entering the UK Market 7 5. CONCLUSION 11 6. BIBLIOGRAPHY 12 7. APPENDICES 13 1. EXECUTIVE SUMMARY The aim of this report is to analyse Picard´s market performance as well as challenges in its operating market using the PEST analysis tool, in order to identify if the company has prospects of entering and succeeding in the UK based on Porter´s five forces model. Picard is a French frozen food retailer focusing exclusively on its own brand product lines. The company has grown to be France´s leading frozen food specialist capturing 20% market share with a network of over 800 stores, and it is also the largest specialised network of frozen food in Italy. Picard also offers a leading home delivery service from internet and telephone orders, including in other countries such as Spain, Luxemburg and Belgium. The retailer´s overall strategy is characterised as a premium proposition with a vision of convenience, quality and innovation, firmly positioning itself on the high end of the market. Picard currently aims to continue opening approximately 50 new stores per year given its successful and consistent performance, allowing the company to potentially expand further overseas. Using the PEST analysis tool it was identified that Picard´s major challenges in its operating market are the increased competition with...
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...necessarily correspond to those of the European Commission. Contents Index 1. .......................................................................................................................... 2 2. 3. 4. Executive Summary................................................................................................. 4 1.1. Education Systems and Basic Skills................................................................. 4 1.2. Student Background Characteristics and Basic Skills.................................... 10 1.3. School Characteristics and Basic Skills ......................................................... 13 1.4. Individual Student Characteristics and Basic Skills....................................... 17 1.5. New Analysis and Data Collection Activities................................................ 19 Introduction............................................................................................................ 22 2.1. Objectives....................................................................................................... 22 2.2. Scope of the Study.......................................................................................... 24 2.3. Approach and Methodology........................................................................... 32 A Framework for Analysing...
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...[Name] | International Marketing Cases | October 20, 2013 [Name] | International Marketing Cases | October 20, 2013 Chiquita Banana Chiquita Banana Contents Chiquita Banana Overview 2 PESTEL analysis for the European Union 2 Political: 2 Economic: 3 Sociocultural Factors: 3 Technological: 4 Legal: 4 Environmental: 5 Marketing Mix 6 Product: 6 Price: 6 Place: 7 Promotion: 7 SWOT Analysis 8 Strengths: 8 Weaknesses: 8 Opportunities: 9 Threats: 9 Internationalization Strategy and Viability 10 Chance: 11 Incoterm 12 Possible incoterms for the company 12 Solution 12 Appendix A 14 Works Cited 15 Chiquita Banana Overview Chiquita Brands International, Inc. is one of the most important international marketers and distributors of food products derived from bananas, as well as other fruits and healthy snack products. Chiquita Banana revenues for about $3 billion dollars a year and employs more than 21,000 people and operates in about 70 countries worldwide. Chiquita Banana together with Dole, Del Monte and Fyffes control about 80% of the global banana market. In 1993 the EU created the Common Organization of the Market in Bananas (COMB) to deal with the harsh competition between these companies. They would allow duty free access to the EU but subject to quotas to bananas from the Africa’s, Caribbean and Pacific, while bananas from Latin America were subject to an import tax of 176 Euros per ton and a quota of 2533...
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...correspond to those of the European Commission. Contents Index 1. .......................................................................................................................... 2 2. 3. 4. Executive Summary................................................................................................. 4 1.1. Education Systems and Basic Skills................................................................. 4 1.2. Student Background Characteristics and Basic Skills.................................... 10 1.3. School Characteristics and Basic Skills ......................................................... 13 1.4. Individual Student Characteristics and Basic Skills....................................... 17 1.5. New Analysis and Data Collection Activities................................................ 19 Introduction............................................................................................................ 22 2.1. Objectives....................................................................................................... 22 2.2. Scope of the Study.......................................................................................... 24 2.3. Approach and Methodology........................................................................... 32 A...
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...utvecklar tvärvetenskapliga utbildningar, samordnar större forskningsprojekt och informerar omvärlden om universitetets miljöforskning. Centrum för tvärvetenskaplig miljöforskning hette tidigare Centrum för naturresurs- och miljöforskning, CNM, och har funnits vid Stockholms universitet sedan 1990. Hemsida: www.ctm.su.se STOCKHOLM UNIVERSITY Centre for Transdisciplinary Environmental Research Sustainable Enterprising Master’s Thesis (20p) CORPORATE SOCIAL RESPONSIBILITY IN THE HOTEL INDUSTRY: A CROSS CULTURAL PERSPECTIVE TERESA NORD Academic Advisor: Hans Rämö Stockholm University School of Business Master’s Thesis (20p), Fall 2006, Stockholm University ABSTRACT Attention to business ethics in varying environmental, economic and cultural contexts has become increasingly important as enterprises expand globally. This thesis attempts to determine the impact of culture and local context on CSR performance by evaluating and comparing CSR performance across hotel groups in culturally and geographically diverse regions. Data on indicators for waste production, water consumption, energy use, equal employment opportunity, employee training and employee organization were collected...
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...1.0 Article Summary The article with the given title “Fish demand ‘exceed UK sea supply’, which was posted by the guardian on Tuesday of 21st August 2012 is about UK meets ran out of fish problem and the country has to rely on the imported stock. 2.0 Introduction Today, UK met the problem of ran out of stock of fish and had to rely on the imported fish to maintain the stock. UK had already met the annual fish supplies in 2012 and reliant on imported cod and haddock. Most of the fish was consumed in UK was imported from outside the EU such as Iceland, Norway and China. This report discussed about the analysis of demand and supply, elasticity and shortage of the fish in UK. In the end of the report, there is the conclusion of the whole analysis discussed was provided. 3.0 Analysis 3.1 Demand Demand is the amount of a good or service that a buyer is willing and able to buy at a particular time. (Hubbard, 2012) Demographics defined as the characteristics of a population with respect to age, race and gender. The Food Standards Agency recommends that “people should consume at least two portions of fish per week and it should be oily fish”. The increasing level of fish consumption because there are 49 million adult in UK required an extra 33 million portions of oily fish per week. Increasing level of fish consumption is caused by the demographics of population of adults in UK. As pointed out, the increasing demographics of population of adults in UK will tend the...
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