...organizations, members of the public and the local governments. The European Union policies have had major economic benefits to the 28 members most which are attributable to economic integration. This paper assesses the challenges the EU has faced as far as unemployment is concerned and the policies that she has put in place to curb the unemployment challenge among the member states. The United Kingdom, joined the EU in 1973 and has since then been a member of the union. The UK provides more than 100 representatives in different commission of the Union, including the European Parliament. The expenditure by the UK in the EU is slightly higher in comparison with what the UK receives in return. For instance, in 2014, the EU only spent € 6.985 billion, compared to then € 11.342 billion that the UK had contributed towards the union. The UK economy has been well integrated due to its firm membership commitment in the EU. Among major pillars that proves economic integration of the UK include the single commodity market. The UK has also allowed free movement of factors of...
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...July 2011 European growth and renewal: The path from crisis to recovery The McKinsey Global Institute The McKinsey Global Institute (MGI), the business and economics research arm of McKinsey & Company, was established in 1990 to develop a deeper understanding of the evolving global economy. Our goal is to provide leaders in the commercial, public, and social sectors with the facts and insights on which to base management and policy decisions. MGI research combines the disciplines of economics and management, employing the analytical tools of economics with the insights of business leaders. Our “micro-to-macro” methodology examines microeconomic industry trends to better understand the broad macroeconomic forces affecting business strategy and public policy. MGI’s in-depth reports have covered more than 20 countries and 30 industries. Current research focuses on four themes: productivity and growth; the evolution of global financial markets; the economic impact of technology and innovation; and urbanization. Recent reports have assessed job creation, resource productivity, cities of the future, and the impact of the Internet. MGI is led by three McKinsey & Company directors: Richard Dobbs, James Manyika, and Charles Roxburgh. Susan Lund serves as director of research. Project teams are led by a group of senior fellows and include consultants from McKinsey’s offices around the world. These teams draw on McKinsey’s global network of partners and industry...
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...in Europe that supported free trade. (1 mark) No, many other countries supported free trade until disrupted by the world wars. 2. When restrictions to imports from the New World came down in the first wave of globalisation, grain prices fell in Britain and many parts of Western Europe. This was bad for both landowners and the manufacturing workers in Britain and Europe. (1 mark) NO, bad for landowners but good for manufacturing workers (as consumers) 3. During the First wave of globalisation, unlike at present, international movements of goods and capital increased rapidly but labour did not move internationally on a large scale. (1 mark) The period known as the age of mass migration from Europe to the new world. International capital movements (FDI) was also arising. 4. During the first wave of globalisation, there was not much international integration of commodity markets. (1 mark) The period for great international commodity integration [total 4 marks for Q1] 2. Consider a ‘small’ country that produces garments and computers. Garments are relatively more labour-intensive, while computers are relatively more capital intensive. The country is relatively labour-abundant. It opens up for international trade. Referring to the relevant model or theorem, briefly explain what would happen to; 1. real wages of garment workers (1 mark) Based on the HO theorem, the labour-abundant country (eg, Australia) will export the labour-intensive...
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...Airline Cost Performance IATA ECONOMICS BRIEFING No 5 An analysis of the cost base of leading network airlines versus no-frills, low-cost airlines (LCCs) IATA Economics Briefing No 5: AIRLINE COST PERFORMANCE Mark Smyth Brian Pearce IATA, July 2006 Contents 00 Executive Summary 01 Introduction 02 The Low-Cost Challenge 03 Airline Cost Performance for US Airlines 04 Airline Cost Performance for European Airlines 05 Airline Cost Performance in Asia and South America 06 The Cost Efficiency Challenge 07 Service Quality – The Other Side of the Equation 08 Conclusions 09 Foreword by Giovanni Bisignani page 03 page 04 page 10 page 12 page 16 page 22 page 28 page 32 page 36 page 40 Appendix A Appendix B 00 Foreword Every airline is now a lower-cost airline. The worst financial crisis in the industry’s history over the last five years has forced all carriers to achieve cost efficiencies and higher productivity if they are to survive. Significant progress has been made in reducing non-fuel costs and in improving the efficiency of fuel use, but the challenge is on-going and central to the future prosperity of the industry. While network airlines have made significant progress in restructuring their cost base, they are often faced with a moving target. Low barriers to entry to the industry, combined with national or regional deregulation, have seen 1 new or restructured no-frills, low-cost operators...
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...November 2011 This document has been prepared by actual BSG Simulated facts. Bruins Footwear serves consumer products and allied businesses within four regions. Bruins Footwear’s market intelligence reports are specifically designed to aid the action oriented executive by providing a thorough presentation of essential data and concise analysis. President: Bhavani Watinkson Vice-President Accounting: Nicholas Iserdial Vice-President Finance: Arewiner Purba Vice-President Marketing: Patricia Rosart Vice-President Human Resources: Cristian Alvarez BRUINS FOOTWEAR CO. | 3 EXECUTIVE SUMMARY The athletic footwear industry is extremely competitive as well as a demanding market where aggressive competition, on-going research & development, price conscience consumers, and continuous changing market trends and fads have all been attributing factors in how a manufacturer in this industry responds. As a result, this makes the opinions of buyers very important. It is essential to develop strong relationships with these buyers for the improvement and future growth of a company within any industry. Bruins Footwear has always been a company that stands for revolutionary inventions in the athletic footwear industry. Bruins footwear reported in Year 12 one of the most successful years in its history after implementing new sales, cost cutting strategies, competitive pricing and marketing strategies. With branded sales generating net revenues of $482,034,000 the results...
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...TASK 1: CURRENT ISSUES IN GLOBAL ECONOMY (FUTUROLOGY) Identify the key trends likely to affect Elecdyne over the next 5 years (these can be different / additional to those identified by the futurologist) • Economic crisis: Even if Japan is not affected like Europe, the government had launch a stimulative policy in order to improve the current situation. Many Japanese companies are impacted by this general economic conditions. • Sustainability: Companies such as Elecdyne have to take care of the public opinion about ecology which is requiring more and more transparency. • Evolution of consumption: Globalization and new technologies have changed the way people purchase. For example, online sales are increasing because of the number of Internet users and this occurs mostly in the electronic sector. Online shopping is more convenient and time saving which appeals to young people. Although old people tend to shop in regular shops, more and more young people prefer shopping online rather than in shops. • Counterfeit goods: In regions like Asia but also throughout the world, a large number of original goods are copied by look-alike products. This is positive for the costumers, because usually the look-alike products are much cheaper, but on the other hand it influences the original produts’ producers a lot, because a lot of people are price seekers which means they tend to buy goods which are cheap. STEEP Analysis We chose to do the STEEP Analysis, because it touches all...
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...Britain should use the Euro as part of its economic involvement in the EU. Ever since the Euro has been introduced, it’s performance has been poor when it is compared with the values of the British Pound and the American Dollar. The Euro is a single currency arrangement that came into theoretical operation between 11 members of the European Union in January 1999. On January 1st 2002, 12 EU members got rid of their own currencies and introduced the Euro as their sole currency. If Britain joins the Euro, it will likely be in 2003. The government has offered the British public a referendum on Britain's entry into it though some ministers have clouded the issue as to whether Britain's entry (or not) will be a political or an economic decision. Jack Straw, Home Secretary, has stated that a decision will almost certainly be a political one whereas the Chancellor, Gordon Brown, has stated that the 'Five Tests' will determine whether we join the Euro - i.e., any decision will be an economic one. The Euro’s record since its introduction has been poor as measured by its value against the pound and US Dollar, and the relative performance of the European and UK/USA economies. It has only been in the summer of 2002, that its value against the dollar has picked up. However, unemployment in Germany, once the economic power-base of Europe, is high. In July 2002, Germany had a symbolic 'no-shop day' by Germans to protest about the...
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...The existence and persistence of large spatial disparities in unemployment within national economies is a central issue in regional economics. Explanations that exist within the literature for why regional unemployment disparities have been so much more persistent over time in the EU than in the US can be broadly separated to the hysteresis and equilibrium arguments. Before illustrating the analysis and strength of these arguments it is important to ascertain the scale of persistent unemployment disparities across EU regions and U.S states, and why this may be a cause for concern. Regional disparities in unemployment rates are dramatically significant in Europe. In 2001, the average unemployment rate in the EU was 7.8%, but it ranged from 1.7% in Berkshire (UK) to 24.9% in Calabria (Italy).[1] These disparities are present even within single countries, where the range of unemployment rates is much higher than in the US. Disparities in European regional unemployment rates are also extremely persistent. In the US the correlation between regional unemployment rates between 1997-2004 is only 0.3, indicating that over two-thirds of any regional unemployment problem is solved over that period. In Europe, however, the correlation averages 0.83, suggesting that very little adjustment takes place. (Figure 1 in Appendix)[2] This is not a recent phenomena but persistence appears to have been the main feature of behaviour of regional unemployment...
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...due to an imposed tariff or other cost raising barrier by a host country or the market size makes local production for economical. Market-seeking investment encases multi fold benefits that the investing company can leverage. The underlying motives vary from sustaining or protecting existing markets to exploiting or promoting new markets. The location factors of market-seeking OFDI are commonly market size, prospects for market growth and indigenous resources and capabilities. Additionally retaining competitiveness can pull investment. Furthermore, the engagement in market-seeking OFDI improves the company’s market power on local, regional and international level. Engaging in this type of strategic market-seeking investment derives often for defensive and aggressive...
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...Strategic Analysis and Recommendations for Jot Contents SWOT ANALYSIS ............................................................................................................................................ 4 STRENGTHS ................................................................................................ Error! Bookmark not defined. WEAKNESS ................................................................................................. Error! Bookmark not defined. THREATS ..................................................................................................... Error! Bookmark not defined. Opportunities ............................................................................................. Error! Bookmark not defined. FINANCIAL ANALYSIS ..................................................................................................................................... 7 Current Ratios ........................................................................................................................................... 7 Quick ratio:................................................................................................................................................ 7 Net working Capital................................................................................................................................... 7 Debt Ratio: ......................................................................................................
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...Wladimir Andreff. Outsourcing in the new strategy of multinational companies:foreign investment, international subcontracting and production relocation. OUTSOURCING IN THE NEW STRATEGY OF MULTINATIONAL COMPANIES: FOREIGN INVESTMENT, INTERNATIONAL SUBCONTRACTING AND PRODUCTION RELOCATION* WLADIMIR ANDREFF Professor Emeritus University Paris 1 Panthon Sorbonne Centre d’Economie de la Sorbonne. ABSTRACT. The article is dealing in the first place with the definition of (offshore) outsourcing in relation with foreign direct investment and international subcontracting process, as well as with some connected issues such as fragmentation of the production process, international production relocation, de-industrialisation in developed countries and industrialisation in newly industrialising, now coined emerging countries. In the second place, it aims at finding how global strategy differentiates from traditional MNC strategies and how much outsourcing fits with such global strategy. The last section of the article briefly screens the economic impact of outsourcing on the world trade structure – with the two enlightening snapshots of global trade in sports goods and European Union 15’s outward processing trade with Central Eastern European countries (CEECs)-, as well as on home developed and host emerging countries. The article conclusion is that outsourcing has grown faster than world trade in the past two decades and has skyrocketed during the very last years because it is a...
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...European Business Issues | | | | Analysing the Competitive Strengths and Weaknesses of Germany with the TOWS Matrix Analysing the Competitive Strengths and Weaknesses of Germany with the TOWS Matrix Author: Student Name: Student No: Tutor: Adrian Pryce * Contents 1. Introduction 2 2. Porter's Determinants of National Advantage 2 3. Gaining Competitive Advantage with the TOWS Matrix Conceptual Model 3 4. Germany's Internal Weaknesses 4 5. Germany's Internal Strengths, Social Factors 5 6. Germany's Internal Strengths, Political and Economic factors 6 7. Threats from European Union Countries, North America and Asia 7 8. Opportunities within the European Union, North America, and Asia 9 9. Government Policy and Business Strategy 10 10. Conclusion 12 11. References 13 1. Introduction All nations are attentive to compete efficiently in the international market. Competitiveness doesn't depend simply on the value of individual firms, but also on the socioeconomic system and the industries of a nation. The rapidly changeable situations of the free world markets transcribe that nations fully utilize their comparative advantages to become or remain thriving in the future (Farr, 1990). Economic and political leaders must estimate the opportunities and threats from the foreign environments so as to put up convenient domestic strategies that shore up the weaknesses of their nations and take advantages of...
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...fashion policy, unlike its competitors. The discipline in Zara’s supply chain management has played vital role in its success (Anonymous, 2005). Zara follows vertical integrated strategy where it has total control of number of business activities such as manufacturing, sourcing, and distribution and retail stores, it allows the organization to accomplish greater flexibility, less stock and fashion risk. The main object of this report is to analyse Zara’s current supply chain and to propose suggestions for their central distribution and alternate solutions for their logistics management costs and their labour cost. 2.0 Zara’s Supply Chain Management 3.1 Supply Chain: Zara is the biggest and most successful chain of Inditex, the design and production is situated in La Coruna in Spain. In order for Zara stores to be able to offer front line style at moderate costs requires the firm to apply a solid impact over the whole supply chain network which incorporates design, purchasing, production, distribution and retailing. Zara utilizes its quick supply chain management to offer the most recent style outlines accessible in stores only fifteen days after they are displayed on the catwalks (Tokatli, 2007). Zara’s Supply chain strategy depends on being as adaptable as could be allowed to fulfil client changing necessities in an ease mass style market. This goal is accomplished through vertical integration. ZARA is included in all aspects of their procedure...
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...occasional paper no. 7 world summit for social development after the golden age: the future of the welfare state in the new global order by gøsta esping-andersen unrisd united nations research institute for social development UNRISD work for the Social Summit is being carried out with the support and co-operation of the United Nations Development Programme. Proof-reading and layout: Rhonda Gibbes Dissemination: Adrienne Cruz UNRISD/OP/94/7 ISSN 1020-2285 Copyright United Nations Research Institute for Social Development (UNRISD). Short extracts from this publication may be reproduced unaltered without authorization on condition that the source is indicated. For rights of reproduction or translation, application should be made to UNRISD, Palais des Nations, 1211 Geneva 10, Switzerland. UNRISD welcomes such applications. UNRISD publications can be obtained from the same address. The designations employed and the presentation of the material in this publication do not imply the expression of any opinion whatsoever on the part of the United Nations Research Institute for Social Development concerning the legal status of any country, territory or area, or of its authorities, or concerning the delimitation of its frontiers or boundaries. The views expressed in this publication are those of the author and do not necessarily reflect the views of the Institute. after the golden age: the future of the welfare state in the new global order occasional paper...
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...-Examples of internal drivers for change (inefficiencies within the business) at CSP UK included: Poor delivery - rather than delivering steel to customers on time there were delays, leading to loss of business. Competitiveness - steel produced in the UK could be more expensive than from some other countries. High wastage - failing to make products right first time meant that they had to be reworked or scrapped. Low staff morale – employees were committed but were not motivated by the environment in which they were carrying out their jobs. External drivers (pressures for change outside the business) came from: New competitors – low cost producers in Eastern Europe and the Far East were taking business. This could lead to reduced demand with higher costs. Changing customer requirements – for example, the fall in demand for steel for the automotive industry meant that Corus needed to find different types of customers or develop different products. New technology meant customers expected higher specifications. Perceptions of the steelmaking industry within the community tended to be negative – for example, the industry was seen as having a poor record on environmental issues. Total Quality Management (TQM) initiatives had previously been implemented to great effect at CSP UK to improve productivity and improve competitiveness. CSP UK had also previously reduced manpower for the same purpose. However, Corus Strip Products is a business with deeply committed people...
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