...CHALLENGES: CUSTOMS UNION OF RUSSIA, BELARUS AND KAZAKHSTAN AS THE STEP TOWARDS THIS “DREAM” EXECUTIVE SUMMARY WORLD TRADE ORGANIZATION We live in the twentieth century – a time of dynamic changes in the Global Economy, associated with globalization. In International Trade Arena, the vast majority of the countries choose the free trade policy, which develops step by step: from Free Trade Area, a Custom Union into Common Market and Monetary and Economic Union. Politicians and scientists believe that in 20-30 years Trade World will be subdivided into 2-3 intercontinental preferential zones with its own rules and free trade between the parties, but with external custom barriers in relation to other blocks or still will open the ways for mixing of regionalism and multilateralism based on common objectives and principles. Obviously, the development of the World economy and trade will lead to the formation of a single Global Free Market with the agreed rules and disciplines, which will be applicable to all countries. The dominant position is such a direction takes the World Trade Organization (WTO). It was established on December 8, 1994 and began operating on 1 January, 1995 and is known to be a successor of the General Agreement on Tariffs and Trade (GATT). Here, a distinctive feature and the goal of WTO is the creation of international trade rules and disciplinary measures to ensure the conditions of a free international trade, based on mutually beneficial conditions, openness...
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...Introduction As it’s known from the passed course, International business is based on the possibility of benefit from the advantages of cross-national business operations, that is, from the fact that the sale of certain goods in another country, or establishing the production of the firm based in one country in the other one, ensure the high benefits to the involved business parts than they would have had, running business only in their countries. In this work apart from the general integral summery of each of the sectors needed to study, also the history and specific features of the relationship between the Republic of Kazakhstan and the Republic of Uzbekistan are presented to fully understand the competitive advantages and to adequately assess the risks of doing business in the Republic of Uzbekistan. As of today, the relationships between the Republics are legally regulated. The main document regulating the relations between the two states is the Treaty on Eternal Friendship between the Republic of Uzbekistan and the Republic of Kazakhstan dated 31 October 1998.Juridical base of cooperation between the two countries is composed by 116 interstate, intergovernmental and interdepartmental documents, which cover almost all spheres of life. Only in trade and economic cooperation 68 documents are signed, including agreements of free trade, promotion and reciprocal protection of investments, avoidance of double taxation, etc. Economics Despite a significant decline in the...
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...Kazakhstan`s place in Global Economy Dinara Zhangabayeva 145075 International business (MGMT 550) Submitted to ASSOC. PROF. DR. AKER SULE 28- 12- 2015 Introduction At the turn of 20-21 centuries, the world economy has entered a new phase of internationalization of economic life, which is defined as globalization. Globalization of the world economy as multidimensional process manifests itself in substantially all major aspects of modern economic life. The world is getting united through globalization. This is happening because of the technological advancements in the recent decades and the global organizations that made trading and capital movements easier. Regulations from various countries supported free trade, which made the countries more integrated with each other. Various entities were created to facilitate the trade between countries and to reach a more global economy (World Trade Organization, International Monetary Funds, The World Bank, European Union…). Efforts were made to get the financial markets integrated between each other as we have indexes for the whole world such as BBC Global 30, S&P global 100 … etc. and indexes for the European union like FTSE Euro 100, FTSE Euro Top 100… etc. The independence allowed Kazakhstan to establish economic relations with many developed and developing countries, to rebuild relationships with former partners and to advance on the path of integration into the world market. The liberalization of foreign economic...
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...Institute & Silk Road Studies Program ISSN: 1653-4212 China-Central Asia Trade Relations: Economic and Social Patterns Sadykzhan Ibraimov* ABSTRACT The aim of this article is to study China’s economic presence in Central Asia and its main involvements in raw materials, transport routes, opening of markets and free economic zones, and small and medium-scale projects. It must be noted that over the years from 1992 to 2007, the highest trading volumes were between China and Kazakhstan, which represented from 80 to 86 percent of all Chinese-Central Asian trade. This growing economic cooperation has a social impact on the development of a Central Asian business diaspora based in Xinjiang. China also demonstrates its capacity to use local corruption schemes and internal Central Asian weaknesses in its own interests: From the earliest years of independence, smuggling with China, especially the export of metals and the import of consumer goods, has proved to be a very profitable venture for Central Asian high-level officials. Keywords • China-Central Asia Trade • Xinjiang • Business Diaspora • Shuttle Trade • Corruption Introduction The main difficulty in the study of economic relationships between China and Central Asia is the lack of reliable or complete information. Many reasons can explain this fact. The Central Asian states, first of all, do not publish information on cross-country trade. On this issue they follow the Soviet tradition and prefer not to strengthen...
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...FOREIGN DIRECT INVESTMENT IN KAZAKHSTAN By Toxeitov Nurlan THESIS Submitted to KDI School of Public Policy and Management in partial fulfillment of the requirements for the degree of MASTER OF PUBLIC POLICY 2004 FOREIGN DIRECT INVESTMENT IN KAZAKHSTAN By Toxeitov Nurlan THESIS Submitted to KDI School of Public Policy and Management in partial fulfillment of the requirements for the degree of MASTER OF PUBLIC POLICY 2004 Professor Tony Michell 2 TABLE OF CONTENTS LIST OF TABLES .......................................................................................................(iii) LIST OF ABBREVIATIONS ......................................................................................(v) INTRODUCTION ........................................................................................................(vi) CHAPTER I. INVESTMENT AND THEIR PLACE IN ECONOMIC SYSTEM §1 §2 Definition of investments and their classification ................................................4 Foreign direct investments as the catalyst of economic growth (on an example of the various countries) ..............................................................7 §3 The international investment activity and her institutes .....................................16 CHAPTER II. INVESTMENT CLIMATE IN KAZAKHSTAN §1 §2 §3 §4 Appeal of economy of Kazakhstan to foreign investors .....................................22 Fixed capital investment in Kazakhstan by region ....................
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...Over the last few years Kazakhstan has implemented foreign policies aimed to improve relations with a vast array of new geopolitical actors, besides common partners such as Russia, on which the Central Asian country was formerly heavily dependent. Using its huge potential in the hydrocarbon industry, Kazakhstan has managed to rise above all other Central Asian states in terms of political and economic importance and has turned its eyes to China as an important and powerful partner for cooperation in the economic, political, and security spheres. This article on Kazakhstan and China was written by Fabio Belafatti, and originally published by our knowledge partner "Equilibri" at the following address: http://www.equilibri.net/nuovo/sites/default/files/focus_belafatti_china%20kazakhstan.pdf The “Kazakh path” (with its contradictions) and Kazakh-Chinese relations In recent years Kazakhstan has become an important actor in regional international relations in Central Asia. The country's improvements have been underscored by international observers in many occasions. It is undeniable that compared to the rest of the region, Kazakhstan shows much higher levels of development. In purely macroeconomic terms, Kazakhstan’s economy is the largest in Central Asia and has shown very high growth levels for many years, recovering very fast when hit by the world economic crisis. In broader terms, Kazakhstan’s success is underscored by the fact that it is the only country in the region...
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...Welcome to the third edition of EY’s Kazakhstan attractiveness survey. In this new edition, we continue to analyze the latest foreign direct investment (FDI) trends in Kazakhstan and explore what investors think about the country’s investment climate, as well as its potential. This year, the country’s macroeconomic, social and political stability have taken over as the key driver of investment. This represents a shift from our previous two surveys, which showed that the country’s low labor costs and productivity gains on offer were its most appealing features. This change can be attributed in part to the ongoing instability of the global economy. It is this uncertainty that has led investors to look to countries such as Kazakhstan as a safer place to grow. The reality of foreign investment in Kazakhstan confirms this perception. While global FDI inflows declined by 18% between 2011 and 2012, Kazakhstan remained a stable destination for investors, receiving US$14b in FDI inflows. Investors continue to perceive Kazakhstan as a treasure trove of natural resources, while they also value some knowledge-based, high-value-add sectors that hold considerable promise. The Kazakhstan Government remains committed to reducing the country's dependence on extractive industries and developing a more balanced, knowledge-driven and investor-friendly economy. It continues to improve the competitiveness and productivity of priority sectors, such as agriculture and agro-processing; construction and...
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...Operations Management Fall Semester 2011 Final Project “Operations management at Nestle” Instructor: Prepared by [pic] Table of Contents |List of Abbreviations………………………………………………………………………………………………… |3 | |List of Figures/Tables………………………………………………………………………………………………... |4 | |Executive summary…………………………………………………………………………………………………… |5 | |1. Introduction…………………………………………………………………………………………………………. | | |2. Company’s background | | | 2.1 History of Nestle………………………………………………………………………………………………... | | | 2.2 Nestle strategy…………………………………………………………………………………………………… | | | 2.3 Current situation of Nestle in Kazakhstani market……………………………………………………………… | | | 2.4 Major products…………………………………………………………………………………………………...
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...Westminster International College Module Title: Research Skills Programme: BABS Semester: Three Academic Year Period: June 2012 –September 2012 Lecturer: Dr. Kui Juan Tiang Date Given and Available on the Student Portal: 6 July 2012 Date of Presentation: Week Beginning 6 August 2012 Date of Completion and Submission: 15 August 2012 Submission Method: Online via Turn It In with one hard copy to the Examinations Department Assessment Type: An individual presentation and type-written assignment Student: Aliaskar Batyrbek Student ID: NE/WICKL/UWIC/BABS/1011/0117 Assignment Topic: An investigation study of development of oil and gas industry in Kazakhstan Table of Contents 2 Introduction 4 2.1 Country Profile 4 2.2 History of industry 4 3 Research Objectives 5 4 Literature Review 6 4.1 Geographic Factor 6 4.1.1 Major Oilfields 8 4.1.2 Export Operating Pipelines 9 4.2 Government Policies 11 4.3 Financial Factor and R&D Factor 12 4.4 Market Prospects 14 4.4.1 Market players 14 4.4.2 Production 15 4.4.3 Consumption 16 5 Research Methodology 18 6 Time Scale / Gantt Chart 19 7 References 20 Figure 1 4 Figure 2 (KMG, 2012) 5 Figure 3 (BP, 2012) 5 Figure 4 (European Dialogue, 2012) 6 Figure 5 (BP, 2012) 6 Figure 6 (CIA, 2012) 8 Figure 7 (Centre for Global Energy Studies, 2012) 9 Figure 8 (Centre for Global Energy Studies, 2012) 9 Figure 9 (The Agency of Statistics of...
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...Comparing the factory "Rakhat" to its competitors, one can distinguish its strengths, weaknesses, opportunities and threats. Strengths: • Large variety of the product. Universal nature of the manufacture, its scale and own line of the cocoa beans processing enable the company to hold the broadest assortment of the confectioneries among the domestic manufacturers. • High quality of products. Producing of some raw materials helps to keep the high quality standards of the confectionery. • Long history of the brand and the brand awareness. “Rakhat” JSC is one of the largest manufacturers of confectioneries in the Kazakhstan with its history of 70 years. • Distribution chain. Sales geography of the company covers whole Kazakhstan; also the company realizes the goods abroad. • Supply of raw materials issues are resolved more professional. • Good reputation among customers. The brand is called as National brand by the masses behind the scenes. • Distributors and representatives abroad. • The company works at full capacity. • Stocks sold at KASE guarantees a financial stability of the firm and opportunities to operate. Weaknesses: • Less control. Production facilities are located on the two sites - in the Almaty and in the Shymkent. • Average employee age is maturing • Minimal management employees training • Poor package design • Poor advertising campaigns • Low innovativeness in the product categories production • Demand excesses the supply. • Additional...
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...education networking buyer connections The essential annual meeting for sales professionals and companies looking to grow their international business June 17-18, 2014 Intercontinental O’Hare • Chicago Tuesday, June 17 • General Sessions / Executive Education IBC 101: International Essentials IBC 101 is an optional session designed for those new to IBC and / or new to export. Meet the IBC Board of Directors and IHA staff while learning about international essentials through a presentation led by industry veteran and former IBC board member Jeff Murphy of Wilton Industries. Market selection, export mechanics, distributions models, international pricing and INCO terms are a few of the topics to be covered. EXECUTIVE EDUCATION: Rethinking the 4 P’s Jonathan Knowles, CEO, Type 2 Consulting In today’s business-to-business environment, sticking to the traditional four P’s of marketing – product, price, place and promotion – has fostered narrow, product focused strategies. Those strategies lead marketing and sales teams to stress product attributes that are no longer differentiators but simply the cost of market entry. Jonathan Knowles, working in partnership with Thunderbird professor Rich Ettenson and using insights from the results of a five-year study of more than 500 managers and customers in multiple countries and across a wide range of B2B industries, has reframed the 4 Ps as SAVE: Solutions, Access, Value and Education. He will share how SAVE can help you...
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...Contents 1. Introduction 2. BSC in Kazakhstan a. Sat&Company JSC b. Eurasian Bank c. Alfa-bank SB JSC d. TetraPack 3. Conclusion 4. References The organizations mentioned by the creators of Balanced Scorecard are from the future - only because they have a system that allows to create actual numerical results from the strategic initiatives and to turn a strategy into action Philip H. Knight, CEO and founder of Nike Introduction Balanced Scorecard (BSC) is one of the current world's top-ten effective strategic performance management tools. BSC is a system of measuring the effectiveness of the entire company, based on a vision and strategy that reflects the most important aspects of the business. It supports strategic planning, implementation, and further adjustments to the strategy by combining the efforts of all departments. It was first introduced in 1990s and became a very popular worldwide. Despite this popularity, little is known about which organizations use Balanced Scorecard, what they use it for, and how useful it is in practice. BSC implementation in Kazakhstan is under a big concern of local top managers. In this report we are trying to answer the practical questions of BSC’s usage by Kazakhstani companies, its limitations as well as opportunities for its successful maintenance in Kazakhstan. Benefits and limitations of Balanced Scorecard Throughout the report we will pay attention to the BSC’s benefits and the opportunities...
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...Resolved that Canada should continue to mine asbestos if there continues to be an international demand for the product and it is an economically viable business for companies operating in Canada. INTRODUCTION Asbestos is a natural mineral and is strong enough to resist high temperatures and chemical reactions. Being a poor conductor, it insulates well against heat and electricity. When treated, asbestos crystals become long, flexible, silky fibers, so it can be made into a wide variety of forms. It can be spun into yarn, woven into cloth or braided into rope. Asbestos can also be added to materials as diverse as cotton and cement to provide more support and stability. Asbestos has been used in hundreds of applications and products over the past 4,500 years. The ancient Greeks wove it into oil lamp wicks, funeral shrouds and ceremonial tablecloths. During the 1800s, it insulated the hot engines, boilers and piping that powered the Industrial Revolution. Until the 1980s, asbestos was used in office buildings, public buildings and schools. A good insulator, it insulated hot water heating systems, and hence was put into walls and ceilings as insulation against fire and sound. It has also been generously used in transportation and electrical appliances, in combination with other materials. When people learnt that regular exposure to asbestos on the job involved health risks, they became more concerned about exposure to asbestos in offices and schools, and all asbestos products...
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... T I O N A L M O N E T A R Y M AY F U N D W o r l d E c o n o m i c a n d F in a n c i a l S u r v e y s Regional Economic Outlook Middle East and Central Asia •••••••••••••••••••••• 09 I N T E R N A T I O N A L M O N E T A R Y F MAY U N D ©2009 International Monetary Fund Cataloging-in-Publication Data Regional economic outlook : Middle East and Central Asia. – [Washington, D.C.] : International Monetary Fund, 2009. p. ; cm. – (World economic and financial surveys, 0258-7440) ISBN 978-1-58906-842-1 “MAY09.” Includes bibliographical references. 1. Economic forecasting – Middle East. 2. Economic forecasting – Asia, Central. 3. Middle East – Economic conditions. 4. Middle East – Economic conditions – Statistics. 5. Asia, Central – Economic conditions. 6. Asia, Central – Economic conditions – Statistics. I. International Monetary Fund. II. Series: World economic and financial surveys. HC415.15.R445 2009 Please send orders to: International Monetary Fund, Publication Services 700 19th St. N.W., Washington, D.C. 20431, U.S.A. Tel.: (202) 623-7430 Fax: (202) 623-7201 E-mail: publications@imf.org Internet: www.imfbookstore.org The views expressed in this publication are those of the contributors, and not necessarily of the IMF. The coordinating team from the Middle East and Central Asia Department comprised Adam Bennett, Aasim...
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...Failure Tolerance management style | 10 | 18 | Composition of Core competences | 10 | 19 | | Core competences | 10 | 20 | | Core product | 11 | 21 | | End product | 11 | 22 | | Core technology | 11 | 23 | | Nesting Innovation | 11 | 24 | | Core markets | 12 | 25 | A big Hidden Champion | 12 | 26 | Corporate growth strategy | 13 | 27 | | History of applying growth strategy | 13 | 28 | History of Innovation Creation | 14 | 29 | Innovations changed the company competitive in the industry or world market | 14 | 30 | Imitation, Improvement, Innovation (I3) | 14 | 31 | Position of the company in industry | 16 | 32 | Market share | 16-17 | 33 | VimpelCom performance in emerging markets | 17 | 34 | Open Innovation | 17-18 | 35 | | History of applying open innovation strategy | 17 | # | Subject | Page # | 36 | | Make your mark | 18 | 37 | Business Model | 19 | 38 | Value Chain | 19 | 39 | | Marketing | 19 | 40 | | Operating | 19 | 41 | | Sourcing | 19 | 42 | Innovators Dilemma | 20 | 43 | | Technology development | 20 | 44 | | The user research group center | 20 | 45 | Facing the Pitfalls | 20 |...
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