...ethical standards, conduct monetary management and financial sector supervision to maintain price stability and financial system robustness, support rapid broad based inclusive economic growth, employment generation and poverty eradication in Bangladesh. The mission is to formulate monetary and credit policies, manage currency issue and regulate payment system, manage foreign exchange reserves and regulate the foreign exchange market, regulate and supervise banks and financial institutions and advise the government on interactions and impacts of fiscal, monetary and other economic policies. Bangladesh Bank maintains an interest rate structure that provides fair return on financial assets, supports growth in the real sector and promotes development of markets in bond and securities. The central bank provides precise prudential regulatory, risk management and disclosure framework to protect solvency and liquidity of individual institutions and stability of the overall financial system, acting as lender of last resort if and when needed. The central bank maintains liquidity conditions and credit policies ensuring adequate credit flows at market driven flexible interest rates for all productive economic activities, including in sectors like agriculture, SME, and where markets have not been very responsive. Bangladesh Bank fosters macroeconomic stability through monetary and external sector management. The bank promotes and supports development of new financial products...
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... Savar Group name: Fireflies Group members: * Nafisa Anjum Era * Saidul Nahiyan Dip * Jerin Tasnim * Md. Jahidul Islam * Arefa Akhter prepared: 11th march 2012 The Business Business Name: Firefly cotton Business Structure: Partnership Business Location: Savar Date Established: 9th March, 2009 Business Owner(s) Name: * Nafisa Anjum Era * Saidul Nahiyan DIP * Jerin Tasnim * Md. Jahidul Islam Relevant Owner Experience: New in business. Products: Cotton The Market Target Market: Our target market is Bedding Store Owners and Mattress companies. They would buy our product because of our product quality. Market Strategy: Our local clients are getting benefit from our services greatly because they get foreign quality goods at very competitive rates and in some cases, less than the local market rates. In addition to that, they get more durable and better quality material compared to the material available in the local markets. Hence, our customers get foreign quality material at or below the local rates of the same. Our services to foreign suppliers have also been appreciated because of our skills. The future Vision Statement: As we are working with garments jhut, it will be a great environmental help. As because of capital shortage we cannot buy spinning machines. We want to expand our business to yarn production later on. Goals: We will finance an experimental section where we will experiment with garments jhut. Finally...
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...POWER AND ENERGY INDUSTRY IN INDIA 1. OVERVIEW OF INDIA’S POWER SECTOR 1.1 Background India's power market is the fifth largest in the world. The power sector is high on India's priority as it offers tremendous potential for investing companies based on the sheer size of the market and the returns available on investment capital. Contribution from different sources of power generation Gas based 10% Coal based Gas based Hydro Renewable Nuclear Diesel Source: Ministry of Power, Government of India Almost 55 per cent of this capacity is based on coal, about 10 per cent on gas, 26 per cent on hydro, approximately 5 per cent on renewable sources, about 3 per cent on nuclear and 1 per cent on diesel. In the past five years, there has been a much greater emphasis on transmission and distribution reforms. The government aims to provide "power to all" by 2012. To achieve that promise, it will have to add as much as 1,00,000 MW of generation capacity, cut AT&C losses substantially to below 20 per cent, rationalize tariffs and ensure that average revenue realization is greater than the cost of production. It will have to continue to push the process of reform and restructuring and ensure greater private participation, in every segment. In the past few years, there has been considerable growth in power plants based on renewable sources of energy. The Plant Load Factor (PLF) of generating plants has improved consistently over the last 10 years. The share of thermal power...
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... I/ BENIN – COUNTRY CONTEXT AND PROSPECTS 1. Country overview Benin (French: Bénin, formerly Dahomey), officially the Republic of Benin (French: République du Bénin), is a country in West Africa. Situated in the Gulf of Guinea, it is bordered by Togo to the west, by Nigeria to the east and by Burkina Faso and Niger to the north. A majority of the population live on its small southern coastline on the Bight of Benin. The capital of Benin is Porto-Novo, but the seat of government is in Cotonou, the country's largest city. Benin covers an area of approximately 110,000 square kilometers (42,000 sq mi), with a population of approximately 9.1 million. Benin is a tropical, sub-Saharan nation, highly dependent on agriculture, with substantial employment and income arising from subsistence farming. The official language of Benin is French. However, indigenous languages such as Fon and Yoruba are commonly spoken. The largest religious group in Benin is Roman Catholicism, followed closely by Islam, Vodun and Protestantism. Benin is a member of the United Nations, the African Union, the Organisation of Islamic Cooperation, South Atlantic...
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...Working document Bucharest Forum Energy The Black Sea Energy Regatta Sustained Growth via Integrated Energy Policy (Working title) May 23-24, 2013 Ziua I – Joi 23 Mai Ceremonia oficiala de deschidere Sesiunea I: Rationamentul din spatele Agenderi Energetice la Marea Neagra – sesiune plenara SESSION I: The Rationale for a Black Sea Energy Agenda - Plenary session Triunghiul ingust dintre Adriatica, Marea Caspica si Marea Neagra este din multe puncte de vedere cheia catre viitorul comertului si securitatii economice pentru Europa in ceea ce pirveste Sud Est. Pentru Bucharest Forum, aceasta regiune, precum si legatura pe care o creaza intre Europa, Asia Centrala si Levant este un adevarat centru de atentie. Conform acestei logici, Marea Neagra este pivotul economic si politic ce modeleaza dinamismul triunghiului format din cele trei mari. Pornind de la probleme de securitate de baza pana la relatiile Est- Vest si competie vs. cooperare in domeniul economic, toate asemenea tipuri de provocari converg in aceasta zona. Cand vne vorba de eneregie, din nou, Marea Neagra este un portal, un furnizor de solutii dar si o sursa de neintelegere si competitie. Fiind aproximativ o mare inchisa, este faimoasa pentru furtunile puternice ce strabat (in special pe parcursul iernii)ce apar rapid si apparent de nicaieri. Navigabilitatea Marii Negre este scopul acestui panel de deschidere al BF Energy. Vom ridica intrebari legate de viitorul exploatarii energetic, comert...
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...international markets – products are sold across borders; the resources used in production can come from anywhere in the world; communication is instantaneous; and financial markets are inextricably linked, as the events of 2008 demonstrate. Individual businesses operate across borders in a variety of ways – they can do this directly, through the formation of strategic alliances or through merger and takeover. It is clear then that businesses need to be aware of the global context of their markets. Having read this chapter you should be able to: G G G G Learning outcomes understand the difference between globalisation and internationalisation outline the main elements of globalisation illustrate the role of the multinational enterprise introduce the implications of globalisation for business Key terms Capital market flows Consortium Cross-subsidisation Customs union Emerging economies Foreign direct investment (FDI) Franchising Free trade area Globalisation Hyperglobalisation Internationalisation International trade Joint venture Licensing Multinational enterprise (MNE) Regionalism Regional trade agreements (RTAs) Strategic alliance Transfer pricing Transformationalism Globalisation versus internationalisation 39 Introduction Businesses operate in a global context: even if they do not trade directly with other countries, they might be affected by a domestic shortage of skilled labour or may be subject to developments on the global financial markets. There...
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... Estimates suggest some 30 million Bangladeshi directly depend on oceanic economic activities like fisheries and commercial transportation. Coastal and Island developing countries have remained at the forefront of this Blue Economy advocacy, recognizing that the oceans have a major role to play in humanity's future. We consider Blue Economy in the context of sustainable development and poverty eradication as one of the important tools available for achieving sustainable development. We emphasize that it should contribute to eradicating poverty as well as sustained economic growth, enhancing social inclusion, improving human welfare and creating opportunities for employment and decent work for all while maintaining the healthy functioning of the earth's ecosystem (Para 56, The future we want, UNCSD 2012). Blue Economy conceptualizes oceans as 'Development Spaces' Where spatial planning integrates conservation, sustainable use, oil and mineral wealth extraction, bioprospecting, sustainable energy production and marine transport. Bangladesh's economy is sea borne to a good extent and with $130 billion GDP the country's economy stands the 44th. Sovereign rights have been established on more than 118,000 sq km of maritime territory, 200 nautical miles (NM) of exclusive economic zone, and 354 NM of continental shelf after positive verdicts ...
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...Final Draft PERSPECTIVE PLAN OF BANGLADESH 2010-2021 ____________________________ MAKING VISION 2021 A REALITY General Economics Division Planning Commission Government of the People’s Republic of Bangladesh April 2012 Contents ABBREVIATIONS ...............................................................................................................................v PREAMBLE of the Perspective Plan (2010-2021) ............................................................................ 1 I. ............................................................................................................... Context of the Perspective Plan .................................................................................................................................................................. 1 II. .......................................................................................... Current state and Development Perspective .................................................................................................................................................................. 1 EXECUTIVE SUMMARY .................................................................................................................... 2 CHAPTER 1: VISION FOR A PROSPEROUS FUTURE........................................................................ 10 1.1 The Vision ..........................................................................................................
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...The Economic Impact of Opening the Armenian-Turkish Border Mher Baghramyan Armenian International Policy Research Group Armenia Norwegian Institute of International Affairs (NUPI) Regional CompetenceBuilding for Think-Tanks in the South Caucasus and Central Asia 2012[2009] Mher Baghramyan Email: MherBaghramyan@gmail.com The Economic Impact of Opening the Armenian-Turkish Border Abstract: This research attempts to analyze and evaluate the possible economic impact of opening the Armenian-Turkish border. Results obtained by analyzing currently existing trade flows are combined with opinions and estimates gained during interviews with experts, businessmen, and government officials, as well as from mass-media and professional publications. Different sectors of the economy such as energy, tourism, transportation and agriculture are considered. Sectors of the Armenian economy that might have competitive advantage or disadvantage after the border is opened are also identified. Policy makers should pay special attention to those sectors that are expected to be most affected, while measures must also be developed to protect vulnerable sectors. In order to maximize the expected benefits of the border opening, the government should also facilitate improvements in the overall competitiveness of Armenian companies by investing in infrastructure in the border regions, such as railways, roads, warehouses and providing transparent, fair and effective public services, in particular...
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...AUGUST 2011 REGIONAL PLAN FOR SYDNEY Regional Development Australia-Sydney brings together people and information to promote collaborative decision making for the sustainable and just economic development of Sydney, with a focus on employment growth. REGIONAL PLAN FOR SYDNEY © Regional Development Australia-Sydney Inc. This work is copyright. The Copyright Act 1968 permits fair dealing for study, research, news reporting, criticism or review. Selected passages, tables or diagrams may be reproduced for such purposes provided acknowledgement of the source(s) is included. Permission for any more extensive reproduction must be obtained from Regional Development Australia-Sydney Inc. While every reasonable effort has been made to ensure that the data and other content in this document is correct at the time of printing, Regional Development Australia-Sydney Inc. its committee and employees, disclaim any and all liability to any person in respect of anything or the consequences of anything done or omitted to be done in reliance or upon the whole or any part of this document. The Regional Plan includes inputs from stakeholder consultations and draws information from 87 other existing plans and reports published by the Australian, NSW & Local Governments and other key agencies. It does not represent the ‘only’ information on Sydney however it provides a unique ‘overview’ of the entire Sydney Region. RDA-Sydney cannot guarantee the currency of the statistical data; therefore...
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...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 McKinsey & Company directors Richard Dobbs and James Manyika. Yougang Chen, Michael Chui, Susan Lund, and Jaana Remes serve as MGI principals. 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 and management experts. In addition, leading economists, including Nobel laureates, act as research advisers. The partners of McKinsey & Company fund MGI’s research; it is not commissioned by any business, government, or other institution. For further information about MGI and to download reports,...
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...further aggravated the problem that Indian entrepreneurs didn’t have enough knowledge and experience in developing power projects. To worsen the scenario, the SEBs and other Government Agencies became financially weak to propel any future expansion or growth in the sector. Electricity Act, 2003 was a major step in solving the above underlying problems of the power sector. A whole new system was evolved where private players were invited to be an active participant. The system demanded financial, political and other infrastructural growth—with major requirement in roads and communication. Some of the bold steps taken in the Act were moving generation and distribution out of ‘License Raj’ regime, opening access to national grid and demolishing the ‘Single Buyer’ model. The failure of the huge federal structure and the changing global scenario have forced Government to think of ways to revive this fundamental infrastructure sector. Two of the avenues that government can count on for future growth of this sector is “Midgets or Small Power Plants” and “CDM—Clean Development Mechanism”. India and Infrastructure With traditional government controlled vertically integrated monopoly giving way for new multi-player market-driven scenario, the opportunity in power sector attracted entrepreneurs into the sector. The ever-growing demand gap asked for addition of 1000 MW generation capacity per year. These forces coupled gave rise to different strategies that were new to the sector. One of the...
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...2 To gain a merit you will need to compare the factors which influenced the development of the internal structures and functional activities of these organisations. Why do they have different structures? How does the structure relate to the particular sector (private/public/voluntary or charity) that the organisation is in? You may want to evaluate how effective the organisational structure is (does it work well or could it be improved?). If the organisations do not already provide organisational charts themselves you could construct one of your own from research about the organisation on its website and in documents. Perhaps you could write to the organisation asking them for a copy of an organisational chart. 1 .4 Impact of external factors in the business environment on organisations There is a simple rhyme which goes: Environment to each must be All there is that isn’t me. You can see therefore that the business environment consists of all those things outside the business. The business needs to keep a watchful eye on the...
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...to draw out the underlying methods through which China has achieved considerable success in power sector reforms. There are four ways in which China went ahead of India and which can be replicated in India. These are the way in which the power monolith was broken down in such a way that there was coordination among various bodies concerned, the way in which various projects were financed and approved through BOT, the way in which China has been emphasizing on production and conservation of power efficiently through market based incentives and the way in which it has been sensitive towards environmental issues by research and adoption of clean, less polluting technologies. The authors feel that these are the significant learnings, which one can take home and apply in India. Introduction The East Asian region including China and India is projected to experience stronger growth in electricity consumption than any other region of the world. Total electricity consumption is projected to grow by more than 3 trillion-kilowatt hours between 1995 and 2015, a growth rate above 5 percent per year, with China alone accounting for more than half the growth. The...
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... shower curtains, hospital bed sheets, thermal blankets, bedspreads, draw sheets, upholstery, handkerchiefs, aprons, place mats, pot holders, gloves, and beach throws. These are manufactured using dobby looms, jacquard looms, and shuttle looms, which allow for state of the art floral motifs, subtle shadows, and colour gradients. KARACHI: The textile sector enjoys a pivotal position in the exports of Pakistan. The contribution of this industry to total gross domestic product (GDP) is 8.5%. It provides employment to about 15 million people, 30% of the country’s workforce of about 49 million. The annual volume of total world textile trade is $18 trillion which is growing at 2.5%. But Pakistan’s share is less than one per cent. The past few years, however, have probably been the worst ever for the textile sector in Pakistan. Some of it is obviously not their fault, but some of it is. For example the power crisis, the security situation and the lack of access to global markets has certainly had an effect on the ability of the industry to compete. However, a lot of it is definitely the fault of the textile industry...
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