...Environment----------------------------------------------11 North America---------------------------------------------------------------------------12 Latin America---------------------------------------------------------------------------23 The Caribbean--------------------------------------------------------------------------27 Sub-Saharan Africa-------------------------------------------------------------------31 Southwest Asia and North Africa------------------------------------------------32 Europe------------------------------------------------------------------------------------34 The Russian Domain-----------------------------------------------------------------39 Central Asia-----------------------------------------------------------------------------42 East Asia---------------------------------------------------------------------------------45 South Asia-------------------------------------------------------------------------------47 Southeast Asia-------------------------------------------------------------------------50 Australia and Oceania---------------------------------------------------------------57 Conclusion------------------------------------------------------------------------------60 Bibliography----------------------------------------------------------------------------61 Introduction Diversity Amid Globalization Project is organized to describe and explain the major world regions of Asia, Europe, Africa, the Americas, and so on. The content is of world regional...
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...DIRECTION DE L'ENSEIGNEMENT RESSOURCES PEDAGOGIQUES 79-81 avenue de la République 75543 PARIS Cedex 11 Tél: 01 49 23 57 24 Fax : 01 49 23 57 41 E-mail : ccmp@ccip.fr Internet : www.ccmp.fr NESTLE - DANONE and the bottled water sector G1329(GB) Par Franck BRULHART & Tim WHITE Faculté des Sciences Economiques et de Gestion Marseille - EUROMED Université Aix-Marseille II Intégration CCMP : 2004 Licence d'utilisation accordée à : _Euromed Marseille Ecole de Management Pour ce produit, l'établissement acquéreur est autorisé à : • Diffuser le produit à l'ensemble du corps professoral de l'établissement dans le but d’utiliser ce produit pédagogique pour son enseignement. • Reproduire le produit sans limitation de quantité, ni de durée. S'il s'agit d'un document au format numérique, celui-ci peut être diffusé par tout moyen et support (intranets et extranets dûment autorisés par l'établissement acquéreur) à l'exclusion de sites web librement accessibles au public extérieur à l'établissement acquéreur L’établissement acquéreur du produit s'engage à : • ne pas communiquer ou céder tout ou partie du produit à un tiers n'enseignant pas dans l'établissement acquéreur • conserver une version originale intégrale et datée du produit telle qu'elle a été livrée par la CCMP lors de l'achat, • conserver le logo de la CCMP et le logo de l'établissement créateur ainsi que les logos ou marques des entreprises citées dans le produit, Cette étude de cas est un...
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...twenty eight member states as of March 2013), it needed more energy sources as energy plays an important role for economic development. Now the European Union is the largest importer of energy (oil and gas) in the world, and the second largest energy consumer. Therefore, member states of the EU need more secure access to energy resources. Beside the North-South and East-West energy corridors, Europe ingests the South-North corridor, connecting it with North Africa and the Middle East. In 2007 Oil and Gas Journal estimated stocks and supplies of oil at 114 billion barrel and natural gas at 13, 9 billion cubic meter. Almost one third of European imported oil comes either from the Middle East or from North-West Africa. Europe pipeline interests in the south are focused exclusively on natural gas. In 2006 Algeria delivered 16, 7% of Europe gas, and it’s considered to be the biggest third land delivers natural gas, including LNG (Liquefied Natural Gas), to Europe. Almost half of the supplies to Europe go to Spain and the rest to Italy and France. The other two important countries in the region producing Gas are Libya and Egypt, they hold together with Algeria a proven reserves of 4, 5% of the world reserves. These three lands can present a reliable long-term alternative to the Russian gas. Starting from 2020 Algeria for example can...
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...Contents page Executive summary 1. Introduction............................................................................. 2. Single European Market........................................................... 2.1 Single European Act 1986................................................... 2.2 Benefits and costs............................................................... 3. EU Policies................................................................................... 3.1 The free trade policy............................................................. 3.2 Global Market........................................................................ 3.2.1 NAFTA & MERCOSAR................................................. 3.2.2 APEC........................................................................... 3.2.3 EU Vs Global Markets................................................. 4. Corporate Social Responsibility....................................................... 4.1 CSR and BP- Olympics in London; 2012..................................... 4.2 BP vs. the Consumer.................................................................. 4.3 Russian takeover with sex parties............................................. 5. Environmental policies.................................................................... 5.1 Kyoto protocol and the EU........................................................ 5.2 The EU and the environment.......................................
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...Business Environment Rankings Which country is best to do business in? From The Economist Intelligence Unit www.eiu.com Business Environment Rankings Which country is best to do business in? F or all the talk about the potential of emerging markets, developed economies in North America, Western Europe and Asia remain the best places to do business, according to The Economist Intelligence Unit’s latest Business Environment Rankings (BER). Singapore looks set to remain the world’s most investor-friendly location in 2014-18, retaining its number-one spot from the 2009-13 period. Switzerland and Hong Kong also defend their second and third place position. The remainder of the top ten is dominated by North America, Scandinavia and other developed Asian economies. BER rankings Score 2009-13a Global ranking 2009-13 Score 2014-18b Global ranking 2014-18 Singapore 8.56 1 8.65 1 Switzerland 8.41 2 8.52 2 Hong Kong 8.34 3 8.39 3 Canada 8.15 7 8.30 4 Australia 8.18 5 8.29 5 Sweden 8.20 4 8.26 6 USA 8.02 8 8.25 7 New Zealand 7.99 11 8.18 8 Finland 8.16 6 8.18 9 Denmark 8.01 9 8.16 10 Norway 7.89 13 8.01 11 Germany 7.99 10 7.98 12 Chile 7.81 14 7.89 13 Taiwan 7.68 16 7.85 14 Ireland 7.30 20 7.79 15 Netherlands 7.94 12 7.78 ...
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...Characteristics 4 Market Size 4 Scope of Competitive Rivalry 5 Market Growth Rate 5 Numbers of Companies in the Industry 6 Customers 7 Degree of Vertical Integration 8 Easy of Entry/Exit 9 Technology/Innovation 9 Product Characteristics 10 Scale Economies 10 Experience Curve Effects 11 Capacity Utilization 11 Industry Profitability 11 III. Six Forces of Competition 11 Force 1: Buyer Bargaining Power 12 Force 2: The Threat of Substitutes 12 Force 3: Supplier Power 12 Force 4: Rivalry among Existing Firms 12 Force 5: The Threat of Entry 13 Force 6: Relative Power of Other Stakeholders 13 IV. Competitive Position of Major Companies and Competitor Analysis 14 Royal Dutch Shell 15 ExxonMobil 17 British Petroleum 19 Chevron 20 Total 22 ConocoPhillips 24 V. Key Success Factors 26 Oil Demand 26 Prices 26 Technological Advancements 27 Maintaining Partnerships 27 Industry Matrix 28 VI. Industry Prospects and Overall Attractiveness 28 Trends 28 Potential Threats 29 VII. Conclusion 29 References 31 I. Introduction and Background What is crude oil? Crude oil is a dark, sticky liquid which, scientifically speaking, is classified as a hydrocarbon. This means crude oil is a compound containing carbon and hydrogen, with or without non metallic elements such as oxygen and sulfur. Crude oil is highly flammable and can be burned to create energy. Along with its sister hydrocarbon, natural gas, derivatives...
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...PROSPERITY Biyash Chakraborty MBA- International Business Email: chakraborty.biyash93@gmail.com University of Petroleum and Energy Studies, Dehradun. (Uttarakhand), INDIA __________________________________________________________________________ Abstract India’s rapid economic growth has made it the second fastest growing energy market in the world. Its domestic and international strategies has produced foreign policy differences with the United States that will require careful management on both sides. India’s basic approach to energy diplomacy has been to develop its supply potential and neutralize its potential competitors, principally China. India’s strategic interest in Iran as its energy partner and then the Iraq crisis are having a negative consequence on its economic prosperity, placing it on crossroads with the US. There is a divide between US and EU about the wisdom and desirability of imposing harsh economic sanctions on Russia. In any such confrontation, EU stands to lose much more than the US, though it can be argued that Russia will be the worst loser. In future, Russia may try to find new potential market for its gas and that could be India. So it is important for India to take its stand on Ukraine crisis carefully without tarnishing its relation with USA. India’s long-term prosperity hinges to some degree on a conflict free neighborhood; that an economically integrated region is in India’s overall security interests. Keywords: oil crisis, energy diplomacy...
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...Hurmoz' in the Indian Ocean, blessed with hidden treasures and bordering two Islamic Republics, Afghanistan and Iran, has always been a centre piece for Regional Politics. The emergence of Gwadar Port as a vibrant regional economic hub has caused the regional and extra regional powers to develop strategic and infra structural development with Gwadar Port to reach the energy rich Central Asian Republics (CARs). Iran and Dubai Port World (UAE) have interests to keep Gwadar Port out of competition as it serves as a gateway to Strait of Hurmoz. Pakistan needs to be addressing all the concerns to make Gwadar as a regional energy corridor. Key Words: Strategic, Gwadar, Sea lines of communications, Caspian region, Indian ocean Geo Strategic Importance “If we see this whole region, it is like a funnel. The top of the funnel is this wide area of Central Asia and also China's western region. And this funnel gets narrowed on through Afghanistan and Pakistan and the end of this funnel is Gwadar port. So this funnel, futuristically, is the economic funnel of this whole region” (Former President of Pakistan Pervaz Musharraf, 2002: 22nd March). Geographical environment is considered as one of the important factors influencing the development of human society. The most critical element of the environment is the sea, which occupies almost three-quarters of the surface of earth....
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...Supervisory Committee: __________________________________________ Dr. Pek-Hooi Soh Senior Supervisor Assistant Professor __________________________________________ Dr. Aidan Vining Second Reader CNABS Professor of Business and Government Relations Date Approved: __________________________________________ i ABSTRACT Methanex is the world leader in methanol production and marketing. China is an important market; by 2014 it is forecasted to account for 50% of global demand. The purpose of this project is to determine whether Methanex should invest in methanol production in China. The project approach uses a multi-goal analysis focusing on three goals: (1) Consistent with Corporate Vision, (2) Sustainment of Existing Competitive Advantages, and (3) Profitability. Based on the analysis, the project concludes that Methanex should not produce methanol in China until coal to methanol technology is more profitable and environmentally feasible. The project also proposes a hybrid alternative that focuses on increasing market share and footprint in China, while continuing to monitor developments in coal technology. ii EXECUTIVE SUMMARY China is an increasingly important...
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...AMAZON.COM: GLOBAL STRATEGIC ANALYSIS IN INTERNET AND ONLINE INDUSTRY: THE FUTURE OF ONLINE SHOPPING COMPETITION SYSTEMS. 5/6/2015 Group Global Strategic Analysis Project for MGMT 471 Role of the Global Corporation Executive Summary Amazon.com, Inc. is an American electronic commerce company with headquarters in Seattle, Washington. It is the largest Internet-based retailer in the United States.[12] Amazon.com started as an online bookstore, but soon diversified, selling DVDs, Blue-rays, CDs, video downloads/streaming, MP3 downloads/streaming, software, video games, electronics, apparel, furniture, food, toys and jewelry. The company also produces consumer electronics—notably, Amazon Kindle e-book readers, Fire tablets, Fire TV and Fire Phone — and is a major provider of cloud computing services. Amazon also sells certain low-end products like USB cables under its in-house brand Amazon Basics. Amazon has separate retail websites for United States, United Kingdom & Ireland, France, Canada, Germany, The Netherlands, Italy, Spain, Australia, Brazil, Japan, China, India and Mexico. Amazon also offers international shipping to certain other countries for some of its products.[13] In 2011, it had professed an intention to launch its websites in Poland[14] and Sweden.[15] Names of All Group Members Awes Alrefae 8993 Yaman Naqawa 8282 Ahmad Alazmi 11608 Mohammed Alghoul Amazon.com: Global Strategic Analysis in internet and online industry: The Future of online...
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...R e se a rc h a n d Stat i s t i c s B r a n c h working paper 16/2009 Impact of the Global Economic and Financial Crisis over the Automotive Industry in Developing Countries UNITED NATIONS INDUSTRIAL DEVELOPMENT ORGANIZATION RESEARCH AND STATISTICS BRANCH WORKING PAPER 16/2009 Impact of the Global Economic and Financial Crisis over the Automotive Industry in Developing Countries Peter Wad Copenhagen Business School UNITED NATIONS INDUSTRIAL DEVELOPMENT ORGANIZATION Vienna, 2010 This paper was prepared by Peter Wad, UNIDO consultant and backstopped by Nobuya Haraguchi, UNIDO staff member, Research and Statistics Branch, Programme Coordination and Field Operations Division. Iguaraya Saavedra provided administrative support. The designations employed, descriptions and classifications of countries, and the presentation of the material in this report do not imply the expression of any opinion whatsoever on the part of the Secretariat of the United Nations Industrial Development Organization (UNIDO) concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries, or its economic system or degree of development. The views expressed in this paper do not necessarily reflect the views of the Secretariat of the UNIDO. The responsibility for opinions expressed rests solely with the authors, and publication does not constitute an endorsement by UNIDO. Although great care has...
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...9-610-056 REV: JUNE 21, 2010 SANDRA J. SUCHER ELENA CORSI Global Dive ersity a Inc and clusion at Roy Dutc Shel yal ch ll most o for tributions to th success of o company. S he our Shell’s I am m grateful to Linda Cook f her many important cont Liquefied N Natural Gas (L LNG) capacity h risen by ov 60% in the last five years, with more to come. has ver tch rmer CEO Jer roen van der V Veer.1 —Royal Dut Shell’s for Peter V Voser, CFO an soon-to-be CEO of the oil and gas c nd e company Roy Dutch She (hereafter Shell) yal ell realized th the “optic surrounding the comp hat cs” position of his just-announ s nced Executiv Committee (EC) ve e were not g good. It was May 27, 2009 and Voser w addressin 200 of She 9, was ng ell’s top mana agers in Berlin His n. all-white, male, Swiss, American, an British eig nd ght-person team was a sig gnificant depa arture from th of hat his predecessor, Jeroen van der V n Veer. Absent were the two female members: Linda Cook, a 25 year o a 5 veteran w who had lost the battle to become CE and whos track recor in growin the firm’s LNG o EO se rd ng business h had brought her wide rec cognition, an Roxanne D nd Decyk, forme erly Corporat Affairs dir te rector, who took on a new po osition as hea of governm ad ment relations in the Unite States. The were no D s ed ere Dutch members, strange for a firm headqu uartered in Th Hague and founded in 1907 through the alliance...
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...Motors, Inc. is an American company that designs, manufactures and sells electric cars and electric vehicle powertrain components. Named after the scientist Nikola Tesla, Tesla Motors ($TSLA) was founded in 2003. Exactly who founded Tesla Motors can be discussed, but it was probably by a group of intrepid Silicon Valley engineers Martin Eberhard, Marc Tarpenning, and Ian Wright. Their goal was to build an electric vehicle with the same performance as a Porsche and more environmental friendly than a Toyota Prius. The problem was that the founders didn't have the money needed to realize their idea, so they contacted Elon Musk, who decided to invest in the company. Elon Musk had earlier founded the companies Zip2, PayPal, and SpaceX. The difference between Elon Musk and the founders was that Elon Musk wanted Tesla Motors to become an improved General Motors with several car models, while the original founders wanted to design only a sports car. Elon Musk became interested in electric cars because he is well aware of peak oil. The idea behind peak oil is that oil is a finite resource we will run out of. Elon Musk believes the production of oil will begin to decrease after year 2020. As the production of oil decreases, the price of oil will increase and more people will buy electric cars SECTION II: Current Situation Tesla Motors headquarters is in Palo Alto, California. Its goal is to speed up this transition from gasoline cars to electric cars, thus their vision is "Create the...
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...Accident Rate mile (AARm)—Industry Recognized 0.36 0.39 0.44 Tonnes of CO2 per employee per year† 14 13 14 Safety and Environmental Performance Year ended December 31 †Continuing analysis of Schlumberger carbon dioxide emissions has shown that WesternGeco marine vessels and Integrated Project Management drilling rig operations are the two largest contributors to total company emissions. Schlumberger includes in its figures only those emissions from drilling rigs operated entirely under its control. Schlumberger is the world’s leading oilfield services company supplying technology, information solutions, and integrated project management that optimize reservoir performance for customers working in the oil and gas industry. The company employs approximately 108,000 people of over 140 nationalities working in approximately 80 countries. Schlumberger supplies a wide range of products and services, from seismic acquisition and processing; drill bits and drilling fluids; directional drilling and drilling services; formation evaluation and well testing to well cementing and stimulation; artificial lift and well completions; and consulting, software, and information management. In This Report Inside Front Cover Financial, Safety,...
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...equity securities by the issuer and affiliated purchasers Fees and charges payable by a holder of ADSs Fees and payments made by the Depositary to the issuer Called-up share capital Administration Annual general meeting Exhibits BP Annual Report and Form 20-F 2010 83 Directors and senior management 84 87 Directors and senior management Directors’ interests 89 Corporate governance 90 105 106 106 107 108 Board performance report Corporate governance practices Code of ethics Controls and procedures Principal accountants’ fees and services Memorandum and Articles of Association 141 Financial statements 142 Consolidated financial statements of the BP group 150 Notes on financial statements 228 Supplementary information on oil and natural gas (unaudited) PC1 Parent company financial statements of BP p.l.c. 111 Directors’ remuneration report 112 Part 1 Summary 114 Part 2 Executive directors’ remuneration 120 Part 3 Non-executive directors’ remuneration UNITED...
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