...TRANSPORT INFRASTRUCTURE IN BRAZIL AND THE CONSEQUENCES OF DEVELOPMENT FAILURE 5335 Wisconsin Ave NW Suite 440 Washington, DC 20015 tel 202.274.1830 fax 202.274.1831 James Gregoire Copyright © February 2011 www.nexusinfrastructure.com Transport Infrastructure In Brazil and the Consequences of Development Failure CONTENTS ABSTRACT .........................................................................................................................................................1 I. INTRODUCTION .......................................................................................................................................1 A. Airports ................................................................................................................................................4 B. Roadways .............................................................................................................................................5 C. Rail ..........................................................................................................................................................7 D. Ports ......................................................................................................................................................8 E. Summary .............................................................................................................................................9 III. SPECIAL FACTORS ..................................
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...Shell´s Environmental Responsibility in Vila Carioca, Sao Paulo, Brazil [1] by Jose Antonio Puppim de Oliveira Associate Professor Brazilian School of Public and Business Administration - EBAPE Getulio Vargas Foundation - FGV Praia de Botafogo 190, room 507 CEP: 22250-900, Rio de Janeiro - RJ, Brazil phone: (55-21) 2559-5737 fax: (55-21) 2559-5710 e-mail: puppim@fgv.br Introduction: Shell defines its aim as “to meet the energy needs of society, in ways that are economically, socially and environmentally viable, now and in the future.”[2] Shell was one of the pioneers in the movement for Corporate Social Responsibility. The company says it is committed to sustainable development and human rights: “Our core values of honesty, integrity and respect for people define how we work. These values have been embodied for more than 25 years in our Business Principles, which since 1997 have included a commitment to support human rights and to contribute to sustainable development.”[3] The case in Vila Carioca (São Paulo City) below illustrates a tough decision the company must make in order to keep its commitments, especially when the company’s past actions occurred in a different institutional and regulatory environment. Vila Carioca is a neighborhood in the southern part of São Paulo, the largest city in South America.[4] Greenpeace and the Union of Workers in the Mining and Petroleum Sector (Sinpetrol) alleged in the 1990s that the region had its...
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...WHAT ARE THE ISSUES OF WORLDWIDE EVENTS ON A COUNTRY ? The exemple of Brazil with the World Cup and the Olympic Games Globalization Seminar – September 2014 GROUPE 36 - PARIS Maxime BEURRIER, Lauriane CORBIN, Aurore GUILLON, Yuan GUO, Benjamin FERRE It is used to say that "the surfer is wonderful when he is standing up on his board". Brazil is one of these surfers since the early 90s. Expected to become a major world power, the country has moreover the opportunity to shine in front of the world by organizing successively world wild events in less than five years. It had never been given to a country the opportunity to receive such big events, especially in such a short period: the World Youth Day (WYD), the Confederations Cup, the Football World Cup in 2014 and finally the Olympic Games in 2016. After China, who organizes Beijing Olympics games in 2008, Brazil is now pursuing his prodigious road on the top of the wave. The organisation of these worldwide events is a great opportunity to consolidate its influence in the world but also the risk of eventually falling off from his surfing-board, into the water. After the competition among several countries in order to obtain the right to host these events, each slightest actions of the winner are scrutinized by the whole world. Today, the occurrence of events involving all the nations of the world highlights the globalization characteristics. Indeed, for one summer, many countries meet around a single place, a single goal,...
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...GRE-EN-ERGY The Journey to Sustainability. [pic] By Vijeta Kavethkar Green energy is the need of the hour to sustain our energy requirements. Green energy includes natural energetic processes that can be harnessed with little pollution. Anaerobic digestion, geothermal power, wind power, small-scale hydropower, solar energy, biomass power, tidal power, wave power, and some forms of nuclear power (ones which are able to "burn" nuclear waste through a process known as nuclear transmutation, such as an Integral Fast Reactor, and therefore belong in the "Green Energy" category). Some definitions may also include power derived from the incineration of waste. In this report we have discussed on various dimension of non renewable energy resources and its impact on our environment. It is aptly said that “The Earth has enough to satisfy the Need but not the Greed of the Humans” We have gone beyond boundaries, now if we look back the results of our greed is appalling for us. The below sections show the various examples of non renewable energy sector- Electricity Sector in India The electricity sector in India had an installed capacity of 250.256 was of end July 2014. Out of which considerable amount, approx. 69.12% (172.986 GW), is generated from non-renewable energy source. India became the world's third largest producer of electricity in the year 2013 with 4.8% global share in electricity generation surpassing Japan and Russia. On 31st May 2014, in India, there was installation...
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...Transmittal Letter December 4, 2010 Tumi Luggage in Brazil: A Feasibility Study Tumi Luggage is a very popular , high end, luxurious product. With its success in the US, in some parts of Europe and Asia, it is with best interest to research the feasibility in expanding its operations i nto the beautiful and lucrative country of Brazil. Feasibility and Marketing Plan: Tumi Luggage in Brazil Dr. Judy Strauss Associate Professor of Marketing University of Nevada, Reno Reno, Nevada 89557 Dear Dr. Strauss: We are pleased to present you with Bulletproof’s Feasibility and Marketing Plan for Tumi Luggage in the beautiful and lucrative country of Brazil. This plan will assist you in gaining valuable insight into the opportunity available for Tumi Luggage in Brazil. This plan is the result of an extensive research utilizing both primary and secondary findings. The suggestions proposed are carefully correlated with the market opportunities that are currently present in Brazil. The plan has been constructed in three different sections: (1) analysis of the potential market in Brazil, (2) the technical, financial and organizational elements that should be considered when entering the Brazilian market and (3) a marketing plan, if implemented, could create an overall increase in brand recognition, Tumi’s profitability and overall global market share. It is with confidence that the recommendations contained in this plan will cultivate excellent opportunities for Tumi Luggage, and...
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...APRIL 2007 Doing Business in Brazil ERNST & YOUNG DOING BUSINESS IN BRAZIL CONTENT SUMMARY B7 - Essential Industries .................................................. 13 B8 - Energy and Natural Resources ............................. 13 A B9 - Foreign Trade ............................................................... 13 Trade Balance ............................................................... 13 Exports and Imports ..................................................... 13 Trading Partners ........................................................... 14 A1 - Regulatory Constraints and Relief ........................ 6 Regional and International Trading Associations ........ 14 Exchange Background ................................................... 6 Exchange Controls ........................................................ 6 Foreign Ownership of Business .................................... 6 Foreign Ownership of Real State .................................. 6 A2 - Government Attitude and Incentives ................... 7 C Government Attitude to Foreign Investment ................. 7 Foreign Investment Government Financial Incentives .................................. 7 A3 - Tax System ..................................................................... 7 C1 - Exchange Controls .................................................... 14 Remittance of Dividends and Profits ........................... 14 Corporate Income Tax...
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...Capilano University IBUS 321 Jorge Oceguera Research Report November 19, 2011 Gustavo Portilho 100039316 Table of Contents Executive Summary 3 Rio 2016 4 Transportation 6 Accommodation/Hospitality 7 Environmental Concern 9 Safety 10 Economic Projections 12 Predictions 14 Additional Sources 16 APPENDIX A 17 Executive Summary This paper has attempted to uncover some facts regarding the upcoming Rio de Janeiro Olympics Games and explain how the city is preparing to host the event. This report explores and predicts the preparation and the impacts of 2016 Summer Games in Rio de Janeiro city. The Brazilian Government expects to boost the economy with increased tourism and create a large number of jobs prior to and during the Games. The exposure of Rio will improve the global awareness of the city and create new opportunities. This report will uncover and highlight the city’s preparation including transportation, accommodation, environmental concerns, safety and economic projections. The paper is concluded with the student predictions towards the Rio hosting the event. Overall the report revels how the Games will provide an opportunity for the city to improve infrastructure and build new world-class venues which be put to use for a long period of time after the Games. The city expects these improvements to stimulate the economy and its sustainable growth providing enough financial gains to compensate for the cost...
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...19 Make-To-Order Automobiles 1 at GM’s Gravataí Plant Introduction In December 2007, seven years after the launching of the Chevrolet Celta, Roberto Tinoco, the plant director, proudly recalled the inauguration of the Gravataí plant in mid-July 2000, an event that caught the eye of professionals and academia both in Brazil and abroad. The core notion was: to sell cars made-to-order for final consumers. The project, known internally by the handle “blue macaw,” was considered to be a true landmark for the world’s automotive industry. The Gravataí plant brought about a true revolution in how cars were made, from its concept to the direct-sale model, through its production management system. The lessons learned during the experiment were relevant because they contributed to the establishment of a new production model, helping put the world’s automotive industry on a new path. The plant was working at full capacity especially during the first years, and the production during this period is shown in the table below. The extraordinary increase in production in the last seven years is evident. The idea was to deliver a car assembled as per the consumer’s own specifications in the shortest possible time, at a cost lower than that of the traditional make-to-stock mass-production system. Year Production 2000 2001 2002 2003 2004 2005 2006 2007 24,007 91,407 109,916 115,304 136,114 135,097 140,994 192,272 The Background...
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...away. Recently the GDP numbers show their industrial output lingering around recession numbers. It is also predicted that the Brazilian economy will grow less than the U.S. economy this year (Rapoza). Brazil was originally able to secure its spot in the fastest growing nations in the mid to late nineties by bold privatization and economic liberalization policies by then president Fernando Henrique Cardoso. Cardoso’s successor, “Lula” da Silva continued the reforms once Cardoso left office in 2001. Between the terms of Silva and his hand-picked successor and current president, Dilma Rousseff, government spending became excessive and their government controlled pension system now needs to be reformed(Llosa). One of the main economic issues is the push for protectionism must be limited by President Rousseff. She knows it is an...
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...19 Make-To-Order Automobiles at GM’s Gravataí Plant 1 Introduction In December 2007, seven years after the launching of the Chevrolet Celta, Roberto Tinoco, the plant director, proudly recalled the inauguration of the Gravataí plant in mid-July 2000, an event that caught the eye of professionals and academia both in Brazil and abroad. The core notion was: to sell cars made-to-order for final consumers. The project, known internally by the handle “blue macaw,” was considered to be a true landmark for the world’s automotive industry. The Gravataí plant brought about a true revolution in how cars were made, from its concept to the direct-sale model, through its production management system. The lessons learned during the experiment were relevant because they contributed to the establishment of a new production model, helping put the world’s automotive industry on a new path. The plant was working at full capacity especially during the first years, and the production during this period is shown in the table below. The extraordinary increase in production in the last seven years is evident. The idea was to deliver a car assembled as per the consumer’s own specifications in the shortest possible time, at a cost lower than that of the traditional make-to-stock mass-production system. Year 2000 2001 2002 2003 2004 2005 2006 2007 Production 24,007 91,407 109,916 115,304 136,114 135,097 140,994 192,272 The Background of the Brazilian Automotive Industry In the ’90s...
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...FT SPECIAL REPORT New Trade Routes Brazil Wednesday December 3 2014 www.ft.com/reports | @ftreports Struggling with the transition The end of the commodity supercycle is bringing challenges, reports Joe Leahy Inside Mercosur fails to open doors The country’s approach to trade policy could see it left behind Page 2 E arly in October, an event took place that showed that foreign investor interest in Brazil remains resilient, even as the economy has slowed in recent years. BMW, the German carmaker, opened its factory in the southern state of Santa Catarina to begin producing its Series 3 sedan in an investment that is projected to cost R$600m ($240m) and generate 1,300 jobs. “Whether or not to export will depend on the economy and the speed with which we manage to nationalise production of our cars,” Arturo Piñeiro, president of the carmaker in Brazil, said at the opening ceremony. BMW is not the only company investing in an economy that is undergoing a deep shift in trade flows with the end of the commodity supercycle and the slowdown in China. In the 10 months to the end of October, Brazil attracted $52bn of foreign direct investment inflows, putting it on track to reach about $60bn by the end of 2014, roughly in line with previous years. “This will be another positive year,” says Alexandre Petry, executive manager of investments at Apex-Brasil, the export promotion agency of Brazil. “The principal driver for investors is our market: 200m people with a lower...
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...1.0 Introduction to Brazil Tourism Industry In Brazil, tourism is a key to the economy development of several regions of the country. This statement was further supported by Slob B. & Wilde J. (2006), in their published journal entitled ‘Tourism and Sustainability in Brazil’, regardless of anywhere in the world, tourism, indeed; is the fastest growing industry and it contributes the world economy with a gross output of over US$7 trillion, employing 11% of globe’s workforce, forming 11.5% of global GDP. While in Brazil, White (2006) found that the industry contributes 3.2% of the total country revenue in year 2005. According to World Tourism Organization (WTO), due to the devaluation of American Dollar against the Brazilian Real has made a favorable trend in International tourist arrival to Brazil to grow dramatically in 2007 and in early 2008. In spite of this, statistic in Table 1 shows that revenue had risen from USD 4.3 billion in 2006 to USD 5.7 billion in 2008. Table 1 Brazil International Tourism Arrivals 1995-2011 Year | International tourist arrivals (x1000) | Annual growth (%) | Total revenue (millions USD) | Annual growth (%) | 1995 | 1,991 | - | 972 | - | 2000 | 5,313 | - | 1,810 | - | 2003 | 4,133 | - | 2,479 | - | 2004 | 4,794 | 16.0 | 3,222 | 30.0 | 2005 | 5,358 | 11.8 | 3,861 | 19.8 | 2006 | 5,019 | -6.3 | 4,316 | 1.1 | 2007 | 5,025 | 0.1 | 4,953 | 14.8 | 2008 | 5,050 | 0.5 | 5,780 | 16.7 | 2009 | 4,802 | -4.9 | 5,305 | -8...
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...Public Disclosure Authorized 62696 Public Disclosure Authorized CITIES AND CLIMATE CHANGE Responding to an Urgent Agenda Daniel Hoornweg, Mila Freire, Marcus J. Lee, Perinaz Bhada-Tata, and Belinda Yuen, editors blic Disclosure Authorized Public Disclosure Authorized CITIES AND CLIMATE CHANGE The Urban Development Series discusses the challenge of urbanization and what it will mean for developing countries in the decades ahead. The series delves substantively into the core issues framed by the World Bank’s 2009 Urban Strategy, Systems of Cities: Harnessing Urbanization for Growth and Poverty Alleviation. Across the five domains of the Urban Strategy, the series provides a focal point for publications that seek to foster a better understanding of the core elements of the city system, pro-poor policies, city economies, urban land and housing markets, urban environments, and other issues germane to the agenda of sustainable urban development. Cities and Climate Change: Responding to an Urgent Agenda is the first title in the Urban Development Series. CITIES AND CLIMATE CHANGE Responding to an Urgent Agenda Daniel Hoornweg, Mila Freire, Marcus J. Lee, Perinaz Bhada-Tata, and Belinda Yuen, editors Washington, D.C. © 2011 The International Bank for Reconstruction and Development / The World Bank 1818 H Street NW Washington DC 20433 Telephone: 202-473-1000 Internet: www.worldbank.org All rights reserved 1 2 3 4 14 13 12 11 This volume is a product...
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...A BRAZILIAN MARKETING STRATEGY FOR SKINCARE PRODUCTS International Marketing 2010-2011 1 Content 1. Introduction........................................................................................................................ 4 1.1 1.2 1.3 2. International Marketing .............................................................................................. 4 Company description ................................................................................................... 5 Goal of the study ......................................................................................................... 5 General cultural concepts .................................................................................................. 7 2.1 2.2 2.3 History.......................................................................................................................... 7 Geography and environment ...................................................................................... 7 Demography ................................................................................................................ 8 Basic facts ............................................................................................................. 8 Population density.............................................................................................. 10 Brazilian ethnicity .................................................................................................
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...The Peanutty Food & Co. Supply Chain1 Company Background Peanutty Food & Co., a small Brazilian food sector company, has shown significant growth rates in the volume of its operations, obtained through a consistent and committed performance aligned with the needs of its customers. Their activities are based on businessto-business (B2B) relationships, supplying food ingredients to a few large customers. Peanutty’s business is concentrated in the processing and delivery of ingredients made from peanuts (mainly) and other nuts (secondarily). In this sense, the company has two strategic focuses: • First, as a manufacturer of ingredients for the food industry, which includes the processing (selection, roasting, granulation, finishing, and preparation) of nuts purchased directly from producers. The outputs (roasted peanuts in parts, peanut fudge, crispy peanuts, and flour, among others) are provided as inputs for food manufacturers. This activity is responsible for 65 percent of their total US$2 million annual revenue. • Second, as a service provider: This includes the preparation of food items for large companies in the sector, such as fruit fillings, coated nuts, marshmallow syrup, dry mixes, and other components, using inputs provided by various food manufacturers. Such activity requires the purchase of packaging, labels, and other supplementary materials from third parties, as well as the management of the suppliers’ quality and the logistics flow. Peanutty’s Supply Chain Peanutty’s...
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