...American country of Venezuela. The paper’s three main topics include Venezuela’s economy and resources, which both revolve primarily around the petroleum industry, Venezuela’s political relations with Russia and China, and finally US national security and trade interests in Venezuela. 2. Nearly two times the size of the state of California according to the CIA World Fact Book, Venezuela is situated on the northern tip of South America. Venezuela’s available natural resources are abundant, and, according to Heather D. Heckle, in her article for the Encyclopedia Britannica, include some of the world’s largest natural gas deposits, iron ore, vast coal reserves, gold, diamonds,...
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...SUBMITTED TO THE SCHOOL OF BUSINESS IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTERS OF SCIENCE IN BUSINESS MANAGEMENT & INTERNATIONAL RELATIONS J. Sebastian Smith The Bahamas October 2011 Title Strategic Implications from the People’s Republic of China’s Influence in the Americas: Potential Consequences facing the United States, Brazil &Venezuela Abstract This research seeks to examine the strategic implications facing the United States of America’s due to its benign interest in the Caribbean and Latin America (Americas) given the People’s Republic of China (China) increasing economic interest in the region. It is intended to first define the current security environment of the Americas and the relations between Brazil and Venezuela with that of the United States of America (United States) and China. Thereafter, China’s economic and domestic agenda in the Americas will be examined with hypotheses of the emerging global power potential growth success, challenges or possible collapse in her foreign policy. The likely consequences facing Brazil, Venezuela and the United States will also be examined. The assessment will be done across a continuum of China’s realized economic growth, development of hostile relations due to competition for scarce energy sources or possible collapse due to the country’s internal problems. Finally, the research seeks to encourage proactive thinking by the United States on China’s increasing political and...
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...Economy of Venezuela Contents *Executive Summary 2 1 Venezuela Profiles 3 1.1 Geography 3 1.2 Population 4 1.3 Political System 4 1.4 Economic System 4 1.5 Market Spotlight 5 1.6 Trade Agreements 6 2 Doing business in Venezuela (Compare with China) 6 2.1 Starting a business 7 2.2 Dealing with construction permits 8 2.3 Employing workers 8 2.4 Registering property 9 2.5 Getting credit 9 2.6 Protecting investors 10 2.7 Paying taxes 11 2.8 Trading across borders 12 2.9 Enforcing contracts 12 2.10 Closing a business 13 2.11 The ranks trend of 10 Factors from 2007 to 2010 in Venezuela 13 2.12 The ranks trend of 10 Factors from 2007 to 2010 in China 14 3 Global Competitiveness Index 15 3.1 The comparison (Score) of GCI with Venezuela and China in 2010 16 3.2 The comparison (Rank) of GCI with Venezuela and China in 2010 16 3.3 The trend of GCI (Rank) 2 countries from 2002 to 2010 17 3.4 The trend of GCI (Score) 2 countries from 2005 to 2010 18 4 Conclusion 18 4.1 Market Challenges in Venezuela 18 4.2 Market Opportunities in Venezuela 19 4.3 Experience from China 19 4.4 Recommendation of Strategy 20 4.5 Venezuela Economy: Impact of Nationalization 20 *Executive Summary My selected country Venezuela is the worst rank, in order to evaluate the business environment, first, I do some research for Venezuela profiles, which include basic information...
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...Foreign 99 Chapter III Direct investment by China in Latin America and the Caribbean A. Introduction Since 2008, China has become one of the world’s largest sources of direct investment. These flows first reached significant levels in Latin America in 2010, when it is estimated they surpassed US$ 15 billion. Chinese companies have in fact burst on the scene in the region so recently that several of the biggest projects were still being finalized in early 2011, or had only just been put into operation. Most investments have been made in natural resource extraction, but over the medium term this is expected to diversify into other sectors such as manufacturing and infrastructure construction. Paradoxically, there is a lack of data on this extremely important phenomenon, which poses a constant problem for policymakers and analysts studying Chinese foreign direct investment (FDI). Appraisals of the possible opportunities and challenges presented by this increased investment flow therefore tend to lack supporting empirical evidence. The aim of this chapter is to make some progress on this issue, at least as far as investment in the region is concerned. A variety of sources have been consulted, including investment announcements in the media and interviews with Chinese company managers and Latin American and Caribbean government authorities. Despite the evident limitations of this kind of material in terms of data quality and reliability, this course of action does provide...
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...Center survey released earlier this year found that in 23 of 39 countries surveyed, a majority of respondents said China is already, or will soon become, the “world’s leading superpower.” Connect With Us on Twitter For Op-Ed, follow @nytopinion and to hear from the editorial page editor, Andrew Rosenthal, follow @andyrNYT. Even in America, just 47 percent told Pew they believe the United States will remain in that role, and the survey was conducted before Washington’s recent shutdown hardened opinions about America’s political dysfunction. But although China’s economic influence is growing — it is now the lead trade partner for 124 countries, compared to just 76 for the United States — its power to influence other nations is slight. It has achieved little of what policymakers call “capture,” a condition in which economic or security dependence of one country on another allows the more powerful to drive the other’s policy making. Only in countries like North Korea, Cambodia and Laos does China have that kind of heft; in North Korea, for example, China provides 90 percent of the country’s energy and 80 percent of its consumer goods. But these are not the sorts of allies that help an emerging power extend its influence. Based on the size of their commercial relationships with China as a share of their overall economies, the governments next closest to “China capture” are Pakistan and Myanmar. But Beijing’s reluctance to undermine improving relations with India or to become...
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...Susana Garcia Andión Dña. Iria Regueiro Espiñeira D. Ernesto Rodríguez Cuervo D. Cesar González Soto D. Damián Rodriguez Estévez 2012 GAS WORLWIDE ENVIRONMET 10/02/2012 INDEX. 1. Introduction. 2 2. Major world producers, exporters, importers and reserve holders. 3 * Producing Countries. * Exporting Countries. * Proved Reserves. * Importing Countries. 3. Leading players at “gas game”. 6 * Russia. * Qatar. * Saudi Arabia. * USA. * Turkmenistan. * China. * Canada. * Spain. 4. Largest companies. 8 * National Iranian Oil. * Saudi Arabian Oil. * Qatar General Petroleum Corporation. * Iraq National Oil Company. * Petroleos de Venezuela SA. * Gazprom Group. 5. Main pipelines. 11 6. Conclusion. 12 BIBLIOGRAPHY. 14 1. INTRODUCTION. Petrol is currently the “star” resource when analyzing world energy resources according to their relative weigh and its price’s impact on world economy. On the other hand, renewable energies tend to focus attention when innovation or sustainability is the main analysis factor. Maybe because these are most common approaches, we have consider that focusing on gas might be a pretty original one, once it was the third main world energy source in 2010, while the second source of primary...
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...Analysis”, which is formally known as “PEST”, and was first invented by Francis Joseph Aguilar, in his book “Scanning the Business Environment”. PESTLE Analysis is a model to analyze external factors that may have impact on business activities. P stands for Political, E,S,T,L,E, stand for Economic, Social, Technological, Legal and Ecological.(Francis, 1967) In this model, the first factor, the political factor, can impact most aspects of our society, whether for individuals or organizations, in developing countries or developed countries. The reality is that any strict policies, tense political situations, or even a little transformation may cause the business to suffer a lot, and even go bankrupt. Such as the sovereignty dispute of South China Sea in 2013-2014, the anti-foreign riot in Vietnam in 2013, and the controversial election in Indonesia and India in 2013, in recent years, political factors do affect in Asian business activities in many aspects. This project will first explore what political factors are and why political factors could affect business...
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...Exercise A.1 : Oil Demand and GDP Relationships Exercise A.1 : Oil Demand and GDP Relationships Regression Statistics | Multiple R | 0.973261851 | R Square | 0.947238631 | Adjusted R Square | 0.946414235 | Standard Error | 611.7650139 | Observations | 66 | | | | Coefficients | Standard Error | t Stat | P-value | Intercept | -7.962621221 | 83.69853866 | -0.095134531 | 0.924505216 | GDP Data (USD $M) | 0.001155711 | 3.40948E-05 | 33.89703095 | 1.32639E-42 | Table 1. Oil Consumption and GDP GDP regression analysis results Table 1 above shows that 94.7% of the 2010 oil demand of selected countries can be explained by the explanatory variable (2010 GDP growth of those countries). The remaining 5.3% of the oil demand in 2010 is unknown and cannot be explained using the linear regression model Oil demand = 1 + (2*GDP) + Residual. Additionally, a $ USD 1,155.71 increase in a country’s GDP will lead to a 1,000 barrel per day increase in that country’s oil demand, assuming all other variables are held fixed. Figure 1. Oil consumption by country The graph above shows the predicted vs. actual oil consumption by country using GDP and oil consumed (‘000 barrel per day) data for 2010. Based from the above, the U.S. was the top oil consumer in 2010. It consumed 16.7 M barrels per day - exceeding the benchmark result from the regression analysis by 15% or 2.4 M barrels per day. Other countries observed to have exceeded their benchmarked oil consumption...
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...Introduction- This SWOT analysis is regarding Lion Nathan China Brewing Company and their competitive advantage in their business. The major issue in this case is analyzing the company's background and reasons for expanding into China while trying to forecast an appropriate managerial decision regarding the company's future. There are many sources of information we can use to inform us of the past decisions made and good data that can be used to make predictions about the future. This case analysis will take a careful look at the individual strengths of Lion Nathan, the weaknesses of the company, any opportunities presented for future application and threats from other brewing companies. All of these specific key factors are very important in assessing a company's core competencies and a practical promotional plan for future endeavors. Strengths- Lion Nathan Brewing Company has numerous strengths that give their company a competitive advantage over other premium-style beers sold in the same areas. -In 1999 Lion Nathan was an international brewer with three geographic locations around the world: New Zealand, Australia, and China. This is an important strength because it gives them a very broad customer base and allows the company to experiment with new products and new ideas. This is also a very important advantage because it allows the company to be more specified and focus only on premium beer. -Lion Nathan China Brewing Company also had a portfolio of over fifty brands...
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...Actes du GERPISA n°22 GLOBALIZATION STRATEGIES OF KOREAN MOTOR VEHICLE INDUSTRY: A CASE STUDY OF HYUNDAI Myeong-kee CHUNG The current issue in the world economy is characterized by globalization. Corporations have built up a world-wide network economy by promoting production and trade. An important cause for the globalizing trend of the world economy lies in relocation of production sites and management strategies of business. Firms need not only partnership with foreign companies in the form of direct investment and joint ventures, but they need also to develop cross-border buyersupplier relations. These trends also provide opportunities for the sharing of risks and costs in R&D and production. Globalization is driven by strategic alliances that reflect a shift of company strategies. Globalization is an increasingly important aspect of the automobile industry. In the past decades, the automobile industry has been one of the mains driving forces in globalization. The pattern of globalization followed by the major car makers can so far be split into three stages. The first stage is export. At this stage the goal is to create a car that fits into a worldwide car category. The second stage of globalization comes after the expansion of export. This is the setting up of transplant in major market regions. The last stage of globalization is complete localization of transplants on one hand and the establishment of a global business network on another hand. In the following...
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...1 The Impact of China-Africa Trade Relations: The Case of Angola By Dr Ron Sandrey Associate Trade Law Centre of Southern Africa Prepared for the African Economic Research Consortium Nairobi, Kenya November 2009 2 Acknowledgements The author would like to thank Hannah Edinger, Research Fellow, China Africa Network, Centre for Business and Academic Research, Gordon Institute of Business Science, University of Pretoria; and Senior Manager & Head of Research at Frontier Advisory, for comments on a previous draft, and for research and editorial assistance. The author would also like to express gratitude to the African Economic Research Consortium for commissioning the research paper. 3 Table of Contents 1. Introduction……………………………………………………………………. 4 1.1 Problem Statement…………………………………………………………………... 4 1.2 Objectives of Report……………………………………………………………….… 5 1.3 Overview of Report……………………………………………………………….….. 7 2. Background………………………………………………………………….… 9 2.1 Angola & China Country Snapshots and the background trading relationship………………………………………………………………………….… 9 2.1.1 2.1.2 2.1.3 2.1.4 2.1.5 2.1.6 2.1.7 2.2.1 2.2.2 2.2.3 Angola – A Country Snapshot………………………………………………………….…. China – A Country Snapshot……………………………………………………………… Angola’s trade profile………………………………………………………………………. Angola’s trade profile with China…………………………………………………………. Angola’s other trade partners……………………………………………………………… Who are the gainers and losers from Angola’s increasing merchandise trade flows...
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...internationalization? The CEMEX began the international business in the early 1970 when it began to export to the U.S. market. At that time, CEMEX, in order to differentiate themselves maintained a low price. CEMEX notice that the prices of cement in different counties were different. Which enabled CEMEX to make profit by diverting low-priced imports away from one’s own market. Since the cement industry is a rather mature industry, with several hundred years, and its characterized by not having suffered almost any innovations, the main competition differentiation lies on price. Therefore, lowering the price gave CEMEX substantial competitive advantage. On the other hand, when entering a new market, CEMEX firstly managed to establish relationships with the local companies. In 1992, CEMEX spent about $1.8 billion to acquire 68% of the stock and 94%...
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...Summary Technology has provided companies the opportunity to expand into areas of the world that were nearly inaccessible several decades ago. These markets have seen an increase in goods sold to them, more of their natural resources being purchased from them, and more employment opportunities at multi-national firms. These emerging markets are usually categorized as countries with low–to-middle per capita income and often considered the world’s fastest growing economies. Countries in Asia, Latin America, Africa and Eastern Europe are seeing a growth in local business activities as well as international business activities, both of which are stemming from multinational firms primarly located in North America or Europe. Understanding the best ways to work with individuals from these emerging markets can be valuable during negotiations. There are five cultural factors that most often affect negotiations among cultures: 1. use of time; 2. individualism versus collectivism; 3. role orderliness and conformity 4. patterns of communication; (Acuff, 2008) and 5. corruption. The goal of this research paper is to discuss cultural factors that affect negotiation and find examples from different regions on how those factors affected business negotiations and to conclude by providing ideas to deal with those challenges faced during negotiations. Use of time Individuals in different countries perceive time and use time in different ways. There are two major ways that cultures understand...
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...Objectives 9 Current Long Term Objectives 10 Current Strategy 10 Advertising and Representative Value Proposition (“RVP”) 10 Product Line Simplification(PLS) 10 Strategic Sourcing Initiative 10 Enterprise Resource Planning System 11 Zero-Overhead-Growth 11 Restructuring Initiatives 11 SWOT Analysis 13 Strengths 13 Weaknesses 15 Opportunities 17 Threats 22 FINANCIAL INFORMATION 23 SUMMARY OF RECOMMENDATIONS 25 Technology and Social Media 25 Focusing on International Growth- the BRIC Countries 27 Brazil 28 Recommendations for Brazil 33 Russia 34 Recommandations for Russia 40 India 41 Recommendations for India 46 China 47 Recommendations for China 53 Conclusion ………….…………………………………………………………………………………….54 REFERENCES 55 AVON- A GLOBAL COMPANY FOR WOMEN EXECUTIVE SUMMARY/ABSTRACT Avon is a powerhouse in the beauty industry with over $10 Billion in sales and claims its stake as being the largest direct seller in the world. After performing extensive research on the company using multiple online tools, journals, articles and texts, we have collected enough evidence to make recommendations as to how Avon can continue its global expansion while still maintaining long and short term company objectives and staying within core...
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...Seventh Edition INTERNATIONALEDITION INTERNATIONAL MANAGEMENT MANAGINGACROSSBORDERS AND CULTURES TEXTANDCASES Helen Deresky Professor Emerita, State University of New York-Plattsburgh Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo PART OUTLINE Chapter 1 Assessing the Environment—Political, Economic, Legal, Technological Chapter 2 Managing Interdependence: Social Responsibility and Ethics Assessing the Environment Political, Economic, Legal, Technological Outline Opening Profile: Economic Crisis Spreads Through Financial Globalization The Global Business Environment Globalization Globality and Emerging Markets Effects of Institutions on Global Trade Effects of Globalization on Corporations Regional Trading Blocs The European Union (EU) Asia Comparative Management in Focus: China's Economy Keeps on Chugging. The Americas Other Regions in the World The Russian Federation The Middle East Developing Economies The African Union The Globalization of Human Capital The Global Manager's Role The Political and Economic Environment Political Risk Political Risk Assessment Managing Political Risk Managing Terrorism Risk Economic Risk The Legal Environment Contract Law Other Regulatory Issues The Technological Environment Global E-Business Conclusion Summary of Key Points...
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