...In recent years, discussions between the governments of China and the United States have centered on each country’s external imbalances, large trade surpluses for China and deficits for the United States, and the need for structural reforms to achieve more sustainable patterns of growth in future years. This paper argues that reductions in external imbalances suggest that some restructuring has occurred. However, a more detailed examination of economic developments within each country offers less basis for optimism. China has experienced a large appreciation of its real exchange rate and an external surplus less than half that of the years preceding the global recession. However, the domestic counterpart has been even-higher rates of investment as opposed to lower rates of saving and a more sustainable growth of public and private consumption. For the United States, a reduction in the external deficit has been associated with an extreme contraction of domestic investment rather than increased saving. It is noteworthy that the economic trade between the two countries has become even more unbalanced than in the years before the recession, and the bilateral deficit now accounts for two-thirds of the U.S. global current account deficit. The concluding section argues that further reduction in the trade deficit through the expansion of U.S. exporting capabilities is critical to its future performance. The section discusses policy changes that would slow the process of shifting production...
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...Oreo: US Vs China Market Oreo is a sandwich cookie that is made of two outer chocolate round biscuits filled with cream. The “Oreo Biscuit” was first introduced in the United States in 1912 in New York City by The National Biscuit Company, now known as Nabisco. Currently, Nabisco is a division of the Mondelez International brand. In its long history, the Oreo has been known by various different names including the “Oreo Sandwich”, introduced in 1921, the “Oreo Crème Sandwich” in 1948 and finally the “Oreo Chocolate Sandwich Cookie” in 1974. The very first Oreo design was a simple wreath around the embossed word Oreo. In 1952, William A Turnier, created the Oreo design that is still used today, complete with the Nabisco logo and much further embossing around the cookie. In the 1990's, concerns about the health of Oreo's, regarding the lard in the cream filling, sparked a change in the recipe. The cookie filling was now made with partially hydrogenated vegetable oil. In 1997, following a three year recipe development, Oreo made their cookies Kosher and many consumers were over-joyed by this change. Later, Oreo suffered some criticism still, and in 2006 the recipe was changed again, only with the use of non-hydrogenated vegetable oil. This put Oreo on the “accidentally vegan” list on Peta.org and has since changed its previously negative views on the cookie's health to very positive, in moderation. On March 6th 2012, Oreo celebrated it's 100th anniversary in the...
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...1.0 Back ground of the study America and China are two major names in the business industry. Both of it have their own character and ways in handling the business. Understanding the cultural background of these two countries will help us understands the style of each countries in managing the leadership culture. Due to globalization, organizations face many changes. It is such as changes in behaviour and technology. Steffi Biester had said that “Value the differences but also discover the similarities and then learn from one another, start to understand each other and start to change perspectives.” Leaders need to change their style for a certain purpose. By investigating two different cultures, we can see the ways that the organizations adapt the culture in their organization. It is important for multinational companies (MNCs) to be knowledgeable and improve their working strategy to stay in the right side with the cultural changes. 2.0 Introduction to Leadership And Culture Leadership come from the word leader which means an individual who are the leaders in an organization. Leadership also is the process of influencing the members of the organization. It may involve goal setting and become the person who give information and guide the employees in achieving those goals. In the process of achieving goals, the leader must lead the employees to make sure they are in the right path in doing their task. A quote from John Maxwell, “Leader become great not because of their...
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...Thomson, M. (2013). Trade partnership competition: TPP vs RCEP. The Strategist. http://www.aspistrategist.org.au/trade-partnership-competition-tpp-vs-rcep/ Yu, W. (2013). TPP Talks Show Promise for US Asia Strategy—With or Without China. The Diplomat. http://thediplomat.com/pacific-money/2013/08/02/ tpp-talks-show-promise-for-us-asia-strategy-with-or-without-china/ ANU, S. A. (2011). China’s participation in the Trans-Pacific Partnership . East Asia Forum. http://www.eastasiaforum.org/2011/12/11/china-participation-in-the-trans- pacific-partnership/ UI, B. P. (2012). Will RCEP compete with the TPP?. East Asia Forum. http://www.eastasiaforum.org/2012/11/28/will-rcep-compete-with-the-tpp/ Ponnudurai, P. (2013). China vs. US in Proxy Trade Battle. Radio Free Asia. http://www.rfa.org/english/commentaries/east-asia-beat/tpp-02052013221256.html U.S. is becoming the global leader and is now dominating TPP. Nowadays, U.S. wants to combine with countries that involved TPP to put pressure on other agreements or on the other countries that are not involved, both strategic dimension and economic dimension. In this paper, I will briefly discuss with TPP versus RCEP and TPP versus China. the tpp is foucs on the preferential trade agreement with few exemptions and extensive regulatory alignment, in the area such as labor law, environmental protection and intellectual property rights. RCEP stands for the Regional Comprehensive Economic Partnership. This is a newly proposed...
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...Administrative, Geographic, Economic.1 To address these risks and costs, it is crucial to first assess the extent and type of differences between the USA market and the United Kingdom market. Amazon’s entry into United Kingdom (UK) can be attributed to minimal distance and various similarities, which allowed Amazon to significantly reduce risks and costs. Primarily, the UK market has a lot of similarities to the US market in terms of cultural, administrative and economic distance. UK has the second most number of native English speakers (60 million), after US (231 million), and is also the place where English was first spoken. Since books were the primary products sold by Amazon, the similarity in language made it extremely ideal for Amazon to target the UK market. Moreover, the GDP Per Capita of US and UK were not significantly different, with US having a GDP Per Capita of $32,949 and UK’s GDP Per Capita being $26,144 in 1998. Gini Index, unemployment rates and inflation rates of UK and US also showed minimal differences.2 These depicts the similarities between UK and US in...
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...psychologist and former IBM employee. Holfstede traveled internationally when working for IBM and was the head of the Personnel Research Department. Holfstede studied differences amongst different cultures. Between 1967 and 1973, he conducted a large survey containing samples from 117,000 IBM employees; he compared value scores from the database. “The data covered more than 70 countries, from which Hofstede first used the 40 countries with the largest groups of respondents and afterwards extended the analysis to 50 countries and 3 regions” (Natural Cultural Dimensions, 2014). Based on Holfstede’s theory there are five dimensions of national cultures: power distance index (PDI), individualism (IDV) vs. collectivism, avoidance of uncertainty (UAI), masculinity (MAS, and long-term orientation (LTO) vs. short-term orientation. The country culture scores on The Hofstede Dimensions correlate with other data regarding the countries concerned. Power distance, for example, is correlated with income inequality, and individualism is correlated with national wealth. In addition, masculinity is related negatively with the percentage of...
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...abstract here © Euromonitor International 1 THE SPORTSWEAR REVOLUTION: GLOBAL MARKET TRENDS AND FUTURE GROWTH OUTLOOK MAGDALENA KONDEJ – HEAD OF APPAREL RESEARCH 24TH JULY 2013 STATE OF THE INDUSTRY: THE HIGHLIGHTS DYNAMICS OF MAJOR SPORTSWEAR MARKETS EXPLORING HOT CATEGORIES AND INDUSTRY TRENDS EMERGENCE OF OMNI-CHANNEL – WHAT DOES IT MEAN FOR SPORTSWEAR BRANDS? THE SPORTSWEAR REVOLUTION: GLOBAL MARKET TRENDS AND FUTURE GROWTH OUTLOOK Setting the scene - sportswear vs other consumer goods industries $1728bn $2200bn $433bn $770bn $245bn Forecast % CAGR 2.7% 4.1% Sportswear 2.3% 3.0% Beauty and Personal Care 2.1% Consumer 4 Electronics © Euromonitor International Apparel and Footwear Packaged Food THE SPORTSWEAR REVOLUTION: GLOBAL MARKET TRENDS AND FUTURE GROWTH OUTLOOK Three-speed recovery of the global apparel and footwear market Apparel and Footwear Market Value Growth 2012 5.8% Global growth in 2012 US 2.2% © Euromonitor International EUROZONE -0.4% EMERGING AND DEVELOPING COUNTRIES 12.2% 5 THE SPORTSWEAR REVOLUTION: GLOBAL MARKET TRENDS AND FUTURE GROWTH OUTLOOK Sportswear outperforms across all years Market Value Growth 2007-2012 8 7 % year-on-year growth 6 7.5% Sportswear 5 4 3 2 1 0 2007-08 2008-09 Apparel and Footwear 2009-10 2010-11 5.8% Apparel and Footwear 2011-12 Sports Apparel and...
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...spirits sales reached €1.742 million in 2011, an increase of 11% from 2010, with 6% of growth driven solely by Hennessy. Volume growth came from Hennessy's recovery in the US market, exceeding even its pre-recession levels, and the continuous trend of increased demand in China and in other emerging economies. The value growth can be attributed to up-trading in line with the move to the more premium Asia Pacific markets where the entry level is VSOP, unlike the VS-dominated traditional markets. Hennessy has a share of 43% of global cognac volume sales, with a 63% share of its major market the US, due to a successful repositioning of the brand from an elderly and affluent target to a young and urban one. The brand is in a very favourable position to capitalise on the global 5% CAGR expected for cognac over 2011-2016, as the growth will be driven predominantly by China, where the company has its own strong distribution network, further enhanced with capacity and market knowledge via the acquisition of the Wenjun distillery. Hennessy: Volume Sales by Geography Spirits: Cognac vs Total Spirits Market by Y-o- Growth 2011-2016 45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 2006/2011 Rest of the World Eastern Europe US 6 5 4 3 Western Europe 2 Other Asia Pacific China 1 2006 2011 0 2011-2012 2012-2013 2013-2014 2014-2015 2015-2016 Global spirits volume growth Cognac volume growth © Euromonitor International SPIRITS: LVMH...
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... The Rise of China (Geopolitical) · Economic growth enabled assertive, belligerent stance in APAC region · Impact on supranational organization – eg, UN security council, Diaoyu, East China Sea, Chinese presence in Africa, Caribbean islands · Chequebook diplomacy (http://www.ft.com/intl/cms/s/2/7f7b0d8e-5ea8-11e3-8621-00144feabdc0.html#axzz2sVcKseFs) · TPP vs. RCEP The Rise of China vs US http://www.eastasiaforum.org/2012/11/28/will-rcep-compete-with-the-tpp/ http://www.eastasiaforum.org/2014/01/19/averting-economic-cold-war/ http://www.foreignaffairs.com/articles/67479/charles-glaser/will-chinas-rise-lead-to-war http://www.foreignaffairs.com/articles/63042/g-john-ikenberry/the-rise-of-china-and-the-future-of-the-west http://www.ft.com/intl/cms/s/2/7f7b0d8e-5ea8-11e3-8621-00144feabdc0.html#axzz2sVbrGylD The U.S. wields a power of influence, persuasion, and leadership on the international stage that no other state comes close to. She sets international law, ignores international law, and is accountable to no one. China, while clearly jockeying for authority and power, does not yet have legitimacy. If China continues on this path of questionable governance and cavorting with questionable allies, no serious block of internationally influential states will support a Chinese hegemony over the current U.S. one. And so, China will remain a strong regional and international player, but one that plays second fiddle to the U.S. China has recently claimed...
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...Source: http://www.macobserver.com/tmo/article/apple_proviews_ipad_stance_in_china_misleading/ Apple v. Proview Dispute Resolution Project Instructions & Preparation Aide This set of instructions is intended to (i) help you understand what is expected of your group and you for the dispute resolution assignment, (ii) more clearly explain how you and your group will be assessed for the dispute resolution assignment, and (iii) provide you with some practical tips to help you prepare. Assignment Scenario: A few years back, Apple and Proview had a legal dispute concerning the ownership of the “IPAD” trademark in China. There were multiple lawsuits, with Apple winning some and Proview winning others. In the end, they settled outside of court for a reported US$60,000,000. In this assignment we are going to pretend that Apple failed to pay the US$60 million to Proview, and that the two sides are going to arbitration in Hong Kong to settle the dispute once and for all. Your group will represent either Apple or Proview, and will prepare a “legal brief” for submission to the arbitration panel stating your side’s case, and providing legal research backing up your position. Instructions and Expectations a. Venue of the Case This dispute is going to take place as an arbitration in Hong Kong. Thus, the groups are to argue their sides as though you were arguing the case to a real arbitration panel.If you have any questions about what this means, please email...
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... 4. In addition to these, Disney must address the typical US vs. China differences reviewed in our previous discussions about Trompenaar’s cultueral dimensions in both their employees and customers: Communitarianism (China) vs. Individualism (USA) Ascription (China) vs. Achievement (USA) Diffuse (China) vs. Specific (USA) Affective (China) vs. Neutral (USA) B. How are these different from those in Europe? Disney seems to be learning greatly from their European experiences. In Europe, Disney found that in many ways, the consumer did not behave as expected: o Wanted a different breakfast menu than planned o Did not change vacation behaviors o Did not check in & out of hotels at the expected times o Did not have a relaxed eating schedule. Given these problems, and their experiences in Tokyo and Hong Kong, there seems to be a much better approach to understanding probable consumer desires, and adapting the experience to fit those consumer expectations as outlined in A.1 – A.3 above. C. How do cultural variables influence the location choice of theme parks around the world? There are many aspects of this exercise that can be brought back to a single statement: Know your customer. When picking a park location, cultural variables affecting location could include: o Ability to recruit employees for language and corporate image o Ability to provide the ‘Disney Experience’ within a non-US cultural paradigm o...
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...U.S Economy vs China The United States has had the world’s largest economy for about 140 years, and it roughly accounts for 22% of global GDP. However in recent times, China has overtaken the United States to become the world’s largest economy, according to figures from the international Monetary Fund. The simple logic is that as prices aren’t the same in each country, the IMF measures both GDP in market exchange terms, and in terms of purchasing power. In fact we already know that a typical person in china earns a lot less than the typical person in the US according to Business Insider. However, some analysts such as Bloomberg reports are quick to point out that according to the main benchmark, the US is still number one. China’s economy may now be the largest in the world but it is far from the richest. GDP per head is still less than a quarter of US levels according the Financial Times. According to the International Monetary Fund, China’s purchasing power GDP hit $17.6 trillion last year versus $17.4 trillion in the US. According to CEBR, China’s gross domestic product will grow to $33,513 billion in 2028, up from $8,939 billion in 2013. The simple logic is that prices aren't the same in each country: A shirt will cost you less in Shanghai than in San Francisco, so it's not entirely reasonable to compare countries without taking this into account. The Economist’s calculations assumed that China’s real GDP will grow at 7.75% a year with 4% inflation vs. 2.5% and 1% in...
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...grow through acquisition and focus on expanding its current clothing products into the Chinese Domestic market. From that analysis with the implied 4% ROI, Heartland should to exit the JV and invest in entities that better meet its needs and expectations in countries that are more attractive to its needs. Finally in the future Heartland should be more careful when entering into JV agreements so that all parties have an appreciation for cultural differences, a common understanding of objectives and directions that are embedded in the JV agreement. Note – the Executive Summary is one area that is repetitive of other sections given its nature. B. Industry Dynamics: The Zhong-Lian Joint Venture (JV) is currently manufacturing clothing for the US mass market, a strategic group within the overall apparel industry (versus high end fashion brands). Their clothing is sold through retailers such as Walmart and Target. Customer value must be provided to the retailers through reasonable quality goods at low prices. Profits are made through low cost manufacturing processes and scale. If the company pursues the higher end fashion group, then the appeal of the garments becomes key, building brand awareness and appealing to customers’ image drives the value proposition. Advertising and endorsements...
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...INTERNET VS STORE-BASED SHOPPING: THE GLOBAL MOVE TOWARDS OMNICHANNEL RETAILING Euromonitor International August 2014 INTERNET VS STORE -BASED SHOPPING: THE GLOBAL MOVE TOW ARDS OMNICHANNEL RETAILING Passport I LIST OF CONTENTS AND TABLES Executive Summary ..................................................................................................................... 1 Growth Drivers .......................................................................................................................... 1 Internet Retailing Trends .......................................................................................................... 2 Chart 1 Global Internet Sales by Category 2013....................................................... 2 Behaviour and Characteristics of Online Shoppers .................................................................. 3 Retailer Strategies .................................................................................................................... 4 Outlook ..................................................................................................................................... 6 Summary 1 Opportunities and Threats to Retailers ......................................................... 6 Introduction................................................................................................................................... 7 A New Way of Shopping ...................................................
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...INTERNET VS STORE-BASED SHOPPING: THE GLOBAL MOVE TOWARDS OMNICHANNEL RETAILING Euromonitor International August 2014 INTERNET VS STORE -BASED SHOPPING: THE GLOBAL MOVE TOW ARDS OMNICHANNEL RETAILING Passport I LIST OF CONTENTS AND TABLES Executive Summary ..................................................................................................................... 1 Growth Drivers .......................................................................................................................... 1 Internet Retailing Trends .......................................................................................................... 2 Chart 1 Global Internet Sales by Category 2013....................................................... 2 Behaviour and Characteristics of Online Shoppers .................................................................. 3 Retailer Strategies .................................................................................................................... 4 Outlook ..................................................................................................................................... 6 Summary 1 Opportunities and Threats to Retailers ......................................................... 6 Introduction................................................................................................................................... 7 A New Way of Shopping ...................................................
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