GBS CH 1 FOUNDATIONS OF GLOBAL STRATEGYShadina Shah
This document discusses global business strategy and international firms. It defines global strategy and discusses different types of global strategies such as international, multidomestic, global, and transnational strategies. Key points include that global strategies have evolved with globalization and new types of global corporations are emerging. Global strategies can provide competitive advantages through economies of scale, extending product lifecycles, and operational flexibility across multiple markets. National comparative advantages and the global business environment must also be considered in developing an effective global strategy.
Strategic management involves formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. It integrates various business functions to achieve success. There are three stages: strategy formulation, implementation, and evaluation. Strategy formulation develops the vision, assesses strengths/weaknesses and opportunities/threats, and establishes objectives and strategies. Implementation requires establishing policies and allocating resources to execute strategies. Evaluation reviews factors, measures performance, and takes corrective actions. A clear vision and inspiring mission provide direction and motivate employees by clarifying the organization's purpose.
SM CH 10 ETHICS/SOCIAL RESPONSIBILITY/SUSTAINABILITYShadina Shah
This document discusses ethics, social responsibility, sustainability, and related strategic issues. It covers why ethics is important for business, issues like whistleblowing and bribery, the debate around social responsibility, environmental sustainability and reporting standards, and concerns regarding animal welfare. The key learning objectives are explaining why these non-financial factors are important considerations for strategic planning.
The document discusses strategy evaluation and monitoring. It covers the strategy evaluation process and criteria used. The three main activities of strategy evaluation are examining strategy bases, comparing expected and actual results, and taking corrective actions. Strategy evaluation is more difficult today due to increased environmental complexity, difficulty predicting the future, and rapid obsolescence of plans. Effective evaluation systems are economical, timely, and design to provide an accurate picture without dominating decisions. Contingency planning and auditing also play important roles in strategy evaluation.
This document discusses strategy implementation tools including social media marketing, market segmentation, product positioning, finance and accounting issues, projected financial statements, corporate valuation methods, decisions around IPOs and cash management, and research and development. Specifically, it covers how these tools can help analyze strategies, acquire needed capital, evaluate strategic impacts, and determine a firm's value.
This document provides an overview of strategy implementation, including annual objectives, policies, resource allocation, organizational structure, and human resource issues. Key points include: annual objectives are essential for keeping strategic plans on track; policies provide guidelines and clarify expectations; structure should match strategy; and linking pay to performance, balancing work/life, diversity, and culture are important human resource issues.
SM CH 6 STRATEGY GENERATION AND SELECTIONShadina Shah
This document discusses various strategic analysis tools used in strategy formulation including the SWOT analysis, SPACE matrix, BCG matrix, IE matrix, Grand strategy matrix, and QSPM. It describes how each tool is used to analyze a company's internal strengths and weaknesses as well as external opportunities and threats to help identify strategic options. The document also notes that organizational culture and politics can influence strategic choices and outlines best practices for board governance in strategic planning.
This document outlines learning objectives and content for a chapter on business strategies. It discusses different types of strategies including intensive, integrative, diversification, and defensive strategies. Guidelines are provided for when various strategies like market penetration, product development, and unrelated diversification are most effective. Porter's five generic strategies and strategic planning approaches for different organization types are also mentioned. The document aims to define and explain different strategic approaches for businesses.
GBS CH 1 FOUNDATIONS OF GLOBAL STRATEGYShadina Shah
This document discusses global business strategy and international firms. It defines global strategy and discusses different types of global strategies such as international, multidomestic, global, and transnational strategies. Key points include that global strategies have evolved with globalization and new types of global corporations are emerging. Global strategies can provide competitive advantages through economies of scale, extending product lifecycles, and operational flexibility across multiple markets. National comparative advantages and the global business environment must also be considered in developing an effective global strategy.
Strategic management involves formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. It integrates various business functions to achieve success. There are three stages: strategy formulation, implementation, and evaluation. Strategy formulation develops the vision, assesses strengths/weaknesses and opportunities/threats, and establishes objectives and strategies. Implementation requires establishing policies and allocating resources to execute strategies. Evaluation reviews factors, measures performance, and takes corrective actions. A clear vision and inspiring mission provide direction and motivate employees by clarifying the organization's purpose.
SM CH 10 ETHICS/SOCIAL RESPONSIBILITY/SUSTAINABILITYShadina Shah
This document discusses ethics, social responsibility, sustainability, and related strategic issues. It covers why ethics is important for business, issues like whistleblowing and bribery, the debate around social responsibility, environmental sustainability and reporting standards, and concerns regarding animal welfare. The key learning objectives are explaining why these non-financial factors are important considerations for strategic planning.
The document discusses strategy evaluation and monitoring. It covers the strategy evaluation process and criteria used. The three main activities of strategy evaluation are examining strategy bases, comparing expected and actual results, and taking corrective actions. Strategy evaluation is more difficult today due to increased environmental complexity, difficulty predicting the future, and rapid obsolescence of plans. Effective evaluation systems are economical, timely, and design to provide an accurate picture without dominating decisions. Contingency planning and auditing also play important roles in strategy evaluation.
This document discusses strategy implementation tools including social media marketing, market segmentation, product positioning, finance and accounting issues, projected financial statements, corporate valuation methods, decisions around IPOs and cash management, and research and development. Specifically, it covers how these tools can help analyze strategies, acquire needed capital, evaluate strategic impacts, and determine a firm's value.
This document provides an overview of strategy implementation, including annual objectives, policies, resource allocation, organizational structure, and human resource issues. Key points include: annual objectives are essential for keeping strategic plans on track; policies provide guidelines and clarify expectations; structure should match strategy; and linking pay to performance, balancing work/life, diversity, and culture are important human resource issues.
SM CH 6 STRATEGY GENERATION AND SELECTIONShadina Shah
This document discusses various strategic analysis tools used in strategy formulation including the SWOT analysis, SPACE matrix, BCG matrix, IE matrix, Grand strategy matrix, and QSPM. It describes how each tool is used to analyze a company's internal strengths and weaknesses as well as external opportunities and threats to help identify strategic options. The document also notes that organizational culture and politics can influence strategic choices and outlines best practices for board governance in strategic planning.
This document outlines learning objectives and content for a chapter on business strategies. It discusses different types of strategies including intensive, integrative, diversification, and defensive strategies. Guidelines are provided for when various strategies like market penetration, product development, and unrelated diversification are most effective. Porter's five generic strategies and strategic planning approaches for different organization types are also mentioned. The document aims to define and explain different strategic approaches for businesses.
This document outlines the internal factors that should be considered when formulating business strategies. It discusses the importance of an internal audit to evaluate a company's management, marketing, finance, production, research and development, and information systems. Key internal forces like distinctive competencies are identified. The functions of these different business areas are summarized, including how organizational culture, resources, and capabilities influence strategic decisions. Tools like the internal factor evaluation matrix are presented to assess internal strengths and weaknesses.
This document discusses tools and techniques for performing an external audit to analyze key external factors that could impact a company's strategy. It describes Porter's Five Forces model and how to use an External Factor Evaluation Matrix and Competitive Profile Matrix to evaluate opportunities and threats in the external environment. The external audit process involves gathering information on economic, social, political, technological and competitive trends to identify important external variables for strategic planning.
This document discusses vision and mission statements. It begins by listing the learning objectives, which include describing vision and mission statements, discussing how to develop them, and their benefits. It then provides information on characteristics of good vision and mission statements, including being short, inspiring, identifying customers and products/services. The document presents examples of statements and evaluates them. It concludes by listing the nine key components that should be included in an effective mission statement.
SM CH 1 STRATEGIC MANAGEMENT ESSENTIALSShadina Shah
The document discusses strategic management, outlining its key stages and terms. It describes the strategic management process as having three main stages: strategy formulation, implementation, and evaluation. Some key points covered include defining strategic management, discussing the need for strategic planning, explaining why some firms do not strategically plan, and comparing similarities between business and military strategy.
Why Should The Company Implement Green Business?Shadina Shah
The document discusses why companies should implement green business practices. It outlines the concept and evolution of green business and its benefits, which include reducing costs, attracting eco-conscious customers, and improving public image. Examples are given of multinational corporations like Panasonic and IKEA that have achieved significant environmental and economic benefits by implementing green strategies such as using renewable energy and reducing waste. The document concludes that companies should establish green policies and monitor their impact to gain a competitive advantage through sustainable practices.
GBS CH 3 LEVERAGING RESOURCES AND CAPABILITIESShadina Shah
1. The document discusses leveraging resources and capabilities through understanding a company's value chain.
2. It defines the value chain as the set of linked activities a company performs to design, produce, market, distribute and support its products.
3. Primary activities in the value chain include product design, operations, marketing, logistics, and service, while support activities include procurement, human resources, technology, and general management.
4. Configuration and coordination are important for managing a value chain. Configuration refers to how activities are arranged, while coordination connects the activities and is influenced by factors like national culture, learning effects, and operational obstacles.
The document discusses global strategy and international business. It defines global strategy as business strategies that serve consumers throughout the world by maximizing company performance across marketing, organization theory, business strategy, and international management. Effective global strategies consider differences between countries to gain competitive advantages from factors like labor costs, market sizes, and flexibility. They also manage risks and promote innovation and learning across international operations.
GBS CH 1 FOUNDATIONS OF GLOBAL STRATEGYShadina Shah
This document discusses global business strategy and international firms. It begins by outlining the learning objectives, which are to understand the needs of studying global business strategy, define global strategy, discuss issues in global strategy and the effects of globalization, discuss different types of global strategies, and discuss emerging types of global corporations. It then discusses the importance of global strategies for international firms and how strategies have evolved with the global marketplace. Different types of international strategies are also outlined, including their benefits and limitations. Key aspects of developing a global strategy like sources of competitive advantage, country comparative advantages, and the global business environment are also covered.
GBS CH 9 SMALL BUSINESS AND INTERNATIONAL ENTREPRENEURSHIPShadina Shah
This document provides an overview of small business and international entrepreneurship. It discusses key concepts like the definition of small businesses and SMEs in Malaysia according to factors like annual sales turnover and number of employees. It also describes characteristics of small businesses related to ownership, management, resources, organizational structure and flexibility. The document then covers topics like the internationalization process for small businesses according to stages from passive exporting to becoming a transnational company. It discusses reasons for entrepreneurship like pursuing growth, innovation and financing opportunities.
GBS CH 8 FDI RELATED ENTRY MODE STRATEGY Shadina Shah
Foreign direct investment (FDI) can occur through mergers and acquisitions or various types of joint ventures and strategic alliances. When embarking on FDI, companies should analyze the level of competitiveness in the target market, conduct thorough market research, consider market expectations, and evaluate their own internal resources. Common forms of FDI include joint ventures, licensing agreements, cross-border mergers and acquisitions, and strategic partnerships.
The document discusses different entry mode strategies for international market expansion. It focuses on trade-related strategies like exporting, subcontracting, and countertrade (barter, counterpurchase, offset, buyback). Exporting has benefits like lower risk but disadvantages like tariffs and transportation costs. Countertrade strategies allow trade without cash by exchanging goods or services. The document also briefly introduces transfer-related strategies like international franchising which involve transferring ownership or rights in exchange for royalty fees.
GBS CH 6 COUNTRY EVALUATION AND SELECTION Shadina Shah
This document discusses factors to consider when evaluating and selecting countries for international business operations. It covers the importance of location, scanning countries to identify opportunities and risks, and variables to assess like sales expansion, resource acquisition, and political risk. The key steps are scanning countries broadly first before narrowing down options for more detailed analysis considering objectives, strategies, environmental factors, and flexibility as conditions can change. Opportunity variables include sales potential and accessing resources, while risk variables include political, economic, natural disaster, and competitive risks. Companies must prioritize and weigh these factors to decide where and how much to invest abroad.
The document discusses competitive dynamics and competitor analysis. It provides a comprehensive model of global competitive dynamics that considers industry-based, resource-based, and institutional-based perspectives. Industry-based perspectives focus on factors that enable collusion between firms, such as concentration, product homogeneity, and entry barriers. Resource-based perspectives examine how a firm's valuable and rare resources can provide competitive advantages. Institutional perspectives look at how formal institutions like antitrust policies govern competition domestically and internationally through rules around pricing, dumping, and export cartels.
GBS CH 4 EMPHASIZING INSTITUTIONS, CULTURES, ETHICSShadina Shah
1) The document discusses institutions, culture, and ethics from a strategic perspective. It defines institutions as the rules that govern human interaction, both formal laws and informal norms.
2) Culture is presented as the collective values and beliefs that differentiate societies. It influences business strategies through its effects on consumer preferences and appropriate conduct.
3) Ethics refers to principles of right and wrong that guide strategic choices. Firms develop codes of ethics to clarify appropriate behavior when operating across different cultural contexts. Respecting human dignity, local traditions, and institutional contexts are suggested for dealing with ethical dilemmas globally.
GBS CH 3 LEVERAGING RESOURCES AND CAPABILITIESShadina Shah
This chapter discusses leveraging resources and capabilities. It defines resources and capabilities as tangible and intangible assets a firm can use strategically. The value chain is introduced as the set of value-creating activities from design to support. Activities are either primary, directly involved in production, or support. Configuration and coordination of activities within and between firms are important to maximize value. The VRIO framework evaluates if resources provide value, are rare, difficult to imitate, and supported by the firm's organization.
GBS CH 3 LEVERAGING RESOURCES AND CAPABILITIESShadina Shah
This chapter discusses leveraging resources and capabilities. It defines resources and capabilities as tangible and intangible assets a firm can use strategically. Resources can be organized into four categories: financial, physical, technological, and organizational. Intangible resources like human capital, innovation, and reputation are also discussed. The value chain is introduced as the set of value-creating activities from product design to support. Primary and support activities of the value chain are outlined. Configuration and coordination of the value chain are explained in relation to factors like costs, clusters, logistics, and culture. The VRIO framework is presented as a tool to assess the competitive potential of resources based on their value, rarity, imitability, and ability to
GBS CH 2 MANAGING INDUSTRY COMPETITION Shadina Shah
This document discusses industry competition and Porter's five forces framework. It begins with definitions of industry and the structure-conduct-performance model. It then explains Porter's five competitive forces that shape industry competition - the threat of new entrants, power of suppliers and buyers, threat of substitutes, and rivalry among existing competitors. The document also discusses generic strategies of cost leadership, differentiation, focus, and speed. Finally, it covers the tensions between global integration and local responsiveness, and how the integration-responsiveness grid can help companies address these pressures.
The document contains the name "Shadina Shah". It does not provide any other details about this individual such as their occupation, background, or other identifying information. In just one sentence, the document only lists the name "Shadina Shah" without any other context.
This document discusses power, gender, and ethics in negotiation. It covers 4 vantage points of power: potential, perceived, tactics, and realized. It also discusses improving one's best alternative to a negotiated agreement (BATNA) by keeping options open, signaling without revealing one's BATNA, and researching the other party's BATNA. Gender differences in negotiation outcomes and strategies to help level the playing field for women are presented. Unethical negotiation behaviors like lying are examined, as are the costs and conditions that can lead people to engage in deception.
CH 14 HR SELECTION AND DEVELOPMENT ACROSS CULTURES Shadina Shah
This document discusses human resource selection and development across cultures. It covers the sources that multinational companies use to fill overseas positions, including home country nationals, host country nationals, third country nationals, and inpatriates. Selection criteria for international assignments include adaptability, independence, language skills, and family support. Companies provide training to help expatriates adjust to their new environment and culture. Upon returning home, expatriates may face challenges readjusting, which companies aim to ease through transition strategies.
This document outlines the internal factors that should be considered when formulating business strategies. It discusses the importance of an internal audit to evaluate a company's management, marketing, finance, production, research and development, and information systems. Key internal forces like distinctive competencies are identified. The functions of these different business areas are summarized, including how organizational culture, resources, and capabilities influence strategic decisions. Tools like the internal factor evaluation matrix are presented to assess internal strengths and weaknesses.
This document discusses tools and techniques for performing an external audit to analyze key external factors that could impact a company's strategy. It describes Porter's Five Forces model and how to use an External Factor Evaluation Matrix and Competitive Profile Matrix to evaluate opportunities and threats in the external environment. The external audit process involves gathering information on economic, social, political, technological and competitive trends to identify important external variables for strategic planning.
This document discusses vision and mission statements. It begins by listing the learning objectives, which include describing vision and mission statements, discussing how to develop them, and their benefits. It then provides information on characteristics of good vision and mission statements, including being short, inspiring, identifying customers and products/services. The document presents examples of statements and evaluates them. It concludes by listing the nine key components that should be included in an effective mission statement.
SM CH 1 STRATEGIC MANAGEMENT ESSENTIALSShadina Shah
The document discusses strategic management, outlining its key stages and terms. It describes the strategic management process as having three main stages: strategy formulation, implementation, and evaluation. Some key points covered include defining strategic management, discussing the need for strategic planning, explaining why some firms do not strategically plan, and comparing similarities between business and military strategy.
Why Should The Company Implement Green Business?Shadina Shah
The document discusses why companies should implement green business practices. It outlines the concept and evolution of green business and its benefits, which include reducing costs, attracting eco-conscious customers, and improving public image. Examples are given of multinational corporations like Panasonic and IKEA that have achieved significant environmental and economic benefits by implementing green strategies such as using renewable energy and reducing waste. The document concludes that companies should establish green policies and monitor their impact to gain a competitive advantage through sustainable practices.
GBS CH 3 LEVERAGING RESOURCES AND CAPABILITIESShadina Shah
1. The document discusses leveraging resources and capabilities through understanding a company's value chain.
2. It defines the value chain as the set of linked activities a company performs to design, produce, market, distribute and support its products.
3. Primary activities in the value chain include product design, operations, marketing, logistics, and service, while support activities include procurement, human resources, technology, and general management.
4. Configuration and coordination are important for managing a value chain. Configuration refers to how activities are arranged, while coordination connects the activities and is influenced by factors like national culture, learning effects, and operational obstacles.
The document discusses global strategy and international business. It defines global strategy as business strategies that serve consumers throughout the world by maximizing company performance across marketing, organization theory, business strategy, and international management. Effective global strategies consider differences between countries to gain competitive advantages from factors like labor costs, market sizes, and flexibility. They also manage risks and promote innovation and learning across international operations.
GBS CH 1 FOUNDATIONS OF GLOBAL STRATEGYShadina Shah
This document discusses global business strategy and international firms. It begins by outlining the learning objectives, which are to understand the needs of studying global business strategy, define global strategy, discuss issues in global strategy and the effects of globalization, discuss different types of global strategies, and discuss emerging types of global corporations. It then discusses the importance of global strategies for international firms and how strategies have evolved with the global marketplace. Different types of international strategies are also outlined, including their benefits and limitations. Key aspects of developing a global strategy like sources of competitive advantage, country comparative advantages, and the global business environment are also covered.
GBS CH 9 SMALL BUSINESS AND INTERNATIONAL ENTREPRENEURSHIPShadina Shah
This document provides an overview of small business and international entrepreneurship. It discusses key concepts like the definition of small businesses and SMEs in Malaysia according to factors like annual sales turnover and number of employees. It also describes characteristics of small businesses related to ownership, management, resources, organizational structure and flexibility. The document then covers topics like the internationalization process for small businesses according to stages from passive exporting to becoming a transnational company. It discusses reasons for entrepreneurship like pursuing growth, innovation and financing opportunities.
GBS CH 8 FDI RELATED ENTRY MODE STRATEGY Shadina Shah
Foreign direct investment (FDI) can occur through mergers and acquisitions or various types of joint ventures and strategic alliances. When embarking on FDI, companies should analyze the level of competitiveness in the target market, conduct thorough market research, consider market expectations, and evaluate their own internal resources. Common forms of FDI include joint ventures, licensing agreements, cross-border mergers and acquisitions, and strategic partnerships.
The document discusses different entry mode strategies for international market expansion. It focuses on trade-related strategies like exporting, subcontracting, and countertrade (barter, counterpurchase, offset, buyback). Exporting has benefits like lower risk but disadvantages like tariffs and transportation costs. Countertrade strategies allow trade without cash by exchanging goods or services. The document also briefly introduces transfer-related strategies like international franchising which involve transferring ownership or rights in exchange for royalty fees.
GBS CH 6 COUNTRY EVALUATION AND SELECTION Shadina Shah
This document discusses factors to consider when evaluating and selecting countries for international business operations. It covers the importance of location, scanning countries to identify opportunities and risks, and variables to assess like sales expansion, resource acquisition, and political risk. The key steps are scanning countries broadly first before narrowing down options for more detailed analysis considering objectives, strategies, environmental factors, and flexibility as conditions can change. Opportunity variables include sales potential and accessing resources, while risk variables include political, economic, natural disaster, and competitive risks. Companies must prioritize and weigh these factors to decide where and how much to invest abroad.
The document discusses competitive dynamics and competitor analysis. It provides a comprehensive model of global competitive dynamics that considers industry-based, resource-based, and institutional-based perspectives. Industry-based perspectives focus on factors that enable collusion between firms, such as concentration, product homogeneity, and entry barriers. Resource-based perspectives examine how a firm's valuable and rare resources can provide competitive advantages. Institutional perspectives look at how formal institutions like antitrust policies govern competition domestically and internationally through rules around pricing, dumping, and export cartels.
GBS CH 4 EMPHASIZING INSTITUTIONS, CULTURES, ETHICSShadina Shah
1) The document discusses institutions, culture, and ethics from a strategic perspective. It defines institutions as the rules that govern human interaction, both formal laws and informal norms.
2) Culture is presented as the collective values and beliefs that differentiate societies. It influences business strategies through its effects on consumer preferences and appropriate conduct.
3) Ethics refers to principles of right and wrong that guide strategic choices. Firms develop codes of ethics to clarify appropriate behavior when operating across different cultural contexts. Respecting human dignity, local traditions, and institutional contexts are suggested for dealing with ethical dilemmas globally.
GBS CH 3 LEVERAGING RESOURCES AND CAPABILITIESShadina Shah
This chapter discusses leveraging resources and capabilities. It defines resources and capabilities as tangible and intangible assets a firm can use strategically. The value chain is introduced as the set of value-creating activities from design to support. Activities are either primary, directly involved in production, or support. Configuration and coordination of activities within and between firms are important to maximize value. The VRIO framework evaluates if resources provide value, are rare, difficult to imitate, and supported by the firm's organization.
GBS CH 3 LEVERAGING RESOURCES AND CAPABILITIESShadina Shah
This chapter discusses leveraging resources and capabilities. It defines resources and capabilities as tangible and intangible assets a firm can use strategically. Resources can be organized into four categories: financial, physical, technological, and organizational. Intangible resources like human capital, innovation, and reputation are also discussed. The value chain is introduced as the set of value-creating activities from product design to support. Primary and support activities of the value chain are outlined. Configuration and coordination of the value chain are explained in relation to factors like costs, clusters, logistics, and culture. The VRIO framework is presented as a tool to assess the competitive potential of resources based on their value, rarity, imitability, and ability to
GBS CH 2 MANAGING INDUSTRY COMPETITION Shadina Shah
This document discusses industry competition and Porter's five forces framework. It begins with definitions of industry and the structure-conduct-performance model. It then explains Porter's five competitive forces that shape industry competition - the threat of new entrants, power of suppliers and buyers, threat of substitutes, and rivalry among existing competitors. The document also discusses generic strategies of cost leadership, differentiation, focus, and speed. Finally, it covers the tensions between global integration and local responsiveness, and how the integration-responsiveness grid can help companies address these pressures.
The document contains the name "Shadina Shah". It does not provide any other details about this individual such as their occupation, background, or other identifying information. In just one sentence, the document only lists the name "Shadina Shah" without any other context.
This document discusses power, gender, and ethics in negotiation. It covers 4 vantage points of power: potential, perceived, tactics, and realized. It also discusses improving one's best alternative to a negotiated agreement (BATNA) by keeping options open, signaling without revealing one's BATNA, and researching the other party's BATNA. Gender differences in negotiation outcomes and strategies to help level the playing field for women are presented. Unethical negotiation behaviors like lying are examined, as are the costs and conditions that can lead people to engage in deception.
CH 14 HR SELECTION AND DEVELOPMENT ACROSS CULTURES Shadina Shah
This document discusses human resource selection and development across cultures. It covers the sources that multinational companies use to fill overseas positions, including home country nationals, host country nationals, third country nationals, and inpatriates. Selection criteria for international assignments include adaptability, independence, language skills, and family support. Companies provide training to help expatriates adjust to their new environment and culture. Upon returning home, expatriates may face challenges readjusting, which companies aim to ease through transition strategies.
Calculation of compliance cost: Veterinary and sanitary control of aquatic bi...Alexander Belyaev
Calculation of compliance cost in the fishing industry of Russia after extended SCM model (Veterinary and sanitary control of aquatic biological resources (ABR) - Preparation of documents, passing expertise)
KYC Compliance: A Cornerstone of Global Crypto Regulatory FrameworksAny kyc Account
This presentation explores the pivotal role of KYC compliance in shaping and enforcing global regulations within the dynamic landscape of cryptocurrencies. Dive into the intricate connection between KYC practices and the evolving legal frameworks governing the crypto industry.
13 Jun 24 ILC Retirement Income Summit - slides.pptxILC- UK
ILC's Retirement Income Summit was hosted by M&G and supported by Canada Life. The event brought together key policymakers, influencers and experts to help identify policy priorities for the next Government and ensure more of us have access to a decent income in retirement.
Contributors included:
Jo Blanden, Professor in Economics, University of Surrey
Clive Bolton, CEO, Life Insurance M&G Plc
Jim Boyd, CEO, Equity Release Council
Molly Broome, Economist, Resolution Foundation
Nida Broughton, Co-Director of Economic Policy, Behavioural Insights Team
Jonathan Cribb, Associate Director and Head of Retirement, Savings, and Ageing, Institute for Fiscal Studies
Joanna Elson CBE, Chief Executive Officer, Independent Age
Tom Evans, Managing Director of Retirement, Canada Life
Steve Groves, Chair, Key Retirement Group
Tish Hanifan, Founder and Joint Chair of the Society of Later life Advisers
Sue Lewis, ILC Trustee
Siobhan Lough, Senior Consultant, Hymans Robertson
Mick McAteer, Co-Director, The Financial Inclusion Centre
Stuart McDonald MBE, Head of Longevity and Democratic Insights, LCP
Anusha Mittal, Managing Director, Individual Life and Pensions, M&G Life
Shelley Morris, Senior Project Manager, Living Pension, Living Wage Foundation
Sarah O'Grady, Journalist
Will Sherlock, Head of External Relations, M&G Plc
Daniela Silcock, Head of Policy Research, Pensions Policy Institute
David Sinclair, Chief Executive, ILC
Jordi Skilbeck, Senior Policy Advisor, Pensions and Lifetime Savings Association
Rt Hon Sir Stephen Timms, former Chair, Work & Pensions Committee
Nigel Waterson, ILC Trustee
Jackie Wells, Strategy and Policy Consultant, ILC Strategic Advisory Board
Dr. Alyce Su Cover Story - China's Investment Leadermsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
How to Invest in Cryptocurrency for Beginners: A Complete GuideDaniel
Cryptocurrency is digital money that operates independently of a central authority, utilizing cryptography for security. Unlike traditional currencies issued by governments (fiat currencies), cryptocurrencies are decentralized and typically operate on a technology called blockchain. Each cryptocurrency transaction is recorded on a public ledger, ensuring transparency and security.
Cryptocurrencies can be used for various purposes, including online purchases, investment opportunities, and as a means of transferring value globally without the need for intermediaries like banks.
Confirmation of Payee (CoP) is a vital security measure adopted by financial institutions and payment service providers. Its core purpose is to confirm that the recipient’s name matches the information provided by the sender during a banking transaction, ensuring that funds are transferred to the correct payment account.
Confirmation of Payee was built to tackle the increasing numbers of APP Fraud and in the landscape of UK banking, the spectre of APP fraud looms large. In 2022, over £1.2 billion was stolen by fraudsters through authorised and unauthorised fraud, equivalent to more than £2,300 every minute. This statistic emphasises the urgent need for robust security measures like CoP. While over £1.2 billion was stolen through fraud in 2022, there was an eight per cent reduction compared to 2021 which highlights the positive outcomes obtained from the implementation of Confirmation of Payee. The number of fraud cases across the UK also decreased by four per cent to nearly three million cases during the same period; latest statistics from UK Finance.
In essence, Confirmation of Payee plays a pivotal role in digital banking, guaranteeing the flawless execution of banking transactions. It stands as a guardian against fraud and misallocation, demonstrating the commitment of financial institutions to safeguard their clients’ assets. The next time you engage in a banking transaction, remember the invaluable role of CoP in ensuring the security of your financial interests.
For more details, you can visit https://technoxander.com.