Summary presentation of the 2011 White Paper outlining the economic engagement of South Australia with China. It was the first comprehensive investigation of the economic ties and was a precursor for a comprehensive China strategy.
Kobus van der Wath, Founder and Group Managing Director of The Beijing Axis, presented on 'China and Asia's Role in Africa's Mining Future' during the Investing in African Mining Indaba conference in Cape Town, 4 February 2014.
This document discusses research on how to enhance business growth and increase the number of scale-up companies. It examines how personal ambition and the articulation of ambition may be influenced by internal and external factors like social norms [Research Question 1]. Place may also play a role in assumed levels of ambition and the acquisition of resources [Research Question 2]. Prior research found high-aspiration entrepreneurs who are mobile create more jobs and growth [Drivers of Ambition]. Analysis of UK business data showed motivations like growth expectations influence performance, and autonomy and family motives increase business survival [Business Performance and Motivations]. The research will develop a new model of ambition and business growth by drawing on various data sources and challenging assumptions [Research Process].
India's top 5 trade partners in 2017-18 were China, United States, United Arab Emirates, Saudi Arabia, and Switzerland. India had the largest trade deficit with China at $51.72 billion. The main exports to these countries included precious metals and stones, textiles, organic chemicals, machinery, and iron and steel products. Key imports included electrical equipment, machinery, crude oil, other petroleum products, and precious stones. Foreign trade is impacted by factors such as exchange rates, inflation rates, foreign GDP, and trade restrictions.
Industrial policy 3.0 by Gints Turlajs Gints Turlajs
Gints Turlajs gave a presentation on industrial policy 3.0. He discussed the history of industrial policy, noting that countries have historically tried to develop and protect their industries through import tariffs and other means. However, direct cash subsidies without specifying purpose have often not been effective. Good practices of industrial policy mentioned include the examples of Japan, Taiwan, and Finland, which focused on education, stimulating growth without direct subsidies, and promoting sophisticated industries. The "triple helix" approach of cooperation between universities, industry, and government was also discussed as improving competitiveness.
This document discusses a study on how access to finance impacts small and medium-sized enterprises' (SMEs) aspirations for international expansion. The study uses data from over 4,000 middle market firms in the UK, Germany, France, and Italy. There has been limited previous research on the relationship between access to finance and exporting for SMEs. The study aims to address this gap and better understand how lack of access to finance can impact middle market firms' plans to enter new international markets like China.
Salary and Employment forecast survey - Singapore 2013Annabelle Taylor
Introduction of Singapore Salary and forecast survey report. the survey was completer by over 300 clients across industry representing more than 10 disciplines.
Doing business in China has advantages like low labor costs and an educated workforce, but also downsides such as corruption, complicated legal systems, and non-payment issues. Relationship building, or "guangxi," is especially important in China and involves coordinating with government bodies and establishing goodwill with partners through courtesy and respect of Chinese culture. Being sensitive to guangxi can help smooth business operations and avoid delays.
Kobus van der Wath, Founder and Group Managing Director of The Beijing Axis, presented on 'China and Asia's Role in Africa's Mining Future' during the Investing in African Mining Indaba conference in Cape Town, 4 February 2014.
This document discusses research on how to enhance business growth and increase the number of scale-up companies. It examines how personal ambition and the articulation of ambition may be influenced by internal and external factors like social norms [Research Question 1]. Place may also play a role in assumed levels of ambition and the acquisition of resources [Research Question 2]. Prior research found high-aspiration entrepreneurs who are mobile create more jobs and growth [Drivers of Ambition]. Analysis of UK business data showed motivations like growth expectations influence performance, and autonomy and family motives increase business survival [Business Performance and Motivations]. The research will develop a new model of ambition and business growth by drawing on various data sources and challenging assumptions [Research Process].
India's top 5 trade partners in 2017-18 were China, United States, United Arab Emirates, Saudi Arabia, and Switzerland. India had the largest trade deficit with China at $51.72 billion. The main exports to these countries included precious metals and stones, textiles, organic chemicals, machinery, and iron and steel products. Key imports included electrical equipment, machinery, crude oil, other petroleum products, and precious stones. Foreign trade is impacted by factors such as exchange rates, inflation rates, foreign GDP, and trade restrictions.
Industrial policy 3.0 by Gints Turlajs Gints Turlajs
Gints Turlajs gave a presentation on industrial policy 3.0. He discussed the history of industrial policy, noting that countries have historically tried to develop and protect their industries through import tariffs and other means. However, direct cash subsidies without specifying purpose have often not been effective. Good practices of industrial policy mentioned include the examples of Japan, Taiwan, and Finland, which focused on education, stimulating growth without direct subsidies, and promoting sophisticated industries. The "triple helix" approach of cooperation between universities, industry, and government was also discussed as improving competitiveness.
This document discusses a study on how access to finance impacts small and medium-sized enterprises' (SMEs) aspirations for international expansion. The study uses data from over 4,000 middle market firms in the UK, Germany, France, and Italy. There has been limited previous research on the relationship between access to finance and exporting for SMEs. The study aims to address this gap and better understand how lack of access to finance can impact middle market firms' plans to enter new international markets like China.
Salary and Employment forecast survey - Singapore 2013Annabelle Taylor
Introduction of Singapore Salary and forecast survey report. the survey was completer by over 300 clients across industry representing more than 10 disciplines.
Doing business in China has advantages like low labor costs and an educated workforce, but also downsides such as corruption, complicated legal systems, and non-payment issues. Relationship building, or "guangxi," is especially important in China and involves coordinating with government bodies and establishing goodwill with partners through courtesy and respect of Chinese culture. Being sensitive to guangxi can help smooth business operations and avoid delays.
This document provides an agenda and overview for a workshop on doing business in China held in March 2014 in Inverness and Edinburgh. The agenda includes sessions on China's market overview, sector opportunities, routes to market, case studies, and one-on-one consultations with advisers. The document also includes background on key Chinese economic and political trends, opportunities in sectors like food and drink, energy, life sciences, and challenges of the Chinese market. Scottish Development International's support for companies in China is outlined, including offices in Beijing, Shanghai, and planned trade
Analysis of the Export, Import, Balance of Trade, Balance Of Payment and Exch...Abdulla Al Imran
This document analyzes the export, import, balance of trade, and balance of payment figures between Bangladesh and several other countries including the USA, UK, India, and China. It provides key statistics on Bangladesh's exports to and imports from each of these countries. For example, it notes that in 2013 Bangladesh exported $712 million worth of goods to the USA, and imported $34.17 billion from the USA in 2016. It also discusses concepts like balance of trade, which represents the difference between a country's exports and imports. The document concludes by listing some recent exchange rates between the Bangladeshi Taka and other global currencies.
1. The document discusses doing business in China, highlighting the importance of the large Chinese market and opportunities for cost cuts and preferential policies for foreign investment.
2. China has become the world's second largest economy and continues to experience high GDP growth, attracting large amounts of foreign direct investment.
3. While China's economic growth has made it a major global economic power, there remain large wealth disparities between urban and rural areas, and economic and policy challenges if growth is not sustained.
Export & import between Bangladesh & IndiaTorun Datta
This document discusses trends in trade between India and Bangladesh from 2012-2013. It finds that while both countries have faced trade deficits, India's deficit is larger due to higher inflation and economic issues. The document analyzes export and import data and finds that while Bangladesh has been able to balance its trade, India's imports have increased more than its exports. However, the depreciation of the Indian rupee has made Indian exports more competitive. The document suggests both countries should cooperate to promote bilateral trade and consider India's northeast states as an opportunity for Bangladeshi access to Indian markets.
India pulled out of the arranged Regional Comprehensive Economic Partnership (RCEP) in 2018
subsequent to entering Discussions in 2013. India has an import/export imbalance with 11 out of
the 15 RCEP nations and a few researchers have reviewed that India chose to quit the
arrangement in light of such unfriendly exchange balance. For sure, India has an import/export
imbalance with the majority of its exchange partners in past free trade agreements (FTAs). It is
in this setting that this brief looks at India's import/export imbalance with two of the top
exchanging partners inside RCEP with whom India has a current economic alliance — i.e., Japan
and South Korea, and focuses to what India must help to tilt the exchange balance to earn
benefit. It also likewise investigates India's exchange relations with Australia, with which the
nation is arranging a FTA. It features what India must do in future FTA arrangements to
diminish import/export imbalances and benefit from such negotiations.
China's business environment in 2015 is expected to remain volatile as economic reforms continue under Xi Jinping. While reforms will cause short-term uncertainties, new opportunities will emerge for companies in different sectors. International companies need to focus on sector opportunities and avoid distractions from volatility. Recent reforms have opened state-controlled sectors like oil and gas to private investment. However, prospects vary significantly between sectors and require individual assessment.
Chinese economic activities and interests in developing countries have rapidly increased since China's economic reforms in 1978. Chinese firms are now actively investing in Latin America and Africa, challenging American and European companies. This paper examines China's role and interests in developing countries, why it prefers to invest in these regions, and the effects of Chinese economic activities in Latin America and Africa. It finds that China pursues its national interests in developing countries, such as natural resources, to fuel its own economy. While Chinese investment has benefits such as infrastructure development, it is also motivated by accessing resources rather than political solidarity. Chinese firms have also been more successful than Western firms in some developing countries due to their non-interventionist approach and unconditional economic operations.
Fostering Competitiveness of the Philippines to attract Foreign Direct Invest...Roby Camagong
This business report provides fact-based insights and analysis to help the Philippine government (Department of Trade and Industry and Philippine Central Bank) make the right decisions and trade-offs in making their economy more competitive to attract foreign direct investments from the US.
This document discusses opportunities for Dutch companies in Japan and provides an overview of investing in Japan. It summarizes that:
1) Japan presents many potential market opportunities for Dutch companies in sectors like agriculture, life sciences, healthcare, and recycling due to Japan's large economy and policy changes to attract foreign investment.
2) The Japanese business environment has become more attractive for foreign investors with lower corporate tax rates, trade agreements, and infrastructure improvements supported by government policy.
3) As a highly innovative country with top companies and skilled workforce, Japan also offers opportunities to access new technologies and serve as a gateway to other Asian markets.
Australian SMEs in China - Innovation and Engagement WorkshopMorry Morgan
This document discusses how ClarkMorgan enables organizations to execute their strategies through relevant and engaging learning programs. It emphasizes developing staff capabilities. ClarkMorgan is innovative through content creation, transmedia storytelling, online and offline experiences, creating ecosystems, and establishing ambitious goals. The document promotes ClarkMorgan's services around content, transmedia storytelling, online and offline experiences, and ecosystems to help organizations develop their staff.
Using Social Media to Drive Employee Engagement Michael Specht
Enterprise 2.0 uses social media tools internally to drive employee engagement. It focuses on collaboration, transparency, trust and authenticity to make employees feel more valued through involvement in decision making and an open sharing of ideas. While implementation faces challenges like cultural barriers, examples show benefits like reduced turnover and improved customer service. The key is applying social media principles strategically for business outcomes rather than just the tools.
The Manager's Pyramid of Employee EngagementDavid Zinger
The document describes the "Pyramid of Employee Engagement" which is made up of 12 building blocks that form a pyramid structure. At the base are blocks like enhancing wellbeing, enlivening energy, and leveraging strengths. Higher blocks include fostering recognition, building relationships, and path progress. Achieving results and maximizing performance sit at the top of the pyramid. The pyramid framework can be used to climb and improve levels of employee engagement by focusing on the different blocks.
Glocalization: A Measure of Global Brands’ Adaptation to Local Cultures by Ol...InsightInnovation
A brand’s ability to adapt and reflect consumers’ core values in different areas of the world directly effects its sales in those markets. Multicultural targeting is every global brand’s dream, but there are no metrics in place to truly know how brand strategy adaptations are resonating with different cultural communities’ values – until now.
The “Glocalization Index” is a simple actionable tool that will revolutionize the field of global brand tracking and communication research. Marketers of global brands will be able to use the “Glocalization Index” to track their communication strategy success and brand health in local markets.
The presentation will illustrate the importance of learning about local values and adjusting brand communication to those local values while keeping true to the global brand’s core essence.
Learn how values associated with being rich and owning prestigious things are viewed by China vs. Australia and how major brands like Colgate and Nike fall on our correlation index that determines how well a brand’s perceived value correlates to that of a country, and relates to that brand’s strength there.
Asia and China HR Practices and the Impact of Intercultural Factorswalterpschwab
The document discusses Chinese and Asian HR practices and how intercultural factors impact high-performance teams and employee engagement. It notes that Asian economies are growing rapidly and 15 cities will join the top 50 GDP cities by 2025. HR teams in Asia tend to be smaller and more transactional compared to Western practices. Cultural dimensions like individualism/collectivism, communication styles, and views of authority vary across regions and impact the workplace. Developing high performing teams and engagement requires understanding these intercultural differences.
This is a presentation of the WES (Workplace Engagement Survey). It is an effective and inexpensive way to survey your employees with recommendations for increased engagement and productivity.
This document outlines key concepts for employee engagement from A to Z. It emphasizes that engagement begins with acceptance of all employees and ensuring everyone benefits. Strong leadership is needed to connect all parts of the organization and sustain engagement over time. Engagement provides energy that drives great performance when employees' work flows like water. It is important for managers to view employees as human beings and unlock their potential through meaningful work. Ultimately, engagement creates results when the focus is on purpose, understanding others, and a shared sense of "we" over "me".
Employee engagement is not an exact science. So far, the whole concept has been built on HR experience, positive phycology and business models that engage a company’s talent towards a productive culture of success.
At the core of employee engagement, similar to any company’s foundation, are some values. These values determine the why, how and what of that company, presumably.
In today’s economy, you’re building your company brand both through external as well as internal efforts. Playing two battlefields at the same time can prove to be tricky, that’s why some companies decide to focus their resources only on the external branding front. Meanwhile, they neglect their internal environment, failing to provide an engaging, challenging and appealing workplace.
Enters talent management. A grey area where an HR manager meets a Talent Manager/Chief Happiness Officer. Confusing? Yes. And if it’s confusing for the person actually holding that position, imagine what it does to the employees he or she is supposed to be engaging.
So, we came up with 25 ideas that can save a manager in need of some inspiration. Enjoy!
This document discusses employee engagement and provides information on defining engagement, measuring engagement, and strategies for improving engagement. Some key points:
- Employee engagement refers to an employee's emotional commitment and positive attachment to their organization. Highly engaged employees are enthusiastic about their work and further the interests of the organization.
- Common models for measuring engagement include the Gallup Q12 survey, which measures 12 factors like clear expectations, resources, development opportunities, and praise. Other models look at engagement drivers like career development, leadership, rewards, and work-life balance.
- Managers play a critical role in driving engagement through coaching, communicating goals, team development initiatives, and believing in employees' abilities. Regular communication, feedback
This document discusses employee engagement and its importance. It defines three levels of employee engagement: actively engaged employees who strive to meet and exceed expectations; not engaged employees who feel overlooked and have unproductive relationships; and actively disengaged employees who undermine others and damage the organization. Factors that influence engagement include importance, attrition rates, productivity, costs, and innovation. Measuring engagement involves listening, surveying current levels using tools like the Gallup Q12, and analyzing survey results.
10 Best Practices of a Best Company to Work ForO.C. Tanner
What does it take to be named a Best Company to Work for by FORTUNE magazine? For starters, a winning culture, collaboration, and creating an environment for learning and growth. Take a look at these slides for more ideas!
The document discusses China's growing interest in moving outward through mergers and acquisitions (M&A). It provides context for why China is now looking to expand abroad given its slowing GDP growth. The objectives of a smooth external growth policy are outlined as accessing worldwide profit pools, securing strategic resources, and building global brands. The document then discusses challenges China faces in M&A and proposes designing a high return M&A strategy through careful preparation, targeting opportunities, and integrated acquisition and integration processes. Two case studies of Chinese M&A deals, one in Italy and one in the US, are presented as examples.
This document provides an agenda and overview for a workshop on doing business in China held in March 2014 in Inverness and Edinburgh. The agenda includes sessions on China's market overview, sector opportunities, routes to market, case studies, and one-on-one consultations with advisers. The document also includes background on key Chinese economic and political trends, opportunities in sectors like food and drink, energy, life sciences, and challenges of the Chinese market. Scottish Development International's support for companies in China is outlined, including offices in Beijing, Shanghai, and planned trade
Analysis of the Export, Import, Balance of Trade, Balance Of Payment and Exch...Abdulla Al Imran
This document analyzes the export, import, balance of trade, and balance of payment figures between Bangladesh and several other countries including the USA, UK, India, and China. It provides key statistics on Bangladesh's exports to and imports from each of these countries. For example, it notes that in 2013 Bangladesh exported $712 million worth of goods to the USA, and imported $34.17 billion from the USA in 2016. It also discusses concepts like balance of trade, which represents the difference between a country's exports and imports. The document concludes by listing some recent exchange rates between the Bangladeshi Taka and other global currencies.
1. The document discusses doing business in China, highlighting the importance of the large Chinese market and opportunities for cost cuts and preferential policies for foreign investment.
2. China has become the world's second largest economy and continues to experience high GDP growth, attracting large amounts of foreign direct investment.
3. While China's economic growth has made it a major global economic power, there remain large wealth disparities between urban and rural areas, and economic and policy challenges if growth is not sustained.
Export & import between Bangladesh & IndiaTorun Datta
This document discusses trends in trade between India and Bangladesh from 2012-2013. It finds that while both countries have faced trade deficits, India's deficit is larger due to higher inflation and economic issues. The document analyzes export and import data and finds that while Bangladesh has been able to balance its trade, India's imports have increased more than its exports. However, the depreciation of the Indian rupee has made Indian exports more competitive. The document suggests both countries should cooperate to promote bilateral trade and consider India's northeast states as an opportunity for Bangladeshi access to Indian markets.
India pulled out of the arranged Regional Comprehensive Economic Partnership (RCEP) in 2018
subsequent to entering Discussions in 2013. India has an import/export imbalance with 11 out of
the 15 RCEP nations and a few researchers have reviewed that India chose to quit the
arrangement in light of such unfriendly exchange balance. For sure, India has an import/export
imbalance with the majority of its exchange partners in past free trade agreements (FTAs). It is
in this setting that this brief looks at India's import/export imbalance with two of the top
exchanging partners inside RCEP with whom India has a current economic alliance — i.e., Japan
and South Korea, and focuses to what India must help to tilt the exchange balance to earn
benefit. It also likewise investigates India's exchange relations with Australia, with which the
nation is arranging a FTA. It features what India must do in future FTA arrangements to
diminish import/export imbalances and benefit from such negotiations.
China's business environment in 2015 is expected to remain volatile as economic reforms continue under Xi Jinping. While reforms will cause short-term uncertainties, new opportunities will emerge for companies in different sectors. International companies need to focus on sector opportunities and avoid distractions from volatility. Recent reforms have opened state-controlled sectors like oil and gas to private investment. However, prospects vary significantly between sectors and require individual assessment.
Chinese economic activities and interests in developing countries have rapidly increased since China's economic reforms in 1978. Chinese firms are now actively investing in Latin America and Africa, challenging American and European companies. This paper examines China's role and interests in developing countries, why it prefers to invest in these regions, and the effects of Chinese economic activities in Latin America and Africa. It finds that China pursues its national interests in developing countries, such as natural resources, to fuel its own economy. While Chinese investment has benefits such as infrastructure development, it is also motivated by accessing resources rather than political solidarity. Chinese firms have also been more successful than Western firms in some developing countries due to their non-interventionist approach and unconditional economic operations.
Fostering Competitiveness of the Philippines to attract Foreign Direct Invest...Roby Camagong
This business report provides fact-based insights and analysis to help the Philippine government (Department of Trade and Industry and Philippine Central Bank) make the right decisions and trade-offs in making their economy more competitive to attract foreign direct investments from the US.
This document discusses opportunities for Dutch companies in Japan and provides an overview of investing in Japan. It summarizes that:
1) Japan presents many potential market opportunities for Dutch companies in sectors like agriculture, life sciences, healthcare, and recycling due to Japan's large economy and policy changes to attract foreign investment.
2) The Japanese business environment has become more attractive for foreign investors with lower corporate tax rates, trade agreements, and infrastructure improvements supported by government policy.
3) As a highly innovative country with top companies and skilled workforce, Japan also offers opportunities to access new technologies and serve as a gateway to other Asian markets.
Australian SMEs in China - Innovation and Engagement WorkshopMorry Morgan
This document discusses how ClarkMorgan enables organizations to execute their strategies through relevant and engaging learning programs. It emphasizes developing staff capabilities. ClarkMorgan is innovative through content creation, transmedia storytelling, online and offline experiences, creating ecosystems, and establishing ambitious goals. The document promotes ClarkMorgan's services around content, transmedia storytelling, online and offline experiences, and ecosystems to help organizations develop their staff.
Using Social Media to Drive Employee Engagement Michael Specht
Enterprise 2.0 uses social media tools internally to drive employee engagement. It focuses on collaboration, transparency, trust and authenticity to make employees feel more valued through involvement in decision making and an open sharing of ideas. While implementation faces challenges like cultural barriers, examples show benefits like reduced turnover and improved customer service. The key is applying social media principles strategically for business outcomes rather than just the tools.
The Manager's Pyramid of Employee EngagementDavid Zinger
The document describes the "Pyramid of Employee Engagement" which is made up of 12 building blocks that form a pyramid structure. At the base are blocks like enhancing wellbeing, enlivening energy, and leveraging strengths. Higher blocks include fostering recognition, building relationships, and path progress. Achieving results and maximizing performance sit at the top of the pyramid. The pyramid framework can be used to climb and improve levels of employee engagement by focusing on the different blocks.
Glocalization: A Measure of Global Brands’ Adaptation to Local Cultures by Ol...InsightInnovation
A brand’s ability to adapt and reflect consumers’ core values in different areas of the world directly effects its sales in those markets. Multicultural targeting is every global brand’s dream, but there are no metrics in place to truly know how brand strategy adaptations are resonating with different cultural communities’ values – until now.
The “Glocalization Index” is a simple actionable tool that will revolutionize the field of global brand tracking and communication research. Marketers of global brands will be able to use the “Glocalization Index” to track their communication strategy success and brand health in local markets.
The presentation will illustrate the importance of learning about local values and adjusting brand communication to those local values while keeping true to the global brand’s core essence.
Learn how values associated with being rich and owning prestigious things are viewed by China vs. Australia and how major brands like Colgate and Nike fall on our correlation index that determines how well a brand’s perceived value correlates to that of a country, and relates to that brand’s strength there.
Asia and China HR Practices and the Impact of Intercultural Factorswalterpschwab
The document discusses Chinese and Asian HR practices and how intercultural factors impact high-performance teams and employee engagement. It notes that Asian economies are growing rapidly and 15 cities will join the top 50 GDP cities by 2025. HR teams in Asia tend to be smaller and more transactional compared to Western practices. Cultural dimensions like individualism/collectivism, communication styles, and views of authority vary across regions and impact the workplace. Developing high performing teams and engagement requires understanding these intercultural differences.
This is a presentation of the WES (Workplace Engagement Survey). It is an effective and inexpensive way to survey your employees with recommendations for increased engagement and productivity.
This document outlines key concepts for employee engagement from A to Z. It emphasizes that engagement begins with acceptance of all employees and ensuring everyone benefits. Strong leadership is needed to connect all parts of the organization and sustain engagement over time. Engagement provides energy that drives great performance when employees' work flows like water. It is important for managers to view employees as human beings and unlock their potential through meaningful work. Ultimately, engagement creates results when the focus is on purpose, understanding others, and a shared sense of "we" over "me".
Employee engagement is not an exact science. So far, the whole concept has been built on HR experience, positive phycology and business models that engage a company’s talent towards a productive culture of success.
At the core of employee engagement, similar to any company’s foundation, are some values. These values determine the why, how and what of that company, presumably.
In today’s economy, you’re building your company brand both through external as well as internal efforts. Playing two battlefields at the same time can prove to be tricky, that’s why some companies decide to focus their resources only on the external branding front. Meanwhile, they neglect their internal environment, failing to provide an engaging, challenging and appealing workplace.
Enters talent management. A grey area where an HR manager meets a Talent Manager/Chief Happiness Officer. Confusing? Yes. And if it’s confusing for the person actually holding that position, imagine what it does to the employees he or she is supposed to be engaging.
So, we came up with 25 ideas that can save a manager in need of some inspiration. Enjoy!
This document discusses employee engagement and provides information on defining engagement, measuring engagement, and strategies for improving engagement. Some key points:
- Employee engagement refers to an employee's emotional commitment and positive attachment to their organization. Highly engaged employees are enthusiastic about their work and further the interests of the organization.
- Common models for measuring engagement include the Gallup Q12 survey, which measures 12 factors like clear expectations, resources, development opportunities, and praise. Other models look at engagement drivers like career development, leadership, rewards, and work-life balance.
- Managers play a critical role in driving engagement through coaching, communicating goals, team development initiatives, and believing in employees' abilities. Regular communication, feedback
This document discusses employee engagement and its importance. It defines three levels of employee engagement: actively engaged employees who strive to meet and exceed expectations; not engaged employees who feel overlooked and have unproductive relationships; and actively disengaged employees who undermine others and damage the organization. Factors that influence engagement include importance, attrition rates, productivity, costs, and innovation. Measuring engagement involves listening, surveying current levels using tools like the Gallup Q12, and analyzing survey results.
10 Best Practices of a Best Company to Work ForO.C. Tanner
What does it take to be named a Best Company to Work for by FORTUNE magazine? For starters, a winning culture, collaboration, and creating an environment for learning and growth. Take a look at these slides for more ideas!
The document discusses China's growing interest in moving outward through mergers and acquisitions (M&A). It provides context for why China is now looking to expand abroad given its slowing GDP growth. The objectives of a smooth external growth policy are outlined as accessing worldwide profit pools, securing strategic resources, and building global brands. The document then discusses challenges China faces in M&A and proposes designing a high return M&A strategy through careful preparation, targeting opportunities, and integrated acquisition and integration processes. Two case studies of Chinese M&A deals, one in Italy and one in the US, are presented as examples.
China's culture was presented along with green tea and baozi. Articles discussed marketing challenges in China like different cultural norms and the need to take risks. Summaries included challenges of picking Chinese brand names, impacts of the one-child policy, and keeping talented employees. The group proposed a marketing plan for Purell hand sanitizer in China, including targeting health conscious urbanites, gaining market share over 5 years, and positioning Purell as affordable and superior to other options. Major competitors were local hand sanitizer brands and public wash stations.
This document provides a summary of key economic indicators for various countries in 2014 based on an article from The Economist:
- Three countries (Greece, Italy, Portugal) are identified as being in a recession based on negative GDP growth.
- Three countries (Argentina, Venezuela, Ukraine) have high inflation rates that could cause economic problems.
- Five countries (China, India, Indonesia, Turkey, Nigeria) are highlighted as having rapidly growing economies with high GDP growth.
- Three countries (Germany, Switzerland, Canada) are identified as relatively safe places to invest due to economic stability and strong fundamentals.
- Three countries (Spain, Greece, France) have high unemployment rates that
A study of business environment of Australia and recommendation.Gagan Gouda
The document summarizes key aspects of the Australian economy including:
1. Its dominant service sector accounting for 68% of GDP and mining sector accounting for 10% of GDP.
2. Australia has a GDP of US$1.525 trillion and avoids recessions through stimulus measures.
3. Important trends include an aging population, strong ties with Asia, and opportunities in technology and education.
The document is a group assignment cover sheet for a marketing course at the University of South Australia. It contains details of the assignment such as the course code, title, program, and due date. It also lists the names and student IDs of the 6 students in the group, and includes a signed statement declaring the work as their own and authorizing plagiarism checks.
Investment and growth in China (abstract) - MaverlinnOlivier Coispeau
- China has experienced impressive economic growth over the past 30 years, with its GDP increasing at an average of 7.1% annually. However, investment as a percentage of GDP has remained very high between 47-49% in order to sustain growth.
- The Chinese stock market performance has become decoupled from GDP growth since 2009, showing the fragile structure of Chinese markets. This was exacerbated by the 2012 fraud scandal of Xintadi Bio-Tech, which halted Chinese IPO activity.
- With few exit options, mergers and acquisitions have become an increasingly important strategy for private equity in China. One example is Shuanghui's $4.7 billion acquisition of Smithfield Foods in 2013
Country Analysis Australia Fintech Entry ConditionsColin Johnson
An political, economic and business analysis of opportunities and threats to financial companies entering the Australian market. Conducted by Colin Johnson and students from Canada, Germany and Spain.
This document discusses key considerations for doing business in China. It notes that China has experienced rapid economic growth and become an important global market. While China presents opportunities, foreign investors must navigate a complex business environment with different cultural norms and regulations. Success requires a long-term commitment, local partnerships, and understanding Chinese consumers and business practices.
The document discusses the growth of China's economy and foreign investment climate. It notes that China attracted $124 billion in foreign direct investment in 2011, making it the second largest FDI destination after the US. However, foreign investors face challenges such as industrial policies favoring state-owned firms, equity restrictions, weak IP protection, lack of transparency and an unreliable legal system. The government also has discretion over promoting investment in certain industries and restricting others not deemed in China's national interest.
How why and when to raise venture capital norcat hot topics seriesNORCAT
This document discusses challenges facing Canada's innovation economy and strategies to support it going forward. It notes Canada's shifting economic focus from natural resources to manufacturing to services/technology. While Canada has advantages like education and proximity to markets, its innovation performance has been lackluster, with declining R&D spending and a "D" grade on innovation. The document advocates developing a comprehensive strategy across education, immigration, productivity, entrepreneurship culture, and financing to foster innovation and position Ontario competitively in the 21st century knowledge economy.
How to do business in the Indian Market for Kiko Milano.Giacomo Caleffi
India has experienced significant growth and development over the past six decades, transforming from a country dependent on grain imports into a global agricultural powerhouse and net food exporter. It has also emerged as a major player in industries such as pharmaceuticals, steel, and technology. However, India still faces issues such as a high public deficit, inflation, and bureaucracy that can deter foreign investment. Kiko Milano, an Italian cosmetics brand, should consider establishing a joint venture manufacturing plant in Maharashtra, India to produce and sell products locally, capitalizing on India's large and growing cosmetics market and lower costs while mitigating risks through a local partner.
The document discusses Japan's government strategy for innovation to 2025. It outlines three key trends - declining population, aging society, and sustainability issues. The government's role is to set clear goals, timelines, and laws to address domestic problems through cooperation among industry, government, academia, and local clusters. This includes offering subsidies and tax reductions for solving specific problems in other countries. The strategy aims to achieve economic growth, jobs, international trust and presence while reducing overseas development assistance spending through global partnerships between Japanese organizations and those abroad.
The document discusses China's transformation and the merits of procurement from China. It provides an overview of The Beijing Axis, a China-focused advisory firm, and its synergistic businesses in commodities, capital, procurement, and strategy. The Beijing Axis has successfully worked with many international and Chinese companies, with a focus on mining, resources, industrial engineering and other sectors. It also operates across China and helps firms navigate opportunities in unfamiliar markets.
What Strategies are Implemented for International Marketing ManagementInstant Assignment Help
This PPT is on International Marketing Management. There is research on two countries Japan and Malaysia, which are considered as a potential market for the pasta company Felicetti.
This document summarizes the Economist Intelligence Unit's 2014 China Going Global Investment Index report. Some key findings:
- The US, Singapore, and Hong Kong remain the top three most attractive destinations for Chinese outbound direct investment.
- Japan falls to sixth place due to cooling relations with China and lackluster economic growth reducing innovation advantages.
- Southern European countries lag in opportunities but present acquisition opportunities due to economic struggles.
- African and Latin American country rankings diverge, with stable political environments seeing improved rankings.
The document summarizes a networking event organized by BEN (Bristol & Bath Science Park) on July 12, 2012. The event was held at Bristol & Bath Science Park from 6-9pm and featured several speakers on topics related to exporting and international trade. Upcoming BEN networking events were also listed covering various themes like summer social events, technology updates, and preparing for venture capital events. Contact information was provided for UK Trade & Investment organizations that can help businesses with international trade.
Tba on sino africa relationship - picc&hollard - 5 dec 2012 - final hoWilliam Dey-Chao
China and Africa have developed increasingly strong economic ties over the past decades. The relationship has progressed through political, dormant, and commercial phases currently dominated by China's demand for African resources and Africa's need for infrastructure development. High-level diplomatic visits from China have often preceded growth in trade, investment, loans, and aid. China is now a leading trade partner for Africa and continues to provide no-strings-attached financing for major projects across the continent through initiatives like the Forum on China-Africa Cooperation and China-Africa Development Fund.
Australian Business Forum helps Australian SMEs and businesses to understand the Chinese market and refine their China strategy.
http://abf.events/
ABOUT THE PRESENTATION BELOW
Sean Keenihan, President of the Australia China Business Council, South Australia, introduces the state's efforts and successes in promoting Sino-Australian trade. Primarily through strategic engagement with its sister state, Shandong Province, trade delegations and Free Trade Agreements, South Australia has cemented long-term relationships at home and abroad that will steer it well into the Asian Century.
Originally presented at Australia-China BusinessWeek 2015 Adelaide
Module 05 Course Project - Preserving the RelationshipFrom the b.docxroushhsiu
Module 05 Course Project - Preserving the Relationship
From the beginning of this course, you've learned how an integrative bargaining approach to a negotiation is preferable when the parties want to preserve a relationship. In our project scenario, Michelle wants to continue working at the call center, and more importantly wants to maintain the good working relationship that she has cultivated with her boss, Nikki. Neither party wants the schedule dispute to derail that relationship. Nikki knows that Michelle has started bad mouthing her to the other employees because she thinks that Nikki's approach to scheduling people based on seniority was a lazy rather than fair. Michelle's emotions were running high when she did this, but unfortunately the remarks started to damage Nikki's reputation as being a good supervisor. As a result, the relationship between the supervisor and employee is now strained.
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Philippines (GDP)
Paxton Boyd II;
Macroeconomics;
AIU;
18March20;
Introduction
Currently am working with a food processing and selling company best in Dallas, Texas, USA.
The firm deals with perishable and non-perishable products.
The products include; milk, coffee, tea, meat, fish, fruits, cereals, cheese, rice, flour, and wheat products.
The firm was founded after seizing the opportunity that the world’s population is ever growing and food products are basic needs that humans cannot do without.
This is a clear indication that the market share is adequate enough to generate profits.
Therefore, in our expansion plans, we take the gross domestic product metric as a key determinant when in investing a particular nation.
This is because it will show us how the market incomes and standards of living are growing with time.
GDP
Gross domestic value shows the aggregate value of what a nation produces.
It indicates an economy’s size
It helps eradicate double accounting
It is given by;
Personal spending plus investments by businesses plus the expenditure by the government, plus exports minus imports.
The two types of GDP are real and nominal.
GDP growth rates change over time.
The aggregate value generated from the GDP considers all the country’s production regardless of whether they are produced by locals or foreigners.
The real GDP is gotten by removing inflation from the equation because the economy may seem to be prospering an ...
Similar to Challenging South Australian Myths about China - Engaging with the Rising Economic Power (20)
Adani Group Requests For Additional Land For Its Dharavi Redevelopment Projec...Adani case
It will bring about growth and development not only in Maharashtra but also in our country as a whole, which will experience prosperity. The project will also give the Adani Group an opportunity to rise above the controversies that have been ongoing since the Adani CBI Investigation.
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Greetings,
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NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USAGreetings,
Hawk Energy is pleased to present you with the latest energy news
NewBase 20 June 2024 Energy News issue - 1731 by Khaled Al Awadi
Regards.
Founder & S.Editor - NewBase Energy
Khaled M Al Awadi, Energy Consultant
MS & BS Mechanical Engineering (HON), USA
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Challenging South Australian Myths about China - Engaging with the Rising Economic Power
1. Challenging
South Australia’s Myths
About China
Key Conclusions from the Joint Research Project
‘White Paper’: “Business Engagement with China:
A Strategy for South Australia’s Future?”
19 April 2011
Glen B. Wheatley, Best Solutions International Pty Ltd
2. Notes
& Appreciation
• The Australian Bureau of Statistics (ABS) was a key data source
• Unfortunately the ABS cannot supply detailed
statistics for service exports and imports
• Goods which either departed or arrived via another state are not
included, eg. goods destined for SA may be in NSW statistics
• Special thanks for their support
• Education Adelaide
• South Australian Wine Industry Association
• South Australian Tourism Commission
• South Australian Chamber of Mining and Energy
• Jim Wilson, Glen Stafford, Annette Wheatley & Geoff Upton
3. Key Conclusions
• Over 4,500 jobs in SA are dependent on China exports,
mainly in mining, education & wine
• China is South Australia’s largest trading partner
• Top four exports: mining ($833 M), education ($328 M), wool ($69 M) & wine ($66 M)
• Industry leaders see China’s importance growing,
but are concerned about the future
• Position is fragile without strategic approach and lack of coordinated policy formulation
• Need to increase the value-add of SA exports
• Traditional manufacturing must adapt as the world globalises
• Without a cooperative and strategic approach,
SA will become a “has been” with China
• SA as a small state can only compete on the world stage with unique value-add
• Together we can be powerful: SA with resources & technology; China with capital & markets
4. Myth 1: SA Buys More
From China Than it Sells
Since 2005 we have sold more than we have bought
2005 2006 2007 2008 2009
1,800
1,600
1,400
1,200
1,000
800
600
400
200
0
Imports 624 773 1,003 1,160 994
Exports 735 768 1,012 1,269 1,544
SA Goods Exports 2009
Total: $ 8,318 Million
SA Goods & Services Trade with China
in M $
Sources: 5368.0 International Trade in Goods and
Services, Australia, Table 36d Merchandise Exports
& Table 37d Merchandise Imports; ABS custom from
May 2010; & calculations by the author
5. Myth 2: China is a Threat to SA
China trade is increasing net employment in SA
Job Count 2009 – All Industries Wages Earned 2009– All Industries in M$
Net Positive Effect of China Trade for SA in 2009
Best Case: 4,902 jobs = $ 320 Million in wages = $ 84 M in payroll taxes
Worst Case: 3,293 jobs = $ 234 Million in wages = $62 M in payroll taxes
Approach: Total export/import per sector divided by the average revenue per employee. Author grouped
imports into those with viable local (SA/AUS) producer and those without to determine total imports
which might be replacing local jobs.
Sources: ABS 6302.0 Average Weekly Earnings, Australia, TABLE 10I. Average Weekly Earnings,
Industry; Series 81550DO001-200809 Australian Industry 08-09, ABS custom from May 2010; &
calculations by the author
6. Myth 3: China is a Cheap Mass Market
China has changed enormously in the last thirty years
7. Myth 3: China is a Cheap Mass Market, cont.
China’s consumer spending has changed greatly since the ‘70s
Source: “China's luxury boom - The Middle Blingdom”,
The Economist, 17 February 2011 . Also see points below
Australian Wine Exports 2008
Total value and average per litre prices
Source: AWBC - Wine Export Approval Report, Dec. '08
“Ask a well-heeled Chinese lady about her new handbag and she is quite likely to
point out that she bought it in Paris. This tells you not only that she is rich enough to
travel, but also that the bag is genuine.”
Including Chinese purchases outside China (55%!), the nation’s share of the global
luxury market will triple, to 44%, by 2020
8. Myth 4: Communicating
with Chinese is Easy
Cross-cultural communication can be challenging
Survey respondents who
found communicating with
the following nationalities
difficult or very difficult
Source: Joint Research Report online survey,
October-November 2010, total of 51 respondents
Poor preparation could cost SA
$53 Million annually
Approach: Total SA exports and imports multiplied by potential
efficiency increase due to better cross-cultural and language
preparation. Similarly lost time and energy due to
misunderstandings assumed to be 2 workdays per year.
9. Myth 5: SA has a Clear China Strategy
Collectively, we could be better in:
• Analysing, interpreting & planning
we have had insufficient transparent information and interpretation
• Setting China as a priority
• Coordinating our efforts between
companies, industry groups & government
• Identifying our true strengths and highest value-add
and taking a sustainable approach to business
• Formulating state and national policy to support
our shared goals & strategy
10. Investing in Our Future with China
Do we just milk the cow or do we invest in its health?
Estimated Net Return from
2009 SA Exports to China
Total: $200 M
Suggested Re-Investment
of Part of Return in M$
Suggested Investments in SA’s China Future
Cross-cultural & language training, market analysis & strategy,
manufacturing & service innovation,
entrepreneurship & investment attraction, communication & promotion
Approach: Total calculatory wages multiplied by an average 25% income tax (15% for
superannuation payments). Corporate profits were assumed to be 7.5% of revenue,
which was then taxed at 30%.
11. Learn From the Fable of
Fred the Manufacturer
• Perfect World of Oz (?)
• Fred makes toasters in his company “Toastmasters”
• He is happy that the high walls around Oz protect him
• Life is easy without much competitive pressure
• Threat Looms from Overseas
• Somebody in Emerald City lets in toasters with the sticker “made in China”
• The toasters are OK, but Fred knows his are better and continues his ways
• Fred notices that sales are dropping, blames the Chinese, but continues his ways
• Generation V-A (Value-Add) Enters
• Despite Fred’s protests, his son Frank learns Chinese & goes on an exchange program
• Frank is modern and develops a really smart new toaster with a cool design
• Fred is worried about the raw material and assembly costs of the new toaster
• F&F Focus on Core Strengths
• Frank imports the commodity bits from China but keeps the “brain” of the toaster in Oz
• F&F listen to their customers and do smart marketing, so sales boom
• F&F start exporting, becoming fans of globalisation
• F&F invest more & more in R&D, always introducing the next best kitchen gadget
• Toastmasters becomes the world standard and is now sold in 30 countries
12. Silly Story?
Think Again – It’s Just like Breville!
Development of Underlying Earnings* at HWI/Breville in % of Revenue
16%
14%
12%
10%
8%
6%
4%
2%
0%
HWI Chairman, June 2005:
“PI was aware that significant
change was needed and inevitable.
...HWI will emerge as a very strong
global participant in our industry..."
FY01 FY02 FY03 FY04 FY05 FY06 FY07 FY08 FY09 FY10 HY11
*Underlying Earnings before interest, tax, depreciation & amortisation (Underlying EBITDA)
Sources: HWI/Breville Group Annual Reports 2001 to 2010 and Breville Half Year Results to
December 2010.
Breville Chairman, June 2010:
"...underlying and reported profit after tax for the
yearPincreasing by 65% and 92.1% respectively.
The progress achievedPre-affirms the group's strategy
of focusing on the development of innovative products
and leveraging those products across multiple
geographies.”
13. So What Can
Each of Us Do?
• Increase your knowledge about China and encourage
those around you to do the same
• Ask yourself "How could China's development affect me
and how can I constructively become engaged?
• Share & discuss the White Paper and this presentation
with people around you
• Ask your leader “What is our China strategy?"
• Find out for yourself: Speak with Chinese here in SA
or travel to China
• Build up a China-focused team in your organisation and
constantly increase its understanding of China
• Take an active role in the interface between SA & China
by joining ACBC and similar groups
14. Thank You for Your Attention!
Please feel free to approach us with comments, questions or ideas!
Confucius Institute at the University of Adelaide
Annette Wheatley, Business Program Manager
T: 8303 4798
E: confucius.institute@adelaide.edu.au
Australia China Business Council (SA)
Sean Keenihan, President
T: 8223 6808
E: acbcsa@acbc.com.au
Best Solutions International Pty Ltd
Glen B. Wheatley, Director
T: 8338 6299
E: glen.wheatley@bestsolutionsintl.com