The document outlines the mission, vision, strategic goals, and objectives of the Department of Commerce from FY2004-FY2009. The mission is to promote innovation, entrepreneurship, competitiveness, and stewardship to enable economic growth. The three strategic goals are: 1) maximize US competitiveness and enable economic growth, 2) foster science leadership through technology and standards, and 3) observe, protect, and manage environmental resources. The document details the activities various bureaus will undertake to achieve these goals, such as collecting economic data, enforcing trade agreements, and monitoring weather and oceans.
1. California used to be the largest exporter in the US but has fallen behind other states like Texas in recent decades. California's export growth has been less than half the national average since 1998 and well below states with strong export promotion strategies.
2. A shift-share analysis showed that California's industrial composition and lack of competitiveness negatively impacted export growth potential compared to states like Texas. California lost over $50 billion in potential export growth due to regional weaknesses.
3. While Texas has advantages like proximity to Latin America and a lower cost of doing business, California can still learn from export promotion best practices in other states and countries. Developing a coordinated strategy is needed to help California businesses maximize export opportunities.
This document provides an intelligence brief on the economic growth prospects of several countries in the Southern African Development Community (SADC) region. It discusses factors supporting and hindering growth for each country, including natural resources, infrastructure development, political stability, education and health issues, corruption, and dependence on commodity prices and foreign investment. Key challenges across many countries are high unemployment, especially among youth; inadequate power supply and infrastructure bottlenecks; and the impacts of HIV/AIDS on the labor force and economic growth.
Brazil will not overcomes the current crisis without abandonment of neolibera...Fernando Alcoforado
It was the neoliberal prescription implemented in 1990 that led the Brazilian economy to bankruptcy during the Dilma Rousseff government. The practice has demonstrated the infeasibility of the neoliberal economic model in Brazil inaugurated by President Fernando Collor in 1990 and maintained by presidents Itamar Franco, Fernando Henrique Cardoso, Lula and Dilma Roussef. The very low economic growth in Brazil, the sharp de-industrialization of the country, the disproportionate rise in federal debt, widespread business failure, the back of double-digit inflation and mass unemployment during the Dilma Roussef government demonstrate the impracticability of the neoliberal model deployed in the country. Given the accursed economic heritage of PT (Workers`Party) governments, particularly Dilma Rousseff the government, the economic team of the Michel Temer government intends to adopt immediately, measures aimed at the search for the balance of public accounts to deal with the insolvency of the Union and then continue the failed neoliberal economic model. This is an irrationality try to resurrect the failed neoliberal economic model when it should restructure the Brazilian economy inspiring in the developmental experience of the successful Asian countries like Japan, South Korea, Taiwan and China.
A Comparative Analysis of the Economies of the Netherlands, Singapore, the Dominican Republic and Puerto Rico from 1971 to 2016: Susceptibility to the Global Economic Crisis (GEC) of 2008
Nigeria china trade relations implication on the nigerian domestic economyAlexander Decker
This document summarizes a research study on the trade relations between Nigeria and China and its implications for Nigeria's domestic economy. The following key points are made:
1) Trade between Nigeria and China has increased significantly in recent decades, reaching $7.7 billion in 2010, however China exports more to Nigeria than it imports, resulting in a trade imbalance.
2) Nigerian manufacturers and entrepreneurs perceive that the influx of cheap Chinese imports is negatively impacting the competitiveness of domestic industry due to issues like substandard goods and lack of access to credit and stable electricity.
3) For Nigeria to better leverage its relationship with China and grow its domestic economy, the study recommends that the Nigerian government encourage more direct
Economic development is key to reducing poverty according to DFID's new strategic framework. The framework outlines five pillars where DFID will increase its work: improving international rules, supporting private sector growth, catalyzing capital flows and trade, engaging businesses, and ensuring inclusive growth. DFID plans to more than double its economic development budget to £1.8 billion by 2015/16 in order to accelerate poverty reduction through higher growth rates and more inclusive economic transformations in partner countries.
This document discusses emerging markets and economic development. It notes that China and other emerging markets will account for 75% of global growth in the next decade as their economies develop. As incomes rise in these countries, new patterns of consumer behavior emerge. The stages of economic development are outlined from traditional societies to high mass consumption. Data is presented on infrastructure, market indicators, and consumption patterns in selected developing countries. Vietnam and South Africa are highlighted as newest emerging markets that could see rapid growth if reforms continue.
American Research Journal of Humanities & Social Science (ARJHSS) is a double blind peer reviewed, open access journal published by (ARJHSS).
The main objective of ARJHSS is to provide an intellectual platform for the international scholars. ARJHSS aims to promote interdisciplinary studies in Humanities & Social Science and become the leading journal in Humanities & Social Science in the world.
1. California used to be the largest exporter in the US but has fallen behind other states like Texas in recent decades. California's export growth has been less than half the national average since 1998 and well below states with strong export promotion strategies.
2. A shift-share analysis showed that California's industrial composition and lack of competitiveness negatively impacted export growth potential compared to states like Texas. California lost over $50 billion in potential export growth due to regional weaknesses.
3. While Texas has advantages like proximity to Latin America and a lower cost of doing business, California can still learn from export promotion best practices in other states and countries. Developing a coordinated strategy is needed to help California businesses maximize export opportunities.
This document provides an intelligence brief on the economic growth prospects of several countries in the Southern African Development Community (SADC) region. It discusses factors supporting and hindering growth for each country, including natural resources, infrastructure development, political stability, education and health issues, corruption, and dependence on commodity prices and foreign investment. Key challenges across many countries are high unemployment, especially among youth; inadequate power supply and infrastructure bottlenecks; and the impacts of HIV/AIDS on the labor force and economic growth.
Brazil will not overcomes the current crisis without abandonment of neolibera...Fernando Alcoforado
It was the neoliberal prescription implemented in 1990 that led the Brazilian economy to bankruptcy during the Dilma Rousseff government. The practice has demonstrated the infeasibility of the neoliberal economic model in Brazil inaugurated by President Fernando Collor in 1990 and maintained by presidents Itamar Franco, Fernando Henrique Cardoso, Lula and Dilma Roussef. The very low economic growth in Brazil, the sharp de-industrialization of the country, the disproportionate rise in federal debt, widespread business failure, the back of double-digit inflation and mass unemployment during the Dilma Roussef government demonstrate the impracticability of the neoliberal model deployed in the country. Given the accursed economic heritage of PT (Workers`Party) governments, particularly Dilma Rousseff the government, the economic team of the Michel Temer government intends to adopt immediately, measures aimed at the search for the balance of public accounts to deal with the insolvency of the Union and then continue the failed neoliberal economic model. This is an irrationality try to resurrect the failed neoliberal economic model when it should restructure the Brazilian economy inspiring in the developmental experience of the successful Asian countries like Japan, South Korea, Taiwan and China.
A Comparative Analysis of the Economies of the Netherlands, Singapore, the Dominican Republic and Puerto Rico from 1971 to 2016: Susceptibility to the Global Economic Crisis (GEC) of 2008
Nigeria china trade relations implication on the nigerian domestic economyAlexander Decker
This document summarizes a research study on the trade relations between Nigeria and China and its implications for Nigeria's domestic economy. The following key points are made:
1) Trade between Nigeria and China has increased significantly in recent decades, reaching $7.7 billion in 2010, however China exports more to Nigeria than it imports, resulting in a trade imbalance.
2) Nigerian manufacturers and entrepreneurs perceive that the influx of cheap Chinese imports is negatively impacting the competitiveness of domestic industry due to issues like substandard goods and lack of access to credit and stable electricity.
3) For Nigeria to better leverage its relationship with China and grow its domestic economy, the study recommends that the Nigerian government encourage more direct
Economic development is key to reducing poverty according to DFID's new strategic framework. The framework outlines five pillars where DFID will increase its work: improving international rules, supporting private sector growth, catalyzing capital flows and trade, engaging businesses, and ensuring inclusive growth. DFID plans to more than double its economic development budget to £1.8 billion by 2015/16 in order to accelerate poverty reduction through higher growth rates and more inclusive economic transformations in partner countries.
This document discusses emerging markets and economic development. It notes that China and other emerging markets will account for 75% of global growth in the next decade as their economies develop. As incomes rise in these countries, new patterns of consumer behavior emerge. The stages of economic development are outlined from traditional societies to high mass consumption. Data is presented on infrastructure, market indicators, and consumption patterns in selected developing countries. Vietnam and South Africa are highlighted as newest emerging markets that could see rapid growth if reforms continue.
American Research Journal of Humanities & Social Science (ARJHSS) is a double blind peer reviewed, open access journal published by (ARJHSS).
The main objective of ARJHSS is to provide an intellectual platform for the international scholars. ARJHSS aims to promote interdisciplinary studies in Humanities & Social Science and become the leading journal in Humanities & Social Science in the world.
Emerging Economies of the World: A Study | November 2016Suhel Goel
The study describes Emerging Market Economies (EMEs) their characteristics and a comparison with the Developed Economies of the world. The study brings to light the macroeconomic viewpoint on why to invest in EMEs and the risks one can face and ways to navigate them.
Lastly, importance of India as the most promising EME is highlighted in the study cum presentation.
The document summarizes Uganda's trade policymaking process. It discusses Uganda's participation in international and regional trade agreements. It outlines Uganda's key trade partners and export/import trends. It then describes Uganda's inclusive trade policymaking index and the roles of various government institutions and stakeholders like ministries, private sector, and civil society organizations in developing and implementing trade policy. The trade policy drafting process involved background research, stakeholder consultations, and revisions based on feedback from national trade sector review conferences before cabinet approval.
Enhancing the Development Effectiveness of the Post-2015 Global Partnership f...Dr Lendy Spires
This document discusses weaknesses in the current global governance system that have contributed to an uneven impact of globalization. Specifically, it notes that the existing rules and structures favor powerful developed countries and transnational corporations. This limits policy space for developing countries and can lead to outcomes that are prejudicial to developing world interests, for example by restricting the policy tools available for industrialization. The global trade regime also reflects developed country priorities and subjects developing countries to disciplines that provide few benefits in exchange for high costs of compliance. Foreign investment and participation in global value chains does not automatically benefit developing nations due to trade and investment rules that limit gains and technology transfer. Overall, reform is needed to create a system of global governance that is fairer and more supportive
The document summarizes Kenya's trade policymaking process and stakeholder engagement. Key institutions like the Ministry of Trade and various government ministries are involved in developing trade policy. Stakeholders like the private sector, civil society organizations, and others provide inputs through mechanisms like the National Committee on the WTO. While consultative processes exist, non-state actors feel their influence remains limited and participation is mostly confined to information sharing rather than decision-making.
Growing Economic Power of Developing CountriesSundar B N
This document discusses the growing economic power of developing countries. It outlines characteristics of emerging economies such as high population growth, unemployment, and dependence on primary commodity exports. Challenges include market volatility, political instability, and corruption. Sources of economic power include natural resources, trade relationships, and large populations driving demand. Benefits of increased economic power include more jobs, exports, technology upgrades, and foreign investment. The conclusion states that human resources and government policies, rather than just capital, are driving faster growth in developing nations.
This document provides an agenda for a presentation on fiscal management in Canada. It includes sections on the federal government's fiscal management for fiscal years 2019/2020 and 2020/2021, provincial fiscal management for 2020/2021, GDP growth and job quality comparisons between Canada and the US, key economic metrics, the importance of audits, potential departmental issues, and references to additional sources of information. The presentation aims to analyze the Liberal government's fiscal policies and the economic impacts of COVID-19 across different levels of government in Canada.
This document summarizes Clement Onyango's presentation on Tanzania's trade policy process. It outlines Tanzania's economic background and key trade statistics. It then describes Tanzania's trade policy institutions and mechanisms for stakeholder consultation, including the roles of government ministries, private sector organizations, and civil society groups. It discusses challenges in the policy process and recommendations for improving stakeholder inclusion and policy coordination.
Malawi National Industry Policy: Situation analysis: issues and evidence pape...IFPRIMaSSP
Industrial policy has a mixed track record at best, and governments have made costly mistakes. But industrial policy does not always fail. Indeed, government activity in markets is often the critical difference between sectors' growth and competitiveness. In this era of heightened activism as governments seek to restore economic growth, what matters is understanding what approaches are likely to work best, when and where. The worst outcome for governments is failing to do their homework and spending scarce public resources on ineffectual forays into the market. The latest economic literature on industrial policy is based on institutional and evolutionary economics. The former calls for industrial policy to be about the process of setting de facto policy; while the latter calls for it to be about the process of learning by the productive economy. Our assessment is that it should be about policy. Therefore we recommend to the Government of Malawi that the Industrial Policy to be primarily about: [1] getting the process for policy making and programming right, based on identifying and addressing binding constraints through coordinated policies and programs; [2] getting the process for productive economy learning right, based on supporting economic spill-overs and learning activities, networks and incentives; and [3] calling for policy and budgeting decisions (which set de facto policy), that are needed to address current binding constraints to industrialization, as identified in the National Export Strategy, the Diagnostic Trade Integrated Study and the background research for this Issues Paper on Industrial Policy.
The document summarizes Malawi's trade policy environment and process. Key points include:
- Malawi's economy relies heavily on agriculture but has faced economic challenges. It has pursued trade liberalization and regional integration policies.
- The trade policy process is led by the Ministry of Industry and Trade and involves inter-ministerial and stakeholder consultations through groups like the National Working Group on Trade Policy.
- Challenges include limited capacity and keeping up with the evolving trade landscape. Strengthening consultative bodies and stakeholder capacities is suggested.
This document provides an overview and analysis of the ICC Open Markets Index (OMI) 2013. The OMI measures the openness of 75 economies across 4 components: observed openness to trade, trade policy, foreign direct investment openness, and infrastructure for trade. It finds that while governments have pledged to keep markets open, protectionism has increased since the 2008 financial crisis. The OMI aims to evaluate countries' performance on openness indicators and identify areas for improvement, in order to encourage open trade policies and monitor progress over time. The report discusses the methodology used to construct the index and analyze results, finding that some countries have more open markets than others and outlining categories of openness performance.
The document summarizes the findings of a study on inclusive trade policy making processes in five African countries: Kenya, Malawi, Tanzania, Uganda, and Zambia. It identifies the main stakeholders in trade policy making as government ministries, other relevant government agencies, the private sector, and civil society organizations. It also describes the various consultative mechanisms used by the different countries and analyzes challenges to participation faced by each stakeholder group. Finally, it introduces an Inclusive Trade Policy Making Index developed to measure inclusiveness of trade policy processes.
The rise of the chinese economy and implications for the united statesAbeer Ansari
A new report from congressional Research Service that provides background on China’s economic rise; describes its current economic structure; identifies the challenges China faces to maintain economic growth; and discusses the challenges, opportunities, and implications of China’s economic rise for the United States
THE IMPACT OF TRADE LIBERALIZATION ON ECONOMIC GROWTH; THE CASE OF SUB-SAHARA...AkashSharma618775
The main aim of this research is to explore the effect of trade liberalization on economic growth in subSaharan Africa by analyzing certain macro-economic indicators using Ordinary Least Squares approach to
estimate regression equations. Many developing countries have substantially liberalized their trade regime over the
past three decades, either unilaterally or as part of multilateral initiatives. Nevertheless, trade barriers remain
high in many developing countries. One of the concerns that attributes to the reluctance of many of these countries
to liberalize their trade regime is the possible worsening of the trade balance.
This research paper is meant to give a recommendation on which macro-economic indicators sub-Saharan African
countries should pay particular attention to, implementing the necessary policies to ensure its effectiveness thereby
ensuring a step-up in those aspects of the economy in order to promote development. It considers 46 different
countries with different economic policies in sub-Saharan Africa for a 14-year period. Most papers considering
sub-Saharan African region consider a selected few countries based on certain economic reasons of their choice,
and those who consider most countries in the region have different macroeconomic indicators they employ for their
modeling. This paper considers if not all, almost all sub-Saharan African countries regardless of their economic
status.
This paper argues that SMEs are indeed engine of growth in most economies of the world, including Nigeria and goes further to propose strategies for propelling the sector for stellar and optimal performance
Public policy and trade liberalisation in nigerian economic developmentAlexander Decker
This document discusses public policy and trade liberalization in Nigerian economic development. It provides background on Nigeria's trade policies since 1986, which centered on greater market openness and integration into the global economy. It analyzes the impacts of specific trade liberalization policies like trade openness, privatization, investment flows, and import tariffs on Nigeria's economic development. The analysis finds that trade liberalization has not had a positive impact on Nigeria's economic development. Accountability, transparency, and good governance are recommended to improve economic policy and encourage self-reliance through export promotion and import substitution.
Dr. Alejandro Diaz-Bautista, Korea Mexico Economy Presentation, University of...Economist
“Competitiveness and Economic Growth. An Analysis of Mexico and Korea.” Crecimiento Económico y Competitividad. Un Análisis de México y Corea.
Dr. Alejandro Díaz-Bautista
Professor of Economics and Researcher at
El Colegio de la Frontera Norte (COLEF)
Profesor Investigador del Colef. Miembro del SNI Conacyt.
adiazbau@hotmail.com
Prepared for the Conference at the Faculty of Economics, University of Colima, April 29-30, 2010. Colima, Colima, Mexico.
Preparado para la Conferencia en la Facultad de Economía de la Universidad de Colima, para los estudios en Cuenca del Pacífico en la Universidad de Colima, los días 29 y 30 de abril de 2010.
This document outlines a strategy for American innovation put forth by the National Economic Council and Office of Science and Technology Policy. The strategy has six key elements: 1) investing in the building blocks of innovation like research and education, 2) fueling private sector innovation through policies like tax credits, 3) empowering innovators, 4) creating jobs through areas like advanced manufacturing, 5) catalyzing breakthroughs in national priorities like health, and 6) delivering innovative government. The strategy aims to sustain the innovation ecosystem and ensure its benefits are shared by all Americans.
Impact evaluation of credit on SMSE reconstruction and refinancingNewman Enyioko
This document discusses financing initiatives for small and medium enterprises (SMEs) in Nigeria. It provides context on the importance of SMEs for economic development and employment. Various Nigerian government institutions and definitions for SMEs are outlined. The document focuses on evaluating the various financing strategies and initiatives available to Nigerian entrepreneurs in SMEs, such as those established by the Small and Medium Industries Equity Investment Scheme (SMIEIS), Bank of Industry (BOI), and Nigerian Agricultural and Rural Development Bank (NACRDB). It was recommended that the government monitor the performance of these institutions to ensure they are effectively providing funds to SME operators.
The document summarizes key aspects of the external business environment, including the economic, technological, political-legal, and sociocultural environments. It describes how the economic environment includes factors like GDP, productivity, and fiscal/monetary policies. It also explains that the technological environment comprises technologies for products/services and business processes. Additionally, it states that the political-legal environment reflects government regulation of business, while the sociocultural environment involves societal values and customs.
One of the best ways to learn a concept is to teach a concept, and i.docxcarlibradley31429
One of the best ways to learn a concept is to teach a concept, and in this assignment it will be necessary for the learner to understand and explain the concepts from
Modules 1
and
2
in a 7–10-slide PowerPoint presentation. The Internet will be a great resource for completing this assignment because the learner can use keyword phrases to pull the specifics needed to cover the topics and complete the assignment.
You have been asked to create a PowerPoint presentation to train a group of new employees for Future Trends Financial Firm on key concepts of emerging markets. Include the following in your presentation:
Identify and explain key concepts of emerging technologies, highlighting their use and availability for emerging and developed markets.
Define and describe common industry concepts including: institutional voids, business groups, technological capabilities, changing income distribution, and bottom of the pyramid. Please be sure that the correlation between concepts and various markets is appropriate.
Develop a 7–10-slide presentation in PowerPoint format, utilizing at least two scholarly sources. Apply APA standards to the citation of sources.
Make sure you write in a clear, concise, and organized manner; demonstrate ethical scholarship in accurate representation and attribution of sources; display accurate spelling, grammar, and punctuation.
Information from Module 1:
In
Module 1
, you will begin your journey into understanding the concept of EMs. This module’s discussion question and assignment are both designed to help in building the foundation knowledge of understanding EMs.
What is an EM? According to Investopedia (n.d.), an EM is, “A nation's economy that is progressing toward becoming advanced, as shown by some liquidity in local debt and equity markets and the existence of some form of market exchange and regulatory body” (para. 1).
EMs surfaced in the 1970s as
less developed economies
. Countries that are considered EMs possess certain distinguishing traits. Some of the common traits are:
Demanding culture
High rates of immigration
Fragmented market
Growing youthful population
Investors are shifting their investments to EMs because of their potential long-term growth rate (Johnston, 2011). One of the main reasons EMs are rapidly growing is due to the countries' visible economic advancements. According to EPFR Global, a fund tracking company, investors invested more than $50 billion into EMs in 2012 (Bloomberg Businessweek, 2013).
Investopedia. (n.d.).
Emerging market economy
. Retrieved from
http://www.investopedia.com/terms/e/emergingmarketeconomy.asp
Johnston, M. (2011, November 23).
5 factors to consider in choosing an emerging markets ETF
. Retrieved from
http://seekingalpha.com/article/309867-5-factors-to-consider-in-choosing-an-emerging-markets-etf
Bloomberg Businessweek. (2013, January 31).
The top 20 emerging markets
. Retrieved from
http://images.businessweek.com/slideshows/2013-01-31/the-top-20-emergi.
Emerging Economies of the World: A Study | November 2016Suhel Goel
The study describes Emerging Market Economies (EMEs) their characteristics and a comparison with the Developed Economies of the world. The study brings to light the macroeconomic viewpoint on why to invest in EMEs and the risks one can face and ways to navigate them.
Lastly, importance of India as the most promising EME is highlighted in the study cum presentation.
The document summarizes Uganda's trade policymaking process. It discusses Uganda's participation in international and regional trade agreements. It outlines Uganda's key trade partners and export/import trends. It then describes Uganda's inclusive trade policymaking index and the roles of various government institutions and stakeholders like ministries, private sector, and civil society organizations in developing and implementing trade policy. The trade policy drafting process involved background research, stakeholder consultations, and revisions based on feedback from national trade sector review conferences before cabinet approval.
Enhancing the Development Effectiveness of the Post-2015 Global Partnership f...Dr Lendy Spires
This document discusses weaknesses in the current global governance system that have contributed to an uneven impact of globalization. Specifically, it notes that the existing rules and structures favor powerful developed countries and transnational corporations. This limits policy space for developing countries and can lead to outcomes that are prejudicial to developing world interests, for example by restricting the policy tools available for industrialization. The global trade regime also reflects developed country priorities and subjects developing countries to disciplines that provide few benefits in exchange for high costs of compliance. Foreign investment and participation in global value chains does not automatically benefit developing nations due to trade and investment rules that limit gains and technology transfer. Overall, reform is needed to create a system of global governance that is fairer and more supportive
The document summarizes Kenya's trade policymaking process and stakeholder engagement. Key institutions like the Ministry of Trade and various government ministries are involved in developing trade policy. Stakeholders like the private sector, civil society organizations, and others provide inputs through mechanisms like the National Committee on the WTO. While consultative processes exist, non-state actors feel their influence remains limited and participation is mostly confined to information sharing rather than decision-making.
Growing Economic Power of Developing CountriesSundar B N
This document discusses the growing economic power of developing countries. It outlines characteristics of emerging economies such as high population growth, unemployment, and dependence on primary commodity exports. Challenges include market volatility, political instability, and corruption. Sources of economic power include natural resources, trade relationships, and large populations driving demand. Benefits of increased economic power include more jobs, exports, technology upgrades, and foreign investment. The conclusion states that human resources and government policies, rather than just capital, are driving faster growth in developing nations.
This document provides an agenda for a presentation on fiscal management in Canada. It includes sections on the federal government's fiscal management for fiscal years 2019/2020 and 2020/2021, provincial fiscal management for 2020/2021, GDP growth and job quality comparisons between Canada and the US, key economic metrics, the importance of audits, potential departmental issues, and references to additional sources of information. The presentation aims to analyze the Liberal government's fiscal policies and the economic impacts of COVID-19 across different levels of government in Canada.
This document summarizes Clement Onyango's presentation on Tanzania's trade policy process. It outlines Tanzania's economic background and key trade statistics. It then describes Tanzania's trade policy institutions and mechanisms for stakeholder consultation, including the roles of government ministries, private sector organizations, and civil society groups. It discusses challenges in the policy process and recommendations for improving stakeholder inclusion and policy coordination.
Malawi National Industry Policy: Situation analysis: issues and evidence pape...IFPRIMaSSP
Industrial policy has a mixed track record at best, and governments have made costly mistakes. But industrial policy does not always fail. Indeed, government activity in markets is often the critical difference between sectors' growth and competitiveness. In this era of heightened activism as governments seek to restore economic growth, what matters is understanding what approaches are likely to work best, when and where. The worst outcome for governments is failing to do their homework and spending scarce public resources on ineffectual forays into the market. The latest economic literature on industrial policy is based on institutional and evolutionary economics. The former calls for industrial policy to be about the process of setting de facto policy; while the latter calls for it to be about the process of learning by the productive economy. Our assessment is that it should be about policy. Therefore we recommend to the Government of Malawi that the Industrial Policy to be primarily about: [1] getting the process for policy making and programming right, based on identifying and addressing binding constraints through coordinated policies and programs; [2] getting the process for productive economy learning right, based on supporting economic spill-overs and learning activities, networks and incentives; and [3] calling for policy and budgeting decisions (which set de facto policy), that are needed to address current binding constraints to industrialization, as identified in the National Export Strategy, the Diagnostic Trade Integrated Study and the background research for this Issues Paper on Industrial Policy.
The document summarizes Malawi's trade policy environment and process. Key points include:
- Malawi's economy relies heavily on agriculture but has faced economic challenges. It has pursued trade liberalization and regional integration policies.
- The trade policy process is led by the Ministry of Industry and Trade and involves inter-ministerial and stakeholder consultations through groups like the National Working Group on Trade Policy.
- Challenges include limited capacity and keeping up with the evolving trade landscape. Strengthening consultative bodies and stakeholder capacities is suggested.
This document provides an overview and analysis of the ICC Open Markets Index (OMI) 2013. The OMI measures the openness of 75 economies across 4 components: observed openness to trade, trade policy, foreign direct investment openness, and infrastructure for trade. It finds that while governments have pledged to keep markets open, protectionism has increased since the 2008 financial crisis. The OMI aims to evaluate countries' performance on openness indicators and identify areas for improvement, in order to encourage open trade policies and monitor progress over time. The report discusses the methodology used to construct the index and analyze results, finding that some countries have more open markets than others and outlining categories of openness performance.
The document summarizes the findings of a study on inclusive trade policy making processes in five African countries: Kenya, Malawi, Tanzania, Uganda, and Zambia. It identifies the main stakeholders in trade policy making as government ministries, other relevant government agencies, the private sector, and civil society organizations. It also describes the various consultative mechanisms used by the different countries and analyzes challenges to participation faced by each stakeholder group. Finally, it introduces an Inclusive Trade Policy Making Index developed to measure inclusiveness of trade policy processes.
The rise of the chinese economy and implications for the united statesAbeer Ansari
A new report from congressional Research Service that provides background on China’s economic rise; describes its current economic structure; identifies the challenges China faces to maintain economic growth; and discusses the challenges, opportunities, and implications of China’s economic rise for the United States
THE IMPACT OF TRADE LIBERALIZATION ON ECONOMIC GROWTH; THE CASE OF SUB-SAHARA...AkashSharma618775
The main aim of this research is to explore the effect of trade liberalization on economic growth in subSaharan Africa by analyzing certain macro-economic indicators using Ordinary Least Squares approach to
estimate regression equations. Many developing countries have substantially liberalized their trade regime over the
past three decades, either unilaterally or as part of multilateral initiatives. Nevertheless, trade barriers remain
high in many developing countries. One of the concerns that attributes to the reluctance of many of these countries
to liberalize their trade regime is the possible worsening of the trade balance.
This research paper is meant to give a recommendation on which macro-economic indicators sub-Saharan African
countries should pay particular attention to, implementing the necessary policies to ensure its effectiveness thereby
ensuring a step-up in those aspects of the economy in order to promote development. It considers 46 different
countries with different economic policies in sub-Saharan Africa for a 14-year period. Most papers considering
sub-Saharan African region consider a selected few countries based on certain economic reasons of their choice,
and those who consider most countries in the region have different macroeconomic indicators they employ for their
modeling. This paper considers if not all, almost all sub-Saharan African countries regardless of their economic
status.
This paper argues that SMEs are indeed engine of growth in most economies of the world, including Nigeria and goes further to propose strategies for propelling the sector for stellar and optimal performance
Public policy and trade liberalisation in nigerian economic developmentAlexander Decker
This document discusses public policy and trade liberalization in Nigerian economic development. It provides background on Nigeria's trade policies since 1986, which centered on greater market openness and integration into the global economy. It analyzes the impacts of specific trade liberalization policies like trade openness, privatization, investment flows, and import tariffs on Nigeria's economic development. The analysis finds that trade liberalization has not had a positive impact on Nigeria's economic development. Accountability, transparency, and good governance are recommended to improve economic policy and encourage self-reliance through export promotion and import substitution.
Dr. Alejandro Diaz-Bautista, Korea Mexico Economy Presentation, University of...Economist
“Competitiveness and Economic Growth. An Analysis of Mexico and Korea.” Crecimiento Económico y Competitividad. Un Análisis de México y Corea.
Dr. Alejandro Díaz-Bautista
Professor of Economics and Researcher at
El Colegio de la Frontera Norte (COLEF)
Profesor Investigador del Colef. Miembro del SNI Conacyt.
adiazbau@hotmail.com
Prepared for the Conference at the Faculty of Economics, University of Colima, April 29-30, 2010. Colima, Colima, Mexico.
Preparado para la Conferencia en la Facultad de Economía de la Universidad de Colima, para los estudios en Cuenca del Pacífico en la Universidad de Colima, los días 29 y 30 de abril de 2010.
This document outlines a strategy for American innovation put forth by the National Economic Council and Office of Science and Technology Policy. The strategy has six key elements: 1) investing in the building blocks of innovation like research and education, 2) fueling private sector innovation through policies like tax credits, 3) empowering innovators, 4) creating jobs through areas like advanced manufacturing, 5) catalyzing breakthroughs in national priorities like health, and 6) delivering innovative government. The strategy aims to sustain the innovation ecosystem and ensure its benefits are shared by all Americans.
Impact evaluation of credit on SMSE reconstruction and refinancingNewman Enyioko
This document discusses financing initiatives for small and medium enterprises (SMEs) in Nigeria. It provides context on the importance of SMEs for economic development and employment. Various Nigerian government institutions and definitions for SMEs are outlined. The document focuses on evaluating the various financing strategies and initiatives available to Nigerian entrepreneurs in SMEs, such as those established by the Small and Medium Industries Equity Investment Scheme (SMIEIS), Bank of Industry (BOI), and Nigerian Agricultural and Rural Development Bank (NACRDB). It was recommended that the government monitor the performance of these institutions to ensure they are effectively providing funds to SME operators.
The document summarizes key aspects of the external business environment, including the economic, technological, political-legal, and sociocultural environments. It describes how the economic environment includes factors like GDP, productivity, and fiscal/monetary policies. It also explains that the technological environment comprises technologies for products/services and business processes. Additionally, it states that the political-legal environment reflects government regulation of business, while the sociocultural environment involves societal values and customs.
One of the best ways to learn a concept is to teach a concept, and i.docxcarlibradley31429
One of the best ways to learn a concept is to teach a concept, and in this assignment it will be necessary for the learner to understand and explain the concepts from
Modules 1
and
2
in a 7–10-slide PowerPoint presentation. The Internet will be a great resource for completing this assignment because the learner can use keyword phrases to pull the specifics needed to cover the topics and complete the assignment.
You have been asked to create a PowerPoint presentation to train a group of new employees for Future Trends Financial Firm on key concepts of emerging markets. Include the following in your presentation:
Identify and explain key concepts of emerging technologies, highlighting their use and availability for emerging and developed markets.
Define and describe common industry concepts including: institutional voids, business groups, technological capabilities, changing income distribution, and bottom of the pyramid. Please be sure that the correlation between concepts and various markets is appropriate.
Develop a 7–10-slide presentation in PowerPoint format, utilizing at least two scholarly sources. Apply APA standards to the citation of sources.
Make sure you write in a clear, concise, and organized manner; demonstrate ethical scholarship in accurate representation and attribution of sources; display accurate spelling, grammar, and punctuation.
Information from Module 1:
In
Module 1
, you will begin your journey into understanding the concept of EMs. This module’s discussion question and assignment are both designed to help in building the foundation knowledge of understanding EMs.
What is an EM? According to Investopedia (n.d.), an EM is, “A nation's economy that is progressing toward becoming advanced, as shown by some liquidity in local debt and equity markets and the existence of some form of market exchange and regulatory body” (para. 1).
EMs surfaced in the 1970s as
less developed economies
. Countries that are considered EMs possess certain distinguishing traits. Some of the common traits are:
Demanding culture
High rates of immigration
Fragmented market
Growing youthful population
Investors are shifting their investments to EMs because of their potential long-term growth rate (Johnston, 2011). One of the main reasons EMs are rapidly growing is due to the countries' visible economic advancements. According to EPFR Global, a fund tracking company, investors invested more than $50 billion into EMs in 2012 (Bloomberg Businessweek, 2013).
Investopedia. (n.d.).
Emerging market economy
. Retrieved from
http://www.investopedia.com/terms/e/emergingmarketeconomy.asp
Johnston, M. (2011, November 23).
5 factors to consider in choosing an emerging markets ETF
. Retrieved from
http://seekingalpha.com/article/309867-5-factors-to-consider-in-choosing-an-emerging-markets-etf
Bloomberg Businessweek. (2013, January 31).
The top 20 emerging markets
. Retrieved from
http://images.businessweek.com/slideshows/2013-01-31/the-top-20-emergi.
Is policy making measuring up: Rethinking how we measure the success of a nation explores how global demands have changed the way we think and measure success and what the results really mean.
This document provides an overview and introduction to international business. It defines international business as transactions between parties from different countries, including sourcing, manufacturing, selling, and developing. It notes that conducting international business presents unique risks, challenges and opportunities. The key objectives of studying international business are to understand the global business environment, select international business modes, analyze different cultures, research global markets, understand how policy shapes business, and comprehend the EU's role in markets.
Non-Tariff Measures - A Fresh Look at Trade Policy's New FrontierIra Tobing
This document provides an overview of a book titled "Non-Tariff Measures – A Fresh Look at Trade Policy’s New Frontier" edited by Olivier Cadot and Mariem Malouche. The book brings together recent work by young scholars drawing on original data to shed light on some of the key analytical and policy issues relating to non-tariff measures (NTMs). It examines the prevalence and complexity of NTMs, their effects on trade both as potential trade barriers and trade facilitators, and efforts by governments to improve NTM design and transparency. The book provides up-to-date information and analysis on NTMs to inform trade policy specialists and policymakers.
This document provides an overview of international business concepts including:
- The definition and meaning of international business as carrying out business activities beyond national boundaries through trade of goods, capital, services, and production.
- Key features of the international business environment including cultural, social, technological, economic, political, and legal forces.
- Trends in international trade such as increasing global exports, shifts to regional trade blocs and multilateral agreements, and a move toward free trade.
- Needs for companies to go international including sales expansion, resource acquisition, risk minimization, diversification, and growth opportunities.
- An introduction to international marketing as the application of marketing principles across national boundaries.
There are four key pillars that form the basis of a successful industrial strategy:
1. A comprehensive and defined strategic vision with objectives to address challenges.
2. Sound and accessible analysis to back up the strategic vision.
3. A long term approach with defined milestones to allow for review.
4. Coordination and accountability across government to ensure effective implementation.
This document discusses various sources of information available to entrepreneurs for identifying business opportunities, including general assistance resources, industry and market databases, and competitive intelligence on companies and products. It outlines sources such as SCORE, the U.S. Chamber of Commerce, Plunkett Research, Frost & Sullivan, and trade associations that provide market data, trends, and statistics. Government sources, search engines, and databases like Business Source Complete and Hoovers also supply company profiles and industry information.
This document discusses economic growth and development in the Philippines. It defines economic growth as the increase in goods and services over time, typically measured by GDP growth rate. Economic development looks more broadly at factors like income, education, health, and living standards. The Philippines has experienced strong GDP growth of 7.3% in recent years. The Philippine Development Plan for 2011-2016 aims to pursue inclusive growth through high employment, poverty reduction, and good governance. Key strategies include boosting competitiveness, accelerating infrastructure, developing financial sectors, and investing in social development, peace, and environmental protection.
This document discusses economic growth and development in the Philippines. It defines economic growth as the increase in goods and services over time, measured by GDP, while development looks more broadly at living standards using factors like income, education, health, and quality of life. The Philippines has experienced strong economic growth in recent decades. The Philippine Development Plan for 2011-2016 aims to promote inclusive growth through competitiveness, infrastructure, financial sector reforms, governance, social development, peace, environmental protection, and other measures to improve people's lives and reduce poverty across the country.
This document outlines the key elements of developing an effective global marketing strategy. It discusses defining the global marketing mission and segmentation strategies. It also addresses competitive positioning and customizing the marketing mix for different markets. Major risks like political, financial and exchange rate risks are summarized. The document provides an overview of the strategic challenges of entering foreign markets and considerations for subsequent expansion into a truly integrated global marketing approach.
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This document summarizes a study from the Brookings Institution on how to foster an innovation-based economy. The study recommends that policymakers: 1) Create conditions to promote private sector innovation and entrepreneurship; 2) Leverage digital technologies to improve government services; and 3) Invest in infrastructure, education, and metrics to measure economic progress. Specifically, it suggests improving access to capital for startups, harmonizing laws to facilitate communication, and increasing partnerships between universities and businesses. While focused on the US, the study presents policies that could apply elsewhere, such as developing skilled workforces and reducing barriers to disseminating knowledge. The document analyzes competitiveness indices to show that Japan and Finland have implemented some of these policies successfully through
1 10The Real Economy in the Long RunECO372The.docxhoney725342
Team D has been tasked with finding the best location outside the US to open a new manufacturing facility. The report analyzes Mexico based on several economic criteria. It finds that Mexico has high productivity growth linked to total factor productivity. Government policies that encourage investment, education, and trade can boost productivity. Mexico's financial system matches savings with investment, fueling capital growth. Relocating risks like operational, financial, and communication issues can be reduced through expert advice and cultural preparation. Mexico has a large labor force and relatively low current unemployment projected to decline further. Overall Mexico presents a favorable environment for the new facility.
Running head MARKETING ANALYSIS ASSIGNMENTS .docxwlynn1
Running head: MARKETING ANALYSIS ASSIGNMENTS 1
MARKETING ANALYSIS ASSIGNMENTS 6
Researching Marketing Questions
MKT/571
Melissa Simmons
Roberto Ancis
Part 1: Memorandum
TO: Senior Vice President (Marketing)
FROM: Jacob Glenns
DATE: August 19, 2018
SUBJECT: Marketing Analysis
Summary Analysis
This analysis of the market report that was presented the market analyst provides detailed insights from the data that may help in formulating an effective marketing strategy. The key information include: revenue performance for the first half between 2015 and 2016 and revenue trends over the same period. This information help in deciding whether to the organization should continue with its growth strategy or to reverse the decline.
Revenue Analysis
Analysis of the company’s semiannual performance- between January and June- indicates that there was an increase of 10.18 percent in the generated revenues per day from 96,000 dollars to 105,768 dollars in 2015 and 2016 respectively. The revenues per day, domestic market, were 93,683 dollars and 85,181 dollars in 2016 and 2015 respectively, over the same period. Overall, the semiannual revenue for the year 2016 was 13,644,073 dollars with the United States market contributing 12,085,137 dollars, which is approximately 88.6 percent of the semiannual revenue. The international market contributed 1,558,936 dollars, which is 11.4 percent of the total revenue. The average gross profit per day was 8.3 percent for the six months between January and June, 2016. For the three months of April, May and June, 2016 the total revenue was 7,024,096 dollars with the domestic market contributing 6,145,978 dollars and the international market contributing 878,119 dollars. The gross profit was 6.5 percent.
Revenue Trends
With regards to customer class, commercial customers contributed 7,195,592 dollars in the six months of January to June, 2016. The revenue per day was 55,780 dollars, an increase of 5,008 dollars compared to 50,772 dollars realized over the same period in 2015. At the second place was the municipal segment with 1,634,643 dollars. The revenue per day for the first six months was 12,672 in 2016 compared to 12,034 in 2015. The international market segment contributed 1,535,905 dollars and the revenue per day was 11,906 dollars and 11,700 dollars in 2016 and 2015 respectively. The other important segments- resellers, industrial labs, government, resell, education and others- also registered increments in the revenue per day for the first 6 months between 2015 and 2016. The revenue trend for the second quarter (between April and May) illustrate that commercial market contributed 1,130,973 dollars which is 50 percent of the total revenue from the customer class segment. The international market contributed 323,990 follo.
The survey of 360 global policymakers found that improving economic opportunity was ranked as a top-three development goal in all countries surveyed except India. For wealthier countries like Poland, Singapore, and Denmark, increasing innovation was a high priority. Developing countries like Kenya and India prioritized improving access to healthcare and education over economic goals. While environmental protection was included in the UN's Sustainable Development Goals, it was only ranked as a top-three priority in wealthy countries like Canada, Denmark, and the US. Reducing inequality was the lowest ranked goal globally.
1. The document discusses various topics related to business environment and international business including concepts of business environment, theories of international trade, foreign direct investment, balance of payments, economic integration, and international economic institutions.
2. It provides information on key concepts like the micro and macro environment factors impacting business, consumer protection act and rights, foreign exchange management act, and corporate social responsibility.
3. International economic institutions discussed include IMF, World Bank, UNCTAD, and WTO along with their objectives and functions regarding monetary cooperation and economic development.
1) Alcohols are formed when a hydrogen atom of a hydrocarbon is replaced by an -OH group, and ethers are formed when a hydrogen atom is replaced by an alkoxy or aryloxy group.
2) Alcohols and phenols are classified as mono, di, tri, or polyhydric depending on the number of hydroxyl groups in their structure.
3) Mono hydric alcohols are further classified based on whether the -OH group is attached to an sp3, sp2, or aromatic carbon atom.
Coal preparation involves removing impurities from raw coal through various separation processes like screening, classification, and density separation. This produces a cleaner, higher quality coal suitable for use. Carbonization is the process of converting coal into coke through heating in the absence of air. Liquefaction and gasification convert coal into liquid and gaseous fuels through addition of hydrogen and application of heat and pressure. Key processes include direct and indirect liquefaction as well as moving bed, fluidized bed, and entrained flow gasification.
HPLC involves separating mixtures using differences in how components distribute between a mobile and stationary phase. It uses particles of small diameter as the stationary phase. Compounds are separated by injecting the sample mixture onto the column where the components pass through at different rates due to differences in how they partition between the mobile and stationary phases. HPLC can separate a wide variety of compounds and is used for quantitative and qualitative analysis of drugs, pollutants, and other analytes.
This document discusses different types of alcohols including their classification, nomenclature, and methods of preparation. It describes how alcohols can be classified as primary, secondary, or tertiary depending on if the hydroxyl group is attached to a primary, secondary, or tertiary carbon. It also discusses allylic and benzylic alcohols. Common methods for preparing alcohols include hydration of alkenes, hydroboration-oxidation of alkenes, reduction of carbonyl compounds, reduction of carboxylic acids and esters, and using Grignard reagents.
The document provides the revised syllabus for B.Sc. (I-VI) Semester Course in Chemistry from the academic year 2016-2017 onwards at Gulbarga University, Kalaburagi.
The syllabus outlines the course content and distribution of marks for each semester. It includes 3 units for Inorganic Chemistry, Organic Chemistry, and Physical Chemistry per semester, along with a laboratory course. The topics covered range from chemical periodicity, s-block elements, and coordination chemistry in Inorganic Chemistry to structure and bonding of organic molecules, stereochemistry, and organic reactions in Organic Chemistry. Physical Chemistry topics include mathematical concepts, thermodynamics, phase equilibria, and quantum mechanics. The document also
In the intricate tapestry of life, connections serve as the vibrant threads that weave together opportunities, experiences, and growth. Whether in personal or professional spheres, the ability to forge meaningful connections opens doors to a multitude of possibilities, propelling individuals toward success and fulfillment.
Eirini is an HR professional with strong passion for technology and semiconductors industry in particular. She started her career as a software recruiter in 2012, and developed an interest for business development, talent enablement and innovation which later got her setting up the concept of Software Community Management in ASML, and to Developer Relations today. She holds a bachelor degree in Lifelong Learning and an MBA specialised in Strategic Human Resources Management. She is a world citizen, having grown up in Greece, she studied and kickstarted her career in The Netherlands and can currently be found in Santa Clara, CA.
Learnings from Successful Jobs SearchersBruce Bennett
Are you interested to know what actions help in a job search? This webinar is the summary of several individuals who discussed their job search journey for others to follow. You will learn there are common actions that helped them succeed in their quest for gainful employment.
LinkedIn for Your Job Search June 17, 2024Bruce Bennett
This webinar helps you understand and navigate your way through LinkedIn. Topics covered include learning the many elements of your profile, populating your work experience history, and understanding why a profile is more than just a resume. You will be able to identify the different features available on LinkedIn and where to focus your attention. We will teach how to create a job search agent on LinkedIn and explore job applications on LinkedIn.
A Guide to a Winning Interview June 2024Bruce Bennett
This webinar is an in-depth review of the interview process. Preparation is a key element to acing an interview. Learn the best approaches from the initial phone screen to the face-to-face meeting with the hiring manager. You will hear great answers to several standard questions, including the dreaded “Tell Me About Yourself”.
We recently hosted the much-anticipated Community Skill Builders Workshop during our June online meeting. This event was a culmination of six months of listening to your feedback and crafting solutions to better support your PMI journey. Here’s a look back at what happened and the exciting developments that emerged from our collaborative efforts.
A Gathering of Minds
We were thrilled to see a diverse group of attendees, including local certified PMI trainers and both new and experienced members eager to contribute their perspectives. The workshop was structured into three dynamic discussion sessions, each led by our dedicated membership advocates.
Key Takeaways and Future Directions
The insights and feedback gathered from these discussions were invaluable. Here are some of the key takeaways and the steps we are taking to address them:
• Enhanced Resource Accessibility: We are working on a new, user-friendly resource page that will make it easier for members to access training materials and real-world application guides.
• Structured Mentorship Program: Plans are underway to launch a mentorship program that will connect members with experienced professionals for guidance and support.
• Increased Networking Opportunities: Expect to see more frequent and varied networking events, both virtual and in-person, to help you build connections and foster a sense of community.
Moving Forward
We are committed to turning your feedback into actionable solutions that enhance your PMI journey. This workshop was just the beginning. By actively participating and sharing your experiences, you have helped shape the future of our Chapter’s offerings.
Thank you to everyone who attended and contributed to the success of the Community Skill Builders Workshop. Your engagement and enthusiasm are what make our Chapter strong and vibrant. Stay tuned for updates on the new initiatives and opportunities to get involved. Together, we are building a community that supports and empowers each other on our PMI journeys.
Stay connected, stay engaged, and let’s continue to grow together!
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For more, visit pmissc.org.
Khushi Saini, An Intern from The Sparks Foundationkhushisaini0924
This is my first task as an Talent Acquisition(Human resources) Intern in The Sparks Foundation on Recruitment, article and posts.
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Joyce M Sullivan, Founder & CEO of SocMediaFin, Inc. shares her "Five Questions - The Story of You", "Reflections - What Matters to You?" and "The Three Circle Exercise" to guide those evaluating what their next move may be in their careers.
2. S T R A T E G I C G O A L
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3. OurMission,Vision,StrategicGoals,
andObjectives
Vision
F
or almost 100 years, the Department of Commerce has partnered with U.S. businesses to maintain a prosperous,
productive America that is committed to consumer safety and the protection of natural resources. Together, we have a
record of innovation in manufacturing, transportation, communications, measurement, and materials that has helped to
sustain U.S. leadership of the international marketplace. By assisting the private sector, our vision is that the United States
continues to play a lead role in the world economy.
Strategic Goals
To achieve this mission and fulfill our vision, we have three strategic goals and a management integration goal. Each strategic
goal involves activities that touch American lives every day.
Provide the information and tools to maximize U.S. competitiveness and enable economic
growth for American industries, workers, and consumers
General Goal/Objective 1.1: Enhance economic growth for all Americans by developing partnerships with
private sector and nongovernmental organizations.
General Goal/Objective 1.2: Advance responsible economic growth and trade while protecting American
security.
General Goal/Objective 1.3: Enhance the supply of key economic and demographic data to support effective
decision-making of policymakers, businesses, and the American public.
Activities
Collect, analyze, and disseminate demographic and economic data to serve public and private
decisionmakers at all levels, on fiscal and monetary policy, business finance and investment strategy, and
personal household economic matters.
Provide leadership in trade promotion, economic development, and economic analysis.
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Mission Statement
The Department of Commerce creates the conditions for economic growth and opportunity by promoting
innovation, entrepreneurship, competitiveness, and stewardship.
GOAL 1:
4. Open foreign markets to U.S. exports by ensuring compliance with U.S. negotiated international
trade agreements.
Provide investments and technical assistance for economic development projects in economically
distressed communities.
Promote private and public sector investment in minority businesses.
Facilitate the export licensing process, provide guidance to the exporting community, and monitor and
support the U.S. defense industrial and technological base.
Enforce export control and anti-boycott laws consistent with national security and foreign
policy objectives.
Enforce U.S. trade laws to ensure U.S. firms compete on a level playing field.
Foster science and technological leadership by protecting intellectual property, enhancing
technical standards, and advancing measurement science
General Goal/Objective 2.1: Develop tools and capabilities that improve the productivity, quality,
dissemination, and efficiency of research.
General Goal/Objective 2.2: Protect intellectual property and improve the patent and trademark system.
General Goal/Objective 2.3: Advance the development of global e-commerce and enhanced
telecommunications and information services.
Activities
Facilitate the implementation of new technologies used in both the workplace and home.
Advise the President on domestic and international communications policy and manage the federal
government’s use of the radio frequency spectrum.
Promote the availability and support new sources of advanced telecommunications and information
services.
Partner with industry to provide technical leadership for the nation’s measurement and standards and
technological infrastructure.
Make commercial transactions and international trade more efficient by establishing national standards and
assuring national and international traceability to these standards.
Ensure the intellectual property system contributes to a strong economy, encourages investment in
innovation, and fosters the entrepreneurial spirit.
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GOAL 2:
5. Observe, protect, and manage the Earth’s resources to promote environmental stewardship
General Goal/Objective 3.1: Advance understanding and predict changes in the Earth’s environment to meet
America’s economic, social, and environmental needs.
General Goal/Objective 3.2: Enhance the conservation and management of coastal and marine resources to
meet America’s economic, social, and environmental needs.
Activities
Make possible daily weather reports.
Alert Americans of impending severe storms.
Monitor and predict changes in our oceans and global climate.
Protect and manage our precious coastal resources and fisheries.
Promote safe navigation by continuing to map uncharted waters and revising previously mapped areas.
Achieve organizational and management excellence
The Department has established a management integration goal, applicable with equal importance to all bureaus.
Just as the first three goals are in line with the forces that will drive the U.S. economy of the future, the
management integration goal is in line with the driving trend toward more effective organizational management
in both public and private settings.
Our progress in pursuit of these five-year goals may be assessed in annual increments through the use of specific
performance goals and measures established for each objective. The Department’s Annual Performance Plan
describes in greater detail the performance goals that we employ to achieve our strategic goals and objectives,
and includes our analysis of the capital, information, and other resources that we will require to meet these goals.
Fulfillment of the Department’s mission and supporting strategic goals is accomplished through its bureaus.
Each bureau has a broad range of responsibilities and functions, described briefly in the following sections.
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GOAL 3:
MANAGEMENT INTEGRATION GOAL:
6. Strategic Goal 1
Provide the information and tools to maximize U.S. competitiveness and enable economic growth for
American industries, workers, and consumers
The Department’s first goal is to encourage and support economic expansion and to increase the prosperity of all Americans,
regardless of their geographical location or ethnic origin.
The Economics and Statistics Administration (ESA) monitors and measures socioeconomic and macroeconomic trends.
The Bureau of Economic Analysis (BEA) produces the gross domestic product and related economic measures that provide
essential information to improve decision-making on such matters as monetary policy, federal and state budget projection,
allocation of federal funds to states, and trade negotiations. The Census Bureau supports BEA by collecting statistical
information about the economy. The Census Bureau also provides demographic information about U.S. society by conducting
regular surveys and Decennial Censuses that are used by federal, state, and local officials and by private stakeholders to make
important policy decisions. Full implementation of the new American Community Survey (ACS) will in the future provide
additional annual data—data that will be more detailed and more timely than are available now. The Census Bureau also provides
official measures of electronic commerce (e-commerce) activity and is evaluating how e-commerce affects existing measures of
economic activity.
The International Trade Administration (ITA) assists the growth of small export businesses, enforces U.S. trade laws and trade
agreements, maintains U.S. trade with established markets, promotes new business with emerging markets such as China, and
improves access to overseas markets by identifying and pressing for the removal of tariff and nontariff barriers. ITA also improves
access to foreign markets by enforcing compliance with U.S. trade laws and agreements.
The Bureau of Industry and Security (BIS) advances U.S. national security, foreign policy, and economic interests.
BIS’s activities include regulating the export of sensitive goods and technologies in an effective and efficient manner; enforcing
export control, antiboycott, and public safety laws; cooperating with and assisting other countries on export control and strategic
trade issues; assisting U.S. industry to comply with international arms control agreements, monitoring the viability of the U.S.
defense industrial base, and seeking to ensure that it is capable of satisfying U.S. national and homeland security needs; and
promoting public-private partnerships to protect the nation’s critical infrastructures.
The Economic Development Administration (EDA) assists economically distressed communities by promoting a favorable
business environment through its strategic investments in public infrastructure and technology. These investments help attract
private capital investment and jobs that address problems of high unemployment, low per capita income, and severe economic
challenges. EDA supports effective decision-making by local officials through its capacity-building programs.
The Minority Business Development Agency (MBDA) helps minority-owned businesses obtain access to public and private debt
and equity financing, market opportunities, and management and business information to increase business growth in the
minority business community.
Challenges and Perspectives
The Department faces a number of key challenges. The following are viewed as among the most significant as a result of their
importance to our mission, or their complexity, cost, or urgency.
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7. Ensuring a Fair Avenue for Trade
Many of the world’s countries are developing increasingly sophisticated techniques to protect their home markets
from foreign sales and to provide unwarranted subsidies or other benefits to their own firms. Such actions negatively
affect the ability of American firms to sell overseas—and the 10 percent of American jobs that depend on our nation’s
international trade. To effectively deal with these foreign behaviors, we face three specific tasks or attitudes. First,
we must ensure that our staff has the appropriate skills and training. Secondly, we must effectively engage in bilateral
and multilateral negotiations. Finally, we must find and employ more effective ways of encouraging American
companies to share with us the necessary data to allow Commerce to successfully protect U.S. interests.
EDA Reauthorization
The Department’s EDA was reauthorized in 1998 for five years. We require reauthorization in 2003 so that we may
continue providing economic assistance to areas experiencing economic distress. The continuity of these programs
helps our nation promote higher-skill, higher-wage jobs and leverage private sector investment.
Meeting Users’ Needs for Quality Economic Measures
The ever-changing U.S. and world economies require our constant diligence to develop new measures and methods
to accurately and reliably measure the U.S. economy and its interactions abroad. To meet this challenge, the
Department and the experts at the BEA and the Census Bureau are seeking to develop new estimation methods,
improve data sources, increase access to real-time data, and generate more timely measures. These improvements
will support our ability to provide the most timely, relevant, and accurate economic measures that are increasingly
required by our nation’s business leaders and policymakers.
Being a Catalyst for Minority Business Growth
We will continue to help strengthen America’s minority businesses in two areas: access to capital and competing
online. Minority-owned businesses are concentrated in industries with low rates of capital investment, and historical
trends show that the rates of minority ownership drop sharply as firm size and need for capital increase. Our experts
will design and implement programs to reduce this barrier. In addition, electronic commerce has become a vehicle
for contract bundling and online auctions. Bundling, which is increasingly used for global sourcing, has introduced
additional competitors to America’s minority firms. Also, being unfamiliar with reverse auctions, minority firms
have tended to bid below costs and place themselves at risk of bankruptcy. Department experts will seek to reduce
these barriers to minority business survival and growth.
Census 2010 Reengineering
Our Census experts will continue to reengineer plans and processes to improve coverage, reduce risk, and contain
costs for the 2010 Census. We will be exploring technological and methodological innovations. In addition, the
federal government and others throughout the country will be more widely using the ACS, which the Census Bureau
has been testing since 1996. We expect to establish the survey as a regular annual data collection instrument to
provide yearly information updates on subjects that have been covered in the past by the Decennial Census “long
form.” Success with the ACS would substantially simplify the 2010 Census. Using only short forms would enable
us to focus resources on improving coverage and efficiency, thereby containing costs.
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8. Strategic Goal 2
Foster science and technological leadership by protecting intellectual property, enhancing technical
standards, and advancing measurement science
The Department’s second strategic goal is to provide the infrastructure that will enable U.S. businesses to maintain their
technological advantage in world markets. Globalization and recent technology-driven productivity gains are providing new
challenges. Continued partnership, collaboration, and cooperation between the Department and industry will enhance and
promote the nation’s technological edge.
Intellectual property is a key issue in the competitive free-enterprise system. By continuing to protect intellectual endeavors,
and thereby encourage technological progress, the U.S. Patent and Trademark Office (USPTO) preserves the nation’s
technological edge, which is a key to its current and future competitiveness.
Technological advances serve as the drivers for strong economic vitality, solid increases in productivity, increased rates of
investment, and high-wage job growth, all of which combine to produce higher standards of living. Maintaining technological
innovation preeminence is critical to our nation because it fuels sustainable economic expansion, improves our quality of life,
protects our homeland, helps us meet many future needs, holds promise for the future of education, and improves the standard
of living for the world as a whole through export of the resulting products of that innovation. The Technology Administration (TA)
serves as a focal point to foster the development, diffusion, and adoption of new technologies; to disseminate information on
U.S. and foreign technology strategies and best practices; and to create a business environment conducive to innovation.
TA addresses these issues through the Office of Technology Policy (OTP), the National Institute of Standards and
Technology (NIST), and the National Technical Information Service (NTIS). OTP develops recommendations and advocates
policies and initiatives to use technology to build economic strength. To assist in fostering innovation, OTP manages the
National Medal of Technology program, the highest honor bestowed to America’s leading innovators by the President. Through
NIST, a world-class, world renowned facility with two Nobel Prize winners, TA conducts cutting-edge research; and develops
and disseminates measurement techniques, reference data and materials, test methods, standards, and other infrastructural
technologies and services required by U.S. industry to maintain competitiveness. Through NTIS, TA meets the challenge of
permanent preservation of and ready access to the taxpayers’ investment in research and development through the acquisition,
organization, and preservation of the documents and publications added annually to the permanent collection. NTIS also
promotes the development and application of science and technology by providing technologically advanced global e-commerce
channels for dissemination of specialized information to business, industry, government, and the public, and makes public
access to the bibliographic database available to all users.
The National Telecommunications and Information Administration (NTIA) advocates for policies and conducts technical
research that supports delivery to all Americans of the latest telecommunications technology and services. NTIA manages
federal use of the radio spectrum, promotes the use of spectrum that most efficiently serves all Americans, and maintains
readiness for response to crises. NTIA supports innovative telecommunications and information technologies through basic
research performed at its laboratory, the Institute for Telecommunication Sciences (ITS). ITS performs extensive basic research
on the quality of digital speech, audio, and video compression and transmission characteristics. This research has the potential
to improve both the performance of telecommunications networks and the availability of digital content on the Internet.
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9. Challenges and Perspectives
The Department faces a number of key challenges. The following are viewed as among the most significant as a result of their
importance to our mission, or their complexity, cost, or urgency.
Planning for Facilities Construction and Renovation
During this decade, we will spend several billion dollars on 38 construction and renovation projects that are currently
in planning or early development stages. To ensure optimal use of funds, we are monitoring the progress, schedule,
costs, and plans of each project so that we can identify and correct potential problems as early as possible.
Construction projects include a $1.3 billion leased facility for relocating the USPTO within a single campus for a
20 year period, a $235 million advanced measurement laboratory to ensure adequate capability to measure
increasingly sophisticated and miniaturized products, and $340 million for two new buildings for our Census Bureau
and the renovation of NIST laboratories in Gaithersburg, Maryland, and Boulder, Colorado.
Processing of Patent and Trademark Applications
Over the past decade, the USPTO has faced an increasing demand for its products and services, particularly the
filing of patent and trademark applications. Patent filings, which increased dramatically in FYs 1999 and 2000,
increased at a lower rate in FYs 2001 and 2002, consistent with a declining economy. Despite the decrease, the
number of applications filed was the fourth highest level ever recorded. Based on indications that the economy is
expected to improve slowly, patent and trademark application filings are expected to grow at a single-digit rate during
the planning horizon.
In recent years, the greatest growth in patent filings has been in the more complex areas of electrical/computer
engineering and biotechnology/bioinformatics technologies. To more effectively manage its workload, the USPTO
is focusing on deployment of full electronic application processing, a radical redesign of the entire patent search and
examination system, and restructuring the agency’s fee schedule to provide incentives to its customers.
In the 21st
Century Strategic Plan, the USPTO is committed to controlling patent and trademark pendency times
through aggressive timeliness goals. Assuming the resources contemplated by the plan are available, for patents,
the USPTO will make available, on average, a first office action for first-filed U.S. non-provisional patent
applications, at the time of 18 month publication, and a patent search report for other patent applications in the same
time frame—by far the fastest in the world. At the same time, the USPTO will continue to pursue the ultimate goals
of achieving 18 month pendency. Likewise, trademark first action pendency and total pendency will be two and
twelve months respectively in FY 2008 and thereafter. To achieve this, the USPTO has begun implementing its
aggressive strategic plan to transform the agency from a one-size-fits-all patent and trademark process into a quality-
focused, responsive, market-driven intellectual property system.
The USPTO’s 21st
Century Strategic Plan emphasizes quality in every initiative and productivity as the key to
reducing pendency and inventory, while transforming the agency into an information age, e-commerce style,
paperless agency that reflects the values of the President’s Management Agenda. The plan emphasizes excellence
in examiner staffing through certification and recertification of knowledge, skills and abilities; greater use of
electronic systems and outside resources to process patent and trademark applications; and a faster, less costly
alternative to the courts for challenging patents.
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10. Strategic Goal 3
Observe, protect, and manage the Earth’s resources to promote environmental stewardship
The National Oceanic and Atmospheric Administration (NOAA) envisions a twenty-first century in which environmental
stewardship, assessment, and prediction serve as keystones to the enhancement of economic prosperity and quality of life and
to the improved protection of lives and property.
The twenty-first century poses complex challenges for NOAA. Every aspect of NOAA’s mission—ranging from managing
coastal and marine resources to predicting changes in the Earth’s environment—faces a new urgency, given intensifying national
needs related to the economy, the environment, and public safety. As the new century unfolds, new priorities for NOAA action
are emerging in the areas of climate change, freshwater supply, ecosystem management, and homeland security.
NOAA responds to all of these challenges through its own strategic plan, which forges a path for meeting the needs of the
nation today and addressing the critical issues of tomorrow. NOAA has set an agenda for wise investment of finite resources
through four mission goals, namely:
Improve protection, restoration, and management of coastal and ocean resources through ecosystem-based
management.
Increase understanding of climate variability and change.
Improve accuracy and timeliness of weather and water information.
Support the nation’s commerce with information for safe, efficient, and environmentally sound transportation.
The elevation of ecosystem management and climate science to high-priority goals is noteworthy, and intended to meet the
challenges of the twenty-first century. In recent years, extreme drought and flood conditions in large regions of the nation
combined to make improved water resources prediction an urgent issue for NOAA’s future weather and climate mission. Human
health linkages with weather, climate, and ecosystem goals are also priorities. The emphasis on the nation’s needs for expanded
commerce and economic development directly relates to the Administration’s focus on a healthy and growing economy.
Challenges and Perspectives
The Department faces a number of key challenges. The following are viewed as the most significant as a result of their
importance to our mission, or their complexity, cost, or urgency.
Strengthening Our Stewardship of Marine Resources
Many of our nation’s fisheries and other living marine resources are at risk due to over-fishing or from other human-
induced or environmental changes. The deterioration of our natural resources impacts our food supply, creates losses
to our economy, and challenges our ability to meet domestic and international agreements for the protection of these
resources. We will vigorously meet these challenges by improving the quality and scope of our science to better
assess the state of fisheries and other marine resources, including what factors influence their recovery and
sustainability. We will apply this knowledge to formulate the most appropriate policies for ensuring the future health
of our nation’s marine resources, such as our plan for restoring salmon runs in the Pacific Northwest. Through such
policies we will obtain the greatest economic and social benefits to the nation from these precious resources.
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11. Management Integration Goal
Achieve organizational and management excellence
The Department’s management integration goal—to achieve organizational and management excellence—is equally important
to all bureaus.
All Departmental bureaus will seek to achieve more efficient and more effective management by:
Acquiring and managing the fiscal and related resources necessary to support program goals.
Acquiring, managing, and developing a diverse, skilled, and flexible staff, using information technology as an
essential tool.
Acquiring and managing the technology and related resources to support program goals.
The Department is moving aggressively toward meeting the goals of the President’s ManagementAgenda. The five government-
wide management improvement initiatives include strategic human capital management, expanding e-government, competitive
sourcing, strengthening financial management, and more effectively integrating budget and performance management.
Challenges and Perspectives
The Department faces a number of key challenges. The following are viewed as among the most significant as a result of their
importance to our mission, or their complexity, cost, or urgency.
Enhancing Information Security Throughout the Department
The Department will be broadening the protection afforded its information systems and data. Every system
throughout the Department and its bureaus is subject to well-managed risk assessments, which include documenting
successful testing or a specific plan for taking remedial action. We will be revising our information technology and
security policies and requirements to ensure that they reflect federal standards, best practices, and state-of-the-art
advances in controls, evaluation, accreditation, and contingency planning.
Emergency Preparedness within the Department
The nation continues to face significant vulnerabilities in our ability to respond to emergencies. The Department
has developed a comprehensive Continuity of Operations Plan (COOP) and has instituted a rigorous testing program.
Similarly, COOPs for certain of the bureaus and specific field locations are undergoing testing and further
refinement. We are currently working to complete all appropriate testing and implementation of these plans, which
address all requirements for maintaining essential activities and re-establishing normal operations in the event of an
emergency, e.g., human resources, facilities and infrastructure, and information technology systems.
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12. Occupant emergency plans and emergency response structures have been reviewed, have been revised where
necessary, and are in place for most sites. We are continuing to develop enhanced response capabilities for all types
of emergencies, recognizing that it is a massive task to ensure our preparedness for many different types of
emergencies across the country. The Department will continue to emphasize the importance of effective preparation,
work cooperatively with other federal agencies, seek the advice of experts, and allocate resources in the most
productive manner possible.
Future Workforce Requirements
Like other agencies, the Department faces significant challenges in ensuring an appropriately sized and competent
workforce. During the next five years, approximately one-half of the Commerce workforce will become eligible for
retirement, leading to the potential for significant loss of experience and institutional memory. During the coming
decade, we will also face requirements that our workforce become increasingly specialized and expert in several
fields in which prospective hires will be in high demand. At the same time, we must ensure that our employees are
representative of the nation’s population. To meet these needs, the Department will examine and modify its hiring
practices, explore options for more effectively competing with private sector employers, and seek any appropriate
changes in laws and regulations needed to allow the Department to enhance its appeal to America’s workforce.
Relationship of Departmental Strategic Goals to Bureau Performance Goals
The Department is a diverse organization having a wide variety of roles and responsibilities to satisfy its mission. In developing
the strategic goals while integrating the budget with the strategic plan, Commerce identified those strategic goals to which each
bureau applied in measuring their activities and performance. Therefore, performance goals within each bureau are aligned
with one of the Department’s strategic goals. As such, bureau performance goals and measures serve as a means to evaluate
Commerce’s progress in achieving its strategic goals and overall mission.
President’s ManagementAgenda
Departmental Management (DM) exercises oversight for Department-wide policies and procedures and works with the bureaus
to implement government-wide and DM reforms. These reforms, intended to achieve President Bush’s vision of a citizen-
centered, results-oriented, and market-based government, include the five crosscutting initiatives established in the President’s
Management Agenda: (1) strategic management of human capital, (2) competitive sourcing, (3) improved financial
performance, (4) expanded electronic government, and (5) budget and performance integration.
Strategic Management of Human Capital
Workforce projections show that more than half of the federal workforce will be eligible for retirement within the
next five years. To respond to this extraordinary surge in prospective retirements, the Department is taking steps to
ensure that it retains vital knowledge, skills, and management capabilities through workforce analyses, recruitment
and retention plans, and a Senior Executive Service candidate program.
The Department strives to create an environment in which all employees are valued for the diverse mix of talents,
skills, and experiences they bring to the workplace; receive the training opportunities needed to effectively carry
out ever-evolving program responsibilities; and are able to effectively balance professional responsibilities with
family commitments.
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13. Competitive Sourcing
The competitive sourcing initiative offers opportunities for the federal government to improve program efficiency
and realize significant cost savings through increased competition. Historical data suggest that cost savings in
the range of 20 percent to 50 percent can be achieved when federal and private sector service providers compete.
The Department is opening competition for performing activities that can be carried out by private firms, such as
administrative support and payroll services.
New opportunities for competition continually arise as a result of gradual changes in program responsibilities and
private sector capabilities. Using the tools provided by the Federal Activities Inventory Reform Act, the Department
is conducting competitions and converting positions. In so doing, we are assessing the appropriateness and cost-
effectiveness of using the private sector to perform operations currently performed by the federal government.
Improved Financial Performance
Accurate and timely financial information is integral to optimum performance and accountability. The Department
continues to work toward producing clean audits to support effective management. The Department is using
technology to continue to add new bureaus to the Commerce Administration Management System to improve its
overall financial performance. This system, when used by all bureaus, will provide accurate and timely information
that supports the Department’s performance and is inherent in providing accountability to the American people.
The Department will continue to reduce the number of deficiencies that could affect the Department’s ability to
reliably record, process, or report financial data.
Expanded Electronic Government
Expanded electronic government is key to fostering citizen-centered government with a greater volume of service at
lower cost. The Department spends almost $1 billion on IT each year. We will ensure that this investment is wisely
used to:
Safeguard the security and integrity of the Department’s IT systems.
Implement applications to address common requirements such as e-grants, e-regulation, and e-signatures.
Provide citizen-centered service by creating easy-to-find single points of access to the Department’s programs,
including a government-wide e-procurement portal.
Increase the ease of electronic access for persons with disabilities.
Budget and Performance Integration
Program results will offer the taxpayers a transparent view of how their tax dollars are being spent at the federal level.
Challenges in assessing program performance in relation to budget resources include improving the way that the
Department’s programs are assessed, the integration of financial and budget information, and determining how the
Department can best report program performance. The Department is ensuring accountability at the highest levels
of the organization, including bureau heads, and is integrating analysis, presentation, and execution of budget and
performance efforts throughout the Department.
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14. In addition to these five government-wide initiatives, the Department has launched an initiative to ensure that our
employees are able to carry out their program activities in a safe and secure environment.
A Department Emergency Operations Center has been established and a Departmental COOP has been
developed. We are now testing the COOP plan as well as examining Commerce-specific programs to identify
those activities that involve special security requirements.
The Employee Safety and Health Program is being reinvigorated through the re-establishment of the
Department’s Safety Council, recruitment of a new Director for Occupational Safety and Health, development
of a communications campaign to disseminate educational materials to Department employees, and
implementation of a Safety Program Action Plan to address a wide range of concerns such as safety training
and awareness, workplace inspections, and health services.
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