lunes, 20 de diciembre de 2010
SME Internationalization
jueves, 16 de diciembre de 2010
OCDE prerrogatives for internationalisation on SME
internationalisation identified from the 2007 OECD-APEC sponsored research on this theme, with a view to uncovering new insights into the nature of these top barriers;
ii. To review recent work pertaining to factors that drive or motivate the internationalisation of SMEs; and
iii. To develop a deeper understanding of the current programs for SME internationalisation, particularly the specific measures aimed at addressing the top barriers identified.
To provide an updated appreciation of pertinent aspects of SME internationalisation, the report reviewed the post OECD-APEC survey evidence on the top barriers, drivers and support programs across OECD and APEC member economies and other economies involved in the OECD enlargement and enhanced engagement processes. This has yielded important longitudinal insights, thereby indicating that support programs are appropriately focused on the most resilient and enduring of the factors affecting SME internationalisation.
To ensure a greater depth of understanding on SME internationalisation barriers, this study focused on the top four barriers identified by the OECD-APEC study as being by far and away the most serious impediments to SME internationalisation (see Table 1). These include 1) Shortage of working capital to finance exports; 2) Identifying foreign business opportunities; 3) Limited information to locate/analyse markets; and 4) Inability to contact potential overseas customers. A fifth barrier, „lack of managerial time, skills and knowledge‟, is additionally examined. The reasoning is threefold: one, this reflects the importance of this barrier in the Member Economy survey (see Table 2); two, the consistently highlighted primacy of managerial factors in previous relevant global surveys; and three, the widely acknowledged importance of skilled human resources in all areas of economic activity, including market innovation.
jueves, 9 de diciembre de 2010
An opinion from one of our readers commenting the news from Yahoo
miércoles, 1 de diciembre de 2010
Proposta da Comissão
O objectivo da proposta consiste em estabelecer um procedimento que permita à Comunidade avaliar se existe um interesse comunitário suficiente para concluir acordos bilaterais propostos com países terceiros e, na ausência do mesmo, autorizar os Estados-Membros a concluírem estes acordos com países terceiros em certos domínios da cooperação judiciária em materia civil e comercial que são da competência exclusiva da Comunidade.
Uma vez que a autorização concedida aos Estados-Membros constitui uma derrogação à regra segundo a qual a Comunidade tem competência exclusiva para concluir acordos internacionais sobre estas matérias, o procedimento deve ser considerado uma medida excepcional e ter um âmbito de aplicação e uma duração limitados.
Propõe-se limitar o procedimento em causa às questões sectoriais relacionadas com as matérias matrimoniais, a responsabilidade parental e de obrigações de alimentos, por um lado, e com a lei aplicável às obrigações contratuais e extracontratuais, por outro. A proposta em anexo diz respeito ao segundo domínio.
A Comissão propõe as garantias a seguir descritas com o objectivo de preservar o acervo comunitário, incluindo a integridade do sistema comunitário no domínio em causa.
Behavioral marketing by International Lawyers
EXTERNAL AND INTERNAL COMMUNICATIONS BELONG TOGETHER
When Starting a business behavioral marketing also fosters a worldwide exchange of information internally as experienced by International Lawyers. Knowledge of global events and issues is only useful to customers if it is available around the world. When it comes to efficient marketing, Freshfields combines specialization with the advantages inherent in a large-scale company. For example, one of its objectives is to represent clients who were acquired in the finance or corporate sectors in the labor law area, too. Cross-selling is also used as a marketing support tool—if cases span sectors, Freshfields will offer a price discount. Clear positioning is necessary and becomes all the more difficult as more companies seek it. And this dictum applies to Freshfields and its competitors as it does to every service industry. "There's no sense in sprucing up a commercial if you're putting out the same message as your competitors," says Kotler. In other words, "focus" will be the buzzword in future, particularly within the service sector. Looking at seemingly straightforward services, two-way communications (preferably demand-oriented) with the customer are becoming more significant, and that extends all the way to complaint management. The Pizza Hut franchise chain, for example, prints its hotline number on every pizza box to take calls from unsatisfied customers. The franchise manager then has 48 hours to resolve the problem. The luxury-hotel chain Hyatt is also known for its fast response times to customer complaints— you can even send them to management using the in-room television and its remote control.
DOES DEMARKETING CREATE A NEW SENSE OF TRUST?
For Kotler, such trust-enhancing measures are just a small part of the imminent marketing revolution. "We want to develop methods that will actually reduce an otherwise continually increasing demand," is Kotler's position, which is surprising from a marketing perspective. The essence of this approach is to perceive "demarketing" as a source of trust. According to this notion, keeping certain types of customers away from your product may actually be a positive marketing approach. One might be inclined to think that this attitude is naïve. But that's not necessarily so, says Kotler, although it does have to be grasped properly in-house. "First, one has to identify values. And then one has to hire people who believe in these values and embody them." Crises always represent crucial tests for Kotler's value-based marketing. For example, in difficult times, how do companies deal with clients that are late with payments? John Deere, the US-based agricultural equipment manufacturer, may serve as a role model, he says. "John Deere helped farmers, while rival International Harvester unceremoniously seized its machines." John Deere's level of generosity is rarely found among service providers, even though times of crisis are a perfect opportunity to create new customer loyalty. Kotler recommends to banks and insurance companies in particular that they fully understand the acute problems some of their customers may be facing. He also thinks that their advertising requires a different tone. "The financial crisis compelled many service providers to rethink their marketing and advertising strategies." Solidarity is the new mantra, he says. For example, Morgan Stanley's European advertisements promote their high equity ratio compared with other banks. "They're probably doing the right thing," Kotler explains "Especially if other banks have to address some rather uncomfortable questions on this point."
IT'S EASIER TO SEPARATE THE GOOD GUYS FROM THE BAD GUYS
These questions are certainly being asked, not just in the industry but publicly as well when starting a business. The growth of social media makes companies an ongoing subject of debate. Internet portals where consumers can discuss their experiences make it "easy these days to differentiate the good guys from the bad guys." From a marketing perspective, turbulent times are actually good times, according to the tenor of Kotler's new book Chaotics. "Ryanair is an example that says a few things about seizing an opportunity that arose from the crisis," he states. During the crisis, Ryanair ran a massive advertising campaign and thereby tapped customers' magnified price consciousness. The outcome was a substantial gain in market share.
KOTLER'S "KEY" POINTERS FOR SERVICE MARKETING MANAGERS. "QUALITY IS KING"
Nowadays, customers have precise expectations of services they utilize. Social media platforms such as Facebook increase transparency, which means customers now define quality.
"BUILDING THE MARKETING ORGANIZATION"
Building up long-term customer relationships is more difficult today than ever before. Customers are fickle. Marketing must quickly adjust to new situations and therefore needs to have, first and foremost, a very flexible organization.
"THE FIRM CAN'T BE ALL THINGS TO ALL PEOPLE"
More about the International Lawyers that you will need to start a business on International Lawyers to start a business
viernes, 26 de noviembre de 2010
Litigation Risk
Litigation Risk
Despite prudent decisions and the best possible advice, corporate directors face an increase in international legal actions that can impact their personal assets. think:act examines what top managers should look for in corporate D&O (directors and officers) programs.
More about international tax on international tax and international legal actions
jueves, 25 de noviembre de 2010
Transfer priciing in China
Transfer priciing in China
More about international tax, asset protection and wealth on asset protection
miércoles, 24 de noviembre de 2010
“Home country” rule
"Home country" rule
According to the Savings Directive "You may, if you wish, determine whether or not a fund has exceeded a threshold, or the amount of savings income to report in accordance with the "home country" rule. This means that, for a fund established in a prescribed or relevant territory, or one of the five other territories (not prescribed in Appendix 1), this determination is done in accordance with the rules set by the territory in which the fund is established. You may also rely, as provided in paragraph 123, on information provided on this basis by recognized industry sources."
More information about international Lawyers on International Lawyers
martes, 23 de noviembre de 2010
Collective investment funds: income realised at sale or redemption of fund units
According to the Savings Directive, "Savings income also arises when units or shares in a collective investment fund are sold to a paying agent (or a receiving agent) or redeemed by the fund. This is analogous to the inclusion of accrued interest in the sale or redemption price of a security (see paragraphs 97 to 103 above).
Savings income only arises under this heading if the fund has invested more than 25% of its assets directly or indirectly (via other collective investment funds or residual entities) in money debts. Up to and including 31 December 2010 the figure was 40% of its assets. This applies to all funds and does not depend on any requirements of the territory in which the fund is established.
A In determining whether a sale or redemption of units or shares in a collective investment fund is reportable under these arrangements the information described at paragraphs 121 – 123 below may be used and relied upon. The paragraphs 118B – below provide additional guidance for particular circumstances if need be.
Where a fund has historically invested more than 40% of its assets in money debts it is unlikely to be affected by the reduction of the percentage to 25% from 1 January 2011 – by definition income realised at sale or redemption will be reportable throughout.
However if a fund under its rules or instrument of incorporation (see 121 below) or actual composition of assets (see 122 below) operates so as not to pass the 40% threshold, it will need to ensure, as soon as practical, after 1 January 2011 that its asset holding in money debts (including holdings of grandfathered bonds) is reduced so as not to pass the 25% threshold if the intention is that it continues to operate so that sales/redemptions will not be reportable under these regulations.
Providing a fund does so reduce its holdings in money debts sales/redemptions will not be reportable as savings income throughout.
In this context a fund will be regarded as having acted as soon as practical if by the start of the first accounting period commencing on or after 1 January 2011 or the 30 April 2011, whichever is the later, its assets in money debts do not pass the lower threshold.
This period should facilitate the necessary changes to be made and enable the fund to operate as it intended.
If the fund has met the old threshold under its rules but decides not to meet the new lower threshold then savings income will arise on a sale/redemption once its assets in money debts pass the 25% threshold."
More information about International Tax on International Tax