MSMW Case Study: Internationalisation Plan
The owner may like to employ his daughter in a role of setting up MSMW international trade office on site however he might prefer someone with more experience for that position. Specifically an international market manager will be required followed up over time by administrative clerks, international sales manager, shipping manager, and procurement manager.
The first functions required will be as detailed in figure 6.2:
-experienced manager of all international market functions
-active markets development and research
-market intelligence database compilation
-selective market entry strategies
-coordinating sales manager and shipping manager functions
-marketing and sales plans
-advertising, promotion and trade fairs for foreign markets
Initially MSMW would be wise to take on an international trade manager to begin coordination of the internal reorganization and develop rapport with current domestic managers of sales, logistics and procurement. As these are ideal candidates for international trade training and possible transfer to the international trade office they should be offered the opportunity to develop international skills and perhaps groom domestic managers for their replacement. Additional staff will be required to fill new roles but initially the growth of the new trade office should be based on market profits similar to a passive mode of international sales in the introduction to its growth to moderate proportion of sales to fully dedicated office becoming a core business strategy at MSMW.
Some services may be outsourced initially, for example freight forwarders and customer service may be outsourced until the scope of foreign market strategy is established. The initial financing of the export office growth must come out of domestic profits and operating capital. As the development of international trade increases and it becomes a profits-based endeavour dependent upon growth and sales forecasts being met more allocations in terms of hiring and internal sourced management may be made directly from international trade related income.
The roles of international trade sales manager, logistics, and procurement will further increase complexity and importance of trade office relative to its increased share of company profits and growth. But introducing those positions and functions will require justification based on meeting or exceeding business plan results.
It would appear prudent to have a three to five year plan moving in first year with an international marketing manager, adding a sales manager in the second year or stage two, and additional staff as needed annually or in planned stages (for example meeting growth targets and forecasts) until the office is fully established and ideally contributing significant international profits to justify, enhance and fulfill its existence.
Canadian SME International Trade and Marketing - writings upon readings and continued curiousity in the realms of cross cultural business. Some of my opinions are not my own, but I would fancy to say nearly all of them should be credited to the various authors. Deming disciple. I stubbornly persist.
Wednesday, August 20, 2008
The qualities and skills of international managers
The qualities and skills of international managers
The qualities and skills of international managers should include an ability to share common interests and visions with individuals across a wide spectrum of cultural and language differences which actually helps define a corporate global culture when one compares the cosmopolitanism of many of the world's leading business and finance cities with its most successful global companies. The ability to enhance and embrace change and uncertainty will be an asset in a team which may often resemble a meeting or committee of the United Nations which mirrors those markets within which it operates.
Trompenaars,Hampden-Turner and Hofsteade represent global leaders in cross-cultural research.
International managers should have more than a passing understanding of the roots of cross-cultural management research and behaviour. Their skill in cultural context mapping and bridging especially in mediating or resolving disputes and conflicts due to differences in power-distance, individual versus collective decision-making, degree of masculinity or femininity (womens' rights), deference to authority, and uncertainty avoidance will determine their level of tolerance and negotiating success. A brief nod towards Canadian and Korean free trade failures lately to illustrate that. Cars, for example, are not the only Canadian products which should be on the table.
Expressly I believe global tolerance useful for business team-work cannot be an acquired trait without some cross-cultural behaviour education. Politicians and trade ministers indeed often lack this. For example, my Korean students had no idea that Western and Eastern minds view patterns of events and contexts dissimilarly. Explaining and activating any such self-realization early in an international career can help remedy many frustrations with working cross-culturally. International managers will naturally have some curiosity or interest in the differences and similarities in various cultures. But to develop such a talent into a skillful asset for the business cross-cultural training is recommended.
Domestic market managers will often be quite familiar with national culture and language requirements where their knowledge will be an advantage over market entry managers from foreign nations. However their limited experience in terms of dealing with customers from foreign cultures and nations will require a more local less global outlook, a more conservative context frame of business mindset and possibly less concern or tolerance for differences which occur as a result of such dissimilarities. It makes it easy to understand why Canadian businesses are perceived as risk averse. Too few are operating internationally.
Unfortunately it often appears from a foreign experience that Canadian government and business leaders expressly make their international decisions from an overly-domestic management perspective. However I believe in many cultures such as France and Germany, foreign managerial postings are a regular and rewarded portion of corporate training. In some other western countries such as the US and or Canada/Australia foreign corporate postings are sometimes seen as a means of distancing difficult managers from head-office essentially as a form of exile.
This might explain the growth of Asian multi-national corporate growth in the last few decades which takes the bull by the horns so to speak and makes international assignments an essential testing ground for innovation and creativity in international manager training. Such polarized views on international management and its usefulness for national global competitiveness might highlight a current trend away from teaching and learning good negotiation skills in countries like Canada where even entire provincial school boards may be deemed summarily incompetent and thus fired and/or entire provincial justice systems may operate without seeming public accountability. Such examples demonstrate evidence of domestic social movement towards the American litigious model of competitive individual business relations which is really not the basis of good international management.
The qualities and skills of international managers should include an ability to share common interests and visions with individuals across a wide spectrum of cultural and language differences which actually helps define a corporate global culture when one compares the cosmopolitanism of many of the world's leading business and finance cities with its most successful global companies. The ability to enhance and embrace change and uncertainty will be an asset in a team which may often resemble a meeting or committee of the United Nations which mirrors those markets within which it operates.
Trompenaars,Hampden-Turner and Hofsteade represent global leaders in cross-cultural research.
International managers should have more than a passing understanding of the roots of cross-cultural management research and behaviour. Their skill in cultural context mapping and bridging especially in mediating or resolving disputes and conflicts due to differences in power-distance, individual versus collective decision-making, degree of masculinity or femininity (womens' rights), deference to authority, and uncertainty avoidance will determine their level of tolerance and negotiating success. A brief nod towards Canadian and Korean free trade failures lately to illustrate that. Cars, for example, are not the only Canadian products which should be on the table.
Expressly I believe global tolerance useful for business team-work cannot be an acquired trait without some cross-cultural behaviour education. Politicians and trade ministers indeed often lack this. For example, my Korean students had no idea that Western and Eastern minds view patterns of events and contexts dissimilarly. Explaining and activating any such self-realization early in an international career can help remedy many frustrations with working cross-culturally. International managers will naturally have some curiosity or interest in the differences and similarities in various cultures. But to develop such a talent into a skillful asset for the business cross-cultural training is recommended.
Domestic market managers will often be quite familiar with national culture and language requirements where their knowledge will be an advantage over market entry managers from foreign nations. However their limited experience in terms of dealing with customers from foreign cultures and nations will require a more local less global outlook, a more conservative context frame of business mindset and possibly less concern or tolerance for differences which occur as a result of such dissimilarities. It makes it easy to understand why Canadian businesses are perceived as risk averse. Too few are operating internationally.
Unfortunately it often appears from a foreign experience that Canadian government and business leaders expressly make their international decisions from an overly-domestic management perspective. However I believe in many cultures such as France and Germany, foreign managerial postings are a regular and rewarded portion of corporate training. In some other western countries such as the US and or Canada/Australia foreign corporate postings are sometimes seen as a means of distancing difficult managers from head-office essentially as a form of exile.
This might explain the growth of Asian multi-national corporate growth in the last few decades which takes the bull by the horns so to speak and makes international assignments an essential testing ground for innovation and creativity in international manager training. Such polarized views on international management and its usefulness for national global competitiveness might highlight a current trend away from teaching and learning good negotiation skills in countries like Canada where even entire provincial school boards may be deemed summarily incompetent and thus fired and/or entire provincial justice systems may operate without seeming public accountability. Such examples demonstrate evidence of domestic social movement towards the American litigious model of competitive individual business relations which is really not the basis of good international management.
Selling "long-life" milk in the Democratic Republic of the Congo.
Market Considerations
Selling "long-life" milk in the Democratic Republic of the Congo. The country has a population approaching 55 million, over half of which is classified as rural.
As we know 55 million people live in the Congo. What is the actual market for "long-life" milk in Congo? Actually it must be highly lucrative otherwise Nestlé S.A. would not maintain an office there.
Market potential: How much "long-life" milk is imported to Congo at this time? How many units are bought and sold? Which companies dominate this market for powdered milk and alternative milk products? What is the size and scope of Congo as a "long-life" milk export market?
Demographics: Do Congolese use "long-life" milk in the same way as Canadians? For example, do they mix it with powdered milk, and with the assistance of milk nurses at maternity wards do they encourage nursing mothers to wither their own natural milk sources, namely their own breast milk by giving them samples for free and then encouraging them to malnourish their babies and mix it with unclean water supplies? Is the marketing of such "long-life" milk products ethical on global standards of corporate social responsibility? Are there unique positionings for "long-life" milk products in Congo?
Sociocultural: What disposable incomes are available for rural consumers of this product in Congo? Will prices exceed monthly incomes for profitable economies of scale sales? What higher income percentages of the population live in the rural environments of the Congo? What ratios of men to women exist in rural areas of the Congo? Who will be the primary purchaser of this product and who will be the primary consumer? Who earns the money in rural Congo and who decides where and when it will be spent? What age orientation do "long-life" milk products have in Congo? What level of disposable income is available in the Congo? For example is the product considered a breast milk substitute? Consider possible boycotts of company's other products.
Product market data: What pricing strategy would effect profits in Congo? Is this a viable product and is it being matched to a viable market?
Rawandan squatters and inter-border migrants in The Congo could effect local economy thus official statistics might provide inadequate assessment of actual Congolese purchasing power. For example earning a dollar a day to clear park lands and reserves would upset local pay scales and economic resources like eco-tourism. "Cattle were later introduced." "To protect the park, conservationists are now building a wall around a part of the UN World Heritage site to stop settlers from entering with their CATTLE..." This may flood the rural market with fresh milk and may affect viability estimates of complementary products such as "long-life milk."
Further evidence of cattle farming and interborder deforestation encroachment affecting unofficial fluctuation of local fresh milk resources are revealed at "Food Sector Transformation and Standards in Zambia: Smallholder Farmer Participation and Growth in the Dairy Sector" and "DR CONGO: A REGIONAL ANALYSIS - A Writenet Report by François Misser commissioned by United Nations High Commissioner for Refugees, Emergency and Technical Support Service."
A few percentage points of market share perhaps determine a few percentage points of lost or gained revenue of complementary products. The Congolese environment and potential instability and small-scale dairy products are described in this video.
Selling "long-life" milk in the Democratic Republic of the Congo. The country has a population approaching 55 million, over half of which is classified as rural.
As we know 55 million people live in the Congo. What is the actual market for "long-life" milk in Congo? Actually it must be highly lucrative otherwise Nestlé S.A. would not maintain an office there.
Market potential: How much "long-life" milk is imported to Congo at this time? How many units are bought and sold? Which companies dominate this market for powdered milk and alternative milk products? What is the size and scope of Congo as a "long-life" milk export market?
Demographics: Do Congolese use "long-life" milk in the same way as Canadians? For example, do they mix it with powdered milk, and with the assistance of milk nurses at maternity wards do they encourage nursing mothers to wither their own natural milk sources, namely their own breast milk by giving them samples for free and then encouraging them to malnourish their babies and mix it with unclean water supplies? Is the marketing of such "long-life" milk products ethical on global standards of corporate social responsibility? Are there unique positionings for "long-life" milk products in Congo?
Sociocultural: What disposable incomes are available for rural consumers of this product in Congo? Will prices exceed monthly incomes for profitable economies of scale sales? What higher income percentages of the population live in the rural environments of the Congo? What ratios of men to women exist in rural areas of the Congo? Who will be the primary purchaser of this product and who will be the primary consumer? Who earns the money in rural Congo and who decides where and when it will be spent? What age orientation do "long-life" milk products have in Congo? What level of disposable income is available in the Congo? For example is the product considered a breast milk substitute? Consider possible boycotts of company's other products.
Product market data: What pricing strategy would effect profits in Congo? Is this a viable product and is it being matched to a viable market?
Rawandan squatters and inter-border migrants in The Congo could effect local economy thus official statistics might provide inadequate assessment of actual Congolese purchasing power. For example earning a dollar a day to clear park lands and reserves would upset local pay scales and economic resources like eco-tourism. "Cattle were later introduced." "To protect the park, conservationists are now building a wall around a part of the UN World Heritage site to stop settlers from entering with their CATTLE..." This may flood the rural market with fresh milk and may affect viability estimates of complementary products such as "long-life milk."
Further evidence of cattle farming and interborder deforestation encroachment affecting unofficial fluctuation of local fresh milk resources are revealed at "Food Sector Transformation and Standards in Zambia: Smallholder Farmer Participation and Growth in the Dairy Sector" and "DR CONGO: A REGIONAL ANALYSIS - A Writenet Report by François Misser commissioned by United Nations High Commissioner for Refugees, Emergency and Technical Support Service."
A few percentage points of market share perhaps determine a few percentage points of lost or gained revenue of complementary products. The Congolese environment and potential instability and small-scale dairy products are described in this video.
Adverse affects on a company’s activities
Adverse affects on a company’s activities
Political hostility, internal stability, legal restrictions or unfavourable business conditions adversely affecting a company’s activities.
Political Hostility: Zimbabwe provides a current recent example of asset expropriations of white farmers many of whom were invited by Mugabe himself in the sixties and seventies to assist in developing the agricultural assets of Zimbabwe. Many continue to legally battle the government at Southern African Development Community (SADC) tribunals. Their livelihoods were completely shattered as Zimbabwe's economy was similarly shattered.
Internal Stability: The recent clashes between armies of Georgia and Russia exemplify issues of internal stability. It might be very difficult to continue to operate or contemplate opening greenfield investments in Georgia at this time. A full coverage of the issues and events is available at VOA.
Legal Restrictions: Several layers of legal restrictions in terms of direct marketing exist in Europe and a detailed list for each nation may be reviewed at dbt. This could adversely effect any global marketing schemes in Europe.
Unfavourable Business Conditions: Southern European countries are described as having unfavourable business conditions when compared to their northern counterparts. Italy, Spain, Greece, and Portugal possess a lack of innovation due to comparative lack of competition, regulated markets, and inefficient education systems according to Enrico Deiaco, a Swedish economist and a former policy expert at the European commission.
Four major revolutions come to mind:
1. Mexico 1938: Expropriation of the Petroleum Industry of Mexico
Mexican oil industry remains out of bounds in terms of NAFTA (a sour point for the US).
2. Uganda 1972: Idi Amin
Amin ordered expulsion of Uganda's 70,000 Asian citizens and expropriated their property, including 5,655 firms, factories, and farms as well as U.S. $400 million in personal goods.
3. Egypt 1956: Suez Canal Nationalization ht
4. China 1949 and Russia 1917: Protracted nationalization of foreign-owned businesses
"Communism: Taking from the rich and keeping it."
Political hostility, internal stability, legal restrictions or unfavourable business conditions adversely affecting a company’s activities.
Political Hostility: Zimbabwe provides a current recent example of asset expropriations of white farmers many of whom were invited by Mugabe himself in the sixties and seventies to assist in developing the agricultural assets of Zimbabwe. Many continue to legally battle the government at Southern African Development Community (SADC) tribunals. Their livelihoods were completely shattered as Zimbabwe's economy was similarly shattered.
Internal Stability: The recent clashes between armies of Georgia and Russia exemplify issues of internal stability. It might be very difficult to continue to operate or contemplate opening greenfield investments in Georgia at this time. A full coverage of the issues and events is available at VOA.
Legal Restrictions: Several layers of legal restrictions in terms of direct marketing exist in Europe and a detailed list for each nation may be reviewed at dbt. This could adversely effect any global marketing schemes in Europe.
Unfavourable Business Conditions: Southern European countries are described as having unfavourable business conditions when compared to their northern counterparts. Italy, Spain, Greece, and Portugal possess a lack of innovation due to comparative lack of competition, regulated markets, and inefficient education systems according to Enrico Deiaco, a Swedish economist and a former policy expert at the European commission.
Four major revolutions come to mind:
1. Mexico 1938: Expropriation of the Petroleum Industry of Mexico
Mexican oil industry remains out of bounds in terms of NAFTA (a sour point for the US).
2. Uganda 1972: Idi Amin
Amin ordered expulsion of Uganda's 70,000 Asian citizens and expropriated their property, including 5,655 firms, factories, and farms as well as U.S. $400 million in personal goods.
3. Egypt 1956: Suez Canal Nationalization ht
4. China 1949 and Russia 1917: Protracted nationalization of foreign-owned businesses
"Communism: Taking from the rich and keeping it."
The best ways to prepare and present a report
The best ways to prepare and present a report
Certainly the best ways to prepare and present a report are to meet the needs, requirements and standards of the client in question.
For example, strategis does provide a free software Interactive Business Planner (IBP) which includes sample business plans from regional locales across Canada.
These series of subtitles were included for a local business plan of a Bed and Breakfast in Nova Scotia:
Executive Summary
Business Description
Ownership and Management
Key Initiatives and Objectives
Marketing Opportunities
Competitive Advantages
Marketing Strategy
Summary of Financial Projections
Confidentiality and Recognition of Risks
Confidentiality Clause
Recognition of Risk
Business Overview
Business History
Vision and Mission Statement
Ownership
Location and Facilities
Products and Services
Description of Products and Services
Key Features of the Products and Services
Production of Products and Services
Future Products and Services
Comparative Advantages in Production
Industry Overview
Market Research
Size of the Industry
Key Product Segments
Key Market Segments
Purchase Process and Buying Criteria
Description of Industry Participants
Key Industry Trends
Industry Outlook
Marketing Strategy
Target Markets
Description of Key Competitors
Analysis of Competitive Position
Pricing Strategy
Promotion Strategy
Distribution Strategy
Management and Staffing
Organizational Structure
Management Team
Staffing
Labour Market Issues
Regulatory Issues
Intellectual Property Protection
Trademarks, copyrights, or patents are not applicable to our business.
Regulatory Issues
Risks
Market Risks
Other Risks
Implementation Plan
Implementation Activities and Dates
Financial Plan
Discussion of Projected Net Income
Discussion of Monthly Cash Flow Statement
Discussion of Projected Annual Cash Flow
Discussion of Pro-Forma Balance Sheet
Discussion of Business Ratios
A real whopper and rather long!
The Business Start Up Assistant at Canada Business provides alternative formats for business plans and a whole host of guides and online resources including a nice image map
which includes a basic list of must haves including:
General format and presentation: meeting certain business expectations.
Cover page and table of contents: identifying your business and making it easy for readers to find particular documents.
Executive summary: a high altitude description of the entire plan that emphasizes key success factors.
Business background: company-specific information, business organization, history, product or service to be provided.
Marketing plan: presents analysis of market conditions , explains marketing strategythe business will follow, provides a detailed schedule of marketing activities to support sales.
Action plans: how operational and management issues are resolved and contingency planning.
Financial projections: projections (and historical financial information) explaining how the business can be expected to do financially if the business plan's assumptions are correct.
Appendix: presentation of supporting documents, statistical analysis, product marketing, resumes of employees, etc.
Certainly the best ways to prepare and present a report are to meet the needs, requirements and standards of the client in question.
For example, strategis does provide a free software Interactive Business Planner (IBP) which includes sample business plans from regional locales across Canada.
These series of subtitles were included for a local business plan of a Bed and Breakfast in Nova Scotia:
Executive Summary
Business Description
Ownership and Management
Key Initiatives and Objectives
Marketing Opportunities
Competitive Advantages
Marketing Strategy
Summary of Financial Projections
Confidentiality and Recognition of Risks
Confidentiality Clause
Recognition of Risk
Business Overview
Business History
Vision and Mission Statement
Ownership
Location and Facilities
Products and Services
Description of Products and Services
Key Features of the Products and Services
Production of Products and Services
Future Products and Services
Comparative Advantages in Production
Industry Overview
Market Research
Size of the Industry
Key Product Segments
Key Market Segments
Purchase Process and Buying Criteria
Description of Industry Participants
Key Industry Trends
Industry Outlook
Marketing Strategy
Target Markets
Description of Key Competitors
Analysis of Competitive Position
Pricing Strategy
Promotion Strategy
Distribution Strategy
Management and Staffing
Organizational Structure
Management Team
Staffing
Labour Market Issues
Regulatory Issues
Intellectual Property Protection
Trademarks, copyrights, or patents are not applicable to our business.
Regulatory Issues
Risks
Market Risks
Other Risks
Implementation Plan
Implementation Activities and Dates
Financial Plan
Discussion of Projected Net Income
Discussion of Monthly Cash Flow Statement
Discussion of Projected Annual Cash Flow
Discussion of Pro-Forma Balance Sheet
Discussion of Business Ratios
A real whopper and rather long!
The Business Start Up Assistant at Canada Business provides alternative formats for business plans and a whole host of guides and online resources including a nice image map
which includes a basic list of must haves including:
General format and presentation: meeting certain business expectations.
Cover page and table of contents: identifying your business and making it easy for readers to find particular documents.
Executive summary: a high altitude description of the entire plan that emphasizes key success factors.
Business background: company-specific information, business organization, history, product or service to be provided.
Marketing plan: presents analysis of market conditions , explains marketing strategythe business will follow, provides a detailed schedule of marketing activities to support sales.
Action plans: how operational and management issues are resolved and contingency planning.
Financial projections: projections (and historical financial information) explaining how the business can be expected to do financially if the business plan's assumptions are correct.
Appendix: presentation of supporting documents, statistical analysis, product marketing, resumes of employees, etc.
Analyzing Central Tendancy Statistics
Analyzing Central Tendancy Statistics
A short sample survey includes merely five questions relating to product use, frequency of use, most recent purchase, future purchase intention and a limited set of purchase intention reasons. Therefore the scope of the study is strictly limited.
Questions requiring consideration:
1. What is the overall purpose of the study?
2. What would be an acceptable sample size?
3. What level of standard error is acceptable?
4. What will the cost of the study be?
Random sample survey method would satisfy time and cost factors which might assemble quite an accurate picture of consumer sentiment in fact described as possibly more accurate than conducting a complete census due to errors inherent in inspection processes.
Issues which effect method of sampling include:
-size and cost limitations
-accessibility of consumer population
-desired accuracy
A simple random sample is easy to select however may not completely represent a particular consumer profile. A systematic sample of known and catalogued prior consumers selected by every fourth or fifth name might be more relevant as their prior consumption is known with the same disadvantages of a random sample. A cluster or judgements based sample could be used on known regular or loyal customers but would take more time to compile. (Evans & Lindsay, Management and Control of Quality Fourth Edition, pp. 524-532)
As variation in responses are likely to be equally valued as in yes or no responses or spread over three choices as in the multiple choice responses several different questions utilize measurement of the mean response and might make sense in terms of a simple range of data, and measurement of the distance of each response from a central tendancy or standard deviation. Therefore mean or average reponses would be useful for yes or no type questions such as #1 or #4. For example questions #1 or #4 do not require mode ranges but merely average response either yes or no. Analysis of reponses to #2, #3 and #5 would require a combination of both median and mode analysis to establish average mean out of the median responses range and mode or most frequent response for more elaborate discussion of the topics. For example, in questions #2, #3 and #5 we could determine the average answer and the most frequent purchasing periods as well as performance indicators all out of median and mode.
Therefore one would seek not to exclusively rely upon one single method of central tendancy however using them all at various purposes as is their intention to represent data to meet the needs of the survey.
A short sample survey includes merely five questions relating to product use, frequency of use, most recent purchase, future purchase intention and a limited set of purchase intention reasons. Therefore the scope of the study is strictly limited.
Questions requiring consideration:
1. What is the overall purpose of the study?
2. What would be an acceptable sample size?
3. What level of standard error is acceptable?
4. What will the cost of the study be?
Random sample survey method would satisfy time and cost factors which might assemble quite an accurate picture of consumer sentiment in fact described as possibly more accurate than conducting a complete census due to errors inherent in inspection processes.
Issues which effect method of sampling include:
-size and cost limitations
-accessibility of consumer population
-desired accuracy
A simple random sample is easy to select however may not completely represent a particular consumer profile. A systematic sample of known and catalogued prior consumers selected by every fourth or fifth name might be more relevant as their prior consumption is known with the same disadvantages of a random sample. A cluster or judgements based sample could be used on known regular or loyal customers but would take more time to compile. (Evans & Lindsay, Management and Control of Quality Fourth Edition, pp. 524-532)
As variation in responses are likely to be equally valued as in yes or no responses or spread over three choices as in the multiple choice responses several different questions utilize measurement of the mean response and might make sense in terms of a simple range of data, and measurement of the distance of each response from a central tendancy or standard deviation. Therefore mean or average reponses would be useful for yes or no type questions such as #1 or #4. For example questions #1 or #4 do not require mode ranges but merely average response either yes or no. Analysis of reponses to #2, #3 and #5 would require a combination of both median and mode analysis to establish average mean out of the median responses range and mode or most frequent response for more elaborate discussion of the topics. For example, in questions #2, #3 and #5 we could determine the average answer and the most frequent purchasing periods as well as performance indicators all out of median and mode.
Therefore one would seek not to exclusively rely upon one single method of central tendancy however using them all at various purposes as is their intention to represent data to meet the needs of the survey.
Recommended internet resources
Internet Sources
http://www.fita.org
First, I recommend FITA (Federation of International Trade Associations) as a starting point for evaluating resources globally in it claims links to 8,000 international trade (export import) related websites.
FITA (The Federation of International Trade Associations) is described as having 450 association members and 450,000 linked company members engaged in promotion of international trade, import-export,
international logistics management, international finance and more.
Especially good is the export/import trade leads portal which provides a broad view of possible products available with different distributors and suppliers. However I do not recommend the contact server as it has not worked well in the past.
http://www.kwintessential.co.uk/
Secondly, I have always appreciated eclectic global news resources and trust kwintessential consulting in the UK as they provide accurate country culture profiles and the scope and breadth of their archived news is simply unparalleled in my experience. They also sell research. However they often have information I would not find anywhere else and add the human element to internet sources.
http://www.fita.org
First, I recommend FITA (Federation of International Trade Associations) as a starting point for evaluating resources globally in it claims links to 8,000 international trade (export import) related websites.
FITA (The Federation of International Trade Associations) is described as having 450 association members and 450,000 linked company members engaged in promotion of international trade, import-export,
international logistics management, international finance and more.
Especially good is the export/import trade leads portal which provides a broad view of possible products available with different distributors and suppliers. However I do not recommend the contact server as it has not worked well in the past.
http://www.kwintessential.co.uk/
Secondly, I have always appreciated eclectic global news resources and trust kwintessential consulting in the UK as they provide accurate country culture profiles and the scope and breadth of their archived news is simply unparalleled in my experience. They also sell research. However they often have information I would not find anywhere else and add the human element to internet sources.
Wednesday, August 06, 2008
Useful websites to date in the last couple weeks:
Useful websites to date in the last couple weeks:
Thai-Canadian Chamber of Commerce
139 Pan Road,
Sethiwan Tower, 9th floor,
Bangkok 10500,
Thailand.
tel: 02-266-6085/6
fax: 02-266-6087
E-mail: tccc@loxinfo.co.th
Website: http://server.starcure.com/~tccc/
Sri Lanka Canada Business Council
CSLBC SECRETARIAT
Lower Level,
B3-220 Duncan Mill Rd
Toronto, ON. M3B 3J5
CANADA
Tel: 416-445-3744
Fax: 416-285-8494
E-mail: cslbcbiz@rogers.com
Website: http://www.cslbcbiz.com
Sri Lanka Economic Quarterly: http://www.adb.org/Documents/Economic_Updates/SRI/
Sri Lanka Economic Journal: http://www.ips.lk/publications..._economic_journal.html
Thailand: Business Handbook for Royal Thai Embassies and Consulates-General 2000
http://www.mfa.go.th/web/139.php
Sri Lanka: Asia Development Bank: Handbook for Integrating Poverty Impact Assessment in Economic Analysis of Projects http://www.adb.org/Documents/H...o_Analysis/default.asp
Thailand: Economist Intelligence Unit
http://store.eiu.com/product/50000205TH.html
Sri Lanka: Economist Intelligence Unit
http://store.eiu.com/country/LK.html?ref=lef_nav
Library of Congress: A Country Study Sri Lanka http://lcweb2.loc.gov/frd/cs/lktoc.html
Thai-Canadian Chamber of Commerce
139 Pan Road,
Sethiwan Tower, 9th floor,
Bangkok 10500,
Thailand.
tel: 02-266-6085/6
fax: 02-266-6087
E-mail: tccc@loxinfo.co.th
Website: http://server.starcure.com/~tccc/
Sri Lanka Canada Business Council
CSLBC SECRETARIAT
Lower Level,
B3-220 Duncan Mill Rd
Toronto, ON. M3B 3J5
CANADA
Tel: 416-445-3744
Fax: 416-285-8494
E-mail: cslbcbiz@rogers.com
Website: http://www.cslbcbiz.com
Sri Lanka Economic Quarterly: http://www.adb.org/Documents/Economic_Updates/SRI/
Sri Lanka Economic Journal: http://www.ips.lk/publications..._economic_journal.html
Thailand: Business Handbook for Royal Thai Embassies and Consulates-General 2000
http://www.mfa.go.th/web/139.php
Sri Lanka: Asia Development Bank: Handbook for Integrating Poverty Impact Assessment in Economic Analysis of Projects http://www.adb.org/Documents/H...o_Analysis/default.asp
Thailand: Economist Intelligence Unit
http://store.eiu.com/product/50000205TH.html
Sri Lanka: Economist Intelligence Unit
http://store.eiu.com/country/LK.html?ref=lef_nav
Library of Congress: A Country Study Sri Lanka http://lcweb2.loc.gov/frd/cs/lktoc.html
On the Fence Regarding Free Trade
On the Fence Regarding Free Trade
The benefits of trade agreements, bilateral or multilateral mutual interests are in some ways a foundational establishment of an agreed level playing field approach to trade where companies from two countries, as was the case with the FTA, can provide the incentives to preparing for a negotiated agreement where both parties will be ensured to walk away with some benefits or a win-win situation.
The movement to encourage negotiated trade agreements might be described as a legacy of market liberalization on the part of corporations who during the period of the early nineties and coinciding with the Clinton-era administration saw market-based global economics as a method to gain competitive advantage and extend tariff reductions globally. NAFTA further encouraged many companies from Asia for example to relocate portions of their assembly of manufacturing and production to the USA and Canada to meet but not eliminate net losses of blue-collar jobs.
Whether or not there is a loud sucking sound as Perot stated, Gore really got him on caricatures of Smoot and Hawley who enacted restrictive trade-based embargoes as an alternative which many economists describe as the real cause of the Great Depression so the dangers of free trade might better appear more like a steady drip. However it is difficult to imagine the net benefits available to manufacturing companies willing to locate in Mexico and the attendant impact upon unionized labour in the rest of North America.
Trade pacts like the EU and NAFTA facilitate an easing of trade processes and at the same time remind one of a reading of "The Lexus and the Olive Tree" by Tom Friedman where net economic benefits are seen as attendant to sovereignty issues in terms of limiting governmental legislations locally through the donning of a "golden straitjacket" which ultimately undermines government regulation of industry. Residents along the Rio Grande might be loathe to dip their toes in there as especially its American side are observant to environmental impacts of inter-regional under-regulated free trade.
Many economists of the humanistic perspective are beginning to question free trade which does not address sustainability and whether production standards, human labour rights or the general betterment of the world's poor are well served by free trade in commodities and money markets which are lately seen to claw back global trade gains in reduction of tariff barriers made since the late 1970s due to higher oil and commodities prices. These have caused significant inflation in many non-free trade zone protected nations and at the same time encouraged run-away growth in others providing many trading nations within free trade zones or not with "measurable economic growth within glass bowls" as Hernando DeSoto would describe trade regulated zones as existing in their own realm while the developing world surrounding grows and consumes wildly outside of statistical measures like the Big Mac index but more along the line of concrete and basic building materials exchanges where attendant unregulated growth may increase at rates fifteen to twenty times official GDP rates without services or tax gains. At the same time " The Wild West" is exactly what free trade appears to have under-capitalized.
Free trade is often more about minimizing risk for those within and excluding those without after all. What is actually really free about that? The EU at the same time has made a great stride in standardization of various regulations however the attendant lags in making agreements make it appear unwieldy in its scope and again undermining the net benefits as the WTO might at times appear as too many voices have yet grown the ability to listen and agree. At the same time free trade often represents the least of all evils as one might describe European/American global trade influences worldwide.
The benefits of trade agreements, bilateral or multilateral mutual interests are in some ways a foundational establishment of an agreed level playing field approach to trade where companies from two countries, as was the case with the FTA, can provide the incentives to preparing for a negotiated agreement where both parties will be ensured to walk away with some benefits or a win-win situation.
The movement to encourage negotiated trade agreements might be described as a legacy of market liberalization on the part of corporations who during the period of the early nineties and coinciding with the Clinton-era administration saw market-based global economics as a method to gain competitive advantage and extend tariff reductions globally. NAFTA further encouraged many companies from Asia for example to relocate portions of their assembly of manufacturing and production to the USA and Canada to meet but not eliminate net losses of blue-collar jobs.
Whether or not there is a loud sucking sound as Perot stated, Gore really got him on caricatures of Smoot and Hawley who enacted restrictive trade-based embargoes as an alternative which many economists describe as the real cause of the Great Depression so the dangers of free trade might better appear more like a steady drip. However it is difficult to imagine the net benefits available to manufacturing companies willing to locate in Mexico and the attendant impact upon unionized labour in the rest of North America.
Trade pacts like the EU and NAFTA facilitate an easing of trade processes and at the same time remind one of a reading of "The Lexus and the Olive Tree" by Tom Friedman where net economic benefits are seen as attendant to sovereignty issues in terms of limiting governmental legislations locally through the donning of a "golden straitjacket" which ultimately undermines government regulation of industry. Residents along the Rio Grande might be loathe to dip their toes in there as especially its American side are observant to environmental impacts of inter-regional under-regulated free trade.
Many economists of the humanistic perspective are beginning to question free trade which does not address sustainability and whether production standards, human labour rights or the general betterment of the world's poor are well served by free trade in commodities and money markets which are lately seen to claw back global trade gains in reduction of tariff barriers made since the late 1970s due to higher oil and commodities prices. These have caused significant inflation in many non-free trade zone protected nations and at the same time encouraged run-away growth in others providing many trading nations within free trade zones or not with "measurable economic growth within glass bowls" as Hernando DeSoto would describe trade regulated zones as existing in their own realm while the developing world surrounding grows and consumes wildly outside of statistical measures like the Big Mac index but more along the line of concrete and basic building materials exchanges where attendant unregulated growth may increase at rates fifteen to twenty times official GDP rates without services or tax gains. At the same time " The Wild West" is exactly what free trade appears to have under-capitalized.
Free trade is often more about minimizing risk for those within and excluding those without after all. What is actually really free about that? The EU at the same time has made a great stride in standardization of various regulations however the attendant lags in making agreements make it appear unwieldy in its scope and again undermining the net benefits as the WTO might at times appear as too many voices have yet grown the ability to listen and agree. At the same time free trade often represents the least of all evils as one might describe European/American global trade influences worldwide.
Criteria for Selecting a Researcher
Criteria for Selecting a Researcher
The criteria for selecting a researcher are:
* Cost
* Expertise
* Objectivity
* Time commitments
* Ability to understand the organization’s needs
* Research objectives
Priorities should be kept fairly flexible as all are fairly important but dependent upon the company's needs. For example an individual or group and internal or external researcher or team will depend on the size of the company, their skills and abilities as well as time required to perform research. While continuing and ongoing research may be easy for internal workers to assume it might be difficult during peak sales periods. Cost itself should be an important factor and if a company can not afford to do some external primary research then one has to wonder if they really have made a serious commitment to pursuing export trade.
Equally time will play a role and can be quite fortuitous for any available external researchers. While internal researchers are easily knowledgeable about a company's operations, are accessible and accrue internal expertise they are often prone to the psychologically influencing effect s of group-motviated biases. For example, if members of Canadian multinational companies make the assumption that their needs for external intelligence are next to nil they will miss out and lose market share opportunities that their competitors will gladly take.
If the thinking is internally we are fully competent to do international trade research than many more companies should/would be international or global in nature already. The very nature of corporate culture is isolating and often provokes the kind of company decline witnessed at GM Motors. There is a great book about these kinds of corporate disfunctionalisms. Manfred F.R. Kets De Vries explains in his book, "Life and Death in the Executive Fast Lane: Essays on Irrational Organizations and Their Leaders" some aspects of internal biases related to best practices in gathering good intelligence.
http://books.global-investor.c...ons-and-Their-Leaders/
Of course after reading this book it is easy to suspect that some Canadian companies make most of their money completely by accident!
Finding the right agency might require matching your research or budget requirements and requiring the agent to submit a proposal. More often than not management will provide the management and questions relating to performance and delivery and continue to review the project if it is at all lengthy to make sure it maintains focus on management decision requirements.
I am surprised (not really) that individuals in specific countries with specific skills and experience are not listed as useful research providers for companies in Canada! Something Canadian Embassies might consider doing, posting CVs for relevant skilled individuals in specific countries available for research assignments and eager for JV work experience. Making such recommendations external and competitive is not a Canadian trait IMHO.
The criteria for selecting a researcher are:
* Cost
* Expertise
* Objectivity
* Time commitments
* Ability to understand the organization’s needs
* Research objectives
Priorities should be kept fairly flexible as all are fairly important but dependent upon the company's needs. For example an individual or group and internal or external researcher or team will depend on the size of the company, their skills and abilities as well as time required to perform research. While continuing and ongoing research may be easy for internal workers to assume it might be difficult during peak sales periods. Cost itself should be an important factor and if a company can not afford to do some external primary research then one has to wonder if they really have made a serious commitment to pursuing export trade.
Equally time will play a role and can be quite fortuitous for any available external researchers. While internal researchers are easily knowledgeable about a company's operations, are accessible and accrue internal expertise they are often prone to the psychologically influencing effect s of group-motviated biases. For example, if members of Canadian multinational companies make the assumption that their needs for external intelligence are next to nil they will miss out and lose market share opportunities that their competitors will gladly take.
If the thinking is internally we are fully competent to do international trade research than many more companies should/would be international or global in nature already. The very nature of corporate culture is isolating and often provokes the kind of company decline witnessed at GM Motors. There is a great book about these kinds of corporate disfunctionalisms. Manfred F.R. Kets De Vries explains in his book, "Life and Death in the Executive Fast Lane: Essays on Irrational Organizations and Their Leaders" some aspects of internal biases related to best practices in gathering good intelligence.
http://books.global-investor.c...ons-and-Their-Leaders/
Of course after reading this book it is easy to suspect that some Canadian companies make most of their money completely by accident!
Finding the right agency might require matching your research or budget requirements and requiring the agent to submit a proposal. More often than not management will provide the management and questions relating to performance and delivery and continue to review the project if it is at all lengthy to make sure it maintains focus on management decision requirements.
I am surprised (not really) that individuals in specific countries with specific skills and experience are not listed as useful research providers for companies in Canada! Something Canadian Embassies might consider doing, posting CVs for relevant skilled individuals in specific countries available for research assignments and eager for JV work experience. Making such recommendations external and competitive is not a Canadian trait IMHO.
The Economist's free online country briefings reports section.
The Economist's free online country briefings reports section.
One specific secondary resource that I find useful is The Economist's free online country briefings reports section. These profiles combine forecasts, political and economic outlooks, fact sheets with basic data,
economic data, and ten economic indicators over four years from The Economist Intelligence Unit with recent news reports.
Country Profile: Sri Lanka
http://www.economist.com/countries/srilanka/
Country Profile: Thailand
http://www.economist.com/countries/Thailand/
I would categorize Canadian trade commissioners abroad as being part of primary sources of data as they would be available for interviews and could reveal trends and current trade enquiries in their region. Of course they could also reference and reveal secondary and primary resources available to meet any queries.
OECD, World Bank and market reports from DFAIT would be secondary research resources. Primary resources consist of interviews and surveys of suppliers, competitors, distributors, and customers.
The advantages of primary research include reliability, answers to specific questions are given which relate to trade research in question, and validity of information is currently useful. The disadvantages include possibly difficult to conduct and gather research, could be expensive thus implicating cost/value budget and could take a long time exceeding the time constraints of the decisions to be made.
One would use primary research to fine tune information that has been gathered to confirm and clarify points of possible dispute in terms of suppliers, distributors and customers needs and preferences . For example if secondary resources do not reveal an accurate, complete or meaningful snapshot of a possible target market primary research is the next natural step . Primary data collection is usually reserved for final stages of research where all indicators suggest time/costs value support the added cost and alleviates decisions-based risks and uncertainties.
One specific secondary resource that I find useful is The Economist's free online country briefings reports section. These profiles combine forecasts, political and economic outlooks, fact sheets with basic data,
economic data, and ten economic indicators over four years from The Economist Intelligence Unit with recent news reports.
Country Profile: Sri Lanka
http://www.economist.com/countries/srilanka/
Country Profile: Thailand
http://www.economist.com/countries/Thailand/
I would categorize Canadian trade commissioners abroad as being part of primary sources of data as they would be available for interviews and could reveal trends and current trade enquiries in their region. Of course they could also reference and reveal secondary and primary resources available to meet any queries.
OECD, World Bank and market reports from DFAIT would be secondary research resources. Primary resources consist of interviews and surveys of suppliers, competitors, distributors, and customers.
The advantages of primary research include reliability, answers to specific questions are given which relate to trade research in question, and validity of information is currently useful. The disadvantages include possibly difficult to conduct and gather research, could be expensive thus implicating cost/value budget and could take a long time exceeding the time constraints of the decisions to be made.
One would use primary research to fine tune information that has been gathered to confirm and clarify points of possible dispute in terms of suppliers, distributors and customers needs and preferences . For example if secondary resources do not reveal an accurate, complete or meaningful snapshot of a possible target market primary research is the next natural step . Primary data collection is usually reserved for final stages of research where all indicators suggest time/costs value support the added cost and alleviates decisions-based risks and uncertainties.
MSMW Case Study: Performance Measurement Systems
MSMW Case Study: Performance Measurement Systems
Measurement of Delivery Performance and Customer Service
Vendor Delivery Performance: MSMW may seek to maximize point of sales volumes by ensuring stock of inventory is well positioned particularly to match two purchase modes. The first would be loyal customers with routine large volume purchases of either 500 mL or 1.5 L sizes either in multiples or cases. The second would be impulse purchasers who may later become brand loyal customers buying on the spur of the moment. So check-out proximity in smaller stores would be competitive while larger shops would have more space for larger purchases. Measurements of retail sales receipts may be analyzed as similar to Walmart with automatic order parameters and immediate sales results for locations and retail outlets.
Production Schedule Adherence: As the current production schedule supports volume for high season cycles already with regular overstock production this is essential as any volume shortages will impact sales not only at present but at future dates. This company is already working at virtually 100% capacity for domestic customers so additional shifts to support export trade will be essential. Any losses of production due to equipment problems will cost real money as there is no safety net or currently extra production time. Will require extra production schedules for export markets.
Order and Schedule Changes: These will have an effect on export sales requiring more volume in the necessary identified sizes suitable for the target export market. For example, innovations in the water industry currently include single use disposable water containers for 18.5 L dispensers to avoid bisphenol A and other toxic plastic resin chemicals which are affecting purchasing behaviour and perceptions of PET bottle safety globally. Premium priced water products in Canada include which is first introducing waxed cardboard tetra-pak single use containers to differentiate product and distance it from toxic plastic issues. Impact will be immediate with initial stocking in a foreign market taking a significant amount of production time and delay in reorder stocking could be costly. This will require production and product design monitoring.
http://www.tetrapakwater.ca/water.php
Customer Services Level: Depending on the export market multiple languages and EDI systems may be required to handle vendor, distributor and delivery agent inquiries not to mention individual customer suggestions, questions or complaints. Outsourcing some of these services may be an option. Interviews with customers may be cost prohibitive. Asking them to fulfill surveys at point of contact may be an option.
Lost Sales Analysis: In the case of production delays, low vendor delivery performance, order or schedule problems, or poor customer service issues sales volumes in current domestic market will drop and if this is indicative of being effected by export production all of a sudden the export market will be threatened. No domestic company well positioned is likely to sacrifice local sales for global ones. Production managers must ensure a water-tight approach to increasing production to avoid losing local customers due to disparity in inventory which could occur if export product launch is not well timed.
Management of Process Time
Manufacturing Cycle Time: MSMW could investigate current innovative new production plants, tools and techniques to regulate cycle time and ensure an advantage is met in terms of cycle-times.
Delivery Lead Time to Production Lead Time Ratio: A real concern for entering an export market for the first time. It will require a lot of thought and advance stock-piling of inventory to meet possible explosive sales demands. Monitored on production basis.
Setup Times: The current physical plant is geared for day shifts and extending to a night shift while possible may put added stress and strain on current factory equipment requiring additional routine maintenance checks, repairs and possible replacement of costly machines and parts. Monitored on shift-basis.
Material Availability: The high cost of oils and resins based products for plastics production might encourage MSMW to consider new product container modes such as single use disposable 18.5 L bottles and tetra-pak waxed cardboard to reduce possible materials shortages and/or increasing costs. Monitored on invoiced materials costs.
Distance of Material Movement during Production: MSMW may possibly export large volumes and have units of production completed in a factory in a low-wage or production costs country en-route to export destination or in the export market itself. Depending on market-based analysis or aggregates costs comparison of production at home and in target production or export market. Already in domestic market Canada has high costs based on distances of transporting supply materials. Delivery documentation monitoring.
Machine up Time: MSMW will probably require 100% machine-up time which might require an entire identical processing plant capacity available on stand-by should there be any downtime due to repairs, parts, or maintenance schedules which will only increase with increased machine up time. Repairs schedule monitoring.
Customer Service Time: Basically the faster service delivered to customer the better. This is why outsourcing agencies would be useful as they may operate globally and regionally on a 24 hours basis. A good example is given through Nokia’s customer service experience. A nigh-desk representative with full access to Nokia’s local warehouse in Finland complained to management that she could easily process night customer requests for products or deliveries requests there at the warehouse but was not permitted to act on any requests in fact leaving them for day staff losing response times as much as 12 hours on processing customer requests. Management rewarded her with improvement awards and instated her request. Similar service issues could arise at MSMW. Monitoring rates and resolutions times.
Measurement of Production Flexibility
Number of different parts in the bills of materials: This will only increase in diversity due to export market requirements or modifications in packaging and labeling requirements and export packing specifications.
Percentage represented by standard, common, and unique parts within the bills of materials: Again this percentage is likely to increase especially if any new packaging or marketing volumes formats are taken on. Monitor with intent of minimizing number of different parts.
Number of different production processes: Export markets can often represent different production processes. These could be simple substitution processes at fixed points in assembly however they could multiply with multiple export markets. Monitor with intent of minimizing number of different processes.
Position within production processes where the products are differentiated: This will be determined according to management of cost and quality/function of the new processes between design team and production engineering team. Monitor with intent of minimizing number of different processes.
Number of levels in the manufacturing bill of materials: Along with possible new processes and export market requirements this could increase. Primarily there will be a level of domestic manufacturing bill of materials and a level of export manufacturing bill of materials. If they are rational and share many common products then costs may fall on large volume orders. Monitor bills of materials.
Number of new products launched each year and the time taken to launch them: This will depend on the scope of MSMW’s increases in market segmentation. Currently limited to three products and one local market the segmentation taken to include all Canadian provinces would increase this number by a rate of ten. Introducing premium products and/or innovative new modes of packaging would increase product launches and require more focus on developing products for diverse consumer profiles and markets. Monitor to ensure profits increases based on new products sales.
Cross-training of production personnel: Doing so at the managerial level would be beneficial as then the production teams could be similarly trained to produce multiple products for multiple export markets. This would also assist in morale as workers could change processes routinely to increase cross-functionality. This would also empower workers to fully contribute to a TQM workplace philosophy. Monitor through performance evaluations.
Comparison of production output and production capacity: This would require constant monitoring concerning export growth and maintaining local or global inventory for both domestic and new export markets. Sudden possible increases in demand must be expected in export market based on research quality and forecasts as well as any increases in domestic market due to possible new product launches in new provincial markets. Generally capacity should always exceed output.
Management of Quality Performance
Incoming quality from suppliers: Alternate suppliers must be held ready to engage production virtually at any time as any drop in quality of suppliers will translate into production losses and/or sales losses. A good example comes from defunct Canada Packers in Sheffield Mills Nova Scotia where a new line inspector accidentally stapled nearly an entire shipment of Quality Grade A poultry products. Extra production was needed to compensate for the losses on bird which usually retailed for premium prices as few consumers would accept or expect meat staples in premium products.
Production quality, use of statistical process control charts and direct measures of customer satisfaction: All to be measured for consistent increases in quality linked to customer satisfaction.
Data accuracy within the system, including accuracy of inventory, bill of materials, routing and forecasts: Essential. No room for error.
Effectiveness of preventative maintenance programs: Essential. No room for error.
Cost of quality: Measured not to exceed cost versus profits. Each quality measures implementation cost must match an attendant profit. In addition cost free quality improvements should also be a goal. Crate quality circles in company to implement quality cost reduction measures.
Measurement of Financial Performance
Waste Rate: For example in PEI it was found that night shifts at fish plants were becoming difficult to fill so the management decided to hire an entire shift of migrant labourers from The Ukraine. However they had significant problems retaining their workforce as a result with higher waste rates. Waste must be eliminated according to quality management precepts. Waste represents lost profits for rework, returns, and customer dissatisfaction.
Inventory Turns: An indicator that something is wrong with product positioning, marketing, brand image, quality or competitor actions which are effecting maintenance of matching customer desires and needs with loyalty and continued increase of switching non-loyal or undecided customers into loyal customers.
Value-added analysis: Any product positioning, marketing, brand image, quality or competitor responses which are matching customer desires and needs with loyalty and continued increase of switching non-loyal or undecided customers into loyal customers will reward the company with value-added profits. The opposite scenario, a nightmare, is a loss of value added or losses. For example, Hansen’s, a premium fruit juices manufacturer in the USA introduced a line of their products in Korea with minimal packaging changes and fruit combinations which are generally unfamiliar to Korean customers. Their products now reside in the discounted bargain bins of every major discount retailer in the nation.
http://www.hansens.com/
Cost factor productivity measures: If productivity is not generally increasing due to quality management measures then quality is actually not working and the whole process may be traced back to root sources through fish-bone diagrams. Usually the root causes for productivity problems are often attributed to poor middle managers not practicing communication functions upstream and downstream form management to line production teams.
Overhead Efficiencies: Sudden jumps in fixed and/or variable costs will affect overhead and minimizing these factors through local utilities discounts and corporate tax incentives as well as rewarding manager and workers equitably will help control these costs. Rationalizing certain management positions may or may not be an option which may or may not affect staff morale. My first impression of MSMW was that they have way too many managers.
Chequebook accounting methods: Monitoring quarterly profit and loss, proforma invoices and balance sheet from a managerial accounting basis will be prudent and the more EDI the better in terms of such monitoring and opening into a new export market.
System complexity: KISS KISS. Streamline, simplify and standardize.
In conclusion as may be seen every aspect of performance measurement has some importance to MSMW.
Measurement of Delivery Performance and Customer Service
Vendor Delivery Performance: MSMW may seek to maximize point of sales volumes by ensuring stock of inventory is well positioned particularly to match two purchase modes. The first would be loyal customers with routine large volume purchases of either 500 mL or 1.5 L sizes either in multiples or cases. The second would be impulse purchasers who may later become brand loyal customers buying on the spur of the moment. So check-out proximity in smaller stores would be competitive while larger shops would have more space for larger purchases. Measurements of retail sales receipts may be analyzed as similar to Walmart with automatic order parameters and immediate sales results for locations and retail outlets.
Production Schedule Adherence: As the current production schedule supports volume for high season cycles already with regular overstock production this is essential as any volume shortages will impact sales not only at present but at future dates. This company is already working at virtually 100% capacity for domestic customers so additional shifts to support export trade will be essential. Any losses of production due to equipment problems will cost real money as there is no safety net or currently extra production time. Will require extra production schedules for export markets.
Order and Schedule Changes: These will have an effect on export sales requiring more volume in the necessary identified sizes suitable for the target export market. For example, innovations in the water industry currently include single use disposable water containers for 18.5 L dispensers to avoid bisphenol A and other toxic plastic resin chemicals which are affecting purchasing behaviour and perceptions of PET bottle safety globally. Premium priced water products in Canada include which is first introducing waxed cardboard tetra-pak single use containers to differentiate product and distance it from toxic plastic issues. Impact will be immediate with initial stocking in a foreign market taking a significant amount of production time and delay in reorder stocking could be costly. This will require production and product design monitoring.
http://www.tetrapakwater.ca/water.php
Customer Services Level: Depending on the export market multiple languages and EDI systems may be required to handle vendor, distributor and delivery agent inquiries not to mention individual customer suggestions, questions or complaints. Outsourcing some of these services may be an option. Interviews with customers may be cost prohibitive. Asking them to fulfill surveys at point of contact may be an option.
Lost Sales Analysis: In the case of production delays, low vendor delivery performance, order or schedule problems, or poor customer service issues sales volumes in current domestic market will drop and if this is indicative of being effected by export production all of a sudden the export market will be threatened. No domestic company well positioned is likely to sacrifice local sales for global ones. Production managers must ensure a water-tight approach to increasing production to avoid losing local customers due to disparity in inventory which could occur if export product launch is not well timed.
Management of Process Time
Manufacturing Cycle Time: MSMW could investigate current innovative new production plants, tools and techniques to regulate cycle time and ensure an advantage is met in terms of cycle-times.
Delivery Lead Time to Production Lead Time Ratio: A real concern for entering an export market for the first time. It will require a lot of thought and advance stock-piling of inventory to meet possible explosive sales demands. Monitored on production basis.
Setup Times: The current physical plant is geared for day shifts and extending to a night shift while possible may put added stress and strain on current factory equipment requiring additional routine maintenance checks, repairs and possible replacement of costly machines and parts. Monitored on shift-basis.
Material Availability: The high cost of oils and resins based products for plastics production might encourage MSMW to consider new product container modes such as single use disposable 18.5 L bottles and tetra-pak waxed cardboard to reduce possible materials shortages and/or increasing costs. Monitored on invoiced materials costs.
Distance of Material Movement during Production: MSMW may possibly export large volumes and have units of production completed in a factory in a low-wage or production costs country en-route to export destination or in the export market itself. Depending on market-based analysis or aggregates costs comparison of production at home and in target production or export market. Already in domestic market Canada has high costs based on distances of transporting supply materials. Delivery documentation monitoring.
Machine up Time: MSMW will probably require 100% machine-up time which might require an entire identical processing plant capacity available on stand-by should there be any downtime due to repairs, parts, or maintenance schedules which will only increase with increased machine up time. Repairs schedule monitoring.
Customer Service Time: Basically the faster service delivered to customer the better. This is why outsourcing agencies would be useful as they may operate globally and regionally on a 24 hours basis. A good example is given through Nokia’s customer service experience. A nigh-desk representative with full access to Nokia’s local warehouse in Finland complained to management that she could easily process night customer requests for products or deliveries requests there at the warehouse but was not permitted to act on any requests in fact leaving them for day staff losing response times as much as 12 hours on processing customer requests. Management rewarded her with improvement awards and instated her request. Similar service issues could arise at MSMW. Monitoring rates and resolutions times.
Measurement of Production Flexibility
Number of different parts in the bills of materials: This will only increase in diversity due to export market requirements or modifications in packaging and labeling requirements and export packing specifications.
Percentage represented by standard, common, and unique parts within the bills of materials: Again this percentage is likely to increase especially if any new packaging or marketing volumes formats are taken on. Monitor with intent of minimizing number of different parts.
Number of different production processes: Export markets can often represent different production processes. These could be simple substitution processes at fixed points in assembly however they could multiply with multiple export markets. Monitor with intent of minimizing number of different processes.
Position within production processes where the products are differentiated: This will be determined according to management of cost and quality/function of the new processes between design team and production engineering team. Monitor with intent of minimizing number of different processes.
Number of levels in the manufacturing bill of materials: Along with possible new processes and export market requirements this could increase. Primarily there will be a level of domestic manufacturing bill of materials and a level of export manufacturing bill of materials. If they are rational and share many common products then costs may fall on large volume orders. Monitor bills of materials.
Number of new products launched each year and the time taken to launch them: This will depend on the scope of MSMW’s increases in market segmentation. Currently limited to three products and one local market the segmentation taken to include all Canadian provinces would increase this number by a rate of ten. Introducing premium products and/or innovative new modes of packaging would increase product launches and require more focus on developing products for diverse consumer profiles and markets. Monitor to ensure profits increases based on new products sales.
Cross-training of production personnel: Doing so at the managerial level would be beneficial as then the production teams could be similarly trained to produce multiple products for multiple export markets. This would also assist in morale as workers could change processes routinely to increase cross-functionality. This would also empower workers to fully contribute to a TQM workplace philosophy. Monitor through performance evaluations.
Comparison of production output and production capacity: This would require constant monitoring concerning export growth and maintaining local or global inventory for both domestic and new export markets. Sudden possible increases in demand must be expected in export market based on research quality and forecasts as well as any increases in domestic market due to possible new product launches in new provincial markets. Generally capacity should always exceed output.
Management of Quality Performance
Incoming quality from suppliers: Alternate suppliers must be held ready to engage production virtually at any time as any drop in quality of suppliers will translate into production losses and/or sales losses. A good example comes from defunct Canada Packers in Sheffield Mills Nova Scotia where a new line inspector accidentally stapled nearly an entire shipment of Quality Grade A poultry products. Extra production was needed to compensate for the losses on bird which usually retailed for premium prices as few consumers would accept or expect meat staples in premium products.
Production quality, use of statistical process control charts and direct measures of customer satisfaction: All to be measured for consistent increases in quality linked to customer satisfaction.
Data accuracy within the system, including accuracy of inventory, bill of materials, routing and forecasts: Essential. No room for error.
Effectiveness of preventative maintenance programs: Essential. No room for error.
Cost of quality: Measured not to exceed cost versus profits. Each quality measures implementation cost must match an attendant profit. In addition cost free quality improvements should also be a goal. Crate quality circles in company to implement quality cost reduction measures.
Measurement of Financial Performance
Waste Rate: For example in PEI it was found that night shifts at fish plants were becoming difficult to fill so the management decided to hire an entire shift of migrant labourers from The Ukraine. However they had significant problems retaining their workforce as a result with higher waste rates. Waste must be eliminated according to quality management precepts. Waste represents lost profits for rework, returns, and customer dissatisfaction.
Inventory Turns: An indicator that something is wrong with product positioning, marketing, brand image, quality or competitor actions which are effecting maintenance of matching customer desires and needs with loyalty and continued increase of switching non-loyal or undecided customers into loyal customers.
Value-added analysis: Any product positioning, marketing, brand image, quality or competitor responses which are matching customer desires and needs with loyalty and continued increase of switching non-loyal or undecided customers into loyal customers will reward the company with value-added profits. The opposite scenario, a nightmare, is a loss of value added or losses. For example, Hansen’s, a premium fruit juices manufacturer in the USA introduced a line of their products in Korea with minimal packaging changes and fruit combinations which are generally unfamiliar to Korean customers. Their products now reside in the discounted bargain bins of every major discount retailer in the nation.
http://www.hansens.com/
Cost factor productivity measures: If productivity is not generally increasing due to quality management measures then quality is actually not working and the whole process may be traced back to root sources through fish-bone diagrams. Usually the root causes for productivity problems are often attributed to poor middle managers not practicing communication functions upstream and downstream form management to line production teams.
Overhead Efficiencies: Sudden jumps in fixed and/or variable costs will affect overhead and minimizing these factors through local utilities discounts and corporate tax incentives as well as rewarding manager and workers equitably will help control these costs. Rationalizing certain management positions may or may not be an option which may or may not affect staff morale. My first impression of MSMW was that they have way too many managers.
Chequebook accounting methods: Monitoring quarterly profit and loss, proforma invoices and balance sheet from a managerial accounting basis will be prudent and the more EDI the better in terms of such monitoring and opening into a new export market.
System complexity: KISS KISS. Streamline, simplify and standardize.
In conclusion as may be seen every aspect of performance measurement has some importance to MSMW.
Measurement for Quality and Performance
Measurement for Quality and Performance
Management of delivery performance and customer service: Measurement tools include customer feedback mechanisms, surveys, interviews, documentary delivery data and service reports. For example, one area Korean companies appear proficient is in the after-sales service of repairs and defective parts. Most small cities have walk-in centres which appear eeriely similar to medical clinics or veterinary hospitals. Customers take a number and sit in chairs with their product on their lap, be it a rice cooker or remote controlled fan. Even documentary warranties periods are often waived as was my case my computer power cord had shorted in a rainstorm. I was provided free new cord no questions asked.
While this may not have reduced cost it did build impressive brand equity. While focusing on features, delivery timing and reliability are important providing excellent after sales service is an often missed opportunity. How many sales are lost at the outset with poorly trained, under-paid sales staff at big box retail stores?
Management of process line: This may be monitored by inspection however as this is the most costly in terms of time and as W. Edwards Deming demonstrates in the "Red Bead Experiment" quality must be designed into the process from the start be it through kanban, JIT or EDI control systems.
Red Bean Experiment http://video.google.com/videop...d=-4254091070707700146
Eliminating any or all defects at the point of design and production is a reality for many suppliers at Toyota or they do not remain suppliers at Toyota. This means strict adherance to specifications are a key component to successful auto manufacturing in today's globally competitive market. So far few global car companies can exceed the Japanese in their control and management of total quality. If and when they do so (Chinese or otherwise) buyers and shareholders will vote with their check-books. Customer satisfaction in internal downstream production facilities require efficient methods of maximizing productivity and minimizing errors. Kanban and JIT provide cellular-type manufacturing opportunities to soldify quality in production.
Japanese Toyota Car Commercial http://www.youtube.com/watch?v=jJ2yGIYMWwo
Our text lists cycle times, lead times, setup times,materials availability, material movement distances, machine repairs timeand customer service time.
Management of production flexibility: How flexible the design of new products and their profitable production is determines the successful sale of products meeting customer needs. For example, few customers require 4X4s at this time and how quickly a product and factory could be re-engineered to market economy cars would determine market share. This wouldinclude monitoring customer reports as well as cost for quality. North American motor companies have their share of failures in terms of marketing economy cars in times of oil price hikes.
Lemons and Junky Cars Timelines http://www.youtube.com/watch?v=WI5eSFl9O9A
Japanese car companies quickly minimized the number of parts needed to make a car reducing wear, replacement and number of suppliers, with low percentages of unique parts even for premium models, minimized differentiated processes of production, without compromising new product launches and options all saving money or rather placing money in the profits rather than costs category.
Management of quality performance: Control of suppliers is a high art form among the Japanese and sometimes it appears hard to tell if they are not all the same company after all. Higher quality equals higher customer satsifaction and higher quality management with more satisifed employees also equals higher customer satisfaction. Statistical analysis indeed provides data measurements to ensure quality delivery is profitable.
More from W. Edwards Deming - Gospel, "A Prophet Unheard" -vis a vis management of western companies, "We are doing miserably." http://www.youtube.com/watch?v=GHvnIm9UEoQ
Measurement of financial performance: Our text lists such performance measures as monitoring waste levels, returns, value-added costs, cost and productivity measures, overhead, cheque book accounting and systems complexity. The Japanese quality concept of kaizen easily reflects financial performance measures in elimination of waste or "muda".
Measurement of social issues: Our text lists morale, teamwork, corporate vision-enhancement of employee ownership of company vision, leadership abilities,education and training, CSR as methods of improving company performance of social issues.
For many in the banking industry the lack of accountability measures, such as NINJA loans, zero interest loans, etc. were sources of financial advantages in terms of fully leveraged debt buy-outs. Local content requirements and vertical integration can often be financially advantageous in non-free trade pact nations.
Management of delivery performance and customer service: Measurement tools include customer feedback mechanisms, surveys, interviews, documentary delivery data and service reports. For example, one area Korean companies appear proficient is in the after-sales service of repairs and defective parts. Most small cities have walk-in centres which appear eeriely similar to medical clinics or veterinary hospitals. Customers take a number and sit in chairs with their product on their lap, be it a rice cooker or remote controlled fan. Even documentary warranties periods are often waived as was my case my computer power cord had shorted in a rainstorm. I was provided free new cord no questions asked.
While this may not have reduced cost it did build impressive brand equity. While focusing on features, delivery timing and reliability are important providing excellent after sales service is an often missed opportunity. How many sales are lost at the outset with poorly trained, under-paid sales staff at big box retail stores?
Management of process line: This may be monitored by inspection however as this is the most costly in terms of time and as W. Edwards Deming demonstrates in the "Red Bead Experiment" quality must be designed into the process from the start be it through kanban, JIT or EDI control systems.
Red Bean Experiment http://video.google.com/videop...d=-4254091070707700146
Eliminating any or all defects at the point of design and production is a reality for many suppliers at Toyota or they do not remain suppliers at Toyota. This means strict adherance to specifications are a key component to successful auto manufacturing in today's globally competitive market. So far few global car companies can exceed the Japanese in their control and management of total quality. If and when they do so (Chinese or otherwise) buyers and shareholders will vote with their check-books. Customer satisfaction in internal downstream production facilities require efficient methods of maximizing productivity and minimizing errors. Kanban and JIT provide cellular-type manufacturing opportunities to soldify quality in production.
Japanese Toyota Car Commercial http://www.youtube.com/watch?v=jJ2yGIYMWwo
Our text lists cycle times, lead times, setup times,materials availability, material movement distances, machine repairs timeand customer service time.
Management of production flexibility: How flexible the design of new products and their profitable production is determines the successful sale of products meeting customer needs. For example, few customers require 4X4s at this time and how quickly a product and factory could be re-engineered to market economy cars would determine market share. This wouldinclude monitoring customer reports as well as cost for quality. North American motor companies have their share of failures in terms of marketing economy cars in times of oil price hikes.
Lemons and Junky Cars Timelines http://www.youtube.com/watch?v=WI5eSFl9O9A
Japanese car companies quickly minimized the number of parts needed to make a car reducing wear, replacement and number of suppliers, with low percentages of unique parts even for premium models, minimized differentiated processes of production, without compromising new product launches and options all saving money or rather placing money in the profits rather than costs category.
Management of quality performance: Control of suppliers is a high art form among the Japanese and sometimes it appears hard to tell if they are not all the same company after all. Higher quality equals higher customer satsifaction and higher quality management with more satisifed employees also equals higher customer satisfaction. Statistical analysis indeed provides data measurements to ensure quality delivery is profitable.
More from W. Edwards Deming - Gospel, "A Prophet Unheard" -vis a vis management of western companies, "We are doing miserably." http://www.youtube.com/watch?v=GHvnIm9UEoQ
Measurement of financial performance: Our text lists such performance measures as monitoring waste levels, returns, value-added costs, cost and productivity measures, overhead, cheque book accounting and systems complexity. The Japanese quality concept of kaizen easily reflects financial performance measures in elimination of waste or "muda".
Measurement of social issues: Our text lists morale, teamwork, corporate vision-enhancement of employee ownership of company vision, leadership abilities,education and training, CSR as methods of improving company performance of social issues.
For many in the banking industry the lack of accountability measures, such as NINJA loans, zero interest loans, etc. were sources of financial advantages in terms of fully leveraged debt buy-outs. Local content requirements and vertical integration can often be financially advantageous in non-free trade pact nations.
Saturday, August 02, 2008
Standards Council of Canada - Policy Analyst
Reporting to the Manager, International Affairs and Trade, the Policy Analyst provides international trade and standards related policy support, and program/policy support to Advisory Committees through the SCC Secretariats. The Policy Officer contributes to policy and program files including Free Trade Agreements, APEC, WTO-TBT, anti-counterfeiting, product safety, international development and technical assistance on standards, domestic and international regulatory cooperation (SPP-RCF), etc.
The Policy Analyst liaises with standards and conformity assessment experts within the SCC and stakeholders outside the SCC e.g. Advisory Committee members or others to develop and provide policy positions on standards and trade related topics to the Department of Foreign Affairs and Trade and other departments or agencies as required. The Policy Analyst acts as one of SCC’s contacts working with federal and/or provincial/territorial governments, the National Standards System (NSS) partner organizations, industry and others.
As a member of the Advisory Committee (AC) Secretariats, the Policy Analyst prepares and supports the Manager and Chairs of the Advisory Committees by developing papers on AC work, meeting agendas, policy papers and related documents, drafting minutes and following up on action items from AC work plans and corporate plans among other related duties.
Qualifications
* Possess an undergraduate degree in Economics, Trade Policy Law, International Development, Public or Business Administration, Public Policy, or a related discipline, graduate degree preferred
* 2 - 3 years of experience working in policy analysis, development and implementation
* Previous work experience in a government or professional environment
* Willingness to work overtime and travel internationally
* Demonstrated ability to take initiative
* Demonstrated ability to utilize tact and judgment
* Demonstrated reputation for consistently achieving results and meeting deadlines
Competencies
* Excellent communications skills verbal and written
* Excellent interpersonal skills
* Diplomacy
* Ability to work independently with minimal supervision
* Good collaborator and team player
* Excellent attention to detail and ability to see big picture
* Flexibility in juggling multiple tasks and shifting priorities
Non-Essential Assets
* Knowledge of Asia-Pacific (e.g. APEC) and/or Latin American trade issues
* Knowledge of North American (US & Mexico) regulatory and trade issues
* Knowledge of macro-economics including research methodologies
Attributes
* Trusted Collaborator: fulfills promises, customer focus, team building
* Progressive Leader: pragmatic, facilitator, inclusive, integrity, innovative
* Experienced Professional: effective communicator, focus on quality, depth of
expertise
Language
* English essential; French, Spanish or second language an asset
To explore this employment opportunity, please submit your résumé to careers@scc.ca. Note: Interviews will begin August 8, 2008.
Reporting to the Manager, International Affairs and Trade, the Policy Analyst provides international trade and standards related policy support, and program/policy support to Advisory Committees through the SCC Secretariats. The Policy Officer contributes to policy and program files including Free Trade Agreements, APEC, WTO-TBT, anti-counterfeiting, product safety, international development and technical assistance on standards, domestic and international regulatory cooperation (SPP-RCF), etc.
The Policy Analyst liaises with standards and conformity assessment experts within the SCC and stakeholders outside the SCC e.g. Advisory Committee members or others to develop and provide policy positions on standards and trade related topics to the Department of Foreign Affairs and Trade and other departments or agencies as required. The Policy Analyst acts as one of SCC’s contacts working with federal and/or provincial/territorial governments, the National Standards System (NSS) partner organizations, industry and others.
As a member of the Advisory Committee (AC) Secretariats, the Policy Analyst prepares and supports the Manager and Chairs of the Advisory Committees by developing papers on AC work, meeting agendas, policy papers and related documents, drafting minutes and following up on action items from AC work plans and corporate plans among other related duties.
Qualifications
* Possess an undergraduate degree in Economics, Trade Policy Law, International Development, Public or Business Administration, Public Policy, or a related discipline, graduate degree preferred
* 2 - 3 years of experience working in policy analysis, development and implementation
* Previous work experience in a government or professional environment
* Willingness to work overtime and travel internationally
* Demonstrated ability to take initiative
* Demonstrated ability to utilize tact and judgment
* Demonstrated reputation for consistently achieving results and meeting deadlines
Competencies
* Excellent communications skills verbal and written
* Excellent interpersonal skills
* Diplomacy
* Ability to work independently with minimal supervision
* Good collaborator and team player
* Excellent attention to detail and ability to see big picture
* Flexibility in juggling multiple tasks and shifting priorities
Non-Essential Assets
* Knowledge of Asia-Pacific (e.g. APEC) and/or Latin American trade issues
* Knowledge of North American (US & Mexico) regulatory and trade issues
* Knowledge of macro-economics including research methodologies
Attributes
* Trusted Collaborator: fulfills promises, customer focus, team building
* Progressive Leader: pragmatic, facilitator, inclusive, integrity, innovative
* Experienced Professional: effective communicator, focus on quality, depth of
expertise
Language
* English essential; French, Spanish or second language an asset
To explore this employment opportunity, please submit your résumé to careers@scc.ca. Note: Interviews will begin August 8, 2008.
Friday, July 25, 2008
Discussion: Political/Legal versus Cultural/Social Export Obstacles
Discussion: Political/Legal versus Cultural/Social Export Obstacles
What are the legal obstacles? What are the political obstacles? Are these subject to local interpretation? Is the company large enough and able to (within ethical limits) influence local legal and political obstacles? For example, if the target market is China can the company afford to take on consultants like the seeming immortal Henry Kissinger?
If the company is small or a start-up what target markets exist with free or open policies to foreign entrants and products? What cultural obstacles exist in these markets? What logistical challenges exist in these markets? What freight forwarders and/or agents are recommended for these particular markets? if the target market is Dubai and our products are mainly pork sausages such as Schneider's can we in fact deliver "everything but the squeal" here with any significant profits other than a small expatriate community of either non-Muslims or non-Hindu 100% veg.?
What weighing in aggregate values will be given to these various obstacles? What ranking will be completed which is in accordance with the company’s ability to overcome obstacles or challenges unique to a particular market? Ultimately which markets will make it from priority to target designation will only be measured according to our assessment of priorities.
What are the legal obstacles? What are the political obstacles? Are these subject to local interpretation? Is the company large enough and able to (within ethical limits) influence local legal and political obstacles? For example, if the target market is China can the company afford to take on consultants like the seeming immortal Henry Kissinger?
If the company is small or a start-up what target markets exist with free or open policies to foreign entrants and products? What cultural obstacles exist in these markets? What logistical challenges exist in these markets? What freight forwarders and/or agents are recommended for these particular markets? if the target market is Dubai and our products are mainly pork sausages such as Schneider's can we in fact deliver "everything but the squeal" here with any significant profits other than a small expatriate community of either non-Muslims or non-Hindu 100% veg.?
What weighing in aggregate values will be given to these various obstacles? What ranking will be completed which is in accordance with the company’s ability to overcome obstacles or challenges unique to a particular market? Ultimately which markets will make it from priority to target designation will only be measured according to our assessment of priorities.
Examples of wasted research
Examples of wasted research
Spanish search for El Dorado.Geographical exploration of the Nile and Congo river systems. Sony's development of the beta video-tape recording system. My favourite wasted research is Allenby & Co. Outfitters.
A whole host of wasted research gets tossed out with technology flops like:
Apple Lisa
Apple Newton
Digital audio tape
DIVX
Dot-bombs
Dreamcast
E-books
IBM PCjr.
Internet currency
Iridium
Microsoft Bob
The Net PC
NeXT
OS/2
The paperless office
Push technology
QUBE
Smart appliances
Speech recognition
Virtual reality
Web TV
Other
Top Twenty Tech Flops
Spanish search for El Dorado.Geographical exploration of the Nile and Congo river systems. Sony's development of the beta video-tape recording system. My favourite wasted research is Allenby & Co. Outfitters.
A whole host of wasted research gets tossed out with technology flops like:
Apple Lisa
Apple Newton
Digital audio tape
DIVX
Dot-bombs
Dreamcast
E-books
IBM PCjr.
Internet currency
Iridium
Microsoft Bob
The Net PC
NeXT
OS/2
The paperless office
Push technology
QUBE
Smart appliances
Speech recognition
Virtual reality
Web TV
Other
Top Twenty Tech Flops
Export Scenario: Tires for Nigeria
Export Scenario: Tires for Nigeria
We may use the funnel process to provide for a general to specific approach to focus the results of research. Management have defined the objectives. There follow several questions to be answered regarding tires exports to Nigeria.
1. BASIC NEED: Is there a need for car tires in Nigeria? What level of reliability will our resources represent? How comprehensive are the data resources and are they comparable and cost effective? To what secondary and primary resources may we access?
2. MACRO-ECONOMICS: What are the macro-level conditions in Nigeria? Will this involve exploratory or descriptive research approaches or a blend of both?
3. PERFORMANCE POTENTIAL: What is the performance potential and industry attractiveness of car tires in Nigeria? What mix of qualitative versus quantitative data will provide an accurate picture of our chances of success?
4. ELIMINATE RISK OPTIONS: What low return/high risk options are there? What impact will a failure in tires trade with Nigeria have on the export company? Does our company have experience trading in central African nations?
5. TRADE STRATEGY: What specific requirements are needed for adoption and management of trade in Nigeria? Are there multiple levels of protectionism or freedom of entry? What impediments to successful trade can be anticipated?
6. ELIMINATE OPTIONS: Are there any unrealistic options relating to exports to Nigeria? For example, are ports of lading for example in operation or tied with fifty years worth of concrete imports, which would take twenty years to unload?
7. BUDGET AND TIMING: Finally estimate budget and time requirements and compare expected costs with anticipated value of research. Do the risks outweigh the rewards?
8. CONCLUSION: What is our conclusion? Is it an initial "go" or "no go" decision?
We may use the funnel process to provide for a general to specific approach to focus the results of research. Management have defined the objectives. There follow several questions to be answered regarding tires exports to Nigeria.
1. BASIC NEED: Is there a need for car tires in Nigeria? What level of reliability will our resources represent? How comprehensive are the data resources and are they comparable and cost effective? To what secondary and primary resources may we access?
2. MACRO-ECONOMICS: What are the macro-level conditions in Nigeria? Will this involve exploratory or descriptive research approaches or a blend of both?
3. PERFORMANCE POTENTIAL: What is the performance potential and industry attractiveness of car tires in Nigeria? What mix of qualitative versus quantitative data will provide an accurate picture of our chances of success?
4. ELIMINATE RISK OPTIONS: What low return/high risk options are there? What impact will a failure in tires trade with Nigeria have on the export company? Does our company have experience trading in central African nations?
5. TRADE STRATEGY: What specific requirements are needed for adoption and management of trade in Nigeria? Are there multiple levels of protectionism or freedom of entry? What impediments to successful trade can be anticipated?
6. ELIMINATE OPTIONS: Are there any unrealistic options relating to exports to Nigeria? For example, are ports of lading for example in operation or tied with fifty years worth of concrete imports, which would take twenty years to unload?
7. BUDGET AND TIMING: Finally estimate budget and time requirements and compare expected costs with anticipated value of research. Do the risks outweigh the rewards?
8. CONCLUSION: What is our conclusion? Is it an initial "go" or "no go" decision?
MSW Case Study: International Business Plan Implementation
MSW Case Study: International Business Plan Implementation
First of all I would approach the business plan as an evolving concept rather than a boilerplate document.
I would then implement the continuous feedback loop of Figure 3.1 which includes:
Defining the business: As a small regional player in the Canadian bottled water market is it going to be the wisest move to jump to international marketing of a product that has not yet been successfully sold in nine out of ten provinces?
Gathering information: Relevant to the nature of the business vision, is this water company going global? If so with which products? If then to which markets? What information provides context, budget and time relevant sense to making the best targeting decisions for this export product?
Updating the business plan: Plans go sour just as spring water sometimes does. Which countries will or are providing low or negative profits? Which countries are or could provide better target sales profits? Is water product all we should market? Are there other niches (like spa quality muds), which might also be successful?
Implementing changes: How quickly can we enter or exit profitable new or unprofitable markets? How easily can we react to customer suggestions surveys or changing preferences in size, quality or quantity of product? How quickly can we react to external opportunities and threats relevant to the target market?
Will we profess to implement SWOT and forever SWOT our business on a routine basis much as a lighthouse sweeps the shore for the benefit of the avoidance of shoals? If we SWOT then what SWOT analysis is relevant and what SWOT is not?
Evaluating and revising assumptions: What qualitative or quantitative research methods and results will we need to make the best business decisions which fulfill our growth targets or corporate vision? Will we be flexible enough to revisit our corporate vision (with or without the aide of a swami or guru)?
First of all I would approach the business plan as an evolving concept rather than a boilerplate document.
I would then implement the continuous feedback loop of Figure 3.1 which includes:
Defining the business: As a small regional player in the Canadian bottled water market is it going to be the wisest move to jump to international marketing of a product that has not yet been successfully sold in nine out of ten provinces?
Gathering information: Relevant to the nature of the business vision, is this water company going global? If so with which products? If then to which markets? What information provides context, budget and time relevant sense to making the best targeting decisions for this export product?
Updating the business plan: Plans go sour just as spring water sometimes does. Which countries will or are providing low or negative profits? Which countries are or could provide better target sales profits? Is water product all we should market? Are there other niches (like spa quality muds), which might also be successful?
Implementing changes: How quickly can we enter or exit profitable new or unprofitable markets? How easily can we react to customer suggestions surveys or changing preferences in size, quality or quantity of product? How quickly can we react to external opportunities and threats relevant to the target market?
Will we profess to implement SWOT and forever SWOT our business on a routine basis much as a lighthouse sweeps the shore for the benefit of the avoidance of shoals? If we SWOT then what SWOT analysis is relevant and what SWOT is not?
Evaluating and revising assumptions: What qualitative or quantitative research methods and results will we need to make the best business decisions which fulfill our growth targets or corporate vision? Will we be flexible enough to revisit our corporate vision (with or without the aide of a swami or guru)?
Maple Springs Case Study: External Opportunities and Threats in China
Maple Springs Case Study: External Opportunities and Threats in China
Opportunities
Government factors: A certain degree of regional and local autonomy exists within the nation providing possibilities in development of relationship-based remedies to regulatory and departmental red tape. Attraction of FDI and global investment remains competitive.
Economic factors: The top 10% income earners represent nearly 35% of consumption nationally. This would be a favourable group to target for premium bottled water consumption and would represent higher and upper-middle classes.
Technological factors: While overall figures suggest a lagging position in terms of innovation the top 10% of the market consumer profile may exhibit global leading statistics in the area of possible media channels of marketing in mobile phone and Internet usage.
Ecological factors: Asia in general possesses a consumer interest in green or eco-friendly products despite environmental conditions for example termed the well-being movement here in Korea.
Cultural factors: While nearly 93% of the population is Han Chinese a further 8.5% of minorities in terms of languages and customs will need potential consideration dependent upon regional or provincial market area of choice.
Threats:
Government factors: Multiple levels of government bureaucracy and corruption will ensure difficult conditions which will stifle or make a joint-venture with a Chinese company invariably unprofitable for a foreign partner. Import duties and tariffs remain high despite improvement in these areas in recent years. Regular delays in delivery of customs cleared goods also occur making export readiness of any joint venture subject to target country inventory stocking.
Economic factors: Exchange rates, share volumes and prices, commodities prices and investor rights are virtually all centrally controlled in this Communist State. Furthermore the government remains unable to manage high rates of unemployment due to massive closures of unprofitable state run enterprises (of which the potential Chinese joint venture partner may be one of them).
Technological factors: The overall position of China in terms of technological advancement is medium to poor. Such factors would limit overall market share if inadequate media are available to match desired growth targets.
Ecological factors: A horrendous record of environmental destruction has resulted from uncontrolled economic growth in China. As in a majority of developing nations, sustainability has taken a back seat to profits (as it did during the industrial revolution).
Cultural factors: The regional and cultural differences across China due to ethnic differences and localities will make it difficult to have anything but a regional and provincially based consumer market area. While this may be ideal for a small company like MSMW similar growth might be more easily found in other nations.
What is your expert opinion?
Caveat empor! Proceed extremely carefully in any contract negotiations in China as the legislative arbitration of disputes or settlements almost invariably favours the Chinese partner. Seek short terms of renewable mutual consent clauses (every three months for the first year possibly) and continuously monitor accounting. Ensure that a Canadian Chinese member of a global chartered accountants association is given full access to all invoices, accounts, records and enormous responsibility to ensure Chinese partner is not double booking finances. Treat every accounting document handed over by Chinese partner as a potential justification for dissolution of contract. Recommend Korean partner over Chinese one.
Conclusion: Continue to define, gather information, update business plan, implement changes, evaluate and revise assumptions concerning any joint-venture partnership in China. Always have the opportunity to run away quickly with rock-solid exit clauses and agree to invest nothing but the product to reduce any possible losses based on distribution or marketing in China which should be the Chinese partner's full responsibility. It might be a better idea to find a pure source of water in China for direct export to Canadian market dissolving Canadian operating costs overnight.
Sources: CIA Factbook and World Economic Forum China
Opportunities
Government factors: A certain degree of regional and local autonomy exists within the nation providing possibilities in development of relationship-based remedies to regulatory and departmental red tape. Attraction of FDI and global investment remains competitive.
Economic factors: The top 10% income earners represent nearly 35% of consumption nationally. This would be a favourable group to target for premium bottled water consumption and would represent higher and upper-middle classes.
Technological factors: While overall figures suggest a lagging position in terms of innovation the top 10% of the market consumer profile may exhibit global leading statistics in the area of possible media channels of marketing in mobile phone and Internet usage.
Ecological factors: Asia in general possesses a consumer interest in green or eco-friendly products despite environmental conditions for example termed the well-being movement here in Korea.
Cultural factors: While nearly 93% of the population is Han Chinese a further 8.5% of minorities in terms of languages and customs will need potential consideration dependent upon regional or provincial market area of choice.
Threats:
Government factors: Multiple levels of government bureaucracy and corruption will ensure difficult conditions which will stifle or make a joint-venture with a Chinese company invariably unprofitable for a foreign partner. Import duties and tariffs remain high despite improvement in these areas in recent years. Regular delays in delivery of customs cleared goods also occur making export readiness of any joint venture subject to target country inventory stocking.
Economic factors: Exchange rates, share volumes and prices, commodities prices and investor rights are virtually all centrally controlled in this Communist State. Furthermore the government remains unable to manage high rates of unemployment due to massive closures of unprofitable state run enterprises (of which the potential Chinese joint venture partner may be one of them).
Technological factors: The overall position of China in terms of technological advancement is medium to poor. Such factors would limit overall market share if inadequate media are available to match desired growth targets.
Ecological factors: A horrendous record of environmental destruction has resulted from uncontrolled economic growth in China. As in a majority of developing nations, sustainability has taken a back seat to profits (as it did during the industrial revolution).
Cultural factors: The regional and cultural differences across China due to ethnic differences and localities will make it difficult to have anything but a regional and provincially based consumer market area. While this may be ideal for a small company like MSMW similar growth might be more easily found in other nations.
What is your expert opinion?
Caveat empor! Proceed extremely carefully in any contract negotiations in China as the legislative arbitration of disputes or settlements almost invariably favours the Chinese partner. Seek short terms of renewable mutual consent clauses (every three months for the first year possibly) and continuously monitor accounting. Ensure that a Canadian Chinese member of a global chartered accountants association is given full access to all invoices, accounts, records and enormous responsibility to ensure Chinese partner is not double booking finances. Treat every accounting document handed over by Chinese partner as a potential justification for dissolution of contract. Recommend Korean partner over Chinese one.
Conclusion: Continue to define, gather information, update business plan, implement changes, evaluate and revise assumptions concerning any joint-venture partnership in China. Always have the opportunity to run away quickly with rock-solid exit clauses and agree to invest nothing but the product to reduce any possible losses based on distribution or marketing in China which should be the Chinese partner's full responsibility. It might be a better idea to find a pure source of water in China for direct export to Canadian market dissolving Canadian operating costs overnight.
Sources: CIA Factbook and World Economic Forum China
Canadian Export Environment: "Something is rotten in the state of Denmark." (Hamlet)
Canadian Export Environment: "Something is rotten in the state of Denmark." (Hamlet)
Finance: Canada's four largest banks rank in the world's top fifty while at the same time are outpaced and outranked by competitor nation banks. Canada's banks could improve this performance over time especially considering their abilities to develop niche marketing techniques, adapt more successful competitor models of investment, gain insider reflection of target customers and make alliances with larger global banks.
The World’s Safest Banks 2007
http://www.gfmag.com/index.php?idPage=612
Human Relations: Canada's workers are well skilled and trained in comparison to many nations. However in terms of outsourcing Canada has often been a source location of outsourced contracts for the US market rather than an outsource client of such contracts meaning a core element of the international business environment required to succeed in exporting is missing.
http://www.outsourcing-canada.com/nearshore.html
Planning: Canada and Canadian businesses are often considered risk averse. While this protects many companies from losses, international trade planning is supposed to reveal instances where opportunities and potential gains outweigh or mitigate possible risks or uncertainties. However without a managerial openness to global markets development Canadian companies are doomed according to the Association of Canadian Manufacturers and Exporters.
http://www.cme-mec.ca/national/template_na.asp?p=471
Technology: Canada's ranking of 14th place or a D Grade in Innovation in the study of 17 OECD nations is abominable and requires more than a grunting acceptance that significant changes are desperately needed to propel Canada's future record of innovation.
Innovation Nation
http://www.cata.ca/Media_and_E...s/cata_pr10180601.html
Procurement: Canada's abhorrence or shunning of global trade and development or lack of international proclivity to trade must be reversed through any or all possible means as such an indicator must project beyond the business environment to reflect negatively upon Canadian culture itself regardless of its supposed multicultural nature and implicates a problem in the roots of Canadian national identity. Weaknesses in multilateral trade rules openness is not an option in today's globally connected world and gives Canada an overall appearance of excessive nationalism and/or protectionism.
The Global Enabling Trade Report 2008
http://www.weforum.org/documen...r08_browser/index.html
After Sales Service, Marketing and Sales, Operations: All appear flopsy, minuscule and insufficient.
Inbound/Outbound Logistics: Canada’s logistics capabilities are excellent. All of the fixtures are there so why is it not working?
Production: Canada manufactures 55.6% of its exports, and only 27.4% could be considered natural resources or raw materials, along with agricultural products at 11.4%. (The Global Enabling Trade Report 2008). In conclusion The Conference Board of Canada has issued a report card on Canadian competitiveness:
Economy: B
Innovation: D
Environment: C
Education and Skills: B
Health: B
Society: B
“By benchmarking Canada’s performance against its international peers, Canada can learn what it can do to sustain a high quality of life and also what should be avoided.” (A Report Card on Canada, 2008)
How Canada Performs: A Report Card on Canada
http://sso.conferenceboard.ca/HCP.aspx
"Something is rotten in the state of Denmark"
Finance: Canada's four largest banks rank in the world's top fifty while at the same time are outpaced and outranked by competitor nation banks. Canada's banks could improve this performance over time especially considering their abilities to develop niche marketing techniques, adapt more successful competitor models of investment, gain insider reflection of target customers and make alliances with larger global banks.
The World’s Safest Banks 2007
http://www.gfmag.com/index.php?idPage=612
Human Relations: Canada's workers are well skilled and trained in comparison to many nations. However in terms of outsourcing Canada has often been a source location of outsourced contracts for the US market rather than an outsource client of such contracts meaning a core element of the international business environment required to succeed in exporting is missing.
http://www.outsourcing-canada.com/nearshore.html
Planning: Canada and Canadian businesses are often considered risk averse. While this protects many companies from losses, international trade planning is supposed to reveal instances where opportunities and potential gains outweigh or mitigate possible risks or uncertainties. However without a managerial openness to global markets development Canadian companies are doomed according to the Association of Canadian Manufacturers and Exporters.
http://www.cme-mec.ca/national/template_na.asp?p=471
Technology: Canada's ranking of 14th place or a D Grade in Innovation in the study of 17 OECD nations is abominable and requires more than a grunting acceptance that significant changes are desperately needed to propel Canada's future record of innovation.
Innovation Nation
http://www.cata.ca/Media_and_E...s/cata_pr10180601.html
Procurement: Canada's abhorrence or shunning of global trade and development or lack of international proclivity to trade must be reversed through any or all possible means as such an indicator must project beyond the business environment to reflect negatively upon Canadian culture itself regardless of its supposed multicultural nature and implicates a problem in the roots of Canadian national identity. Weaknesses in multilateral trade rules openness is not an option in today's globally connected world and gives Canada an overall appearance of excessive nationalism and/or protectionism.
The Global Enabling Trade Report 2008
http://www.weforum.org/documen...r08_browser/index.html
After Sales Service, Marketing and Sales, Operations: All appear flopsy, minuscule and insufficient.
Inbound/Outbound Logistics: Canada’s logistics capabilities are excellent. All of the fixtures are there so why is it not working?
Production: Canada manufactures 55.6% of its exports, and only 27.4% could be considered natural resources or raw materials, along with agricultural products at 11.4%. (The Global Enabling Trade Report 2008). In conclusion The Conference Board of Canada has issued a report card on Canadian competitiveness:
Economy: B
Innovation: D
Environment: C
Education and Skills: B
Health: B
Society: B
“By benchmarking Canada’s performance against its international peers, Canada can learn what it can do to sustain a high quality of life and also what should be avoided.” (A Report Card on Canada, 2008)
How Canada Performs: A Report Card on Canada
http://sso.conferenceboard.ca/HCP.aspx
"Something is rotten in the state of Denmark"
Summer Holiday 2008
Summer Holiday 2008
Bangkok arrival was uneventful I took two local buses to near my destination for about two dollars. The hotel location is still pretty quiet but a couple of nearby streets are full of foreign businesses from Africa, India and other parts of Asia. The area already has many freight forwarders companies but now has many local foreign buyers. In particular I found an Indian restaurant just around the corner with an amazing street for people watching which reminded me a lot of the market area of Aswan.
The Loy Nava dinner cruise was really special they sent a van to pick me up and take me to the pier. Then I was almost late for the early dinner cruise. But they came back and got me.There were only about 15 people on the boat but it was really beautiful food, the river in Bangkok is surrounded with well lit temples, bridges, palaces and hotels. It was really exotic and I had chosen the fish menu so I didn't mind eating and there was really enough for two. I bought a few light weight shirts/shorts at a large market called MBK.
Loy Nava Cruises
Flight to Colombo was uneventful and the food was very good they had grilled sea bass (hamour) a fish I have actually caught once in the Persian Gulf. Steven from BlinkBonnie was there as planned and he took me the 2.5 hours to Kandy. I had a choice of rooms and selected one with a private balcony. The first morning I took my bag and laundry to market (to have a zipper repaired) and then did a little shopping for batiks and spices/oils. Also I bought genuine Columbia travel trousers for 25 USD.
Blink Bonnie Guest House
Earlier in the week I went to the Kandiyan Dancing Hall to see their performance for three dollars. They changed location. Yesterday I went to an aryuvedic massage place I had visited in 2002 the price went up but I got a discount 37 dollars for three hours including the oil pot dripping down over the head and steam bath. I also went to the Buddhist Publication Society to buy a few books on Sri Lanka's history and culture. Then I went to the Queen's Hotel Pool for a swim for a 1.50 USD. Then after dinner ( I usually have a curry at my guesthouse) I went to one of the three bars here (in a city of 1.5 million) across the lake from my hotel.
Kandyan Dance
Queens Hotel
My schedule is tentative one day study/homework and one day leisure. I am progressing on courses in international management planning and international trade market research. I am starting fourth chapters in third week and have templates for both major assignments (international business plan and international market comparison) both done. I have hunted around for a cool internet cafe with a/c and found one a couple of days ago. As well a plan for the weekend is to walk to a tea factory museum 7km from my hotel in the morning and then go for another 1.5 hour massage in the afternoon before dinner.
A couple of mornings ago raucous monkeys attacked my patio furniture and rifled around on the balcony as I had left a banana out there by accident. They made a muddy mess of footprints and got the impression that their logic draws the conclusion that what is mine is theirs.
Bangkok arrival was uneventful I took two local buses to near my destination for about two dollars. The hotel location is still pretty quiet but a couple of nearby streets are full of foreign businesses from Africa, India and other parts of Asia. The area already has many freight forwarders companies but now has many local foreign buyers. In particular I found an Indian restaurant just around the corner with an amazing street for people watching which reminded me a lot of the market area of Aswan.
The Loy Nava dinner cruise was really special they sent a van to pick me up and take me to the pier. Then I was almost late for the early dinner cruise. But they came back and got me.There were only about 15 people on the boat but it was really beautiful food, the river in Bangkok is surrounded with well lit temples, bridges, palaces and hotels. It was really exotic and I had chosen the fish menu so I didn't mind eating and there was really enough for two. I bought a few light weight shirts/shorts at a large market called MBK.
Loy Nava Cruises
Flight to Colombo was uneventful and the food was very good they had grilled sea bass (hamour) a fish I have actually caught once in the Persian Gulf. Steven from BlinkBonnie was there as planned and he took me the 2.5 hours to Kandy. I had a choice of rooms and selected one with a private balcony. The first morning I took my bag and laundry to market (to have a zipper repaired) and then did a little shopping for batiks and spices/oils. Also I bought genuine Columbia travel trousers for 25 USD.
Blink Bonnie Guest House
Earlier in the week I went to the Kandiyan Dancing Hall to see their performance for three dollars. They changed location. Yesterday I went to an aryuvedic massage place I had visited in 2002 the price went up but I got a discount 37 dollars for three hours including the oil pot dripping down over the head and steam bath. I also went to the Buddhist Publication Society to buy a few books on Sri Lanka's history and culture. Then I went to the Queen's Hotel Pool for a swim for a 1.50 USD. Then after dinner ( I usually have a curry at my guesthouse) I went to one of the three bars here (in a city of 1.5 million) across the lake from my hotel.
Kandyan Dance
Queens Hotel
My schedule is tentative one day study/homework and one day leisure. I am progressing on courses in international management planning and international trade market research. I am starting fourth chapters in third week and have templates for both major assignments (international business plan and international market comparison) both done. I have hunted around for a cool internet cafe with a/c and found one a couple of days ago. As well a plan for the weekend is to walk to a tea factory museum 7km from my hotel in the morning and then go for another 1.5 hour massage in the afternoon before dinner.
A couple of mornings ago raucous monkeys attacked my patio furniture and rifled around on the balcony as I had left a banana out there by accident. They made a muddy mess of footprints and got the impression that their logic draws the conclusion that what is mine is theirs.
Thursday, July 17, 2008
FITT recruiting for Manager, Education and Certification and Coordinator, Marketing.
FITT, the world’s leading international trade training and professional certification authority, is presently recruiting for 2 positions in Ottawa: Manager, Education and Certification and Coordinator, Marketing.
The new Manager, Education and Certification will manage, coordinate and implement FITT’s educational and certification programs which are administered through a global delivery network of educational partners. The Manager will be responsible for managing all aspects of individual certifications; educational partnerships (delivery and accredited partners); educational partner relations; course exemptions; and, assist in the development of financials for the unit and initiate cost efficiencies. Salary range: $50-60K.
The Coordinator, Marketing will be responsible for coordinating, implementing and supporting FITT’s marketing communications activities with a view to client retention/recruitment, brand recognition and expanding market presence. The Coordinator will also be responsible for the administrative duties required to support the marketing and business development activities and maintain the overall integrity and accuracy of the marketing and membership database. Salary range: $35-42K.
Please forward your curriculum vitae and cover letter by August 6, 2008 to info@fitt.ca. Visit www.fitt.ca/about/employmentopportunities.htm for full job descriptions. We thank all candidates in advance and advise that only those selected for interview will be contacted.
The new Manager, Education and Certification will manage, coordinate and implement FITT’s educational and certification programs which are administered through a global delivery network of educational partners. The Manager will be responsible for managing all aspects of individual certifications; educational partnerships (delivery and accredited partners); educational partner relations; course exemptions; and, assist in the development of financials for the unit and initiate cost efficiencies. Salary range: $50-60K.
The Coordinator, Marketing will be responsible for coordinating, implementing and supporting FITT’s marketing communications activities with a view to client retention/recruitment, brand recognition and expanding market presence. The Coordinator will also be responsible for the administrative duties required to support the marketing and business development activities and maintain the overall integrity and accuracy of the marketing and membership database. Salary range: $35-42K.
Please forward your curriculum vitae and cover letter by August 6, 2008 to info@fitt.ca. Visit www.fitt.ca/about/employmentopportunities.htm for full job descriptions. We thank all candidates in advance and advise that only those selected for interview will be contacted.
Monday, July 14, 2008
Michael Porter's Value Chain and Canada's Competitiveness
Michael Porter's Value Chain and Canada's Competitiveness
Finance: The Royal Bank of Canada ranks as Canada’s safest bank listing and comes in at 17th out of 50 in 2007 World’s Safest Banks at Global Finance with a Standard and Poor’s AA-, Moody’s Aaa, Fitch’s AA and total assets of 503 billion USD. Wells Fargo scores significantly higher with fewer assets.
Toronto Dominion comes in at 27th with a Standard and Poor’s AA-, Moody’s Aaa, and Fitch’s AA- and total assets of 368 billion USD. The Commonwealth Bank of Australia scores higher with fewer performing assets.
Bank of Nova Scotia ranks 38th Standard and Poor’s AA-, Moody’s Aa1, and Fitch’s AA- with 355 billion USD in performing assets. The Australia and New Zealand Banking Group is ranked higher with fewer performing assets.
Finally Bank of Montreal squeaks in at 48th with Standard and Poor’s A+, Moody’s Aa1 and Fitch’s AA- and 300 billion performing assets. Svenska Handelsbanken of Sweden performs better with fewer assets. At the same time Canada is considered a low-risk nation politically, socially and economically.
http://www.gfmag.com/index.php?idPage=612
Human Relations: May be interpreted as CSR or industrial or labour relations. However the ILO or International Labour Organization has seen significantly higher complaints tabled from Canada since 1982 possibly as the result of exclusion of labour rights in the Canadian Charter of Rights and Freedoms. The large number and variety of Canadian labour jurisdictions are described as a source of multiplicity of complaints carried over to the ILO as compared to other developed nations which have fully centralized labour legislation such as the USA, the UK and Australia. Legislation concerning collective bargaining, right to strike and freedom of association are considered regional political issues rather than national judicial ones as they are in comparative developed nations. (Blaike, 2002) Such regional disparities in legislation might contribute to Canada’s Human Development Index 4th place ranking for 2007/2008. Iceland comes first, Norway comes second and Australia comes third. These issues may be considered cultural issues: negotiations, marketing, barriers
http://www.cec-cce.ca/research/canada_and_the_ilo.doc
http://hdrstats.undp.org/countries/data_sheets/cty_ds_CAN.html
Planning: The Competition Policy Review Panel released its report, “Compete to Win” on June 26, 2008 recommends lowered taxes across the board from corporate to personal incomes, generous support for excellence in higher education, higher foreign students volumes and reformed immigration policies, greater tax controls for cities, increased venture capital for small businesses, elimination of regional barriers to the flows of goods, services and people between provinces, reversal of border thickening with the USA, conclusion of trade agreements with priority list trading partners, assessment of regulations reducing competitiveness, increased innovation and research & development policies which result in growth. The report concludes, “that Canada must raise its productivity through greater openness to talent, capital and innovation, through vigorous competition, and through a more ambitious mindset.” These issues could be considered negotiations, marketing, and barriers-based opportunities for improvement.
http://www.ic.gc.ca/epic/site/cprp-gepmc.nsf/en/home
Technology: Canada ranks 14th place or a D Grade in Innovation in the study of 17 OECD nations which is ripe for improvement according to the Conference Board of Canada and the Canadian Advanced Technology Alliance (CATAAlliance). The CATA recommends development of a national brand (Eg. Denmark: Milk also something I fully recommend), creation of an industrial strategy covering virtually every trade sector in the nation, removal of all trade barriers, attraction and retention of the world’s best talent, encouraging continued executive leadership training and commitments to lifetime learning among managers, development of special IT training incentives for women, advancement of ICT adoption in small businesses. "We are also challenging all the political parties to evaluate their respective platforms against those of Canada's High Tech Party . . . CATAAlliance. For Canada to prosper we must adopt an Innovation Nation mindset and culture. Let's set the gold standard." (Reid, 2007) These issues could be considered negotiations, marketing, and barriers-based opportunities for improvement.
http://www.cata.ca/Media_and_Events/Press_Releases/cata_pr10180601.html
Procurement: Imports primarily sourced in the USA at 54.9%, the EU at 12.3%, China at 8.7%, Mexico at 4% and other nations aggregated as 20.1% with no other nation exceeding Mexico’s 4%. However overall proclivity to trade is seen as 17th place globally out of 118 nations. Canada’s procurement policies are lagging in terms of breadth of international markets indicating a greater opening to the world from 26th place and could learn much from a study of Germany’s leading position in this area. Regional sales are not a significant problem. However great weakness in terms of multilateral trade rules openness at 53rd place indicates much could be learned from Hungary in terms of how to negotiate trade terms with foreign nations. (The Global Enabling Trade Report 2008).
http://www.weforum.org/documents/getr08_browser/index.html
After Sales Service: Very few pages turn up on google when the key words Canada and “global after sales service” are entered leading to a suspicion that local distributors spend a lot of time sitting next to a dusty telephone on Canadian global after-sales services.
Marketing and Sales: Few global marketing and sales agencies.
Operations: "canadian global operations" on google comes up with four pages.
Inbound/Outbound Logistics: The 2008 Global Economic Forum Global Enabling Trade Report scores Canada in availability and quality of transport infrastructure and transport services as two of ten essential pillars to global trade. Designed by Michael Porter this index is useful in assessment in concert with the Global Competitiveness Index.
http://www.weforum.org/documents/getr08_browser/index.html
In terms of transport infrastructure Canada scores 3rd overall out of 118 member nations covered in the study. However Canada’s weaknesses in infrastructure are displayed in its score of road traffic congestion ranked 49th out of 118 nations with Bangladesh leading in least congested roads. Canada’s airport density is only second to that of Norway which suggests one underutilized cargo shipping method prohibitive due to soaring fuel costs. Transshipment connectivity is ranked 17th but the range in scores between Canada’s 523 and the UK’s 580 indicates that the range of differentiation in ranking is slight among the top competitors. Airport infrastructure is also very narrowly ranged in global scores while Canadian railroad planners might look to Switzerland to increase rail transport quality. Similarly Canadian road planners might look to France to improve road quality. Finally Canadian port planners might seek quality improvement of port infrastructure examples in examining Singapore. Canada’s logistics capabilities are excellent.
In terms of transport services Canada places 15th overall out of 118 member nations covered in the study. Weaknesses are revealed in liner shipping connectivity and Canada could be taking lessons on this in China. Ease and affordability of shipment and competence in logistics are scored quite close to world leader The Netherlands. Ability and ease of tracking as well as timeliness of delivery to destination also closely follow world leader Singapore. Postal service efficiency remains strong in relation to world leader Japan. Canada’s logistics providers could learn more from global leaders.
Production: Canada manufactures 55.6% of its exports, and only 27.4% could be considered natural resources or raw materials, along with agricultural products at 11.4%.
In conclusion The Conference Board of Canada has issued a report card on Canadian competitiveness.
Economy: B
Innovation: D
Environment: C
Education and Skills: B
Health: B
Society: B
“By benchmarking Canada’s performance against its international peers, Canada can learn what it can do to sustain a high quality of life and also what should be avoided.” (A Report Card on Canada, 2008)
http://sso.conferenceboard.ca/HCP.aspx
Friday, July 04, 2008
Port Hoping Fix Is Quick [Halifax]
Port Hoping Fix Is Quick [Halifax]
(ChronicleHerald – Tom Peters)
The Halifax Port Authority is concentrating on getting over the short-term pain before it turns its attention to long-term gain, says authority president and CEO Karen Oldfield. "We are so focused on getting our volumes up, increasing our business through the port, we are not even looking at 2009," she said Thursday after the authority’s annual meeting.
The port, like several others across North America, will show a continued decrease in container cargo when six-month figures are released in July. Ms. Oldfield would not say how big a decline she expects, but James Foote, CN’s executive vice-president of sales and marketing, estimated its volumes through the port are down about 15%.
"We are looking very, very short term. Long-term prospects are excellent. Short term, we are in choppy water and we are working really hard at every aspect of the business – the reefers (refrigerated cargo), retail, every little place that we can find commodities that go into boxes that go across our port. That’s where we are," Ms. Oldfield said.
Paul DuVoisin, the port’s commercial director based in the New York / New Jersey area, told the annual meeting that international shipping lines expect to see a turnaround in 2009. Imports into North America, particularly into the U.S., have dropped significantly this past year, a decrease attributed to factors such as the mortgage crisis. Household furnishings account for a large percentage of imports.
Ms. Oldfield said it is difficult to predict when Halifax will begin to see a cargo upsurge but she is optimistic about short-term prospects.
"We feel we are in good position . . . but it is very hard to actually seal the deal, if I can put it that way," she said. "How it works is, we have our front line and deal-makers, which are our terminals operators and CN. We support them. We help them. We do all the analysis for them, but at the end of the day, it is the terminal operators and CN who actually sign the contracts with carriers," she said.
Ms. Oldfield was also adamant that the cargo decline has not affected overall port operations. "We want people to understand the HPA is a rock-solid financial organization. We have received an A stable credit rating from Standard & Poor’s, that is investment grade. Why I make that point is, it means we are in a great financial position to weather the chop and to continue to reinvest ourselves and with our partners," she said.
Ms. Oldfield also stressed the port is about more than just containerized cargo. "We are talking about our cruise business, which is rock-solid. We are talking about considerable real estate holdings, which are very strong, and we are also talking about break-bulk and other kinds of cargo that are doing quite well too," she said.
The port’s cruise sector is having a record year with 131 cruise visits scheduled, which will bring in an estimated 215,000 to 220,000 passengers. On the real estate side, the port continues to work on its $110-million seawall project, which has already attracted a number of tenants. The authority is also giving consideration to the development of a hotel on its property.
Paul MacIsaac, senior vice-president, said in his financial report that the authority has a strong balance sheet. The authority has $154 million in assets and carries a debt of $25 million. Final revenues for 2007 were flat at $28.2 million, down slightly from $28.4 million in 2006. The authority had net earnings of $6.2 million, down from $7.8 million in 2006, and cash flow of $14 million, down from $14.7 million the previous year.
New Dalhousie Initiative Builds Momentum for Atlantic Gateway
New Dalhousie Initiative Builds Momentum for Atlantic Gateway
(Atlantic Canada Opportunities Agency)
Dalhousie University is launching an exciting and unique Atlantic Gateway initiative through its new Centre for International Trade and Transportation.
Dalhousie’s “Atlantic Gateway Initiative” is a two-year partnership between the Centre for International Trade and Transportation, the Atlantic Canada Opportunities Agency (ACOA) and the Province of Nova Scotia. The province has invested $50,000 and ACOA has invested $115,000 in the two- year pilot project.
“We know the Atlantic Gateway will play a vital role in the economic success of our region," said Premier Rodney MacDonald. "The potential benefits for Nova Scotia are endless. This initiative is the next step as we move to take advantage of the opportunities the Atlantic Gateway will provide. It's wonderful to see Dalhousie University, and the federal and provincial governments working toward this common goal.”
“Our government is pleased to be working with provinces and universities to develop education and research programs that support and advance the country’s gateways and corridors,” said Peter MacKay, Minister of National Defence and Minister of ACOA. “Combined with our other trade corridors, the Atlantic Gateway is a vital link in the international trade system, linking North America with the world.”
The Centre for International Trade and Transportation was originally created as the Centre for International Business Studies in 1975. In late 2007, Dalhousie decided to rename and refocus the Centre, making the Atlantic Gateway Initiative its first major project.
"The Atlantic region is a key national gateway for people and products and it has been so since the pre-Confederation era," said Greg Hebb, director of the Dalhousie Centre for International Trade and Transportation. "Our centre at Dalhousie is uniquely positioned to grow and to transfer the skills, knowledge and context required for this historic role. We welcome the support and guidance of ACOA and the province of Nova Scotia."
By providing a combination of research and educational support, the goal of the Initiative is to bring the academic community into the development of the Atlantic Gateway strategy. The pilot will see expanded course offerings, working papers, and an international conference.
A steering committee, with representatives from the three partners and the academic and private sectors, will provide input during the two-year pilot.
Nova Scotia’s potential as an international gateway includes exponential growth in container traffic, and significant growth opportunities in international air passenger and cargo traffic handling, and the cruise ship industry.
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