際際滷shows by User: RawVix / http://www.slideshare.net/images/logo.gif 際際滷shows by User: RawVix / Sat, 18 Jun 2011 18:11:54 GMT 際際滷Share feed for 際際滷shows by User: RawVix To what extent does morrison take csr as a priority 12 marks /RawVix/to-what-extent-does-morrison-take-csr-as-a-priority-12-marks towhatextentdoesmorrisontakecsrasapriority-12marks-110618181157-phpapp02
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Sat, 18 Jun 2011 18:11:54 GMT /RawVix/to-what-extent-does-morrison-take-csr-as-a-priority-12-marks RawVix@slideshare.net(RawVix) To what extent does morrison take csr as a priority 12 marks RawVix <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/towhatextentdoesmorrisontakecsrasapriority-12marks-110618181157-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br>
To what extent does morrison take csr as a priority 12 marks from RawVix
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Critical Analysis on Morrisons Pre-Released material /slideshow/critical-analysis-on-morrisons-prereleased-material/7541724 mor-110406192926-phpapp02
Critical analysis on all the evidences of the pre-released material on Morrisons provided by the Edexcel board.]]>

Critical analysis on all the evidences of the pre-released material on Morrisons provided by the Edexcel board.]]>
Wed, 06 Apr 2011 19:29:25 GMT /slideshow/critical-analysis-on-morrisons-prereleased-material/7541724 RawVix@slideshare.net(RawVix) Critical Analysis on Morrisons Pre-Released material RawVix Critical analysis on all the evidences of the pre-released material on Morrisons provided by the Edexcel board. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/mor-110406192926-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Critical analysis on all the evidences of the pre-released material on Morrisons provided by the Edexcel board.
Critical Analysis on Morrisons Pre-Released material from RawVix
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4.1 further mechanics /slideshow/41-further-mechanics/7509528 4-1-furthermechanics-110404085244-phpapp02
This document contains short and easy to understand notes on the further mechanics topic. But, what it also does it attempt to teach through the use of worked examples from the book.]]>

This document contains short and easy to understand notes on the further mechanics topic. But, what it also does it attempt to teach through the use of worked examples from the book.]]>
Mon, 04 Apr 2011 08:52:41 GMT /slideshow/41-further-mechanics/7509528 RawVix@slideshare.net(RawVix) 4.1 further mechanics RawVix This document contains short and easy to understand notes on the further mechanics topic. But, what it also does it attempt to teach through the use of worked examples from the book. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/4-1-furthermechanics-110404085244-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> This document contains short and easy to understand notes on the further mechanics topic. But, what it also does it attempt to teach through the use of worked examples from the book.
4.1 further mechanics from RawVix
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Edexcel a2 unit 4a - Making business decisions /slideshow/edexcel-a2-unit-4a-making-business-decisions/7441487 edexcela2unit4a0makingbusinessdecisions-110330000021-phpapp02
A comprehensive guide to Unit 4a of the Edexcel GCE08 specification for Business Studies]]>

A comprehensive guide to Unit 4a of the Edexcel GCE08 specification for Business Studies]]>
Wed, 30 Mar 2011 00:00:18 GMT /slideshow/edexcel-a2-unit-4a-making-business-decisions/7441487 RawVix@slideshare.net(RawVix) Edexcel a2 unit 4a - Making business decisions RawVix A comprehensive guide to Unit 4a of the Edexcel GCE08 specification for Business Studies <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/edexcela2unit4a0makingbusinessdecisions-110330000021-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> A comprehensive guide to Unit 4a of the Edexcel GCE08 specification for Business Studies
Edexcel a2 unit 4a - Making business decisions from RawVix
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4a.3 assessing competitiveness /slideshow/4a3-assessing-competitiveness/7433987 4a-3-assessingcompetitiveness-110329121600-phpapp01
1. INTERPRETATION OF FINANCIAL STATEMENT a. Gross profit margin b. Net profit margin c. ROC (Return on Capital) d. ROCE (Return on Capital Employed) e. Acid test ratio f. Current ratio g. Gearing ratio h. Interpretations of these margins and ratios i. Limitations of ratios as a decision making tool 2. HUMAN RESOURCE COMPETITIVENESS a. Labour productivity b. Labour turnover i. Unavoidable leavers c. Limitations of these calculations ]]>

1. INTERPRETATION OF FINANCIAL STATEMENT a. Gross profit margin b. Net profit margin c. ROC (Return on Capital) d. ROCE (Return on Capital Employed) e. Acid test ratio f. Current ratio g. Gearing ratio h. Interpretations of these margins and ratios i. Limitations of ratios as a decision making tool 2. HUMAN RESOURCE COMPETITIVENESS a. Labour productivity b. Labour turnover i. Unavoidable leavers c. Limitations of these calculations ]]>
Tue, 29 Mar 2011 12:15:56 GMT /slideshow/4a3-assessing-competitiveness/7433987 RawVix@slideshare.net(RawVix) 4a.3 assessing competitiveness RawVix 1. INTERPRETATION OF FINANCIAL STATEMENT a. Gross profit margin b. Net profit margin c. ROC (Return on Capital) d. ROCE (Return on Capital Employed) e. Acid test ratio f. Current ratio g. Gearing ratio h. Interpretations of these margins and ratios i. Limitations of ratios as a decision making tool 2. HUMAN RESOURCE COMPETITIVENESS a. Labour productivity b. Labour turnover i. Unavoidable leavers c. Limitations of these calculations <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/4a-3-assessingcompetitiveness-110329121600-phpapp01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> 1. INTERPRETATION OF FINANCIAL STATEMENT a. Gross profit margin b. Net profit margin c. ROC (Return on Capital) d. ROCE (Return on Capital Employed) e. Acid test ratio f. Current ratio g. Gearing ratio h. Interpretations of these margins and ratios i. Limitations of ratios as a decision making tool 2. HUMAN RESOURCE COMPETITIVENESS a. Labour productivity b. Labour turnover i. Unavoidable leavers c. Limitations of these calculations
4a.3 assessing competitiveness from RawVix
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4a.2 making strategic decisions /slideshow/4a2-making-strategic-decisions/7396351 4a-2-makingstrategicdecisions-110326062357-phpapp02
1. DECISION MAKING MODEL a. Use of Ansoff Matrix to communicate intended strategic direction. i. How the Ansoff Matrix can be used to show strategic direction of the business; e.g. if they're expanding into new markets, this would be seen as Market development, which is more risky than Market Penetration. 2. DECISION MAKING TECHNIQUES a. Investment Appraisal i. Simple Payback ii. Average Rate of return iii. Discounted Cash-Flow (Net Present Value only) b. Decision Trees i. Construction and interpretation of simple decision tree diagrams, limitations of technique. c. Project planning and Network Analysis i. Nature and purpose of Critical Path Analysis ii. Be able to draw simple networks iii. Calculate Earliest Start Time and Latest Finish Time iv. Identify the critical path and calculate the total float v. Limitations of technique d. Contribution and special order decisions, determining whether a special order is worth the effort. 3. CONTRIBUTION WITH RESPECT TO SPECIAL ORDER DECISIONS a. Need for contingency planning b. Consideration of risk of operating in a country or seeking growth in new overseas markets i. Use the Ansoff Matrix to consider why a company may seek to invest in a factory overseas, for example to reduce dependence on domestic market through planning for growth. c. Risk reduction through information from decision-making models ]]>

1. DECISION MAKING MODEL a. Use of Ansoff Matrix to communicate intended strategic direction. i. How the Ansoff Matrix can be used to show strategic direction of the business; e.g. if they're expanding into new markets, this would be seen as Market development, which is more risky than Market Penetration. 2. DECISION MAKING TECHNIQUES a. Investment Appraisal i. Simple Payback ii. Average Rate of return iii. Discounted Cash-Flow (Net Present Value only) b. Decision Trees i. Construction and interpretation of simple decision tree diagrams, limitations of technique. c. Project planning and Network Analysis i. Nature and purpose of Critical Path Analysis ii. Be able to draw simple networks iii. Calculate Earliest Start Time and Latest Finish Time iv. Identify the critical path and calculate the total float v. Limitations of technique d. Contribution and special order decisions, determining whether a special order is worth the effort. 3. CONTRIBUTION WITH RESPECT TO SPECIAL ORDER DECISIONS a. Need for contingency planning b. Consideration of risk of operating in a country or seeking growth in new overseas markets i. Use the Ansoff Matrix to consider why a company may seek to invest in a factory overseas, for example to reduce dependence on domestic market through planning for growth. c. Risk reduction through information from decision-making models ]]>
Sat, 26 Mar 2011 06:23:55 GMT /slideshow/4a2-making-strategic-decisions/7396351 RawVix@slideshare.net(RawVix) 4a.2 making strategic decisions RawVix 1. DECISION MAKING MODEL a. Use of Ansoff Matrix to communicate intended strategic direction. i. How the Ansoff Matrix can be used to show strategic direction of the business; e.g. if they're expanding into new markets, this would be seen as Market development, which is more risky than Market Penetration. 2. DECISION MAKING TECHNIQUES a. Investment Appraisal i. Simple Payback ii. Average Rate of return iii. Discounted Cash-Flow (Net Present Value only) b. Decision Trees i. Construction and interpretation of simple decision tree diagrams, limitations of technique. c. Project planning and Network Analysis i. Nature and purpose of Critical Path Analysis ii. Be able to draw simple networks iii. Calculate Earliest Start Time and Latest Finish Time iv. Identify the critical path and calculate the total float v. Limitations of technique d. Contribution and special order decisions, determining whether a special order is worth the effort. 3. CONTRIBUTION WITH RESPECT TO SPECIAL ORDER DECISIONS a. Need for contingency planning b. Consideration of risk of operating in a country or seeking growth in new overseas markets i. Use the Ansoff Matrix to consider why a company may seek to invest in a factory overseas, for example to reduce dependence on domestic market through planning for growth. c. Risk reduction through information from decision-making models <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/4a-2-makingstrategicdecisions-110326062357-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> 1. DECISION MAKING MODEL a. Use of Ansoff Matrix to communicate intended strategic direction. i. How the Ansoff Matrix can be used to show strategic direction of the business; e.g. if they&#39;re expanding into new markets, this would be seen as Market development, which is more risky than Market Penetration. 2. DECISION MAKING TECHNIQUES a. Investment Appraisal i. Simple Payback ii. Average Rate of return iii. Discounted Cash-Flow (Net Present Value only) b. Decision Trees i. Construction and interpretation of simple decision tree diagrams, limitations of technique. c. Project planning and Network Analysis i. Nature and purpose of Critical Path Analysis ii. Be able to draw simple networks iii. Calculate Earliest Start Time and Latest Finish Time iv. Identify the critical path and calculate the total float v. Limitations of technique d. Contribution and special order decisions, determining whether a special order is worth the effort. 3. CONTRIBUTION WITH RESPECT TO SPECIAL ORDER DECISIONS a. Need for contingency planning b. Consideration of risk of operating in a country or seeking growth in new overseas markets i. Use the Ansoff Matrix to consider why a company may seek to invest in a factory overseas, for example to reduce dependence on domestic market through planning for growth. c. Risk reduction through information from decision-making models
4a.2 making strategic decisions from RawVix
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2 1 1_marketing objectives and strategy /slideshow/2-1-1marketing-objectives-and-strategy/7389493 211marketingobjectivesandstrategy-110325125722-phpapp01
1. The definition of Marketing 2. Marketing Objectives 3. Marketing strategy to reach those objectives a. Niche b. Mass 4. Advantages and Disadvantages of niche and mass marketing]]>

1. The definition of Marketing 2. Marketing Objectives 3. Marketing strategy to reach those objectives a. Niche b. Mass 4. Advantages and Disadvantages of niche and mass marketing]]>
Fri, 25 Mar 2011 12:57:21 GMT /slideshow/2-1-1marketing-objectives-and-strategy/7389493 RawVix@slideshare.net(RawVix) 2 1 1_marketing objectives and strategy RawVix 1. The definition of Marketing 2. Marketing Objectives 3. Marketing strategy to reach those objectives a. Niche b. Mass 4. Advantages and Disadvantages of niche and mass marketing <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/211marketingobjectivesandstrategy-110325125722-phpapp01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> 1. The definition of Marketing 2. Marketing Objectives 3. Marketing strategy to reach those objectives a. Niche b. Mass 4. Advantages and Disadvantages of niche and mass marketing
2 1 1_marketing objectives and strategy from RawVix
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4a.1 corporate objectives and strategy /slideshow/4a1-corporate-objectives-and-strategy/7331384 4a-1corporateobjectivesandstrategy-110321044316-phpapp02
1 - Corporate Objectives 2 - Stakeholder influence on Corporate Objectives 3 - Corporate Culture 4 - Corporate Strategy]]>

1 - Corporate Objectives 2 - Stakeholder influence on Corporate Objectives 3 - Corporate Culture 4 - Corporate Strategy]]>
Mon, 21 Mar 2011 04:43:08 GMT /slideshow/4a1-corporate-objectives-and-strategy/7331384 RawVix@slideshare.net(RawVix) 4a.1 corporate objectives and strategy RawVix 1 - Corporate Objectives 2 - Stakeholder influence on Corporate Objectives 3 - Corporate Culture 4 - Corporate Strategy <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/4a-1corporateobjectivesandstrategy-110321044316-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> 1 - Corporate Objectives 2 - Stakeholder influence on Corporate Objectives 3 - Corporate Culture 4 - Corporate Strategy
4a.1 corporate objectives and strategy from RawVix
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3.6 multinational corporations /slideshow/36-multinational-corporations/7255287 3-6multinationalcorporations-110314012249-phpapp02
1. BENEFITS THAT MNCS BRING TO HOST NATIONS a. Improvement in the standard of living b. Employment and economic growth in overseas countries 2. POTENTIAL NEGATIVE IMPACT a. Influence on foreign governments to gain concession b. Exploitation of labour in developing countries i. Implementation of working practices which would be unacceptable in their home country ii. Sale of unsafe products to consumers c. Use of unsustainable resources and the degradation of the local environment d. Cultural Imperialism e. Footloose Capitalism 3. CONTROLLING MNCs a. Pressure groups and public opinion b. Internet c. Self-Regulation d. Political Constraints e. Legal or constraints f. Competition policy]]>

1. BENEFITS THAT MNCS BRING TO HOST NATIONS a. Improvement in the standard of living b. Employment and economic growth in overseas countries 2. POTENTIAL NEGATIVE IMPACT a. Influence on foreign governments to gain concession b. Exploitation of labour in developing countries i. Implementation of working practices which would be unacceptable in their home country ii. Sale of unsafe products to consumers c. Use of unsustainable resources and the degradation of the local environment d. Cultural Imperialism e. Footloose Capitalism 3. CONTROLLING MNCs a. Pressure groups and public opinion b. Internet c. Self-Regulation d. Political Constraints e. Legal or constraints f. Competition policy]]>
Mon, 14 Mar 2011 01:22:45 GMT /slideshow/36-multinational-corporations/7255287 RawVix@slideshare.net(RawVix) 3.6 multinational corporations RawVix 1. BENEFITS THAT MNCS BRING TO HOST NATIONS a. Improvement in the standard of living b. Employment and economic growth in overseas countries 2. POTENTIAL NEGATIVE IMPACT a. Influence on foreign governments to gain concession b. Exploitation of labour in developing countries i. Implementation of working practices which would be unacceptable in their home country ii. Sale of unsafe products to consumers c. Use of unsustainable resources and the degradation of the local environment d. Cultural Imperialism e. Footloose Capitalism 3. CONTROLLING MNCs a. Pressure groups and public opinion b. Internet c. Self-Regulation d. Political Constraints e. Legal or constraints f. Competition policy <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/3-6multinationalcorporations-110314012249-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> 1. BENEFITS THAT MNCS BRING TO HOST NATIONS a. Improvement in the standard of living b. Employment and economic growth in overseas countries 2. POTENTIAL NEGATIVE IMPACT a. Influence on foreign governments to gain concession b. Exploitation of labour in developing countries i. Implementation of working practices which would be unacceptable in their home country ii. Sale of unsafe products to consumers c. Use of unsustainable resources and the degradation of the local environment d. Cultural Imperialism e. Footloose Capitalism 3. CONTROLLING MNCs a. Pressure groups and public opinion b. Internet c. Self-Regulation d. Political Constraints e. Legal or constraints f. Competition policy
3.6 multinational corporations from RawVix
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3.5 globalisation /slideshow/35-globalisation-7247745/7247745 3-5globalisation-110313030735-phpapp01
1.Global industries 2.Global marketing 3.Global market niches]]>

1.Global industries 2.Global marketing 3.Global market niches]]>
Sun, 13 Mar 2011 03:07:31 GMT /slideshow/35-globalisation-7247745/7247745 RawVix@slideshare.net(RawVix) 3.5 globalisation RawVix 1.Global industries 2.Global marketing 3.Global market niches <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/3-5globalisation-110313030735-phpapp01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> 1.Global industries 2.Global marketing 3.Global market niches
3.5 globalisation from RawVix
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3.1 why businesses seek international markets short notes /slideshow/31-why-businesses-seek-international-markets-short-notes/7241238 3-1whybusinessesseekinternationalmarkets-shortnotes-110312053001-phpapp01
Short notes that follows the Edexcel specification 3.3.1: Why Businesses seek international markets.]]>

Short notes that follows the Edexcel specification 3.3.1: Why Businesses seek international markets.]]>
Sat, 12 Mar 2011 05:29:57 GMT /slideshow/31-why-businesses-seek-international-markets-short-notes/7241238 RawVix@slideshare.net(RawVix) 3.1 why businesses seek international markets short notes RawVix Short notes that follows the Edexcel specification 3.3.1: Why Businesses seek international markets. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/3-1whybusinessesseekinternationalmarkets-shortnotes-110312053001-phpapp01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Short notes that follows the Edexcel specification 3.3.1: Why Businesses seek international markets.
3.1 why businesses seek international markets short notes from RawVix
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3.4 other considerations before trading internationally /slideshow/34-other-considerations-before-trading-internationally/7241145 3-4otherconsiderationsbeforetradinginternationally-110312050639-phpapp01
1. Responsibility to stakeholders Ethical decisions as to what and where to manufacture, balance between capital and labour, where to sell, pay and working conditions, environmental factors, for example emissions, waste disposal. Potential conflicts of socially responsible and ethical behaviour with profit-based and other objectives. 2. Social/cultural differences in doing business Different promotional message for different countries, international branding, distribution channel, joint ventures, pricing strategy for different countries. 3. The purpose of tariffs, laws, import quotas. Why tariffs, laws or import quotas are used, for example to protect domestic industries or balance of trade. Constraints on businesses that these barriers provide.]]>

1. Responsibility to stakeholders Ethical decisions as to what and where to manufacture, balance between capital and labour, where to sell, pay and working conditions, environmental factors, for example emissions, waste disposal. Potential conflicts of socially responsible and ethical behaviour with profit-based and other objectives. 2. Social/cultural differences in doing business Different promotional message for different countries, international branding, distribution channel, joint ventures, pricing strategy for different countries. 3. The purpose of tariffs, laws, import quotas. Why tariffs, laws or import quotas are used, for example to protect domestic industries or balance of trade. Constraints on businesses that these barriers provide.]]>
Sat, 12 Mar 2011 05:06:36 GMT /slideshow/34-other-considerations-before-trading-internationally/7241145 RawVix@slideshare.net(RawVix) 3.4 other considerations before trading internationally RawVix 1. Responsibility to stakeholders Ethical decisions as to what and where to manufacture, balance between capital and labour, where to sell, pay and working conditions, environmental factors, for example emissions, waste disposal. Potential conflicts of socially responsible and ethical behaviour with profit-based and other objectives. 2. Social/cultural differences in doing business Different promotional message for different countries, international branding, distribution channel, joint ventures, pricing strategy for different countries. 3. The purpose of tariffs, laws, import quotas. Why tariffs, laws or import quotas are used, for example to protect domestic industries or balance of trade. Constraints on businesses that these barriers provide. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/3-4otherconsiderationsbeforetradinginternationally-110312050639-phpapp01-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> 1. Responsibility to stakeholders Ethical decisions as to what and where to manufacture, balance between capital and labour, where to sell, pay and working conditions, environmental factors, for example emissions, waste disposal. Potential conflicts of socially responsible and ethical behaviour with profit-based and other objectives. 2. Social/cultural differences in doing business Different promotional message for different countries, international branding, distribution channel, joint ventures, pricing strategy for different countries. 3. The purpose of tariffs, laws, import quotas. Why tariffs, laws or import quotas are used, for example to protect domestic industries or balance of trade. Constraints on businesses that these barriers provide.
3.4 other considerations before trading internationally from RawVix
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3.2 key players in the world economy /slideshow/32-key-players-in-the-world-economy/7206216 3-2keyplayersintheworldeconomy-110309113619-phpapp02
What will be the likely impact of the growing economic power of China and India on individuals, national and multinational firms in the 21st century? Implications of their population size, economic growth and export rates, increased purchasing power and foreign investment, predicted economic power compared with US and EU, barriers to market entry, trade opportunities for UK firms, differences between China and India, for example state ownership of firms.]]>

What will be the likely impact of the growing economic power of China and India on individuals, national and multinational firms in the 21st century? Implications of their population size, economic growth and export rates, increased purchasing power and foreign investment, predicted economic power compared with US and EU, barriers to market entry, trade opportunities for UK firms, differences between China and India, for example state ownership of firms.]]>
Wed, 09 Mar 2011 11:36:15 GMT /slideshow/32-key-players-in-the-world-economy/7206216 RawVix@slideshare.net(RawVix) 3.2 key players in the world economy RawVix What will be the likely impact of the growing economic power of China and India on individuals, national and multinational firms in the 21st century? Implications of their population size, economic growth and export rates, increased purchasing power and foreign investment, predicted economic power compared with US and EU, barriers to market entry, trade opportunities for UK firms, differences between China and India, for example state ownership of firms. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/3-2keyplayersintheworldeconomy-110309113619-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> What will be the likely impact of the growing economic power of China and India on individuals, national and multinational firms in the 21st century? Implications of their population size, economic growth and export rates, increased purchasing power and foreign investment, predicted economic power compared with US and EU, barriers to market entry, trade opportunities for UK firms, differences between China and India, for example state ownership of firms.
3.2 key players in the world economy from RawVix
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Important points physics. chemistry and mathematics /slideshow/important-points-physics-chemistry-and-mathematics/7184876 importantpoints-physics-chemistryandmathematics-110307223912-phpapp02
A document on the main points that cause confusion in Physics, Chemistry and Mathematics]]>

A document on the main points that cause confusion in Physics, Chemistry and Mathematics]]>
Mon, 07 Mar 2011 22:39:07 GMT /slideshow/important-points-physics-chemistry-and-mathematics/7184876 RawVix@slideshare.net(RawVix) Important points physics. chemistry and mathematics RawVix A document on the main points that cause confusion in Physics, Chemistry and Mathematics <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/importantpoints-physics-chemistryandmathematics-110307223912-phpapp02-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> A document on the main points that cause confusion in Physics, Chemistry and Mathematics
Important points physics. chemistry and mathematics from RawVix
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