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This study discusses how best to identify the obstacles that separate people from markets in the context of the global economy. The answer lies in the same dynamic that is shaping global competition, namely, the increasing role of global supply chains in world trade. That naturally leads to the question of how policymakers could best utilize the same tools, particularly those used for making sourcing and investment decisions, employed by globally engaged firms in their own operations to develop an integrated trade and development strategy. What follows is a discussion of how policymakers in developing countries, as well as international financial institutions and development assistance agencies, might use these tools to create such a strategy.
This book brings together contributions from the 14 WTO chair-holders of the first phase of the WTO Chairs Programme (2010-2014). The volume is divided into four sections, focusing on export diversification, the role of non-tariff measures, the rule of law in connecting to global markets, and the role of the Aid for Trade initiative in building trade capacity and overcoming supply side constraints.
Global Strategy: Competing in the Connected Economy details how firms enter, compete and grow in foreign markets. Jain moves away from the traditional focus on developed countries and their multinational enterprises, instead focusing on both developed and emerging economies, as well as their interaction in an increasingly connected world. As the current global business environment is increasingly shaped—and connected—by faster technological developments, geopolitical forces, emerging economies, and new multinationals from those economies, this highly charged dynamic provides rich opportunity to revisit mainstream paradigms in globalization, innovation, and global strategy. The book rises to the challenge, exploring new competitive phenomena, new business models, and new strategies. Rich illustrations, real-world examples, and case data, provide students and executives with the insights necessary to connect, compete, and grow in a globalized business environment. This bold book succinctly covers strategy models and implementation for a range of global players, providing students of strategy and international business with a rich understanding of the contemporary business environment. For access to additional materials, including Powerpoint slides, a list of suggested cases, and sample syllabus, please contact Vinod Jain ([email protected]).
Developing countries and emerging economies have played an ever-expanding role in world trade flows in recent decades but they still face a number of constraints in connecting to global markets. In this volume, members of the WTO's academic network in developing countries - the WTO Chairs Programme - identify major challenges in their respective countries and how to overcome them. The chair-holders originally presented their case studies at the WTO's Annual Conference of the Chairs Programme and the Global Review of Aid for Trade in July 2013. Their contributions have been collected together in this volume to provide a comprehensive picture of the challenges of connecting to global markets.
Based on new analytical research and case studies, the authors provide insights on what works and does not work, and they offer policy recommendations to address these issues.
This textbook is designed to help students understand the key issues of global business by connecting theory with reality. Divided into three parts, it covers critical issues of international business, introducing readers to topics they will connect with, and discussing core concepts. With a user-friendly pedagogy and a host of helpful visuals, the authors offer a practitioner’s perspective on global business knowledge, examining familiar theory on trade, direct investment, and political environment alongside fresh topics, like geopolitical conflicts, emerging markets, and sustainability. Over sixty case studies are included to illustrate the magnitude and complexity of global business involving different stakeholders. Undergraduate students looking for an introduction to international business and graduate students looking to apply their knowledge will find Global Business stimulating, since it demonstrates how theories and concepts work in real-world business settings.
Our intuition on how the world works could well be wrong. We are surprised when new competitors burst on the scene, or businesses protected by large and deep moats find their defenses easily breached, or vast new markets are conjured from nothing. Trend lines resemble saw-tooth mountain ridges. The world not only feels different. The data tell us it is different. Based on years of research by the directors of the McKinsey Global Institute, No Ordinary Disruption: The Four Forces Breaking all the Trends is a timely and important analysis of how we need to reset our intuition as a result of four forces colliding and transforming the global economy: the rise of emerging markets, the accelerating impact of technology on the natural forces of market competition, an aging world population, and accelerating flows of trade, capital and people. Our intuitions formed during a uniquely benign period for the world economy -- often termed the Great Moderation. Asset prices were rising, cost of capital was falling, labour and resources were abundant, and generation after generation was growing up more prosperous than their parents. But the Great Moderation has gone. The cost of capital may rise. The price of everything from grain to steel may become more volatile. The world's labor force could shrink. Individuals, particularly those with low job skills, are at risk of growing up poorer than their parents. What sets No Ordinary Disruption apart is depth of analysis combined with lively writing informed by surprising, memorable insights that enable us to quickly grasp the disruptive forces at work. For evidence of the shift to emerging markets, consider the startling fact that, by 2025, a single regional city in China -- Tianjin -- will have a GDP equal to that of the Sweden, of that, in the decades ahead, half of the world's economic growth will come from 440 cities including Kumasi in Ghana or Santa Carina in Brazil that most executives today would be hard-pressed to locate on a map. What we are now seeing is no ordinary disruption but the new facts of business life -- facts that require executives and leaders at all levels to reset their operating assumptions and management intuition.
In a modern world with rapidly growing international trade, countries compete less based on the availability of natural resources, geographical advantages, and lower labor costs and more on factors related to firms' ability to enter and compete in new markets. One such factor is the ability to demonstrate the quality and safety of goods and services expected by consumers and confirm compliance with international standards. To assure such compliance, a sound quality infrastructure (QI) ecosystem is essential. Jointly developed by the World Bank Group and the National Metrology Institute of Germany, this guide is designed to help development partners and governments analyze a country's quality infrastructure ecosystems and provide recommendations to design and implement reforms and enhance the capacity of their QI institutions.
Global value chains (GVCs) powered the surge of international trade after 1990 and now account for almost half of all trade. This shift enabled an unprecedented economic convergence: poor countries grew rapidly and began to catch up with richer countries. Since the 2008 global financial crisis, however, the growth of trade has been sluggish and the expansion of GVCs has stalled. Meanwhile, serious threats have emerged to the model of trade-led growth. New technologies could draw production closer to the consumer and reduce the demand for labor. And trade conflicts among large countries could lead to a retrenchment or a segmentation of GVCs. World Development Report 2020: Trading for Development in the Age of Global Value Chains examines whether there is still a path to development through GVCs and trade. It concludes that technological change is, at this stage, more a boon than a curse. GVCs can continue to boost growth, create better jobs, and reduce poverty provided that developing countries implement deeper reforms to promote GVC participation; industrial countries pursue open, predictable policies; and all countries revive multilateral cooperation.