What is the Belt and Road initiative of the PRC? How does the LAC fit in the picture and what are the implications for the region?
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There was a noticeable jump in the annual Chinese foreign direct investment (FDI) in Latin America and the Caribbean (LAC) in and since the year 2010. While the annual Chinese FDI was around $5 billion before 2010, it has gone up to $72.5 billion in the last seven years. In the year 2017, China was the largest investor in the LAC in terms of mergers and acquisitions deals of around $18 billion dollars. Between 2005 – 2017, Brazil, Peru, Argentina, Ecuador and Venezuela were top five LAC destinations for the Chinese FDI. Some of the largest acquisitions include Repsol in Brazil (Oil industry), Las Bambas Mine in Peru (Mining industry), Petrogal Brasil in Brazil (Oil industry), Bridas in Argentia (Oil industry), etc. Within the Caribbean, the Alpart Alumina Refinery in Jamaica was sold for US$299 million to the Jiuquan Iron and Steel Company (JISCo). Trinidad & Tobago, along with other Caribbean nations have signed up for the famous “Belt and Road Initiative” of the People’s Republic of China (PRC). T&T has grown closer to the Chinese firms since the closure of the Petrotrin Refinery. It has already committed to the China Harbour Engineering Corporation (CHEC) to build a $500 million dry-dock facility in La Brea, the same company which financed US$730m for a road to connect the Jamaican capital Kingston to the tourist spot of Ocho Rios. This is apart from other signature projects in T&T like substantial positions in the telecom sector, gifts of motorcycles for the police, new Chinese buses, the Brian Lara Cricket stadium, National Academy of Performing Arts along with the Southern Academy of Performing Arts, the South terminal of the Piarco International Airport and the Couva Children’s Hospital. The Dominican Republic has cut-off diplomatic ties with Taiwan at China’s behest. In return, they expect around $3 billion dollars in financing. The China Civil Engineering Construction (CCECC) already has an office in Santo Domingo to purportedly build the northeast Dominican Republic – Haiti railway.
What is the Belt and Road initiative of the PRC? How does the LAC fit in the picture and what are the implications for the region?
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- Direct Selling in China With over 1.2 billion people China represented an extremely attractive market for direct sellers such as Amway, Avon Products, Mary Kay Cosmetics, Sara Lee, and Tupperware. Also, in the 1990s the restructuring of state-owned enterprises had reduced workforces, providing an ample supply of people interested in becoming direct sellers, many of whom made door-to-door sales calls. With the Asian and Russian financial crises beginning in 1997 the supply of potential direct sales personnel increased further. In 1995 Amway opened a factory in Guangzhou and began sales in China. By 1997 it had 70,000 independent sales agents in China producing revenue of $178 million.62 Avon’s revenue in China was $75 million. Companies such as Amway and Avon operated by enlisting independent sales agents who bought product from the company and sold it door-to-door. Amway used its standard business model in China with the exception that all other markets were supplied from U.S.…Evaluate the various aspects that SMC Ltd may consider when extending a CSR strategy from home to host countries in the below extract. SMC ltd is a subsidiary of the Swedish-based Andvik Group, which operates in 130 countries. SMC is a major supplier and marketer of underground mechanized mining products to the mining and major infrastructure sector. Locally, SMC is run strategically by a board that is mainly non-executive and includes managing director and country manager, Jim Tolley.SMC’s outstanding performance over the last six years is based on a strategy of improving customers’ operational efficiencies and profitability through the development of high-tech engineering products. SMC boasts an average global increase of 6% sales growth and an average 17% return on capital employed. SMC plans to double in size over the next five years. ‘We make it possible’, is SMC’s slogan.SMC is a service-orientated organization that prioritizes listening to clients’ needs to ensure that products…Oman’s government will finance most of its budget shortfall in 2021 by borrowing to plug a fiscal gap battered by a decline in oil prices and the coronavirus pandemic. The Persian Gulf state is looking into borrowing that will cover 73%, or 1.6 billion rials ($4.2 billion), of the country’s 2.2 billion-rial shortfall, with the remaining 600 million rials to be drawn from its reserves, according to a post on Twitter by the state-run Oman News Agency on Friday. The government based its 2021 budget plan on an oil price of $45 per barrel. Other highlights from Oman’s 2021 budget: Expenditure is set to fall to 10.8 billion rials, a 14% drop from the previous year. 2021 revenue is set to fall to 8.6 billion rials, a 19% decline. Budget deficit at 8% of gross domestic product in 2021, 2.2 billion rials. Oman has taken measures such as reduced spending and plans to impose a 5% value-added tax in 2021. It will implement developmental projects valued at 371 million rials as part of the effort…
- Extract - NigeriaGoing against the downward trend, deal-making in Nigeria increased by 44% with 26 deals in H1 2020 compared to 18 in H1 2019. Total deal value went down 46% to US$204mn in the first half of 2020, from $375mn in H1 2019 (but this is likely because most of the deals listed for H1 2020 have no disclosed deal value.) The number of cross border deals increased by 18% in comparison to the first half of 2019, while domestic deals were also up by 86% year-on-year. Half of the total M&A deals in Nigeria were cross border transactions, totaling $40mn. Deals were evenly distributed among industries, with financials and high technology recording two inbound deals each and the industrials sector recording two outbound M&A deals.The $21mn acquisition of Interporto di Venezia SpA in March 2020 by an Orlean Invest Holding subsidiary for $21mn, was the biggest cross border deal in Nigeria in the first half of 2020.Wildu du Plessis, Head of Africa for Baker McKenzie in…Extract - NigeriaGoing against the downward trend, deal-making in Nigeria increased by 44% with 26 deals in H1 2020 compared to 18 in H1 2019. Total deal value went down 46% to US$204mn in the first half of 2020, from $375mn in H1 2019 (but this is likely because most of the deals listed for H1 2020 have no disclosed deal value.) The number of cross border deals increased by 18% in comparison to the first half of 2019, while domestic deals were also up by 86% year-on-year. Half of the total M&A deals in Nigeria were cross border transactions, totaling $40mn. Deals were evenly distributed among industries, with financials and high technology recording two inbound deals each and the industrials sector recording two outbound M&A deals.The $21mn acquisition of Interporto di Venezia SpA in March 2020 by an Orlean Invest Holding subsidiary for $21mn, was the biggest cross border deal in Nigeria in the first half of 2020.Wildu du Plessis, Head of Africa for Baker McKenzie in…Equity Group has launched a private sector focused stimulus package to accelerate economic recovery and resilience in the Eastern and Central Africa region as it recovers from the devastating health, social, humanitarian, and economic impacts of the COVID-19 pandemic. Equity’s Eastern and Central Africa Recovery and Resilience plan is envisaged to provide financing of up-to 2% of the combined GDP of the six economies, in which the Group operates, to the private sector in the form of blended financing of short-term overdrafts, medium term loans and credit facilities which require long-term project and development financing. While launching the Recovery and Resilience Plan Dr. James Mwangi, Equity Group Managing Director and CEO said, “A total of Kshs 678 billion (USD 6 billion) will be available to 5 million MSMEs and 25 million individual borrowers for the next 5 years. The plan conceives that the 5 million businesses largely comprising MSMEs will create 50 million jobs, 25 million…
- Equity Group has launched a private sector focused stimulus package to accelerate economic recovery and resilience in the Eastern and Central Africa region as it recovers from the devastating health, social, humanitarian, and economic impacts of the COVID-19 pandemic. Equity’s Eastern and Central Africa Recovery and Resilience plan is envisaged to provide financing of up-to 2% of the combined GDP of the six economies, in which the Group operates, to the private sector in the form of blended financing of short-term overdrafts, medium term loans and credit facilities which require long-term project and development financing. While launching the Recovery and Resilience Plan Dr. James Mwangi, Equity Group Managing Director and CEO said, “A total of Kshs 678 billion (USD 6 billion) will be available to 5 million MSMEs and 25 million individual borrowers for the next 5 years. The plan conceives that the 5 million businesses largely comprising MSMEs will create 50 million jobs, 25 million…Wal Mart leaves South Korea In May 2006, Wal-Mart announced that it had agreed to sell all sixteen of its South Korean stores to its biggest competitor there. Shinsegae. Wal-Mart is not the only outsider that fared poorly in South Korea. The French retailer Carrefour, the second largest retailer worldwide after Wal-Mart, sold its 32 South Korean stores a month earlier. Wal-Mart arrived in Korea in 1998 by taking a majority stake in four supermarkets and six plots of land. It left Korea after grabbing a 3.8 percent market share and two years of huge losses. Wal-Mart aimed to become one of Korea’s three largest discount retailers. Wal-Mart and Carrefour faced an uphill climb against local retailers. Both Wal-Mart and Carrefour were slow in broadening the scope of their operations. With a network of only sixteen stores (and just…Wal Mart leaves South Korea In May 2006, Wal-Mart announced that it had agreed to sell all sixteen of its South Korean stores to its biggest competitor there. Shinsegae. Wal-Mart is not the only outsider that fared poorly in South Korea. The French retailer Carrefour, the second largest retailer worldwide after Wal-Mart, sold its 32 South Korean stores a month earlier. Wal-Mart arrived in Korea in 1998 by taking a majority stake in four supermarkets and six plots of land. It left Korea after grabbing a 3.8 percent market share and two years of huge losses. Wal-Mart aimed to become one of Korea’s three largest discount retailers. Wal-Mart and Carrefour faced an uphill climb against local retailers. Both Wal-Mart and Carrefour were slow in broadening the scope of their operations. With a network of only sixteen stores (and just…
- Wal Mart leaves South Korea In May 2006, Wal-Mart announced that it had agreed to sell all sixteen of its South Korean stores to its biggest competitor there. Shinsegae. Wal-Mart is not the only outsider that fared poorly in South Korea. The French retailer Carrefour, the second largest retailer worldwide after Wal-Mart, sold its 32 South Korean stores a month earlier. Wal-Mart arrived in Korea in 1998 by taking a majority stake in four supermarkets and six plots of land. It left Korea after grabbing a 3.8 percent market share and two years of huge losses. Wal-Mart aimed to become one of Korea’s three largest discount retailers. Wal-Mart and Carrefour faced an uphill climb against local retailers. Both Wal-Mart and Carrefour were slow in broadening the scope of their operations. With a network of only sixteen stores (and just…Wal Mart leaves South Korea In May 2006, Wal-Mart announced that it had agreed to sell all sixteen of its South Korean stores to its biggest competitor there. Shinsegae. Wal-Mart is not the only outsider that fared poorly in South Korea. The French retailer Carrefour, the second largest retailer worldwide after Wal-Mart, sold its 32 South Korean stores a month earlier. Wal-Mart arrived in Korea in 1998 by taking a majority stake in four supermarkets and six plots of land. It left Korea after grabbing a 3.8 percent market share and two years of huge losses. Wal-Mart aimed to become one of Korea’s three largest discount retailers. Wal-Mart and Carrefour faced an uphill climb against local retailers. Both Wal-Mart and Carrefour were slow in broadening the scope of their operations. With a network of only sixteen stores (and just…Wal Mart leaves South Korea In May 2006, Wal-Mart announced that it had agreed to sell all sixteen of its South Korean stores to its biggest competitor there. Shinsegae. Wal-Mart is not the only outsider that fared poorly in South Korea. The French retailer Carrefour, the second largest retailer worldwide after Wal-Mart, sold its 32 South Korean stores a month earlier. Wal-Mart arrived in Korea in 1998 by taking a majority stake in four supermarkets and six plots of land. It left Korea after grabbing a 3.8 percent market share and two years of huge losses. Wal-Mart aimed to become one of Korea’s three largest discount retailers. Wal-Mart and Carrefour faced an uphill climb against local retailers. Both Wal-Mart and Carrefour were slow in broadening the scope of their operations. With a network of only sixteen stores (and just one in Seoul, Korea’s capital), Wal-Mart…