1992 in a global context

Article Abstract:

The 1992 Free Trade agreement will have major ramifications for the European market. Firms need to build to emphasize exports and view the European market as a higher priority than domestic markets. US companies are well positioned because they have always viewed Europe as a single market. The Japanese have boosted their European position by emphasizing international market development. European companies wishing to enter international markets will have to postpone returns for at least five to ten years because of the initial investments involved. Companies that wish to expand their markets will need to gain knowledge in local markets, access local skills, have internationally responsive product development, gain improved competitor information, and have a multinational top management team.

Economic aspects, Western Europe, Europe, Western

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Business benefits of a stronger GATT

Article Abstract:

A cloud of uncertainty hangs over the Uruguay Round of trade liberalization talks held by the General Agreement on Tariffs and Trade (GATT). The trade negotiations have remained deadlocked over the key issue of world farm trade reform. A resolution of agricultural issues is deemed crucial as it would enable compromise on other trade issues such as tariff and non-tariff barriers and the revision of the anti-dumping code. The Uruguay Round of GATT negotiations is considered the most ambitious ever undertaken as it aims to incorporate into its purview three complex sectors: investment, intellectual property, and services. The successful conclusion of the GATT talks would provide an expanded framework for free trade that could have significant benefits for business communities the world over.

International affairs, International aspects, Agricultural policy, Free trade

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Are you creating tomorrow's markets? your company may be making itself more efficient today, but is it positioning itself to seize the opportunities of the future?

Article Abstract:

A survey found that senior management spends less than 3% of its energy in building a corporate perspective on the future. Senior management needs to spend 20-50% of its time deciding which new core competencies to build, new product concepts to pioneer and new alliances to form. Senior management spend more time on restructuring and re-engineering which cannot be seen as substitutes for imagining and creating the future.

Management, Industry, Industries

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