Barter: looking beyond the short-term payoffs and long-term threat

Article Abstract:

Barter activity is increasing on individual, corporate and international levels, with the General Agreement on Tariffs and Trade reporting that 8 percent of all world trade, representing $160 billion annually, is the result of barter. The use of barter, also referred to as countertrade, is expected to continue to increase. Managers insisting on all-cash transactions will likely lose some business in international markets. Countertrade allows countries such as Mexico and Brazil to import without having to spend their foreign exchange earnings; for other countries, such as Canada and Australia, use of countertrade can influence multinational corporations. The use of barter by governments and international business managers is described.

International aspects, International economic relations, Commerce, Barter, Countertrade

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Markets short on accord

Article Abstract:

Members of the European Community (EC) have yet to set guidelines for investment industries, even after two-and-a half years of talks. The efforts of the EC in coming up with a master plan are hampered by objections to the idea of a single 'passport' for securities houses that would allow for cross-border operations; the lack of a forum in which common standards can be set by securities supervisors; and arguments over issues such as where trading should be conducted, price arrangements, and investor protection. Current EC president, the Netherlands, has threatened to drop the legislation because the 12 member states cannot seem to come to an agreement regarding the matter.

Security brokers and dealers, Planning, Europe, Securities industry, Single European market

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European legal developments in product safety and liability: the role of customer complaint management as a defensive marketing tool

Article Abstract:

The focus in strategic marketing is shifting from offensive to defensive as many companies increasingly operate in maturing or shrinking markets. Effective management of customer complaints is critical for reducing the need for expensive offensive marketing programs, especially in the arena of potential product liability claims in European markets. Customer complaints can cause loss in market share and sales unless complaints are seen as opportunities to restore customer satisfaction and loyalty and to prevent future dissatisfaction. A model for complaint management systems is presented and discussed.

Product liability, Product safety, Products liability, Consumer complaints, European Community

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