Eurostat has released details of a new publication 'Income and living conditions in Europe' issued in connection with the closing conference of the European Year for Combating Poverty and Social Exclusion due to take place 16-17 December 2010. It is based on data from the EU-SILC survey.
One of the key targets of the Europe 2020 strategy is to lift at least 20m people in the EU27 out of the risk of poverty or social exclusion. Progress towards this is measured using a combination of three measures: persons at risk of poverty; severely materially deprived persons and persons living in households with very low work intensity. In 2008 nearly 116m people in the EU27 were affected by at least one of the three criteria of social exclusion and nearly 7m fall under all three criteria.
In the EU27 16.5% of the population, a total of 81m people, were at risk of poverty after social transfers. The country with the highest percentage of the total population in this category was Latvia (25.6%), the lowest percentage was in the Czech Republic (9%). In the UK 18.8% of the population or 11.4m people fell into this category.
Bulgaria (41.2%) had the highest percentage of severely materially deprived persons and lowest percentage was in Luxembourg (0.7%). In the EU27 8.5% of the population or 41.5m people fell into this category. The UK figure was 4.5% or 2.7m people.
Ireland (13.6%) had the highest percentage of people living in households with very low work intensity. The lowest percentage was in Cyprus (4.1%). In the UK 4.8m people, 10.2% of the population, were in this category. The EU27 percentage was 9%. The total number of people in this category in the EU27 was 34.2m.
Showing posts with label risk. Show all posts
Showing posts with label risk. Show all posts
Wednesday, 15 December 2010
Wednesday, 15 September 2010
OECD Economic Outlook Is Uneven Growth
The May OECD Economic Outlook says growth is gradually increasing in the OECD area but at different rates across different regions, especially in emerging-market economies. Risks in global recovery may even greater now. The upturn is in large part due to keeping markets open, pulling the economy out of recession.
The emerging economies are experiencing a re-opening of imbalances. China, however, is an example of strong domestic demand preventing a large external surplus rising to pre-crisis levels. Appropriate policies are still required to address global inequalities. The G20 is given as being potentially important in identifying and implementing a set of policies for more sustained and balanced growth. International collaboration will also be required for progress in financial market reform.
Even though growth has been taking place, unemployment has increased by over 16 million in the OECD area over the last two years but it is less than expected. Employment growth prospects in some European economies and Japan are weak. A jobs recovery could take place with appropriate cost-effective labour market and social policies that support workers in danger of long-term unemployment.
Instability in sovereign debt markets and overheating in emerging market economies are significant risks that may jeopardise the recovery. Monetary policy should be returned to normal as soon as possible and support removed. Exit strategies must take account of fiscal consolidation so as not to put pressure on interest rates. Much of the turbulence has been calmed by the response of euro-area governments and the European Cenral Bank though underlying weaknesses remain and structural adjustments will have to be made.
Euro area architecture will have to be strengthened considerably to get rid of doubts about the viability of monetary union raised by the sovereign debt crisis. Domestic policies should be strengthened for more competitiveness but fiscal discipline is also important. Spending cuts must preserve the cost-effectiveness of programmes helpful to growth. Consolidation strategies must include structural reforms for growth.
Reforms of labour and product markets should be implemented for an increase in output, innovation and to prevent increases in unemployment.
The emerging economies are experiencing a re-opening of imbalances. China, however, is an example of strong domestic demand preventing a large external surplus rising to pre-crisis levels. Appropriate policies are still required to address global inequalities. The G20 is given as being potentially important in identifying and implementing a set of policies for more sustained and balanced growth. International collaboration will also be required for progress in financial market reform.
Even though growth has been taking place, unemployment has increased by over 16 million in the OECD area over the last two years but it is less than expected. Employment growth prospects in some European economies and Japan are weak. A jobs recovery could take place with appropriate cost-effective labour market and social policies that support workers in danger of long-term unemployment.
Instability in sovereign debt markets and overheating in emerging market economies are significant risks that may jeopardise the recovery. Monetary policy should be returned to normal as soon as possible and support removed. Exit strategies must take account of fiscal consolidation so as not to put pressure on interest rates. Much of the turbulence has been calmed by the response of euro-area governments and the European Cenral Bank though underlying weaknesses remain and structural adjustments will have to be made.
Euro area architecture will have to be strengthened considerably to get rid of doubts about the viability of monetary union raised by the sovereign debt crisis. Domestic policies should be strengthened for more competitiveness but fiscal discipline is also important. Spending cuts must preserve the cost-effectiveness of programmes helpful to growth. Consolidation strategies must include structural reforms for growth.
Reforms of labour and product markets should be implemented for an increase in output, innovation and to prevent increases in unemployment.
Monday, 16 February 2009
Am I My Brother's Guardian? - Risks In International Marketing
The globalisation process has meant radical changes all over the world. Global competition affects everything everywhere. For many people the world has got a lot smaller in terms of geographical and cultural differences. Many businesses have been able to expand their market coverage. Companies are able to take advantage of new opportunities in selling and buying abroad (Kotler, 1999).
International firms may have to co-ordinate their operations functions across borders. The various departments of a company may take place in several countries. Those who want to 'Buy British' may have to carry out some research to find out where the parts, components, manufacturing and assembly of their desired items were carried out. British products are often made abroad and 'foreign' products made here (Kotler, 1999).
Global marketing means that more companies than ever are in strategic alliances with other companies from abroad to some degree. The need for technological and marketing resources is forcing companies to look for partners. Customers expectations are raised by these developments. 'More for less' is offered by many companies and customers are offered quality products at discount prices (Kotler, 1999).
At the same time consumers expect businesses to take responsibility for the social and economic impacts of their activities. Pressure groups are placing strict demands on companies regarding air, water and soil pollution, rain forests, global warming and endangered species (Kotler, 1999). Ethical requirements differ from one place to another. Business practices in some countries may create a moral dilemma for businesses with social and environmental policies (Brassington and Petitt, 2000).
Customers are more internationally oriented and suppliers have to follow. In the service industry it may be better to stay close to the customer and locate appropriately. Culture is important and understanding the conventions and etiquette of the local culture is vital (Brassington and Petitt, 2000).
The economic risks are also greater than before. International marketing involves exposure to exchange rate risks. Changing currency from home to host or some other agreed currency and then buying the item may involve a change in the exchange rate. The ERM reduces most of the uncertainty for members. A strong currency can put potential traders off. A weak pound favours exporters. High foreign country debt and inflation may be problematic. In poor countries the problem might be inability to pay. Entry requirements to host countries relate to a variety of working practices and marketing mix adaptation costs will also have to be considered (Jeannet and Hennessey, 1998, Kotler, 1999).
Businesses also face risk due to changes in the political climate affecting the way partners interact. A company could lose all of its investment in another country because of the influence of special interest groups and the prevailing political philosophy. A sudden change of power may lead to a hostile political climate. It is advisable to do a political risk assessment where there is any doubt about a potentially volatile political climate. The assessment can be integrated into risk reduction strategies to help with business continuity in the markets entered, to leave a market or not enter and to analyse genuine market opportunities (Jeannet and Hennessey, 1998).
Competitive behaviour and product liability regulations can be complex. International and supranational regulations can be contradictory or enforced differently. Complaints about unfair competition can be taken to the host country, the regional bloc, like the EU, or global bodies like the WTO.
The broadening of marketing boundaries brought about by globalisation and the complete changes in Eastern Europe has produced trends of trade liberalisation, deregulation and privatisation (Jeannet and Hennessey, 1998). It will bring opportunities and competition. Systems and structures can be developed to exploit the opportunties that arise.
International firms may have to co-ordinate their operations functions across borders. The various departments of a company may take place in several countries. Those who want to 'Buy British' may have to carry out some research to find out where the parts, components, manufacturing and assembly of their desired items were carried out. British products are often made abroad and 'foreign' products made here (Kotler, 1999).
Global marketing means that more companies than ever are in strategic alliances with other companies from abroad to some degree. The need for technological and marketing resources is forcing companies to look for partners. Customers expectations are raised by these developments. 'More for less' is offered by many companies and customers are offered quality products at discount prices (Kotler, 1999).
At the same time consumers expect businesses to take responsibility for the social and economic impacts of their activities. Pressure groups are placing strict demands on companies regarding air, water and soil pollution, rain forests, global warming and endangered species (Kotler, 1999). Ethical requirements differ from one place to another. Business practices in some countries may create a moral dilemma for businesses with social and environmental policies (Brassington and Petitt, 2000).
Customers are more internationally oriented and suppliers have to follow. In the service industry it may be better to stay close to the customer and locate appropriately. Culture is important and understanding the conventions and etiquette of the local culture is vital (Brassington and Petitt, 2000).
The economic risks are also greater than before. International marketing involves exposure to exchange rate risks. Changing currency from home to host or some other agreed currency and then buying the item may involve a change in the exchange rate. The ERM reduces most of the uncertainty for members. A strong currency can put potential traders off. A weak pound favours exporters. High foreign country debt and inflation may be problematic. In poor countries the problem might be inability to pay. Entry requirements to host countries relate to a variety of working practices and marketing mix adaptation costs will also have to be considered (Jeannet and Hennessey, 1998, Kotler, 1999).
Businesses also face risk due to changes in the political climate affecting the way partners interact. A company could lose all of its investment in another country because of the influence of special interest groups and the prevailing political philosophy. A sudden change of power may lead to a hostile political climate. It is advisable to do a political risk assessment where there is any doubt about a potentially volatile political climate. The assessment can be integrated into risk reduction strategies to help with business continuity in the markets entered, to leave a market or not enter and to analyse genuine market opportunities (Jeannet and Hennessey, 1998).
Competitive behaviour and product liability regulations can be complex. International and supranational regulations can be contradictory or enforced differently. Complaints about unfair competition can be taken to the host country, the regional bloc, like the EU, or global bodies like the WTO.
The broadening of marketing boundaries brought about by globalisation and the complete changes in Eastern Europe has produced trends of trade liberalisation, deregulation and privatisation (Jeannet and Hennessey, 1998). It will bring opportunities and competition. Systems and structures can be developed to exploit the opportunties that arise.
Subscribe to:
Posts (Atom)