英国硕士经济贸易历史论文 [22]
论文作者:英语论文论文属性:硕士毕业论文 thesis登出时间:2014-09-29编辑:yangcheng点击率:28985
论文字数:12254论文编号:org201409272336287848语种:英语 English地区:马来西亚价格:免费论文
关键词:商队之路丝绸之路Silk Road大集市模型
摘要:本文是一篇留学生经济贸易历史的作业,已知的最古老的商队之路是西亚的丝绸之路。根据出生在伊斯坦布尔的m . Cerasi描述,其结构就像集市一样。
市场不仅仅是购物的地方,这是一个生产的地方并且拥有巨大的经济价值。在这个模型以前资本主义很难区分出集市的财政和工厂价值与文化的区别。
tunity in Turkey. For companies committed to the market, this is the right time to invest in Turkey.
With the eurozone falling into recession and most of CEE following closely behind, multinationals increasingly look to Turkey as a growth engine for their EMEA business. However, growing competition on the Turkish market means that companies need to build scale into their Turkish business to maintain profitability. One strategy a growing number of multinationals are pursuing is leveraging Turkey as a regional hub. In fact, Frontier Strategy Group’s research finds that companies that based their regional hub in Turkey improve their profitability well above the global average for their company.
Why are these companies doing so well? Basing a regional hub in Turkey has two benefits: cost savings and customer access. Turkey’s geographic position as a hub, its extensive trade agreements with countries in the region, and strong infrastructural and cultural linkages to the Middle East, North Africa, Balkans and Central Asia regions, offer global multinationals access to over 1 billion potential customers.
However, Turkey’s main attraction are the cost savings companies can realize when locating a hub there. Turkey’s large and growing domestic market, with 75 million customers and a vibrant business sector, makes the country a viable alternative even to established hubs in places such as Dubai. The size of Turkey’s market is complemented by the country’s large skilled, and relatively cheap labor force that allows companies to build a sales hub, to manufacture, and even to conduct R&D activities locally. Finally, Turkey’s favorable investment climate means that companies can confidently make the large, long-term investments that are required when setting up a regional hub.
Leading global multinationals are already benefiting from the opportunity to hub in Turkey. Some companies have selected Turkey as a hub for the larger EMEA region, for example The Coca Cola Company, manages more than 90 markets from its Istanbul regional headquarters. Other companies use Turkey as a regional sub-hub managing a limited number of smaller regional markets. For example, Pepsi, Adobe, Huawei all manage 10-20 regional markets from Turkey. Illustrating this trend, global multinationals such as Sanofi and GlaxoSmithKline both relocated their regional headquarters from Dubai to Turkey in the past 6 months. More companies will no doubt follow.
Source: IMD World Competitiveness Survey, Strenght of Local Competition Ranking, 2010
Turkey ranks 13th out of 124 global markets in terms of the strength of local competition. A lower ranking indicates higher local competition.
While Turkey is one of EMEA’s most attractive growth markets, MNCs face significant challenges in building a profitable business there. According to Frontier Strategy Group’s clients, strong local competition is one of the biggest obstacles to growth in Turkey. MNCs can improve their profitability and boost their performance in Turkey by leveraging increased scale to cut costs and create economies of scale.
FSG’s research shows that scale leads to improved profitability in Turkey at a higher rate than it does in the BRIC markets. One way in which MNCs can take advantage of this is through M&A. The M&A market in Turkey is particularly favorable due to the weak lira, the slowdow
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