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Doing Business in Europe
Doing Business in Europe The first chapter deals mostly with the definition and pecularities of the so-called Common Market, formed from countries of European Union. The Common Market encloses European Union of Coal and Steel, European Economic Union and European Nuclear Energy Union. Since 1967 the European Union has the following non-national and intergovernmental bodies: Cabinet of Ministers, Commission of European Unions, European Parliament and Council of European Unions. Before the 1970, the countries of European Union were supporting the budget of European Union at the cost of their national budgets. Since April 1970, the Common Market holds its own resources independently from budgets of supporting countries. This fact makes the administrative bodies of European Union independent. Common to Europe and all the world is the tax system which includes all or most of the following taxes: Income tax, Corporation tax, Trade tax, Turnover tax, Property tax, Heritage tax, Purchase of Land tax. 3. International Concerns, Transnational Corporations and their policies These include the definite politics in the field of profitability of foreign branches. The policy is aimed to gain high profits in countries with comparatively low taxes, and in the countries with high taxes the accumulated profit must be lower. The common goal of transnational corporations is, of course, to preserve the liquidity and profitability of foreign branches. Thus such branches are required to send certain information to the main office each month or each quarter. European Market is a sum of currency operations which are done at the free world market outside of native country. The international currency terminology distinguishes such currency markets as: currency markets, where the trade of foreign currencies is done within the home country, and the euromarket, where the trade of foreign currencies is done outside of the home country. Common conditions for success are like a set of rules. The first rule states: it is comparatively easy to produce something, but selling it is a challenging task. The main principle of survival for manufacturer is to produce goods that can be sold, not to sell what the company produces. The common conditions for survival on the market include high quality of the product, fast and cheap support, satisfactory warranty period, and good marketing. Here the cultural differences must be considered, together with the information about prior experience is selling the particular product inside and outside of the home country, mentality differences, pace of progress, culture values, religion. Though in many particular cases there are much more facts to consider. A successive marketing is essential. This includes: marketing research, flow of marketing process within the company, selling and delivery, controlling paying capacity of buyer, controlling the proper delivery, and maintenance. Each product, though, requires specific approach: for food its essential to supply and sell on time, for computers – to provide good maintenance, for cars – to provide comfort and safety, and so on. The key to successful selling in foreign countries lies in understanding the cultural differences and changing the product or the marketing to suit the foreign environment. Just like in biology, in international business flexibility in the main characteristic of those fittest who survive Bibliography: Wolfgang Hoeur, Doing Business in Europe, Progress Publishing, 1990
Word Count: 536
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