Internal Trade:
1,case study: what makes a transaction"international"?
The United Nations Convention on the International Sales of Goods 《联合国国际货物销售合同公约》 CISG
goods, services
第1次开课
开始：2019-10-08
截止：2019-12-19
课程已进行至
11/11周
成绩预发布时间 2019-12-18
期末考试截止时间 2019-12-17 23:55
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3.Language study: Trade-related words from the reading material.
recession 衰退，不景气，低迷
into severe recession陷入衰退
pull out of recession使……走出衰退
surge涌现，激增
balance of payment 国际收支平衡，国际收支差额
balance sheet 资产负债表
trade balance贸易差额
on balance总的来说
deficit 不足，亏损，赤字，逆差
budget surplus预算盈余
trade surplus/favorable balance of trade贸易顺差
in deficit
ledger 分类帐，账簿，底账
ledger balance分类帐余额
available balance 可用余额
The first is the ledger balance; the second is the available balance, which is the ledger balance with any holds taken into account; 第一个是分类帐余额； 第二个是可用余额，可用余额是分类帐余额中包括任何延迟入帐的金额。
beneficiary 受益人，受惠者
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The practical operation of international trade and its relationship with a country's economy
The three pillars of a country's economic growth are exports, consumer spending and business outlays."企业支出
GDP
US exports are playing an essential role in powering overall output, employment and profits.
in technical terms, the difference between a country's imports and exports is called the "balance of trade"贸易差额
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The implications of the ACSI study will differ from one company or industry to another. In businesses with long purchasing cycles, like life insurance and durable goods, changes in customer satisfaction will take a while to make a difference in a company’s sales, ability to increase prices, and so on. (After all, how often do you need to replace your dishwasher?) In many service-intensive industries, however, if a company’s customer satisfaction increases, customers will be quick to adjust their behavior and tell other people, whose own purchase behavior is also likely to change quickly.
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Why Service Matters A study of 200 companies shows a clear correlation between higher levels of customer satisfaction and higher stock prices.
How are these results possible, given efficient-market theory, which says you can’t consistently outperform the market? It’s because today’s stock valuation methods fail to incorporate the kind of information that forms the basis for making stock trades in the ACSI portfolio. If they did, the ACSI portfolio would closely track the S&P 500.
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If you’re looking to boost customer satisfaction, one of the most promising places to start is customer service. Unfortunately, it’s also a place where long-term goals tend to buckle under short-term financial pressures. Companies try to meet Wall Street’s immediate demands by cutting costs through automation and outsourcing—despite a growing body of research conclusively showing that customers are fed up with lousy service and that increased satisfaction has a positive impact on consumer spending, cash flow, and business performance.
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13 Further, Phillips is very conscious that the Haagen-Dazs brand should stand for high quality and the best ingredients. Yet, it’s not clear that consumers will think of sorbet as a premium product. Rather, they might just see it as ground-up ice with some flavoring thrown in. But if sorbet isn’t the right way to go with new-product development, how should Haagen-Dazs counter the competition from other low-fat ice cream brands like Ben & Jerry’s and other new entries to the super premium category like Starbucks?
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On the other hand, calling a product by a different name doesn’t make it really new and different, and basic sherbet has been around for a long time and never been a big seller. Further, consumers don’t think of sorbet in the same way that they think about a rich-tasting bowl of ice cream. You don’t have to convince people that they might like premium ice cream. Sorbet, on the other hand, isn’t something that consumers crave and make a special trip to buy.
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A sorbet is basically the same as sherbet, but European sorbets usually have an icy texture and include less milk. This is the sort of product that Jan Phillips has in mind. She thinks that it might have an upscale appeal and also be different from what is already in the premium ice cream case.
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Although the flurry of consumer interest in low-fat yogurt and low-fat ice cream certainly created some new market opportunities, it is not clear how consumers will react to these products over the longer term. One reason is that many consumers who were initially excited about being able to buy a good tasting, low-fat frozen dessert have realized that low fat does not necessarily mean low calorie. In fact, Jan Phillips has-been trying to identify a product that Haagen-Dazs could produce that would offer consumers great taste, low fat, and low calories all at the same time. One possibility she is seriously considering is to introduce a line of sorbets based on exotic fruits like kiwi and mango and that use low-calorie sweeteners.
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Most ice cream products are considered economy and regular brands—priced at $2 to $5 a half gallon. Super premium ice cream retails for $2.50 to $3.50 a pint, or $8 to $10 a half gallon. The retail price for a pint of Haagen-Dazs is usually over $3.00. The low-fat version is comparably priced to the full-fat product.
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Because of the competition from low-fat products, Haagen-Dazs recently introduced a line of low-fat super premium ice cream. The new low-fat line contains no more than three grams of fat per serving. That compares with six times that or more grams of fat in a half-cup serving of its full-fat version. Haagen-Dazs believes that its low-fat super premium ice cream is better tasting than other alternatives. Its belief is that “people like to make every calorie count.” Having worked on the low-fat item for more than two years, it developed a process whereby a concentration of dairy proteins from lactose-reduced skim milk gave a mouth-feel that approximates that of higher-fat product. Haagen-Dazs sells its low-fat products in a variety of flavors.
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Other product-market managers are responsible for Europe, Japan, and other global markets. Therefore, Phillips will be expected to focus only on the United States while knowing that “everyone” will be watching her (and the United States) for clues about what may happen elsewhere.
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When aligned with business objectives, companies are beginning to see that CSR can bring competitive differentiation, permission to enter new markets, and favorable positioning in the talent wars. How do you develop a CSR strategy? Our approach is to view a company’s current activities and objectives against the CSR Value Curve (see Figure 2), which captures the shift in thinking from CSR as a cost or risk mitigation effort to CSR as a strategic goal that brings in new revenues
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