A. HOW TO DO BUSINESS IN ARGENTINA International Management April 20‚ 2006 B. Summary The main goal for the project "How to do business in Argentina" was to show how a Multinational Company must approach different aspects like government‚ laws‚ society‚ culture and infrastructure when facing the challenge of doing business in other countries. First‚ we will do a short review of some important background aspects such as its geography‚ its localization and main geographical characteristics
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90 days and I am correct in my prediction? (a) Sell Euros short. (b) Buy Euros short. (c) Sell dollars short. (d) Buy Euros long. Answer: A Q. 3 In January 2002‚ the Argentine Peso changed in value from Peso1.00/$ to Peso1.40/$‚ thus‚ the Argentine Peso ___________ against the U.S. dollar. (a) strengthened (b) weakened (c) remained neutral (d) All of the above Answer: B Q. 4 Which of the following is NOT part of the Financial Account
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recycling equipment by counting incremental peso cash flows at a peso interest rate. How should this NPV be translated into Euros? Assume expected future inflation for France is 3% per year. For the purpose of calculating NPV in Pesos‚ incremental cash flows of the project for the next 10 years should be calculated first. The initial outflow of cash flow at time “0” is the cost of new equipment. This cost is 3500‚000 Pesos. The cash value of 175‚000 Pesos obtained by selling the manual equipment should
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("small enclosure"). The final explosion occurs when the Minister of Economy Domingo Cavallo announced on 1 December 2001‚ before the flight of capital and the liquidity crisis‚ the implementation of corralito‚ limiting bank withdrawals to 250 pesos a week and prohibited any sending funds outside. The disadvantage of a currency board is that there is no one to act as banker of last resort able to provide liquidity banks subject to a rush of depositors. The elements concerning the beginning
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Contents Contents 2 1. INTRODUCTION 2 Types of Risks Faced by GM 3 Transaction Risk 3 Translation Risk 3 Why do Companies Hedge? 3 2. COMPETITIVE CURRENCY EXPOSURE AT GM (2001: Using Case Info) 3 2.1 Performance 6 2.2 Automobile Market in USA 7 2. 3 Competitive Exposure Mechanism 8 2.4 Yen Exposure Quantified 9 3. APPROACHES TO MANAGE GM’s COMPETITIVE EXPOSURE 10 4. GM’s COMPETITIVE YEN EXPOSURE (993-2005) 13 4.1 GM’S US Car Sales Exposure 14 4.2 GM’S Market Share Exposure 15 4.3
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in some way monopolized. Only 1% of GM research is aimed at crops used by poor farmers in poor countries. It can cost up to 200 million dollars and 12 years to develop a GM crop‚ and that cost has to be recouped by selling to farmers who can pay for it. The price of the food will increase‚ poor countries will suffer the consequences‚ and the hunger will still be there (Hazards 1). A good example that proves this is Argentina. This country is in second place of GM production and is the only developing
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Case Questions for MGM 828‚ Fall 2012 Case 1: The Euro in Crisis a) Evaluate the European Central Bank’s (ECB) response to the financial crisis of 2008-2010. What was their analysis of the problem? b) The ECB responded less aggressively than the US Federal Reserve to the crisis. Why? c) In May 2010‚ should the ECB agree to purchase Greek sovereign debt? Case 2: Foreign Ownership of US Treasury Securities a) Why is foreign ownership of US Treasury securities rising? It is more interesting
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expenses require outflows in Philippine pesos (to pay for Philippine materials). Most of Longhorn’s competition is from U.S. firms that have no international business at all. How will Longhorn Co. be affected if the peso strengthens? ANSWER: If the peso strengthens‚ Longhorn will incur higher expenses when paying for the Philippine materials. Because its competition is not affected in a similar manner‚ Longhorn Company is at a competitive disadvantage when the peso strengthens. 19. Comparing
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culminated in the eventuation of the Mexican currency crisis‚ the first of which occurred on December 20‚ 1994. This day‚ widely recognised as beginning of the crisis marked the devaluation of the Peso to the Dollar by Mexican President Ernesto Zedillo by approximately 15% to relieve the pressure on the Peso/Dollar exchange rate. This decision‚ which was made without consultation with the US Government or the International Monetary Fund‚ was not accompanied by supporting fiscal or monetary measures
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Martina was not about polo: it was polo. Distributors had progressively turned the brand into a lifestyle name‚ the hippest‚ hottest‚ and one of the most expensive brands on display at Pitti Uomo‚ the leading menswear Italian trade show. As an Argentinean of Italian origin‚ Lando could not have felt prouder to have conquered Europe. Through an affiliated company‚ Polo Management Group (PMG)‚ he had organized and hosted the best Polo events around the globe‚ and had propagated the influence of the
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