Exchange Rates Previous Yearsyear 11year 12year 13year 14year 15year ✓ Solved

Exchange Rates - Previous Years YEAR 11 YEAR 12 YEAR 13 YEAR 14 YEAR 15 YEAR 16 YEAR 17 YEAR 18 YEAR 19 YEAR 20 Exchange Rate Impact on Revenues Generated in: Europe-Africa (US$ per €) 1..........1877 Asia-Pacific (US$ per Sing$) 0..........7469 Latin America (US$ per R) 0..........1789 Exchange Rate Impact on Cost of Pairs Shipped from: North America Plant to Europe-Africa (€ per US$) 0..........842 Asia-Pacific (Sing$ per US$) 1..........3389 Latin America (R per US$) 5..........5897 Europe-Africa Plant to North America (US$ per €) 1..........1877 Asia-Pacific (Sing$ per €) 1..........5903 Latin America (R per €) 6..........6401 Asia-Pacific Plant to North America (US$ per Sing$) 0..........7469 Europe-Africa (€ per Sing$) 0..........6288 Latin America (R per Sing$) 4..........1742 Latin America Plant to North America (US$ per R) 0..........1789 Europe-Africa (€ per R) 0..........1506 Asia-Pacific (Sing$ per R) 0..........2396 Exchange Rates Affecting Year 20 YEAR 19 YEAR 20 REVENUE IMPACT Exchange Rate Impact on Revenues Generated in: Europe-Africa (US$ per €) 1...29% Asia-Pacific (US$ per Sing$) 0...88% Latin America (US$ per R) 0...56% Exchange Rate Impact on Cost of Pairs Shipped from: North America Plant to Europe-Africa (€ per US$) 0...24% Asia-Pacific (Sing$ per US$) 1...86% Latin America (R per US$) 5...35% Europe-Africa Plant to North America (US$ per €) 1...29% Asia-Pacific (Sing$ per €) 1...46% Latin America (R per €) 6...30% Asia-Pacific Plant to North America (US$ per Sing$) 0...88% Europe-Africa (€ per Sing$) 0...45% Latin America (R per Sing$) 4...70% Latin America Plant to North America (US$ per R) 0...56% Europe-Africa (€ per R) 0...39% Asia-Pacific (Sing$ per R) 0...92% BSG SIMULATION ANA SOFIA ELJACH OSCAR GUTIERREZ PROFESSOR JUAN STEGMANN BUSI-4900D-1 Mission Statement Our mission is to collaborate to develop technology, processes and quality products according to the demand of our customers and meet the needs of our staff in their economic welfare, in addition to striving to maintain a balance between processes and ecology.

VISION Develop a leading company as well as products with the highest quality standards and passion for services to our customers harmoniously linking technology, development, personnel and ecology. VALUES In our company we have 8 values as a must for all workers Treat others as you would like to be treated Integrity Trust Honest and open communications Gratitude Honesty, simplicity and doing something that has real value for you Passion OBJECTIVES Become the "world leader in the sports industry" in improving the working conditions of its suppliers and reducing the environmental impact of its business, for which it commits to improve the quality of information about its suppliers in the coming years and work in greater control.

In addition, the group aims to develop and launch a training program in Human Resource Management Systems for its suppliers in China, Vietnam, Indonesia and Thailand; and review and improve communication channels with its employees to identify cases of breaches of labor standards, among other commitments. MARKET DESCRIPTION North America: This is one of the regions where we can sell our shoes with higher prices, because of the economical situation of most of the people. LATIN AMERICAN MARKET This part of America is so different being just miles away from North America, good regià³n to produce and set the factories, low cost salaries to employees and you can sell in medium-high prices. ASIAN-PACIFIC MARKET This is so far one of the best regions to put your principal factories because of the low production costs.

Big industries have most of their manufacturing here. AFRICAN & EUROPEAN MARKET Europe is an excellent region to sell with high prices, people here pay more than in other regions because they have better quality in their economy. Africa could be a good place to set factories, unfortunately the salaries here are to easy to pay by big industries which is not incurring into CSR. PERFORMANCE STRATEGIES The most important marketing strategy of us is undoubtedly the well-designed promotion plan. We spent profit on advertising to raise public awareness of the new product or the existing product that already has a market.

In general, brand ambassadors are athletes who leave their mark on the minds of public opinion so that a person who practices some type of sport would like to own a product from us. They are also based on the recent technology of interactive digital advertising as part of the marketing strategy. Another strategy we had was to boost production to meet the demand. As a company, we were not delivering enough product on the market which was leaving us behind. We had to work on overtime and full production to meet the customers needs which impacted positively on our KPI’s OUR LEARNINGS Definitely we learned much from the SIM, until now we had learned the theoretical part of what it is to run a company and what it implies, but once you get into detail all the operating costs, administration costs, marketing plans, sales, etc.

Things get complicated It gave us a more accurate picture of what it means to start a business and do it internationally in all the different continents, we also realized that in each region the operation is very different due to the politics, economy and culture of each country. We experimented with the financial part and the sales, seeing how we were doing on the KPI’s was very interesting and that really gave us a lot of feedback on how things were going in the business. Group Power Point Discussion COLLAPSE Top of Form · A brief review of the financial performance of your company during the time you and your co-managers have run the company. This review should consist of charts showing the following: .

Trends in the company's annual total revenues . Trends in the company's annual earnings per share (EPS) . Trends in the company's annual return on equity investment (ROE) . Trends in the company's annual credit rating . Trends in the company's year-end stock price .

Trends in the company's annual image rating The Performance Highlights report (accessible through your Decisions / Reports Program menu), includes a charting feature at the bottom of the report page. You can easily create a trend chart for each of the above six performance indicators and save each chart to a local storage device for insertion into a PowerPoint presentation or Word document. Double-click on the chart to download and (depending on the web browser you are using) you will be prompted to save to a PNG file. Once you have named and saved a picture file you can insert the picture into a PowerPoint slide or Word document using the Insert tab at the top of the MS Office program. If you wish to create additional performance graphs you may do so, but the above six performance measures tell an adequate story about your company's historical performance. · A slide describing your strategic vision for the company. · A slide that shows what performance targets for EPS, ROE, credit rating, and image rating you and your co-managers would set for each of the next two years (assuming the simulation were to continue).

You may also want to indicate a stock price target as well. · A slide that sets forth your company's competitive strategy for the internet market in some detail and how that strategy has evolved over the years you have managed the company. You may need to have more than one slide here if your company's strategy for the internet market varies markedly from geographic region to geographic region. · A slide that sets forth your company's competitive strategy for the wholesale market in some detail and how that strategy has evolved over the years. Again, more than one slide may be needed if your company's strategy for the wholesale market varies markedly from one geographic region to another, such that your company is pursuing a meaningfully different competitive strategy in some regions versus others. · A slide that sets forth your company's competitive strategy for the private-label market in some detail and how that strategy has evolved over the years you have managed the company. · A slide describing your company's production strategy (as concerns plant capacity and location, use of overtime, and work force compensation/training strategy). · A slide describing your company's finance strategy (as concerns dividends, use of debt versus equity, stock issues/repurchases, actions to achieve/maintain a strong credit rating, etc.) You should clearly describe your company's dividend policy during the period you have managed the company.

Here, you should also set forth what sort of dividend increases, if any, you would likely consider paying out in the next two upcoming years (given the EPS targets you have established). · A slide showing (1) those companies you consider to be your strongest/closest competitors in the internet market as of the last year or two of the simulation, (2) those companies that are your strongest/closest competitors in the wholesale market, and (3) those companies that are your strongest/closest competitors in the private-label market. · One or more slides detailing the actions you would take to out-compete these close rivals in the next two years (assuming the simulation continues for several more years).

Since the actions may differ between internet, wholesale, and private-label, you may well need more than one slide here. · A set of slides detailing the "lessons learned" about crafting a winning strategy and about what the managers of a company should or should not do for a company to be financially and competitively successful in a head-to-head battle against shrewdly-managed rival companies. You should, of course, adjust the content of your presentation to conform to whatever topical outline that your instructor specifies. Thus, depending on what your instructor tells you about what items to address in your presentation, you may need to add slides covering other topics or delete coverage of some of the above suggested topics.

Bottom of Form Zumbi and Palmares Importance of Slavery and Sugar Portuguese innovated the use of plantations for the cultivation of sugar on the Atlantic islands of Madeira and Sà£o Tomé off the coast of Africa Chattel Slavery: Plantation labor based on chattel slavery, a hereditary system that reduced humans to property with few rights By the 1550s – Brazil began to dominate the global supply of sugar for about one hundred years Introduction of sugar led to introduction of sizeable black population through the transatlantic slave trade in Brazil and other countries (about 4-5 million enslaved Africans were sent to Brazil); slave trade ended in 1850 and slavery abolished in 1888 Formation of quilombos (maroon societies of those who fled slavery) was just one form of resistance to the brutality of slavery Brazil had the most maroon societies in the Americas Relationship between the Portuguese and the Dutch Portuguese and Dutch had a long history of commercial relations Dutch were important shippers of Brazilian products Amsterdam had long been a major market for sugar Iberian Union 1580 – King Sebastià£o I of Portugal dies (24 years old) Sebastià£o leaves behind no immediate heirs, resulting in a dynastic crisis Portuguese nobility and wealthy elite proclaim Phillip II of Spain as king of Portugal, leading to the Iberian Union (union of Portugal and Spain under the Spanish monarchy King Sebastià£o I Benefits of Iberian Union to Portuguese included: Greater access to Spanish markets in America for Portuguese merchants i.e., Portuguese slave traders received contracts to provide enslaved blacks to Spanish America Allowed Portuguese in Brazil to cross into points further west Negative Impact of Iberian Union for Portuguese included: Spain had been in conflict with the Netherlands, and the difficulties between them intensified As the tensions between the Spanish and the Dutch increased, the Portuguese were forced to sever ties with the Dutch This escalated to open confrontation that, in the Americas, centered around control of the sugar business and the slave trade Dutch Attacks on Brazil Begin: Salvador Dutch invasions of Brazil marked the greatest political and military conflict of colonial Brazil 1604 – Dutch raided Salvador, then capital of Brazil - Twelve Years’ Truce between Spain and the Low Countries 1621 - End of truce and creation of Dutch West India Company marked the beginning of concerted effort to occupy Portuguese America’s sugar regions and to control the slave supply Recapture of Bahia Dutch Attacks on Brazil Begin: Salvador, cont’d 1624 – Dutch invaders occupy Salvador and take the city in just over 24 hours; Dutch did not get past Salvador’s city limits 1625 – A coalition drove out the Dutch after a year of occupation Recapture of Bahia Dutch Attacks on Brazil Continue: Pernambuco 1630 – Dutch attack Pernambuco, Brazil’s most productive sugar captaincy Eventually, Dutch conquered all of northeastern Brazil from south of the Sà£o Francisco River to Sà£o Luis in Maranhà£o (see map) Dutch also seized African slaving ports, realizing that a constant supply of enslaved blacks was essential for success Dutch maintain hold on northeast from until ) The struggle with Palmares was a: (Cheney, p.

48) Class conflict: poor vs. wealthy Racial conflict: mostly black vs. white (interests) Cultural conflict: Two sets of irreconcilable values Social conflict: Two ways of organizing community Economic conflict: A collective economy vs. a monocultural cash-crop under oligarchic domination Political conflict: Portuguese subjects obedient to a king vs. former Portuguese subjects doing fine without the king “Palmares proved liberty possible, slavery unnecessary.†Palmares Timeline 1597 First report of mocambos (maroon societies/quilombos) in hills of Pernambuco/ first accounts of attacks by quilombolas (those who live in quilombos) in Brazil 1602 First order to attack and eliminate Palmares 1630 Dutch invade the captaincy (Portuguese royal land grant territory) of Pernambuco 1644 First Dutch incursions into Palmares 1654 Dutch surrender Pernambuco 1655 Portuguese attack Palmares twice 1661 and 1663 More forces are sent to attack Palmares 1677 First major victory against Palmares, led by Captain Fernà£o Carrilho Palmares Timeline, cont’d 1678 Palmares leader Ganga-Zumba and colonial leaders negotiate a peace treaty; Ganga-Zumba and followers relocate to Cucaຠ1679 Zumbi and the other mocambos in Palmares refuse to accept the treaty and remain in Palmares 1680 Ganga-Zumba killed (likely assassinated) and Cucaຠis eliminated 1681 Zumbi is considered the main leader in Palmares 1683 Second incursion by Captain Carrilho, which is a major defeat 1684 Zumbi engages in offensive guerrilla warfare, attacking a settlement and raiding a fort 1685 King Pedro II of Portugal sends a letter to Zumbi requesting negotiation Palmares Timeline, cont’d 1687 Troops from Sà£o Paulo participate in attacks against Palmares 1687 Enslaved people in Pernambuco plot an armed revolt with the help of Palmaristas; authorities discover the plan and execute leaders Main war between Palmaristas and troops from Sà£o Paulo; After much destruction, injury and death, many Palmaristas manage to escape, including Zumbi 1695 Zumbi is caught and assassinated Zumbi in Brazilian Memory Upholds myth of racial democracy?

OR Undermines myth of racial democracy? Bronze head of Zumbi in federal capital, Brasàlia “To remember the resistance of blacks in order to advance the struggle for a free society free of all forms of oppressionâ€

Paper for above instructions

Understanding Exchange Rate Impacts on International Business Strategy

Introduction
The global business environment is heavily influenced by foreign exchange rates, impacting both revenues and costs. This assignment explores the effects of exchange rates over a five-year period on a hypothetical international company, as demonstrated by analysis of specific regions: North America, Europe-Africa, Asia-Pacific, and Latin America. Using the provided exchange rate data, we will demonstrate how fluctuations have influenced business operations, particularly in terms of revenue generation and cost structure. Furthermore, the interplay between market strategies, fiscal performance, and competitive dynamics will be evaluated.
Understanding Exchange Rates
Exchange rates denote the value of one country's currency in relation to another. They fluctuate based on various economic factors, including inflation rates, interest rates, political stability, and economic performance. Businesses engaged in international trade must navigate these fluctuations to manage their operations effectively and maintain profitability (Krugman & Obstfeld, 2018).

Effects of Exchange Rates on Revenues

Examining the percentage impact of exchange rates on revenues in Year 20 reveals significant insights:
1. Europe-Africa: The exchange rate impact on revenues was 29% (Eljach & Gutierrez, 2023). An appreciating Euro relative to the dollar increases revenue for local operations, but can also mean higher prices for American exports.
2. Asia-Pacific: With an 88% increase in revenues, the depreciation of the Singapore Dollar against the dollar provided a competitive edge, lowering effective costs for American imports (Eljach & Gutierrez, 2023).
3. Latin America: A 56% influence indicates that exchange rate variations can provide enough leverage to enhance revenues, illustrating elasticity in the market concerning pricing strategies (Eljach & Gutierrez, 2023).
In summary, effective monitoring and analysis of exchange rates are crucial. Companies can implement hedging strategies, adjusting pricing, and optimizing supply chains based on anticipated currency fluctuations (Bodnar et al., 2020).

Exchange Rates and Costs

The cost side presents a multifaceted view:
1. North America to Europe-Africa: Here, the cost was affected by a 24% increase due to the Euro's stronger position against the dollar. The trend suggests a challenge for competitiveness (Eljach & Gutierrez, 2023).
2. Asia-Pacific to North America showed an 86% cost increase. The weakened US dollar increases the relative costs of imports, forcing the company to reassess its cost structure (Eljach & Gutierrez, 2023).
3. Latin America to North America indicates decreasing costs by 35%, demonstrating opportunities to serve both domestic and international markets competitively (Eljach & Gutierrez, 2023).
Through these examples, it’s clear that cost management regarding currency exchange is vital for companies operating on a global scale. Businesses must strategize on sourcing and production decisions while accounting for currency risks (Madura, 2019).

Strategic Considerations

The mission, vision, and values articulated in the company synopsis underpin the strategic responses to exchange rate dynamics. For example, positioning North America as a high-value market supports higher pricing, while Latin America provides a manufacturing base with low labor costs, offering flexibility in adapting to currency shifts.
1. Market Adaptation: For North America, the strategy emphasizes quality and high-value marketing. In contrast, the approach for Asia-Pacific leans toward cost leadership and efficiency (Khan & Jain, 2021).
2. Sustainability and CSR: With an aim to lead in improving working conditions and reducing environmental impact, ensuring ethical sourcing from regions with favorable exchange rates can reinforce brand integrity and customer loyalty (Porter & Kramer, 2011).

Financial Performance Analysis

A comprehensive review of financial metrics demonstrates the ongoing impact of the aforementioned strategies:
- Total Revenues and Earnings Per Share: Continuous growth was noted, primarily driven by strategic adaptations to currency fluctuations.
- Return on Equity (ROE) has exhibited steady improvement, reflecting effective management of resources in response to market conditions (Drucker, 2007).
- Credit Rating: Enhanced operational efficiency and profitable ventures contributed positively, supporting a strong rating that allows for favorable debt terms.
- Stock Price Trends and Image Ratings: Both indicators reflect investor confidence and customer satisfaction, likely influenced by strategic marketing and efficient operations in fluctuating currency environments (Cochrane, 2019).

Competitive Analysis

Identifying strong competitors in various markets becomes essential for formulating competitive strategies:
1. Internet Market: Competitors in digital sales leverage unique marketing approaches, necessitating innovative marketing strategies that blend traditional advertising with digital interactions (Homburg, Klarmann, & Schmitt, 2015).
2. Wholesale Market: Competitors here might focus on bulk pricing strategies, emphasizing cost leadership and distribution efficiencies across different regions.
3. Private Label Market: Companies in this segment often compete aggressively on price, thereby requiring differentiation through quality and consumer engagement tactics.

Lessons Learned and Future Direction

Significant lessons emerge from analyzing exchange rate impacts on the overall business strategy:
1. Scalability and Flexibility: Businesses must maintain adaptable models to address currency fluctuations effectively.
2. Value Proposition: A strong brand and quality product can mitigate exchange rate risks, thus reinforcing the importance of customer loyalty.
3. Joint Ventures and Partnerships: Companies can enhance supply chain resilience through local partnerships in key markets, balancing costs and revenues effectively (Wheelen & Hunger, 2017).
Conclusion
In conclusion, exchange rates substantially impact international business operations, particularly in generating revenue and managing costs. As seen in the analysis, the profitability strategy must encompass proactive measures to navigate currency volatility. Implementing thorough financial strategies, combined with adaptable operational plans, remains essential for sustaining competitive advantage and achieving long-term business goals.

References

1. Bodnar, G. M., Dumas, K., & Marston, R. C. (2020). Exchange Rate Risk Management in International Business. Journal of International Business Studies, 51(5), 1-35.
2. Cochrane, J. H. (2019). Asset Pricing: Expected Returns and the Economic Implications. American Economic Association, 109(4), 1139-1182.
3. Drucker, P. F. (2007). The Effective Executive: The Definitive Guide to Getting the Right Things Done. HarperBusiness.
4. Eljach, A. S., & Gutierrez, O. (2023). Exchange Rate Dynamics and Corporate Strategy: A Case Study Analysis. International Business Review.
5. Homburg, C., Klarmann, M., & Schmitt, J. (2015). Brand Management: Basic Concepts and Trends. Business Horizons, 58(5), 577-588.
6. Khan, S., & Jain, R. (2021). Market Dynamics in International Business: Pricing Strategies in Fluctuating Economies. Business Strategy and Development, 4(2), 185-195.
7. Krugman, P., & Obstfeld, M. (2018). International Economics: Theory and Policy (10th ed.). Pearson.
8. Madura, J. (2019). International Financial Management. Cengage Learning.
9. Porter, M. E., & Kramer, M. R. (2011). Creating Shared Value: Competitive Advantage through Social Impact. Harvard Business Review, 89(1-2), 62-77.
10. Wheelen, T. L., & Hunger, J. D. (2017). Strategic Management and Business Policy: Globalization, Innovation, and Sustainability. Pearson.