External Sales Research Articles

Abertura e competitividade no complexo químico: 1990/1995

Normal 0 21 MicrosoftInternetExplorer4 st1\:*{behavior:url(#ieooui) } /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Tabela normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Times New Roman";} This work presents a general panorama of the planting process of the chemical industry in this country and analyses the strategies that led to the re-structuralization of such sector in the last years. The goal of the work is to analyze the behavior of supplying sector of the chemical industry and of its main sectors, as well as to verify the evolution of production, internal and external sales and importation which took place in the period from 1990 to 1995, in order to prove the degree of external opening and to make considerations about competitiveness in the chemical industry.

The Economic Impact of Regulatory Decisions in the Dairy Industry: A Case Study In Okeechobee County, Florida ,

This report summarizes a study of the impact of a regulatory rule, the Dairy Rule and Dairy Easement Program, in Okeechobee County, Florida. Countywide economic impacts of the regulatory policy were measured. The dairy industry represents a basic or export industry in the economy of Okeechobee County that produces a product for sale outside the local area. The sale of goods outside the local area (export or external sale) channels outside (new) dollars into the local economy. External sales then generate additional economic activity as local respending takes place. Total countywide impacts of the regulatory rule indicated a decrease of $47.6million in sales, 465 full-time equivalent jobs, and almost $9.0million in earnings. This decrease represents almost 20% of county economic activity and jobs, and the impact will occur annually until another economic activity replaces the dairy industry.

Introduction to Ownership and Transition. II: Succession and Firm Valuation

The primary source for internal transition successors for an engineering firm is from the professional staff of the firm. Firms that wish to exist beyond current ownership need to have plans for identifying, training, and funding future owners. The top manager in every firm contemplating a future ownership transition/continuance—either internal or external—should prepare and maintain a management succession plan. A firm needs a balance of “finders,” “minders,” and “grinders” among its owners and managers. The methodologies for, and practices of, valuation of professional design firms remain sometimes as much an art as a science. The choice of a specific technique is strongly influenced by the circumstances particular to a firm and its owners. In the case of external share sales (those to outside firms or other entities), the market value could be either higher or lower than that utilized for internal transactions.