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Suggests that, with sound economic growth, a rising population and changing lifestyles, the Asia Pacific Rim offers an attractive trading environment for retailers and manufacturers. Reports that the trading environment in the region is somewhat diverse, so businesses wishing to take advantage of the opportunities on offer must have a flexible marketing approach which allows them to adapt to local needs. Considers a range of wider marketing environment factors which are shaping the trading conditions in the region. Provides case studies of retailer Yaohan, Hongkong Bank, manufacturer and retailer Giordano and food manufacturer Ajinomoto (which distributes its products from a wide range of outlets). Uses these to illustrate the impact of economic, political, cultural and demographic trends and to show how companies in the region are responding to these factors.

Perhaps the most significant development in the global business arena in the post-war period has been the emergence of the Asia-Pacific rim countries as a significant economic force.

Corruption can take many forms. One of the most alarming aspects of corruption has been the impact of money laundering on financial markets. The amount of money laundered in the Asian region is estimated at approximately $200 billion, or one-fifth the global total. Some of the Asia-Pacific countries still lack any consistent anti-money laundering legislation. The Asia-Pacific region is also home to five of the six remaining non-cooperative countries and territories on The Financial Action Task Force's 2004 list. In this paper, I present a clinical examination of the impact of money laundering and Off-shore financial centres on Asian Pacific financial markets. I describe the money laundering cycle, tools and techniques utilized in the Asia-Pacific region as well as anti-money laundering measures and regulation.

Toyota's internationally coordinated production system in Asia and its selection of supply bases in South America and South Africa highlights the significance of recognizing global network firms and the global hub-and-spoke logistics system that has been developed to meet their needs. This system underpins the expansion of container shipping, air freight and telecommunications. Recognition of Main Street, linking Europe, Asia and North America with cui-desacs in Africa, Australasia and Central and South America, provides a framework for examining the relative importance of the system's hubs and terminals across different modes and regions. This analysis provides the basis for identifying and ranking key regional logistics platforms in Northeast Asia and their attraction as headquarter sites for global network firms. Examining the logistical situation pertaining after the end of the Cold War in the early 1990s and a decade later is used to gauge progress towards regional economic integration in Northeast Asia.

This article will describe a logical and efficient process of developing coherent national strategies in light of environmental forces that are present in the global market. It will then apply that process to the Federal Republic of Germany. The TOWS (threats, opportunities, weaknesses, strengths) Matrix will be used to accomplish this task. The TOWS methodology will focus on aspects of German industries that have had a significant impact ‐ either positively or negatively ‐ on the country’s economy and its position in the European Community and the world. Intrinsic national forces in the social, economic, political, and technological areas will be considered in determining the origin of Germany’s national industrial strengths and weaknesses. External opportunities for and threats to these industries will then be analyzed. After an analysis of a wide array of forces, strategies by German industries will be delineated and alternative industrial strategies will be proposed. Because former West Germany differs very much from former East Germany, the analysis will focus on what used to be called “West Germany”, referred to in this paper simply as Germany.

The purpose of this paper is to identify key barriers to internationalisation in emerging markets (EMs) for professional service firms (PSFs) from developed markets and to explain how PSFs use social networks to participate within EMs of Asia and overcome these barriers. The paper aims to provide a framework of this process.

A case‐based research design is used to explore key professional service industries (legal, media consulting and financial), providing three case studies, in a developed market (Australia) that are expanding rapidly into EMs (Thailand, Malaysia, and Vietnam) of Asia.

The elements of orientating, positioning and timing were identified as critical in the context of foreign entry, with the network perspective providing a useful theoretical explanation of this process and underpinning the conceptual framework. Key barriers to internationalisation in EMs for PSFs from developed markets are identified: face‐to‐face communication, language, cultural, work practices and government regulations. How PSFs use social networks to participate within EMs of Asia to overcome these barriers reveal that social network elements are critical to FME specifically into EMs: orientation, positioning and time.

While the conceptual framework of key barriers and how PSF overcame them is theoretically supported by the findings, the framework could be tested more appropriately through an extended number of cases prior to a survey to provide generalizability.

Social networks were used by managers of PSFs to secure market knowledge and to act as a basis for strategic decision making, with foreign network actors a key influence in the foreign market entry process.

The paper provides a framework for identifying key barriers to internationalisation in EMs for PSFs.

With its expanding economy, ambitious population, and location at the center of the Asia‐Pacific Rim, Vietnam has discovered an increasingly important need to develop its managerial talents. In both government, state‐owned enterprises, and the rapidly growing private sector, organizations face the need to raise management skills to levels found elsewhere in the world.This paper examines the emerging environment for management development in Vietnam, giving special attention to the implications of the country’s recent history, infrastructure for education and training, and a changing socio‐economic scene. The authors’ experiences, including training initiatives in both Hanoi and Ho Chi Minh City, are suggestive of the opportunities and constraints that may be faced by those who visit Vietnam to aid in management development.

Outlines the development of the Asia Pacific Economic Co‐operation Forum (APEC), which began as a deliberately informal discussion group in 1989, and traces the evolution of its membership and organizational structure. Summarizes the research and planning work undertaken to date, pointing out that decisions are consensus‐based and not binding on members. Lists the issues identified as crucial to the Asian economic crisis by the 1998 APEC meeting and discusses its role in Asia and in the global economy. Admits that significant, tangible results have been few so far and considers the reasons why; but believes it has the potential to “establish itself as a viable force in dealing with the economic problems of its members”.

This research analyzes two issues: (1) MNCs' foreign entry process, and (2) the relationship between foreign entry strategy and international technology transfer. The study is based on a comparative case analysis of ten U.S. high-tech manufacturers operating in the Asian Pacific Rim.We analyzed firms' foreign entry processes and compared them with the predictions of internationalization theory. We also studied the causal relationship between a firm's international technology transfer policy and its foreign entry strategy.We found support for companies' incremental Asian commitment in terms of operating mode; however, their reasons were different from those professed in internationalization theory. We also found that foreign entry process varies with the purpose and nature of foreign business activities. The stage theory is less applicable to firms that follow customers into foreign markets, firms whose foreign expansion is to improve customer service, and firms that must produce abroad to sell abroad. Finally, host government policies also tend to limit the applicability of the stage process model.In addition, we found that companies' desire to sell abroad was the overriding consideration to enter foreign markets. As such, they accepted operating modes to maximize their sales, even at the risk that collaborative partners could more easily appropriate the technologies they transferred. However, the danger of technology loss was mitigated by a belief that their core competency was the ability to develop ever-newer technologies rather than the product and process technologies they transferred.