Arzu TEKTASBogazici University – Center for Innovation and Competition-Based Studies, Department of International Trade, Professor, Bogazici University – Department of International Trade Hisar Kampus, Etiler, Istanbul, Turkey, Tel. +90 212 359 66 83 / +90 533 372 58 58 email@example.com (corresponding author)
Asli Deniz HELVACIOGLUBogazici University – Center for Innovation and Competition-Based Studies, Department of International Trade, Associate Professor, Bogazici University – Department of International Trade Hisar Kampus, Etiler, Istanbul, Turkey, Tel. +90 212 359 45 10 / +90 531 921 50 05 firstname.lastname@example.org
Abdulmecit KARATASIstanbul Development Agency, Associate Professor, Havaalanı Kavşağı EGS Business Park Blokları B2 Blok Kat: 16 34149 Yeşilköy Bakırköy / Istanbul, Turkey, Tel. +90 212 468 34 00 email@example.com
Beyond GDP approach has become a milestone for the efforts that try to integrate social indicators to the studies that were previously tracing traditional macro-economic indicators like GDP, inflation and unemployment. It not only paved the way for novel indicators but also stimulated the establishment of new multi-dimensional indexes. The recently published European Union Regional Social Progress Index defines itself within this scope and aims to measure the regional social progress as a complement to traditional measures of economic progress. Our study gets the inspiration from this new index. The construct of the study is built upon the question whether non-economic regional indicators, particularly social, are capable of explaining the support for the incumbent in elections. This is one of the first studies integrating Beyond GDP approach to election studies by using the social indicator sets. It analyzes the impact of the social indicators on incumbent party votes for all of the 81 cities in the 2011 Turkish general elections. Our findings depict that social indicators affect the votes for incumbent as powerful as economic ones.
Keywords: Beyond GDP, Regional Social Indicators, Regional Social Progress Indicators, Elections, Incumbent Party, Turkey
JEL classification: R5, R11
MERGERS AND ACQUISITIONS STRATEGIES FOR MARKET PENETRATION IN NEW COUNTRIES: THE CASE OF ALSEA GROUP
José G. VARGAS-HERNÁNDEZUniversity Center for Economic and Managerial Economics, University of Guadalajara Periférico Norte 799 Edif. G.201-7, Núcleo Universitario Los Belenes. Zapopan, Jalisco, 45100, México Tel: +523337703340 ext. 25685, firstname.lastname@example.org,email@example.com firstname.lastname@example.org
Michelle Ángeles PÉREZ MARTÍNEZUniversity Center for Economic and Managerial Economics, University of Guadalajara Periférico Norte 799 Edif. G.201-7, Núcleo Universitario Los Belenes. Zapopan, Jalisco, 45100, México
The principal subject matter of this document is to present the use of mergers and acquisitions as market entry modes, through the international strategy and global standardization. How practical part will be held strategic analysis of Grupo Alsea a Mexican company dedicated to the operation of restaurants in Mexico, Latin America and Spain, will show how it has managed to penetrate the Latin American market and beyond the European market, what were their strategies for penetrating markets in other countries? And how effective are these strategies? Thus, concluding that the use of mergers and acquisitions for Alsea group represented its main strategic key coupled with the synergy of corporate governance, social responsibility, sustainability and development of its employees.
Keywords: Acquisitions, Global Standardization, International Strategy, Mergers
JEL classification: D220, D430, D470, M160, M210
MANAGEMENT OF THE ECONOMIC CAPACITY OF THE REGION ON THE BASIS OF FORESIGHT (ON THE EXAMPLE OF ADYGEA, RUSSIA)
Elena Nikolaevna ZAKHAROVAAdyghe State University, Maikop
Elena Evgenyevna KARDAVABranch Adygeya State University in Belorechensk 352630, Krasnodar region, Belorechensk Street. March 8 57/1 email@example.com
Rita Rafaelovna AVANESOVABranch Adygeya State University in Belorechensk 352630, Belorechensk, Belorechensk Street. March 8 57/1
Elena Petrovna AVRAMENKOBranch Adygeya State University in Belorechensk 352630, Belorechensk, Belorechensk Street. March 8 57/1
In connection with the aggravation of crisis phenomena in the economy of Russia caused by the events in Ukraine, the sanctions of the West, oil prices reduction and a decline in the ruble, a new approach to strategic planning is required. Foresight technology is the most appropriate one. The purpose of this article is to give a brief description of the foresight as a technology of foreseeing and identifying the most promising points of regional capacity, aimed at improving the competitiveness on the example of a particular region of the Russian Federation – the Republic of Adygea. The authors note that conducting the regional foresight project must be preceded by an analysis of economic, natural, innovative, and information- technological capacity of the region. The article reviews the methods for foresight, gives the characteristics of natural, economic, innovation and information- technological capacity of the Republic of Adygea. In the article the development problems of the region, uncertainty factors and trends of socio-economic changes in the republic have been identified. The implementation of the foresight project will allow to form the basis for social partnership of government, business and social community in order to better exploit opportunities and the implementation of the economic capacity of the region.
Keywords: foresight, forecasting, anticipation, socio-economic development, regional capacity, long-term strategy, uncertainty