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The Palgrave Handbook of Digital Russia Studies
The Palgrave Handbook of Digital Russia Studies Edited by Daria Gritsenko Mariëlle Wijermars · Mikhail Kopotev The Palgrave Handbook of Digital Russia Studies Daria Gritsenko Mariëlle Wijermars • Mikhail Kopotev Editors The Palgrave Handbook of Digital Russia Studies Editors Daria Gritsenko Mariëlle Wijermars University of Helsinki Maastricht University Helsinki, Finland Maastricht, The Netherlands Mikhail Kopotev Higher School of Economics (HSE University) Saint Petersburg, Russia ISBN 978-3-030-42854-9 ISBN 978-3-030-42855-6 (eBook) https://doi.org/10.1007/978-3-030-42855-6 © The Editor(s) (if applicable) and The Author(s) 2021. This book is an open access publication. Open Access This book is licensed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits use, sharing, adaptation, distribution and reproduction in any medium or format, as long as you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons licence and indicate if changes were made. The images or other third party material in this book are included in the book’s Creative Commons licence, unless indicated otherwise in a credit line to the material. If material is not included in the book’s Creative Commons licence and your intended use is not permitted by statutory regulation or exceeds the permitted use, you will need to obtain permission directly from the copyright holder. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specifc statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. -
151016 CB China Power of Retailing 2015 CN.Docx
China Power of Retailing 2015 China Power of Retailing 2015 1 Foreword 2015 has witnessed the recovery of a global economy and the gradual stabilization of a real economy in China. While the Eurozone economy continues to improve, the differentiation among its economies remains noticeable. “Abeconomics” throws Japan into deep recession. The United States of America, as the only exception, enters the trajectory of a strong recovery and the US dollar has appreciated sharply against other major world currencies. Its well-anticipated rise in interest rate in the fourth quarter forebodes an accelerated devaluation of currencies in most emerging economies. As a result, the pressure on devaluating RMB is mounting. With a slowed growth rate, the Chinese economy has arrived at the stage of new normal. The YoY growth for the first half of the year lingers around 7%, hindered by the deceleration of the three engines that used to propel GDP growth – a sluggish export, a slow growth in investment and a domestic consumption that continues to fall behind expectation. Although the growth rate of the total retail of consumer goods has dropped, it has far outpaced the domestic industrial growth. With the consumer confidence seeing constant improvement that will further free up consumption potential, consumption is expected to continue pulling the economy in the future. A continued fall in oil prices has offset the inflationary pressure, curbing the inflation at a lower level to make room for executing a lax monetary policy. To further boost investment and consumption, and reduce enterprise financing costs, the government has gradually redirected its macro economy from “stabilize growth and adjust structure” to “ensure growth,” making the lowering of interest rate and reserve ratio possible in the second half of the year. -
Global Powers of Retailing 2019 Contents
Global Powers of Retailing 2019 Contents Top 250 quick statistics 4 Global economic outlook 5 Top 10 highlights 8 Global Powers of Retailing Top 250 11 Geographic analysis 19 Product sector analysis 23 New entrants 27 Fastest 50 30 Study methodology and data sources 35 Endnotes 39 Contacts 41 Welcome to the 22nd edition of Global Powers of Retailing. The report identifies the 250 largest retailers around the world based on publicly available data for FY2017 (fiscal years ended through June 2018), and analyzes their performance across geographies and product sectors. It also provides a global economic outlook, looks at the 50 fastest-growing retailers, and highlights new entrants to the Top 250. Top 250 quick statistics, FY2017 Minimum retail US$4.53 US$18.1 revenue required to be trillion billion among Top 250 Aggregate Average size US$3.7 retail revenue of Top 250 of Top 250 (retail revenue) billion 5-year retail Composite 5.7% revenue growth net profit margin 5.0% Composite (CAGR from Composite year-over-year retail FY2012-201 2.3% return on assets revenue growth 3.3% Top 250 retailers with foreign 23.6% 10 operations Share of Top 250 Average number aggregate retail revenue of countries where 65.6% from foreign companies have operations retail operations Source: Deloitte Touche Tohmatsu Limited. Global Powers of Retailing 2019. Analysis of financial performance and operations for fiscal years ended through June 2018 using company annual reports, Supermarket News, Forbes America’s largest private companies and other sources. 4 Global economic outlook 5 Global Powers of Retailing 2019 | Global economic outlook The global economy is currently at a turning point. -
2015 BRICS Ufa Summit Compliance Report 10 July 2015 to 19 September 2016
2015 BRICS Ufa Summit Compliance Report 10 July 2015 to 19 September 2016 Prepared by: Mark Rakhmangulov, Andrey Shelepov, Andrei Sakharov and the Center for International Institutions Research of the Russian Presidential Academy of National Economy and Public Administration, Moscow and Caroline Bracht, Alissa Wang and the University of Toronto BRICS Research Group Toronto 12 October 2016 2015 BRICS Ufa Compliance Report Contents Research Team .................................................................................................................................. 3 Introduction and Summary ............................................................................................................... 4 Methodology and Scoring System ................................................................................................. 4 The Breakdown of Commitments ................................................................................................. 5 Table 1: Distribution of BRICS Commitments across Issue Areas, 2009-2015 ......................... 6 Selection of Commitments ............................................................................................................ 6 Table 2: 2015 BRICS Ufa Summit Priority Commitments ...................................................... 7 Compliance Scores ........................................................................................................................ 7 Table 3: 2015 BRICS Ufa Summit Compliance Scores ........................................................... -
GFSI : Overview and GFSI : Overview and Comparaison of Comparaison Of
GFSI : Overview and comparaison of schemes CMC May 5, 2011 GFSI Background In 2000….. ¾ FdFood saftfetycrises ¾ Profileration of individual retailer schemes ¾ Burden to suppliers and producers due to frequent audits ¾ Lack of efficiency and high costs in the food supply chain Global Food Safety Initiative ¾ GFSI lhdlaunched at the CIES AlAnnual Congress in 2000, following a directive from the food business CEOs. ¾ Food Safety was then, and is still, top of mind with consumers. Consumer trust needs to be strengthened and maintained, while making the suppl y chain safer. ¾ Managed by The Consumer Goods Forum GFSI managed by The Consumer Goods Forum ¾ An independent global parity‐based Consumer Goods network ¾ Over 650 Members ¾ Representing 70 countries ¾ Over 3 continents Paris, HQ Washington D.C. Tokyo €2.1 trillion THE CONSUMER GOODS FORUM BOARD OF DIRECTORS MANUFACTURER RETAILER COLLEGE COLLEGE 25 25 CEOsCOs CEOsCOs Retailer College Manufacturer College « Safe Food for Consumers Everywhere » GFSI Mission Driving continuous improvement in food safety to strengthen consumer confidence worldwide GFSI Objectives Reduce food safety risks Manage cost GFSI Develop competencies Knowledge exchange and capacity building and networking How does GFSI work? ¾ Benchmarks existing food safety schemes, including pre‐farm gate schemes against the GFSI Guidance Document. ¾ Determines whether a scheme is equivalent to the Guidance Document requirements. ¾ Helps and encourages food safety stakeholders to share knowledge and strategy for food safety and to develop best food safety practice in a common global framework. What GFSI Does NOT Do ¾ Make policy for retailers or manufacturers ¾ Make policy for standard owners ¾ Undertake any accreditation or certification activities ¾ Have involvement with an area outside the scope of food safety i.e. -
Global Powers of Retailing Top 250, FY2015
Global Powers of Retailing 2017 | Top 250 Global Powers of Retailing Top 250, FY2015 FY2015 FY2015 Parent Parent FY2010- FY2015 FY2015 company/ company/ # 2015 Retail Retail group group Countries Retail revenue Country revenue revenue¹ net income¹ of revenue rank Company of origin (US$M) (US$M) (US$M) Dominant operational format operation CAGR² 1 Wal-Mart Stores, Inc. US 482,130 482,130 15,080 Hypermarket/Supercenter/Superstore 30 2.7% 2 Costco Wholesale Corporation US 116,199 116,199 2,409 Cash & Carry/Warehouse Club 10 8.3% 3 The Kroger Co. US 109,830 109,830 2,049 Supermarket 1 6.0% 4 Schwarz Unternehmenstreuhand KG Germany 94,448 94,448 n/a Discount Store 26 7.4% 5 Walgreens Boots Alliance, Inc. US 89,631 103,444** 4,279 Drug Store/Pharmacy 10 5.9% (formerly Walgreen Co.) 6 The Home Depot, Inc. US 88,519 88,519 7,009 Home Improvement 4 5.4% 7 Carrefour S.A. France 84,856 87,593 1,247 Hypermarket/Supercenter/Superstore 35 -3.1% 8 Aldi Einkauf GmbH & Co. oHG Germany 82,164e 82,164e n/a Discount Store 17 8.0% 9 Tesco PLC UK 81,019 82,466 535 Hypermarket/Supercenter/Superstore 10 -2.3% 10 Amazon.com, Inc. US 79,268 107,006 596 Non-Store 14 20.8% 11 Target Corporation US 73,785 73,785 3,363 Discount Department Store 1 2.3% 12 CVS Health Corporation US 72,007 153,290 5,239 Drug Store/Pharmacy 3 4.7% 13 Metro Ag Germany 68,066** 68,066** 821 Cash & Carry/Warehouse Club 31 -2.5% 14 Aeon Co., Ltd. -
SUSTAINABILITY, SOCIAL MEDIA… and the FUTURE of RETAIL
THE COCA-COLA RETAILING RESEARCH Councils SUSTAINABILITY, SOCIAL MEDIA… AND THE FUTURE OF RETAIL Global Retail Summit London, August 2012 The first Coca-Cola Retailing Research Council was formed in 1978 in North America to help retail customers address industry issues through organized discussion and commissioned research. Today, the Company sponsors six Councils throughout the world: North America, NACS North America, Europe, Asia, Latin America, and Eurasia & Africa. Each Council is comprised of up to 20 retail leaders and non-voting Coca-Cola system executives. Widely considered to be among the industry’s most prestigious retail think tanks, the Coca-Cola Retailing Research Councils have published more than 50 proprietary studies on issues ranging from shopper insights and new market dynamics to technology, innovation and social media. THIS PUBLIcatION IS A COLLECTION OF PAPers PRODUCED FROM PresentatIONS at GLOBAL RetaIL SUMMIT. Panel DIscUSSIONS DURIng THE SUMMIT WERE NOT RECORDED. © 2012 THE COCA-COla EXPOrt CORPOratION, UNDER THE AUSPIces OF THE COCA-COla RetaILIng ResearcH COUncIls CONTENTS FOREWORD FACING UP TO NEW REALITIES Muhtar Kent PAGE 2 SUSTAINABILITY THE CHALLENGE FOR RETAILERS HRH Prince Charles PAGE 4 WELCOME TO THE NEW NORMAL Lord Deben PAGE 8 THE QUEST FOR CHANGE Carter Roberts PAGE 12 WHY LESS HAS TO MEAN MORE Dr Jason Clay PAGE 16 SOCIAL MEDIA BACK TO THE FUTURE? James Quarles PAGE 22 BE YOURSELF… SIMPLY FLAWSOME Wendy Clark PAGE 28 IT PAYS TO TALK. BUT KEEP IT RELEVANT… AND HONEST Richard Reed PAGE 30 THE FUTURE OF RETAILING HOW TO PREPARE FOR THE ‘PERFECT STORM’ Mark Price PAGE 34 SUMMARY THE PROMISE OF SUSTAINABLE GROWTH PAGE 38 LIST OF MEMBERS PAGE 40 CCRRC Global Retail Summit RepoRt FOREWORD FACING UP TO NEW REALITIES Muhtar Kent Chairman and Chief Executive Officer The Coca-Cola Company ince 1978, the Coca-Cola Retailing This is why I am convinced that sustaina- Research Council has generated over bility and social media will forever be con- 40 extensive, proprietary studies on nected at the hip. -
Putin's Syrian Gambit: Sharper Elbows, Bigger Footprint, Stickier Wicket
STRATEGIC PERSPECTIVES 25 Putin’s Syrian Gambit: Sharper Elbows, Bigger Footprint, Stickier Wicket by John W. Parker Center for Strategic Research Institute for National Strategic Studies National Defense University Institute for National Strategic Studies National Defense University The Institute for National Strategic Studies (INSS) is National Defense University’s (NDU’s) dedicated research arm. INSS includes the Center for Strategic Research, Center for Complex Operations, Center for the Study of Chinese Military Affairs, and Center for Technology and National Security Policy. The military and civilian analysts and staff who comprise INSS and its subcomponents execute their mission by conducting research and analysis, publishing, and participating in conferences, policy support, and outreach. The mission of INSS is to conduct strategic studies for the Secretary of Defense, Chairman of the Joint Chiefs of Staff, and the unified combatant commands in support of the academic programs at NDU and to perform outreach to other U.S. Government agencies and the broader national security community. Cover: Admiral Kuznetsov aircraft carrier, August, 2012 (Russian Ministry of Defense) Putin's Syrian Gambit Putin's Syrian Gambit: Sharper Elbows, Bigger Footprint, Stickier Wicket By John W. Parker Institute for National Strategic Studies Strategic Perspectives, No. 25 Series Editor: Denise Natali National Defense University Press Washington, D.C. July 2017 Opinions, conclusions, and recommendations expressed or implied within are solely those of the contributors and do not necessarily represent the views of the Defense Department or any other agency of the Federal Government. Cleared for public release; distribution unlimited. Portions of this work may be quoted or reprinted without permission, provided that a standard source credit line is included. -
For Immediate Release
Press Release For Immediate Release China Resources Enterprise, Limited Announced 2002 Interim Results Restructuring Efforts Start to Pay Off (Hong Kong, September 4, 2002) China Resources Enterprise, Limited (SEHK Code: 0291), together with its subsidiaries (collectively “The Group”), announced its interim results for the six months ended June 30, 2002 today and reported an unaudited consolidated turnover and profit attributable to shareholders of HK$12,933 million and HK$720 million respectively, representing a 7.2% increase and an 8.6% decrease over the same period of last year. Excluding the profit of HK$59.1 million from the disposal of a 25.5% stake in China Resources (Shenyang) Sanyo Compressor Co., Ltd. in the first half of 2001, profit attributable to shareholders for the six months ended June 30, 2002 declined slightly by just 1.2% over the same period of last year. Earnings per share, based on a weighted average number of shares, was HK$0.35 compared with HK$0.39 for the first half of 2001. The Board has declared an interim dividend for the year ending December 31, 2002 of HK 9 cents per share which will be payable on or about November 1, 2002. Mr. Frank Ning, the Chairman of China Resources Enterprise, Limited said, “The Group’s strenuous efforts in restructuring its distribution businesses into a more refined and focused ‘retail-led distribution’ direction are gradually paid off. This is evident from the earnings stability in the first half of 2002 in the absence of any significant property development and banking profits. We are confident that our retail-led distribution model will drive future growth and thus earnings of the Group will be more recurrent.” Among the different business divisions, earnings of the Group’s Petroleum and Chemical operation doubled due to higher wholesaling margin of petroleum, turnaround of chemicals distribution business as well as continued growth of the local retail business. -
2020-Your-Choice.Pdf
Red Hot Rewards of Your Choice With the year-round “Red Hot Rewards of Your Choice” Up to programme, you can allocate your extra RewardCash among the RewardCash rebate, 6 spending categories to earn rewards faster! 2.4% year-round Red Hot Rewards of Your Choice From 1 January 2020 to 31 December 2020, the 1-year1 programme let you earn up to 6X RewardCash2 (which is equivalent to 2.4% RewardCash rebate) at a wide range of merchants all year round. You can allocate your extra 5X RewardCash among the 6 spending categories3 of Dining, Entertainment, Home, Lifestyle, Mainland China and Macau Spending and Overseas Spending according to your spending habits. You can enjoy the extra RewardCash for your first HK$100,000 eligible spending, so that you can earn rewards even faster. Three simple steps to start earning extra RewardCash Call hotline 8228 3308 or Visit www.hsbc.com.hk/rewards to register Allocate extra 5X RewardCash to your preferred spending categories Dining Spending at dining outlets in Hong Kong4 Entertainment4 Selected merchants: AMC Pacific Place, Broadway Circuit, CGV Cinemas, Festival Grand Cinema, Golden Harvest Cinemas, Grand Windsor Cinema, MCL Cinemas, STAR Cinema, the sky, UA Cinemas, CEO, Neway and RedMR Home4 Selected merchants: 759 Store, BROADWAY, HKTVmall, Mannings, PARKnSHOP and Wellcome Supermarket Lifestyle4 Selected merchants: AEON, agnès b, APiTA, GigaSports, GU, SOGO and UNIQLO Mainland China and Spending in Mainland China and Macau4 Macau Spending5 Overseas Spending5 Overseas spending4 Spend with your HSBC credit card and earn up to 2.4% RewardCash rebate all year round! Y9-U1-CAMH0206/FOD/E How to earn up to 2.4% RewardCash rebate Lifestyle Department Stores AEON, AEON STYLE, AEON SUPERMARKET, AEONBODY, APiTA, Bento Express by Simply allocate your extra 5X RewardCash multiplier to a single frequently used spending category in the “Red AEON, Chinese Arts & Crafts, Citistore, La Bohéme Bakery, Living PLAZA by AEON, Hot Rewards of Your Choice” programme. -
Toward a Cultural Framework of Internet Governance: Russia’S Great Power Identity and the Quest for a Multipolar Digital Order
University of Pennsylvania ScholarlyCommons Center for Advanced Research in Global CARGC Papers Communication (CARGC) 4-2020 Toward a Cultural Framework of Internet Governance: Russia’s Great Power Identity and the Quest for a Multipolar Digital Order Stanislav Budnitsky University of Pennsylvania, [email protected] Follow this and additional works at: https://repository.upenn.edu/cargc_papers Part of the Communication Commons, International Relations Commons, and the Public Affairs, Public Policy and Public Administration Commons Recommended Citation Budnitsky, Stanislav, "Toward a Cultural Framework of Internet Governance: Russia’s Great Power Identity and the Quest for a Multipolar Digital Order" (2020). CARGC Papers. 13. https://repository.upenn.edu/cargc_papers/13 This paper is posted at ScholarlyCommons. https://repository.upenn.edu/cargc_papers/13 For more information, please contact [email protected]. Toward a Cultural Framework of Internet Governance: Russia’s Great Power Identity and the Quest for a Multipolar Digital Order Description CARGC Paper 13, “Toward a Cultural Framework of Internet Governance: Russia’s Great Power Identity and the Quest for a Multipolar Digital Order,” by CARGC Postdoctoral Fellow Stanislav Budnitsky was initially delivered as a CARGC Colloquium in 2018. As part of Budnitsky’s larger research project on the relationship between nationalism and global internet governance, CARGC Paper 13 considers the cultural logics underlying Russia’s global internet governance agenda. It argues that to understand Russia’s digital vision in the early twenty-first century and, by extension, the dynamics of global internet politics writ large, scholars must incorporate Russia’s historic self-identification as a great power into their analyses. -
2017 BRICS Xiamen Summit Compliance Report
2017 BRICS Xiamen Summit Final Compliance Report 6 September 2017 to 5 July 2018 Prepared by Alissa Xinhe Wang, Angela Minyi Hou, Brittaney Warren and the University oF Toronto BRICS Research Group and Irina Popova, Andey Shelepov, Andrei Sakharov and Alexander Ignatov and the Center For International Institutions Research oF the Russian Presidential Academy oF National Economy and Public Administration, Moscow 23 July 2018 2017 BRICS Xiamen Summit Final Compliance Report Contents Research Team .................................................................................................................................................... 3 University of Toronto Research Team ....................................................................................................... 3 Country Specialists .................................................................................................................................... 3 Compliance Analysts ................................................................................................................................ 3 RANEPA Research Team ............................................................................................................................ 3 Compliance Analysts ................................................................................................................................ 3 Preface ..................................................................................................................................................................