Issues in European Business by Peter Lawrence

By Peter Lawrence

The Nineteen Nineties have obvious a persevered upward thrust in exchange throughout Europe and with ever nearer union forthcoming, there's an expanding curiosity in ecu enterprise. this article identifies and develops a few of the key concerns and topics correct to this sector. established upon contemporary study, it's very updated and synthesises fabric from a few state stories and assets. It contains either Western and jap Europe and considers the advancements in eu administration.

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The growth of retail chains, forcing manufacturers' margins down and competition up, sometimes exerting pressure for own-label products. • Some major manufacturers are responding by establishing their own retail outlets. This last development, vertical integration forward, albeit only partial, was also recognised in some cases in the chocolate industry. Here Godiva provides a good example as it not only has its own retail outlets, but these are positioned in very prestigious locations, for instance in the Rue St Honore in Paris, in Regent Street in London and in the Beverley Hills Mall in Los Angeles.

So far so good. There was broad agreement among the representatives of the cable industry with regard to industry segmentation, the nature of the segments, and the key issues and developments. At the same time it has to be admitted that an industry where the buyers are mostly other companies is likely to favour the identification of an industry pattern rather than a national patchwork. But what of chocolate? 38 Issues in European Business Chocolate and confectionery Firstly, it is desirable to separate chocolate from confectionery as they are different industries in several ways, even if some companies produce both.

From its inception as the EEC in 1958 it imposed policy and regulatory uniformity on different national units. The Single European Market initiative, discussed in Chapter I, has taken this process further by eliminating non-tariff barriers, or at least having a jolly good try, and facilitating cross-border procurement, manufacture and distribution. The second force is rather more subtle in its origin and effect. It is the recognition by senior executives that the operations of their companies are at least regional (where a region equals a group of countries) if not international or global.

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