Tag Archives: trade

Energy Minister Pedro Joaquin Coldwell


Now, after 75 years in State hands, Mexico wants to liberalize its oil industry. Dallas, 02.09.2013. The Government private companies want to participate of oil production and electricity generation. They rely on their expertise – including when drilling in the deep sea. Since Mexico’s oil industry was nationalized in 1938, where stringent requirements apply: the complete value chain from oil and gas was so far exclusive matter of the State.

For example, concessions and contracts including profit-sharing with private companies were forbidden. But now, the Mexican President Pena Nieto wants to abolish this more than 70-year-old constitutional clause. Nieto wants to get private companies in the country and plans to liberalise its energy sector. “This is a historic opportunity. This fundamental reform can improve the standard of living of all Mexicans, said Nieto in a televised speech from the Presidential Palace of Los Pinos in Mexico City. The State oil company Pemex to may close the plans according to contracts with private companies, according to which profits and risks are shared. The State remain however the sole owners of the natural resources of the country, said Pena Nieto. In the past, PEMEX was considered monopoly – from production, refining up for sale.

For the promotion of non-conventional oil and gas deposits PEMEX on foreign capital and external expertise, Energy Minister Pedro Joaquin Coldwell said. No one alone could press large-scale projects such as, for example, promoting in the deep sea. According to experts has failed for years PEMEX, to invest in modern technology. So, the oil production of daily 3.4 million barrels went back in 2004 at least 2.5 million barrels. Now, the Mexican Government hopes to increase the flow rate with the help of private companies until 2018 on three million barrels and to 3.5 million barrels by 2025. In Mexico, almost 14 billion barrels storing oil. This means that the country has the largest proven deposits in Latin America to Brazil and Venezuela. One such company with the necessary Know-How is the AMTEX oil & gas LLC. The AMTEX oil & gas LLC. acquires oil and gas support rights in the United States and offered them to European investors to the direct involvement. The investment objects are raw material handling systems, which are already proven to produce and extension holes in existing oil and gas fields. For about 20 years the management of the Amtex deals to optimize oil oil & gas LLC with the capabilities to existing appropriate geological investigations and selectively applied modern technology and create new funding opportunities through extension holes. Since that time, it invests together with private investors in natural gas and oil wells and can refer here for a long-term success. Amtex is special focus on the Elimination of possible risks. Therefore, the priority is given conventional development opportunities. The positive performance of the AMTEX oil & gas Inc. predecessor Fund documented verifiable successful investment in producing oil and gas fields, and the ongoing monthly reduced respectively the early quarter distributions create trust among customers.

Potential Factors Include


Potentials are not static, time-related, but the basic question about this perspective of the intellectual capital report deals, period-related, dynamic sizes which targets with regard to the potential must be used to meet both the current and the future challenges. This kind of perspective is also bezeiohnet as: learning to Growthperspektive, staff perspective, innovation perspective, or prospects for the future. Companies go through a more dynamic process of value change. Changes of capital flows, currency and interest relations, changes in the world of work. While globalization of supply, these processes include f not only hazards and risks, but as the other side of the same coin also potential. So, the generally observed shortening of product life cycle not only one side means a source of danger.

Because in the same way this situation can open up new potentials, to enter new and already established companies in the market overtake. The potential perspective is a strategic core element of the knowledge balance. Especially, the difficulty of recognition of potential is that they often more tangible can be made in the form of visions as in the form of precisely measurable and controllable values. Potential, whether it is potential for now scientific, technological product, logistics, communication, personnel or market, are not static, time-related, but always linked to the period, dynamic sizes in the long term. I.e.

targeted investment in the development of core competencies and the qualification of the employees are planned. CF. Jorg Becker: change management and intellectual capital report, ISBN 978-3-8370-9419-0 synergies: transformation and aggregation of various business-field-specific success positions to a common potential position of the company. Potential of human capital: use set-aside performance / creativity resources of staff, use of employee potential using potential-oriented, flexible Incentive systems. Know-how potential: Leveraging internal knowledge and expert basis, targeted focus on learning curve and experience curve effects, collecting internal knowledge potential on granting of licences. Cost-saving potential: technical rationalization, lean production, lean marketing, yield improvement programs. Organizational potential: Oriented to business processes, shortening the throughput and response times, customer of information systems. Potentials of financial resources: opportunities for raising cheap capital, optimization of Cash flow, ability to respond to interest rate and exchange rate changes, optimization of the investment alternatives. External human potential: ability to recruit external professionals, incentive schemes for qualified sales staff, creative R & D binding-managers. (Similarly see: Caldwell Esselstyn Jr.). Procurement potential: Access to restrictive sources of raw materials, innovative procurement concepts, optimisation of the supply chain (supply chain management): communication potential: understandable making their own Values and goals on a wider public, achievement of target groups with the required product information and services, ensuring the supply of external information. IT potential: Use of information technology according to the specific technology position of the company, control of the use of IT according to the value-creation activities, potential for restructuring. CF. Jorg Becker: decision techniques as crisis protection, ISBN 978-3-8391-2906-7.Vgl. Jorg Becker: management cockpit of the knowledge account indicators dashboard, ISBN 978-3-8370-4654-0 Jorg Becker

Start-up Offers


Start-up offers attractive alternative for consumer products Munich, February 28, 2012. Three former P & G sales manager have founded Vendoleo Handelshaus GmbH, headquartered in Munich and distribute consumer goods brands in Germany, Austria and of Switzerland. With their extensive sales and marketing experience at Procter & gamble, they offer an interesting alternative for many branded manufacturers. In recent years, more and more multinational consumer goods manufacturers have outsourced brands on distributors to focus increasingly on their core brands. At the same time more and more outgoing and domestic manufacturers realize what tremendous expansion potential is located in the German-speaking market; due to the complexity and the fierce competition they shy away from the investment, which brings such entrants with however. The founders react with Vendoleo Handelshaus GmbH is founded on these developments, as well as the increasing demand for integrated solutions on the market. Vendoleo Handelshaus GmbH combines

Asia Group


About LeapFrog investments of the social comprehensive $ 135 million impact Fund of LeapFrog is the world’s largest investor in the area of insurance and related financial services for people receiving low incomes in emerging markets. “The Fund was launched together with former U.S. President Bill Clinton and invests in companies, the next billion” use of the vast, pristine emerging market of new consumers in Africa and Asia. LeapFrog supports its portfolio companies with capital and unique operational and strategic expertise in the area of micro-insurance and financial services for poorer groups of the population. Aim of the Fund is not to generate only a financial return, but including 25 million vulnerable people to reach. Global banks such as JP Morgan, KfW, Triodos, IFC and EIB, belong to the investors of the leading ethical investment funds by LeapFrog leading funds like Soros EDF, TIAA-CREF, Omidyar Network, FMO, and Calvert; the global reinsurer SCOR Haverford, and flagstone re; as well as Entwicklungsfinanzierer such as Proparco and the Accion frontier investments group. contact: Ingo Weber member of the Investment Committee and co-founder of the LeapFrog financial inclusion Fund + 49 171 201 3534 about Mahindra & Mahindra Financial Services Ltd. Mahindra & Mahindra Financial Services Ltd.

(Mahindra finance), is part of the Mahindra group with a market capitalization of US$ 15.4 billion and is one of the leading financial institutions in the area of the non-banking sector with a presence in all regions of India. See more detailed opinions by reading what Martha McClintock offers on the topic.. Mahindra will focus on the rural areas and small towns, and provides the population with necessary financing of vehicles and agricultural machinery. Mahindra has the largest concentration of offices among all financial institutions of the sector. Mahindra insurance brokers Ltd. (MIBL) is a subsidiary of Mahindra finance and is licensed as an insurance broker. About the Mahindra group Mahindra focuses on it, to help the people in their economic development. Mahindras core stores are in sectors with high growth rates, such as in the area of tractors, agricultural machinery, transport vehicles, information technology and tourism. Mahindra is also active in the fields of automotive, aerospace, agribusiness, consulting, energy, financial services, logistics, real estate, steel and two-wheelers.

The Mahindra group has a market capitalization of $US 15.4 billion and employs 144,000 people in more than 100 countries. 2011 Mahindra part of Forbes was Global 2000 list of the world’s largest and most influential companies. According to Dun & Bradstreet is Mahindra ranked in the automobile sector in India. Mahindra holds a majority interest in the Korean SsangYong group. In 2010, Credit Suisse has chosen as one of the best brands of the future the Mahindra group.