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Use this comprehensive primer to simplify exporting, discover exportable products and services, and determine and select the best target market entry alternative while ensuring that you get paid. US small- to medium-size business owners (SMEs with less than 500 employees) interested in entering foreign markets will learn how to overcome the most significant challenges and barriers to entering foreign markets. Firms operate in a worldwide economy responsible today for 40 million US trade-dependent jobs and approximately six million US factory jobs-roughly half of all manufacturing employment, whether or not they have any interest in global business activities. In the face of globalization, small businesses must evaluate their strengths, weaknesses, opportunities, and threats and then develop strategies that effectively respond to the globalized business environment in which they operate. If your firm is growth-oriented-and what business is not? - you should grow global markets as an important strategic option allowing you to: Reach new customers/markets with little or no competition; Reduce dependence on a limited number of major customers; Even out business cycle-related demand fluctuations; Extend the life of niche products to new markets; Develop a global network of contacts and partners that improves their offerings to established customers. What you'll learn: Determine your role in global markets; Identify target markets and find customers; Negotiate around the world; Complete the transaction and understand international trade procedures and regulations; Understand the keys to global market growth; Follow sample forms and sales proposals

Use this comprehensive primer to simplify exporting, discover exportable products and services, and determine and select the best target market entry alternative while ensuring that you get paid. US small- to medium-size business owners (SMEs with less than 500 employees) interested in entering foreign markets will learn how to overcome the most significant challenges and barriers to entering foreign markets. Firms operate in a worldwide economy responsible today for 40 million US trade-dependent jobs and approximately six million US factory jobs--roughly half of all manufacturing employment, whether or not they have any interest in global business activities. In the face of globalization, small businesses must evaluate their strengths, weaknesses, opportunities, and threats and then develop strategies that effectively respond to the globalized business environment in which they operate. If your firm is growth-oriented--and what business is not?--you should grow global markets as an important strategic option allowing you to: Reach new customers/markets with little or no competition Reduce dependence on a limited number of major customers Even out business cycle-related demand fluctuations Extend the life of niche products to new markets Develop a global network of contacts and partners that improves their offerings to established customers What You'll Learn: Determine your role in global markets Identify target markets and find customers Negotiate around the world Complete the transaction and understand international trade procedures and regulations Understand the keys to global market growth Follow sample forms and sales proposals.

Examines how changes in specialists' orientations have brought about corresponding policy changes, 1954-90.

The principles and norms adopted by the regime governing food aid in the 1950s have changed substantially during the subsequent three decades. Explaining the changes necessarily includes analyzing the efforts of an international epistemic community consisting of economic development specialists, agricultural economists, and administrators of food aid. According to the initial regime principles, food aid should be provided from donors' own surplus stocks, should supplement the usual commercial food imports in recipient countries, should be given under short-term commitments sensitive to the political and economic goals of donors, and should directly feed hungry people. As a result of following these principles, the epistemic community and other critics argued, food aid often had the adverse effects of reducing local production of food in recipient countries and exacerbating rather than alleviating hunger. The epistemic community (1) developed and proposed ideas for more efficiently supplying food aid and avoiding "disincentive" effects and (2) pushed for reforms to make food aid serve as the basis for the recipients' economic development and to target it at addressing long-term food security problems. The ideas of the international epistemic community have increasingly received support from international organizations and the governments of donor and recipient nations. Most recently, they have led to revisions of the U.S. food aid program passed by Congress in October 1990 and signed into law two months later. As the analysis of food aid reform demonstrates, changes in the international regime have been incremental, rather than radical. Moreover, the locus for the change has shifted from an American-centered one in the 1950s to a more international one in recent decades.