Managing Country Risk: A Practitioner's Guide to Effective Cross-Border Risk Analysis

Managing Country Risk: A Practitioner's Guide to Effective Cross-Border Risk Analysis

Daniel Wagner

Language: English

Pages: 308

ISBN: 1466500476

Format: PDF / Kindle (mobi) / ePub


What would you do if a law that enabled your investment to operate successfully abroad suddenly changed, and your business could no longer operate profitably there? Imagine exporting goods to a government buyer only to discover after the fact that your home country, or the United Nations, has just imposed an embargo on that country.

Managing Country Risk: A Practitioner’s Guide to Effective Cross-Border Risk Analysis explains how to identify and manage the many risks associated with conducting business abroad. Daniel Wagner, an industry expert with decades of battle-tested experience, provides the real-world insight needed to think outside the box and anticipate the impact of change on your business operations.

Using case studies and practical examples, it supplies essential information on country risk management and explains how these concepts apply to every day operational examples. Considering the impact of perception on investment decisions, it demonstrates how to put a country risk assessment into practice and explains how to create a framework, select the right tools, and map out a country risk analysis methodology.

Appropriate for a wide audience―from individual entrepreneurs and small exporters to multinational corporations―the book provides a solid foundation in the basics of country risk analysis. It facilitates an understanding of the full range of cross-border risks and explains how to manage them.

The strategies, concepts, and tools outlined in the book provide you with the understanding needed to help your organization make more-informed decisions about how it does business abroad. Practical examples and case studies provide the real-world insight needed to add value to the risk management processes in your organization and enhance your company’s ability to make a profit.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

china.org.cn (September 7, 2009). Rein, S. Jim Chanos is wrong: There is no China bubble. forbes.com (November 1, 2010). Rouillard, T., and D. Wagner. Turkey’s foreign policy vision. Institute for Near East and Gulf military analysis, July 28, 2010. Schaub, D., and Q. Li. (Department of Political Science, Pennsylvania State University). Economic globalization and transnational terrorism. Journal of Conflict Resolution 48 (2), April 2004. Sinclair, U. The Jungle. Doubleday, Page & Company, New

between some commonly used and often misunderstood terminology in the country risk arena. Too often, risk practitioners tend to use the terms “country risk,” “sovereign risk,” and “political risk” interchangeably, when in fact, they mean different things. Although the term country risk is widely and generically used to refer to the risks assumed by operating in another country, country risk is really a misnomer in this context. Even the term political risk does not fully encompass the scope of

insurance policies, coverage for politically inspired violence may not be provided. Coverage against damage caused by war, civil war, civil disturbance, sabotage, and terrorism must be purchased separately if a company is to be protected against these perils. Political violence (PV) coverage provides protection against the previously named perils in two ways: It covers against physical damage and it also protects against lost income due to business interruption (BI). In order to trigger coverage

be delivered by truck to a barge loading facility and then sent by ship to the northern coastal town of Cirebon, where it will be loaded on rail cars for delivery to the project. The delivery time between Kalimantan and the project should take less than a day. An on-site coal reserve will be maintained for 30 days, in the event of shipment interruption. Should an interruption last longer than 60 days, the project will be free to source coal from an alternative supplier. b. Mobility of assets.

to shy away from its responsibilities so brazenly. It would be far better off embracing its well-earned position as a responsible member of the family of nations and acting like the “developing” global superpower that it is. China’s Real Estate Syndrome28 If something looks like a duck, walks like a duck, and quacks like a duck, it is usually a duck—except in China. In China, there can be 30 billion square feet of unused office and residential capacity (the equivalent of 23 square feet for each

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