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Menampilkan postingan dari Juni, 2024

Comparing Environmental Policies in Brazil and the U.S.

  Cross-border transactions from Brazilian e-commerce companies To overcome the issues outlined above, merchants must devote time and effort to ensuring that all cross-border obstacles are addressed. Merchants should ensure that their payment gateways can handle foreign transactions and examine the refund process.  Logistics-wise, merchants can employ a cross-docking strategy by selecting brokers to reduce the bureaucracy and logistics of export procedures, as well as exchange and return operations. Forming commercial agreements with important markets might help facilitate clearance.  At the same time, it will strive to assess the challenges faced by businesses existing in Brazil or expanding into global markets. These problems include suffocating bureaucratic procedures, high taxes and complex tax systems, poor distribution infrastructure, a scarcity of talent, political instability, and an unpredictable economic climate. Supplemented with case studies from Netshoes Group and B2W Digi

Comparing Environmental Policies in Brazil and the U.S.

  Cross-border transactions from Brazilian e-commerce companies To overcome the issues outlined above, merchants must devote time and effort to ensuring that all cross-border obstacles are addressed. Merchants should ensure that their payment gateways can handle foreign transactions and examine the refund process.  Logistics-wise, merchants can employ a cross-docking strategy by selecting brokers to reduce the bureaucracy and logistics of export procedures, as well as exchange and return operations. Forming commercial agreements with important markets might help facilitate clearance.  At the same time, it will strive to assess the challenges faced by businesses existing in Brazil or expanding into global markets. These problems include suffocating bureaucratic procedures, high taxes and complex tax systems, poor distribution infrastructure, a scarcity of talent, political instability, and an unpredictable economic climate. Supplemented with case studies from Netshoes Group and B2W Digi

Economic Policies: Brazil and the United States

   Long Bureaucratic Procedures Setting up an e-commerce business can be a daunting endeavor. To obtain the National Register of Legal Entities (CNPJ), one must define the category of E-commerce, the company's legal form, the name and corporate name, the social contract, and registration with various government agencies such as the Board of Trade, Federal Revenue Service, State Finance Office, and City Hall. Such onerous restrictions and processes could take up to 90 days to create an E-commerce entity. These structural issues make it difficult for both domestic and foreign businesses to enter the Brazilian market. Furthermore, Brazil has numerous regulations governing the amount, time duration, and methods for paying taxes. It is extremely difficult to keep track of all taxation rules and legal procedures. This complexity results in a variety of fines and costs being imposed, and depending on the severity of the error, the company may go out of business. Operations are frequently

How Brazil's Social Structure Differs from the United States

  Open Market Mercado Livre was the second largest participant in internet shopping in 2016, accounting for 18% of total value sales (Euromonitor, 2017). Mercado Livre, established in Argentina, is Latin America's leading internet marketplace, including a site dedicated to Brazil.  The company benefits from a strong infrastructure, which allows third-party merchants to simply build their own stores. It also earns from providing its own online payment service, MercadoPago, which is similar to PayPal. eBay has a strategic agreement with Mercado Livre, which owns 18.4% of the company's total common shares. In 2015, Mercado Livre's gross merchandise value (GMV) was $2.28 billion. Mercado Livre was one of Latin America's largest marketplaces in the first half of 2016, with 2.2 million unique merchants, 17.6 million unique buyers, and 63 million live listings. Other major players include Cnova, Magazine Luiza, Walmart Brasil, and Maquina de Vendas. Specifically, in terms of p

Can U.S. Citizens Start a Business in Brazil? A Detailed Guide

   Latin American countries use other payment systems.  Many Latin American consumers, like those in other emerging e-commerce markets, do not have a credit card or bank account. To reach these customers, online merchants have adopted other payment options. In Mexico and Argentina, some internet firms offer cash on delivery (COD); in Brazil, the boleto banc├írio (a printable, bar-coded invoice that can be paid online or offline) fulfills a similar function. In Mexico, many convenience stores accept payments. Furthermore, consumers in each market, notably in Brazil, are accustomed to paying in installments for their purchases. Retailers such as Fr├ívega in Argentina, Submarino in Brazil, and Liverpool in Mexico offer a variety of payment alternatives to attract customers. For example, Submarino allows customers to pay for their purchases in 15 interest-free payments, whereas Liverpool offers purchasers up to a 30% discount and up to nine months without charge. Mercado Livre also accepts a

Why Brazil is a Top Destination for American Business Expansion

  Prior to the establishment of the Sao Paulo School of Management, Brazil had no professional managers.  The establishment of a new profession under the aegis of US management is a strong indication that this process has a colonial component. The new school brought to Brazil a new manner of teaching students and managing educational institutions. It also contributed to the formation of a new profession based on the US model, protected its interests, and qualified locals to work for US multinational corporations in the country. Another evident colonial feature of this process is the notion that US management equals development, implying that local Brazilian management systems were "primitive" at the time. In fact, US management education was regarded as synonymous with modern management practices, as opposed to traditional Brazilian forms of management, which were thought to involve traditionalism, patriarchalism, and were deeply rooted in the country's rural past (Vizeu,

The American's Guide to Starting a Business in Brazil

  Up until the end of military control, there was a rising intensity (46).  It is the cornerstone of the neoliberal pressure that has been applied to Brazil since the 1970s, and it is reflected in the Americanization of management, as we will see later. A second root left by the explicit Americanization of the 1940s is the long-term US influence over Brazilian industrialization. The exchange of know-how and technology initiated by the US government in the 1940s was critical to Brazil's industrialization boom in the 1950s and 1960s. It left an imprint on the fundamental institutions and references of Brazil's economic, social, and cultural landscape. In fact, as an extension of Roosevelt and Rockefeller's Americanist policies, as well as the inertial approximation they fostered, Brazil solidified its economic and therefore ideological alliance with the United States in the 1950s and 1960s (Moura, 1990). And it appears that the 1950s and 1960s US dependency culture resulted i

From America to Brazil: Opening a Business in a New Market

   Americanizing Brazil: A Context Before discussing the historical movements relevant to the Americanization of Brazil, it is crucial to note that Brazil began as a country under the rule of a European nation. The country was a Portuguese colony from 1500 to 1822. When Americanizing Brazilian Management According to Hollanda (1973), when the Portuguese arrived, they introduced an exploitative settling paradigm rather than fostering native culture. This methodology implied not negotiation, but rather the ruthless implantation of precepts and allusions imported from Europe. The paradigm and equipment of Brazilian colonization and settlement predated population inflow, with the goal of producing a reality resembling "modern" Europe (Faoro, 1976; Prado, 1965; Holanda, 1973). The social formation of the Brazilian imaginary takes place within these authoritarian, colonial Portuguese intestines, which demand not only a foreign imaginary, but also an absolute gap between the control

From America to Brazil: Corporate Success Stories

  Postcolonialism and "Latin America" Postcolonialism is an approach whose prominence in the social sciences has grown since the early 1980s, despite its origins in the 1950s and 60s. In general, it is a complicated and ambiguous body of knowledge since authors in this tradition draw from a variety of theoretical sources and perspectives. One of its forerunners is Aime Ce'saire (1955), who argued against the colonialist attitude that imposes Western logics on those under Western domination. His work influenced Fanon (1961), who emphasizes colonial aggression as a process that removes the colonized's human features and conditions while imposing an inauthentic identity. Fanon (1961) analyzes Algeria's distinctiveness and advises the use of violence as a means of resistance and the only way to develop an authentic national identity. Among the important figures in the development of postcolonialism are Edward Said and Homi Bhabha. Said (1979) argues how, via various t

Insights into American Business Practices in Brazil

   Information gap and expansion into the Chinese market. In general, corporations lacked accurate knowledge about the Chinese business environment. They knew very little about their customers or competitors, as well as markets, distribution networks, tariffs, and import duties. With little information about the size of the Chinese market, they struggled to predict market reactions in terms of product acceptability and purchase volume. One of the firms had no precise information about customers or competitors and stated that it "knew nothing about the Chinese market" because no formal market study had been done (Firm A). Another company lacked appropriate information about distribution expenses, tariffs, and import levies (Firm C). One of the firms paid a monthly subscription to get information about the Chinese market from a website. It believed that markets for its products in China "involved large volumes" and that the information it got on China was "crude&