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Local Companies (local + company)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	75%

Selected Abstracts

Design Experience: Transforming Fragile Ideas Into Innovative Products

DESIGN MANAGEMENT REVIEW, Issue 1 2004
Bruce Wood
Transplanting a Scottish model, in 2001 the Centro de Design do Paraná, in Brazil, initiated grants to underwrite the hiring of industrial designers. Bruce Wood, Geraldo Pougy, and Gisele Raulik describe how the goal was, within an 18-month timeframe, to exhibit 20 promising production prototypes. By August 2002, there were 41 prototypes on display and 40 local companies that could literally see the potential of design to improve business. [source]

Demand and Supply of Auditing in IPOs: An Empirical Analysis of the Québec Market

INTERNATIONAL JOURNAL OF AUDITING, Issue 3 2000
Jean Bédard
This study examines the factors affecting the demand for higher-quality auditors at the time of an initial public offering in a small market characterized by low-litigation risk, government subsidies for companies going public, and the presence of large non-Big Six auditors, namely, the Canadian province of Québec. Our results, from an analysis of 212 Québec IPOs between 1983 and 1997, indicate that the choice of an auditor at the time of an IPO is significantly affected by the company's risk, size, and geographical dispersion. They also suggest that the Québec audit market is segmented between three types of service providers: the Big Six, the National firms and the Local firms. Local firms audit small local companies with low risk, National firms audit large local companies with moderate risk, and the Big Six audit large geographically dispersed companies with high risk. [source]

Morgan Stanley Panel Discussion on Seeking Growth in Emerging Markets: Spotlight on China

JOURNAL OF APPLIED CORPORATE FINANCE, Issue 1 2005
Financial Decision Makers' Conference
The treasurer of McDonald's discusses investment opportunities in China with Morgan Stanley's chief economist and its head of investment banking in China. The consensus is that the economic outlook for the country is strong, subject to some concerns about the currency, and that ongoing reforms are expected to bring about greater stability and productivity. Progress in raising Chinese banks to international capital adequacy standards, and imposing transparency and accounting requirements, has been particularly impressive. McDonald's first went to mainland China in the early 1990s. Thanks to its success in attracting suppliers and local financing and partners, it now has 600 restaurants and an ambitious expansion plan. For other U.S. and overseas companies, China's position as a global manufacturing center, its R&D capabilities, and its potential consumer market will lead to acquisitions of local companies, joint ventures, and other forms of direct investment. China's accession into the World Trade Organization has also opened a number of sectors that were previously restricted to foreign investors, including financial services. [source]

Corporate Travel Medicine: Benefit Analysis of On-Site Services

JOURNAL OF TRAVEL MEDICINE, Issue 4 2001
Timothy S. Prince
Background: Corporations with employees who travel internationally address their travel-related medical needs in a variety of ways. Options utilized include corporate medical departments, local health departments, and local clinics, both contracted and independent. Methods: A travel clinic at a university medical center routinely provided preventive travel medicine services for many of the local companies. Two of these companies had on-site medical clinics which routinely saw patients for occupational and personal health reasons. At these companies, the university travel clinic assisted in moving employee travel medicine services to the on-site clinic. Direct and indirect costs for new, predeparture employee travel care at each company were compared before, and after, the move on-site. Results: When measured per patient, total cost savings associated with the on-site travel clinic were greater than 15% at both companies (17%, 25%), primarily due to the value of the employees' time saved with decreased travel. Utilization increased at one company by 24% over the first 8 months and lead to higher overall cost, but this cost increase was only 4%. Informal assessments of the value of the on-site service at both companies was uniformly positive. Conclusion: For certain corporate settings, on-site clinics may be effective ways of providing travel medicine services. [source]