International Trade Finance

1st Block Assessment

Case Study

Wal-Mart, the largest retailer in the world, with over 7,800 stores, has been working steadily to improve sustainability. From installing green roofs to rolling out a more efficient trucking fleet, the company has moved forward internally, but now it is bringing its suppliers along.
Wal-Mart has been pushing sustainability since adopting the strategy in 2005, establishing goals of being 100% fueled by renewable energy, producing zero waste and selling products that will sustain the environment.
So how does that happen? In one famous example, the company began working with Unilever plc in 2005 to sell concentrated laundry detergent in a 32-ounce container (equivalent to 100 ounces under a previous formulation). Consumers got a more powerful detergent in a smaller package. Three years after rollout, the new container had saved 80 million pounds of plastic resin, 430 million gallons of water and 125 million pounds of cardboard, according to a company fact sheet. More importantly, it became an industry standard, prompting other packaged goods companies to switch to concentrated detergent as well.
Wal-Mart’s zero waste initiative is also moving forward. The company, which is aiming to eliminate all its landfill waste by 2025, was able to reduce waste by 57% between 2008 and 2009. It did so by improving inventory management, increasing donations and ramping up recycling (including 25 billion pounds of cardboard).
Now it is striving to push these criteria down into the supply chain on a three-stage path. First, it wants suppliers to rate their products on sustainability criteria. Second, it wants to gather data on product life cycles. Third, it is creating a sustainability index that will increase transparency for the consumer.
The first initiative, rolled out earlier this year, involves a questionnaire sent to more than 100,000 suppliers. It polls them on four categories: their energy and greenhouse gas emissions, waste and quality initiatives, “responsibly sourced” materials and ethical production.
Products are also being measured through their life cycles. Collaborating with academics, retailers, NGOs, suppliers, and government in a consortium, Wal-Mart’s goal is to build a global database of product information. As environmental business consultant Joel Makower wrote on his blog, http://makower.typepad.com, “the consortium’s mandate is to focus on how to evaluate products, which Wal-Mart hopes will become the basis for standards, ratings, or other product-level evaluations that it would use in its stores.”
That data will be used to develop an index consumer can use to evaluate products, though it’s still unclear how that information will be measured and presented. Nor is there a timeline for rolling out such an index.
Impact: Wal-Mart wants its sustainability index to be open to all, becoming a standard to measure and communicate the green credentials of a product and thus becoming “a tool for sustainable consumption.” In the process, the exercise of measurement itself may reap rewards in more efficient production, less waste, and lower emissions — all of which are also cost-saving measures.

Question 1
10 / 10 pts
___ is the largest retailer in the world
   
Kroger
 
   
Walmart
 
   
Costco
 
   
The home depot
 
 
Question 2
10 / 10 pts
Sustainability index will be used by ___ to evaluate products
   
Customers
 
   
CEO's
 
   
Employees
 
   
consumers
 
 
Question 3
10 / 10 pts
_ can also be used to eliminate landfill waste
   
All of the above
 
   
Recycling
 
   
Both a & b
 
   
Resuing
 
 
Question 4
10 / 10 pts
Walmart is working to increase its _____
   
Profit
 
   
Revenue
 
   
sales
 
   
sustainability index
 
 
Question 5
10 / 10 pts
Walmart also focusses on ___measures
   
Quality
 
   
Both a & b
 
   
cost saving
 
   
None of the above
 
 
Question 6
10 / 10 pts
Initially, Walmart has collaborated with ___
   
Kroger
 
   
Costco
 
   
Unilever Plc
 
   
Kroc
 
 
Question 7
10 / 10 pts
Walmart is 100% fueled by ___
   
Both a & c
 
   
Stakeholders
 
   
World Bank
 
   
Renewable energy
 
 
IncorrectQuestion 8
0 / 10 pts
Walmart is aiming to eliminate all its landfill waste by improving ___
   
Labor
 
   
capital involvement
 
   
Inventory management
 
   
Techniques
 
 
Question 9
10 / 10 pts
Walmart has ___ stores all over the world
   
7800
 
   
45637
 
   
6789
 
   
8200
 
 
Question 10
10 / 10 pts
Walmart works for ____ initiative
   
Child health
 
   
Efficiency
 
   
zero waste
 
   
Green

2nd Block Assessment

Case Study

Given its business of mining over 5 million tons of rock a day, Rio Tinto has a big footprint. The mines are expensive, take decades to fully develop and are not portable if something goes wrong. To reduce the political and economic risk and thus ensure steady returns, Rio Tinto has sought to win the backing of local communities, governments and the societies in which it operates.
About a decade ago, Rio Tinto came up with the concept of working within communities on outreach and social and economic development. At the time, the company was developing a mine in Madagascar that was a source of contention with NGOs, which were worried about threats to biodiversity and the local community. Ninety percent of the island had already been cleared by farming, grazing, and charcoal production; the mine was situated in one of the island’s last pristine regions. The challenge was to create an operation “respectful to the environment, respectful of our employees, that is seen to be sustainable,” said CEO Tom Albanese.
A plan was developed to protect the environment and create economic opportunities in the communities surrounding the project, setting up standards and goals for the company to meet. These in turn aligned with broader company policies on environmental stewardship, social well-being, governance, and economic prosperity.
Putting this strategy to work, Rio Tinto created a long list of measures, including:
• Policies to protect biodiversity and water quality around mine locations
• Employment for aboriginal peoples living near its mines
• Training programs to shift employees from manual labor to skilled positions
• Plans for the day when mining would be done, seeking to prevent “ghost towns”
• Goals for greenhouse gas emissions and energy use
Impact: Through these coordinated initiatives, Rio Tinto has obtained what it calls a “social license to operate.” The company felt an urgency because it recognized a global brand risk if it operated without such a license. Rio Tinto also helped form the International Council on Mining & Metals, which encourages sustainable practices across the mining sector.

Question 1
10 / 10 pts
Rio came up with the concept of working with communities on ___
   
Economic development
 
   
Technological Development
 
   
socio & economic development
 
   
All of the above
 
 
Question 2
10 / 10 pts
working without a license can lead to ___
   
Spoil of image
 
   
Financial loss
 
   
global brand risk
 
   
Legal actions
 
 
IncorrectQuestion 3
0 / 10 pts
The company plan was based on various ___
   
Both a & b
 
   
Government rules
 
   
environment policies
 
   
None of the above
 
 
Question 4
10 / 10 pts
___ was a threat to the business of mining
   
Biodiversity
 
   
Legal procedures
 
   
Water quality
 
   
Government land
 
 
Question 5
10 / 10 pts
Training programs were developed to shift employees from manual labor to ___
   
Technology
 
   
Machines
 
   
skilled positions
 
   
Both a & c
 
 
Question 6
10 / 10 pts
Rio Tinto has a business of ____
   
Both a & b
 
   
Food chains
 
   
Garments
 
   
mining
 
 
Question 7
10 / 10 pts
Policies were framed to check and protect ___ around mines
   
Residents
 
   
Space
 
   
Plants
 
   
water quality
 
 
Question 8
10 / 10 pts
The strategy of working also included ___ for people residing near mines
   
Protection
 
   
None of the above
 
   
employment
 
   
Both a & b
 
 
Question 9
10 / 10 pts
Planning was done to prevent ___
   
Financial loss
 
   
Chaos
 
   
ghost towns
 
   
Loopholes
 
 
Question 10
10 / 10 pts
Rio Tinto with his way of working achieved ____
   
social license to operate
 
   
Success
 
   
Market share
 
   
all of the above

3rd Block Assessment

Case Study

McDonald's has been a well-known and valuable brand for over half a century. The company’s mission and vision are striving to be the world’s best quick-service restaurant and formalizing their beliefs into “People Vision and People Promise.” “Quality, Service, Cleanliness and Value (Q.S.C. and V) also became the company’s motto. The company’s first McDonald store was built in 1940 by the original McDonald brothers, Dick and Mac. Later in 1954, Ray Kroc became the first official franchisee appointed by Dick and Mac McDonald in San Bernardino, California. Soon after, Mr. Kroc opened his first restaurant in Des Plaines, Illinois, and the McDonald’s corporation was created.
The new franchise began to grow rapidly as a result of its success. It wasn’t long before the 100th McDonald’s restaurant opened in Chicago in 1961. Less than ten years after the opening of Ray Kroc’s restaurant the company began to expand all over the United States. Ray Kroc bought all rights to the McDonald’s concept from the McDonald’s brothers for “2.7 million in 1961.”
McDonald’s continued to have enormous growth during the 1960s. In 1963 alone, McDonald’s sold their one billionth hamburgers, opened their 500th restaurant, “Ronald McDonald” made his big debut, and McDonald’s net income exceeded $1 million. In 1966 McDonald’s was first listed on the New York Stock Exchange, and in 1967 McDonald’s went global. The company kept expanding with the introduction of the “Big Mac” and the opening of its 1,000th restaurant, which was where it all started- in Des Plaines, Illinois.
”Billions served,” indeed. McDonald’s is the world’s #1 fast-food company by sales, with more than 30,000 of its flagship restaurants serving burgers and fries in more than 100 countries”. Today, “McDonald’s operates over 31,000 restaurants worldwide, employing more than 1.5 million people.” In terms of countries, it operates in more than 119 countries on six continents. 70% of the locations are run by franchises while the corporation owns the other 30%. The Boston Market and Chipotle Mexican Grill fast-casual chains are also owned by McDonald’s. 
McDonald’s is in the fast-food business, and nowadays, there is huge competition for that. 
The following is a list of companies that are in the same business-like McDonald’s and qualify as major competitors:
Burger King
Subway
Yum
Wendy’s
In & Out
One strategy McDonald’s focuses on is a differentiation strategy, partly combining it with the innovation strategy. By creating unique brand products, (chicken McNuggets, Big Mac, McFlurry) McDonald’s is setting itself apart from its competitors. The innovation strategy is used by creating new and unique products (chicken tenders, Newman’s salads, as well as specific products catered to specific region in the world), special celebrity endorsements (athletes, actors/actresses), partnerships/sponsorships (Music, Olympics, special movie toys), charities (Ronald McDonald House), games/promotions (monopoly game, special movie toys), which allow McDonald’s to develop the unique corporate image that sets them apart from their rivals. Another important role in staying competitive is McDonald’s online presence. The website (www.McDonald’s.com) is a great opportunity to connect with the customers and stay competitive. Through the website, the company shows company facts, product information (nutrition facts), and links to the charity website, as well as games promotions (monopoly).
Through franchising, McDonald’s can reach nearly every corner of the globe. Also, by using an alliance strategy, they can set up operations in Wal-Mart’s and sports stadiums and other firms which help support the industry.
The strategy the company is using to maintain or improve its competitive position is the lowest total cost, expanded menu, having more than 30,000 stores, Hamburger University, celebrity endorsements, partnerships/sponsorships in music and Olympics, and Ronald McDonald Charity/Corporate responsibility. 
The company has a record of industry leadership in community involvement, environmental protection, diversity, opportunity, and working with its suppliers to improve their practices. By having these programs the company is doing a very good job in building a relationship with the community

Question 1
10 / 10 pts
Mc Donald's work on the belief of ____
   
People vision and people promise
 
   
Mission
 
   
People
 
   
Vision
 
 
Question 2
10 / 10 pts
ray Kroc bought all the rights to Mc Donald's concept for ____
   
2.7 billion in 1961
 
   
2.6 billion in 1967
 
   
3.4 million in 1986
 
   
5.4 billion in 1978
 
 
Question 3
10 / 10 pts
MC donald's motto includes___
   
Employees
 
   
Q, S, C & V
 
   
Quality
 
   
Passion
 
 
Question 4
10 / 10 pts
__ of Mc Donald's locations are run by franchisee
   
78%
 
   
67%
 
   
70%
 
   
56%
 
 
Question 5
10 / 10 pts
Mc Donald's went __ in 1967
   
US
 
   
Global
 
   
Local
 
   
Bankrupt
 
 
Question 6
10 / 10 pts
Identify the major competitor's of mc Donald's
   
subway
 
   
All of the above
 
   
Burger king
 
   
wendy's
 
 
Question 7
10 / 10 pts
First Mc Donald's store was built in ___
   
1978
 
   
1941
 
   
1940
 
   
1956
 
 
Question 8
10 / 10 pts
Mc Donald's focusses on ___
   
Diffusion Strategy
 
   
Both a & b
 
   
differentiation strategy
 
   
None of the above
 
 
Question 9
10 / 10 pts
__ was the first official franchisee appointed by Mc Donald's
   
Tom
 
   
Subway
 
   
Ray Kroc
 
   
Wendy's
 
 
Question 10
10 / 10 pts
The strategy used by the company to maintain its competition involves __
   
having more than 30,000 stores
 
   
All of the above
 
   
expanded menu
 
   
Lowest total cost

4th Block Assessment

Case Study

When a Dutch global coatings company decided to pursue a major U.K. competitor, the business world watched closely. The $17 billion acquisition brought together two giants in the coatings sector to create a global industry leader. The new company would comprise 72,000 employees, leading brands, innovative technologies, and complementary geographic footprints. It would dominate in 46 countries and enjoy a market presence in many others. Nevertheless, there was some skepticism in the financial community about whether the merger would be successful. The management team needed to act swiftly to deliver results.
Despite their combined global presence, the two companies had limited geographic overlap outside of Europe. As a result, delivering the promised synergy targets of $390 million would be challenging, even more so given the timing of the acquisition: There were already warning signs of an impending global recession. For support in bringing about a speedy, best-in-class merger, senior executives called in A.T. Kearney.
We worked side by side with integration leaders to execute the global merger. Our work spanned the entire integration, from planning and execution to value capture and design of the leadership structure for each business unit (BU) and function. We decided to establish a light but robust integration management office (IMO) to stay small and flexible enough to coordinate our efforts quickly while retaining the global depth to operate in all time zones.
Combining two different corporate cultures is almost always a struggle. We mapped both cultures to identify potential roadblocks to the integration so that the team could address them immediately. The mapping exercise also allowed us to highlight and promote similarities between the two cultures, which was useful for building and maintaining momentum throughout the integration. Constant communication was pivotal to keeping all internal and external stakeholders informed. Therefore, even when important decisions were not ready for release, we kept communications flowing by talking about progress, people, and the next steps.
Determining synergy targets can be tricky as it often requires overcoming opposition at the local level. Joint value-capture teams helped us find the balance. We also involved the CFO early in the synergy-review process to validate the numbers before the IMO leaders presented them to the market or baked them into any financial plans.
We worked with the integration team to assign all BU and functional leadership positions and their teams within 90 days following the merger, moving the best people from both organizations into key positions. The merger was an opportunity for the combined company to move beyond what either organization could achieve individually. Together with the integration team, we created an "aspirational" organizational structure and governance model that would ensure a lasting advantage.
"The process was seamless," said a company executive in describing the Day 1 integration. Project teams executed successfully and were able to deliver and track synergies according to plan. After Day 1, IMO leaders stretched select targets to deliver even more synergies, and savings ultimately surpassed the $390 million target. Perhaps most important, the integration was completed within the target 12-month period without a negative impact on revenues or customer relationships.
Question 1
10 / 10 pts
Both the companies despite geographic overlap promised synergy targets of ___
   
$21 Million
 
   
$34 million
 
   
$390 million
 
   
$236 million
 
 
Question 2
10 / 10 pts
Mapping the culture of both the companies helped in highlighting & promoting the ___
   
none of the above
 
   
Both a & b
 
   
similarities
 
   
Dissimilarities
 
 
Question 3
10 / 10 pts
___ was pivotal in keeping both internal & external stakeholders informed
   
Constant communication
 
   
Coordination
 
   
Planning
 
   
Directing
 
 
Question 4
10 / 10 pts
Determining synergy targets involves ___ at the local level
   
Involvement
 
   
Both a & b
 
   
overcoming opposition
 
   
People
 
 
Question 5
10 / 10 pts
Best people from both the organization were moved to __
   
Key positions
 
   
Middle level
 
   
Lower level
 
   
Top positions
 
 
Question 6
10 / 10 pts
With the help of integrated teams ___ organizational structure was created
   
Autocratic
 
   
Flat
 
   
Hierarchial
 
   
Aspirational
 
 
Question 7
10 / 10 pts
Risk means uncertainty concerning occurrence of __
   
Gain
 
   
Loss
 
   
Fire
 
   
Gamble
 
 
Question 8
10 / 10 pts
__ is the opportunity for the company to move beyond what either organization could achieve individually
   
Acquisition
 
   
All of the above
 
   
Merger
 
   
Take over
 
 
Question 9
10 / 10 pts
Integration of both the companies was backed up by _____
   
Organizational Goals
 
   
Employees
 
   
CEO
 
   
mapping of organizational culture
 
 
Question 10
10 / 10 pts
___ acquisition brought together two giants in the coating sector to create a global industry leader
   
$67 million
 
   
$34 billion
 
   
$17 billion
 
   
$21 Million

5th Block Assessment

Case Study

In March 1999, a $ 3 billion stock deal was announced between luxury goods major Gucci N V and the Pinault-Printemps-Redoute (PPR) group of France.
The news of PPR acquiring a 40% stake in Gucci came as a surprise for Bernard Arnault (Arnault), Chairman of the Moet Hennessy Louis Vuitton (LVMH) group, who had been trying to acquire Gucci through open market stock acquisitions. Gucci announced that it would issue more shares if LVMH tried to further increase its stake in the group. Gucci President Domenico De Sole (De Sole) said that he had the support of Gucci staff, suppliers and independent shareholders to keep LVMH off the board. Earlier, Gucci had approved an employee stock option scheme (ESOP) to counter LVMH's acquisition tactics. Not only did LVMH remain powerless in Gucci despite spending $ 1.4 billion, but its share prices also began sliding on the Paris stock market.

LVMH charged that the sole purpose of Gucci's move was to deprive LVMH of its voting rights. The same day PPR announced its deal with Gucci, it paid $ 1 billion for Sanofi Beaute, the French owner of brands like Yves Saint Laurent cosmetics and perfumes. This was another setback for LVMH as Arnault had been trying to acquire Sanofi.
As a result of these deals, overnight the Gucci/PPR combination became a major competitor for LVMH. LVMH now made a full takeover bid for Gucci at $ 81 a share, $ 6 more than what PPR had paid. At the same time, it dragged Gucci to the court to annul the deal with PPR and replace its board with an independent overseer. The Gucci-LVMH battle took the global fashion industry by surprise. More so, because in 1994, it was Arnault himself, who had turned down an offer to buy Gucci for $ 400 million. However, in just five years the same man had spent $ 1.4 billion in building up a 34% stake in Gucci. A media report said, "How a $ 400 million reject became a highly desirable $ 8 billion company is one of the greatest comeback stories in the fashion business."
Gucci's history goes back to 1923 when Gucci Guccio started selling expensive leather goods in Florence, Italy. By 2001, the Gucci Group had emerged as one of the world's leading multi-brand luxury goods companies.
The company designed, produced and distributed high-quality personal luxury goods, including ready to wear garments, handbags, luggage, small leather goods, shoes, timepieces, jewelry, ties and scarves, perfume, cosmetics, and skincare products. Some of its important brands were Gucci, Yves Saint Laurent, Sergio Rossi and Boucheron The group directly operated stores in major markets throughout the world and also sold their products through franchise stores, duty-free boutiques and leading department and specialty stores. De Sole had joined Gucci in 1982 and quickly moved up the ranks, becoming the President of Gucci US. In the early 1980s, around 50% of the company's stock was owned by an Arab company, Invest Corp.

During the 1970s and 1980s, the Gucci label was seen on almost every imaginable product: scotch, leatherwear, key chains, watches, T-shirts, etc. Also, the company was spending more than $ 4 million a year to combat a flood of fake Gucci merchandise.
In 1990, Gucci hired Tom Ford (Ford), an actor-model with a degree in interior architecture and some experience in fashion design for its designing needs. By 1993, Gucci was on the verge of bankruptcy. In 1994, it was reported that the company was offered to Arnault for $ 400 million, but he backed off at the last minute. Investcorp then bought the remaining 50% stake in a desperate effort to recoup its investment. De Sole and Ford then began working towards canceling Gucci's numerous licensing agreements and went on to build its image as a premier luxury brand. Though initially, De Sole had reservations regarding Ford's competence, over the years, Ford emerged as the single most important factor behind Gucci's success...
LVMH had begun stalking Gucci since the beginning of January 1999 by acquiring more than 5% of its shares. By the end of January 1999, LVMH's stake in Gucci had increased to 34%.
Question 1
10 / 10 pts
____ was trying to acquire Gucci through open stock market acquisition
   
QSCV group
 
   
LVMH group
 
   
LMVH group
 
   
MVN group
 
 
Question 2
10 / 10 pts
Gucci was spending more than $4 million a year to combat a flood of ______
   
New brands
 
   
fake Gucci merchandise
 
   
Change in customer preferences
 
   
Change in lifestyle
 
 
Question 3
10 / 10 pts
Arnauld refused to buy Gucci at ____
   
$396 Billion
 
   
$218 Million
 
   
$400 million
 
   
$14 billion
 
 
Question 4
10 / 10 pts
Gucci had approved ____ to counter LVMH's acquisition tactics
   
PDSP
 
   
ESOP
 
   
EOOP
 
   
RTYU
 
 
Question 5
10 / 10 pts
In the early 1980s, Gucci's 50% stock was owned by Arab company___
   
Investcorp
 
   
Al-Rahimi
 
   
Etisalat
 
   
Emirates NBD
 
 
Question 6
10 / 10 pts
___ combination became major competitor for LVMH
   
Gucci
 
   
PPR
 
   
Gucci/PPR
 
   
None of the above
 
 
Question 7
10 / 10 pts
In ___ Gucci Guccio started selling expensive leather goods in Italy
   
1976
 
   
1932
 
   
1923
 
   
1989
 
 
Question 8
10 / 10 pts
A single most important factor behind Gucci's success is___
   
Arnauld
 
   
Emirates NBD
 
   
Tom Ford
 
   
Tom Cruise
 
 
Question 9
10 / 10 pts
By 1993 Gucci was on verge of __
   
Extension
 
   
Emersion
 
   
Bankruptcy
 
   
Expansion
 
 
Question 10
10 / 10 pts
Gucci group has emerged as the world's leading _____ goods companies
   
multi-brand luxury
 
   
Handbags
 
   
Jewelry
 
   
Perfumes
 

Full Syllabus Assessment

Case Study

The World Bank’s core mission is to reduce global poverty and encourage healthy economies. That’s why they depend on their peoples’ own ‘grassroots’ marketing to educate others about the cause. But being a global entity can present some major communication challenges. World Bank’s 15,000 employees span across 188 countries in 174 offices, organically creating language, culture and information silos in every corner of the globe. Brand assets were disorganized, and versioning requests and costs were out of control. The existing marketing asset management platform simply wasn’t sophisticated enough to keep up. They needed a multi-cultural, multi-lingual environment where all offices could access, localize and distribute the latest marketing materials using a new solution that was fast, flexible and web-accessible.
Why they chose MarCom Central
MarCom Central centralized and automated the access, creation, and delivery of the World Bank’s static, personalized and variable data marketing assets, all within a cloud environment. Users can customize and order brochures, eBooks, letterheads, invitations, calendars, holiday cards and much more. For example, one of the most basic pieces – business cards – became the epitome of the system’s efficiency, saving them 25% in creative resources and justifying the investment in the system alone. Plus, the system tracks and reports metrics on client data, product orders, frequency of orders – all information the communications team uses to determine what materials are most effective for each audience. MarCom Central also tackled the language barrier, thanks to the innovative multi-lingual functionality that came standard within the platform. Users now have free access to translation services for everything from traditional Romance languages to Unicode and double-byte fonts.
Result :
It used to take between 15-18 minutes to create a marketing asset for the shopping cart. Now it takes as little as 30 seconds using features like single sign-on and active directory integrations. Tens of thousands of assets are stored within their MarCom Central solution, including video. Updates are seamless and behind-the-scenes. One functionality has been the biggest win for the marketing team and the field with 300 plus orders per month – the production of customizable business cards. Perhaps the biggest compliment is that the system was so incredibly easy to use that it was instantly adopted by teams across the organization.

 
Question 1
___ helped in automating the world bank's static environment
   
Marcom Central
 
   
United Nations Development Group
 
   
Data management
 
   
HSBC
 
 
Question 2
World Bank's core mission is to reduce __
   
Formal Procedures
 
   
Inflation
 
   
Global Poverty
 
   
Research
 
 
Question 3
International Financial Institution "World Bank" was founded in ___
   
May 1945
 
   
July 1944
 
   
October 1948
 
   
April  1949
 
 
 Question 4pts
World Bank is a recognized member of ___
   
United Nations Development Council
 
   
United Nations Security Council
 
   
United Nations General assembly
 
   
United Nations Development Group
 
 
Question 5
10 / 10 pts
World Bank depends upon their peoples own _____ to educate others about the cause
   
Funds
 
   
grass-root marketing
 
   
Ideas
 
   
Innovation
 
 
Question 6
Goals of the World Bank includes
   
Facilitation of investment capital
 
   
All of the above
 
   
Promotion of foreign investment
 
   
Promotion of international trade
 
 
Question 7
World Bank has made up of ___
   
All of the above
 
   
Multilateral Investment Guarantee Agency
 
   
International Finance Corporation
 
   
International Development Association
 
 
Question 8
Marcom central was equipped with ___ functionality
   
muti-lingual
 
   
Financing
 
   
Technical
 
   
Multi-purpose
 
 
Question 9
World bank has ___ employees across the globe
   
15000
 
   
56349
 
   
289000
 
   
1000
 
 
Question 10
The first country who has received a loan from World Bank is ___
   
Spain
 
   
France
 
   
Russia
 
   
United Kingdom

Course Summary Assessment