General structure of the movement

Most fair trade import organizations are members of, or certified by one of several national or international federations. These federations coordinate, promote, and facilitate the work of fair trade organizations. The following are some of the largest:

The Fairtrade International (FLO), created in 1997, is an association of three producer networks and twenty national labeling initiatives that develop Fairtrade standards, license buyers/label usage and market the Fair trade Certification Mark in consuming countries. Fairtrade International, the non-profit arm, oversees standards development and licensing organization activity. Only products from certain developing countries are eligible for certification, and for some products such as coffee and cacao, certification is restricted to cooperatives. Cooperatives and large estates with hired labor may be certified for bananas, tea and other crops.

The World Fair Trade Organization (formerly the International Fair Trade Association) is a global association created in 1989 of fair trade producer cooperatives and associations, export marketing companies, importers, retailers, national, and regional fair trade networks and fair trade support organizations. In 2004 WFTO launched the FTO Mark which identifies registered fair trade organizations.

The Network of European Worldshops, created in 1994, is the umbrella network of 15 national worldshop associations in 13 different countries all over Europe.

The European Fair Trade Association (EFTA), created in 1990, is a network of European alternative trading organizations which import products from some 400 economically disadvantaged producer groups in Africa, Asia, and Latin America. EFTA's goal is to promote fair trade and to make fair trade importing more efficient and effective. EFTA currently has eleven members in nine different countries.

 

Criticisms

Consumers have been shown to be content paying higher prices for Fairtrade products, in the belief that this helps the very poor.] The main ethical criticism of Fairtrade is that this premium over non-Fairtrade products does not reach the producers and is instead collected by businesses, employees of co-operatives or used for unnecessary expenses. Furthermore, research has cited the implementation of certain Fairtrade standards as a cause for greater inequalities in markets where these rigid rules are inappropriate for the specific market.[35]

 

Little money reaches the Third World. The Fairtrade Foundation does not monitor how much extra retailers charge for Fairtrade goods, so it is rarely possible to determine how much extra is charged or how much reaches the producers, in spite of the Unfair Trading legislation.

One British café chain was passing on less than one percent of the extra charged to the exporting cooperative; consumers paid much more for Fairtrade, and only 11.5% reached the exporter. US Fairtrade coffee getting $5 per pound extra at retail, of which the exporter would have received only 2%. It was calculated that in the UK only 1.6% to 18% of the extra charged for one product line reached the farmer. All these studies assume that the importers paid the full Fairtrade price, which is not necessarily the case

 

Opinion:

The whole " fair trade" concept is a complete lie. It is, in fact, a way for western companies to buy organic and cheap products that brings them huge profits. I understand they idea of a profitable, but getting great stuff for almost no money at all and disguising your 100% materialistic approach in a " fair trade" concept is repulsive.

 

In Russia:

Fair trade as social movement in Russia is almost non-existent and consists, on the one hand, of few separate active workers and small groups, and on the other is presented by some manufacturers (for example Clipper, Qi-Teas )

I had never seen any fair trade labels on any locally produced item bought in Russia.

 

1.4

o much of doing business involves bargaining that it's a shame so few people have a natural aptitude for it. Still, there's hope for the rest of us, especially if we learn from those who have mastered the art of negotiation. In 7 Secrets of Great Entrepreneurial Masters, business coach Allen Fishman offers these techniques he has learned from decades of working with top entrepreneurs and applied in his own negotiations:

1. Provide information to build trust
Tell your negotiating partner something meaningful he didn't already know. When Fishman's team conducted due diligence on one potential acquisition, it uncovered serious problems unknown to the current owner. Fishman revealed the problems to the owner and urged him to fix them even if the deal fell through. The owner's suspicion dissipated and they got down to serious talks.

2. Find the final decision-maker
Your first meeting might be with a subordinate who was sent to handle the early stages of bargaining yet acts as if she has the full power to negotiate a deal. If you ask her directly whether she has the authority to finalize the transaction in all respects, you'll likely get an honest answer, but she might not volunteer this fact. If you assume she's the final decision-maker, you might make all your concessions to her and have no ammunition left to offer the person with the power.

3. Keep it impersonal
Focus on the action you wish to achieve, not on whether you like your negotiating partner. Although he may have needs that conflict with yours, treat him as a person playing a role, not an enemy.

4. Use questions to pry open undisclosed information
If you ask a series of fact-gathering questions about the potential agreement, you might uncover a deal changer or breaker. Often you'll learn something your opponent wasn't hiding but simply hadn't thought about. Fishman once asked the owner of a real-estate property he wanted to buy whether the owner had any tax needs the deal's structure could help address. The potential seller had never thought of this possibility, so hadn't brought it up. But once Fishman heard the owner's tax concerns, he called a top tax attorney who found a way to address them. That paved the way to a deal.

5. React to body language
Many people reveal non-verbally that they're not as adamant about a negotiating point as they claim. When Fishman was negotiating a strategic alliance, he understood that his opponent's pursed lips meant that even though she was apparently rejecting a term he saw as essential to the deal she didn't in fact have her heart set on turning down the alliance. Without registering any emotion, he reworded the question slightly to change a minor factor in his proposed terms. She agreed without hesitation.

6. Laugh off intimidation tactics
In one negotiation Fishman witnessed, a six-foot-three man who towered nine inches over his negotiating partner moved in nearly nose-to-nose to put himself in the power position. But the shorter man didn't get rattled or angry. Instead, he smiled sweetly and said, " Jim, you're invading my space. If you want to get anywhere with our discussion, you'll have to back off."

7. Be the one with superior " butt power"
Many negotiations are won because the losing side lacks the patience to sit in endless meetings. Your own sense of urgency to conclude a deal can be your worst enemy, and an opponent who senses this might try to pressure you into a hasty deal by setting an arbitrary deadline. Ask yourself whether there's a logical reason for the deadline to exist. Some of the best deals are made long after a " final" deadline has expired.

 

2.1

Every day new and new companies appear in the world. If you have decided to create a business with the revenues of 1 million $ a month you need money. And the main question is where can you get it for company`s development.

And I`d like to tell you about one of the main part of economy, about investment. But to understand it clearly, we need to know its classification.

First of all, investing activity is an investments and taking practical actions to make it profit. Investments have many classifications: facility, by maturity, the form of ownership and so on. But I`d like to present you the main purpose of investing. They distinguish:

· Directed

· Portfolio

· Real

· Non-financial

· Smart investments

Directed are investments funds in the material production in order to participate in enterprise management. These types provide possession of a controlling stake.

Portfolio investment is a passive ownership of securities, such as company bonds and shares and doesn`t provide for investor participation on the part of the company`s management.

What about real investments or, in other words, capital investments – a cash funds of capital goods – machinery, buildings and land.

Non-financial associated with investments in the investment project – a legally valid rights, licenses, know-how and so on.

And the last one associated with the training of specialists, conducting courses and many others.

As a rule, depositors invest in high-return business or contribute to the near gain in overall sales. Making decisions investors trust the view of their business – analytics team which calculates if the investor gets profit or puts his investment in risk. Unfortunately, we often can see and hear histories about unsuccessful investing. Let`s see factors affecting investment decisions.

Firstly, the mail criterion for investment is investor confidence in the profitability of the project. It`s very important for a depositor to know that his investment will not only return, but also generate income!

Secondly, a substantial investment criterion is the possibility to «exit» of the investor. Because everybody knows about such definitions like risk and liquidity of company. Here we have in mind the possibility of an investor to sell his shares of the capital by the end of the period of investment.

The third criterion is a cycle of the company`s development. Majority of investor are prefer to finance project that is in stage of rise, because it`s not profitable to invest stagnation or downturn company.

Try to meet the investor in all of these factors, then the probability of investment will significantly increase your project and your company will never be liquid.

2.2

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