Podcasts about Daewoo

Play Episode Listen Later Sep 9, 2023 112:28

Streaming: We got streams on streams on streams! Patreon Commentaries be playing on our Kick channel, show replays and more! Don't sleep. Also the return of MOON COPE!? Moon Cope & Team Building: We get a submission of evidence of Moon Cope and then we get some follow up after last week's TRILL TALK and some off show team building. Jimmy Fallon: Ol' Jimmy Fallon is in some hot water after a recent Rolling Stone article describes a toxic work environment with an alcoholic boss. LET'S JUST TALK!, BOOGIE NIGHTS!, DON CHEADLE!, I DID EVERYTHING RIGHT!, KICK STREAMS!, COMMENTARIES!, REPLAYS!, LADY GHOSTBUSTERS!, COPYRIGHT INFRINGEMENT!, LOOP!, THE ROAD!, JENNIFER'S BODY!, THEO VON!, WILD WILD WEST!, SUBS!, PARKS AND REC!, STREAM NOTHING!, IMAGINE IF SOMETHING HAPPENS!, DAEWOO!, WINGS!, JACK REACHER!, MOON COPE!, CONSPIRACY!, MCM!, MOON COPE MIKE!, ZENPAI!, HEATED!, SPACE!, USA!, MOON CRUSH MIKE!, VOICEMAIL!, TRILL!, IRELAND!, RISE UP!, FRIEND GROUP!, DROPPED!, KICKED OUT!, RUGBY!, SPORTS!, TOM HOLLAND!, SPOILERS!, MORALE EVENT!, TEAM BUILDING!, PINBALL HALL OF FAME!, CRUEBALL!, HOT DOG STAND!, TECHNICIAN!, ESCAPE ROOMS!, BLAIR WITCH!, SAW!, IT!, THE BASEMENT!, SHROOMS!, HELL!, HHN!, HORROR NIGHTS!, THE LAST OF US!, SCARE ATTACK!, HAUNTS!, JIMMY FALLON!, CONTROVERSY!, TOXIC WORK ENVIRONMENT!, OUTBURSTS!, DRUNK!, CUE CARDS!, JERRY SEINFELD!, APOLOGIZE!, CLARIFIED!, BOSS!, PISSY!, MOOD!, TONE!, HUNGOVER!, COMICS!, HULK!, GREY!, GREEN!, WRESTLING!, SNL!, LATE NIGHT!, DRUG ADDICTS!, UNHINGED!, SOMAS!, KURT ANGLE!, BELUSHI!, CHRIS FARLEY!, SHOWRUNNERS!, SUICIDAL IDEATION!, THERAPY!, WE'RE UP AGAINST IT!, BLACKFACE!, CHRIS ROCK!, DIVERSITY!, HARASSMENT!, HR!, JAMIE GRANET BEDERMAN!, HEART AND SOUL!, COMEDY!, ELLEN DEGENERES!, RAMI MALEK!, DAKOTA JOHNSON!, CONAN! You can find the videos from this episode at our Discord RIGHT HERE!

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The Cheese Tax - #772 Part 1

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Play Episode Listen Later Jun 3, 2023 92:49

Juicy Scoop Live: Jim has experienced "lady Jim and Them" LIVE in the form of Heather McDonald's Juicy Scoop. Keith Lee Vs. Chicken Fire: The Keith Lee (aka the best guy) vs. Chicken Fire beef fully explained by the bois, as well as PUPPY SONGS. Chris Farley In Real Life: We watch and react to people stumbling into and breaking objects, also if you're going coupe I'm going four door. LET'S JUST TALK!, BOOGIE NIGHTS!, YOUTUBE!, LIKES!, DAEWOO!, JAIME!, GUARDIANS!, MCU!, MEME!, SWEENEY TODD!, AI!, KANYE!, TERMINATOR!, ARTIFICIAL INTELLIGENCE!, JAMES CAMERON!, ROBOTS!, THE THING!, SCI-FI TROPE!, JUDGMENT DAY!, GENISYS!, SALVATION!, DARK FATE!, LINDA HAMILTON!, JOHN CONNOR!, SAM WORTHINGTON!, AVATAR!, ALITA BATTLE ANGEL!, JUICY SCOOP!, HEATHER MCDONALD!, COMEDIAN!, LIVE PODCAST!, DOUBLE VAXXED!, BOOSTER!, COLLAPSE!, PERIOD!, BRITNEY SPEARS!, DANCING!, CHEATING!, BRAVO SHOWS!, REAL HOUSEWIVES!, VANDERPUMP!, WRESTLING!, OUT OF MY ELEMENT!, SCOOPERS!, SHOCK JOCKS!, SPENCER PRATT!, HILARY CLINTON!, ADRENOCHROME!, CONSPIRACY THEORIES!, LOVE THE MAGIC OF A THEME PARK!, HHN!, RIP!, HAWAII TOM!, JASON!, SUPER MARIO WORLD!, ORLANDO!, GATORS!, CHICKEN FIRE!, KEITH LEE!, BEEF!, FOOD REVIEWS!, DEFENSIVE!, KWAME BOAKYE!, RAISING CANE'S!, BULDOGI'S!, LAS VEGAS!, CHEESE TAX!, PUPPY SONGS!, YOUTUBE!, MUSICAL THEATER!, FISH BOWL!, TEXAS CHAIN SAW MASSACRE GAME!, EARLY ACCESS!, JEDI SURVIVOR!, GAMEFLY!, ARMY OF DARKNESS!, THUMBNAIL PICS!, ALLEGED-TEA!, ALLEGEDLY TEA!, NEW GOD FLOW!, IF YOU'RE GOING COUPE, I'M GOING 4-DOOR!, DARTH MAUL SPIDER LEGS!, STILT WALKING!, CHRIS FARLEY!, FALL THROUGH A FENCE!, FAKE OUT!, BASKETBALL!, GRILL!, BBQ!, JUMP SCARE!, KICK!, FALL OVER! You can find the videos from this episode at our Discord RIGHT HERE!

Daewoo's Role in South Korea's Troubled Corporate History

Wall Street Millennial

Play Episode Listen Later May 1, 2023 19:22

In this episode we dive deep into the troubling history of South Korean corporate governance.

La Foamposite, le modèle le plus unique de chez Nike

Sneakers Culture

Play Episode Listen Later Apr 7, 2023 9:47

Aujourd'hui dans sneakersculture, je vous propose l'histoire de la Nike Air Foamposite 1. Cette basket, jugée infaisable, et prévue au départ pour Scottie Pippen, ne réalisera jamais son destin. Elle finira aux pieds de Penny Hardaway, notamment grace à l'improbable secours de Daewoo. Une histoire à retrouver sur sneakersculture.fr

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Entrevue avec Yves Leroux, ancien propriétaire de la concession Daewoo Lajeunesse

Play Episode Listen Later Mar 24, 2023 17:28

Antoine Joubert et Germain Goyer reçoivent Yves Leroux, ancien propriétaire de la concession Daewoo Lajeunesse à l'occasion du 20e anniversaire de la faillite du constructeur. Avec lui, ils reviennent sur son parcours et sa courte aventure la marque.Pour de l'information concernant l'utilisation de vos données personnelles - https://omnystudio.com/policies/listener/fr

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Récit de l'ancien propriétaire de la concession Daewoo Lajeunesse

Amigos: Everything Amiga Podcast

Play Episode Listen Later Mar 24, 2023 49:24

Antoine Joubert et Germain Goyer reviennent sur le dévoilement de la Dodge Challenger SRT Demon 170. Antoine et Germain livrent leurs impressions sur les Nissan Ariya 2023 et Maserati Grecale 2023. Ils discutent avec Yves Leroux, ancien propriétaire de la concession Daewoo Lajeunesse.Pour de l'information concernant l'utilisation de vos données personnelles - https://omnystudio.com/policies/listener/fr

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The Shocking, Debt-Fueled Collapse of Daewoo

The Asianometry Podcast

Play Episode Listen Later Mar 16, 2023 23:33

At its peak, Daewoo Group had been Korea's fourth largest business conglomerate along with Hyundai, Samsung, and LG. The sprawling company rocketed upwards on the back of a favorable political environment and heaps of debt. Then in a shocking two year span, the whole group broke apart under the weight of its liabilities, a crushing recession, and widespread fraud. Daewoo's collapse tarnished the legacy of founder and chairman Kim Woo-Choong, who had to flee the country until he received a pardon. In this video, we will look at the rapid rise and startling collapse of Korea's Daewoo Group.

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The Shocking, Debt-Fueled Collapse of Daewoo

The Asianometry Podcast

Play Episode Listen Later Mar 16, 2023 23:33

At its peak, Daewoo Group had been Korea's fourth largest business conglomerate along with Hyundai, Samsung, and LG. The sprawling company rocketed upwards on the back of a favorable political environment and heaps of debt. Then in a shocking two year span, the whole group broke apart under the weight of its liabilities, a crushing recession, and widespread fraud. Daewoo's collapse tarnished the legacy of founder and chairman Kim Woo-Choong, who had to flee the country until he received a pardon. In this video, we will look at the rapid rise and startling collapse of Korea's Daewoo Group.

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Daewoo Zemmix V CPC-51 - Heavy Boxing and King's Valley - ARG Presents 251

Play Episode Listen Later Feb 8, 2023 73:28

Everybody LOVED consolizing a computer! So what happens when South Korean super corp Daewoo does it? You get the Zemmix V CPC-51! Join Amigo Aaron and THE BRENT on a path of discovery as we learn all about this unusual console...why it exsists...what it is really...what it does. Then we play a few games for the V! Kick back and enjoy HEAVY Boxing and The King's Valley! --- Send in a voice message: https://anchor.fm/amigospodcast/message

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Daewoo Zemmix V CPC-51 - Heavy Boxing and King's Valley - ARG Presents 251

ARG Presents

Play Episode Listen Later Feb 8, 2023 74:34

Everybody LOVED consolizing a computer! So what happens when South Korean super corp Daewoo does it? You get the Zemmix V CPC-51! Join Amigo Aaron and THE BRENT on a path of discovery as we learn all about this unusual console...why it exsists...what it is really...what it does. Then we play a few games for the V! Kick back and enjoy HEAVY Boxing and The King's Valley! --- Support this podcast: https://anchor.fm/arg-presents/support

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MUDDLING THROUGH - BANGLADESH'S DEVELOPMENT JOURNEY

Ideas Untrapped

Play Episode Listen Later Dec 23, 2022 85:51

Bangladesh has transformed tremendously in the last twenty-five years. Average incomes have more than quadrupled, and many of its human development indicators have improved alongside. It has also become an export powerhouse with its garment industry, and generally a shining example of development - though things are far from perfect. Five decades ago, when Bangladesh became an independent country, many were not hopeful about its chances of development. So how did Bangladesh turn its story around? Well, it turns out the history of its transformation is longer than credited - and the process is more complex than what is cleanly presented.I could not think of a better person to help me unpack the Bangladeshi miracle than Dr. Akhtar Mahmood. He is an economist and was a lead private sector specialist for the World Bank Group - where he worked in various parts of the world for three decades on privatization, state enterprise reforms, investment climate, competitiveness, and more broadly private sector development. He has written some excellent books (see embedded links), and his column for the Dhaka Tribune is one of my wisest sources of economic development commentary.TranscriptTobi;Welcome to the show Akhtar Mahmood. It's a pleasure talking to you. I am very fascinated and curious about Bangladesh, and you are my number one option for such a journey. It's a pleasure, personally, for me to be having these conversations. I've been reading your column for about a year now with the Dhaka Tribune, and I've learned so much. They are very perceptive, and I'm going to be putting up links to some of my favourites in the show notes for this episode. Welcome once again, and thank you so much for doing this.Akhtar;Thank you very much for having me. Thanks, Tobi.Tobi;There's so much that I want to talk to you about, as you'd imagine, but let me start right at the end, which is now. There has been a lot of attention on Bangladesh, recently, at least in my own orbit, there have been two quite detailed and interesting columns in the Financial Times about Bangladesh. There is also Stefan Dercon's book, which used Bangladesh as a positive case for what he was describing about the development process. But also, there's the issue of what's going on right now with the global economy. First, it started with COVID and how the economy suddenly stopped, and all the reverberation that comes with that - the supply chain, and now, a lot of countries are going through a sort of sovereign debt crisis and Bangladesh, again, is in the spotlight. So, I just want you to give me an overview, and how this, sort of, blends with countries that put so much into development…you know, in terms of policy, in terms of the things they are doing right, in terms of investment and attracting investment, and the exposure to these sorts of global economic risks and volatility. [This is] because, usually, what you get in Western discourse is that a lot of countries are victims of some of these risks because of some of the wrong policy decisions they make. But in the case of Bangladesh, at least to my knowledge, nothing like that is going on. And yet, it is usually talked about as a very exposed country in that regard. I know you wrote a column recently about this. So I just want you to give me a brief [insight]—is there anything to worry about? How do countries that are trying to get rich, that are trying to do things right, how do they usually manage these sorts of global risks?Akhtar;Right? I think, inevitably, we'll have to go a bit into the history of how we came here. But since you started with the current situation, let me briefly comment on that, and then maybe I'll go to the history. Right now, yes, like most other countries, we are facing challenges, but I think there has been a bit of hype about how serious the challenge is, in terms of the risk of a debt default, the risk of foreign exchange reserves going down very sharply. And I think there is a bit of the Sri Lanka effect, and then also the Pakistan effect, as people are trying to put Bangladesh in the same bracket, which I think is very, very misplaced. I think the IMF has made it clear, [not only] in its latest country report, which came out in March 2022 but also in many recent statements, that Bangladesh has both a solvency situation and a liquidity situation. As you know [that] the solvency is typically measured by the external debt to GDP ratio, one of the ratios is external debt by GDP and the liquidity is measured by debt service requirements - the external debt service requirements by the export earnings ratio. And there are these certain thresholds, and if you go beyond that, it's considered a bit risky. Bangladesh on both these accounts is much below the threshold. So there's already a lot of headroom in the sense that even if things get worse over the next few months and maybe a year or two, Bangladesh would still be able to manage the situation. So I just wanted to make that clear at the beginning. Now, that doesn't mean that there aren't other issues in Bangladesh, issues which have been brewing for quite some time. For example, many of us are concerned with the efficiency of public expenditures. We know of projects where there have been cost overruns. Some of it may be for genuine reasons, some of it may be related to corruption, which sadly still remains a serious problem in Bangladesh. I feel that I've written about it, and you may have read some of these articles about the spectre of rising cronyism, which, again, is not surprising; when an economy grows as fast as Bangladesh's has, there are certain people who become economically powerful. And at some stage they acquire political power as well, and then you start seeing the problem of cronyism. So we have that, we have a serious problem in the banking sector with a lot of non-performing loans. I'm not suggesting that we don't have serious problems, we do. But there is a disconnect between the typical headlines and where the real problems lie in Bangladesh. Now, this may be a good moment to bring up a little bit of history, and I can go deeper into it. The Bangladesh economy has certain resilience. And I just want to comment on that. One which is not discussed much, because the story often is about garments and remittances, is the transformation that has happened in the rural areas. It started with agriculture, it actually started with rice production, which is the most important crop in Bangladesh. And then it expanded into other crops, and then even non-farm activities in the rural areas, we can go into the details of this later. But agriculture provides a certain resilience. And we saw that again during COVID. Because the agricultural activities in Bangladesh were not affected that much by COVID, and that was a big benefit. The other is the unleashing of an entrepreneurial spirit in Bangladesh. And this spirit has been unleashed across the board, so it's not just some large conglomerates or some large government manufacturers who have become entrepreneurial. This is something which has happened across the board, from small farmers to large conglomerates. And that, I think, is a big asset for the country. Because we don't have natural resources; unlike Nigeria, we don't have natural resources. In some ways, it's actually a good thing. Because then we are forced to use other assets and latent entrepreneurship… you know, Albert Hirschman, the famous economist, wrote a book in 1956, which is a classic, on the strategy of economic development, and he made a very interesting comment. He said, in developing countries, you have a lot of latent resources. In developed countries, the task is how to allocate the resources you have; how to best allocate them. In developing countries, it is about bringing out the latent resources you have; and entrepreneurship is one of the latent resources developing countries have, but many countries have not been able to bring that out and make use of it. Bangladesh has, and that gives a certain resilience to the economy. So yes, the shocks are going to affect us, especially because our major industry, in fact, is export-oriented, which is garments. So that is affected by the shocks, but unlike commodity prices, export earnings don't fluctuate that much. And the industry has proven to be resilient over the years.Tobi;Yeah, I'm glad you touched on history because, really, that's where I wanted to start. But I just want to get the pulse of the moment and how to make sense of all the headlines that we're seeing around. So usually, and I'll refer to the two pieces I've read in the FT [Financial Times] recently that I referenced in my first question. The development trajectory of Bangladesh is usually dated as something that started around 1990. But Bangladesh became an independent country two decades before that. So my question then is: that intervening period before that sort of consensus about the takeoff point, what were the things that were brewing in the background that culminated in that takeoff? I know a lot of things went down, and just to mention that one of the reasons I'm very interested in Bangladesh is that it sort of defies some of the seductive examples of development and progress - the Asian tigers, you know, so to speak - where things seem to be very clear, the prescriptions are very precise, you need to do this and do this. Bangladesh seems like a regular country - like Nigeria, with its history, its complexities, its problems like every other country in the world, but that has also managed, despite a situation that has seemed hopeless, at first, to people who look at these things in terms of hard boundaries - that has emerged as this fantastic example of economic growth and development. So what were the major things that happened before 1990 that sort of made this takeoff possible?Akhtar;Now, one may debate on whether 1990 is the point of the takeoff. In any case, it's very difficult to pinpoint. But anyway, it's good. So 1990, twenty years after independence and also a transition to democratic rule after fifteen years or so of military or quasi military rule. So that's another reason people take that as a counterpoint. But it's a good counterpoint to start discussing these things. Professor Stefan Dercon, whom I think you had on your show recently, who wrote this book Gambling on Development; he has been saying that actually, in some ways, it's a Bangladesh experience which may be more relevant for many developing countries than the East Asian [experience]. And one of the reasons he mentions is, I think, what you just alluded to - that there is a certain messiness, and yet Bangladesh developed. So countries which think that they are also in a somewhat messy situation, or whatever dimensions, say in governance or other dimensions - whether it's possible for them to develop. And that's why the Bangladesh example may be more relevant and encouraging than the East Asian, where one common characteristic has been the strong capabilities of the state. In China, it has been there for hundreds or more, thousands of years. In East Asia, yes, I'm sure they also have that but they certainly acquired that quite fast. So how do you develop in a country context where the state capacity, the governance quality are not that great, and then you have many other problems as well. So you're right. In that sense, Bangladesh may be very relevant. I think I'd like to first start with, um, even deeper history, because if you look at the region which now constitutes Bangladesh, it used to be part of a province in British India. So it was East Bengal, and then you had West Bengal and then together it was Bengal. Now there was a time in history when Bengal including East Bengal was supposed to be reasonably rich, perhaps the richest province in [the] whole of India before the British came. But if we go back to the beginning of the twentieth century, East Bengal was actually quite backward economically and in many other ways. And if you look at the political discourse in the first half of the twentieth century, before the British left, the political and intellectual discourse in what is now Bangladesh, you'll see there's a lot of talk about peasants being exploited. We were a very peasant dominated economy and society. In many ways we still are, although there has been a lot of urbanisation and industrial activity. At that time it was very much peasant dominated, and the theme which dominated the discourse was exploitation of the peasants. And the aspiration that the leaders whether political or intellectual had is how can we improve the conditions of the poor people. And that sort of got ingrained in the minds of the leaders, and that continued during the time when we were a part of Pakistan. Because you may have heard that there was a lot of disparity and there was a lot of discriminatory treatment by the Pakistani establishment. So that theme was there. When we became independent in ‘71, you could think of the political leadership, you could think of the professional leadership, the bureaucracy, the intellectuals, the media, this theme of doing something for the poor, was actually very strong. So right at the beginning, and, I heard somewhere that our first prime minister, Sheikh Mujibur Rahman, was asked by a foreign journalist: what is the number one problem of your country? And he said, I actually have two number one problems. One is food security, and one is population. And we need to take care of that. So right from the beginning, even in the midst of all the turmoil in the first few years, and all the challenges of relief and rehabilitation, work had started on ensuring agricultural growth and food security. And we were fortunate that the HYV rice, the high yielding variety of rice, had been introduced just before independence, so we had something to work with. So that was very important. And there was a strong program to bring down the rate of growth of [the] population and we succeeded on both counts. So by the time we come to 1990, agriculture is taking off. Rice production had taken off significantly, farmers were diversifying into other crops. And we had started to see the beginnings of a rural non farm sector. So agriculture and non agriculture together. And, Bangladeshis had been going out as migrants, and they're sending back remittances, most of it going into the rural areas. So there was a vibrancy in the rural area by the time you come to 1990. Secondly, sometime in the late 70s, the government decided that not only should we move away from the early talk about socialism, [but] towards a more private sector-oriented or market-oriented economy. They also understood that industry has to grow to absorb the surplus labour in agriculture, and export orientation has to grow, because the market in Bangladesh is simply not large enough. So there was an early emphasis on exports. And of course, fortuitously, you know, the South Koreans were running out of their garment quota, so they wanted to relocate some of the production to Bangladesh, but we were ready to take advantage because by then the government and let's say the elite of the class had decided that we need to industrialise and the major driver of industrialization is going to be exports. And then throughout the 80s, we saw the takeoff of the garment industry. The third thing which happened was the liberalisation of policies, mostly in the 80s. So, privatisation was done, the banking sector was open to the private sector. The agricultural input market, which was previously dominated by the government, was gradually liberalised and towards the late 80s, there was a significant liberalisation of that. And finally, as remittances started coming in, our foreign exchange constraint was relaxed. So that also gave government some comfort that we can decontrol certain things. And we can allow industry to move ahead without too many controls. So all these things coming together sort of created the context in which we entered the 1990s. So a lot of the preconditions - the population growth rate had fallen significantly by the time it came to the 1990s, agricultural growth had taken off, industry was taking off, especially the labour intensive garments, which is export-oriented, that industry was taking off.Tobi;That was such a loaded answer, which has preempted some of my further questions. But let me quickly make one digression on agriculture, because over the past seven years or so, in Nigeria, there's been this debate. There's been a huge debate about agriculture, the current administration sort of prioritised agriculture and a lot of resources (capital) was allocated to that sector. And there's been challenges and there's been critics, sometimes I've found myself on the critic's side of things. Now, what I want to know from you is that,the link between agriculture, especially investment and the agricultural productivity that is necessary for the vibrance of that particular sector, how was the Bangladeshi experience? How did Bangladesh achieve food security, especially in terms of improving yield and productivity?Akhtar;Right, so a few things. Firstly, as I said, the high yielding variety of rice had been introduced in the late 60s, and then just after independence, government continued, but more vigorously with a model of… it was more [of a] public sector driven model, where the public sector would import the major inputs. One is irrigation equipment, because this rice needed irrigation, and the other was fertiliser. So, they're imported by the public sector, then they're distributed by the public sector going all the way to the farmers. Maybe at the last mile, there were some private traders who act as dealers on behalf of the government. So, the government took that responsibility. Later on, as I said, in the 80s, they started liberalising it. We'll come to that later. Second is, there's been quite a bit of investment in agricultural research. Now the HYV rice came from abroad, but as it was being applied in Bangladeshi farms, in many cases, we realised that there was some adaptation needed, because the conditions were not always well suited for this variety. The crop conditions varied even within Bangladesh, even though it's a small country, lots of variation. Later on, for example, salinity became a problem, because a lot of water was coming from the Bay of Bengal into Bangladesh. So there are all kinds of problems - there's flooding also. There were many areas where after floods, the waters don't recede that fast, so they remain underwater for a long time. So the agricultural scientists in Bangladesh, and they were all in the public sector, they came up with innovations to come up with rice varieties and later other varieties like maize varieties or vegetables, which are better suited to the conditions in Bangladesh. And then the public sector effort was also complemented, supplemented by NGO efforts. You may have heard about BRAC [Bangladesh Rural Advancement Committee], which is the largest NGO in the world, and we often talk about their activities in the health sector, in education, in microfinance. They were actually doing a lot of work in the economic sphere as well. R&D in agriculture was one of the things that we're doing, in collaboration with the government often, so there was R&D. Another thing happened, which I forgot to mention, when I mentioned sort of the run up to the 90s. In the 80s, the government started a massive program to build rural roads, connecting the rural areas to the small towns and the small towns to the bigger towns. So,a huge rural road network was built starting from the late 80s. And it continued into the 90s, which broadened the markets of the farmers. So in all of this, the core player was the small farmer. As I said, Bangladesh is a peasant, small farmer dominated economy, so it is remarkable that these farmers were willing to innovate, they were willing to move away from what their parents and grandparents had done for many, many years, and adopt these new varieties. So the combination of the government with some NGOs and the farmers, I think that created the basis for productivity improvements in agriculture. And that was sustained because the market was sustained. There were lots of public policies. And at some point, when the government thought the public sector delivery model was not working that well, they allowed the private sector to come in.Tobi;I don't want to infer anything, but from your answer, I can tell what Nigeria is doing wrong, but maybe we'll get to that later. So let's talk about the conditions, which you've also sort of answered for me but I want to know if there is more. Dercon in his book, I'm talking about Professor Stefan Dercon, talked about elite consensus that sort of becomes the bedrock of deciding to pursue economic development. So this broad consensus amongst the Bangladeshi political elites to improve the conditions of the poor, and, which, I'm speculating sort of enabled an ecosystem of policy consistency, even if there are deviations at the margins, how did it emerge? And how was it sustained?Akhtar;Okay, as I had mentioned to Professor Dercon ‘cause I also had a conversation with him for our Bangladeshi group. And I said that – and, he agreed that, it's really difficult to define if there was an elite consensus because it's not that the elite are sitting in a room discussing and bargaining and one day they come out and say, okay, here is an agreement, we have agreed on these three things, it doesn't happen. And there is a bit of tautology in his book as well. And he agreed with that, that in his country chapters, he says, these countries had an elite bargain. And then he says, Okay, this is how the countries grew. And if they have grown, therefore, they must have had a bargain. So there's a bit of tautology there. But coming back to this, I think, I started giving you a flavour of that when I brought in history, even before the British left and how in East Bengal, there was this deeply ingrained feeling that something has to be done for the poor people. And then just after independence in ‘74, we had a big famine. And that sort of strengthened this feeling amongst Bangladeshis. And you know, you mentioned the word elite and it's a bit difficult to define the elite. I would say that it's a broader… I'm talking about people who can influence policy, both the formulation and the quality of implementation. There are a lot of people in the bureaucracy who may not, in that sense, be called part of the elite, but they do have some authority. Now, most of these people, they actually are not too far away from the poor people of Bangladesh. Many of them still have very strong connections with their villages. They go back regularly. They know what the conditions are there. And in a densely populated country like Bangladesh, you see poverty all around you. So all these things, I think, have ingrained in the minds of the elite, however you define it, this commitment to doing something to safeguard the interests of the poor, but that is the security side - food security, [to] address the vulnerability. But somewhere down the line, people started recognizing that Bangladeshis also have an entrepreneurial potential. And there was a feeling that we should try and help unleash that potential. So, as I said, it's difficult to pinpoint a particular period where there has been a consensus but in a subtle way, there has been this consensus that to achieve food security, to help take advantage of the latent entrepreneurship of Bangladeshis, we should be focusing a lot on growth and more generally on development. And that has survived the transitions in administrations, from one government to another, that common element has been there.Tobi;It's not exactly a push back, and I should note that there is a lot more; there's vastly a lot more to Bangladesh than Dercon's book. So, and I don't want to be caught in debating his book. But, why I find that particular line of thought relevant is that, from what you have described, it's amazing to me, so maybe you can help me understand the difference. Now, how a country can set out to do some of these things; invest in agriculture, agricultural R&D, and all these other support programs with big macro effects. Whereas a Nigeria can set out to do those same things and then you find divergent outcomes in their implementation, particularly the inability to execute. You know? There's always a plan. We want to improve the lot of the poor. We want to invest in agriculture. We want to improve productivity. We want to build infrastructure, you know, this, that, they are always so nice and interesting. But the difference is always at the end of the day, countries often don't do these things, right, they never stay true to these things. And of course, we can talk about various reasons why it fell astray - corruption, state capacity, and all that. But what I… which you mentioned in your last sentence [is] how policies survive, even though there are political transitions, election cycles come and go, the particular direction that policy goes, survives this transition, I think that's really what I'm trying to get at.Akhtar;Okay, so I don't know that much about Nigeria. Now, people say that the fact that you have natural resources may have been in some ways a curse, I don't know if it's true or not, but certainly, that sometimes gives governments a sense of complacency and therefore, even if they start on a certain course, they may not have the discipline to stay that course. Now Bangladesh, we never had the advantage of having natural resources. Nowadays, certain things have improved, you know, foreign exchange reserves have been at comfortable levels for several years. So, that may induce a certain degree of complacency, but for a long time, the government knew that we were operating with very narrow degrees of freedom. So that was the context in which Bangladesh had to operate. Which also meant that we were somewhat dependent on donors and that certainly imposed an additional set of disciplines on Bangladesh. But later on, I may come and comment on exactly the kind of relationships I think existed between donors and Bangladesh. But maybe the best way to answer your question would be to say a little bit about the way in which policies have evolved in Bangladesh. And in a sense, it's a bit of a “muddling through” process. And I wrote a blog for the Brookings Institute a year ago, where I said that Bangladesh did it, alluding to that famous song of Frank Sinatra - “I did it my way.” So what was that “my way?” We all know that the Bangladeshi Government has never been tremendously competent, there's always been corruption problems as well. So the way it has happened is the following. Things happened in the economy, let's say agricultural productivity is improving. But then it hits certain constraints, and the economic actors, or people acting on behalf of the actors; like academics, donors, journalists, will bring up those issues. And they will probably say that, “here are ten things which need to be done.” Now what the governments in Bangladesh have done, successive governments, [is] they have responded to that, not by doing all the ten things. No. They may have picked up two or three things. And they may have done a little bit. Why a little bit? Because they were risk averse. They wanted to test out what would happen in the market, how the market players respond. [As the government], if I do just three or four things and not everything, and then see the response…and here comes the entrepreneurial side - the response was usually quite good, and when the response was good, the government felt encouraged. And then the government said “okay, let's do a few more of the things that were demanded.” The other thing which happened was, as the response came, newer constraints were revealed, or constraints which were not binding before became binding. For example, initially when the agricultural growth was not that great, when production wasn't that huge, the fact that we did not have a good rural road network connecting the rural areas to broader markets wasn't that big a constraint, because you're not producing enough to go out in a big market. When you started producing a lot of marketable surplus, you needed a broader market. And that's when you started feeling the constraint. And people started talking about the need to build up the rural road network. And to the credit of the government, they responded. So, this is what I call the sort of back and forth, policy dynamics - things happen in the economy, government notices it or it is brought to their notice, they react not in a grand way, just doing a little bit here and there;nd then the market responds, may be much more than in many other countries, because of the entrepreneurial spirit, and then the government responds. And that process has gone on uninterrupted throughout the last fifty years. And so, once you accumulate, even if these are modest steps, once you accumulate all of that, you'll see a tremendous result. And that's what we're seeing here. So, what it means is countries – the governments don't have to be very competent, they just have to pick the signals. So, you know, you have this phrase called “picking the winners” and a lot of people say, no, governments should not be in the business of picking winners. I say, in Bangladesh, that what the government just does is pick signals. They've picked signals from the private sector, from the farmers, and they have acted accordingly. And I think the accumulation of all these, the synergies created by all these is, I think, what has made the difference.Tobi;That's interesting. So, generally, the usual story with development is structural transformation. That is, for you to grow rich, the economy has to transform from a largely agrarian, low productivity economy to preferably an industrial high productivity economy. And, I mean, to an extent, we've seen the same process also in Bangladesh. Manufacturing, particularly the garment industry, is eighty or so percent of exports and employment is largely created also in that industry. Now, what I want to ask you is, the role of foreign direct investments in that cannot be understated. You talked about South Korea earlier, and how it played a role in that. For South Korea, so many other scholars would cite the role of Japan in kickstarting the South Korean garment industry; garment and textile industry itself. So, my question then is, is there a link here? I mean, also in your columns, I've read about the role of Samsung, and the electronics industry in Vietnam. Right. So the role of FDI in development, and especially getting industrialization started, what are the favourable conditions? To what degree is it external and internal? I guess that would be my question.Akhtar;Okay. Well, you use the term kickstarting, because in Bangladesh, in the garment industry, a foreign investor helped kickstart that industry, but didn't do much beyond that. So, Bangladesh's Government has been largely domestic…[it is] a case of domestic entrepreneurship leading the sector to the heights that it has achieved now. Yes, we have some Export Processing Zones where we have a number of foreign invested garment factories, but the bulk of it is domestic entrepreneurship. But you're right. The initial thrust came from this partnership with Daewoothe IU. It was a five year partnership. Daewoo trained Bangladeshis, (they) took them to their plants in Korea, trained them. They obviously had the market connections and market knowledge, all that was very useful. But what many people don't know is that the Bangladeshi partner actually quit that agreement just one year into that five year period. So after one year, he thought that he had learned everything that needed to be learned. Now, if he hadn't done that, I believe Daewoo had other plans of coming into other sectors, which we may have lost. But then we did end up with this vibrant mostly domestic-owned garment industry. But foreign investment had a role in jumpstarting that. If you go a little beyond industry, think about sectors which facilitate industry. The entire mobile phone development in Bangladesh, which is also remarkable, was foreign investment led. So, foreign investment played a major role there. So, I agree that foreign investment can play an important role in kickstarting industries, and that is something very important now that we want to diversify our exports, make them more sophisticated, we can come to that subject later. Now, you asked me about what are the conditions which are conducive for foreign investment. And this is where I would say that in Bangladesh, the conditions are still not that conducive. In the case of garments in the late 70s, it was the exhaustion of the South Korean quota of garments, which was the major inducement for them to come in. But also, as I said, the new government, which came into power in ‘75 was talking a lot about export promotion. So, that was there. But the most important constraint that Bangladesh faces, and it's true of many other countries, is policy and regulatory uncertainty. So, Bangladesh often says that we have got a policy regime which is very friendly to foreign investors. And that may well be true. But the execution has problems. And there are a lot of case by case decisions which are taken, which affect the foreign investors adversely. And that creates uncertainty. And those stories are told to other prospective investors. And when they hear those stories, they get discouraged. And the World Bank where I used to work, in fact, the last unit that I worked on, they did a survey of CEOs of multinational corporations just a few years ago, asking them about what are the factors which are very important for you when you decide to invest or not invest in a country, and policy and regulatory uncertainty was top of the list. So that is where Bangladesh still has got a lot of work to do. It is attractive in many other ways - very large domestic market, relatively cheap labour, the labour is quite fast at learning, a lot of good things there. But I think the policy environment, particularly the implementation, the certainty, that has to be ensured.Tobi;I have a further question, particularly on that point, and referencing another one of your columns, I think I'll just stick to your columns today for all my questions. For example, in Nigeria, I'll give you an example. In Nigeria, recently, foreign airlines are threatening to quit. Over the past three, four years, foreign investment (FDI) has plummeted. It's barely a billion dollars, currently, one of the lowest even in Africa. And of course, a lot of these things you mentioned are the problems that investors and business people talk about - policy uncertainty, especially around the control of the exchange rates and inability of companies to repatriate their capital, and to fund their operating expenses, and so forth. So, I mean, that's one constraint. But one distinction you made is like the types of FDI. There are different categories of FDI; market-seeking FDI, natural resource-seeking, efficiency-seeking [FDI]. And the reason I'm asking this is that there seems to be one problem, which, to my mind, Bangladesh has solved, it's not perfect, that Nigeria is struggling with, which is this inertia to get things started, you know, once you start on a journey, you can muddle through, but the inertia to get that process going is still something that Nigeria struggles with, in my opinion. So, now talking about FDI, if I were a policymaker today talking to you; advise me, what kind of FDI should I prioritise in trying to lure investors into my country, for them to create jobs and [create] a nest of high productivity manufacturing industry? So is it market seeking? Is it natural resources seeking? Is it efficiency seeking? Which one is the best in terms of the necessary incentives for sustainability?Akhtar;Okay, so one of the articles, not as part of the regular column, I think, but I wrote for the same newspaper a few years ago, was titled “investment for what?” So that's a question the governments have to ask. Because everyone talks about attracting FDI. It's a mantra all over the developing world. But governments need to ask why exactly do we want FDI? How is it aligned with our development aspirations and development programs? I wanted to just emphasise that because often governments just go blindly trying to attract foreign investors. And whoever comes in, we welcome that. That's not necessarily a good strategy always. For example, in Bangladesh, if we now have a lot of foreign investors coming in, to make jeans and T-shirts, using the same technology as before, we don't really need that, we can't afford to give our scarce land and utility and other things to do things which our domestic entrepreneurs have become reasonably good at doing. So it has to be something new that comes in. Now, at the same time, we also have to recognize that the foreign investors also have their own interest and their own calculations. So we have to come to a balance between the two as well. Now, it's difficult to say a priori that we prefer market-seeking or efficiency-seeking. On a natural resource, it's a slightly different issue if you have natural resources, and if you don't have the capacity to develop them yourself, you may need foreign investors. And obviously, we all know why foreign investors are often very attracted to that. But let me confine my answer to the choice between market-seeking and efficiency-seeking. Now, let's take the case of Bangladesh. We are now talking about diversifying our exports. And we are talking about going into more sophisticated products like electronics. If that is our objective, we may want to target some people who come and make electronics. Now they may come for two reasons. Bangladesh has a huge market, our per capita income may not be that high, but our total economy size is actually pretty large. We are amongst the top 40 economies in the world. And if you look at the size in the purchasing power parity terms, we're actually in the top 30. That's a very large economy. So, naturally foreign investors would come in looking at the market as well. But if our objective in this sector is to make a breakthrough in the global value chains, and not just serve the domestic market, then we'd like to have foreign investors come in with an efficiency-seeking objective that, in Bangladesh, we can make these things more efficiently, at lower cost, than in other places. So that Bangladesh then can ride on the backs of the foreign investors, who know the markets, who have the brand recognition and show the world that things can be made efficiently in Bangladesh. And, then once we have shown that with the help of foreign investors, maybe Bangladeshi entrepreneurs can also start doing it. So here you see I give you an example, where you have a strategic objective, and you attract foreign investors of a particular type. Now, there are also many needs in the domestic market. Bangladesh needs to develop a very good logistics system. And we may need foreign investors to come in and invest there, but will be more market-seeking. I mentioned the case of mobile telephones, that was not an export-oriented industry, although it may have facilitated exports, that was domestic market-oriented. And we encouraged foreign investors to come in, who were obviously coming in as market-seeking investors. So the answer would vary depending on the sector or the activity. But that brings me back to my first point, the government should have a clearer idea of what is the role of foreign investment in implementing the various dimensions of your development strategy. And accordingly, you're going to target efficiency-seeking investors in some cases, and market-oriented investors in other cases.Tobi;So, now, from a policy perspective, because really, that's what's sort of dominating this conversation. One thing that keeps coming up is the role of government, the strategy it pursues, you know, this, that. But inevitably, that leads to the question of what… in terms of economic development, what role does the government play by itself? Now, China, and, of course, other East Asian economies are very, very popular in the development discourse and these are largely autocratic governance. Right. And, to an extent the gospel of state-led development has travelled far and wide, sometimes in contrast to what is generally called the neoliberal or the Washington Consensus-type policies. But at the same time, at the nexus of all this is the role of markets, how the economy is regulated, liberalisation. How does a government approach regulation and policymaking generally, with the right incentives for the government to take the lead in areas where, maybe because of access to market or not seeing the prospect of returns, private actors are reluctant? And also at the other end, this sort of control, excessive control, that you see in so many developing countries, like Nigeria, and so many others in Africa, where government sees itself as the primary player in the economy, right? What is the balance? What is the heuristic generally, in trying to, [or] should I say, make policy and regulations to encourage economic development, and, of course, your Bangladeshi experience of that?Akhtar;Okay. So, when you say state-led, there are many ways you can define that. One is the direct participation of the state in productive activities. And in China, that is still pronounced, there are different models of state-owned enterprises, including public private partnerships, but the state plays a dominant, or at least an important direct role in the production of activities. That's one thing. The other is playing a direct role, not in production, but in things that facilitate production. So I had mentioned the case of research and development in the agricultural sector of Bangladesh, which was there right from the beginning. It was largely a private sector activity, but that was meant to facilitate productive activities by the private sector, in this case, thousands and thousands of farmers. So, the whole spectrum of things that the government does and, of course, there is the whole regulatory function of the government. And I think in choosing the balance, and the balance itself may shift over time as the economy develops. And I give an example of that, again, from the agricultural sector of Bangladesh, how the government moved away from the direct import and distribution of agricultural inputs, giving more and more space to the private sector over time. So initially, in the 70s, maybe that was the right thing to do. And then later on, the right thing to do was to withdraw and create space for the private sector. So the balance, (a) has to be thought of carefully, in terms of the capacity of the government, that's very important. And, again, if I [could] mention Stefan Dercon, he talks about the self awareness of [the] government. Are governments aware of what they can do and what they cannot do? And that answer would vary by country. Often governments make the mistake of thinking that they can do a lot of things, and therefore they; (a) go into productive activities themselves directly, and (b) also controlling too much the activities of the private sector. Controlling is not that easy. It requires a lot of skills, and many governments actually don't have the skills of doing that. The thing that may have happened in Bangladesh is the government has been more or less self aware, not always, but more or less self aware of what they can do and what they cannot do. And that has led to a certain division of labour between the government and the private sector, and the NGOs. With that division of labour also changing over time. That's very important. So the government needs to be aware of where its capacities are, and they need to also have some faith that the private sector, if given the opportunity, can come and do certain things. Because governments often say, okay, but if we don't intervene, the private sector is not going to come in. Or we have a big factory, if we close it down, then a lot of people will lose their jobs, and the private sector will not be forthcoming to create jobs for them. If you want, I can give you a good example of that kind of thinking. In Bangladesh, we had the world's largest jute mill called the Adamjee Jute Mill, and it was bleeding like hell, and every year the government had to subsidise. So there was lots of debate on whether the factory should be (a) privatised, and there was no taker, then the question is whether it should be closed down. Then, about 20 years ago, exactly 20 years ago, a very bold decision was taken to actually close down the factory. It was a controversial decision. About 26,000 workers lost their jobs. Some of them were ghost workers, maybe 20,000. Now the story of what happened after that is very interesting. That land was converted into an export processing zone. And now the latest figures are that about 65 to 70,000 jobs have been created there. So you had lost about 20 [thousand jobs] and you have created so many. These are all private sector firms, they're all export oriented firms, the government doesn't need to subsidise them. So you can see once given the opportunity what the private sector can come and do. So you don't have to hold on to a loss making enterprise just because you're worried about job losses.Tobi;Let me sort of ask you a big picture question on this particular point, which is the role of democracy in development, generally. Democracies have been taking a beating recently, so maybe you can speak up for it, somewhat. Do you think democracy has some kind of unique weakness in terms of trying to engineer economic development, particularly because of elections? I mean, to cite the example of the jute mill you mentioned, some regime that is sensitive, maybe in an election year, or maybe that wants to appeal to a particular constituency, or, maybe workers Union or something might actually kick the can down the road. An example is (fuel) petrol subsidy in Nigeria, which the bill keeps increasing, but I mean, each government promises to remove it or reduce it, and then kicks it to the next government because nobody wants to annoy the workers union, nobody wants to lose votes, the party wants to remain in power, you know, and these incentives that are common in democracies. So, do you think this makes democracies weak in a way, in trying to develop the national economy? Because a lot of people will say that's why China has developed much faster than India, for example. What's your take?Akhtar;Okay, let me start by giving you an anecdote. So this is from about I think it was 2008 or so, 2007 maybe. Bangladesh then had a quasi military government, it was called a caretaker government, whose major responsibility was to conduct free and fair elections. So they were in power for about two years. And I was actually working in Bangladesh at that time. And we had, I think we had a natural disaster, or maybe we had floods. So conditions were pretty bad. And one of the… well, they were called advisors, but they were de facto ministers, who was having to deal with this problem of getting food to poor people, dealing with rising prices [and] all that; he said to me, “I can feel a certain handicap being part of this kind of government.” What is the handicap? Right now what I need a lot is information from the grassroots, I need to know what is happening in different parts of the country, and I need that information very fast. I need it right now, about what's happening earlier today, or what has happened yesterday. Fortunately, I have some connections in the NGO world, this gentleman was an academic. I'm getting some information. But if this was a political campaign, I would rely on my political network, my workers, my small town leaders, and within a few hours, I'll be getting information from all over the country on what the conditions are. Now, why do I mention this anecdote? Because in a democratic system, your feedback mechanisms may work very well. Yes, there can also be a lot of noise. But otherwise, the feedback which is very, very important for government, they need to know what's going on throughout the country with different groups of people, with different localities etc. That is something that autocratic governments lack. Yes, information flows, flows from lower level bureaucrats, but I'm sure they are modified on their way. Because, the boss often doesn't want to hear certain things. It may happen in political democratic setups, but generally, the flow of information is much better for politicians. Now, how they act upon that information is another issue, but that's very important. Secondly, politicians operating within a democratic setup, (a) they develop a lot of empathy, because of their interactions with people, [b] they also get a good idea of what the trade-offs can be. And these are very, very important in decision making. So those are the good sides of democracy. Now, yes, in democracy, you also need to cater to your political constituencies, and that may lead to certain decisions, which technocrats may feel are sub optimal. But that is the price you pay for democracy. Compared to the gains for having a democratic system, that is sometimes a small price to pay, although sometimes that can get out of hand. But if it gets out of hand, it's usually where you may in name have a democracy system, but in practice, you don't. So the kinds of disciplines that democracy imposes on the government are lacking there. So that is my answer. Now, as you can see, implicit in my answer was some definition of democracy. It's not just about electoral politics. It's not just about having regular elections and free and fair elections. It is the monitoring mechanism. Are governments picking the signals, are they getting the information? How wide is the information that they're getting? That's a very important characteristic of development.Tobi;So another one of my sort of big picture questions to you, and in this case, using the Bangladeshi experience and example, is, in the last couple of years, there has been this big debate in development over, oh, do you prioritise the big things or the small things you can measure? You were with the World Bank, I'm sure you have some familiarity with the so-called empirical revolution and how it has sort of taken over the field of development economics where, yeah, there is a lot more preference in terms of international aid funding for interventions, things that you can measure. So, the RCTs, or, whether it is conditional cash transfers, and all these things – and the atmosphere with which this debate happens sometimes, personally, I find it frustrating because it makes it seem like a zero-sum kind of thing. Like, you can either have one or the other. You either pursue growth, or you forego that and choose to do all these small scale, local and domestic interventions. But Bangladesh, like you mentioned, the issue of BRAC and also people like Naomi and co. have written about – Naomi Hussein [that] Bangladesh managed both. There was a sort of productive combination of both frameworks, that is, the role of non governmental organisations who were able to provide some support for the rural communities. And of course, there was the big macro policies that were explicitly designed to pursue economic growth, get businesses going, create jobs, you know, and all the other things that happen in the private sector. So, my question would be, how did that sort of synergy happen in Bangladesh? How was that cooperation, so to speak… I mean, you talked about the role of BRAC in R&D and agriculture, you know, how did that happen? How did, perhaps, it wasn't intended, but in practice, how does it work?Akhtar;Okay. Let me start by recounting something I heard Abhijit Banerjee, the Nobel laureate, who got a Nobel prize for his work on RCTs, said something about the rationale for going into RCTs. And he's saying that the kinds of interventions that we talk about in the context of RCTs, they're not the only interventions that bring about development. In fact, the most profound development impact may come from other kinds of interventions and policies, and other factors. But his point was that, let's say, as a development practitioner, we are not able to influence these big things. So I'm going to focus on the things that we can influence. So I'm doing a project here, a project there, and we can change the parameters of the project in certain ways that we achieve the most significant impact. And how do we change the parameters or what parameters we choose or how do we design the project? That's where randomised control trials can give us very useful insights. And we can get more bang for the buck from the development expenditures in those kinds of projects. Now, he never said that that's all about development. There are many other things that need to be done. And governments, in their collective wisdom, may have a better idea of what those things can be. And that's different from a particular project team trying to do a project. They won't have all that knowledge, which can lead them to think about much bigger things, but governments can; not perfectly, but governments can. Or large organisations like BRAC can within certain spheres of operation. So, yes, I agree with you that this is a false dichotomy, that you either completely forget about RCTs or you get completely immersed into RCTs. So, one has to find the right places where the randomised control trials, which are after all an instrument, one of the tools in your toolbox… which is the best time and place to deploy it. I would say in Bangladesh, yes, the scope for applying them is more than the actual application so far, which means that we have a scope to improve the efficiency and effectiveness of public spending by using these techniques judiciously in certain areas. Now, coming back to, I think you mentioned the question of BRAC in the context of R&D, but also BRAC has played an important role in market development through their social enterprise world. So, as I said before that the part of BRAC's work which is not discussed much is the work on the economic sphere. So what happened there? I'll just give one or two examples. I think giving concrete examples is the best way to illustrate this. So, they got into, let's say, they got into dairy [farming]. Actually, the way BRAC started most of these activities was from a livelihood concern. They wanted to create livelihood opportunities for the poor people in the rural areas of Bangladesh. So they said, okay, we have dairy farmers whose incomes are limited, we want to do something to help enhance their inputs [output]. So they came up with certain small interventions, which helped improve the productivity of their dairy farming, and they ended up with more production, then they had a problem. Now, milk is not something that you can preserve for a long time, you need to have some cold storage facilities, some refrigeration facilities, and that was lacking. So a lot of these increased output was actually being wasted. That led BRAC to start thinking about what else it needs to do. So then it went into refrigeration plants. So, they set up refrigeration plants, where the dairy farmers would come from adjoining villages and store their milk. And that led to other things also down the road. So there are many examples of BRAC where they went into a certain activity, they went into poultry, for example, and then discovered that there isn't a good supply of day old chicks, which is an important ingredient in poultry. So they went into that. And the interesting thing is, in many cases, BRAC was the first one to go into that, later the private sector came in and came in in a big way. And when they did, BRAC withdrew. Because BRAC thought, okay, we have played the role of a pioneer, we have catalysed the entry of private enterprises, we can now withdraw and attend to certain other things. So what's going on here? What's going on here is, you have value chains, which are underdeveloped - there are gaps in the value chain. And one aspect of development is to make the value chains more complete. And here you have an actor, BRAC, which has entered the market… [enters] one part of the market, trying to do something, discovering that there is not much it can do unless it intervenes in other parts of the value chain. Well, it can do something but the impact will not be that great, so then it intervenes. But at one point, it realises that other players who are better at scaling this up have entered the field so let me withdraw. So judicious entry, and judicious withdrawal. And that is also true of the government. It's also true of BRAC. I think that's the kind of dynamics of development which is very important. And somewhere there, yes, you may have some trials, which may be randomised control trials, it may be just informally observing from your own experience of what is working, what is not working, but this idea of learning by doing, learning by doing, the government has done it in Bangladesh, BRAC and other BRAC-type institutions have done it. The private sector is also doing it.Tobi;The last of my big-picture questions to you is– Another dichotomy that I have observed is the business cycle concerns of an economy and policy and these sorts of other long-run development growth policies. For example, in Nigeria, it's a common refrain that we had growth in some years, but we never really had development. Income didn't grow as fast as GDP, and growth has been cyclical, it's not sustained. And some of the issues that really plague governments and policymakers is that even in trying to make policies that are tolerant and favourable to long-run growth, there are short term issues that you have to deal with [like] foreign exchange policy, inflation, and sometimes I've heard people say that, Oh, as a developing country, you have a lot more tolerance for inflation than developed economies. I think you'll have to tell me whether that's true or not. Because inflation does not happen in a vacuum, it affects the purchasing power of people, poor people even more so. Right. So how do policymakers in growing countries manage these tensions in terms of – and, I'm working my way through your book with Gustav Ranis on this – how policymakers mine through these everyday concerns of the economy, versus the long-term prospects and the projects you are trying to put forth as a government?Akhtar;Okay. Well, since you alluded to that book, I will first briefly mention the main theme of the book, and then come to this specific [question]. The main theme of the book, which we illustrated through a comparative study of East Asian countries and Latin American countries, [was that] we talked about the East Asian pattern of government behaviour and the Latin American pattern of government behaviour. And the period covered was from the mid 60s to the mid 80s so things may have changed after that. And in any case, it's difficult to talk about (a) East Asian pattern, and (b) Latin American pattern. But what we were talking about is that during the course of a business cycle, or terms of trade cycle, as your terms of trade improve, your foreign exchange reserves go on increasing, obviously, growth accelerates. The question is what does a government do when things are good? Do they let growth accelerate according to some normal – “normal trajectory”, or they get excited, and they try to push growth beyond the “normal trajectory”-- making it higher than what the good times normally would make it? So, in the “Latin American” scenario, when things were good, growth was happening, government wanted to have more of it. So they went for expansionary fiscal policies, expansionary monetary policies to push growth beyond what the natural trajectory is. And then inevitably, because we are talking of cycles, inevitably a time came, where things started going down. And conditions were not as conducive as before. At that time, what the East Asian countries did– but first– they never tried to artificially push growth above the natural level. When the downturn came, they allowed the growth to fall. So they went for contractionary policies, they allowed the growth to fall. But in the Latin American scenario, having pushed growth beyond the natural path, it's almost like being intoxicated, you could not get rid of that habit. So, you try to artificially maintain growth even though the signs were all pointing downwards. And then the time came when things just crashed. And you fell into a deep crisis. Whereas the East Asians, they had their ups and downs, but they didn't have a serious crisis at that time. They had later, but not at that time. So that was the main thing about how you conduct your policies during the upturn, and then also during the downturn. Now, coming back to the specific situation like the one we observe now, when there are many economic challenges facing countries, and what can governments do to ensure that the course on which they had been before the crisis started, or the challenges started, and hopefully it was a course of development, how can they stay on that course as best as they can? First is, governments should look for existing inefficiencies. For example, in your public expenditures, there may be a lot of inefficiencies, and if you can identify those and get rid of those [inefficiencies], then you can bring things under control in the context of the challenges without sacrificing growth. Most developing countries, including Bangladesh, do have inefficiencies in their public expenditures. So the question is, do you target those inefficiencies and curtail them? Or, do you target those parts of expenditures which are actually very useful? So that's number one. And that's why we often have this phrase, “don't let a crisis go to waste.” Because a crisis can often focus attention better than good times can. And a crisis can also create the political and social consensus to take some tough decisions. So that's one thing. Second is the importance of social protection. And we must remember that for people at the margin, and in our kind of countries, Nigeria, Bangladesh, a lot of people are still at the margin. Even a small shock which takes them below the threshold is not a temporary damage that after some time they can come back [from], often it's a permanent damage. They have to sell off their productive assets, which means even when things start improving, their conditions won't improve. So that's why it's very, very important to have good social protection systems in place.Third, coming back to a point I made earlier, it's very important to have good monitoring systems. ‘Cause we really want to know what's going on, how the lives of different people across the country is being affected by the tough conditions in which you are, without that your policies will be suboptimal. So that monitoring is very, very important. And it's very important to engage different stakeholders in society. And for two reasons. One is part of the monitoring, because economists, business people, journalists, and others, would know a lot beyond what the government knows and it's important to tap into that knowledge, but also to build consensus about some of the tough decisions that need to be taken. So, at the end of the day, it is a lot about governance. It's a governance challenge that countries face when they're facing an economic challenge.Tobi;My final question to you, I have a couple of other questions, but… from a policy-making perspective, how do you then make knowledge count? Because from everything you have talked about, the role of knowledge… which takes me back to where we started, you know, talking about agriculture. The role of knowledge is actually very important. But you have situations where you can have knowledgeable people in government, world class economists, and the government itself might be making policies that are clearly wrong, which means there's a disconnect somewhere. And I mean, in Bangladesh, it's often talked about how there is a policy knowledge ecosystem that informs the public and shapes their accountability and expectations, and also informs policymakers at the other end of that spectrum. How does a country build and nurture that? Especially, how does knowledge of, whether it is knowledge of economics, whether it is knowledge of society and other programs, how it transmits to the key decision makers, and influence some of the actions or policies, or regulations, that are taken? How does that happen?Akhtar;Okay, so you mentioned the sort of the ecosystem linking policy and knowledge in Bangladesh. We have an ecosystem, I wouldn't say it always functions very well. And we do have many instances where people in government feel that the

Ep. 22-397 - Redefining 'Free Discourse'

The Kevin Jackson Show

Play Episode Listen Later Dec 8, 2022 38:41

In this episode, the twist of Trump Organizations outstanding loan to Daewoo. California's $233k move to 'right a wrong'. Twitter's former internal 'moral authority' and the conflicting view on free discourse.

netflix california donald trump joe biden world cup woke redefining telegram marijuana nyt coal national security discourse icloud data protection daewoo thursdaymotivation

Daewoo, NNPC Signs MoU For Kaduna Refinery

OsazuwaAkonedo

Play Episode Listen Later Oct 27, 2022 7:32

This episode is also available as a blog post: https://osazuwaakonedo.news/daewoo-nnpc-signs-mou-for-kaduna-refinery/27/10/2022/ Daewoo, NNPC Signs MoU For Kaduna Refinery ~ OsazuwaAkonedo #Buhari #job #Kaduna #Korea #Nigerian #Nigerians #Refinery #Daewoo #Muhammadu #NNPC #Seoul #South https://osazuwaakonedo.news/daewoo-nnpc-signs-mou-for-kaduna-refinery/27/10/2022/ By Femi Adesina --- Send in a voice message: https://anchor.fm/osazuwaakonedo/message Support this podcast: https://anchor.fm/osazuwaakonedo/support

signs refinery kaduna daewoo nnpc

Daewoo regresa al país con tecnología y electrodomésticos

Protagonistas de la Economía Colombiana

Play Episode Listen Later Sep 26, 2022 1:06

La empresa coreana Daewoo regresa al país por segunda vez. Después de su retirada en 2014, a causa de una reestructuración empresarial que buscaba concentrar la operación en los países con mayores ventas, la compañía vuelve a confiar en el mercado nacional y prueba de ello es la inversión de US$12 millones en la primera etapa.

despu tecnolog regresa daewoo

mit Dr. Ulrich Bez (2/2)

Alte Schule - Die goldene Ära des Automobils

Play Episode Listen Later Jul 14, 2022 112:08

In dieser Folge behandeln wir beiden Seiten der automobilen Preisskala, denn nach seinem Ende bei Porsche klopfte Daewoo bei Dr. Ulrich Bez an und so konnte der Ingenieur sein Wissen einbringen, um mit dem Matiz einen Wagen für unter 10.000,- Euro auf die Räder zu stellen. Eine Herausforderung der ganz anderen Art, der er sich gerne gestellt hat. Daewoo ist dann nach einer regierungskritischen Äußerung des Eigentümers in die Pleite gerutscht und da Prof. Wolfgang Reitzle gerade die Premier Automotive Group bei Ford übernommen hatte, war Bez für ihn der ideale Kandidat, um Aston-Martin zu neuem Glanz zu verhelfen. Wie mein Gast den Autobauer beinahe selbst übernommen hätte und wie schnell er Reitzle von der bis heute gültigen Aston-Martin-Architektur überzeugen konnte; das und noch viel mehr besprechen wir in dieser Folge. *** Mein Partner der heutigen Folge ist das BNP Paribas Wealth Management, das Private Banking, bei dem ihr euer Vermögen schon ab 250.000 Euro individuell betreuen lassen könnt. Alle Informationen und euren direkten Ansprechpartner findet ihr unter http://www.neue-generation-privatbank.de *** Wenn euch dieser Podcast gefällt, freue ich mich, wenn ihr ihn Abonniert. Mehr Infos findet ihr auch unter https://www.alteschule.tv *** Meinen YouTube-Kanal findet ihr hier: https://www.youtube.com/geleedeluxe *** https://www.alteschule.tv

art england prof euro james bond wissen bmw seiten porsche verm ulrich bez aston martin luxus kandidat wagen glanz pleite ansprechpartner eigent ingenieur abonniert alle informationen private banking autobauer eine herausforderung mein partner daewoo matiz bnp paribas wealth management

mit Dr. Ulrich Bez (2/2)

Drübergehalten – Der Ostfußballpodcast – meinsportpodcast.de

Play Episode Listen Later Jul 14, 2022 112:08

Die Jahre bei Daewoo und wie er Aston-Martin zu neuem Glanz verholfen hat. In dieser Folge behandeln wir beiden Seiten der automobilen Preisskala, denn nach seinem Ende bei Porsche klopfte Daewoo bei Dr. Ulrich Bez an und so konnte der Ingenieur sein Wissen einbringen, um mit dem Matiz einen Wagen für unter 10.000,- Euro auf die Räder zu stellen. Eine Herausforderung der ganz anderen Art, der er sich gerne gestellt hat. Daewoo ist dann nach einer regierungskritischen Äußerung des Eigentümers in die Pleite gerutscht und da Prof. Wolfgang Reitzle gerade die Premier Automotive Group bei Ford übernommen hatte, war Bez für ihn der ideale Kandidat, um Aston-Martin zu neuem Glanz zu verhelfen. Wie mein Gast den Autobauer beinahe selbst übernommen hätte und wie schnell er Reitzle von der bis heute gültigen Aston-Martin-Architektur überzeugen konnte; das und noch viel mehr besprechen wir in dieser Folge. Mein Partner der heutigen Folge ist das BNP Paribas Wealth Management, das Private Banking, bei dem ihr euer Vermögen schon ab 250.000 Euro individuell betreuen lassen könnt. Alle Informationen und euren direkten Ansprechpartner findet ihr unter http://www.neue-generation-privatbank.de Wenn euch dieser Podcast gefällt, freue ich mich, wenn ihr ihn Abonniert. Mehr Infos findet ihr auch unter https://www.alteschule.tv Meinen YouTube-Kanal findet ihr hier: https://www.youtube.com/geleedeluxe https://www.alteschule.tv Du möchtest deinen Podcast auch kostenlos hosten und damit Geld verdienen? Dann schaue auf www.kostenlos-hosten.de und informiere dich. Dort erhältst du alle Informationen zu unseren kostenlosen Podcast-Hosting-Angeboten.

art prof euro geld wissen dort seiten porsche verm ulrich bez aston martin kandidat wagen glanz pleite ansprechpartner eigent ingenieur abonniert alle informationen private banking autobauer eine herausforderung mein partner die jahre daewoo matiz bnp paribas wealth management

mit Dr. Ulrich Bez (2/2)

Play Episode Listen Later Jul 14, 2022 112:08

Die Jahre bei Daewoo und wie er Aston-Martin zu neuem Glanz verholfen hat. In dieser Folge behandeln wir beiden Seiten der automobilen Preisskala, denn nach seinem Ende bei Porsche klopfte Daewoo bei Dr. Ulrich Bez an und so konnte der Ingenieur sein Wissen einbringen, um mit dem Matiz einen Wagen für unter 10.000,- Euro auf die Räder zu stellen. Eine Herausforderung der ganz anderen Art, der er sich gerne gestellt hat. Daewoo ist dann nach einer regierungskritischen Äußerung des Eigentümers in die Pleite gerutscht und da Prof. Wolfgang Reitzle gerade die Premier Automotive Group bei Ford übernommen hatte, war Bez für ihn der ideale Kandidat, um Aston-Martin zu neuem Glanz zu verhelfen. Wie mein Gast den Autobauer beinahe selbst übernommen hätte und wie schnell er Reitzle von der bis heute gültigen Aston-Martin-Architektur überzeugen konnte; das und noch viel mehr besprechen wir in dieser Folge. Mein Partner der heutigen Folge ist das BNP Paribas Wealth Management, das Private Banking, bei dem ihr euer Vermögen schon ab 250.000 Euro individuell betreuen lassen könnt. Alle Informationen und euren direkten Ansprechpartner findet ihr unter http://www.neue-generation-privatbank.de Wenn euch dieser Podcast gefällt, freue ich mich, wenn ihr ihn Abonniert. Mehr Infos findet ihr auch unter https://www.alteschule.tv Meinen YouTube-Kanal findet ihr hier: https://www.youtube.com/geleedeluxe https://www.alteschule.tv Du möchtest deinen Podcast auch kostenlos hosten und damit Geld verdienen? Dann schaue auf www.kostenlos-hosten.de und informiere dich. Dort erhältst du alle Informationen zu unseren kostenlosen Podcast-Hosting-Angeboten.

art prof euro geld wissen dort seiten porsche verm ulrich bez aston martin kandidat wagen glanz pleite ansprechpartner eigent ingenieur abonniert alle informationen private banking autobauer eine herausforderung mein partner die jahre daewoo matiz bnp paribas wealth management

mit Dr. Ulrich Bez (2/2)

Kaltschnäuzig – meinsportpodcast.de

Play Episode Listen Later Jul 14, 2022 112:08

Die Jahre bei Daewoo und wie er Aston-Martin zu neuem Glanz verholfen hat. In dieser Folge behandeln wir beiden Seiten der automobilen Preisskala, denn nach seinem Ende bei Porsche klopfte Daewoo bei Dr. Ulrich Bez an und so konnte der Ingenieur sein Wissen einbringen, um mit dem Matiz einen Wagen für unter 10.000,- Euro auf die Räder zu stellen. Eine Herausforderung der ganz anderen Art, der er sich gerne gestellt hat. Daewoo ist dann nach einer regierungskritischen Äußerung des Eigentümers in die Pleite gerutscht und da Prof. Wolfgang Reitzle gerade die Premier Automotive Group bei Ford übernommen hatte, war Bez für ihn der ideale Kandidat, um Aston-Martin zu neuem Glanz zu verhelfen. Wie mein Gast den Autobauer beinahe selbst übernommen hätte und wie schnell er Reitzle von der bis heute gültigen Aston-Martin-Architektur überzeugen konnte; das und noch viel mehr besprechen wir in dieser Folge. Mein Partner der heutigen Folge ist das BNP Paribas Wealth Management, das Private Banking, bei dem ihr euer Vermögen schon ab 250.000 Euro individuell betreuen lassen könnt. Alle Informationen und euren direkten Ansprechpartner findet ihr unter http://www.neue-generation-privatbank.de Wenn euch dieser Podcast gefällt, freue ich mich, wenn ihr ihn Abonniert. Mehr Infos findet ihr auch unter https://www.alteschule.tv Meinen YouTube-Kanal findet ihr hier: https://www.youtube.com/geleedeluxe https://www.alteschule.tv Du möchtest deinen Podcast auch kostenlos hosten und damit Geld verdienen? Dann schaue auf www.kostenlos-hosten.de und informiere dich. Dort erhältst du alle Informationen zu unseren kostenlosen Podcast-Hosting-Angeboten.

art prof euro geld wissen dort seiten porsche verm ulrich bez aston martin kandidat wagen glanz pleite ansprechpartner eigent ingenieur abonniert alle informationen private banking autobauer eine herausforderung mein partner die jahre daewoo matiz bnp paribas wealth management

mit Dr. Ulrich Bez (2/2)

Faktlos – Der Fußball-Podcast mit Seidel & Klöster – meinsportpodcast.de

Play Episode Listen Later Jul 14, 2022 112:08

Die Jahre bei Daewoo und wie er Aston-Martin zu neuem Glanz verholfen hat. In dieser Folge behandeln wir beiden Seiten der automobilen Preisskala, denn nach seinem Ende bei Porsche klopfte Daewoo bei Dr. Ulrich Bez an und so konnte der Ingenieur sein Wissen einbringen, um mit dem Matiz einen Wagen für unter 10.000,- Euro auf die Räder zu stellen. Eine Herausforderung der ganz anderen Art, der er sich gerne gestellt hat. Daewoo ist dann nach einer regierungskritischen Äußerung des Eigentümers in die Pleite gerutscht und da Prof. Wolfgang Reitzle gerade die Premier Automotive Group bei Ford übernommen hatte, war Bez für ihn der ideale Kandidat, um Aston-Martin zu neuem Glanz zu verhelfen. Wie mein Gast den Autobauer beinahe selbst übernommen hätte und wie schnell er Reitzle von der bis heute gültigen Aston-Martin-Architektur überzeugen konnte; das und noch viel mehr besprechen wir in dieser Folge. Mein Partner der heutigen Folge ist das BNP Paribas Wealth Management, das Private Banking, bei dem ihr euer Vermögen schon ab 250.000 Euro individuell betreuen lassen könnt. Alle Informationen und euren direkten Ansprechpartner findet ihr unter http://www.neue-generation-privatbank.de Wenn euch dieser Podcast gefällt, freue ich mich, wenn ihr ihn Abonniert. Mehr Infos findet ihr auch unter https://www.alteschule.tv Meinen YouTube-Kanal findet ihr hier: https://www.youtube.com/geleedeluxe https://www.alteschule.tv Du möchtest deinen Podcast auch kostenlos hosten und damit Geld verdienen? Dann schaue auf www.kostenlos-hosten.de und informiere dich. Dort erhältst du alle Informationen zu unseren kostenlosen Podcast-Hosting-Angeboten.

art prof euro geld wissen dort seiten porsche verm ulrich bez aston martin kandidat wagen glanz pleite ansprechpartner eigent ingenieur abonniert alle informationen private banking autobauer eine herausforderung mein partner die jahre daewoo matiz bnp paribas wealth management

mit Dr. Ulrich Bez (2/2)

Play Episode Listen Later Jul 14, 2022 112:08

Die Jahre bei Daewoo und wie er Aston-Martin zu neuem Glanz verholfen hat. In dieser Folge behandeln wir beiden Seiten der automobilen Preisskala, denn nach seinem Ende bei Porsche klopfte Daewoo bei Dr. Ulrich Bez an und so konnte der Ingenieur sein Wissen einbringen, um mit dem Matiz einen Wagen für unter 10.000,- Euro auf die Räder zu stellen. Eine Herausforderung der ganz anderen Art, der er sich gerne gestellt hat. Daewoo ist dann nach einer regierungskritischen Äußerung des Eigentümers in die Pleite gerutscht und da Prof. Wolfgang Reitzle gerade die Premier Automotive Group bei Ford übernommen hatte, war Bez für ihn der ideale Kandidat, um Aston-Martin zu neuem Glanz zu verhelfen. Wie mein Gast den Autobauer beinahe selbst übernommen hätte und wie schnell er Reitzle von der bis heute gültigen Aston-Martin-Architektur überzeugen konnte; das und noch viel mehr besprechen wir in dieser Folge. Mein Partner der heutigen Folge ist das BNP Paribas Wealth Management, das Private Banking, bei dem ihr euer Vermögen schon ab 250.000 Euro individuell betreuen lassen könnt. Alle Informationen und euren direkten Ansprechpartner findet ihr unter http://www.neue-generation-privatbank.de Wenn euch dieser Podcast gefällt, freue ich mich, wenn ihr ihn Abonniert. Mehr Infos findet ihr auch unter https://www.alteschule.tv Meinen YouTube-Kanal findet ihr hier: https://www.youtube.com/geleedeluxe https://www.alteschule.tv Du möchtest deinen Podcast auch kostenlos hosten und damit Geld verdienen? Dann schaue auf www.kostenlos-hosten.de und informiere dich. Dort erhältst du alle Informationen zu unseren kostenlosen Podcast-Hosting-Angeboten.

art prof euro geld wissen dort seiten porsche verm ulrich bez aston martin kandidat wagen glanz pleite ansprechpartner eigent ingenieur abonniert alle informationen private banking autobauer eine herausforderung mein partner die jahre daewoo matiz bnp paribas wealth management

mit Dr. Ulrich Bez (1/2)

Alte Schule - Die goldene Ära des Automobils

Play Episode Listen Later Jul 7, 2022 105:56

Mein heutiger Gast hat die ersten Crashversuche bei Porsche und die Unfallforschung der Zuffenhausener eingeführt, dann die BMW Technik GmbH gegründet wo als Erstlingswerk der Z1 entwickelt wurde, zurück bei Porsche hat er als Entwicklungsvorstand unter anderem den 993 und den dann nicht gebauten 4-Türer 989 verantwortet, dessen Einstellung auch für ihn das Ende beim maroden Sportwagenbauer bedeutet hat. Dass er auch billige Autos kann, hat er dann bei Daewoo in Korea bewiesen, um danach noch mal eben Aston-Martin aus dem Dornröschenschlaf zu wecken. Eine wirklich beeindruckende Karriere in der Automobilbranche und ich freue mich, dass er sie bei mir erzählt. Viel Spaß mit Teil 1 mit meinem Gast Dr. Ulrich Bez. *** Mein Partner der heutigen Folge ist die Firma COMCO Leasing. Die sind spezialisiert auf das Leasing von besonderen Objekten – also zum Beispiel Oldtimer, Youngtimer und Sportwagen, aber auch Boote, Flugzeuge oder Energie- und Schienentechnik. Mehr über COMCO erfahrt Ihr unter dem folgenden Link https://www.comco-leasing.de oder speziell zum Leasing von Klassikern auf https://www.comco-classic-cars.de. *** Die Alte Schule im Netz findet ihr unter www.alteschule.tv und wenn ihr Lust auf Videos habt, dann schaut einmal hier rein: www.youtube.com/geleedeluxe

mit Dr. Ulrich Bez (1/2)

Faktlos – Der Fußball-Podcast mit Seidel & Klöster – meinsportpodcast.de

Play Episode Listen Later Jul 7, 2022 105:56

Der Entwickler über Crashversuche bei Porsche, den BMW Z1 und Fehler beim Porsche 989. Mein heutiger Gast hat die ersten Crashversuche bei Porsche und die Unfallforschung der Zuffenhausener eingeführt, dann die BMW Technik GmbH gegründet wo als Erstlingswerk der Z1 entwickelt wurde, zurück bei Porsche hat er als Entwicklungsvorstand unter anderem den 993 und den dann nicht gebauten 4-Türer 989 verantwortet, dessen Einstellung auch für ihn das Ende beim maroden Sportwagenbauer bedeutet hat. Dass er auch billige Autos kann, hat er dann bei Daewoo in Korea bewiesen, um danach noch mal eben Aston-Martin aus dem Dornröschenschlaf zu wecken. Eine wirklich beeindruckende Karriere in der Automobilbranche und ich freue mich, dass er sie bei mir erzählt. Viel Spaß mit Teil 1 mit meinem Gast Dr. Ulrich Bez. Mein Partner der heutigen Folge ist die Firma COMCO Leasing. Die sind spezialisiert auf das Leasing von besonderen Objekten also zum Beispiel Oldtimer, Youngtimer und Sportwagen, aber auch Boote, Flugzeuge oder Energie- und Schienentechnik. Mehr über COMCO erfahrt Ihr unter dem folgenden Link https://www.comco-leasing.de oder speziell zum Leasing von Klassikern auf https://www.comco-classic-cars.de. Die Alte Schule im Netz findet ihr unter www.alteschule.tv und wenn ihr Lust auf Videos habt, dann schaut einmal hier rein: www.youtube.com/geleedeluxe Du möchtest deinen Podcast auch kostenlos hosten und damit Geld verdienen? Dann schaue auf www.kostenlos-hosten.de und informiere dich. Dort erhältst du alle Informationen zu unseren kostenlosen Podcast-Hosting-Angeboten.

mit Dr. Ulrich Bez (1/2)

Kaltschnäuzig – meinsportpodcast.de

Play Episode Listen Later Jul 7, 2022 105:56

Der Entwickler über Crashversuche bei Porsche, den BMW Z1 und Fehler beim Porsche 989. Mein heutiger Gast hat die ersten Crashversuche bei Porsche und die Unfallforschung der Zuffenhausener eingeführt, dann die BMW Technik GmbH gegründet wo als Erstlingswerk der Z1 entwickelt wurde, zurück bei Porsche hat er als Entwicklungsvorstand unter anderem den 993 und den dann nicht gebauten 4-Türer 989 verantwortet, dessen Einstellung auch für ihn das Ende beim maroden Sportwagenbauer bedeutet hat. Dass er auch billige Autos kann, hat er dann bei Daewoo in Korea bewiesen, um danach noch mal eben Aston-Martin aus dem Dornröschenschlaf zu wecken. Eine wirklich beeindruckende Karriere in der Automobilbranche und ich freue mich, dass er sie bei mir erzählt. Viel Spaß mit Teil 1 mit meinem Gast Dr. Ulrich Bez. Mein Partner der heutigen Folge ist die Firma COMCO Leasing. Die sind spezialisiert auf das Leasing von besonderen Objekten also zum Beispiel Oldtimer, Youngtimer und Sportwagen, aber auch Boote, Flugzeuge oder Energie- und Schienentechnik. Mehr über COMCO erfahrt Ihr unter dem folgenden Link https://www.comco-leasing.de oder speziell zum Leasing von Klassikern auf https://www.comco-classic-cars.de. Die Alte Schule im Netz findet ihr unter www.alteschule.tv und wenn ihr Lust auf Videos habt, dann schaut einmal hier rein: www.youtube.com/geleedeluxe Du möchtest deinen Podcast auch kostenlos hosten und damit Geld verdienen? Dann schaue auf www.kostenlos-hosten.de und informiere dich. Dort erhältst du alle Informationen zu unseren kostenlosen Podcast-Hosting-Angeboten.

mit Dr. Ulrich Bez (1/2)

Play Episode Listen Later Jul 7, 2022 105:56

Der Entwickler über Crashversuche bei Porsche, den BMW Z1 und Fehler beim Porsche 989. Mein heutiger Gast hat die ersten Crashversuche bei Porsche und die Unfallforschung der Zuffenhausener eingeführt, dann die BMW Technik GmbH gegründet wo als Erstlingswerk der Z1 entwickelt wurde, zurück bei Porsche hat er als Entwicklungsvorstand unter anderem den 993 und den dann nicht gebauten 4-Türer 989 verantwortet, dessen Einstellung auch für ihn das Ende beim maroden Sportwagenbauer bedeutet hat. Dass er auch billige Autos kann, hat er dann bei Daewoo in Korea bewiesen, um danach noch mal eben Aston-Martin aus dem Dornröschenschlaf zu wecken. Eine wirklich beeindruckende Karriere in der Automobilbranche und ich freue mich, dass er sie bei mir erzählt. Viel Spaß mit Teil 1 mit meinem Gast Dr. Ulrich Bez. Mein Partner der heutigen Folge ist die Firma COMCO Leasing. Die sind spezialisiert auf das Leasing von besonderen Objekten also zum Beispiel Oldtimer, Youngtimer und Sportwagen, aber auch Boote, Flugzeuge oder Energie- und Schienentechnik. Mehr über COMCO erfahrt Ihr unter dem folgenden Link https://www.comco-leasing.de oder speziell zum Leasing von Klassikern auf https://www.comco-classic-cars.de. Die Alte Schule im Netz findet ihr unter www.alteschule.tv und wenn ihr Lust auf Videos habt, dann schaut einmal hier rein: www.youtube.com/geleedeluxe Du möchtest deinen Podcast auch kostenlos hosten und damit Geld verdienen? Dann schaue auf www.kostenlos-hosten.de und informiere dich. Dort erhältst du alle Informationen zu unseren kostenlosen Podcast-Hosting-Angeboten.

mit Dr. Ulrich Bez (1/2)

Drübergehalten – Der Ostfußballpodcast – meinsportpodcast.de

Play Episode Listen Later Jul 7, 2022 105:56

Der Entwickler über Crashversuche bei Porsche, den BMW Z1 und Fehler beim Porsche 989. Mein heutiger Gast hat die ersten Crashversuche bei Porsche und die Unfallforschung der Zuffenhausener eingeführt, dann die BMW Technik GmbH gegründet wo als Erstlingswerk der Z1 entwickelt wurde, zurück bei Porsche hat er als Entwicklungsvorstand unter anderem den 993 und den dann nicht gebauten 4-Türer 989 verantwortet, dessen Einstellung auch für ihn das Ende beim maroden Sportwagenbauer bedeutet hat. Dass er auch billige Autos kann, hat er dann bei Daewoo in Korea bewiesen, um danach noch mal eben Aston-Martin aus dem Dornröschenschlaf zu wecken. Eine wirklich beeindruckende Karriere in der Automobilbranche und ich freue mich, dass er sie bei mir erzählt. Viel Spaß mit Teil 1 mit meinem Gast Dr. Ulrich Bez. Mein Partner der heutigen Folge ist die Firma COMCO Leasing. Die sind spezialisiert auf das Leasing von besonderen Objekten also zum Beispiel Oldtimer, Youngtimer und Sportwagen, aber auch Boote, Flugzeuge oder Energie- und Schienentechnik. Mehr über COMCO erfahrt Ihr unter dem folgenden Link https://www.comco-leasing.de oder speziell zum Leasing von Klassikern auf https://www.comco-classic-cars.de. Die Alte Schule im Netz findet ihr unter www.alteschule.tv und wenn ihr Lust auf Videos habt, dann schaut einmal hier rein: www.youtube.com/geleedeluxe Du möchtest deinen Podcast auch kostenlos hosten und damit Geld verdienen? Dann schaue auf www.kostenlos-hosten.de und informiere dich. Dort erhältst du alle Informationen zu unseren kostenlosen Podcast-Hosting-Angeboten.

mit Dr. Ulrich Bez (1/2)

Play Episode Listen Later Jul 7, 2022 105:56

Der Entwickler über Crashversuche bei Porsche, den BMW Z1 und Fehler beim Porsche 989. Mein heutiger Gast hat die ersten Crashversuche bei Porsche und die Unfallforschung der Zuffenhausener eingeführt, dann die BMW Technik GmbH gegründet wo als Erstlingswerk der Z1 entwickelt wurde, zurück bei Porsche hat er als Entwicklungsvorstand unter anderem den 993 und den dann nicht gebauten 4-Türer 989 verantwortet, dessen Einstellung auch für ihn das Ende beim maroden Sportwagenbauer bedeutet hat. Dass er auch billige Autos kann, hat er dann bei Daewoo in Korea bewiesen, um danach noch mal eben Aston-Martin aus dem Dornröschenschlaf zu wecken. Eine wirklich beeindruckende Karriere in der Automobilbranche und ich freue mich, dass er sie bei mir erzählt. Viel Spaß mit Teil 1 mit meinem Gast Dr. Ulrich Bez. Mein Partner der heutigen Folge ist die Firma COMCO Leasing. Die sind spezialisiert auf das Leasing von besonderen Objekten also zum Beispiel Oldtimer, Youngtimer und Sportwagen, aber auch Boote, Flugzeuge oder Energie- und Schienentechnik. Mehr über COMCO erfahrt Ihr unter dem folgenden Link https://www.comco-leasing.de oder speziell zum Leasing von Klassikern auf https://www.comco-classic-cars.de. Die Alte Schule im Netz findet ihr unter www.alteschule.tv und wenn ihr Lust auf Videos habt, dann schaut einmal hier rein: www.youtube.com/geleedeluxe Du möchtest deinen Podcast auch kostenlos hosten und damit Geld verdienen? Dann schaue auf www.kostenlos-hosten.de und informiere dich. Dort erhältst du alle Informationen zu unseren kostenlosen Podcast-Hosting-Angeboten.

Top 10 worst cars of all time! #230

CarsGuide Podcast: Tools in the Shed

Play Episode Listen Later May 13, 2022 35:18

In this episode, James Cleary, Byron Mathioudakis and Andrew Chesterton talk all things motoring, including:The 10 worst cars of all time. The guys nominate their most despised cars, including: The Aurora Safety Car, Hummers H2 and H3, Lada Samara, Mitsubishi Mirage, Nissan Almera, Peugeot 1007, SsangYong Stavic, Chrysler PT Cruiser, Dodge Nitro, Cherry J11, every single Daewoo produced Holden, and a cornucopia of cringeworthy convertibles.The fresh metal we've been driving this week: the prototype Ford Ranger Wildtrak V6, Hyundai Sonata N-Line, and the new Jeep Grand CherokeeYou can get in touch with us on Facebook, Twitter (#CGPodcast) and Instagram, and let us know what awful cars we've missed by emailing comments@carsguide.com.au

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S3E36 Corry Kroon

The Voice Of Kaalhei

Play Episode Listen Later Apr 5, 2022 86:08

In episode 36 komt Corry Kroon aan het woord. Helaas is het vrouwenaandeel in de podcast dungezaaid, maar met Corry spraken we met de eerste materiaalvrouw van de eredivisie, die ruim 20 jaar werkzaam was bij d'r Kloeb. Thema's die aan bod kwamen waren haar aanstelling bij Roda, het belang van looptraining in topsport, de klik met de spelers, Harm van Veldhoven, haar ervaringen als vrouw in een mannenwereld, het Daewoo shirt, haar ontslag, de veranderingen die ze zag in de clubcultuur in haar 20 jaar bij Roda, schietgebetjes in de gang van het PLS en nog veel meer. Een compleet andere invalshoek op de club van iemand die 20 jaar in de luwte werkte en alles meemaakte. Check m! Geproduceerd door: www.southxvi.com Gesponsord door... Jegers Advocaten: www.jegersadvocaten.nl Next Door Hair, nails and beauty: www.facebook.com/Hairenmore Hotel Restaurant Vijlerhof: www.vijlerhof.nl GSR Music: www.gsrmusic.com Bernardushoeve: www.bernardushoeve.nl Rapie Autodemontage Stock Grondverzet: www.facebook.com/stockgrondverzet Van Ooyen Glashandel: vanooyen.com Kwik Consulting Nordwand: www.nordwand.nl Wiertz Company: www.wiertz.com Fandome Merchandising: www.fandome.nl Nederlands Mijnnuseum: www.nederlandsmijnmuseum.nl Marimi Solar Heerlen: www.marimi-group.nl Roda Support: www.rodasupport.nl PD Data: www.pcdata-logistics.com Metaalgieterij Van Gilst: www.vangilst.net CelXpert: www.celxpert.nl Roda JC Artic Front Wullenweber Keukens: wullenweberkeukens.jouwweb.nl

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96: Koreasta kajahtaa: Hyundai ja Kia (ja ihan vähän Daewoo)

Ajatuksia Autoista

Play Episode Listen Later Apr 1, 2022 74:01

Hyundai ja Kia ovat saapuneet uusille markkinoille täyttämällä japanilaismerkeiltä tyhjäksi jääneitä segmenttejä. Määrätietoinen kehitystyö ja suoranainen kunnianhimo ovat nostaneet merkit takavuosien naurunaiheista vakaviksi kilpailijoiksi jopa erikoissegmenteissä. Jaksossa muistellaan myös Daewoo-Chevroletia ja lämpimän banaaniesanssin hajua. Voit lähettää meille palautetta Facebookissa ja Instagramissa. Facebook: http://facebook.com/ajatuksiaautoista Instagram (@ajatuksiaautoista): http://instagram.com/ajatuksiaautoista Lauri Ahtiainen on autotoimittaja, jonka lempipuuhaa on seikkailla tulipunaisella MX-5:llä. Hänet löytää Twitteristä ja Instagramista nimellä @lahtiain. Aake Kinnunen on autotoimittaja, jonka poliisi on pysäyttänyt turkulaisuudesta. Häntä voi seurata Twitterissä nimellä @mondostic ja Instagramissa @mondostic3000 English summary: Hyundai and Kia make up the Hyundai Motor Group, which has been a steady story of success through determination and ambition. Daewoo... well, not so much.

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Let's Talk Hunks - #719 Part 1

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Play Episode Listen Later Mar 27, 2022 98:45

The Lost City: New episode of Jim and Them brought to you by THE LOST CITY, STARRING SANDRA BULLOCK, CHANNING TATUM, DANIEL RADCLIFFE AND BRAD PITT!HUNKS: It's been too long since an old fashioned Jim and Them Hunk discussion, LET'S GOThe Adam Project: We discuss the recent Netflix, Ryan Reynolds vehicle, THE ADAM PROJECT and what a piece of shit it is, also a THE BOY BLUE update!KRAUT MICK FRIEND!, THE GODFATHER!, NO SOUNDS!, BAD DRIVE!, TRANSFERRING DATA!, WOE IS ME!, JOEY LAWRENCE!, FIRST WORLD PROBLEMS!, REAL ONES!, DAEWOO!, PETIE PABLO!, JOE BERRY!, NMAN!, COVID!, VACCINE!, HERE COMES THE BOOM!, BOOSTER!, FOURTH BOOST!, HAMBURGER ELEMENT!, GREEN GOBLIN!, MOBERNIE!, CVS!, WALGREENS!, TUSKEGEE!, POMMABEAR!, SANDRO!, ALEC BALDWIN!, HILARIA BALDWIN!, SPANISH!, LATINX!, PODCAST!, KILLED THAT WOMAN!, OCTOBER!, HOSTS!, PHYSICAL MEDIA!, 4K BLU RAY!, THE LOST CITY!, SANDRA BULLOCK!, CHANNING TATUM!, DATE NIGHT!, BRAD PITT!, SWASHBUCKLING!, JUMANJI!, ROMANCING THE STONE!, SPIDER-MAN!, THE BATMAN!, IF BRAD PITT DIED!, UPSET!, 50S!, TOM HOLLAND!, GEORGE CLOONEY!, TOM CRUISE!, ROWAN ATKINSON!, MR BEAN!, ANDY SERKIS!, CINEMACON!, PAIN AND GAIN!, WORLD WAR Z!, CHARISMA!, LIVE!, THE N-WORD!, KALIFORNIA!, 12 MONKEYS!, MILO VENTIMIGLIA!, SHORTS!, PACKAGE!, CRAZY SHORTS!, THIS IS US!, GILMORE GIRLS!, MARVELOUS MRS MAISEL!, VIDEO GAME HUNK!, BEARD!, CASEY AFFLECK!, SPOILER!, RYAN GOSLING!, MICHAEL FASSBENDER!, BENEDICT CUMBERBATCH!, GUN TO MY HEAD!, RYAN REYNOLDS!, HOMO!, THE ADAM PROJECT!, THE HITMAN'S BODYGUARD!, SHAWN LEVY!, JARED LETO!, HACK!, 80S!, SPIELBERG!, THROWBACK!, STRANGER THINGS!, FREE GUY!, DEADPOOL 3!, LIGHTSABER!, HUNKS!, THE BOY BLUE!, ARRESTED!, SPECIFICS!, THEFT!, BANK ACCOUNTS!, CYBER THEFT!, WE ARE NOT THE SAME!, 9-5 JOB!, SMOKING RESIN!, BEST ICE!, CLOUT DEVIL!, TOMMY JAMES!, WON'T SHUT UP!, CANCER!, DEMENTIA!, LIVER!, JUGGALOS!, CPN!, DONATIONS!, RITZ!, DMV!,You can find the videos from this episode at our Discord RIGHT HERE!

L'intégrale : Daewoo, ce constructeur coréen qui n'aura été que de passage

Play Episode Listen Later Oct 15, 2021 51:20

Antoine Joubert et Germain Goyer reviennent sur l'annonce de la baisse de prix du Volvo XC40 Recharge. Ils reçoivent John May qui a oeuvré à titre de directeur des pièces et du service chez Daewoo de 1999 à 2001. Ils concluent l'émission en répondant aux questions du public. Une production QUB radio Octobre 2021 Pour de l'information concernant l'utilisation de vos données personnelles - https://omnystudio.com/policies/listener/fr

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Entrevue avec John May, directeur des pièces et du service chez Daewoo de 1999 à 2001

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Play Episode Listen Later Oct 15, 2021 26:09

Antoine Joubert et Germain Goyer reçoivent John May, directeur des pièces et du service chez Daewoo de 1999 à 2001. Avec lui, ils discutent de l'arrivée de la marque Daewoo en 1999, de l'accueil des concessionnaires et des consommateurs face à cette nouvelle marque ainsi que de son extinction peu de temps après. Pour de l'information concernant l'utilisation de vos données personnelles - https://omnystudio.com/policies/listener/fr

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Saboreando el café

Marcogeek, El Podcast

Play Episode Listen Later Sep 3, 2021 9:16

Me sorprendo a mi mismo saboreando un café helado, creo que es por la meditación que está afectando a mi vida diaria.Los auriculares Daewoo funcionan muy bien. Lenovo Yoga 920... In love with

Saboreando el café

Marcogeek

Play Episode Listen Later Sep 3, 2021 9:16

Me sorprendo a mi mismo saboreando un café helado, creo que es por la meditación que está afectando a mi vida diaria. Los auriculares Daewoo funcionan muy bien. Lenovo Yoga 920... In love with

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Marcas de coche desaparecidas… ¿Por qué?

El Garaje Hermético de Máximo Sant

Play Episode Listen Later Aug 31, 2021 24:35

Austin, Daewoo, DKW, Hispano Suiza, Hummer, Oldsmobile, Rover, Studewaker, Talbot, Triumph… Todas estas marcas, y muchas más, han desaparecido. A pesar de tener una gran tradición, enorme prestigio y modelos míticos. ¿Por qué? Os explicamos los motivos. Hemos dicho que os explicamos “los motivos”, porque hay más de uno. Hemos elaborado una lista de 10 marcas que es una pena que hayan desaparecido. Faltan más, no he metido a Pontiac, “poniac” como dicen los yanquis, porque ya tenía varias americanas; tampoco he metido a DeLorean, porque hizo un solo coche y su historia es muy conocida; tampoco he metido a Pegaso ni a Saab, porque la sueca se supone que no ha desaparecido del todo y porque de ambas hemos hecho un vídeo específico. Y hay otras muchas como Auto Unión, Hortch, MG, NSU, Sunbeam, Wosleley, Wanderer… esto suena a segundo vídeo. Ya os adelanto que habrá un vídeo de marcas españolas. 1. Austin (1905-1994) 2. Daewoo (1978-1999) 3. DKW (1916-1965) 4. Hispano-Suiza (1904-1946) 5. Hummer (1992-2010) 6. Oldsmobile (1897-2004) 7. Rover (1896-2005) 8. Studebaker (1852-1967) 9. Talbot (1903-1986) 10. Triumph (1890-1984) Coche del día. Voy a elegir un Talbot, pero un Talbot inglés que algunos poco conocedores confundían con el Horizon: El Talbot Sunbeam Lotus (1979-1981). Este coche llevaba un motor de 2,2 litros y 16 válvulas que en su versión de serie daba 150 CV de mucha calidad. La versión de Rallyes era una autentica pasada.

Killer Skits - Igor Suprunyuk's Super Supremo Downtown Dnipro Daewoo Dealership

Spread The Dread Podcast

Play Episode Listen Later Aug 15, 2021 1:20

SPREAD THE DREAD PODCAST has isolated the illegally broadcasted commercial of Igor Suprunyuk's Super Supremo Downtown Dnipro Daewoo Dealership! www.SpreadTheDreadPodcast.com

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Chevrolet: "Eigenlijk is het net Pepsi."

Zondagsrijders

Play Episode Listen Later Jun 21, 2021 52:19

We blijven nog even in de US-of-A. Deze keer niet de luxe sloepen, maar de degelijke volumebeukers van Chevy. Alhoewel, degelijk? Eigenlijk kennen wij ze hier in Europa alleen van de omgekatte Daewoo's, maar hebben we iets gemist? Oh en de Corvette natuurlijk. The American Sports Car. Maar wel van plastic. Je hoort er alles over in deze aflevering van de Zondagsrijders! Plaatjes bij de praatjes: https://www.instagram.com/zondagsrijderspodcast/

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#265 – WWDC 2021 i godny następca Daewoo Tico (S05E37).

Shufflecast

Play Episode Listen Later Jun 13, 2021 58:59

Witamy serdecznie i zapraszamy do odcinka. Uwaga! W tym tygodniu brak jest tzw. czasówki. Prosimy o wybaczenie :). Starter. Playstation 5 na godziny. WWDC 2021 Dacia Spring – Godny następca Daewoo Tico, czyli dawno nie jeździłem takim…

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Podcast in Crime: Taxi (2004) MY EYES!!

Friendship Supreme

Play Episode Listen Later Jun 12, 2021 37:53

Friendship Supreme presents: In this episode of Podcast in Crime, we tackle a real gem... 2004's Taxi. Jimmy Fallon, Queen Latifah, Daewoo, Nascar, everlasting love? Here's where to find us: Twitch - https://www.twitch.tv/FriendshipSupreme FB - https://www.facebook.com/FriendshipSupreme IG - https://www.instagram.com/FriendshipSupreme Twitter - https://twitter.com/FrendshpSupreme Patreon - https://www.patreon.com/FriendshipSupreme Podcast - http://www.friendshipsupreme.libsyn.com/ Youtube - https://www.youtube.com/channel/UCPna9TSuZsue3QEi9hOAeZQ Email - Friendship.Supreme@gmail.com P.O. Box 14576 Haltom City, TX 76117

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THẾ GIỚI QUẢ LÀ RỘNG LỚN... I Đừng già sớm ở tuổi 20!

Tóm tắt sách cùng Tanya (New)

Play Episode Listen Later May 31, 2021 14:52

Thế giới rất rộng lớn và có quá nhiều việc phải làm. Bạn còn trẻ và bạn phải sống quãng đời vàng ngọc chỉ có một lần trong đời này một cách có ý nghĩa! - Những lời khuyên của ông Kim Woo Choong, người sáng lập tập đoàn Daewoo. Youtube: Tóm tắt sách cùng Tanya Link: https://www.youtube.com/channel/UCNp7IKrZnq5nFlrSxSQilPA Fanpage: Tóm tắt sách cùng Tanya Email: thanhtam.hgci@gmail.com

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Mastering Customer Success with Charlie Dawson, Founder of The Foundation

The Places We'll Go Marketing Show

Play Episode Listen Later May 17, 2021 45:51

WHO IS CHARLIE DAWSON Charlie established The Foundation in 1999 with the aim of helping organisations be more sustainably successful by being customers not financially led. His original inspiration came from working on a new car company launch, Daewoo, that did this by happy accident to great effect, breaking records for speed of growth and disrupting an inward-looking market. Previous clients include: HSBC, Morrisons, eBay, Harvey Nichols and Eurostar WHAT YOU'LL LEARN ⭕ Seeing the world from the outside-in ❤ Being customer-led really will lead to commercial success ✅ Why being customer-led is the foundation of sustained success

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Streamathon? - #676 Part 1

#DCDW Podcast van Paul de Vries

Play Episode Listen Later Apr 10, 2021 92:45

Voicemails: People are killing it on the voicemails this week! Great characters and on topic comments and vaccine check ins! GOON BOY SUMMER.Streamathon: Jim has some sad stories from this past week, but it may turn into something good as the announcement of a possible STREAMATHON! Please donate for a possible upcoming 30 HOUR STREAM starting on Friday April 23rd!Old Commercials & Nickelodeon: Discussing our potential peanut butter and jelly or pizza making contests we get into old commercials and classic Nickelodeon shows.DMX!, SMILE!, TOP 5!, DAEWOO!, BEAUCOUP!, BUKU!, BUCCO!, CANCELLED!, STACKING AND JACKING!, SHIRTS!, RUCKING FOTTEN!, FRENCHMAN SARAH'S HUBBY!, ACEMASTER!, VACCINE!, SHIRT!, TEEPUBLIC!, PISS BOY SUMMER!, KEVIN ESQUIRE!, CREEPY SONGS!, BLUE VELVET!, SINGING IN THE RAIN!, RUDEBOY!, JORDAN MADDISON!, CALL!, BRING THINGS DOWN!, EASTER!, PUT DOG TO SLEEP!, ELNMORE!, PRANK!, LUCHADOR!, NMAN!, STREAMATHON!, RAISE MONEY!, IDEAS!, LATE NIGHT!, GHOST STORIES!, DOWNTIME!, COCAINE!, JAKOB!, CAT SMILEY!, ADAM GREEN!, BRIAN DUFFIELD!, JOSEPH KAHN!, GUEST HOST!, OLD FOOTAGE!, KEVIN OWENS!, WRESTLEMANIA!, MOVIE COMMENTARY!, GOOFY MOVIE!, TANGLED!, SCARECROW!, TWO CATS!, COVID MASK!, POST SHOW!, POW WOW!, FOOD!, CONAIRONDVD!, BANANA SPLIT!, PEANUT BUTTER AND JELLY!, CONTEST!, BLIND TASTE TEST!, CRUNCHY PEANUT BUTTER!, ROCKS!, ROACHES!, PIZZA MAKING CONTEST!, FROM SCRATCH!, BOBOLI!, TORTILLAS!, COMMERCIALS!, PEP IT UP!, HORMEL!, PEPPERONI!, NICKELODEON!, YOU CAN'T DO THAT ON TELEVISION!, DOCUMENTARY!, SUMMER SANDERS!, FIGURE IT OUT!, GUTS!, LEGENDS OF THE HIDDEN TEMPLE!, WHAT WOULD YOU DO!, MARK SUMMERS!, PETE AND PETE!, AHEAD OF IT'S TIME!, REN AND STIMPY!, DOUG!, SNICK!, DOUBLE DARE!, NICK ARCADE!, CHEAP!, LOW RENT!, ALEX MACK!, JAKE SPRAGUE!, 185 PART 1!You can find the videos from this episode at our Discord RIGHT HERE!

Tạp chí Việt Nam - Việt - Hàn đa dạng đối tác thương mại, hạn chế phụ thuộc vào Trung Quốc

TẠP CHÍ VIỆT NAM

Play Episode Listen Later Mar 22, 2021 9:34

Tập đoàn Samsung của Hàn Quốc đóng cửa nhà máy ở Trung Quốc và chuyển hầu hết hoạt động sang Việt Nam do lợi ích về giá nhân công và để tránh bị “vạ lây” trong cuộc chiến thương mại Mỹ-Trung. Ngày 31/12/2020, Hà Nội và Seoul ký thỏa thuận đối tác chiến lược toàn diện để thúc đẩy hợp tác thương mại và đầu tư song phương trong khuôn khổ hàng loạt thỏa thuận được ký kết trong tháng 12. Mục tiêu hai nước đề ra là đạt mức trao đổi thương mại song phương lên tới 100 tỉ đô la từ nay đến năm 2023, tăng thêm 30 tỉ đô la so thống kê năm 2018. Kế hoạch hành động được Seoul và Hà Nội đề ra còn nhắm đến việc trao đổi công nghệ mũi nhọn, lập nhiều trung tâm nghiên cứu và phát triển, hợp tác và phát triển nhiều khu công nghiệp tại Việt Nam… nhằm thu hút thêm đầu tư của doanh nghiệp Hàn Quốc. Đối với trường hợp Samsung, trong chuyến thăm Hà Nội ngày 20/10/2020 và được thủ tướng Nguyễn Xuân Phúc tiếp đón, phó chủ tịch tập đoàn Lee Jae Yong (người thừa kế tập đoàn bị kết án 30 tháng tù vào ngày 18/01/2021) khẳng định Trung tâm Nghiên cứu và Phát triển lớn nhất Đông Nam Á, được Samsung khởi công từ tháng 03/2020 tại Hà Nội, sẽ đi vào hoạt động vào năm 2022. Với hơn 3.000 kĩ sư, Trung tâm tại Hà Nội sẽ là cơ sở Nghiên cứu và Phát triển chính của cả tập đoàn (1). Phối hợp và đa dạng hóa đối tác thương mại là chiến lược được cả Việt Nam và Hàn Quốc theo đuổi để tránh phụ thuộc vào nước láng giềng khổng lồ Trung Quốc. Đây là nhận định của nhà nghiên cứu Antoine Bondaz, chuyên gia về Đông Á tại Quỹ Nghiên Cứu Chiến Lược Pháp (Fondation pour la Recherche stratégique, FRS), điều hành Chương trình Triều Tiên về an ninh và ngoại giao (FRS-KF Programme Corée sur la sécurité et la diplomatie) khi trả lời phỏng vấn RFI Tiếng Việt. ***** RFI : Ngày 31/12/2020, Việt Nam và Hàn Quốc đã ký thỏa thuận hợp tác chiến lược toàn diện để thúc đẩy hợp tác về thương mại và đầu tư. Khi tăng cường hợp tác song phương, Việt Nam có thể nhận được gì từ phía Hàn Quốc và ngược lại ? Antoine Bondaz : Trước hết, phải nhấn mạnh đến việc trong số những nước ASEAN, Việt Nam thực sự là đối tác ưu tiên của Hàn Quốc. Giao thương giữa Việt Nam và Hàn Quốc rất phát triển vì tổng trao đổi thương mại song phương đã vượt ngưỡng 70 tỉ đô la vào năm 2018, nhờ đó Việt Nam đã trở thành đối tác thương mại lớn thứ 4 của Hàn Quốc, đứng sau Trung Quốc, Hoa Kỳ và Nhật Bản. Có thể nói là quá trình đầu tư của Hàn Quốc vào Việt Nam đã có từ khá lâu vì ngay từ khi Việt Nam mở cửa và cải cách vào đầu những năm 1990, Hàn Quốc, đặc biệt là những tập đoàn lớn của nước này, nằm trong số những doanh nghiệp đầu tiên đầu tư hàng loạt vào Việt Nam. Điều này giải thích tại sao hiện nay những đại tập đoàn, như Samsung, Daewoo và nhiều tập đoàn khác, đều hiện diện ở Việt Nam. Vì vậy, tiếp tục và thúc đẩy phát triển quan hệ kinh tế với Việt Nam là điều vô cùng quan trọng đối với chính quyền Seoul. Thêm vào đó, từ vài năm gần đây, Hàn Quốc đã triển khai một chiến lược dành riêng cho khu vực Đông Nam Á, có tên là « New Southern Policy » (Chính sách hướng Nam mới). Mục tiêu mà Hàn Quốc đề ra rất đơn giản : tăng cường mối quan hệ kinh tế với các nước Đông Nam Á, trong đó có Việt Nam, để bớt phụ thuộc vào thị trường Trung Quốc. Cuối cùng, ngoài đơn thuần về kinh tế và thương mại, còn có một mặt khác liên quan đến « hỗ trợ phát triển ». Rõ ràng là Việt Nam nằm trong chiến lược hỗ trợ cho các nước đang phát triển của Hàn Quốc. Chính quyền Seoul ưu tiên Việt Nam, cho nên có rất nhiều việc được tiến hành giữa Hàn Quốc và Việt Nam. Và dĩ nhiên, thỏa thuận được ký ngày 31/12/2020 góp phần tăng cường cho quá trình đang diễn ra. RFI : Có thể nhận thấy là cuộc chiến thương mại Mỹ-Trung đã đẩy nhiều doanh nghiệp Hàn Quốc, đặc biệt là tập đoàn Samsung, chuyển dây chuyền sản xuất từ Trung Quốc sang Việt Nam. Liệu làn sóng tẩy chay sản phẩm Hàn Quốc vào những năm 2016-2017 tại Trung Quốc sau khi chính quyền Seoul quyết định lập hệ thống phòng thủ tên lửa THAAD trên lãnh thổ Hàn Quốc, có góp phần thúc đẩy tiến trình di dời sản xuất này hay không ? Phải chăng không nên « vuốt râu hùm » Trung Quốc ? Antoine Bondaz : Cần phải nói rõ rằng việc các doanh nghiệp Hàn Quốc tìm cách đa dạng hóa về thị trường, về các nước sản xuất đã bắt đầu trước cả cuộc chiến thương mại giữa Hoa Kỳ và Trung Quốc. Dĩ nhiên quá trình này được tăng tốc vào năm 2016-2017 khi mối quan hệ giữa Bắc Kinh và Seoul trở nên xấu đi. Hàn Quốc hoàn toàn ý thức được rằng nhờ dựa vào nền kinh tế Trung Quốc, cũng như về mặt xuất khẩu, các doanh nghiệp của nước này đã kiếm được rất nhiều tiền trong những thập niên qua, nhưng cũng là một « tai họa » nếu như sự phụ thuộc trở nên quá lớn. Vì thế trong những năm gần đây, Seoul, hay chính xác hơn là các doanh nghiệp Hàn Quốc, đề ra chiến lược khá rõ ràng, đó là đa dạng hóa đối tác. Điều này được thấy qua việc nhiều nhà máy của Hàn Quốc bị đóng cửa ở Trung Quốc và được mở ở Việt Nam. Quá trình này được thúc đẩy hoàn toàn vì lợi ích kinh tế, do giá nhân công ở Trung Quốc tăng cao nên Việt Nam trở nên cạnh trạnh hơn về nhân công. Do đó, nhiều doanh nghiệp nước ngoài, kể cả châu Á dù là của Hàn Quốc, Nhật Bản hay những nước khác, đã chuyển hoạt động sang Việt Nam, một quốc gia có giá nhân công rẻ hơn, môi trường chính trị được coi là tốt, nơi người dân được đào tạo và hệ thống cơ sở hạ tầng ngày càng vững chắc. Nhờ đó, Việt Nam ngày càng có khả năng thu hút đầu tư nước ngoài, kể cả Hàn Quốc. RFI : Thị trường chung châu Âu có ý nghĩa như nào đối với Việt Nam và Hàn Quốc, trong khi cả hai nước này đều có thỏa thuận tự do thương mại riêng với Liên Hiệp Châu Âu ? Antoine Bondaz : Liên Hiệp Châu Âu là một nhân tố không thể thiếu đối với bất kỳ cường quốc thương mại nào hiện nay. Liên Hiệp Châu Âu là cường quốc thương mại hàng đầu, là thị trường có hơn 450 triệu người có mức sống trung bình và cao. Vì thế, đối với bất kỳ quốc gia nào muốn giao thương đều muốn trở thành đối tác của Liên Hiệp Châu Âu. Đó là điều mà Hàn Quốc đã làm, với việc ký Hiệp định Thương mại Tự do với Bruxelles cách đây hơn 10 năm (thỏa thuận có hiệu lực từ năm 2010). Và gần đây là trường hợp Hiệp định Thương mại Tự do giữa Liên Hiệp Châu Âu và Việt Nam (EVFTA). Đây là điểm tích cực cho các doanh nghiệp và nền kinh tế châu Âu, khu vực luôn tìm cách tăng cường trao đổi thương mại với những nước này. Cần phải nhắc lại rằng đây cũng là cơ hội tốt cho cả Hàn Quốc lẫn Việt Nam trong việc đa dạng hóa đối tác, giảm phụ thuộc vào nước láng giềng Trung Quốc. Đây chính là mục tiêu kinh tế và chính trị quan trọng, không chỉ đối với các chính phủ mà còn đối với cả các doanh nghiệp của những nước liên quan. RFI : Trong Hiệp định Thương mại Tự do giữa Liên Hiệp Châu Âu và Việt Nam có một số quy định về nguồn gốc nguyên liệu, ví dụ như vải, phải sử dụng sản phẩm của Hàn Quốc để xuất sang thị trường chung châu Âu. Xin ông giải thích thêm mối liên hệ trong điểm này ! Antoine Bondaz : Trong thỏa thuận giữa Hàn Quốc và Việt Nam, mục tiêu rõ ràng là để cả hai nền kinh tế đều được lợi. Nếu Hàn Quốc có thể có được độc quyền về một số sản phẩm hoặc độc quyền về mặt sản phẩm trong một số chuỗi sản xuất hoặc chuỗi giá trị, dĩ nhiên là họ sẽ làm. Về phía Việt Nam, đây cũng là điểm quan trọng vì như tôi đã nói ở trên, 70 tỉ đô la trao đổi thương mại là khoản tiền vô cùng lớn. Đối với Việt Nam, đây là cơ hội có một không hai và có thể là chính quyền Hà Nội, cũng như các doanh nghiệp Việt Nam, sẵn sàng nhân nhượng một số điểm với chính phủ, cũng như các tập đoàn Hàn Quốc. Điều này có thể đẩy mạnh trao đổi thương mại và như vậy không chỉ góp phần vào phát triển kinh tế của Việt Nam mà còn làm tăng mức sống của người dân. RFI : Việt Nam vẫn bị chỉ trích thiếu hoạt động công đoàn độc lập. Dường như đây cũng không phải là điểm mạnh của Hàn Quốc. Liệu có cần lo ngại về việc quyền lợi của người lao động bị tác động trong khi ưu tiên của chính phủ Việt Nam là thu hút đầu tư nước ngoài, dĩ nhiên là cả từ Hàn Quốc ? Antoine Bondaz : Đúng là quan ngại này có từ lâu và vấn đề còn rộng hơn cả việc giữa một bên là phát triển kinh tế, nâng cao đời sống người dân, và bên kia là việc phát triển và tăng cường các quyền, kể cả các quyền lợi xã hội, trong đó có quyền lợi lao động. Dĩ nhiên, một số chính phủ có xu hướng hạn chế các quyền lợi xã hội để gia tăng đầu tư nước ngoài. Chính vì thế mà một số cường quốc thương mại, như trường hợp của Liên Hiệp Châu Âu, rất chú tâm đến việc quyền lợi xã hội, quyền của người lao động phải được nêu trong các thỏa thuận thương mại. Tôi lấy ví dụ Hiệp định Thương mại Tự do được Bruxelles và Hà Nội ký có một chương tên là « Phát triển bền vững ». Chương này không chỉ liên quan đến vấn đề môi trường mà còn đề cập đến những vấn đề xã hội, nhân quyền… Chính điều này đã hối thúc Việt Nam phê chuẩn Công ước số 105 xóa bỏ Lao động cưỡng bức của Tổ Chức Lao Động Quốc Tế (ILO). Việt Nam đã ký Công ước này vào ngày 14/07/2020 và sẽ có hiệu lực vào ngày 14/07/2021. Có nghĩa là Hà Nội đưa ra những cam kết, trong đó có cam kết về loại bỏ lao động cưỡng bức, để cải thiện tình hình. Vấn đề nghiệp đoàn thì phức tạp hơn. Người ta nhận thấy tác động của những thỏa thuận ký với Liên Hiệp Châu Âu vẫn có một hạn chế tiềm năng. Ví dụ trong trường hợp giữa Bruxelles và Seoul, Hiệp định Thương mại Tự do song phương lẽ ra gắn liền với điều kiện quyền của người lao động phải được bảo vệ tốt hơn ở Hàn Quốc. Trên thực tế là 10 năm sau (từ năm 2010 khi thỏa thuận tự do trao đổi thương mại với Liên Hiệp Châu Âu có hiệu lực), Hàn Quốc mới phê chuẩn một số Công ước của Tổ Chức Lao Động Quốc Tế (2), khác với Việt Nam. Chính quyền Seoul còn không đưa ra những biện pháp mạnh mẽ mang tầm quốc gia để cổ vũ cho quyền của người lao động. Mục tiêu hiện giờ là thông qua các cuộc tham vấn và thảo luận để đốc thúc Seoul thực hiện việc này vì lợi ích lâu dài của Hàn Quốc. Bởi vì, việc bảo đảm cho các quyền lợi xã hội hoặc quyền lao động được tốt hơn có thể giúp gia tăng hiệu năng của một đất nước, nhờ đó tăng tốc cho quá trình phát triển quốc gia và cuối cùng là nâng cao đời sống của người dân. RFI Tiếng Việt xin chân thành cảm ơn nhà nghiên cứu Antoine Bondaz, chuyên gia về Đông Á của Quỹ Nghiên Cứu Chiến Lược Pháp (FRS), điều hành Chương trình Triều Tiên về an ninh và ngoại giao (FRS-KF). ***** (1) Theo Le Courrier du Vietnam, thủ tướng Nguyễn Xuân Phúc đã tiếp phó chủ tịch tập đoàn Samsung ngày 20/10/2020. Ông Lee Jae Yong nêu kế hoạch xây dựng Trung tâm Nghiên cứu và Phát triển tại Hà Nội của tập đoàn Samsung trong buổi làm việc này. (2) Theo hãng tin Yonhap, ngày 26/02/2021, Quốc Hội Hàn Quốc đã phê chuẩn các công ước chính của Tổ Chức Lao Động Quốc Tế (ILO) về các quyền của người lao động và lao động cưỡng bức. Hàn Quốc gia nhập cơ quan này của Liên Hiệp Quốc năm 1991 nhưng chưa thông qua bốn trong số những công ước chính của tổ chức này.

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Het is heel belangrijk dat de juiste opties en specificaties erop zitten. Vandaar dus die selectie, de CarSelexy.

Play Episode Listen Later Feb 16, 2021 26:56

Welkom allemaal bij een nieuwe aflevering van onze podcast met de missie de online automotive beter maken. Vandaag hebben we Onno Dekker te gast. Sommige van u kennen Onno waarschijnlijk via Chevrolet of Daewoo of wellicht van zijn stap naar Opel. Ik ben heel blij dat hij er is om te praten over CarSelexy. Onno, dankjewel voor je komst! Kun je ons wat meer vertellen over jezelf, over wie je bent en wat je al gedaan hebt voordat je met CarSelexy begon? Carrière Mijn naam is Onno Dekker, ik ben in 1995 begonnen bij Daewoo waar ik mezelf heb kunnen ontwikkelen en doorgegroeid ben naar Chevrolet. Daar heb ik een tijd gewerkt en gingen we vervolgens samen met Opel waar ik vrij lang dealernetwerk ontwikkeling heb gedaan. Deze samenwerking met Opel stopte uiteindelijk waardoor het weer alleen Chevrolet werd. Helaas was dit voor korte duur. In 2013 werd er namelijk geroepen dat we ermee stopte, wat het einde van Chevrolet betekende. Vervolgens dacht ik “nou leuk, de dealers hebben nou ook geen auto’s meer, hoe gaan we dat doen?” Ik was namelijk behoorlijk betrokken met het dealernetwerk van een 65-tal dealers. Toen dacht ik van: “bij VDS doen ze de import van jong gebruikte auto’s laat ik daar eens mee gaan praten.” Op die manier zijn we gestart met het opzetten van een dealernetwerk van jong gebruikte auto’s waarover dealers kunnen beschikken en dat naast hun andere merk of een universeel dealerbedrijf kunnen voeren. Dat hebben we met CarSelexy uiteindelijk helemaal uitgewerkt alsof het een merk is en doen we dit inmiddels al met een 13-tal dealers. CarSelexy Voor de naam CarSelexy hebben we gekozen omdat we onderscheid willen maken. De naam zegt het al. CarSelexy, je selecteert auto’s en wij selecteren de juiste auto’s. We hebben een aantal inkopers die heel Europa rondrijden. Hierbij weten we dat er een paar partijen zijn waarbij het goed zit, maar we weten ook dat er een aantal nieuwe partijen zijn waarbij we dan eerst nog moeten gaan kijken. Daar kijken we dan naar wat voor auto’s we gaan kopen, welke hiervan geschikt zijn en waaraan ze moeten voldoen om ze naar Nederland te kunnen halen. Dus het is heel belangrijk dat de juiste opties en specificaties erop zitten. Vandaar dus die selectie, de CarSelexy, dat is het idee erachter. Hierbij hebben we de naam anders gespeld om onderscheidend te zijn. Want auto’s zijn sexy en dat blijven ze. Hiermee zitten we door heel het land van Noord-Groningen tot in Brabant. Redenen voor een aankoop bij een CarSelexy dealer Natuurlijk hebben wij de meest fantastische auto’s die er zijn, maar dat is natuurlijk een containerbegrip. CarSelexy biedt jonge auto’s van 0 tot 2 jaar oud die als vervanging van een nieuwe auto dienen. Het zou natuurlijk dom zijn om een nieuwe te kopen, je hebt namelijk fabrieksgarantie en het is merkonafhankelijk. Bijna elk merk hebben we in allerlei verschillende modellen staan. En er zijn natuurlijk veel merken die momenteel een redelijk beperkt aanbod hebben en dat is jammer. Want dat betekent dat je een heleboel klanten ineens niet meer kunt bedienen. Merkgebondenheid heeft dus zo zijn voordelen maar ook zeker zijn nadelen. Uiteindelijk willen we nog grote stappen gaan maken met CarSelexy en willen we aan het einde van dit jaar op 20 dealers zitten. In totaal willen we nog doorgroeien naar zo’n 40 tot 50 dealers. Hierbij zijn we opzoek naar merk- of universele dealers die een showroom hebben die doorgaans tussen de 250 en 300 occasions per jaar verkopen. Hierbij is het belangrijk dat de showroom zo’n 10 tot 15 auto’s van CarSelexy moet kunnen bevatten. We zoeken eigenlijk met name naar die lokale hero. Onno, dankjewel voor je komst en het gesprek in de studio in Ede. Volgende week uiteraard weer een nieuwe gast, met dezelfde missie: de online automotive beter te maken. Tot volgende week! Deze Podcast wordt mede mogelijk gemaakt door: Marktplaats, 2dehands.be, UCC, Calldrip, CARMEN BDC en Findio Marktplaats is met ruim 7.3 miljoen unieke bezoekers per maand al jaren een van de populairste sites van Nederland. Per dag worden rond 350.000 nieuwe advertenties op de site geplaatst. Particuliere en zakelijke aanbieders zorgen voor een groot en gevarieerd tweedehands en nieuw aanbod. Marktplaats is de plaats met de hoogste kans om een betrouwbare tweedehandse auto succesvol te (ver)kopen tegen een goede prijs. Waarom kiezen voor Calldrip? Calldrip is een succesvol leadopvolgings systeem dat zijn oorsprong heeft in de Verenigde Staten en dankzij #DCDW nu ook in Nederland en België beschikbaar is. Het systeem is vooral geschikt voor importeurs en grote dealerholdings die ervoor kiezen de leadopvolging bij de verkopers te leggen. Calldrip is de ideale tool om verkopers te ondersteunen bij leadopvolging en tot maximale conversie te komen. Waarom kiezen voor UCC? UCC: Steeds meer collega’s gebruiken Used Car Controller. Taxeren, calculeren, publiceren of auto’s verhandelen met je persoonlijke handelsplatform? Met 1 abonnement geeft Used Car Controller je controle over alle kritische gebruikte auto processen. Zo maakt Used Car Controller je tot de beste in je vak! Waarom samenwerken met Findio voor auto? Als u kiest voor Findio voor auto, kiest u voor een partner voor de lange termijn. Wij verzekeren u van:online retailoplossingen – ruime kennis en ervaring op het gebied van automotive – al uw krediet onder één dak – Ondersteuning van uw verkopers – Remarketing tools – digitale oplossingen voor dealermanagementsystemen van Autodata, VWE Automotive, Used Car Controller of Autosoft om uw auto’s gemakkelijk te adverteren en te beheren op meerdere autoverkoopsites. Waarom kiezen voor Spincar? Auto kopen anno 2020? Naast gemak, betrouwbaarheid kijkt een consument ook naar presentatie. De kleding- en electronicabranche doet dit al jaren door 360º beeld te gebruiken bij presentaties. En dat werkt. Mensen zijn op zoek naar volledigheid tot in detail. Als webshop profiteer je daar optimaal van. Daarom is 360º presentatie ook de manier om de aandacht voor consumenten te trekken die op zoek zijn naar een auto. Autobedrijven die werken met 360º beeld, -spins-, merken dat klanten het enorm waarderen en ontvangen beduidend meer leads. Consumenten krijgen zekerheid en bevestiging van de juiste prijs bij het bekijken van een spin. De zorg en aandacht voor een goede presentatie kenmerkt een serieuze aanbieder.

Three Guys One Hammer - The Dnepropetrovsk Maniacs

I Could Murder A Podcast

Play Episode Listen Later Dec 14, 2020 51:05

In the penultimate episode of season two, the ICMAP boys head back to Eastern Europe in order to shine a light on a case that received global attention due to the upload of a significant viral snuff video. Tom and Ben explore the Ukrainian teenagers behind the evil and chilling gore video: “3 Guys, 1 Hammer” as well as their 20 additional slayings committed over a three week period... Igor and Viktor, ‘The Dnepropetrovsk Maniacs’. July 7th, 2007 - two 14-year-old school friends Vadim and Andrei make special efforts to wake up before sunrise in order to travel to the nearby Kil’chen River. The boys plan on spending the day at the river in order to catch fresh fish to bring home to their mothers. Without a care in the world, the boys meet and meander off into the darkness, through the silent countryside roads of Pidhorodne. As the boys make their way into a heavily wooded section of road just a few metres from the river, a green daewoo taxicab overtakes them and aggressively pulls to a halt. Two silhouettes exit the vehicle and stand in the middle of the road, motionless. The figures do not move... Nervously, the young boys try to pass, they are met with sudden and vicious force which throws them from their cycles and a frantic, frenzied attack ensues. Vadim manages to flee and spends the rest of the early morning’s darkness hiding in the nearby woods, Andrei wasn’t so lucky... The sounds of hysterical laughter and deranged exclamations pierce through the pine... along with the glare of the Daewoo's headlights. Vadim cowers in cover as Andrei is brutalised. The maniacs strike again... The attacks not only become more frequent and more heinous, but they become more documented. Known globally on gore sites as the evil behind ‘3 Guys, 1 Hammer’, the Dnepropetrovsk Maniacs continue to upload, continue to attack and continue to run free...But what drove these young boys to brutally murder 21 people in 21 days? Why did the parents continually allow the boys to “get away with murder”? What big mistake did Igor make that would lead to their demise? And was there an international syndicate who had ordered 40 snuff videos from the boys?Tune in, and all will be revealed!**Please kindly give the show a rating and review on Apple Podcasts, Spotify or wherever you find us in your ears at the moment. It helps us so, so much and will make it easier for other potential listeners to find us. Thanks for your support. Until next time!**Watch ICMAP on YouTube HERE https://www.youtube.com/icouldmurderapodcastFollow ICMAP on Instagram HERE https://www.instagram.com/couldmurderapodFollow ICMAP on Twitter HERE https://twitter.com/CouldMurderAPodSupport ICMAP on Patreon HERE https://www.patreon.com/couldmurderapod

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Michelin stars, Daewoo Lanos, you know, normal stuff.

On So Many Levels

Play Episode Listen Later Nov 30, 2020 68:25

Steven and Chris talk some news and Michelin stars. Plus a bonus car sequence.

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HP 91: Carmen’s Kitchen with CEO and Founder Carolyn Creswell

Herpreneur Lifestlyle Show

Play Episode Listen Later Nov 3, 2020 29:25

At age 18 she bought a tiny business for $1000, today it’s known as an Australian iconic food brand CARMEN’S. Today you’ll hear the story of how Carolyn Creswell uses to park her little Daewoo car alongside the big semi-trailers at the supermarket loading docks to delivery her product to the largest supermarket chains in Listen In The post HP 91: Carmen’s Kitchen with CEO and Founder Carolyn Creswell appeared first on The Wellness Couch.

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Daewoo Matiz (sorry) and City Cars...

The Piston Podcast

Play Episode Listen Later Oct 25, 2020 31:23

This week on #ThePistonPodcast, presenter Daniel FINALLY gets to review one of his favourite cars - the magnificent Daewoo Matiz - yeah...Daniel also discusses the latest car news and chats about the best city cars on sale.Subscribe to TPP for more!Follow Daniel on social media @DanielCars05

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Alte Rostlaube und neuer Glanz

Marco's Welt - Der Podcast ohne Plan

Play Episode Listen Later Sep 26, 2020 62:57

In dieser Folge berichte ich von meinen diversen Autos, die ich im Laufe der Jahrzehnte schon hatte. Ford, Opel, BMW, Daewoo, Rover, VW, Volvo, Renault und Dacia. Von allen ist was dabei. Welches der Fahrzeuge wurde ein Filmstar? Habe ich Mädels mit meinen Wagen abschleppen können? Welches Auto hatte einen Baum im Innenraum? Kann man nicht nur Gas geben sonder auch mit Gas fahren? Seid gespannt und hört rein. Instagram Der_Podcast_ohne_Plan oder MarcosWelt@mein.gmx über ein Feedback oder Ideen würde ich mich sehr freuen. --- Send in a voice message: https://anchor.fm/marcoswelt/message

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Steeds meer autofabrikanten benaderen consumenten rechtstreeks online!

#DCDW Podcast van Paul de Vries

Play Episode Listen Later Sep 14, 2020 46:28

Welkom allemaal bij een nieuwe aflevering van onze podcast om de online automotive beter te maken. Vandaag is onze gast Boudewijn Finson van Automotive Retail Support. Boudewijn, wil je jezelf voorstellen aan de paar mensen die jou nog niet kennen? Spraakmakend “Ik ben alweer 44 jaar werkzaam in of vlakbij de autobranche. Na mijn opleiding ben ik begonnen bij de Mitsubishi-importeur. Daar heb ik verschillende sales-, marketing- en managementfuncties gehad. Het contact met de dealers vond, en vind, ik het allerbelangrijkst. Je onderhandelt met het mes op tafel, maar je bent er voor elkaar, door dik en dun. Daarna ben ik het avontuur aangegaan met de lancering van Daewoo in Nederland. Met spraakmakende marketingcampagnes bouwden we in korte tijd veel naamsbekendheid op. Het was een geweldige tijd, maar na 2,5 jaar ben ik overgestapt naar de nieuwe fabrieksimporteur van Mitsubishi.” Gepersonaliseerd “Na mijn terugkeer heb ik de herintroductie van de nieuwe Carisma voor mijn rekening genomen. Samen met drie collega’s hebben we de bekende posteractie bedacht. Geholpen door veel free publicity haalden we moeiteloos alle verkoopdoelstellingen. Door het succes van de Carisma zaten dealers vol met inruilauto’s. Kees Juffermans van Juffermans Support kwam met het idee om specifieke klanten uit te nodigen voor grote occasionshows. Kees en ik hadden een klik. We zijn samen verder gegaan en hebben ons gespecialiseerd in gepersonaliseerde marketing. Een van onze campagnes was een Google Streetview-mailing. Potentiële kopers kregen een foto van hun huis met de auto er in gemonteerd. Ook dat leverde veel respons op.” Verandering “Het heeft 25 jaar geduurd voordat internet echt in de autobranche ingeburgerd is geraakt. Nu benaderen steeds meer autofabrikanten klanten rechtstreeks online. OEM’s steken de dealermarge in hun zak en houden grip op de manier waarop het product wordt verkocht. Als je een goed product hebt, en goede marketing, dan komen klanten vanzelf naar je toe. Ook online. Voor dealers ligt de toekomst bij ev’s. Er ontstaat een gigantische vraag naar elektrische personenauto’s en bedrijfsauto’s. Daar moet je je personeel nu op trainen. Met Automotive Retail Support adviseren we autobedrijven ook over garageformules. Niet elke formule past bij elk bedrijf. Met formulekiezer.nl helpen we ondernemers een keuze te maken die bij hun situatie past.” Boudewijn, dankjewel voor jouw komst naar onze podcaststudio. Luisteraars, volgende week een nieuwe podcast om de online automotive beter te maken. Deze Podcast wordt mede mogelijk gemaakt door: Marktplaats, 2dehands.be, UCC, Calldrip en Findio Marktplaats is met ruim 7.3 miljoen unieke bezoekers per maand al jaren een van de populairste sites van Nederland. Per dag worden rond 350.000 nieuwe advertenties op de site geplaatst. Particuliere en zakelijke aanbieders zorgen voor een groot en gevarieerd tweedehands en nieuw aanbod. Marktplaats is de plaats met de hoogste kans om een betrouwbare tweedehandse auto succesvol te (ver)kopen tegen een goede prijs. Waarom kiezen voor Calldrip? Calldrip is een succesvol leadopvolgings systeem dat zijn oorsprong heeft in de Verenigde Staten en dankzij #DCDW nu ook in Nederland en België beschikbaar is. Het systeem is vooral geschikt voor importeurs en grote dealerholdings die ervoor kiezen de leadopvolging bij de verkopers te leggen. Calldrip is de ideale tool om verkopers te ondersteunen bij leadopvolging en tot maximale conversie te komen. Waarom kiezen voor UCC? UCC: Steeds meer collega’s gebruiken Used Car Controller. Taxeren, calculeren, publiceren of auto’s verhandelen met je persoonlijke handelsplatform? Met 1 abonnement geeft Used Car Controller je controle over alle kritische gebruikte auto processen. Zo maakt Used Car Controller je tot de beste in je vak! Waarom samenwerken met Findio voor auto? Als u kiest voor Findio voor auto, kiest u voor een partner voor de lange termijn. Wij verzekeren u van:online retailoplossingen – ruime kennis en ervaring op het gebied van automotive – al uw krediet onder één dak – Ondersteuning van uw verkopers – Remarketing tools – digitale oplossingen voor dealermanagementsystemen van Autodata, VWE Automotive, Used Car Controller of Autosoft om uw auto’s gemakkelijk te adverteren en te beheren op meerdere autoverkoopsites. Waarom kiezen voor Spincar? Auto kopen anno 2020? Naast gemak, betrouwbaarheid kijkt een consument ook naar presentatie. De kleding- en electronicabranche doet dit al jaren door 360º beeld te gebruiken bij presentaties. En dat werkt. Mensen zijn op zoek naar volledigheid tot in detail. Als webshop profiteer je daar optimaal van. Daarom is 360º presentatie ook de manier om de aandacht voor consumenten te trekken die op zoek zijn naar een auto. Autobedrijven die werken met 360º beeld, -spins-, merken dat klanten het enorm waarderen en ontvangen beduidend meer leads. Consumenten krijgen zekerheid en bevestiging van de juiste prijs bij het bekijken van een spin. De zorg en aandacht voor een goede presentatie kenmerkt een serieuze aanbieder.

63: Las noticias de empresas Comidas y Resumidas al lunes 17 de agosto 2020

COMIDO Y RESUMIDO - El resumen diario de noticias, con José Carlos Lumbreras

Play Episode Listen Later Aug 17, 2020 7:50

Nos desayunamos las noticias al lunes 17 de agosto de 2020 y te las resumimos en menos de 8 minutos. Disponible en Itunes, Spotify, Youtube e Instagram. Agradecemos la difusión de este podcast.Las noticias de hoy incluyen: ***Los efectos de la inamovilidad de los domingos***Tetrapak y las tendencias mundiales en alimentos y bebidas***Pharmaris tendrá planta propia en el Perú***Inversiones en infraestructura***Inretail a por más locales***Daewoo ahora es Winia***La estrategia delivery del holding Arburú***Matriz***Esta semana empieza a entregarse FAE Turismo***SBS abre proceso al BCP***Neo Consulting sobre los cambios en el sector consultoría***Luego de TikTok, Trump vs AlibabaSi quieres recibir las noticias en tu Whatsapp escríbenos al +51 949376201 con el mensaje PODCAST PTP y te agregamos a nuestra lista de podcast manera gratuita.

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Schaylor Brewing Company | Episode 10

Keystone Eats

Play Episode Listen Later Jun 12, 2020 41:42

This week we sit down together for the first time in months and talk Schaylor Brewing Company. Schaylor is a newer brewery opening up just a few short years ago and by best friends Lucan Schmidt and Josh Taylor. This week we sampled a variety of food and beer. Our host Alex picked up multiple items including white cheddar bacon popcorn, schaylor style fries, buffalo stuffed pretzel, Mac n cheese, schaylor style sliders, and a 3 cheese personal pizza. Needless to say it was a small feast. Co-host Joey picked up some variety 4 packs including Roo's bru, Hoptimus Prime, King Kong Playing Ping Pong in Ding Dang, and Skinny Dipping in my House Pond. Shaylor rotates their beers often and can on site so anything on tap is available within minutes.Schaylor is located at 2390 Lancaster pike in Shillington PA in an old Daewoo dealership with a wide open design and U shaped bar. We absolutely recommend checking them out next time your in the area and supporting a small local brewery doing great things.Check them out on their website - LinkSupport the show (http://keystoneeats.com)

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Coronatine - #632 Part 1