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Summary
Summary
* International business has become security sensitive since 9/11. Here are questions business leaders should be asking, along with some answers.* Equally applicable at home b"" ""Homeland Security.""* Based on the authors' twenty years of experience in analyzing and advising on risk situations in overseas markets.* Illustrated with case studies.* Country by country analyses.At a time when US businesses are inundated with messages of new threats every day, this book tells people what to do about them. Poole-Robb and Bailey spellout what the risks are; that they are real; and what to do about them.The terrorist outrages of 11 September 2001 and the rapid collapse of Enron and WorldCom, among others, highlight the uncomfortable fact that business and business people are subject to risks much broader and often more personally hazardous than those studied at business school.""Risky Business"" explains in detail the nature of risk in the global community and provides country by country analyses showing the extent and severity of local risk.Risks to organizations and their employees are not confined to the actions of a few fanatical terrorists or frauds. They encompass a range of activities arising from different cultures and attitudes. They stem from the willingness or otherwise of governments to strengthen weaknesses in policing, judicial systems and anti-terrorism and to stamp out organized crime, corruption, unfair trading, cronyism, bureaucracy and civil unrest. All of these things exist to some degree in every country of the world. Through its international network b"" both official and clandestine b"" Stuart Poole-Robb's company, the Merchant International Group (MIG), has developed anunparalleled knowledge of the risks facing international businesses and those employed by them. That information is the basis of this book. It explains in detail the nature of risk and provides country analysis showing the extent and severity of local risk. It also proposes a series of defenses against these risks b""through careful assessment, staff awareness, good business practice and practical measures such as building design and use of security equipment. Topics covered include: Defining ""gray area"" risks, Risk reduction strategies for international investment, Different cultures: misconceptions and business integration, Bureaucracy and corruption, Risky legal regimes, Organized crime and its effects on trade, Ethical/unethical business practice, Asset and personnel security issues, Defense against terrorism, kidnapping etc., Defense against hacking/IT security, Global/regional disaster scenarios, and Hot-spots: a country-by-country analysis of risk by type.In addition, special case studies include Burma, Indonesia, South Korea, Poland, Russia, Ukraine, the European Union, Royal Dutch/Shell and industrial espionage.
Author Notes
Stuart Poole-Robb is the Chief Executive of MIG. He joined the military at 15. Many transfers and postings later, he was selected for training in counter-insurgency and counter-terrorism. Later he saw service in Egypt, behind the 'iron curtain' in Germany, Libya, Nigeria, Oman, and the Yemen, among other hotspots. As a civilian, he has worked for the Rank Organisation, Sperry Rand Inc, Alders International and Corals plc. His work with MIG began in 1982
Alan Bailey was the Chairman of the Merchant International Group between 1995 and 1998 and has recently re-joined the board. He is also the Executive Chairman of City and West End Clubs Ltd (Placemakers), ABS Communications and Alastor Ltd. This follows a varied career in the army Intelligence Corps, public service, the charity sector and as a columnist and cartoonist for national newspapers, magazines and journals
Reviews 1
Choice Review
This volume focuses on the risks associated with doing business in nondomestic markets, with particular, although not exclusive, application for US and UK companies. The authors are well qualified to write on this topic since they are executives in Merchant International Group (MIG), a firm that specializes in providing information and intelligence regarding risk to companies considering investments and operations in nondomestic markets. They take a broad, comprehensive view of risk and provide a framework for identifying, assessing, and dealing with a wide assortment of threats to business as well as to individuals. This framework, termed Grey Area Dynamics (GAD), lists more than 100 factors that can affect the performance of foreign investments. These factors are organized under ten major subgroups: corruption, bureaucracy, counterfeiting and theft, cultural issues, legal safeguards, organized crime, unfair trade, unfair competition, asset security, and extremism. A system of rating or scaling each factor yields an overall assessment of risk for a given area. The world's most risk-prone regions are discussed individually. The authors draw on their considerable experience in suggesting proactive approaches to avoid or minimize potential risk. Many practical examples and cases; numerous charts and figures; limited bibliography. A wide audience can appreciate this nontechnical book. Summing Up: Recommended. Public, academic, and professional library collections. W. C. Struning Seton Hall University
Excerpts
Excerpts
Foreword Dan Pinck Acknowledgements Introduction Part One: Invisible Risk and its Impact on Investment 1. Operating in overseas markets 2. Invisible risks Grey Area DynamicsTM MIG's ten GADs and their sub sections The iceberg 3. The problem with strategy Direction Information collection Analysis and planning Bargaining Decision-making 4. Understanding culture Business integration Case study: South Korea 5. Bureaucracy, corruption and FDI Bureaucracy and liberality of investment regimes Corruption Case study: Indonesia (1) Case study: Indonesia (2) 6. Legal safeguards Case study: Poland Case study: CIS/Ukraine/Russia 7. Criminal activities Counterfeiting and Fraud Case study: Russia Case study: European Union 8. The good, the bad and the unethical Case study: Burma Case study: Royal Dutch/Shell 9. Other headaches Extremism Unfair competition Case study: Russia Case study: industrial espionage 10. A little light relief Part Two: The World's Troublespots 11. Introduction 12. Origins of the threat to business Religious fanaticism and creeping Islam International organized crime syndicates 13. Political terrorist groups 14. Global scenario update 15. Risk ratings 16. Middle East - the Saudi domino effect Instability in Saudi Arabia Expanded US operations against Iraq Re-radicalization in Iran Higher intensity Israeli-Palestinian conflict Instability in Turkey 17. Latin America Regional recession 18. Asia Pacific Indo-Pakistani conflict over Kashmir US operations extended into Pakistan A widened Sino-Indian war A new Taiwan crisis A Korean crisis Islamic revolution in Indonesia 19. The lesser risks - country by country Asia and the Far East Europe and the Former Soviet Union The Middle East Latin America Africa Part Three: Threat and Defence 20.Introduction Extortion/blackmail Kidnapping or hostage-taking Political terrorism 21. The defence of buildings, personnel and stock The threat from direct action groups Protection after the blast Chemical and biological threats Evacuation of buildings on receipt of a warning or after terrorist attack Defence of stock Cybercrime 22. Proactive & precautionary measures Personal security International travel Documents and currency Medical Airport safety Hotel safety Street awareness Security when mobile Portable computer and mobile telephone security Security at home Child safety Leisure Women travellers Attack and kidnap for ransom Personal reactions Coping with captivity Safeguarding your family Response to a kidnap call Dealing with bombs Part Four: Conclusions 23. Conclusions Appendices References About the Authors About MIC Merchant International Group (MIG) Publications Excerpted from Risky Business: Corruption, Fraud, Terrorism and Other Threats to Global Business by Stuart Poole-Robb, Alan Bailey All rights reserved by the original copyright owners. Excerpts are provided for display purposes only and may not be reproduced, reprinted or distributed without the written permission of the publisher.Table of Contents
| Foreword | p. ix |
| Foreword | p. xi |
| Acknowledgements | p. xiii |
| Introduction | p. 1 |
| Part 1 Invisible Risk and its Impact on Investment | |
| 1. Operating in overseas markets | p. 7 |
| 2. Invisible risks | p. 10 |
| Grey Area Dynamics | p. 12 |
| MIG's ten GADs and their sub sections | p. 14 |
| The iceberg | p. 19 |
| 3. The problem with strategy | p. 23 |
| Direction | p. 24 |
| Information collection | p. 25 |
| Analysis and planning | p. 26 |
| Bargaining | p. 35 |
| Decision-making | p. 36 |
| 4. Understanding culture | p. 38 |
| Business integration | p. 41 |
| Case study: South Korea | p. 45 |
| 5. Bureaucracy, corruption and Foreign Direct Investment | p. 49 |
| Bureaucracy and liberality of investment regimes | p. 53 |
| Corruption | p. 54 |
| Case study: Indonesia | p. 62 |
| Case study: Indonesia (2) | p. 64 |
| 6. Legal safeguards | p. 69 |
| Case study: Poland | p. 73 |
| Case study: CIS/Ukraine/Russia | p. 75 |
| 7. Criminal activities | p. 79 |
| Counterfeiting and fraud | p. 85 |
| Case study: parallel trading and product diversion | p. 89 |
| Case study: Russia | p. 93 |
| Case study: European Union | p. 94 |
| 8. The good, the bad and the unethical | p. 96 |
| Case study: Burma | p. 99 |
| Case study: Royal Dutch/Shell | p. 101 |
| 9. Other headaches | p. 105 |
| Extremism | p. 111 |
| Unfair competition | p. 115 |
| Case study: Russia | p. 122 |
| Case study: industrial espionage | p. 123 |
| 10. A little light relief | p. 125 |
| Part 2 The World's Troublespots | |
| 11. Introduction | p. 143 |
| 12. Origins of the threat to business | p. 147 |
| Religious fanaticism and creeping Islam | p. 147 |
| International organized crime syndicates | p. 148 |
| 13. Political terrorist groups | p. 151 |
| 14. Global scenario update | p. 153 |
| 15. Risk ratings | p. 156 |
| 16. Middle East--the Saudi domino effect | p. 159 |
| Instability in Saudi Arabia | p. 159 |
| Expanded US operations against Iraq | p. 163 |
| Re-radicalization in Iran | p. 164 |
| Higher intensity Israeli-Palestinian conflict | p. 167 |
| Instability in Turkey | p. 169 |
| 17. Latin America | p. 171 |
| Regional recession | p. 171 |
| 18. Asia Pacific | p. 174 |
| Indo-Pakistani conflict over Kashmir | p. 174 |
| US operations extended into Pakistan | p. 177 |
| Sino-Indian war as a result of Indo-Pakistani war | p. 179 |
| A widened Sino-Indian war | p. 181 |
| A new Taiwan crisis | p. 183 |
| A Korean crisis | p. 188 |
| Islamic revolution in Indonesia | p. 189 |
| 19. The lesser risks--country by country | p. 191 |
| Asia and the Far East | p. 191 |
| Europe and the Former Soviet Union | p. 197 |
| The Middle East | p. 200 |
| Latin America | p. 210 |
| Africa | p. 217 |
| Part 3 Threat and Defence | |
| 20. Introduction | p. 227 |
| Extortion/blackmail | p. 227 |
| Kidnapping or hostage-taking | p. 228 |
| Political terrorism | p. 229 |
| 21. The defence of buildings, personnel and stock | p. 230 |
| The threat from direct action groups | p. 230 |
| Protection after the blast | p. 235 |
| Chemical and biological threats | p. 239 |
| Evacuation of buildings on receipt of a warning or after terrorist attack | p. 240 |
| Defence of stock | p. 246 |
| Cybercrime | p. 247 |
| 22. Proactive and precautionary measures | p. 249 |
| Personal security | p. 250 |
| International travel | p. 250 |
| Documents and currency | p. 251 |
| Medical | p. 252 |
| Airport safety | p. 252 |
| Hotel safety | p. 253 |
| Street awareness | p. 254 |
| Security when mobile | p. 257 |
| Portable computer and mobile telephone security | p. 260 |
| Security at home | p. 261 |
| Child safety | p. 262 |
| Leisure | p. 263 |
| Women travellers | p. 263 |
| Attack and kidnap for ransom | p. 264 |
| Personal reactions | p. 264 |
| Coping with captivity | p. 266 |
| Safeguarding your family | p. 270 |
| Response to a kidnap call | p. 273 |
| Dealing with bombs | p. 274 |
| Part 4 Conclusions | |
| 23. Conclusions--So Where Do We Stand Now? | p. 279 |
| Appendices | |
| References | p. 287 |
| About the authors | p. 288 |
| About MIG | p. 289 |
| Merchant International Group (MIG) publications | p. 291 |
| Index | p. 293 |
