V. A. Markets for Exports: AID VS. COMMERCE: FACTORS INFLUENCING THE GROWING TIES
V. A. Markets for Exports: AID VS. COMMERCE: FACTORS INFLUENCING THE GROWING TIES
that trade and other commercial activities have grown faster than aid flows. While China has stepped up ODA, aid flows relative to trade declined from 20–21 percent in
1990–92 to 3–4 percent in 2004–05.24 As discussed in Section III, China’s government
policies, with the objectives of mutual benefit and win-win outcomes have facilitated this
shift; here we look at other forces that are at work.
A. Markets for Exports
Strong growth of the Chinese and African economies, together with the complementary trade
pattern—China imports fuel and other commodities, Africa purchases investment and
manufactured products from China—largely explains their surging trade in recent years.
With total imports of goods close to US$800 billion in 2006 and real GDP growth in double
digits, China is a large and fast-growing market. Its imports from Africa grew at an annual
average rate of over 40 percent between 2001 and 2006—twice as fast as its total imports for
the same period. Meanwhile, since 2004 SSA has recorded growth in the 5–6 percent range,
making the region an increasingly attractive market for investment and consumer goods.
Falling barriers to cross-border trade and capital flows may also have contributed to the
recent rise in China-Africa trade. It is not coincidental that the trade picked up in about 2001,
when China joined the World Trade Organization. WTO membership helped China to lock in
the gains from multilateral trade liberalization; it also greatly reduced uncertainty about
market access. Progress in regional integration in Africa through common currency and
regional free trade arrangements also gave Chinese investors and traders incentives to exploit
the economy of scale of an expanded regional market.25
IMF Working Paper
African Department
What Drives China’s Growing Role in Africa?
Prepared by Jian-Ye Wang
October 2007
V A Markets for Exports AID VS COMMERCE FACTORS INFLUENCING THE GROWING TIES - To learn more about this author, visit International Monetary Fund's Website.
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A silent feature of the recent developments in China’s economic engagement with Africa is
that trade and other commercial activities have grown faster than aid flows. While China has stepped up ODA, aid flows relative to trade declined from 20–21 percent in
1990–92 to 3–4 percent in 2004–05.24 As discussed in Section III, China’s government
policies, with the objectives of mutual benefit and win-win outcomes have facilitated this
shift; here we look at other forces that are at work.
A. Markets for Exports
Strong growth of the Chinese and African economies, together with the complementary trade
pattern—China imports fuel and other commodities, Africa purchases investment and
manufactured products from China—largely explains their surging trade in recent years.
With total imports of goods close to US$800 billion in 2006 and real GDP growth in double
digits, China is a large and fast-growing market. Its imports from Africa grew at an annual
average rate of over 40 percent between 2001 and 2006—twice as fast as its total imports for
the same period. Meanwhile, since 2004 SSA has recorded growth in the 5–6 percent range,
making the region an increasingly attractive market for investment and consumer goods.
Falling barriers to cross-border trade and capital flows may also have contributed to the
recent rise in China-Africa trade. It is not coincidental that the trade picked up in about 2001,
when China joined the World Trade Organization. WTO membership helped China to lock in
the gains from multilateral trade liberalization; it also greatly reduced uncertainty about
market access. Progress in regional integration in Africa through common currency and
regional free trade arrangements also gave Chinese investors and traders incentives to exploit
the economy of scale of an expanded regional market.25
IMF Working Paper
African Department
What Drives China’s Growing Role in Africa?
Prepared by Jian-Ye Wang
October 2007
V A Markets for Exports AID VS COMMERCE FACTORS INFLUENCING THE GROWING TIES - To learn more about this author, visit International Monetary Fund's Website.
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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