Strategically Alliances and Distinction Competitions: A Case Study of Al-Sahara Libyan Bank and BNP Paribas French Bank Profitability Analysis | Chapter 7 | Insights into Economics and Management Vol. 10

 The enterprise that wishes to remain in business should adopt a system of cooperation with other organizations that engage in the activity, which assist it in achieving its goals and in achieving the goals of economic institutions that collaborate, the utility is mutual in this case, because the common interest emphasizes the need for cooperation. This paper derives its significance from the importance of strategic alliances and their role in fostering relationships and opportunities available to the national economy, as well as in opening local markets to global markets. This study and evaluation of its Profitability activities became important to ensure its efficiency and effectiveness as a strategic alliance between economic options that promotes growth and development by allowing the pooling of capacities and competencies of allied economic organizations. Whereas, one of the most important activities that ensures the significance of evaluation is the profitability activity. The research aims to investigate and analyze the Profitability that has been implemented at one of the commercial banks operating in Libya (Sahara Bank), following the formation of a strategic alliance with a French bank (BNP PARIBAS). The study's main findings were as follows: a) the lower the value of profits, financial position, and deposit certificates. b) There is a decrease in dealing with the loss of important customers due to a lack of trust in the foreign partner.

Author (s) Details

Munir Ali Husien
School of Economics & Management, Beihang University, China

Han Liyan
School of Economics & Management, Beihang University, China.

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A Proposed Protocol for Community-based Forest Enterprises: The Case of Non-timber Forest Products | Chapter 7 | Cutting-edge Research in Agricultural Sciences Vol. 7

 For most non-timber forest products (NTFPs), determining sustainable harvesting levels is a work in progress. Forest Non-Timber Products: Refers to a wide range of biologically produced products and services derived from woods, other wooded property, and trees outside of forests, such as small wood and fuel wood. A monitoring programme should be established to evaluate the health and vitality of the natural resource base on a regular basis. The commercialization of natural resources makes it necessary to handle proactively by tracking, harvesting and replanting, and tree succession plans, despite the fact that there is some knowledge on individual species. The following are important steps in managing natural products in a sustainable manner: Identification and demarcation of the resource base by habitat type (forest, pasture, farmland, rock outcrop, and so on), as well as a map of the positions of different ecosystem types; identification of resource supply areas for preferred products; and volume estimation based on current harvesting, trade, and use. Identify possible risks to the natural resource base's standing stock. In addition to holding community meetings to look at where and how items were harvested, extracted, or obtained in the previous 3 to 5 years, conducting resource inventories of standing stock, conducting user surveys, and engaging resource collectors, Finally, the following logical concerns are discussed and objectively evaluated for business development: enterprise opportunity and location-specific overview of the community forestry subsector, sustainability of forest product supply, regulatory climate and forest resource users/groups, technology, management and finance, and marketing and sales.

Author (s) Details

Dr. Cliff S. Dlamini
Center for Coordination of Agricultural Research and Development for Southern Africa (CCARDESA), Plot 4701 Station Exit Road Private Bag 00357, Gaborone, Botswana.

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