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Organizations are endowed with different amounts and types of resources and capabilities, which allow them to compete in different ways Organizations which are better endowed have lower average costs than competitors and can provide products and services at lower cost or provide greater customer value These resources are dif cult to transfer among organizations because of transaction costs and because the assets may contain tacit knowledge (Teece et al 1996, p 15) Such resources and core capabilities of the organization, particularly those which involve collective learning and are knowledge based, are enhanced as they are applied (Prahalad and Hamel 1990) Resources and capabilities which are distinctive and superior, relative to those of rivals, may become the basis for competitive advantage if they are matched appropriately to market opportunities (Thompson Jr and Strickland 1996, pp 94 5) These resources may, therefore, provide both the basis and direction for the growth of the organization itself, ie there may be a natural trajectory embedded in a organization s knowledge base (Peteraf 1993, p 182) Hence, the importance of studying the organization itself when attempting to predict its likely performance Resources and capabilities determine the organization s long-run strategy and are the primary source of pro t In an environment which is changing rapidly and where consumer tastes and preferences are volatile and myriad, a de nition of the business in terms of what the organization is capable of doing may offer a more durable basis for strategy than a traditional de nition, based solely on needs and wants of consumers De ning markets too broadly is of little help to the organization that cannot easily develop the capabilities to serve such a broad market The organization s ability to earn pro ts depends on two factors: the success of the organization in establishing competitive advantage over rivals; and the attractiveness of the industry in which the organization competes As was seen above, the two sources of competitive advantage are: the ability of the organization to reduce costs; and its ability to differentiate itself in ways that are important to customers The ability to establish a cost advantage requires the possession of scaleef cient plants, access to low-cost raw materials or labour and superior.

Korea is becoming a hub that can provide capital nancial and management with technology skills Korean stocks are reasonably priced at about ten times earnings and the growth is averaging at about 15 percent However, the Korean market is more correlated with developed markets because the companies are more global and depend on exports Koreans in general have not invested in equities; about 90 percent of savings are dedicated to bank deposits However, the younger people are becoming more comfortable with the stock market and more willing to take risk This may push the valuation of stocks higher An increasing number of asset managers, such as Merrill Lynch and Deutsche Bank, are entering the Korean market to capitalize on that future trend Banks like Kookmin are also taking advantage of setting up operations to diversify their nancial products

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The following comments re ect an interview that I had with Bob von Rekowsky, a portfolio manager at Fidelity Emerging Markets Fund The paraphrased comments address the question: What are the major nancial themes for Mexico s government and economy The Mexican government has stabilized the political situation tremendously since the last election The Calderon government is focusing on balancing the needs of all Mexicans and that looks very encouraging There are not a lot of new ideas in Mexico It is much more tied to the US economy because of trade through NAFTA, and therefore may suffer from prolonged US weakness Overall, my reaction to the state of the Mexican economy is as follows: The top-down view looks great; government is moving ahead with reforms I am very happy that the political situation has worked out They used to watch what the locals were doing (about business and investments), but now Bob is trying to see through the noise of the local environment Often, the locals only react to factors within the country, rather than considering the global backdrop Calderon moved to the center; he shocked everyone with the pace of reform, moving ahead in a disciplined and bold way

Digitally signed by M01 DN: cn=M01, c=US Date: 20080725 22:13:10 -04'00'

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