Global Report 2006-2007
Switzerland, Finland and Sweden are the world’s
most competitive economies according to The Global
Competitiveness Report 2006-2007, released by the
World Economic Forum.
Denmark, Singapore, the
United States, Japan, Germany, the Netherlands and
the United Kingdom complete the top ten list, but the
United States shows the most pronounced drop,
falling from first to sixth.
The rankings are drawn from a combination of
publicly available hard data and the results of the
Executive Opinion Survey, a comprehensive annual
survey conducted by the World Economic Forum,
together with its network of Partner Institutes (leading
research institutes and business organizations) in the
countries covered by the Report. This year, over
11,000 business leaders were polled in a record 125
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"The top rankings of Switzerland and the Nordic
countries show that good institutions and competent
macroeconomic management, coupled with world-
class educational attainment and a focus on
technology and innovation, are a successful strategy
for boosting competitiveness in an increasingly
complex global economy."
Country Rankings 2006-2007
- Hong Kong
Global Information Technology Report
Since it was first launched in 2001, The Global
Information Technology Report has become a
unique benchmarking tool to determine national ICT
strengths and weaknesses, and to evaluate progress.
It also highlights the continuing importance of ICT
application and development for economic growth.
The Report uses the Networked Readiness Index
(NRI) to measure the degree of preparation of a nation
or community to participate in and benefit from ICT
The NRI is composed of three
component indexes which
- environment for ICT offered by a country or
- readiness of the community's key stakeholders
(individuals, business and
- usage of ICT among these stakeholders.
- Hong Kong SAR
- Taiwan, China
The Global Gender Gap Report
The Nordic countries, Sweden (1), Norway (2),
Finland (3) and Iceland (4), top the latest Gender Gap
Index. Germany (5), the Philippines (6), New Zealand
(7), Denmark (8), the United Kingdom (9) and Ireland
(10) complete the top 10 countries with the
smallest "gender gap".
The Global Gender Gap Report 2006 covers all
current and candidate European Union countries, 20
from Latin America and the Caribbean, over 20 from
sub-Saharan Africa and 10 from the Arab world.
Together, the 115 economies cover over 90% of the
world’s population. The index mainly uses publicly
available "hard data" indicators drawn from
international organizations and some qualitative
information from the Forum’s own Executive Opinion
Survey. The Global Gender Gap Report 2006 includes
an innovative new methodology including detailed
profiles of each economy that provide insight into the
economic, legal and social aspects of the gender gap.
The Report measures the size of the gender gap in
four critical areas of inequality between men and
- Economic participation and opportunity –
outcomes on salaries, participation levels and access
to high-skilled employment
attainment – outcomes on access to basic and higher
- Political empowerment –
outcomes on representation in decision-making
- Health and survival – outcomes on life
expectancy and sex ratio
This year marks an important progression in the
Report’s methodology, with the adoption of a new tool
that focuses on the relative size of the gender gap
rather than levels of women’s empowerment and
access. The new methodology is the result of
collaboration between Ricardo Hausmann, Director of
the Center for International Development at Harvard
University, Laura D. Tyson, Dean of the London
Business School and Saadia Zahidi, Head of the
World Economic Forum’s Women Leaders
Gender Gap Index 2006
- Sweden - 0.8133
- Norway - 0.7994
- Finland - 0.7958
- Iceland - 0.7813
- Germany - 0.7524
- Philippines - 0.7516
- N. Zealand - 0.7509
- Denmark - 0.7462
- UK - 0.7365
- Ireland - 0.7335
Source: World Economic Forum, 2007
Boost Performance with Performance
Small businesses (Small Governments) that skip
this corporate ritual are missing opportunities to
Note: Mayors, City Managers, Public Officials -
Everywhere it says “corporate” or “company”
or “business” make your own appropriate
One of the allures of running your own business
can be getting away from the bureaucratic nonsense
that puts sand in the gears of many big organizations.
But one ritual of big business—if carried out correctly—
can make your enterprise far more effective. It is the
employee performance review.
According to studies over the past decade by Mark
Huselid, professor of human resource strategy in the
School of Management and Labor Relations at
Rutgers University, businesses that conduct regular
employee appraisals and use other “best practices” of
human resource management are able to increase
the overall effectiveness of their organizations,
enjoying improved morale, increased performance,
higher productivity—and a dramatic boost in
profitability, as a result.
By how much? According to Huselid’s data,
companies that implement top-notch human-resource
practices have reduced turnover by 7%, increased
sales-per-employee by more than $27,000 a year,
enhanced profitability by more than $4,000 per
employee, and increased their market value by more
than $18,000 per employee.
Regular performance reviews are not just about
offering encouragement to good performers and
addressing the shortcomings of others. They can help
you uncover hidden problems. And, they let
employees know how critical their contributions are to
the firm’s success. “They send the message to
employees that you care, you know them, and you’re
on top of things,” says Michael Lara, CEO of Benison
International Group in Miami, a provider of tech
products and consulting services. “They keep you on
track for excellence.”
So why do so many small businesses neglect to
review employees? “People are uncomfortable
judging people,” says Robert Chanin, director of
human resources for The Alcott Group, a professional
employer organization that provides HR and other
services. “A lot of managers dread the thought of
sitting across from somebody for that annual one-on-
one, especially if they don’t have pleasant news.”
As many as one quarter of American workers don’t
get regular appraisals, according to a 2006 survey by
Adecco Staffing North America, a global provider of
workforce services. “They simply may think they don’t
need to,” says Bernadette Kenny, Adecco's chief
But, without performance reviews, you may be
flying blind. “In a small business in particular, the
performance review is like a dashboard—it gives you
all kinds of gauges about quality, job knowledge,
customer service,” says Chanin. “If there isn’t any
gauge, you don’t know if your business is doing well
The performance review process can be a great
motivational tool, too. “They’re one of the tools
businesses can use to get employees more involved,
increase their motivation, and help them achieve
success,” says Barrie Gross, a human resources
expert and employment law attorney who heads Barrie
Gross Consulting, a San Francisco-based HR training
and consulting firm.
Evaluations can also help you transform sub-par
people into performers, rather than lose them, says
employment law attorney Lynn D. Lieber, the CEO and
founder of Workplace Answers in San Francisco, a
provider of Web-based training in human resources,
financial, legal, and ethics compliance. “The key,”
Lieber says, “is to give the person notice that there’s a
problem, and offer them a sincere opportunity to
In her own shop, Lieber used a performance
review to let a sales rep know that she was spending
too much time yakking and surfing the Internet. “We
told her, ‘Here’s how many people you need to call per
day, you need to check in with this number of existing
customers a week, no more gossiping, no celebrity
Web sites in between phone calls, and you have to
check in with your manager once a week so we can
make sure there’s progress,’ ” Lieber says. She also
gave the employee 90 days to clean up her act. “The
woman worked very hard to correct the behaviors,”
Lieber says. “And at the end of the 90 days she was
working at top capacity.”
Patricia Thorp, president and founder of the Coral
Gables, Fla.-based public relations firm Thorp & Co.,
credits an annual performance review with saving her
company from a disastrous talent exodus. “One of my
most valued employees told me she’d just turned
down a job that offered her 25% more money,” says
Thorp. “That was really a red flag for me.” She realized
that industry salaries had taken a sudden leap
upward, and Thorp & Co. risked losing key staffers. “I
immediately raised the woman’s salary to match the
offer, and everybody at her level got a heck of a raise,
too,” Thorp says.
Lara, of Benison International, a former Army staff
sergeant, says his military background convinced him
of the value of frequent performance reviews. During
their 90-day probationary period, he reviews new
employees every 30 days—and every six months
afterward. In between, he uses evaluation tools
like “mystery shoppers” to test how employees
perform. “Twelve years in the military sold me on the
importance of this,” notes Lara. In the service, he
says, monthly sit-downs with soldiers keeps them
motivated and revealed potential problems.“I realized
early on it would work for my business, too,” he says.
Lara, who used downloaded free performance-
review forms from Web sites such as HR.com, is now
upgrading to a comprehensive “human capital
management” program from Success Factors.
Starting at about $8 per user per month, it allows
managers to create online appraisal forms, set goals,
track employee progress and get detailed reports on
results. The system automatically sends evaluation
forms to employees at review time.
In companies with fewer than 10 employees, a
formal process—with multi-page evaluation forms
and sophisticated software--might seem impractical.
But, the experts say, it is important to create a routine
review process. It’s an easy way to help the business
owner learn what’s working well and what isn’t—and
head off performance problems, before they start
affecting the bottom line.
Source: Small Business Review, 2007
April 9th Monday Report - Global Rankings -
Competitiveness, IT & Gender Gap
- Who has good institutions and competent
- Who has world-class educational attainment and
a focus on technology and innovation, ?
- Who has a successful strategy for boosting
competitiveness in an increasingly complex global
- Who is prepared to participate in and benefit from
- Who is wasting critical human resources?
Blight? Economic Development? Jobs?
Developers asking for too much?
- Interested in what the Utah Legislature did to
Bonneville Research has prepared a short and
understandable presentation that can answer these
- If you are a city wondering how to “turn a problem
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- If you are wondering how to create an
effective “public/private partnership” – give us a call!
- If you are a city worried that you're “getting
gouged” by a developer asking for incentives – give us
- If you are a developer wondering how to make a
marginal project work – give us a call!
- If you are a city wondering how much TIF and
sales tax revenues might be available – give us a call!
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proposed "big box" is going to force your local
business to close – give us a call!
Bonneville Research would like to help you with
- Construction Spending (C30)
- Construction spending increased 0.3% in
February. Private construction increased 0.2%, hurt by
a 1.0% decline in residential construction. In addition,
public construction increased 0.4%. Using January's
preliminary numbers would result in a 0.7% decline,
which is more in line with the estimate of a 0.3%
- Personal Income
- Personal income rose 0.6% in February, above
expectations but below the bonus inflated 1.0%
growth in January. Spending rose 0.6%, up from
January’s unrevised 0.5% gain and also above
expectations. The core PCE deflator was up 0.3%, the
fastest increase since last August while the topline
deflator rose 0.4%, the fastest since last April. The
saving rate rose to -1.2%.
- International Business Confidence
- Business confidence edged a bit lower last week,
but rose again on a four-week moving average basis
to its highest level since early August of last year.
Sentiment is strongest in Asia and South America and
among high-tech firms; it is softest in Europe and
among vehicle manufacturers. Hiring intentions have
improved sharply in recent weeks and the inventory
drawdown among manufacturers appears to be
winding down. Expectations regarding the six-month
outlook have steadily strengthened since hitting
bottom at the end of 2006. Sentiment is now
consistent with global growth that is equal to its
- ISM Non-Mfg.Index
- Business activity in the non-manufacturing
sectors of the economy continued its retrenchment in
March, falling 1.9 points to 52.4%. This retrenchment
ran opposite the estimates of the consensus but in
line with those of Moody's Economy.com.
- Factory Orders (M3)
- Factory orders rose 1.0% in February, a slower
than expected gain. The gain followed a 5.7% decline
in January. Durable goods orders were revised down
to show a 1.7% gain rather than the 2.5% increase as
first reported. Nondurable goods orders were up
0.2%. Inventories of nondurable goods fell 0.2%.
- Monster Employment Index
- The Monster Employment Index increased another
eight points in March, with a reading of 185 compared
to 177 in February. The details of the report were
equally upbeat with most industries and occupations
and all U.S. Census regions seeing an increase
during the month. This is a continuation of last
month’s trend of improving online job demand.
- Case-Shiller Home Price Indices
- House-price appreciation is weakening,
according to the Case-Shiller repeat-purchase house
price indices, although the price gains remain
substantial in some regions. Appreciation in the
national index has slowed to a crawl, at an increase of
0.4% y/y. Regionally, New England is doing the worst,
while West South Central is doing the best. Of the 379
MSAs covered, 60 are registering a y/y decline.
- MBA Mortgage Applications Survey
- Mortgage demand decreased 3.2% in the week
ending March 30. Purchase applications decreased
2.0% and refinance applications decreased 4.5%. The
housing market is weak and negatively impacting on
- Chain Store Sales
- Chain store sales rose 0.3% in the week ending
March 31, the fourth consecutive modest gain. Year-
over-year growth increased to 4.9%, the strongest
growth in nine weeks. Warm weather boosted
- Auto Sales
- Vehicle sales weakened slightly in March, to a
seasonally adjusted annualized pace of 16.3 million
units, from 16.6 million in February. Weaker light truck
sales drove the total down; car sales inched higher.
- Oil and Gas Inventories
- Crude oil inventories surged by 4.3 million barrels
for the week ending March 30, according to the Energy
Information Administration, far above expectations of a
600,000 barrel build. Gasoline stocks fell by five
million barrels, also far greater than the 0.3 million
barrel draw expected. Refinery activity and distillate
inventories held steady. Despite the surprise build in
crude, the sharp draw in gasoline makes this a
bullish report for prices.
- Weekly Natural Gas Storage Report
- Underground storage of natural gas increased by
58 billion cubic feet during the week ending March 30.
This was very close to expectations for an injection of
about 50 Bcf. Inventories are now 27.4% above the
five-year average. This report is likely to add some
bearish pressure to prices.
|This Weeks Leads:
- Ambria, Antico Posto, Ben Pao, Big Bowl,
Di Pescara, Foodlife, Joe's Seafood, Maggiano's,
Magic Pan Crepe Stand, Osteria Via Stato, Vong's Thai
Kitchen, Wow Bao, Brasserie Jo, Cafe Ba-Ba-Reeba,
Eiffel Tower, Everest, L.Woods, Mity Nice Grill, Mon
Ami Gabi, Nacional 27, Papagus, Rj Grunts, Don &
Charlies, Petterino's, Scoozi, Shaw's Crab House, Tru,
Tucci Bennucch, Twin City Grill and Wildfire
- Lettuce Entertain You Enterprises trades as
Ambria, Antico Posto, Ben Pao, Big Bowl, Di Pescara,
Foodlife, Joe's Seafood, Maggiano's, Magic Pan
Crepe Stand, Osteria Via Stato, Vong's Thai Kitchen,
Wow Bao, Brasserie Jo, Cafe Ba-Ba-Reeba, Eiffel
Tower, Everest, L.Woods, Mity Nice Grill, Mon Ami
Gabi, Nacional 27, Papagus, Rj Grunts, Don &
Charlies, Petterino's, Scoozi, Shaw's Crab House, Tru,
Tucci Bennucch, Twin City Grill and Wildfire at 50
locations throughout AZ, IL, MN, NV and Washington,
- The restaurants occupy spaces of 5,000 sq.ft.
to 7,500 sq.ft. in downtown areas.
opportunities are sought throughout Atlanta, GA; IL, NV
and Washington, DC during the coming 18
- Typical leases run 10 years.
- Send site
- Jay Stieber,
- Lettuce Entertain
- 5419 North Sheridan
- Chicago, IL 60640;
- Web site:
- 10 Spot / Madrag
- 10 Spot / Madrag operates 29 locations throughout
CT, MA, NJ, NY, PA and RI.
- The stores, selling
discount women’s plus size and juniors apparel,
occupy spaces of 4,000 sq.ft. to 6,000 sq.ft. in power
and strip centers and urban/downtown
- Plans call for five openings throughout the
existing markets during the coming 18
- Typical leases run 10 years with
- A vanilla shell and specific improvements
- Preferred cotenants include
- Preferred demographics include a
population of 100,000 within three miles earning
$35,000 to $50,000 as the average household
- Send site submittals to:
- 10 Spot / Madrag, 30
Seaview Drive, Secaucus, NJ, 07094.
- Mark Shale
- Al Baskin Co. trades as Mark Shale at eight
locations throughout GA, IL, MO and TX.
apparel stores occupy spaces of 12,000 sq.ft. to
20,000 sq.ft. in freestanding locations, malls and
- Growth opportunities are
sought in affluent trade areas nationwide during the
coming 18 months.
- Send site submittals
- Scott Baskin,
- AL Baskin Co.,
Beaudin Boulevard, Suite 100,
- Woodrige, IL
- Web site: www.markshale.com.
- Comfort One Shoes
- Comfort One Shoes, Inc. trades as Comfort One
Shoes at 21 locations throughout MD, VA and
- The stores occupy spaces of
1,000 sq.ft. to 3,000 sq.ft. in freestanding locations in
addition to lifestyle and specialty centers.
call for two openings throughout the existing markets
in the next 18 months.
- Preferred cotenants
include Chico’s and White House.
- A vanilla shell
and specific improvements are required.
Preferred demographics include a population of
100,000 within a two-mile radius earning an average
household income above $80,000.
- A typical lease
runs 10 years.
- Mail site submittals to:
- Maurice Breton,
- Comfort One Shoes,
- PO Box 472,
Manassas, VA 20108;
- Web site:
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firm providing economic, financial, market and policy
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throughout the intermountain west.
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