1. Country Analysis Framework

2. Mode of Analysis View country as a unit much like a firm with goals, comparative advantages and measurable outcomes. More complicated as the goals are less obvious, constituencies more varied, and decision making less clear. Examine past & present and project into the future. o Must choose time frame of analysis to guide focus.

3. Three Parts Context Strategy Performance

4. Context Background & Resources Players of the Game o Firms: Corporate Sector o Government Actors o Non-state Actors Rules of the Game o Formal Rules o Informal Rules International Dimension

5. Background and Resources Resources Natural Labor Capital Infrastructure Technology Context Rules of the Game Players Background History Culture Demographics Geography Austen, J.E., 1990, Managing in Development Economies Strategy Vision Goals Policies

6. The game Players of the Game o Government Actors o Political Leaders o Government Departments o Firms: Corporate Sector o Non-state Actors

7. Rules of the Game Formal – Constitution, – Type of Legal system – Property Rights Link

8. Rules of the Game Informal – Unwritten practices – Business/work culture · A highly insular and consensual business culture that is resistant to hostile mergers and acquisitions (M&A) and prefers to do business, especially M&A transactions, with familiar corporate partners; 2011 Investment Climate Statement - Japan Link

9. Strategy Vision - Overall view of society Ideology Orientation Goals Policies

10. Performance Economic: GDP, Employment, Inflation Social: Income Distribution, Health, Education Political: Stability, Freedom International: Balance of Payments

11. Synthesis Construct a story that uses the different elements to describe the situation faced by the country.

12. No perfect system for describing a country’s situation. This system offers a straight-forward, easily comparable framework. Country-level approach may also be questioned. Any country has many individual actors which will each have their own objectives, strategies and performance measures.