Copenhagen Economics to analyse Swedish telecoms markets

Copenhagen Economics was recently awarded a two year contract to assist the Swedish National Post and Telecom Agency (PTS) with economic analysis. The purpose of the investigations is to, within the area of electronic communication and post and basic counter service, e.g. analyse different markets, illustrate effects concerning national economy and illustrate consequences that are of importance to competition and to consumers. The investigations shall form the basis of the decisions that PTS makes in order to promote the market for electronic communication and the market for post and basic counter service.  

For further information please contact Martin Hvidt Thelle

Assessing the actions of the Norwegian competition authority
Copenhagen Economics has recently been awarded a contract to assess the effects of the actions made by the Norwegian Competition Authority. The Norwegian Ministry of Government Administration and Reform (FAD) desires an evaluation of the competition authority’s actions in the areas of mergers, abuse of dominance and cartels. The report should also shed light on the total value generated by the competition authority’s actions by also by assessing the preventive effects from its actions. Further information Simen Karlsen
The attractive Scout group
Copenhagen Economics has investigated how attractive scout groups in the Danish Guide and Scout Association differ from less attractive scout groups. An attractive scout group is a group with more members than socio-economic indicators, number of children and level of income for the neighbourhood in question suggest. Based on a comprehensive study including econometric analyses, questionnaire surveys and focus interviews, we conclude that the attractive scout groups have four elements in common: 1. Team spirit. Team work and flexibility is crucial. 2. Ambition. The group must have exiting and challenging activities. 3. Simplicity. The voluntary work as scout leader must be easy and well-arranged, e.g. through practical routines. 4. Leadership. The leadership must be visionary and practical. For further information download the report (short version or full version). Or click here to visit the website. You can also contact Henrik Ballebye Olesen
New business strategy in Odense
I vinteren 2006 satte Odense kommune sig som mål at blive Danmarks tredje vækstcentrum. For at nå målet skal Odenses vækstvilkår forandres markant og byens aktører skal samarbejde på nye måder. Copenhagen Economics har leveret et analytisk grundlag for en ny erhvervs- og vækstpolitik og har faciliteret en proces omkring strategiudviklingen. I samarbejde med kommunen samlede vi 80 aktører, som på baggrund af analyse af regionens økonomiske udgangspunkt, arbejdede sig frem til regionens strategiske udfordringer. En række workshops, interviewrunder og analyser af regionens klynger og vækstdrivere tegnede tre hovedudfordringer: byens traditionelle styrker inden for metal og fødevarer er under pres fra globalisering og udflytning, byens fremspirende klynger udnytter ikke deres vækstpotentiale godt nok, og endeligt er for mange ufaglærte uden for arbejdsstyrken. Processen førte til konsensus om en ny strategi med fire indsatsområder: Odense som den innovative by, den dynamiske by, den globale by og den legende by. Processen har ført til et strategisk udviklingsforum (SUF) som skal være den fremtidige organisation af partnerskabet for vækst mellem kommunen, erhvervslivet og videninstitutioner. Læs den fulde rapport her Odense Kommune

For yderligere oplysninger kontakt Martin Hvidt Thelle

Microcredit as a driver of development

Over the last year, Copenhagen Economics has provided the World Bank with 24 articles that highlight topics of current interests in regard to trade and development in less developed countries. One of the recent highlights was on the topic of microcredit, which Muhammed Yunus and the Grameen Bank since have been awarded the Nobel Peace Price for. You can read the highlight here: In less developed countries (LDCs), poor people may be trapped in poverty due to a lack of finances for starting up small enterprises. Microcredit is a way of providing very small loans to ‘unbankable’ individuals struggling with poverty. As little as $25 can be enough for a business to overcome start-up barriers and often even less is needed to generate more profits. For instance, in Burkina Faso Ms Zarata is serving cooked rice from a small restaurant in a marketplace. By taking out a series of microcredit loans she was able to buy rice wholesale rather than retail and thereby increase her profits. She now employs seven people, and is able to pay her children’s school fees. Of course, not all microcredit recipients experience the same level of success as Ms Zarata. However, microcredit does seem to be a powerful tool in reducing the number of people living below the poverty line. In fact, studies show that among Bangladesh’s poorest who received no credit service of any kind, only 4% pulled themselves above the poverty line over an eight year period while the percentage was 48 for those who did receive microcredit. Furthermore, microcredit seems to empower women in particular as 90% of all micro-credit is paid out to women. Since women in many LDCs are responsible for family planning and the children’s education, more wealth accruing to women could prove beneficial for the future generations, and thus the future wealth in LDCs. The following articles elaborate on microcredit in less developed countries. Further information: Partner Martin Hvidt Thelle Articles Basic facts about microfinance The Microcredit Summit Campaign Report Africa’s women go to work Expanding microcredit outreach to reach the Millennium Development Goal - some issues for attention Microcredit: Reducing poverty and empowering communities Micro credit gathers force Microfinance and poverty: Evidence using panel data from Bangladesh