FASEA has recently imposed higher educational standards for practicing and prospective financial planners. Explain these additional requirements in depth and why they have been imposed. In your answer, substantiate your argument with examples of financial planners not discharging their obligations adequately”. 5000 words
what to include in this paper –
Give examples of case studies relating to how financial planner there clients wrong
Use media reports and journals
Bank study cases – what happened with these cases what is put in place to stop it
include this briefly main topic is on Finical planning cases mainly
Royal commission – ties in on financial planners and banks ( use cases from here as well.
Basically, the target market of Michael Kors is both men and women under the age of 25-54 years with annual income above $50, 000 (Business Wire, 2013). However, the teenage girls and boys also use the luxury products of Michael Kors; the handbags and shoes are widely popular among young girls all over the world. For the long term growth and marketing strategy, Michael Kors target young customers who overlooked by luxury brands and having affluent demographics (Almor (2013). Similarly, they can target the same segment of the market for their products as the youth population of India is highly energetic, working and spend more on luxury goods market. Most Appropriate Entry Mode For entering into a new market, Michael Kors always uses the innovative approach for which it is also termed as an omni-channel retail (Nasdaq, 2018). For expanding its business in India, purchasing Liscece has suggested as the most appropriate approach. The licensee may find that the cost of the agreement is less than if the development were accomplished internally. From the licensor’s point of view, the use of a licensing agreement might be a feasible option because risks associated with operating facilities and holding inventories can be reduced. However, the licensor may face fundamental problems and certain risks. By transferring rights to the licensee, the licensor undoubtedly loses a measure of control over the asset. The licensor also risks developing a future competitor after the licensing agreement expires (Hoffman et al., 2016). Even before an agreement is terminated, the licensor may have to compete with the licensee because the licensee has made improvements on the licensed technology that make the original patents obsolete. In the process of international expansion, firms usually begin with exporting and then come to directly manage foreign operations through FDI. Investigating international expansion within a specific operational form only, both the export development models and the FDI development models fail to view export or FDI as part of a firm’s overall choices among diverse operational forms. Given the limitations of the export development models and the FDI development models, attention must be paid to the whole process of internationalization that a firm may implement over time, and in particular to the incremental model (Autio et al., 2011). A substantial amount of research investigating firm internationalization has focused on the exporting activity of firms. The exporting development models explain how firms change their exporting operations over time. When engaged in exporting, firms may face uncertainty due to lack of information on foreign markets and operations. Such uncertainty is greater for firms at initial export stages when firms usually have limited knowledge about not only exporting itself but also foreign market characteristics (Frasquet et al., 2018). Firms at initial export stages thus enter li foreign markets via indirect export methods, such as export merchants, trading companies, resident buyers, or export agents. As firms gain more experience and knowledge, their level of uncertainty about the export market gradually diminishes (Al‐Aali & Teece, (2014). Firms at advanced stages thus come to use direct export methods, such as agents, distributors, and sales branches. The models identify major facilitators and inhibitors in the export development process. The pattern of firm behaviors in the export development process depends largely on the type and amount of organizational resources available for export expansion (Aversa et al., 2018). Firms in more advanced stages need to commit more organizational resources to their expansion efforts. Organizational resources thus either facilitate or inhibit export expansion. Foreign market experience also facilitates or inhibits foreign expansion because it determines the level of uncertainty firms face. The effect of foreign market uncertainty on incremental expansion is expected to vary from firm to firm, moderated by variables at the firm, industry, and host country levels. The amount of resources available to a firm may affect its international expansion process. They also argue that firms strive to minimize the risks. As other researchers maintain, variations in international expansion can be explained, to a significant extent, by organizational and management characteristics. Thus, variation in firm resour>GET ANSWER