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Cigarettes are smoked by over 1.1 billion people. While smoking rates have leveled off or declined in developed nations, indeveloping nations tobacco consumption continues to rise at a rate of around 3.4% per annum.[citation needed]
Smoking rates in the United States have dropped by half from 1965 to 2006 falling from 42% to 20.8% of adults,[1] with further significant decline to 18 percent by 2012.[2] There are large regional differences in smoking rates, with Kentucky, West Virginia, Oklahoma and Mississippi topping the list, and Idaho, California and Utah at significantly lower rates.[3]
In Australia the incidence of smoking is in decline, with figures from 2011–13 showing 16.1% of the population (over 18) to be daily smokers, a decline from 22.4% in 2001. Young adults are the most likely age group to smoke, with a marked decline in smoking rates with increasing age. The prevalence of smoking is strongly associated with socioeconomic disadvantage [low earners], with over double the rate in the most disadvantaged quintile of the population as compared to the least. [4]
List[edit]
Ranking
CountryNumber of cigarettes
per adult per year
1 Serbia 2,8688
2 Bulgaria 2,822
3 Greece 2,795
4 Russia 2,786
5 Moldova 2,479
6 Ukraine 2,401
7 Slovenia 2,369
Ranking
CountryNumber of cigarettes
per adult per year
8 Bosnia and Herzegovina 2,278
9 Belarus 2,266
10 Montenegro 2,157
11 Lebanon 2,138
12 Czech Republic 2,125
13 South Korea 1,958
14 Republic of Macedonia 1,934
15 Kazakhstan 1,934
16 Azerbaijan 1,877
17 Japan 1,841
18 Kuwait 1,812
19 Spain 1,757
Ranking
CountryNumber of cigarettes
per adult per year
20 Switzerland 1,722
21 China 1,711
22 Austria 1,650
23 Tunisia 1,628
24 Croatia 1,621
25 Armenia 1,620
26 Cyprus 1,620
27 Poland 1,586
28 Estonia 1,523
29 Hungary 1,518
30 Italy 1,475
31 Belgium 1,455
32 Denmark 1,413
Ranking
CountryNumber of cigarettes
per adult per year
33 Romania 1,404
34 Slovakia 1,403
35 Turkey 1,399
36 Malta 1,378
37 Jordan 1,372
38 Cuba 1,261
39 Albania 1,116
40 Portugal 1,114
41 Trinidad and Tobago 1,106
42 Egypt 1,104
43 Indonesia 1,085
44 Tajikistan 1,046
45 Germany 1,045
Ranking
CountryNumber of cigarettes
per adult per year
46 Argentina 1,042
47 Georgia 1,039
48 Monaco 1,038
49 Israel 1,037
50 Australia 1,034
51 United States 1,028
52 Syria 1,013
53 Ireland 1,006
54 Vietnam 1,001
55 Kyrgyzstan 942
56 Luxembourg 928
57 Iraq 864
58 Chile 860
Ranking
CountryNumber of cigarettes
per adult per year
59 France 854
60 Oman 852
61 Philippines 838
62 Libya 818
63 Canada 809
64 Saudi Arabia 809
65 Lithuania 804
66 Netherlands 801
67 Mauritius 787
68 Latvia 785
69 Andorra 784
70 Algeria 775
71 Uruguay 770
Ranking
CountryNumber of cigarettes
per adult per year
72 Brunei 751
73 United Kingdom 750
74 Sweden 715
75 Finland 671
76 Papua New Guinea 670
77 Bahrain 661
78 Iran 657
79 North Korea 650
80 Nauru 626
81 Paraguay 619
82 United Arab Emirates 583
83 Comoros 583
84 New Zealand 579
Ranking
CountryNumber of cigarettes
per adult per year
85 Seychelles 565
86 Thailand 560
87 Mongolia 555
88 Singapore 547
89 Malaysia 539
90 Namibia 534
91 Norway 534
92 Fiji 530
93 Costa Rica 529
94 Brazil 504
95 Gabon 501
96 Morocco 500
97 Venezuela 496
Ranking
CountryNumber of cigarettes
per adult per year
98 Iceland 477
99 Pakistan 468
100 South Africa 459
101 Cambodia 452
102 Uzbekistan 449
103 Laos 435
104 Nepal 420
105 Angola 414
106 Colombia 412
107 Yemen 402
108 Senegal 398
109 Equatorial Guinea 391
110 Nicaragua 377
Ranking
CountryNumber of cigarettes
per adult per year
111 Antigua and Barbuda 375
112 Mexico 371
113 Belize 367
114 Saint Vincent and the Grenadines 351
115 Barbados 344
116 Cape Verde 339
117 Dominica 339
118 Botswana 336
119 Djibouti 309
120 Togo 307
121 Swaziland 303
122 The Bahamas 288
123 Saint Kitts and Nevis 287
Ranking
CountryNumber of cigarettes
per adult per year
124 Jamaica 283
125 Qatar 281
126 Madagascar 260
127 Saint Lucia 249
128 Guatemala 235
129 Dominican Republic 234
130 Grenada 229
131 Ecuador 227
132 Honduras 217
133 El Salvador 209
134 Mozambique 200
135 Panama 197
136 Sri Lanka 195
Ranking
CountryNumber of cigarettes
per adult per year
137 Myanmar 189
138 Zimbabwe 189
139 Bolivia 179
140 Sierra Leone 177
141 Maldives 170
142 Bangladesh 154
143 Ivory Coast 148
144 Kenya 144
145 Burundi 137
146 Peru 137
147 Turkmenistan 135
148 Tanzania 132
149 Mali 127
Ranking
CountryNumber of cigarettes
per adult per year
150 Bhutan 120
151 Nigeria 116
152 Liberia 113
153 Burkina Faso 109
154 Democratic Republic of the Congo 105
155 Central African Republic 102
156 Haiti 100
157 Guinea-Bissau 97
158 India 96
159 Rwanda 94
160 Cameroon 93
161 Chad 86
162 Mauritania 86
Ranking
CountryNumber of cigarettes
per adult per year
163 Gambia 85
164 Sudan 75
165 Eritrea 74
166 Zambia 74
167 Benin 71
168 São Tomé and Príncipe 69
169 Somalia 67
170 Lesotho 62
171 Afghanistan 61
172 Suriname 57
173 Niger 52
174 Guyana 49
175 Malawi 48
Ranking
CountryNumber of cigarettes
per adult per year
176 Tonga 48
177 Ghana 44
178 Vanuatu 43
179 Ethiopia 42
180 Samoa 34
181 Tuvalu 29
182 Uganda 24
183 Kiribati 22
184 Solomon Islands 18
185 Guinea9
'Globalisation' is possibly the most over-used word of the last decade. It’s almost impossible to find a book or even an article on business, politics, economics, society or the arts that doesn’t use the term in one way or another.
The word 'globalisation' has become a catch-all term, something which means everything and nothing, a word which seems to have a different meaning for each person who uses it.
Is 'globalisation' a movement, or a trend? And most importantly of all, is it a good thing, or a bad thing?
What is certain is that globalisation is a complex phenomenon, containing good and bad aspects. Those who suggest globalisation is an easy cure for the world’s ills, however, may need to think carefully. Going global is not as simple as it looks.
Case studies show that, ideology aside, there are three major practical barriers for any company thinking of going global.
Firstly, cultural differences. 'Cultural differences' are something which are talked about almost as much as globalisation, but for a good reason - when trying to work in any new market it is essential to take into account the culture of the people you will be working with. Remember: what may work in one market may be totally inappropriate for another.
Food products are a good example: what may be a speciality in one country may seem disgusting to another. A British steak and kidney pie, for example, would look like the kind of food given to dogs to eat in north America. One product can’t satisfy the whole world. Even a company such as McDonald’s, the flagship of a certain kind of globalisation, now diversify in different markets. The age of one world, one product is long gone.
Secondly, trade restrictions. While the EU and, to a certain extent, NAFTA, have opened up the possibilities of international trade, many complex restrictions still remain. “I wanted to export cheese,” says Dave Stallybrass, who produces the traditional Blue Stilton variety of cheese in the UK. “I had no problem in Europe, but when I tried to ship a load to the USA, there was trouble. The cheese wasn’t pasteurised. The USA won’t accept unpasteurised cheese. I was left with a warehouse full of cheese going mouldy. It didn’t smell too good, I tell you...!”
Thirdly, technology. It seems strange to name 'technology' as something which may hinder attempts to go global, as it is the developments in communications technology, the internet above all, which has given rise to the widespread assumption that going global is an easy thing to do. All you need to do, after all, is set up a website with an online ordering facility, and then everything’s just going to happen, isn’t it?
Not exactly.
Even though people in Tasmania or Patagonia may be able to order your products with just one click, it doesn’t mean they will necessarily arrive – see the problems mentioned above.
Moreover, don’t assume that everyone has the same internet habits as you. Although online shopping is huge in North America, and growing rapidly in Europe, in other parts of the world many people still prefer to make real-time acquisitions – in other words, they prefer to buy things in shops.
Put aside the philosophical or political problems of globalisation for one moment, and before you try to go global, think very carefully about the practical issues.
Consider Culture When Going Global Categorized in: Entrepreneurship, General Business Resources
There are many things to think about when you own or operate a business. One of these points to consider is going
global.
Sooner or later, every company wishes to take their business around the world. Even a small flower shop in
Wisconsin can expand and grow within markets around the world because of the modern technology that is available.
Shipping companies can help take packages to the farthest points of the earth, and the Internet allows customers to
find the products they desire no matter where they live just by browsing the Internet. Today, it does not matter where
in the world you reside, you can buy products from nearly every other place on earth, if you chose to.
If a company is small and has taken business to the Internet for global sales, it must consider the changes in currency
ratings, taxes and other financial aspects that come along with selling things globally. Most large corporations have an
accountant or an accounting department that can handle these issues. For a small one or two-person company,
consulting with an expert will assist in keeping things legal. There are some products that must have certain charges
added or federal laws about the shipping, handling or pricing of the items. It is a good idea to make sure everything is
legal, and what is being done is legit before any actual business is done.
Larger corporations might see the need for additional communication measures if they have decided to take their
business overseas. This type of globalization usually requires actual brick and mortar locations in a new place.
Executives and business owners may need to physically visit the new location and check out the new facility. If this is
the case, company executives must make sure they are not crossing any barriers in language or culture while doing
so. Many cultures have different customs and rituals of greeting, especially when it comes to commerce. The
language barrier can be eliminated by having employees fluent in the tongue of the country or by having an interpreter
present at all times.
Business owners must try to understand and respect any cultural differences they might encounter. They should
always do research on the culture of the country they are seeking to move into. Companies should never try to force
methods or procedures into the culture of the new location if they do not fit. Facilities should be designed and
developed specifically according to the culture in which it will exist. This will help employees feel more comfortable
and help them feel the need to give their best work to the company. They also appreciate the fact that a foreign
company tried to base their decisions on the culture they have entered. It shows the employees that the company
respects them and desires their trust and respect in return.
Going global overnightApril 21, 1999Web posted at: 3:57 p.m. EDT (1957 GMT)
In this story:
Commerce logistics
Bridging cultures
Technology challenges
From...
RELATED STORIES, SITES
by Lynda Radosevich
(IDG) -- Much ado has been made over the Web's ability to give companies instant access to global markets. Launch a Web site and customers from Poughkeepsie to Phnom Penh can find your company and order your goods.
The trouble is that although most U.S. businesses crave the attention from abroad, many are not equipped to greet their overseas visitors. In a survey conducted by Cambridge, Mass.-based Forrester Research, a remarkable 46 percent of the interviewees said they turn away international orders because they do not have processes in place to fill them.
"It was a surprise how high that number was," says Michael Putnam, a Forrester analyst who conducted the research. "That's just money left on the table -- as much as $10 million turned away annually."
Obstacles to pocketing that money range from an inability to handle direct international orders, to language and cultural barriers that hinder basic communications, to varying stages of Internet adoption and infrastructure. Going global is not as straightforward as opening a virtual storefront on the Web.
Nevertheless, the Web's increasingly global reach can make the effort well worthwhile. Although the United States once housed the vast majority of Internet users, as of March, only half of the estimated 160 million "Netizens" lived in the United States, and non-U.S. users were the faster-growing segment, according to numbers compiled by Nua Ltd., a consulting company in Dublin, Ireland.
The growth in the international Internet population means more potential business for U.S. companies, particularly from consumers who are eager to buy products they cannot obtain in their countries.
Although 24 percent of Internet commerce was conducted outside the United States in 1998, by 2002 that number will increase to 45 percent, according to International Data Corp., in Framingham, Mass.
The boost in global sales also means heightened competition from overseas. In some cases, going global via the Web is the antidote to going out of business.
Commerce logistics
For companies that want to actively court international business, a key step after launching a Web site is preparing to handle international shipping. If the product is small enough to affordably send by airplane, companies can outsource distribution to express shippers such as DHL Worldwide Express, Federal Express, and United Parcel Service. For large items, shipping with a freight forwarder may make more sense.
In either case, companies can get tangled in red tape while trying to comply with the destination country's import and tax regulations, which can be opaque, and with U.S. export controls.
Some U.S. export restrictions are obvious. Most people know that U.S. companies cannot sell to Cuba. But other rules are not so simple. Last November, for instance, the U.S. Department of Commerce restricted exports to 300 Indian and Pakistani entities and subordinate entities believed to be involved in Indian or Pakistani nuclear programs.
"[The Department is] talking about any goods -- clothes, pins, coffee mugs. In this case, our government doesn't delineate what's restricted," says Larry Ferrere, vice president of marketing at Vastera (link below), a Dulles, Va.-based developer of international trade logistics software.
IBM got stung by U.S. export laws in July 1998 when a district court judge fined IBM East Europe/Asia $8.5 million for exporting computers to a Russian nuclear weapons laboratory, according to the Department of Commerce Bureau of Export Administration (link below).
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But U.S. export laws are easy compared to dealing with the legal requirements, tariffs, and customs authorities in the 190 or so other nations of the world, according to experienced hands.
"In some Third World countries you have to get as many as 25 to 30 stamps from various customs officials before you can get a high-value package released," says Mike Drilling, vice president of gateway services at DHL (link below), in Redwood City, Calif.
Assistance is available, however. The express delivery and freight forwarding companies can help companies comply with import laws and tariffs -- without assuming legal liability. And logistics software vendors such as Rockport, Syntra, and Vastera help simplify documentation and provide current trade regulation information.
Another issue is setting up payment mechanisms. The high rate of stolen credit card number usage, particularly in Eastern Europe, adds risk to international credit card payments. Also, many Europeans prefer debit cards to credit cards, according to export consultants.
"People in America are far more willing to give out their credit card numbers than elsewhere," says James Finke, president of Interconsult, a Northampton, N.H.-based international trade consultancy.
There are no easy payment answers, but Forrester's Putnam says credit cards are the most expedient means of setting up international payments when companies go global.
Even if companies already have international distribution and payment processes in place, global e-commerce can present nasty channel conflicts, especially when a globalized site makes pricing disparities apparent.
"Once a company puts something up for sale on the Web, they have to say how much it costs. If people in Hong Kong see they can buy it in U.S. dollars for less, that's an issue for large companies," says Mary Cronin, a professor at Boston College's Carroll School of Management, in Chestnut Hill, Mass.
Businesses that sell intellectual goods and services, such as software or research, do not encounter shipping and logistics problems. The Web is the global distribution mechanism. But import/export laws and tariffs still apply, as the vociferous debate over the export of encryption technology illustrates.
Bridging cultures
Another aspect of going global is reworking Web sites to appeal to audiences in other countries. This entails adding information that offshore customers may need -- such as the country code before the telephone number -- and removing words, colors, and images that do not cross cultures well.
Companies can never tell what will provoke controversy. Lycos, which launched a Korean version of its portal site last month, discovered that its golden retriever mascot did not work in Korea.
"We were hoping that the dog, which is very friendly looking, would be a worldwide symbol. But our senior management for Lycos Korea pointed out that in Korea, dogs have other connotations, namely food. It wasn't very popular in Europe, either," says Jeff Vander Clute, global operations manager at Lycos, in Waltham, Mass.
The following are other examples about which experienced international Web site developers warn.
The use of black in graphics and backgrounds is very popular in the United States, but the color has sinister connotations in Asia, Europe, and Latin America.
The thumbs-up sign and the waving hand (palm outward) are rude gestures in Latin America and the Middle East, respectively.
Showing a woman with exposed arms or legs is offensive in the Middle East.
Organizations that are a little further along in their global Web strategies translate versions of their sites into local languages and/or offer localized content. But translating can be politically tricky, especially because some countries use the same language with different conventions. For instance, using the traditional Chinese character set is necessary to reach the Taiwanese, but mainland Chinese prefer the simplified set of characters. Cisco Systems found that the word for "router" was different in Spain than in Latin America.
"[The language] issue was heavily charged -- Spain wanted the Spanish word [for router]; Latin Americans didn't even know the Spanish word," says Jorden Woods, CEO of Global Sight, the software company in San Jose, Calif., that worked with Cisco on its globalization project.
Using translation and localization services can help global companies avoid many cultural gaffes. For example, localization firm Basis Technology, in Cambridge, Mass., helped Kenan Systems, a developer of telephone billing software, discover that
using a musical note icon to lead users to an area about customer notes did not translate.
"Obviously that pun only works in English," says Wendy Sheehan, manager of software engineering at Kenan, also in Cambridge.
When hiring a localization firm, look for one that employs native speakers who live in the targeted region, according to Lycos' Vander Clute. That way, the translators are attuned to nuances that may escape even fluent speakers living outside the country, he explains.
For companies with international divisions, one critical decision is whether to manage content locally or centrally. Many international companies got in trouble initially when their country divisions launched their own Web sites. The local sites used their own designs and often gave conflicting information.
Vendors are emerging with software that helps manage multilingual Web site development and workflow. Global Sight (link below), for instance, produces multilingual content management software called Ambassador that includes a workflow engine, access control, design tools, and a mechanism for flowing translated information into predesigned Web pages. However, with an entry price of about $100,000, Ambassador is only for very large globalization projects.
Technology challenges
As in all great Web ventures, going global has its cadre of technical considerations. Most major Web servers now can handle double-byte encoding used to represent Chinese, Korean, and Japanese characters. But the interfaces to back-end systems and the back-end systems themselves are often still written using single-byte programming conventions. That means they return corrupted results when they encounter double-byte characters, according to Tina Lieu, a project manager at Basis Technology, a localization technology vendor.
One solution is to program all Web interfaces using Unicode, which offers a standard encoding scheme for single- and double-byte characters, according to Lieu.
Also, programmers should not hard-code fields such as telephone numbers and surnames, because the data varies in length from country to country, says Deborah Tyroler, a director at International Communications, a localization firm in Framingham, Mass.
Companies going global also must consider how their Web sites will work in low-bandwidth countries such as China. Cisco helps overcome bandwidth limitations by letting visitors choose servers from the nearest region.
Companies can also get geared up to handle requests for product information or orders via e-mail, rather than the Web, because this method does not require owning a PC and having a reliable telecommunications infrastructure.
A well-designed Web site can help market to a global audience. Once companies have internationalized their sites, getting them to show up in local search engines is key to driving traffic. Using meta tags around translated keywords will help search engines find a site, Tyroler says.
Going global is not for the fainthearted. In fact, Forrester says companies must sell $1 million or 10 percent of sales -- whichever is larger -- to cover the costs of internationalizing a site and offering telephone support to customers outside the United States.
But with growth in global trade showing no signs of waning, reaching out internationally via the Web makes good business sense.
