MEMBERSHIP OF COOPERATION

Membership Cooperation
A group of people who have the same economic interests as the owner and also the service users and participate actively to developing cooperative ventures.

Requirement be member of the cooperateon

• A citizen of Indonesia
• Capable of performing legal actions
• Willing to abide by the articles of Association and bylaws
• Willing to comply with the rules applicable
• Desirous of furthering the cooperative
• No coercion of another party 
• Have same economic interest 

Special requirement

Special requirement are additional requirements that must be met by each of the members of the cooperative before they were accepted into the cooperative members in full.
Examples of special conditions:

1. Agricultural cooperatives
2. Fisherman Cooperative
3. Cooperative Rubber

• Its members comprised of farmers, workers and owners, the rubber tappers, who took control of the production results and sebagainyai.
• Special conditions of membership of this cooperative is the distinction between cooperative movement with business entity-business entities, such as limited liability company, CV and so on.

How to become a Member

• Learn more historically intents and purposes of such cooperatives, especially regarding the terms of membership and the rights and obligations as a member. 
• Complete the requirements to become a Member
• If the terms are acceptable, then the candidate completing the registration form in that cooperation.
• If the Board approves the request, then the next prospective members must be notified to the relevant start date can be accepted to be members of the cooperative.
• When a person becomes a member of a cooperative plea rejected, then his candidacy as a member can be re-submitted in RA, and his decision will be binding on the Board to fulfill them.

Obligations of members:

• Abide by the articles of Association and bylaws
• Participate in the program of cooperative venture
• Pay the main payment and obligation payment 
• Maintain and develop the principle of togetherness
• Adhere to and carry out the decisions of the Governing Board meetings and Member meeting

Right of member

• attend a vote opinion, stated in the RAT
• Select and elected officers and Trustees
• put forward opinions and suggestions to the Executive Board
• Utilizing the same services and cooperation between members
• Get information on development cooperative basis within budget

THE NATURE OF COOPERATIVE MEMBERSHIP

The nature of cooperative membership is voluntary and open.

• Voluntary membership is each member is voluntarily register to be cooperative members of their own accord, and could submit his resignation.
• Open Membership is that membership of the cooperative knows no discrimination in any form. Everyone who is able to meet the terms of a cooperative membership can be accepted to be members of the cooperative.

PROOF OF MEMBERSHIP IN THE COOPERATIVE

Book member list is one that is defined by the ACT on cooperatives, The book contains :

• member list 
• full name, 
• age, 
• livelihood, 
• place of residence, 
• date of entry be a member, 
• left thumb stamp or signature of the Member 
• Chairman's signature and date the signature

Type of Membership in Cooperation

• Full members 
• Candidate members 
• Served members 
• Extraordinary Member
• Founding members 

1. Full members

Members who have voting rights , meaning that it has to meet the requirements specified in the appropriate membership AD / ART and regulations applicable legislation , and has signed his name in the register of members .

2. Candidate members

• People who have not settled main payment , formally not fully complete the administrative requirements as specified in the AD / ART , so it has not been accepted as a full member of bias .
• Has the right to speak but did not have the right to elect and be elected to be the caretaker or supervisor .
• Obtain the same service .

Candidate Members have an obligation

• Pay obligation payment decisions taken in accordance with members' meeting ;
• Participate in cooperative efforts ;
• Abiding by AD / ART , decisions and meeting members of other provisions in force ;
• Maintain the good name and togetherness Cooperative 

3. Served members

Citizens who receive services on a regular basis of the cooperative , but have not applied to be members of the cooperative . Members served the said order directed to members of the cooperative .

4. Extraordinary Member

• A person can become extraordinary members , when concerned citizens who are capable of taking legal action , but has not been fully able to meet the requirements defined in the AD / ART cooperative . Besides the foreign citizen who has had a Residential Permit Card ( KIM ) who want to receive services in a cooperative , but has no requirement to be a member of the cooperative 
• Extraordinary members have the right to speak , but did not have the right to elect and be elected to be the caretaker or supervisor cooperatives ;
• Member is entitled of net income ( SHU ) in accordance with the decision of the meeting of members .

5. Founding members

The people who founded the cooperative , who attended the meeting establishment / incorporation and has met the membership requirements as well as claiming to be a member

WHAT IS THE LIABILITY AS A MEMBER ?

Members dependents is something the duty of every Member to bear the losses suffered by the cooperative in implementing programs that have been decided in a meeting of members. It can be fulfilled obligations in fiscal year runs or after it was decided in the meeting of members or accomplished within the framework of settlement of the dissolution of the Cooperative .

kinds of members dependents :

1. Dependents is limited , the maximum amount that is charged or required on every Member to offset / pay losses which amount is specified in the AD / ART ;
2. Dependents are not limited to , an infinite number assigned to each Member separately cover the loss / debt until paid off .

• At the time of the dissolution of the cooperative , members who have come out are not free from the obligation to bear the loss , all the losses incurred as a result of one incident in which he is still a member , provided that the exit of the members have not been through 12 months .

• In the event of any of its members as a cooperative insurer losses , referred to in Article 29 and Article 31 of the Articles of Association was not able to pay , the other members are required to bear the obligations they are not capable of it , each of equal magnitude .

End of membership

membership in the Cooperation will end when the Member concern :

• Request a stop at his own request 
• Dismissed by the Board for violating regulations 
• Died
• Contrary to the purposes of the cooperative
• Always detrimental to cooperatives

WHAT IF COOPERATIVE breakup?

If the Cooperative disbanded , the person's membership in the cooperative ends . In terms of the Cooperative is still a bona fide debt to third parties , then each member is obliged to bear the corresponding provisions in the AD / ART . If the cooperative still has a wealth of after finished the paying debts , then the member may receive distribution in accordance with the requirements of AD / ART .

COOPERATIVE PRINCIPLES

Cooperative is an autonomous association of persons united voluntarily to meet the needs and aspirations of economic , social and culture together through companies they controlled democratically .
Cooperatives are based on the values ​​push yourself , self responsibility , democracy , equality , equity and solidarity . In economics there is a cooperativeprinciples . Below I will give the cooperative principles Based on the sources that I get .

Principle according Munkner

There are 12 principles and ideas umu 7 variables as follows :
7 variable general idea :

• Self-help based on solidarity
• Democracy
• Capital strength is not preferred
• Economy
• Freedom
• Justice
• Advancing social life through education

12 principles of cooperatives :

• Membership is voluntary
• Membership is open
• Developing member
• Identity as the owner and customers
• Management and democratic supervision is conducted
• Cooperatives as a collection of people
• Capital relating to the social aspects are not shared
• Economic efficiency of cooperative enterprises
• Collect voluntarily
• Freedom in decision making and goal setting
• Fair and equitable distribution of economic outcomes will
• Education members

Principle according to Rochdale

Rochdale cooperative principles according to the form and nature of the original :

• Democratic oversight
• Membership is open
• Limited interest on capital
• SHU division
• Entirely with cash sales
• The goods sold must be genuine and not faked
• Provide education to the members of the cooperative principles
• Neutral to politics and religion

Principle - the Rochdale cooperative principles are the foundation further cooperative work :

• Purchase of goods for cash
• Selling price equal to the market price of the local
• Good quality stuff , scales and correct size
• Payment of interest on capital is limited
• Profits divided by the number of purchases bedasarkan
• Part of the profits are used to fund reserve fund education and social
• Membership is open to the public , neutral on religion and politics

Principle according Raiffesien

Principle of Raiffesienis :

• Non
• Limited working area
• SHU for backup
• Responsibility is not limited to members
• Administrators to work on a voluntary basis
• Effort only to members
• Membership is based on character , not money

While the foundation and ways of working to be taken by it , namely :

• Farmers accustomed to saving
• Lack of oversight of the use of credit
• Membership restricted to between members can know each other and can work together 
• Governance, by its members and does not get paid
• Net profits belong together

Principle according to Schulze

He told the basics is given credit cooperatives in particular for small industries . To establish credit cooperatives is to :

• Buy shares to become a member
• Raise capital from donors who want to give their money as capital
• Limit for short-term loans
• Establish work areas in urban
• Hire the managers
• Divide the profits to members

While the core of the principles of thought are :

• Non
• Work area is limited sodium absorption ratio
• SHU for backup and for distribution to members
• Limited responsibility organization
• Administrators work rewarded
• Not limited effort not only to members

According to the principle of ICA

ICA is an organization of the world's tallest cooperative movement which was founded in 1895 .siding ICA in 1966 formulated the principles of cooperation , as follows :

• Cooperative membership is open without any restriction made-up
• Democratic leadership on the basis of one person one vote
• Capital received limited interest , and even then if there

SHU divided into three

• Partly to spare
• Partly to the community
• Partly to be distributed back to the members in accordance with their respective services

All cooperatives must implement continuous education
Cooperative movement should carry out close cooperation , both at the regional , national , and international

Principle according to Coady M.M

He developed a form of cooperative education by holding to older adults . Formal educational institutions that help develop the cooperative was Coady International Institute in Canada .
Cooperative principles Indonesia :

According to Law No. 12 of 1967

There are 4 laws regarding cooperatives namely :

• Act 79 of 1958 on the cooperative societies
• Act 14 of 1965
• Law No. 12 Year 1967 on the main points of cooperatives
• Law No.25 of 1992 on cooperatives

According to Law 25 of 1992
The cooperative principles are as follows :

• Membership is voluntary and open
• Management conducted democratically
• SHU division was fairly comparable to the size of the business services of each member
• Provision of fringe benefits to the limited capital autonomy
• Cooperative education
• Cooperation among cooperatives

There are 5 principles that guide cooperative cooperative work are :

• Membership is voluntary and open
• Management conducted democratically
• Distribution of net income was fairly comparable to the size of the business 
• Services of each member
• Giving back to the limited capital autonomy

The Cooperation as Business Institution

What is Cooperation?

Organization of a group of people who have the same interests with the goal of welfare for its members.

What is Business Institution?

Organizations that combine and coordinate resources for the purpose of manufacturing and producing goods or services.

Cooperative is an economic movement that is based on a family basis. Cooperatives in Indonesia has grown rapidly due to the members comprised of the general public have to know the benefits of the establishment of cooperatives, which can help the economy and develop the creativity of each member. In addition, the cooperative also can be said as a business organization for cooperative activities that occur in nature generate a profit or profits in general be a goal of a business organization.

Business organization is an organization that combines and coordinates the resources for the purpose of manufacture and produce goods or services. Conceptually, the Cooperative as a Business Organization entrepreneurs who hold a weak economy, have some potential advantages to participate solve social problems - the economy.

To build a business organization, the business environment is also required. The business environment is one of the activities that will be undertaken in the form perbisnisan someone in a business, where in the business we are in demand to run or manage a business with his best of every person must have the desire and establishing the right of a business and one that must be willing to live her business to success.

Cooperative as a business organization so that:

• Subject to the rules and principles of economics that apply
• Able to generate profits and to develop the organization and its business
• Members as the owner and user of services
• Requires a business management system (financial, technical, organizational and information)

Role of Cooperatives in the National Economy

Cooperatives as an economic institution formed of, by and for its members is expected to provide business development opportunities and in particular the members of the surrounding community at large in order to improve the economic and social welfare. A cooperative economic organization that is distinct (has distinctive characteristics), with the corporate philosophy, corporate culture (cooperative business practices must be able to present the values ​​that were able to grow and thrive in a competitive market environment).

Values ​​inherent in the organization and management of cooperatives is the ability to self-help, democratic management, justice and solidarity, with values ​​above suggests that the cooperative as an organization is capable of self-help (selfhelp organization) must have a clear economic objectives and togetherness management (Joint management) are professional, so that cooperatives can put functions and its role as a strategic economic institutions in developing the economic potential of the people, because the cooperative is a business entity related to the life and economy of most of the people were scattered throughout the county, town and village in Indonesia, which covers almost all types of existing business fields.

Cooperative potential in the market system requires and in any business plan or utilize the maximum benefit so that companies can make a profit or of net income that is able to hold reserves in order to further business development. In order for companies to compete companies must conduct market orientation to be able to excel in the competitive market competition.

Cooperative has two markets:

• Internal Market, in which the direction of the distribution of goods addressed to the cooperative members.
• External market, is a market demonstrated outside the members or to the public. Cooperative acts as a supplier or call the marginal cost and supply Coorperative equal to the revenue. Cooperative will choose determines the price based on the price at cost with no more shortage.Koperasi have a great opportunity in terms of pricing than the market because it does not hold on to the position of maximum profit.

Purpose Cooperative Company

The main purpose of cooperatives focused on improving the welfare of its members and the public, it is clearly seen in Article 3 of Law No. 25 of 1992 on
Cooperatives, said that the cooperative aims to promote the welfare of members in particular and the society in general and to help build the national economy in order to realize an advanced society, just and prosperous based on Pancasila and the Constitution of 1945.

To achieve this, although not as an organization cooperative associations profit-oriented capital, but capital is an important factor to achieve this goal in addition to factors other resources. Not that did not attempt to achieve cooperative maximum profit, as a business entity, the cooperative aims to make a profit that can serve as a tool to achieve the ultimate goal.

Cooperative goals as a company or business entity is not solely only on the orientation of earnings (profit-oriented), but also on the orientation of the benefits (benefit oriented). Therefore, in many cases co-operatives, co-operative management of non-profit as the company's goals as they work based on the service (service at cost)....

Cooperative is an institution that should be managed as befits the institution. Businesses. In a business organization required an effective management Known and efficient management.

Likewise in cooperative enterprises, management is a right that must exist in order to realize the desired objectives.

Cooperatives are people based and not based capital as a conventional business organization or company. Cooperative organizations often turn out to be a bunch of capital even openly cooperative play often proceeds from fees or deposits cooperative members, but it is running or distributing third-party capital (bank)

In addition to the cooperative institutions that have been known, at this time also developed institutions Baitul Maal wat Tamwil (BMT) is an agency supporting small economic activities under (low income) with an economic system based on Islamic Sharia. Legal Entity of BMT BMT can be cooperative for those who have had a wealth of more than USD 40 million and has been prepared by the administration to be a healthy cooperative in terms of cooperative and good management, analyzed in terms of worship, practice shalihan officials who have managed BMT Islam.Sebelum Sharia legal status of cooperatives, BMT can be shaped as SHGs (Self Help Groups) that can serve as a pre cooperative.

The Conclusion:

Cooperatives can be regarded as a business organization because of the cooperative nature yangterjadi activities generate a profit or profits in general be a goal of a business organization. But in fact the potential of cooperatives in the market system requires effort and planning into each gain or exploit the maximum so that companies can make a profit or of net income that is able to hold reserves in order to further business development....

Understanding, co-operative is not a business organization, although the implementation expects profit. But the profit is distributed to members of the SHU (Business Profits). Running now, the cooperative has forgotten what its primary purpose. Many of the cooperatives in Indonesia indirectly to business organizations by certain elements. So we see in terms of implementation, cooperatives and business organizations actually almost the same.

COOPERATIVE (Principle, Types, Superiority, Entrepreneurship, Admiistrator of cooperative)

1. Cooperative

Cooperative is a business organization owned and operated by people - a mutual interest . Bases cooperative activities based on the principles of economic movement is based on the principle of kinship .

2. Principle cooperative

Cooperative principle is a system of abstract ideas that are clues to build effective cooperative and durable cooperative principles developed for the International Cooperative Alliance ( Federation of international non-governmental cooperative ) is

• Membership is open and voluntary
• Management of a democratic ,
• Participation in member economies ,
• Freedom and autonomy ,
• Development of education , training , and information

In Indonesia alone has made ​​the Law no . 25 of 1992 on Cooperatives. Cooperative principles according to Law no . 25, 1992 are :

• Membership is voluntary and open
• Management is done through democracy
• Distribution of SHU conducted fairly in accordance with their respective business service members
• provision of fringe benefits that are limited to capital
• Independence
• Cooperative education
• Cooperation among cooperatives

3. Form and Cooperative Type

3.1. Type Cooperative by function

• Cooperative purchasing / procurement / consumption is a cooperative which has the functions of purchase or procurement of goods and services to meet the needs of the final consumer . Here the member acting as the owner and purchaser or consumer to cooperatives.
• Cooperative sales / marketing is a cooperative that organizes the distribution function of the goods or services produced by its members to get in the hands of consumers . Here the member acting as the owner and supplier of the goods or services to cooperatives.
• Cooperative production is a cooperative that produces goods and services , where members work as an employee or employees of the cooperative . Here members take ownership and worker cooperatives.
• Cooperative service is a cooperative which organizes services needed by members , for example : savings and loans , insurance , transportation , and so on . Here members act as owners and users of services cooperative.

If cooperatives organized a function called single cooperative effort ( single -purpose cooperative ) , while the cooperative that organizes more than one function called business cooperatives ( multi purpose cooperative ) .

3.2. Type cooperatives based on the level and the area of work

• Primary Cooperative - Primary cooperative is a cooperative that has a membership of at least 20 individuals
• Cooperative Secondary - Is a cooperative made ​​up of a combination of cooperative bodies and has a wide working area coverage compared to the primary cooperatives . 

Secondary cooperatives can be divided into :

• Cooperative center - is a cooperative made ​​up of at least 5 primary cooperatives
• Joint cooperative - a cooperative whose members are at least 3 cooperative center
• Parent cooperatives - are members of cooperatives minimum is 3 combined cooperative

3.3. Type of Cooperative according to membership status

• Cooperative producer cooperatives whose members are producers of goods / services and have a household business .
• Consumer Cooperative is a cooperative whose members are the final consumer or user of goods / services offered by suppliers in the market .

Position of members in the cooperative may be in one state or two. Thus according to the status of members of cooperatives grouping closely related to cooperative grouping by function.

4. Superiority cooperative

The possibility of co-operatives to obtain comparative advantages of other companies large enough considering the cooperative has the potential advantages such as economies of scale , real activity , precuniary factors , and others.

5. Entrepreneurship cooperative

Cooperative entrepreneurship is a positive attitude in trying to be cooperative , to take innovative initiatives and the courage to take risks and hold fast to the principles of cooperative identity , in the realization of real fulfillment and collective welfare . From these definitions , it can be argued that entrepreneurship cooperative is a positive mental attitude in trying to be cooperative

Wirakop main task is to take innovative initiatives , it means trying to find , find , and take advantage of opportunities that exist for the common interest . Entrepreneurship can be done by the cooperative members , managers bureaucrats who play a role in the development of cooperatives and catalysts , that is, those who care about the development of cooperative

6. Administrator

Cooperative board elected from among and by the members in a meeting of members . There are times when the member is not meeting to elect all members of the Board from among its own members . It thus happens for example if the candidates come from members of his own circles do not have the necessary ability to lead the cooperative is concerned , while it turns out that that can meet the requirements are those who are not members or not members of the cooperative ( probably also served by cooperative but has not officially asked to be a member )

7. Cooperative in Indonesia

Cooperatives in Indonesia, according to the 1992 Act , is defined as a business entity consisting of individuals or legal entities with the bases cooperative activities based on the principles of economic cooperation as well as people's movement that is based on a family basis . In Indonesia , the cooperative principles specified in this Law. 12 of 1967 and Law no. 25 of 1992 .

Cooperative principles in Indonesia is approximately equal to the internationally recognized principles with slight variations , namely the description of the SHU ( Business Profits )

7.1. History cooperatives in Indonesia

A brief history of the cooperative movement began in the 20th century , which generally is the result of that effort was not spontaneous and was not done by people who are very wealthy Cooperative grow from among the people , while the suffering in the economic and social field generated by the capitalist system mounting . Some people whose livelihoods are simple with limited economic capacity , driven by the suffering and economic burden of the same , spontaneously joined hands to help himself and his fellow man .

In 1896 a Civil Service Patih R.Aria Wiria Atmaja in Purwokerto set up a bank for civil servants ( gentry ) . He was driven by his desire to help those employees who increasingly suffer from trapped by moneylenders who provide loans at high interest rates mean the regent to establish credit cooperative models such as in Germany . Ideals are then forwarded by the spirit of De Wolffvan Westerrode , a Dutch resident assistant while on leave De Wolffvan Westerrode managed to visit Germany and advocated Aid Savings Bank will convert the existing Aid to Banks , Savings and Agriculture . In addition to civil servants farmers also need to be helped because they suffer even more because of the pressure of the pengijon . He also advocated changing Banktersebut be cooperative . In addition, he also founded the village granaries are encouraging farmers to save on the loan musimpanen and provide rice aid to famine He was trying to make it into barns Credit Cooperative Rice But the Dutch government at that time another opinionated . Bank Aid , Savings and Agriculture and Cooperative Village Office is not used but the Dutch government established a new village barns , village banks , pawnshops and Cash Centrale which later became the Bank Rakyat Indonesia ( BRI ) . All of that is a business entity 's authority and led by the people government

In the days of the Dutch -forming cooperatives can not be implemented because :

• There has been no government agencies or non- governmental agencies that provide information and education about cooperatives .
• There is no law governing cooperatives life .
• Colonial government itself was hesitant because of political considerations advocated cooperative , cooperative worry it will be used by the political objective harm to the colonial government .

Anticipate the development of cooperatives already socialized , Dutch government issued regulations regarding cooperatives . The first , issued Regulation No. Cooperative Society . 43 , 1915 , and in 1927 issued Regulation No. anyway . 91 , 1927 , which governs the Cooperative Society - Society for Bumiputra groups . In 1933 , the Dutch East Indies government stipulate Society General Cooperative Society - No . 21 , 1933 . Regulations 1933 , it is only applied to groups that are subject to the legal order of the West , whereas Regulation 1927 , applicable to class Bumiputra . Discrimination is enforced at the level of cooperative life

In 1908 , Budi Utomo is founded by Dr . Sutomo provide a role for the cooperative movement to improve the lives of the people . In 1915 the rules made ​​Verordening op de Cooperatieve Vereeniging , and in 1927 Regeling Inlandschhe Cooperatieve .

In 1927 established Islamic Trade Union , which aims to fight the economic position pengusah - indigenous entrepreneurs . Then in 1929 , the Indonesian National Party stood fighting for the dissemination of the cooperative spirit .

However , in 1933 a law came out like Law no . 431 so lethal cooperative efforts for the second time . In 1942 the Japanese occupation of Indonesia . Japan and establish cooperative kumiyai . Originally cooperative is running smoothly but its function has changed dramatically and become a tool to benefit Japan , and misery to the people of Indonesia.

After Indonesian independence , on July 12, 1947 , the cooperative movement in Indonesian Cooperative Congress held the first in Tasikmalaya . Today is then set as the Indonesian Cooperatives Day at a Time formed the Central Organization of Indonesian People's Cooperative ( SOKRI ) located in Tasikmalaya ( Bandung as the capital of the province is being occupied by the Dutch )

7.2. Fungction and cooperative role of Indonesian

According to Law no . 1992 25 Section 4 explained that the cooperative has the function and role of , among others, to develop the potential and economic viability and community members , working enhance the quality of human life , strengthen the economy of the people , developing the national economy , as well as develop creativity and spirit organization for the nation's students .

7.3. Cooperative based on law

Cooperative legal entity under the Act 12 of 1967 is the [ organization ] ] people's economic social character , consisting of the persons or legal entity which is a cooperative economic arrangements as a joint venture , based on the principle of kinship . Specifically about the performance of cooperative associations , cooperatives must work under the provisions of the general law on business organization ( proprietorship, partnership , etc. . ) And commercial law and tax law .

THE ECONOMIC PROBLEM: SCARCITY AND CHOICE

• Scarcity is the fundamental economic problem of having humans who have unlimited wants and needs in a world of limited resources
• Choice consists of the mental process of judging the merits of multiple options and selecting one of them.

Types of choices

• Command decisions
• Delegated decisions
• Avoided decisions
• "No-brainer" decisions

Three basic questions must be answered in order to understand an economic system:

• What gets produced?
• How is it produced?
• Who gets what is produced?

Capital refers to the things that are themselves produced and then used to produce other goods and services.

According to Adam Smith and David , factors of production:

• Land :naturally-occurring goods such as water, air, soil, minerals, flora and fauna that are used in the creation of products
• Labor : human effort used in production which also includes technical and marketing expertise
• Capital: human-made goods (or means of production), which are used in the production of other goods.

Production

Production is a process, and as such it occurs through time and space. There are three aspects to production processes:

• The quantity of the good or service produced,
• The form of the good or service created,
• The temporal and spatial distribution of the good or service produced.

Resources or factors of production are the inputs into the process of production; goods and services of value to households are the outputs of the process of production

Scarcity and Choice in a One-Person Economy

• Nearly all the basic decisions that characterize complex economies must also be made in a single-person economy.
• Constrained choice and scarcity are the basic concepts that apply to every society.
• Opportunity cost is that which we give up or forgo, when we make a decision or a choice.

Scarcity and Choice in an Economy of Two or More

• A producer has an absolute advantage over another in the production of a good or service if it can produce that product using fewer resources
• A producer has a comparative advantage in the production of a good or service over another if it can produce that product at a lower opportunity cost.

Specialization, Exchange and Comparative Advantage

• According to the theory of competitive advantage, specialization and free trade will benefit all trading parties, even those that may be absolutely more efficient producers

Capital Goods and Consumer Goods

• Capital goodsare goods used to produce other goods and services.
• Consumer goodsare goods produced for present consumption
• Investment is the process of using resources to produce new capital. Capital is the accumulation of previous investment.
• The opportunity cost of every investment in capital is forgone present consumption

The Production Possibility Frontier

• The production possibility frontier (ppf)is an expository figure for representing scarcity, cost, and efficiency. In the simplest case an economy can produce just two goods (say "guns" and "butter")

The Law of Increasing Opportunity Cost

• The slope of the ppf curve is also called the marginal rate of transformation (MRT).
• The negative slope of the ppf curve reflects the law of increasing opportunity cost. As we increase the production of one good, we sacrifice progressively more of the other.

Economic Growth

• Economic growth is defined as the increasing capacity of the economy to satisfy the wants of the members of society. Economic growth is enabled by increases in productivity, which lowers the inputs (labor, capital, material, energy, etc.)
• The main sources of economic growth are capital accumulation and technological advances
• Outward shifts of the curve represent economic growth
• An outward shift means that it is possible to increase the production of one good without decreasing the production of the other.
• From point D, the economy can choose any combination of output between F and G.

Measuring economic growth : Economic growth is measured as a percentage change in the Gross Domestic Product (GDP) or Gross National Product (GNP)
Capital Goods and Growth in Poor and Rich Countries

• Rich countries devote more resources to capital production than poor countries.
• As more resources flow into capital production, the rate of economic growth in rich countries increases, and so does the gap between rich and poor countries.

Economic Systems

• The economic problem: Given scarce resources, how, exactly, do large, complex societies go about answering the three basic economic questions?
• Economic systems are the basic arrangements made by societies to solve the economic problem. They include:Command economies, Laissez-faire economies, Mixed systems
• In a command economy, a central government either directly or indirectly sets output targets, incomes, and prices.
• In a laissez-faire economy,individuals and firms pursue their own self-interests without any central direction or regulation. 
• The central institution of a laissez-faire economy is the free-market system.
• A market is the institution through which buyers and sellers interact and engage in exchange.
• Consumer sovereignty is the idea that consumers ultimately dictate what will be produced (or not produced) by choosing what to purchase (and what not to purchase
• Free enterprise: under a free market system, individual producers must figure out how to plan, organize, and coordinate the production of products and services.
• In a laissez-faire economy, the distribution of output is also determined in a decentralized way. The amount that any one household gets depends on its income and wealth.
• The basic coordinating mechanism in a free market system is price. Price is the amount that a product sells for per unit. It reflects what society is willing to pay.

Mixed Systems, Markets, and Governments

Since markets are not perfect, governments intervene and often play a major role in the economy. Some of the goals of government are to:

1. Minimize market inefficiencies
2. Provide public goods
3. Redistribute income
4. Stabilize the macroeconomic:

• Promote low levels of unemployment
• Promote low levels of inflation

SYSTEMS OF GOOD AND SERVICE TAX

Internationally, there are three systems in vogue:

(a) Invoice System

(b) Payment System 

(c) Hybrid System

1. Invoice System: In the invoice system, the GST (Input) is claimed on the basis of invoice and it is claimed when the invoice is received, it is immaterial whether payment is made or not. Further the GST (Output) is accounted for when invoice is raised. Here also the time of receipt of payment is immaterial.
   One may treat it as mercantile system of accounting. In India the present system of sales tax on goods is an invoice system of VAT and here it is immaterial whether the taxpayer is following the cash basis of accounting or mercantile basis of accounting.
   The advantage of invoice system is that the input credit can be claimed without making the payment. The disadvantage of the invoice system is that the GST has to be paid without receiving the payment.
2. Payment System: In the payment system of GST, the GST (Input) is claimed when the payment for purchases is made and the GST (Output) is accounted for when the payment is made. In this system, it is immaterial whether the assessee is maintaining the accounts on cash basis or not.
   The advantage of cash invoice system is that the Tax (output) need not be deposited until the payment for the goods and/or services is received. The disadvantage of the payment system is that the GST (input) cannot be claimed without making the payment.
   The Taxes on services in India are based on this payment system since service tax is payable on receipt basis and further Cenvat credit is only allowable when payment of the service is made.
   In some countries, this system is also adopted for small traders to keep them away from the complexities of the Invoice system, which is purely a mercantile system.
3. Hybrid System: In hybrid system the GST (Input) is claimed on the basis of invoice and GST (Output) is accounted for on the basis of payment, if allowed by the law. In some countries the dealers have to put their option for this system or for a reversal of this system before adopting the same.

These three  systems can be summarised  as under:

Description	Input Credit	Output Credit
Invoice system	On receipt of invoice	On issue of Invoice
Payment system	On making the payment	On receiving the payment
Hybrid system	At the option of dealer to be declared in advance	At the option of dealer to be declared in advance

It always depends on the law of the country, which decides the system of GST to be followed by the dealers.

GOOD AND SERVICE TAX

The GST can be divided into following sections to understand it better:

1. Charging Tax: The dealers registered under GST (Manufacturers, Wholesalers and Retailers and Service Providers) are required to charge GST at the specified rate of tax on goods and services that they supply to customers. The GST payable is included in the price paid by the recipient of the goods and services. The supplier must deposit this amount of GST with the Government.
2. Getting Credit of GST: If the recipient of goods or services is a registered dealer (Manufacturers, Wholesalers and Retailers and Service Providers), he will normally be able to claim a credit for the amount of GST he has paid, provided he holds a proper tax invoice. This “input tax credit” is setoff against any GST (Out Put), which the dealer charges on goods and services, which he supplies, to his customers.
3. Ultimate Burden of Tax on Last Customer: The net effect is that dealers charge GST but do not keep it, and pay GST but get a credit for it. This means that they act essentially as collecting agents for the Government. The ultimate burden of the tax falls on the last and final consumer of the goods and services, as this person gets no credit for the GST paid by him to his sellers or service providers.
4. Registration: Dealers will have to register for GST. These dealers will include the suppliers, manufacturers, service providers, wholesalers and retailers. If a dealer is not registered, he normally cannot charge GST and cannot claim credit for the GST he pays and further can not issue a tax invoice.
5. Tax Period: The tax period will have to be decided by the respective law and normally it is monthly and/or quarterly. On a particular tax period, which is applicable to the dealer concerned, the dealer has to deposit the tax if his output credit is more than the input credit after considering the opening balance, if any, of the input credit.
6. Refunds: If for a tax period the input credit of a dealer is more than the output credit then he is eligible for refund subject to the provisions of law applicable in this respect. The excess may be carried forward to next period or may be refunded immediately depending upon the provision of law.
7. Exempted Goods and Services: Certain goods and services may be declared as exempted goods and services and in that case the input credit cannot be claimed on the GST paid for purchasing the raw material in this respect or GST paid on services used for providing such goods and services.
8. Zero Rated Goods and Services: Generally, export of goods and services are zero-rated and in that case the GST paid by the exporters of these goods and services is refunded. This is the basic difference between Zero rated goods and services and exempted goods and services.
9. Tax Invoice: Tax invoice is the basic and important document in the GST and a dealer registered under GST can issue a tax invoice and on the basis of this invoice the credit (Input) can be claimed. Normally a tax invoice must bear the name of supplying dealer, his tax identification nos., address and tax invoice nos. coupled with the name and address of the purchasing dealer, his tax identification nos., address and description of goods sold or service provided.

Six findings from co-operative enterprises

As business more widely wakes up to the value of engaging staff, customers and stakeholders, these six findings from a number of co-operative enterprises can be valuable for all.

1. Behaviour-based competences
   People often come to co-operation without much day-to-day experience of it. The ways of working, knowledge and skills have to be learned. If co-operation is to be a meeting of hearts and not just minds, then co-operative behaviour and competence becomes part of the performance and development systems you operate.
2. A culture of equality
   Co-operation is a social culture, so it should feel different for those involved. This means being alert to signs of excluding or domineering behaviour, because they take away peoples’ ability and desire to contribute. It means not excluding people who don’t readily ‘fit in’, because co-operating with people who have different qualities and attributes can be more creative than working with people who are the same. It means being alert to even subtle kinds of institutional and cultural inequality.
3. Distributed leadership
   When it comes to leadership, the dominant model in the business press is still of John Wayne style loners. In a co-operative, leadership means something different because it’s a function of the intelligence and conscious direction of the all the people involved. Co-operators understand that no one can be a leader all of the time – and everyone has to be a leader some of the time.
4. A mandate for management
   Co-operatives have learned the value of management, sometimes the hard way. What is different is that co-operatives look for ways to base it on consent rather than control, for example through representative models of governance. It requires a different style. As Bob Cannell of Suma Wholefoods puts it: “management is a function, not a status.” But the benefit is clear. With a mandate, managers are equipped to act in the long-term interest of the business.
5. Ownership as stewardship
   Co-operatives tend to have a different time horizon for ownership. In many co-operatives, those involved have control of assets that have been built up by past members. Their job is then to use it to make their co-operative more successful; to ensure that everyone who contributes to that success gets what they need in return; and keep some in trust for benefit of the co-operators of the future.
6. Open dialogue
   The membership model for co-operatives makes it easier to build dialogue with customers or staff around complex and emerging issues of social responsibility. It also helps to make co-operatives a source of social innovation, as the encouragement of members has helped to develop new co-operative enterprise, for example around the needs of people with disabilities or in relation to a low-carbon economy.

Finding a Location for Electronics Component Manufacturing in Asia (case study)

ACM is an electronics component manufacturer that has been located in Singapore since 1991, supplying original equipment manufacturers (OEMs) with quality components. In the past several years, ACM has experienced increasing pressure from other manufacturers located in other countries. In Singapore, while labor remains quite inexpensive, there has been a relatively steady increase in labor costs. In addition, utility costs – most notably water and energy costs – have led the firm to contemplate moving operations elsewhere in Asia in an attempt to make the firm more competitive. ACM remains profitable, but margins have shrunk, and management is interested in ensuring that the firm remains competitive in the medium term to long term against other component manufacturers. A team of senior management has formed a committee to reach a decision regarding possible relocation. The committee has identified two additional locations as possible candidates for relocation: Hong Kong (People’s Republic of China [PRC]) and Kuching (Malaysia). Hong Kong’s main attractions stem from the fact that since 1997, when its sovereignty was transferred back to the PRC, labor costs have decreased as access to labor has increased. Hong Kong enjoys a large seaport and very good transportation infrastructure, and this is important in moving in raw materials and moving out finished components to customers. Senior management believes that an increasing number of OEMs will move to the PRC in the next several years, as has been the case in the past decade. Twill only increases the attractiveness of locating the manufacturing facility in Hong Kong. Kuching is located in the Malaysian province of Sarawak, on the island of Borneo. It is the fourth largest city in Malaysia and home to a population of around 650,000. Several points make Kuching attractive to the relocation committee. First, locating here would give access to natural resources and other production inputs. Second, the transportation infrastructure is good, and the city hosts a deep sea port for moving raw materials in and finished good out. That said, the port is not as large or accessible as those of Hong Kong or Singapore, and several committee members have expressed concern about the frequency of ship visits to Kuching. If the port does not receive regular service from container ships, transportation costs to ship components to OEMs will doubtlessly stable and inexpensive in Malaysia. The committee has contracted the government of Singapore to elicit possible incentives to not relocate to another country. Singapore is offering a five­year exemption on taxes for ACM if the plant remains in Singapore. The government will also assist by partially subsidizing labor, water, and energy costs for five years. Committee members realize that the Singapore plant, which has been operating for years, has already been amortized, and opening a new plant would require additional capital costs. That said, opening a new factory would also provide an opportunity to upgrade production equipment to more productive and energy efficient alternatives.

If you are appointed as a new manager for that company, what will you do?

If I was the manager at ACM, the first I would make advantages and disadvantages of each location has to offer. For example:

Singapore

• Advantages: relatively cheap labor, good transport infrastructure and incentives Offered to stay 
• Disadvantages: increasing labor costs and increasing utility costs.

Hong Kong

• Advantages: labor consistently cheap and good transport infrastructure.
• Disadvantages: no specific disadvantage has been -identified in the case but students should attempt to discuss this further.

Malaysia

• Advantages: access to raw materials and natural resources inexpensive labor.
• Disadvantages: Concern with the frequency of ship visits.

After that I would look for other factors that have not been described in this case, which may influence in choosing the location has to offer. For example, labor costs, utility costs, raw material costs , transport costs , exchange rates and political stability will impact the profitability .

In this case I prefer Hong Kong as a place suitable for the relocation of the ACM, because Hong Kong has a good transport infrastructure and cheap labor. While Singapore has labor and utility costs are high, and Malaysia have a little visit.

LOCATION STRATEGIES

Location Strategies

The objective of location strategy is to maximize the benefit of location to the firm

Location and Costs

• Location decisions based on low cost require careful consideration
• Once in place, location-related costs are fixed in place and difficult to reduce
• Determining optimal facility location is a good investment 

Location and Innovation

• Cost is not always the most important aspect of a strategic decision
• Four key attributes when strategy is based on innovation
• High-quality and specialized inputs
• An environment that encourages investment and local rivalry
• A sophisticated local market
• Local presence of related and supporting industries

Location Decisions

• Long-term decisions 
• Decisions made infrequently
• Decision greatly affects both fixed and variable costs 
• Once committed to a location, many resource and cost issues are difficult to change 

Key Success Factors

Country Decision

• Political risks, government rules, attitudes, incentives 
• Cultural and economic issues 
• Location of markets 
• Labor talent, attitudes, productivity, costs 
• Availability of supplies, communications, energy 
• Exchange rates and currency risks 

Region/ Community Decision

• Corporate desires 
• Attractiveness of region 
• Labor availability and costs 
• Costs and availability of utilities 
• Environmental regulations 
• Government incentives and fiscal policies 
• Proximity to raw materials and customers 
• Land/construction costs 

Site Decision

• Site size and cost 
• Air, rail, highway, and waterway systems 
• Zoning restrictions 
• Proximity of services/ supplies needed 
• Environmental impact issues 

Factors That Affect Location Decisions

 1. Labor productivity

• Wage rates are not the only cost
• Lower productivity may increase total cost 

2. Exchange rates and currency risks

• Can have a significant impact on costs
• Rates change over time

3. Costs

• Tangible - easily measured costs such as utilities, labor, materials, taxes 
• Intangible - less easy to quantify and include education, public transportation, community, quality-of-life

4. Political risk, values, and culture

• National, state, local governments attitudes toward private and intellectual property, zoning, pollution, employment stability may be in flux
• Worker attitudes towards turnover, unions, absenteeism
• Globally cultures have different attitudes towards punctuality, legal, and ethical issues

5. Proximity to markets

• Very important to services
• JIT systems or high transportation costs may make it important to manufacturers 

6. Proximity to suppliers

• Perishable goods, high transportation costs, bulky products 

7. Proximity to competitors

• Called clustering
• Often driven by resources such as natural, information, capital, talent
• Found in both manufacturing and service industries 

A. Factor-Rating Method

• Popular because a wide variety of factors can be included in the analysis
• Six steps in the method :

1. Develop a list of relevant factors called key success factors
2. Assign a weight to each factor
3. Develop a scale for each factor
4. Score each location for each factor
5. Multiply score by weights for each factor for each location
6. Recommend the location with the highest point score

B. Location Break-Even Analysis

•  Method of cost-volume analysis used for industrial locations
• Three steps in the method :

1. Determine fixed and variable costs for each location
2. Plot the cost for each location 
3. Select location with lowest total cost for expected production volume 

C. Center-of-Gravity Method

• Finds location of distribution center that minimizes distribution costs
• Considers :  Location of markets
         Volume of goods shipped to those markets
         Shipping cost (or distance) 

• Place existing locations on a coordinate grid
• Calculate X and Y coordinates for ‘center of gravity’

D. Transportation Model

• Finds amount to be shipped from several points of supply to several points of demand
• Solution will minimize total production and shipping costs
• A special class of linear programming problems

Service Location Strategy

1. Purchasing power of customer-drawing area
2. Service and image compatibility with demographics of the customer-drawing area
3. Competition in the area
4. Quality of the competition
5. Uniqueness of the firm’s and competitors’ locations
6. Physical qualities of facilities and neighboring businesses
7. Operating policies of the firm
8. Quality of management

The Call Center Industry

• Requires neither face-to-face contact nor movement of materials
• Has very broad location options
• Traditional variables are no longer relevant
• Cost and availability of labor may drive location decisions

Geographic Information Systems (GIS)

• Important tool to help in location analysis
• Enables more complex demographic analysis
• Available data bases include
• Detailed census data
• Detailed maps
• Utilities
• Geographic features
• Locations of major services

DRAWING AND SCHEDULE WORLDCUP 2014 BRAZIL

Group A

Brazil will come under enormous pressure – Coach Luiz Felipe Scolari can expect daily advice from all 200 million citizens – to not only win a sixth title, but to do it with the style. The rest of the group is wide open: Croatia and Mexico needed to navigate regional playoffs last month while Cameroon is Africa’s fourth-best team.
Picks to advance: Brazil, Mexico.

	world rank	appearances	best finish	odds
BRAZIL	10	20	champion (5)	3/1
CROATIA	16	4	Third place	200/1
MEXICO	20	15	Quartefinals	100/1
CAMEROON	51	7	Quartefinals	400/1

 
GROUP MATCHES
JUNE 12: Brazil vs. Croatia in Sao Paulo, 4.
JUNE 13: Mexico vs. Cameroon in Natal, noon.
JUNE 17: Brazil vs. Mexico in Fortaleza, 3.
JUNE 18: Cameroon vs. Croatia in Manaus, 3.
JUNE 23: Cameroon vs. Brazil in Brasilia, 4.
JUNE 23: Croatia vs. Mexico in Recife, 4.

Group B

A delicious foursome, although Australia has surely lost its appetite. Based on history and roster strength, 2010 finalists Spain and Netherlands are clear favorites, but Chile advanced to the knockout stage four years ago, features Barcelona’s Alexis Sanchez and will take comfort playing in South America.
Picks to advance: Spain, Netherlands.
SPAIN

	WORLD RANKS	APPEREANCE	BEST FINISH	ODDS
SPAIN	1	14	Champion (1)	7/1
NETHERLANDS	9	10	Second place	25/1
CHILE	15	9	Third place	40/1
AUSTRALIA	46	4	Second round	300/1

GROUP MATCHES
JUNE 13: Spain vs. Netherlands in Salvador, 3.
JUNE 13: Chile vs. Australia in Cuiaba, 6.
JUNE 18: Australia vs. Netherlands in Porto Alegre, noon.
JUNE 18: Spain vs. Chile in Rio de Janeiro, 6.
JUNE 23: Austrailia vs. Spain in Curitiba, noon.
JUNE 23: Netherlands vs. Chile in Sao Paulo, noon.

Group C

Guided by Radamel Falcao, Colombia has returned to world-class form after a decade-plus absence and will benefit from a middling group. The Elephants of Ivory Coast employ the skill and experience of a third consecutive appearance to succeed. Japan continues to rise on the world stage and could provide a surprise.
Picks to advance: Colombia, Ivory Coast.

	WORLD RANKS	APPEREANCE	BEST FINISH	ODDS
COLOMBIA	4	5	Second place	20/1
GREECE	12	3	First round	200/1
IVORY COACT	17	3	First round	150/1
JAPAN	48	5	Second round	125/1

GROUP MATCHES
JUNE 14: Colombia vs. Greece in Belo Horzonte, noon
JUNE 14: Ivory Coast vs. Japan in Recife, 6.
JUNE 19: Colombia vs. Ivory Coast in Brasilia, noon.
JUNE 19: Japan vs. Greece in Natal, 6.
JUNE 24: Japan vs. Colombia in Cuiaba, 4.
JUNE 24: Greece vs. Ivory Coast in Fortaleza, 4.

Group D

Between them, Uruguay, Italy and England have won 7 of 19 World Cups. Luis Suarez, a brilliant but belligerent figure, will need to maintain top form for La Celeste to replicate its 2010 semifinal journey. Italy did not survive group play in South Africa, while England will endure its usual World Cup angst. Costa Rica has little hope.
Picks to advance: Uruguay, Italy.

	WORLD RANKS	APPEREANCE	BEST FINISH	ODDS
URUGUAY	6	12	Champion (2)	25/1
ITALY	31	4	Champion (4)	1000/1
COSTA RICA	7	18	Second round	25/1
ENGLAND	13	14	Champion (1)	25/1

GROUP MATCHES
JUNE 14: Uruguay vs. Costa Rica in Fortaleza, 3.
JUNE 14: England vs. Italy in Manaus, 9.
JUNE 19: Uruguay vs. England in Sao Paulo, 3.
JUNE 20: Italy vs. Costa Rica in Recife, noon.
JUNE 24: Costa Rica vs. England in Belo Horizonte, noon.
JUNE 24: Italy vs. Uruguay in Natal, noon.



Group E

Switzerland is the top seed, based on FIFA’s flawed rankings, but might only be the third-best team. France, which suffered a 2010 meltdown and needed a playoff to qualify this time, will soar or self-destruct. Ecuador finished fourth in South American qualifying, while Honduras is making a second straight appearance.
Picks to advance: Ecuador, France.

	WORLD RANKS	APPEREANCE	BEST FINISH	ODDS
SWITZERLAND	8	10	Quarterfinals	80/1
ECUADOR	23	3	Second round	100/1
FRANCE	19	14	Champion (1)	18/1
HONDURANS	41	3	First round	1500/1

GROUP MATCHES
JUNE 15: Switzerland vs. Ecuador in Brasilia, noon.
JUNE 15: France vs. Honduras in Porto Alegre, 3.
JUNE 20: Switzerland vs. France in Salvador, 3.
JUNE 20: Honduras vs. Ecuador in Curitiba, 6.
JUNE 25: Honduras vs. Switzerland in Manaus, 4.
JUNE 25: Ecuador vs. France in Rio de Janeiro, 4.

Group F

Seeking a third world title, Argentina might be tested by Nigeria but should otherwise coast to the top position. The Nigerians possess the technical and physical attributes to secure passage. Bosnia is the only first-time qualifier in the 32-team field but in qualifying performed like a veteran group. Iran is a long shot.
Picks to advance: Argentina, Nigeria.

	WORLD RANKS	APPEREANCE	BEST FINISH	ODDS
ARGENTINA	3	16	Champion (2)	5/1
BOSNIA-HERZEGOVINA	21	1	N/A	200/1
IRAN	45	4	First round	1500/1
NIGERIA	36	5	Second round	250/1

GROUP MATCHES
JUNE 15: Argentina vs. Bosnia-Herzegovina in Rio de Janeiro, 6.
JUNE 16: Iran vs. Nigeria in Curitiba, 3.
JUNE 21: Argentina vs. Iran in Belo Horizonte, noon.
JUNE 21: Nigeria vs. Bosnia-Herzegovina in Cuiaba, 6.
JUNE 25: Nigeria vs. Argentina in Porto Alegre, noon.
JUNE 25: Bosnia-Herzegovina vs. Iran in Salvador, noon.

Group G

At first glance, the United States faces very long odds of advancing. At second glance, given the Americans’ steady rise, there is hope. Nonetheless, Germany, a top-four Cup finisher 11 times, and Portugal, led by Cristiano Ronaldo, are the front-runners. Ghana, which should’ve gone to the semifinals in 2010, is primed to disrupt Europe’s grip.
Picks to advance: Germany, Ghana.

	WORLD RANKS	APPEREANCE	BEST FINISH	ODDS
GERMNAY	2	18	Champion (3)	11/2
PORTUGAL	5	6	Third place	33/1
GHANA	24	3	Quarterfinals	150/1
USA	14	10	Third place	100/1

GROUP MATCHES
JUNE 16: Germany vs. Portugal in Salvador, noon.
JUNE 16: United State vs. Ghana in Natal, 6.
JUNE 21: Germany vs. Ghana in Fortaleza, 3.
JUNE 22: United States vs. Portugal in Manaus, 3.
JUNE 26: Portugal vs. Ghana in Brasilia, noon.
JUNE 26: United States vs. Germany in Recife, noon.

Group H

The least-intimidating group, by far, eases Belgium’s return to the World Cup after 12 years away. This is the Belgians’ golden generation, but inexperience on the global stage could become an issue in the later stages. Russia had not qualified since 2002, while South Korea and Algeria are two of the weakest teams.
Picks to advance: Belgium, Russia.

	WORLD RANKS	APPEREANCE	BEST FINISH	ODDS
BELGIUM	11	12	Fourth place	11/2
ALGERIA	26	4	First round	33/1
RUSSIA	22	10	Fourth place	150/1
SHOUTH KOREA	54	9	Fourth place	100/1

GROUP MATCHES
JUNE 17: Belgium vs. Algeria in Belo Horizonte, noon.
JUNE 17: Russia vs. South Korea in Cuiaba, 6.
JUNE 22: South Korea vs. Algeria in Porto Alegre, noon.
JUNE 22: Belgium vs. Russia in Rio de Janeiro, 6.
JUNE 26: Algeria vs. Russia in Curitiba, 4.
JUNE 26: South Korea vs. Belgium in Sao Paulo, 4.

ROUND OF 16
JUNE 28: Group A winner vs. Group B runner-up in Belo Horizonte, noon.
JUNE 28: Group C winner vs. Group D runner-up in Rio de Janeiro, 4.
JUNE 29: Group B winner vs. Group A runner-up in Fortaleza, noon.
JUNE 29: Group D winner vs. Group C runner-up in Recife, 4.
JUNE 30: Group E winner vs. Group F runner-up in Brasilia, noon.
JUNE 30: Group G winner vs. Group H runner-up in Porto Alegre, 4.
JULY 1: Group F winner vs. Group E runner-up in Sao Paulo, noon.
JUNE 1: Group H winner vs. Group G runner-up in Salvador, 4.

QUARTERFINALS
JULY 4: Noon in Rio de Janeiro.
JULY 4: 4 p.m. in Fortaleza.
JULY 5: Noon in Brasilia.
JULY 5: 4 p.m. in Salvador.

SEMIFINALS
JULY 8: 4 p.m. in Belo Horizonte.
JULY 9: 4 p.m. in Sao Paulo.

THIRD PLACE
JULY 12: 4 p.m. in Brasilia.

FINAL

JULY 13: 3 p.m. in Rio de Janeiro..