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4.1 Diversification trends at the subregional level: Economic Report on Africa 2007
The general picture of the continental performance that was shown in figure 4.1 masks the gains and losses made at the subregional and country levels. Figure 4.3 gives the situation at the subregional level and it compares five subregions defined around some of the RECs. In 1980, the most diversified subregions were COMESA and ECOWAS. The least diversified was CEMAC with SADC and North Africa in between. By 2002, the diversification gains at the subregional level had changed, with the most significant gains made by SADC, which is now the most diversified subregion on the continent. It is followed by COMESA and North Africa. CEMAC has remained the least diversified subregion.

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Taking Your Career to the Next Level
The voice on the other end of the phone echoed with anxious desperation familiar to any sales pro struggling to make quota. " I´ve just got to get my career to the next level," she sighed. "What level do you want to reach?" I asked. "Do you know the level you´re stuck at now?" "I could tell you how my manager describes my current production level," she answered, "but it wouldn´t be very lady-like." For this sales pro, like many others, getting to the next level is merely a figure of speech. It´s slang for improving sales figures, breaking through one´s current production plateau. She probably won´t attain next level until and unless she knows what the levels of selling are and the impact they have on personal sales productivity
Rule Making
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Empirical Evidence: Does Human Capital Matter?
Although the theoretical literature on FDI presumes human capital to be among the key ingredients of inward FDI (Dunning, 1988; Lucas, 1990; and Zhang and Markusen, 1999), there are only few cross-country analyses done to identify the determinants of inward FDI in developing countries.
Re Engineer Yourself To Be A Manager
These articles come in a six part series: 1) The essence of managing 2) Re-engineer yourself to be a manager 3) How to go from employee to supervisor in 6 months 4) How to go from supervisor to entry level manager in 6 months 5) How to go from entry level manager to mid level manage in 6 months 6) How to go from mid level manager to top-level manager in 12 months

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These articles come in a six part series: 1) The essence of managing 2) Re-engineer yourself to be a manager 3) How to go from employee to supervisor in 6 months 4) How to go from supervisor to entry level manager in 6 months 5) How to go from entry level manager to mid level manage in 6 months 6) How to go from mid level manager to top-level manager in 12 months

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These articles come in a six part series: 1) The essence of managing 2) Re-engineer yourself to be a manager 3) How to go from employee to supervisor in 6 months 4) How to go from supervisor to entry level manager in 6 months 5) How to go from entry level manager to mid level manage in 6 months 6) How to go from mid level manager to top-level manager in 12 months

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Upgrading Performance Closes More Sales: Lessons learned from 14 year old hockey players
Performing at your highest level is difficult to do over and over again. It’s not your talent that fluctuates. You may alter and upgrade your game plan and knowledge level, but at the end of the day true high-level performance seems to be driven by something other than talent alone. I believe winning at the highest level, closing the biggest or the most sales, is based on the energy you bring – with all other factors being reasonably similar.

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C-Level Selling - The Great Customer Experience Happens When the C-Level Executives Are Satisfied. The Great Customer Experience requires making C-level executive constantly feel you are helping them succeed. Learn what’s required in this C-level selling article.

Only A Level Players Need Apply
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