| National Factbook |
| Flag: |
 |
| Nation Name: |
The BlacK EYE GalaxY |
| Leader Name: |
LIGHT SP |
| Currency: |
Bitcoin |
| National Animal: |
Lion |
| History: |
The Black Eye Galaxy is a relatively isolated spiral nation 17 million light-years away in the mildly northern constellation of Coma Berenices. It was discovered by xx in november 2021, .
Radius: 26,481 light years
Age: 13.28 billion years
Distance to Earth: 24.01 million light years
Apparent mass: ~0.4 billion M☉
Coordinates: RA 12h 56m 44s | Dec +21° 40′ 58″: 26,481 light year |
| Geography |
| Continent: |
Australia |
| Land Area: |
79,890.86 sq. km |
| Terrain: |
It has a spectacular dark band of absorbing dust in front of the galaxy's bright nucleus, giving rise to its nicknames of the "Black Eye" or "Evil Eye" galaxy |
| Highest Peak: |
Male penis , 1,000 meters |
| Lowest Valley: |
Black hole , -1,500 meters |
| Climate: |
|
| People & Society |
| Population: |
6,682,438 people |
| Demonym: |
Terrorism |
| Demonym Plural: |
Terrorists |
| Ethnic Groups: |
South koreans and Japanese - 45.0%
Indian ,Americans and asian - 45.0%
European , Australians and remaining - 10.0% |
| Languages: |
- 50.0%
Japanese, korean - 25.0%
hindi - 25.0% |
| Religions: |
Christians - 52.0%
Hinduism - 40.0%
other all - 18.0% |
| Health |
| Life Expectancy: |
100 years |
| Obesity: |
15% |
| Alcohol Users: |
75% |
| Tobacco Users: |
10% |
| Cannabis Users: |
0% |
| Hard Drug Users: |
0.1% |
| Economy |
| Description: |
Contact Us
Welcome to PMCA
PMCA's expertise
About PMCA’s founder
Who PMCA serves
Economic strategy is a relatively new and rapidly developing area of economic consulting, involving the application of economic principles and methods to provide clients with unique insights aimed at addressing specific issues/problems and/or enhancing their long-term performance. PMCA’s comparative strengths in economic strategy consulting can add real value and provide clients with new insights beyond those provided by traditional management consulting. Economic strategy consulting often involves combining the other areas of economic consulting, such as competition and public policy, imaginatively and innovatively.
Illustrative examples showing how clients may benefit from economic strategy consulting assignments include, but are not limited to, the following:
Economic impact studies – an organisation may wish to quantify the impact of its activities on the economy and this can be considered in a number of ways, including employment contribution (direct, indirect and induced effects), exports, RDI (research, development and innovation) and contribution to the exchequer
Competitor analysis – a firm may wish to learn more about its actual and potential competitors in ‘far’ and ‘nearby’ markets whilst at the same time seeking to better understand the competition policy implications of any actions it might be considering in response
Economics-based investment development – specialist economic analysis may be applied to support new development initiatives, for example a new medical facility, higher education institution or research centre or a new integrated enterprise development centre comprising incubator, graduator and possibly demonstration facilities aimed at attracting specific forms of inward investment projects
Change management – economics can provide unique insights in respect of large and complex organisations planning on designing and implementing change management programmes, for example in conjunction with strategic/corporate plans
Assessment of the cross-border impact of public policy initiatives – the cross-border dimension may be of particular interest to a policymaker or organisation even though it tends not to be explicitly provided for in current public policy initiatives, programmes or existing sets of guidelines
Econometric analysis of advertising revenue – specialist econometric analysis may be employed to study the determinants of an organisation’s advertising revenue and to inform its marketing strategy by identifying what has worked, where and why, all of which can be tremendously illuminating for the organisation
Formulation of economic development strategies – a regional or local authority may wish to commission an integrated economic development strategy for its region or locality, taking account of employment creation, enterprise development, higher education and innovation, perhaps in tandem with another regional/local authority or with a private sector partner, such as a chamber of commerce
New market entry strategies – a firm may be contemplating entering a new product or geographic market, perhaps in another country, and wishes to further understand the country’s macroeconomic trends, consumer demand and specific options for entry, such as acquisition of a local firm, building a new facility or licensing
Implementation of economic development strategies – specifying a brilliantly-researched economic development strategy for a regional or local authority will have little or no impact if its practical implementation is not properly catered for, in which case careful attention for actually rolling-out the strategy will be required
Competition and regulatory effects of new product development – in the rush to bring new ideas to commercial application, enterprises may sometimes risk overlooking the competition and/or regulatory effects of their actions, which may prove extremely costly in the absence of appropriate competition/regulatory proofing
State asset divestment strategies – a national government may require specialist advice on the best options for disposing of certain assets to gain the best possible return in a way that does not (inadverently) create problems elsewhere in the economy, such as competition and/or regulatory issues in other markets
Scoping studies – for example, two or more higher education or research institutions may wish to identify and appraise the potential opportunities for enhanced strategic collaboration and to understand how best to implement such cooperation in practice
Bringing forward competition impact analysis of proposed transactions – parties to a planned merger or acquisition tend to prioritise due diligence without also considering at an early stage the possibility that the competitive effects of the transaction may mean that the deal would not gain approval on competition grounds, in which case it may make practical sense to bring forward such competition analysis to help identify and manage all of the risks associated with the deal, including the possibility of having to unscramble the transaction subsequently.
Behavioural and experimental economics – the growing area of behavioural and experimental economics, which includes consideration of how economic agents make decisions with limited information, has potentially important practical applications in areas such as customer switching where it may offer new insights in helping to make markets more competitive, in the context of the competition policy inquiries, |
| Average Yearly Income: |
$161.36 |
| Gross Domestic Product (GDP): |
$8,491,553,526.00 |
| GDP per Capita: |
$1,270.73 |
| Gross National Income (GNI): |
$13,498,139,825.00 |
| Industries: |
|
| Military |
| History: |
Politically too, he represented the ideas of the Renaissance. He listened to his council, convoked the Diet regularly, and actually enlarged the autonomous powers of the counties. But at heart he was a despot; his real instruments of government were his secretaries, men picked by himself, usually young and often of humble origin. His rule was in the main an efficient and, on balance, a benevolent one. He simplified and improved the administration and, above all, the laws, enforcing justice with an even hand. The debit side of his rule was the increased taxation imposed by him for his administrative innovations, his collections (which cost his subjects vast sums), and, above all, the mercenary standing army, 30,000 strong (largely composed of Hussite mercenaries and known after its commander, “Black John” Haugwitz, as the Black Army), which he kept as part of the royal banderium for use against enemies, at home and abroad.
A general call to arms was proclaimed, but the most important forces—those from Transylvania and Croatia—were late in obeying it. Louis, with a force of 24,000 to 26,000 men, moved down the Danube in August and attacked the Turks at the Battle of Mohács. |
| Soldiers: |
240,000 |
| Tanks: |
19,750 |
| Aircraft: |
1,200 |
| Ships: |
240 |
| Missiles: |
20 |
| Nuclear Weapons: |
9 |
| Last Updated: 01/10/2023 08:50 am |
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