Dates And Types Of Services Essay - 1200 Words

Dates and Types of Services: Michele was referred to counseling by her DDA case manager, Laura Yacko, in October 2016. Michele had previously been seen by Sara Straus for counseling services and she was then transferred to this provider for continuing services. This report serves outlines the types of services, schedule, goals, safety concerns, and recommendations. Michele has attended 5 sessions with this provider since the original referral was made and she has missed 3 sessions due to claims of illness and health concerns. Michele’s sessions have occurred at 45-55 minutes in duration and have been weekly. The session structure has consisted of building rapport and trust, identifying presenting problems in Michele’s life, creating therapy goals, and discussing life events that are considered stressors for her. Treatment Goals: The following goals have been outlined to optimize Michele’s well being: 1 Cognitive restructuring (correcting flawed thoughts patterns) 2 Problem Solving (learning how to identify a problem and developing cogent solutions) 3 Social Skills, being more assertive which will aid in feeling more in control over aspects of her life. This should help with her depressive moods as well. 4 Be open to learn how her life experiences have contributed to her PTSD and work to break down the barriers that she perceives keep her from opening up about her trauma. 5 Be active in implementing the DBT/CBT skills that she has already learned and work from theShow MoreRelatedIT BTEC 3 UNIT 9 Assignment 2010710 Words   |  7 Pagesschool. The management team has asked for information regarding different types of networks as they are considering upgrading all of the IT systems within the school. You have been asked to provide some information for them about different types of networks, network standards and protocols.. P1 Produce a series of information sheets or leaflets or small set of linked web pages that describes each of the different types of network available and how they relate to particular network standards andRead MoreBasic Features Of Internet Banking833 Words   |  4 PagesÆ’ Disbursements are originated for any type of payment, including vendor payments, federal and state tax payments, and employee payments (e.g., direct deposit payroll, expense reimbursements, and pension payments). o Collections are originated for regularly occurring receivables (e.g., membership dues, rent payments, insurance premiums, and mortgage payments, installment payments). o Customers enter ACH Batches using the Corporate Internet Banking service ACH module or by sending an NACHA-formattedRead MoreEntity Relationship Diagram1225 Words   |  5 Pages . + [00 | 01 | .. | 99] The amount the customer has actually paid. Arrival Date = Date * Represents the date the cutomers arrived.* Balance $ + INT + . + [00 | 01 | .. | 99] The amount remaining for the customer to pay. Bill to = Room Number * A valid room number in the hotel to bill a some to.* Bus. Phone = Phone Number * Represents the bussiness phone number of the customer.* Calendar Day = Date + {Room} * Represnts all of the days on the calendar, along with which rooms areRead MoreA Brief Note On The Bank For International Settlements996 Words   |  4 Pagestypically interbank funds transfer systems that ensure and facilitate the circulation of money. In essence, it facilitates corporations, businesses and consumers to transfer funds to one another. (Bank Negara Malaysia, 2014) 1.1.2 Types of payments Figure 1.1.2 Types of Payment Systems Source: - Bank Negara, 2014 Large Value Payment System A systemically important payment system is also known as large value payment system (LVPS) which typically processes high-value and time-critical payments. ExampleRead MoreProfit Based Payments And Financial Asset1691 Words   |  7 Pagesapplied when a company acquires or receives goods and services such as inventory, property, plant, equipment, and other non-financial asset for equity based payments. The entity should recognize a corresponding increase in equity if goods are received under equity settled share based payment transaction or record a corresponding liability if goods or services are received under in cash- settled share-based transactions. However, if the goods or services received in a share-based transaction do not fallsRead MoreLeadership Teamwork In The Public Serv1685 Words   |  7 PagesDEPARTMENT OF SPORT PUBLIC SERVICES Edexcel Extended Diploma in Public Services Unit 2: Leadership Teamwork in the Public Services Assessment and grading criteria To achieve a pass grade the evidence must show that the learner is able to: To achieve a merit grade the evidence must show that, in addition to the pass criteria, the learner is able to: To achieve a distinction grade the evidence must show that, in addition to the pass and merit criteria, the learner is able to: P1 describe theRead MoreAssignment 1 Essay1567 Words   |  7 Pages HRMT 208 Assignment 1 Question 1 Plan A-Negotiated Type of pension plan would be a hybrid plan. Can you elaborate/provide some information about why you chose a hybrid plan for Plan A? What were the features of the employee group that led you to this plan type? It would be described under the profit sharing plan which would link the contribution of Tundra to the amount of profitability of the company. Contribution of employees is permitted and will be used for retirementRead MoreResearch Study On Online Dating1300 Words   |  6 PagesThe most rapidly developing demographic for those seeking dates online might just surprise you. In fact, according to research conducted by gerontology experts, not only do people over 50 now engage regularly in online dating website, but the demographic of people older than 60 are the most rapidly flourishing age group seeking dates online! With this idea in mind, consider that some features most commonly added to websites geared towards dating for those, who are 50 plus are quite similar acrossRead MoreUnit 10 purposes and principles of independent advocacy hsc713 Words   |  3 Pagesquestions asked by assessors witness testimonies projects/assignments/RPL case studies. Assessment methodology This unit is assessed in the workplace or in conditions resembling the workplace. Learners can enter the types of evidence they are presenting for assessment and the submission date against each assessment criterion. Alternatively, centre documentation should be used to record this information. 102 BN034882 – Specification – Edexcel Level 3 Diploma in Health and Social Care (Adults) for EnglandRead MoreDescribe Types of Market Research. (P1)980 Words   |  4 Pagesbusiness uses market research, to collect information to help them provided a suitable and a sustainable marketing product or service. To attract customers interest in order to make their business more success able. Primary research: this is information which is collected from scratch, as company gather primary research based on their research feedback. They get from the date which company team members produces, this is a primary effort because new fresh data which has been collected is done first

How Dopamine Works Human Body - 2356 Words

How Dopamine works in Human Body 1. Dopamine 2. Drugs 3. Dopamine Deficiency 4. Dopamine Treatments Introduction Pleasure, happiness, love, excitation, motivation, pain, anxiety, sad, anger, and all emotional feelings related to human being are linked to the chemicals and hormones that reach to the brain. The human body needs to function properly using the chemicals, hormones and fluids to be found in balance. This state of being balanced is called homeostasis . If one or more of these chemicals fall out of balance from either an increase or a decrease in their levels, this may cause the systems of the body to work less efficiently. Moreover, chemical imbalances can occur for a number of reasons and may affect the body in a variety of ways. There are many internal and external factors that cause chemical imbalance in human body as well human brain. This paper focuses on one of the chemicals secreted by brain, dopamine, and the external organic elements that affect its secretion and function throughout the brain and body. Dopamine Dopamine is one of the organic chemical compounds secreted by the brain. It is mainly produced in areas of the central and peripheral nervous systems, substantial-nigra. It is a neurotransmitter ( ) that is mainlyShow MoreRelatedHow Dopamine Works Human Body1956 Words   |  8 PagesTariku Sory Dr. Bowers Chem.130 M/W section How Dopamine works in Human Body Introduction Pleasure, happiness, love, excitation, motivation, pain, anxiety, sad, anger, and all emotional feelings related to human being are linked to the chemicals and hormones that reach to the brain. The human body needs to function properly using the chemicals, hormones and fluids to be found in balance. This state of being balanced is called homeostasis. If one or more of these chemicals fall out of balance fromRead MoreCompare and Contrast How Cocaine, Ecstasy, Heroin and Cannabis Work in the Brain1243 Words   |  5 PagesCompare and Contrast how Cocaine, Ecstasy, Heroin and Cannabis Work in the Brain Drugs of abuse, such as cocaine, ecstasy, heroin and cannabis, are of natural or synthetic origin, which can alter the emotional state, perception, body functioning and behaviour of an individual. Drugs are known to work in the brain by activating certain brain circuits via different mechanisms, and stimulate or inhibit different neurons in the pathway. However, due to the effects of each drug being different, aRead MoreEffects Of Drugs On The Central Nervous System1565 Words   |  7 Pages As humans we are all dependent on drugs, whether its drugs that we abuse or drugs that we need psychologically or physiologically. Drugs can either alter a person’s physiological state (coordination, activity level or consciousness), incoming sensations, or mood or emotion (depressants). (IB Chemistry Review, N.D) Drugs are categorized into three different groups: stimulants, depressants and hallucinogens. Stimulants are psychoactive drugsRead MoreThe Cause of Parkinsons Disease Essay1127 Words   |  5 Pagesnuclei due to insufficient secretion of the neurotransmitter dopamine† (Marieb Hoehn, 2013, p. G-17). The cause of Parkinson’s disease is unknown, but many factors play a role in the development of Parkinson’s disease. One factor that has been found in an individual who has Parkinson’s disease causes over activity of targeted dopamine-deprived basal nuclei. This over activity is caused by the breakdown of neurons that release dopamine in the substantia nigra (Marieb Hoehn, 2013). Another factorRead MoreEssay about Drugs Affect on Brain947 Words   |  4 Pagessubstance that may seriously affect the body. Drugs mess with the brain in ways that we couldn’t even imagine. From destroying brain cells that help with critical thinking to des troying cells that give us the ability to feel pleasure. Drugs take the place of our natural body functions of the body. They fool receptors of the body and make it to where our bodies produce less of what we need. Over a period of time this may produce very severe consequences on the body. With all the risks involved with drugsRead MoreNeurotransmitters Are Chemicals, That Are Released Into1022 Words   |  5 Pagesinformation throughout the brain and body. The brain uses neurotransmitters for several functions such as to tell the heart to beat and your lungs to breathe in and out which are autonomic functions. People can use drugs to alter how the neurotransmitters work, and the rate of drug use across the world is at an all time high. Cocaine is the second most used illegal drug in Europe resulting in a high demand of research for the short and long term effects of cocaine and how cocaine can lead to addiction andRead MoreParkinson s Disease Is A Motor System Disorder Essay1378 Words   |  6 Pagesdebilitating disease. What is the Parkinson’s disease? Parkinson’s disease is a motor system disorder. (5) The human motor system is an incredibly complex functional morphology that encompasses neural elements, muscular elements, bony elements, joints, and sensory elements. (4) This disease is brought upon from insufficient production of dopamine in the body/brain. The insufficient production of dopamine is caused by the death of cells in the substania nigra. The exact cause of for what is causing the cellsRead MoreThe Drug Of Drugs And Drugs Essay1635 Words   |  7 Pagesa doctor most drugs should not be took if not prescribed by a doctor. Overuse of most types of drugs can result in death or sometimes even result in a coma which is not exactly something you would want most of your life would be wasted depending on how long you get into a coma for this is something you would really regret so you should not be getting addicted to pills or types of drugs that can do bad stuff with you. Synthetic Cannabinoids are like a lot of dr ugs that mess with your mind make youRead MoreThe Physiological Effects of Cocaine in the Neurosystem Essay1589 Words   |  7 Pageseuphoria resulting from an increase in dopamine activity (Barlow Durand, 2012). Cocaine is effective in stimulating euphoria because of the dopamine agonists properties it possesses (Carlson, 2013). Mechanism: How does cocaine work? Action potentials in neurons are facilitated by neurotransmitters released from the terminal button of the presynaptic neuron into the synaptic gap where the neurotransmitter binds with receptor sites on the postsynaptic neuron. Dopamine (DA) is released into the synapticRead MoreCurrent Trends in Drug and Alcohol Addiction Essay1469 Words   |  6 PagesHumanity has had a long relationship with drugs and alcohol, so long that Stone Age beer jugs dating back to 10,000 BC have been discovered. Some historians argue that beer predates bread as a staple of human consumption (Hanson, 2013, Para. 1). As the centuries passed alcohol and drugs became ingrained in the early cultures of recorded history, the Egyptians, Greeks, Romans, Chinese, and early Christians all utilized mind-altering substances in ceremony and celebration (Hanson, 2013, Para. 3). Today

Poem Analysis Essay free essay sample

They would change them back to normal time when summer ends. This practice has Its root In early societies before the Invention of the modern clock. Because most societies were agrarian at the time, and farm work was Majorca dependent on daylight, people would plan their day and adjust their time according the length of daylight. Where daylight extended into the night, people would adjust their clocks to accommodate the new timeline, which, in this case, will also continue well into the night. The poem focused on the controversy surrounding daylight saving. Winston Churchill sparked the debate on daylight saving time by sensationally claiming that daylight saving time eve the American people more opportunities to pursue happiness and good health. Most farmers and entertainment spot owners opposed DUST vehemently and called for its immediate abolition. After 1 919, most cities in the United States rejected the DUST. New York was among the few cities that continued using DUST. We will write a custom essay sample on Poem Analysis Essay or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page The poem having a mind to save the world explores the impossibility that was saving a few more hours from the regular day hours but which the world achieved by Introducing the Daylight Saving Time. The poem states that It Is only In Indianapolis that the people refused to agree to the use of Daylight Saving Time. The city was dependent on agriculture and DUST would discourage normal working hours in the farms affecting productivity. In the poem, Howard likens the phenomenon to the biblical story of Joshua. Joshua asked God to extend daylight so that he could subdue the enemy.God responded to this request by causing the sun to stand still for a few more hours until the war was over, and Israelites emerged victorious. The poem heaps praises on the Ingenuity of Daylight Saving Time, saying that nothing like It existed since it is God who extended daylight during the time of Joshua. The speaker n the poem is an omniscient narrator who experiences the events captured in the poem. We see him associate himself directly with the events in the poem by referring to himself as we when he says we the Indian-givers. From the story, we deduce that the speaker associate himself with a particular period in history. He says, The narrator is talking about occurred at a time in history when most states needed to adopt the Daylight Saving Time. This period was probably when the agrarian revolution was at its peak in America. It is also a time when the southern states such s Indiana fiercely opposed the daylight saving time phenomenon. They thought it undermined agriculture and labor in general. With a grasp of the historical context of the poem, one can share the speakers point of view.The speaker appears excited that daylight saving time is gaining popularity but is at the same time sad that Indianapolis, his home city, has refused to Join the other states in embracing it. He adopts an indifferent tone at the beginning of the poem, an indication that he cannot do much to change the situation as it is. The poet develops an internal conflict in the poem through the words of the speaker. The poet says, Taking Daylight hour from dawn, and giving it to evening, even if we Indian-givers later take it back. This statement shows clearly that the poet feels there is a conflict between the rest of the republic and the inhabitants of Indianapolis. The poem revolves around many political issues associated with the use of DUST in the United States in the early nineteenth century. During this period, a proposal by Willet to have the DUST retained in the US system suffered a narrow defeat in parliament. Similar bills that Willets supporters and opponents later introduced in parliament also failed. This poem has unique form that departs from the conventional poetry styles common in literature.

Public Schools Essay Example For Students

Public Schools Essay Michael BladesKeywordENG 501We are faced with a public arena of shallow optimism, of grandiose banality and vulgarity, ofsweeping machineries of surveillance, and of brutal structures of violence that tunnel through the fleshand marrow of everyday life (McLaren 9). With such a conception of public life at hand, and with generations of school bound children andadults ready to strap on their backpacks to be schooled, where do we find the public schoolsthemselves?If the schools are a great theater in which we play out conflicts in the culture (Cohenand Neufeld 86), what conflicts have arisen as a result of our public school system, and how areprofessional educators addressing these conflicts? This essay could have been titled Schools. However, in thinking about school and itsrelationship to education, it would be much too broad a subject to cover, even in a limited sense. Therefore, as school relates to our conception of education, it can be systematically split into twodistinct camps, public and private. The main difference between the two is apparent, or at leastsimplistically apparent. Everyone has the distinct notion that public school is a service provided andregulated by the state, and comes at an extremely low cost to the citizen of that state. The statecollects taxes, then disperses those funds back to the community for the regulation and creation ofschools. The school belongs to the community, and children attend the public school at no additionalcost to the family. Private schools, however, run on a much different principle. They are supportedby private funds and not open to the public at large. Students pay tuition to attend the school, andthe school is usually run around a central and private ideology. For example, the Catholic Churchoperates schools designed to educate children in accordance with Biblical educational ideals. Youwill not find a community elected school board dictating the policies of a private school. The onlyresponsibility private sch ools have to the community is in positioning themselves to make theireducation more attractive than the public alternative. However, as I hinted earlier, there is not such aclean split between public and private interest. Public schools carry the baggage of the term publicwhich is problematic and multi-dimensional. Before we can examine present day public schools and their relationship to the term public, abrief history of the origins of public schooling needs to be addressed. John Dewey, a central figurein educational theory, posits the rise of publicly funded education in early nineteenth centuryGermany. Following the work of philosophers Fichte and Hegel who elaborated the idea that thechief function of the state is educational (Dewey 96), the push for public education gainedmomentum. From this philosophical tradition that iterated the importance of an educated citizenryfor the progression of the industrial state, Germany was the first country to undertake a public,universal, and compulsory system of education (Dewey 96). German students educations werefunded from primary school through university, provided their intellectual abilities were capable ofsustaining promotion. Therefore, from its inception, public education has been used as a primarysocietal tool, a way for the government to educate its citizenry for future national progress. Immediately following the German models of public education, the rise of public education in theUnited States coincided with the rise of industrialization, urbanization, industrialization andimmigration in the latter-nineteenth century (Katz 103). However, some educational theorists claimthat, unlike Germany, public education was not instituted to promote societal progress. It wasinstituted to deter the negative forces of a changing country. With the rise in the population ofilliterate immigrants and urban poor came social ills not seen earlier in the century, namely crime andcultural dissonance. This cultural depravation w as blamed primarily on illiteracy. The popularassociation of illiteracy with crime, poverty, and immorality fueled public enthusiasm for a universalfree public education system (de Castel and Luke 162). However, what public were de Castel andLuke addressing? The enthusiastic public does not appear to be univocal with the public schoolattending public. One is addressing those with power to create the public schools, and the other isaddressing those without power to attend the public schools. Instantly, there is a power asymmetryassociated with the notion of public. Further, Michael Katz offers public education as agovernmental ploy to offer an alternative environment and a first-rate set of adult role models, acheap and superior substitute for the jail and the poorhouse (Katz 104). Schools were determinednecessary by the government to acculturate the new citizenry and to provide a place for the idlingmasses to keep their wicked and illiterate hands busy. Public education was modeled as acontrolling forcethe control of one public over another. The main concentration in early public schools was on habit forming, namely to form the habitsof alien, uncouth, and menacing Irish Catholics (Katz 104). Public education, Katz argues, hasbeen about improving poor people. However, by improvement, the country meant the opportunityto be molded by Protestant patriarchy (the powerful public), charity cases for the rich Anglo-Saxonsworried about the future of American ideals. Public school systems existed to shape behavior andattitudes, alleviate social and family problems, and to improve poor people and reinforce a socialstructure under stress (Katz 110). From their inception, American public schools were notestablished to serve an idealistic and humanist notion of education. Notice a missing goal among theoriginal purposes of public education: the cultivation and transmission of cognitive skills andintellectual abilities as ends in themselves(Katz 110). So we find ourselves i n the present with our public schools tied to a history of patriarchy andcultural assimilation, yet represent(ing) themselves as public spheres, consensual and democratic(Fine 186).In fact, some conservative educational theorists, E.D. Hirsch and William J. Bennett(the former Secretary of Education) for example, would applaud the history of cultural assimilation asa democratizing force. They would agree that the transmission of cultural capital and the teachingof dominant morality should be the primary function of public schools. There is a need indemocracy to teach children a shared body of knowledge (Hirsch 17). Witness also Bennettspublication of The Book of Virtues, a treasury of great moral stories for young people (cover). Has the nature of public schooling changed over the course of history? On the surface it wouldappear so. In contrast to the early years of public education when public often was equated withpauper (Katz 131), public now incorporates a wide range socio-econom ic strata. After all, publicschools exist not only in the poorest sections of the country, but the wealthiest as well. However,most progressive educators would still advocate that the system really has not changed much at all. Although public schools may be said to be public because in most states taxpayers subsidize them(Katz 189), there is still a strong distinction between where the poorest and wealthiest members ofsociety send their children. 96% of students in households with incomes of less than $7000 attendpublic school, and only 68.8% of students in households with incomes over $75000 are enrolled inpublic schools (Fine 189). This number indicates that despite the greater universalization of publicschooling, the wealthiest members of society are still choosing not to enroll their children in publicschools. We must ask the question why? As the history of public education indicates, public schools have been mostly interested in filling,maintaining, and determining the slots of society. Those that attend the public schools are not thecreators in public policy, as economics is the greatest determining agent of public policy, and publicschool attendees do not hold the economic capital. Wealthy families, the engine of capitalism, are thedeterminers of social policy and not the recipient of it. Therefore, education theorists SamuelBowles and Herbert Gintis see public education as a place not for the capitalist elite, but for themasses, for the gears of society. Writing in Schooling in Capitalist America, they share thisviewpoint. The American education system is subordinated to and reflective of the productionprocess and the structure of class relations in the United States. The public school is seen as aplace for social reproduction where the ideology of capitalism is served. There is no competingideology; it is ideologically centered to benefit the empowered public, not the powerless public. It isnot a place where students go to receive an open and liberal education. Arising out of the history ofpublic education as a place to culturally determine students, modern public schools are overtlydetermining. They are organized around power asymmetries and reproductive of social inequalities,they generate a series of fetishes that construct, justify and distract (Fine 186). Maxine Greenesuggests that we are all at fault for perpetuating this system, because of the ways we rate theeffectiveness of schooling. The schools must demonstrate their effectiveness (To society) byequipping students of all groups to meet current market demand (Greene 14). However, not only are the previous public distinctions perpetuated in public schools, there is amore insidious question. Michelle Fine wonders if public schools can really be considered publicwhen they are filled by private interests (187). By private interests, Fine is indicating the strong tiesour public schools have to business interests, and their complicity in fostering a pro-business,capitalist a genda. As public schools are rooted in this culturally determining history, there is thecontention that there is a considerable amount of overt pressure placed on public schools by privatebusinesses. It is so pervasive that Fine is willing to assert that private business interestssystematically influence public schools (187). Fine is suggesting that businesses use public schoolsas a means to determine a future work force. Jonathan Kozol further suggests that public schools goso far as to pander to business interests. They (public school administrators) are even willing toadjust their schools and their curricula to serve the corporate will (Kozol 82). Kozols book Savage Inequalities, makes a further case that public schools are not really publicat all. He notes the funding differences that appear as funds are allocated by states according toproperty tax collection. Therefore, schools residing in high-income area with high property vales willreceive greater funding for their schools. The difference is all too apparent when the averageexpenditures between Chicago North Shore schools and Chicagos inner city schools arecompared. The funding of the North Shore schools is nearly double the per student funding forChicago Schools (Kozol Appendix). What does this say about our notion of public? It is less afunction of national public, and more a function of a localized, homogeneous, and insular public. Ourconcept of public arises out of extremely local concerns, and we fund our schools accordingly. Further complicating the philosophy and position of public schooling are the movements to fundcharter schools, establish voucher programs, and operate schools on market principles. Charterschool issues are being debated in every state, with commercial concerns positioning themselves fora piece of public funds. Even private schools are competing for public funds by lobbying for schoolvouchers, seeking a portion of public funds under the auspices of school choice. How public ar ethese enterprises and should they be allowed access to public funds? The gap between the public and the private has become even more blurred as we move into aneven greater laissez-faire economic period, and we must begin to wonder what exactly constitutesthe public in public life. As public schools become increasingly determined by external fundingsources with political agenda (Witness the showing of the program Channel One to high schoolstudents, and notice its inclusion of commercial content. The schools that participated in thisprogram received technological rewards) and as neo-conservative educators such as MiltonFriedman advocate for schools to be run on market principles, we must continually re-evaluate ourdefinition of public schooling. Public schools should be communities grounded in trust, flowering bymeans of dialogue, kept alive in open spaces where freedom can find a place (Greene 134). Inother words, public schools must make themselves genuinely public, and not perpetu ate their historyas a mask for democracy and consensus. Works Cited Bowles, Samuel and Herbert Gintis. Schooling in Capitalist America. New York: Basic Books, 1976. Cohen, David K. and Barbara Neufield. The Failure of High Schools and the Progress of Education. Daedalus. Alfred Stieglitz and Photography Essay 110: 86. De Castel, Suzanne and Allan Luke. Defining Literacy in North American Schools: Social and HistoricalConditions and Consequences. Perspectives on Literacy. 1988: 159-174. Dewey, John. Democracy and Education. New York: The Free Press, 1966. Fine, Michelle. Framing Dropouts: Notes on the Politics of an Urban Public High School. New York: StateUniversity of New York Press, 1991. Greene, Maxine. The Dialectic of Freedom. New York: Teachers College Press, 1988. Hirsch, E.D. The Schools We Need: And Why We Dont Have Them.New York: Doubleday, 1989. Katz, Michael. Improving Poor People. Princeton: Princeton University Press, 1995. Keppel, Francis. The Necessary Revolution in American Education.New York: Harper and Row, 1966. Kozol, Jonathan. Savage Inequalities. New York: Harper Collins, 1991. McLaren, Peter. Critical Pedagogy: Constructing an Arch of Social Dreaming and a Doorway to Hope. Journalof Education. 173: 9-34.

101 Argument Peer Review Professor Ramos Blog

101 Argument Peer Review Elevator Pitch Elevator Pitch Imagine you have one minute to present yourself and your ideas to someone who can implement your solution or make a change. What would you say in that one minute elevator ride to convince this person that your ideas are worthy of attention. You have ten floors to make a compelling case. Take a few minutes to figure out how to make your proposal professional, succinct, and interesting. Then, write it down. Today we will be peer reviewing the Solution Argument essay. Introductions Writing Effective Introductions Introductions are very important. The link above has some great examples and explanations for writing introductions. Much like an elevator pitch, an introduction has to make a good impression, grab your reader’s interest, and make them want to keep reading. Take the elevator pitch you just wrote and figure out how to work it into your introduction. The elevator pitch can work as the intro, or add to your intro, to make a case for reading the rest of the essay. Revise Using the Templates Starting on page 139, go through the questions looking at your own essay. Peer Editing Check their citations. Do they look correct? Are they missing any citations? Peer edit the same way you revise your own work.  Pay attention to global issues first. Don’t worry about grammar or sentence structure yet. Focus on improving and clarifying the ideas. Be specific in identifying problems or opportunities.  Explain what the problem you see if. Avoid vague language like â€Å"awkward.† Explain what it is that is awkward and give suggestions for how to improve. Offer suggestions for improvement.  If they are not mentioning a major counterargument, suggest it for them to address. If a point is unclear, explain how they can clarify it. Praise what is genuinely good in the paper.  No false praise. If you like a particular point or passage, let them know. Use proofreading symbols, if you know them. Otherwise, mark up the paper directly so that they will have a reference from which to revise their work. Keep comments tactful.  Treat other’s work as you would like to have your efforts treated. Stay on topic and don’t be mean or harsh, that is not productive. Class Review In groups of 4, come up with a list of the most helpful lessons, classes, readings, etc. from the course and why. Make a list of four or five and explain why. We will share these. 10 minutes to come up with the list.

American Goldfinch essays

American Goldfinch essays The American Goldfinch is a typical member of the North American seed-eating birds that are members of the finch, or Fringillidae, family. This state bird has adapted to eating seeds with its short, heavy, and conical beak. American Goldfinches use their feet extensively. They have adapted to their low body weight (about 11 g) and their dexterous foot and bill. Their foot is special because it allows them to clamp and extract seeds. The Goldfinch also has adapted to its small size and unique wing structure which provides it with speed. It has adapted to a low-protein diet by having a prolonged moulting period. The American Goldfinch has adapted to predators by utilizing a mostly seeds diet, which predators find insufficient for their health. The American Goldfinch can be all across Southern Canada and most of the United States. The Temperate zone is the very colorful climate they live in. This environment is somewhat warm and sunny, with many plants and animals. Rain and storms are not common, though they do occur sometimes. American Goldfinches may build their nest on the terminal branches of bushes or trees. Pretty much every adaptation of this state bird refers to its characteristics. The American Goldfinches adaptations of eating seeds, avoiding predators, and living on a low-protein diet refer to the characteristic of its short, heavy, and conical beak. Their adaptation of their light weight, and dexterous foot and bill enables this bird to take advantage of food sources relatively inaccessible to some potential competitors. Their wing shape and weight allow them to reach seeds quickly and their bill and feet allow them to break the seeds down. ...

The Impact of Lobbying on Standard Setting in Accounting Essay

The Impact of Lobbying on Standard Setting in Accounting - Essay Example The essay "The Impact of Lobbying on Standard Setting in Accounting" discusses and critically evaluates the impact of lobbying on standard setting in accounting. Also, in the evaluation of the impact of lobbying on standard setting in accounting, various examples have been used to support the inferences that have been made. According to Frattini, lobbying on standard setting in accounting ensures that there are assurance and legitimacy among standard setters. The process of standard setting should be characterized by the provision of financial information, which will be acceptable and useful to all parties. Therefore, if a standard setter, especially a government body formulates measurement rules that are designated to support government policies, the integrity and credibility of the standard setter would be threatened, regardless of the fiscal merits of the measurement rules. As lobbyists pressure standard setters over the credibility of standards, the standard setters will seek to formulate accounting standards in an innovative manner. Since the parties that are affected by various accounting standards are diversified and there are no adequate conditions for guaranteeing the legitimacy and credibility of a standard, lobbying on standard setting in accounting becomes necessary. This is because ensuring procedural safeguards and inclusiveness in standard setting may be difficult. Standard setters they develop the best, possible accounting standards to secure acceptance of the standards by stakeholders. The conflict that may exist between the standard setters and stakeholders may be used strategically to influence legitimacy and credibility among accounting standard setters (McKay, 2006, p, 2). Therefore, lobbying on standard setting in accounting ensures that assurance and legitimacy among standard setters is enhanced. Lobbying and Revelation of Informatio n about Future Standards Implementation Lobbying on standard setting in accounting allows all the stakeholders to participate in the process of setting standards, and measures the interest about an issue. For instance, when some stakeholders oppose a particular accounting standard, they raise their concerns by advising the government and other interested parties to influence the amendment or removal of the standard (Godfrey & Chalmers, 2007 and Holgate, 2006). This means that more information about the controversial standard has to be provided by the relevant standard setter. Therefore, lobbying on standard setting in accounting reveals information pertaining to the potential implementation problems and costs of future standards (Frattini, 2007, p, 7). Companies and other stakeholders who will be affected by the accounting standa

Proposal Essay Example | Topics and Well Written Essays - 750 words - 3

Proposal - Essay Example It discussed the timing and frequency, as well as tools and sources of information. Forecasting methodologies were also explained with a brief discourse on how to interpret the forecasted data. The goal of the authors in this book is to present accounting as an essential part of the decision making process of various users such as the voter, the taxpayer, the government official, the business manager, and the investor. It discussed relevant issues on the analysis and preparation of financial statements and their utilization to achieve a company’s objectives. Viscione aims to teach the student or the manager to use financial analysis in the decision making process. The book covers topics such as evaluating financial performance, tools for financial planning, cost of capital and capital budgeting techniques, among others. Abstract: The research aims to determine the rationale for managers opting to pad their budgets to address contingencies. It would discuss implications of padding the budget and find out alternative methods to meet financial challenges given the uncertainties in the competitive environment. This chapter clearly showed alternative options available to managers to avoid padding the budget. It also presented concepts in budgeting which would help a decision maker in making plans and strategies for control. The authors presented a concise section on capital budgeting techniques and other aids to managerial decisions. Theories on capital budgets are clearly explained and practical applications are explored through demonstration problems and exercises. Capital budgeting techniques were clearly presented through a discussion of measuring the rate of return of an investment. Topics on the determination of cash flows and other additional considerations to aid in the decision making process are also

Law and management Essay Example | Topics and Well Written Essays - 2000 words

Law and management - Essay Example Simply put, if you promise that you will do something for another person and in return, that person agrees to pay you something, then you and that person have made a contract. A contract can be in verbal or written form but the most important thing is that there would be an agreement especially between two parties. Likewise, according to the labour laws of many countries, both the worker and the employee are bound by certain statutory regulations that would ensure that no party will breach the agreed contract. Indeed, when a person has decided to enter into an agreement with someone, both parties should have a common ground of understanding of the nature of the contract they would be agreeing upon so as to avoid conflict and misunderstanding in the future. (ii) When another party has frustrated the contract entered into between the two involved parties, it can be said that this other part would have failed to owner the obligations stated in the contract in the long run as a result of difficult conditions arising during the course of the contract. Thus, according to information obtained online, the issue of frustration here is about the subsequent impossibility of the contract which may be a result of an unforeseeable event to both parties. In most cases, this event would be beyond the control of both parties such as death. No mortal being is able to stop death hence this becomes impossible for both parties to stick to the contractual obligations since it would be difficult to press ahead especially in the absence of a key actor in such a scenario. (b) The case involving Harry and Ian can be attributed to frustration of contract which in this case can be summed up as a legal termination of a contract as a result of unforeseen circumstances which may prevent that particular contract to achieve the intended goals or objectives. Whilst Ian had agreed to buy a motor vehicle from Harry, it is

A Case Study On Terrorist Database Screening Information Technology Essay

A Case Study On Terrorist Database Screening Information Technology Essay introduction When the FBIs Terrorist Screening Center, or TSC, was created following the 9-11 attacks, the goal was to consolidate information about suspected terrorists from different government agencies into a single list. This was intended to enhance communication and decrease processing times. Subsets of the TSC watch list, such as the No Fly list, were added to reduce the wait for airplane passengers by screening only those who may be prevented from air travel. However, several problems have prompted questions regarding the quality and accuracy of the consolidated list. For a security measure reliant on identification of dangerous individuals, a lack of information regarding the names of suspects is a key issue. Because the list may include duplicated name entries or terrorist aliases, obvious non-terrorists such as former Senator Ted Kennedy have been subject to travel delays because of names that resemble those of suspected terrorists. According to the case study, a single name on the list may have as many as 50 duplicates. This contributes to the over 750,000 records that make up the TSC watch list. A major cause of name similarity or duplication is the process to be included on the list. Various government agencies perform sweeps of traveler information, utilizing misspellings and variations of terrorist names. This often contributes to inclusion of innocent individuals who do not belong on the list. Once an individual is on the list, there is no quick fix to be removed. According to the case study, over 24,000 requests to be removed from the list have been made, including requests from innocent travelers. Only 54 percent have been resolved due to an extensive processing time of 40 days. The Department of Homeland Security developed the Traveler Redress Inquiry Program to help innocents remove themselves from the list and avoid the extensive screening and questioning that results from being a traveler noted on the TSC watch list. Privacy and profiling have also been concerns surrounding the creation and further development of the watch list. To improve the screening process and reduce instances of erroneous inclusion, more detailed and personal data would have to be gathered about individuals on the list. This information may cause sensitivity and safety issues and contribute to existing criticism of the list because of its potential ability to promote discrimination. Some individuals on the list attest that they are marked on the list as suspected terrorists due to their race or ethnicity. However, without including private and sensitive data, the requirements for inclusion on the list will remain minimal and contribute to more false positives. The TSC is working to improve data and data management procedures. Improved communication between intelligence agencies in the future may greatly contribute to advances in the quality and accuracy of the list. But, as of now, the list stands as a major air travel security measure despite its flaws. According to the case study, Given the option between a list that tracks every potential terrorist at the cost of unnecessarily tracking some innocents, and a list that fails to track many terrorists in an effort to avoid tracking innocents, many would choose the list that tracked every terrorist despite the drawbacks. Background A compilation of information from various articles served as the basis for this case study. Journalists from prominent publications internet sites such as The Wall Street Journal, USA Today, CNN.com and Businessweek.com contributed to the creation of this case study through articles they wrote regarding the watch list. These articles, as well as those who wrote them, serve as the case study firm. Analysis The TSC watch list has demonstrated a variety of strengths and weaknesses since its creation in 2003. Benefits of the list include safer air travel for passengers and reduced screening time, but this has come at the cost of inconveniences and cases of mistaken identity for many innocent travelers. Data redundancy and inconsistency have contributed to questioning of the lists accuracy and quality. A minimal lack of data and information has contributed to name duplication and erroneous inclusion of innocent travelers. In order to eliminate these false positives, or cases of mistaken identity, more information regarding each suspected terrorist on the list must be gathered. However, attempts to gather this necessary information have led to outcries of privacy invasion issues which have in turn caused continual delays in data gathering processes. Individuals do not want to be inconvenienced by the accidental inclusion on the list that is the result of lack of information, yet they do not want to compromise private information to ensure that they are not falsely named as a suspected terrorist. In this aspect, it seems as if there is no decent standard for the amount of data to include that is a balance of enough, but not too much, information about a particular individual. Another issue that may contribute to inaccuracy is a lack of communication among government agencies. Non-FBI agencies such as the Drug Enforcement Administration and the Bureau of Alcohol, Tobacco, Firearms, and Explosives do not view themselves as contributors to the watch list process, or they may disagree with what the FBI says constitutes terrorist activity. Some Department of Justice offices access information that may be necessary to include on the watch list but neglect to share that information with the FBI. Improved communication and coordination of sensitive and important information would greatly improve the quality and accuracy of the list. The government has made significant improvements through the initial creation of the consolidated watch list, but this could be further improved upon by better management practices and a shared information system. Creating a management team specifically to monitor the watch list and the information supplied by other government agencies would improve the quality of the watch list as well as communication with vital contributors. This group could also ensure that innocents are not falsely included on the list. Combining the gathered data into communal information system would allow all the organizations who utilize the watch list access to important data and would create a watchdog effect as well as increased safety measures. Discussion What concepts in this chapter are illustrated in this case? The concepts from this chapter that the case uses are file organization, and problems with the traditional file format including redundancy and consistency, data management and systems to manage the data, and ensuring data quality. Why was the consolidated terror watch list created? What are the benefits of the list? The consolidated watch list was created to slow down the time of processing names in the computer. A No Fly list was created as a subset of the terrorist watch list to lessen the time passengers are waiting at airports by only screening those who are specifically not allowed to get on a plane. According to the article Director of Terrorist Watch List Says Government Has Technical Capability to Screen all Passengers Against Full List Before They Board Planes, by Fred Lucas of CNSNews.com, the No Fly list contains about 3,400 names, but the computers have the capability to screen the entire list if necessary. The article also states that about 14,000 names on the list are put in to another group that must have extra screening before the board an airplane. The benefits of a smaller list definitely decrease the time to look up names in the system. With over 750,000 names, many of which are actually duplicated, shortening the list makes using it much more efficient. Some also believe that the criteria for getting on the list may be too broad, and that shortening the list to include only the most necessary names to watch for will help decrease the amount of people who are mistaken as terrorists. Describe some of the weaknesses of the watch list. What management, organization, and technology factors are responsible for these weaknesses? One of the main weaknesses of the watch list is the lack of information associated with the names on the list. This problem has led to many people wrongly identified as terrorists, and duplicates of names. The case study said that one name may have up to 50 duplicates. The length of the list is also getting longer and longer, which may make it less effective. The case study explains that the organizations that play a role in developing the list need to have more consistent rules for what information is required to get a name on the watch list and understand what other groups need to know who has been added so that a name is not duplicated. The organizations need to work together by sharing information to decrease these duplicates and make the list more detailed and informative for its users. The government could invest in some sort of ERP system that will update each organization when one name has been added to the list, so that each group can update the name with the known information about that specific terrorist. If you were responsible for the management of the TSC watch list database, what steps would you take to correct some of these weaknesses? The first step I would take to improve the list would be to have more research done on each name that the list includes. One of the main complaints of the list is that people are unsure of how a name gets added and why they are added. If there was a specific group of people whose job was to maintain the list we would be able to have more information show up when a name is found to be on the list to ensure that the person being screened is in fact a terrorist and not a person with a similar name. If this group was formed, they would also be responsible for removing unnecessary names on the list that create false positives for innocent passengers. The case study explained that many of the people who requested their name to get off the list are still waiting and face extra scrutiny every time they try and fly. Keeping these names on the list also increase its size and inefficiency. Lastly I would invest more technology into updating and maintaining the list. I think that this tool will be extremely helpful for airlines and keeping the world safer from terrorist attacks, but it must be easier to use and more reliable to increase its potential. After the Christmas Day Bomber almost successfully detonated a bomb over Detroit while his plane was about to land, it is easy to see that we have a long way to go to protect ourselves from this treat. Do you believe that the watch list represents a significant threat to individuals privacy or Constitutional rights? Why or why not? Currently, I do not believe that this list is threatening to an individuals privacy or Constitutional rights. The list is too broad right now and doesnt include very much information about the suspected terrorists. However, if they decide to do more research when pulling the list together people may feel that the government is being more invasive. Even with this extra research however, I do not think that it violates their Constitutional rights. If people want to be able to fly safely all around the world, they will need to give up some of their privacy to do so. Conclusion The Terrorist Watch List was created to monitor those flying on domestic and international flights after the attacks on America on September 11, 2001. Currently, the list is not very detailed and very long, creating many problems. These problems include duplications of names and false positives causing hassle for passengers who are mistaken as terrorists. The list is also growing rapidly which makes screening for names take longer and longer. The government agencies responsible for the list are also slow at removing false names. While this list is a great start to protect passengers while flying, there are still many advances that will need to be made. The names on the list need to have more details and research corresponding to them, and the agencies working with this list need to work together to cut down on duplicate information. They will also need to work on the length of the list, and sub-lists, to make sure that it is used effectively to prevent terrorist attacks.

The Impact of Social Idealogy on Virginia Woolfs To The Lighthouse Ess

The Impact of Social Idealogy on Woolf's To the Lighthouse     Ã‚   Throughout literature the ideology of the society in which the author was living is evident in the text. This can cause certain groups within a text to be empowered while the other groups are marginalised and constrained by the social restrictions placed upon them by the ideology. In the novel To the Lighthouse by Virginia Woolf, Woolf shows us an awareness of gender politics during the 1920 ¹s Britain by subverting the traditional gender roles but at the same time naturalises notions of class causing certain groups to be constrained.    In the novel Woolf subverts the patriarchial portrayal of feminism with the character of Lily Brascoe. Lily is constructed as an independent character who defies the ingrained beleifs of how a woman should act. She does this through her actions in a different style despite Mr Tansley ¹s assertion that Å’women can ¹t write, women can ¹t paint ¹ and refuses to marry even though it was a popular belief that all women should marry Å’as an unmarried woman has missed the best of life ¹. Instead Lily thought that that 'she did not need to marry, thank heaven she did not need to undergo that degradation. Woolf applauds this attitude, as at the completion of the novel, Lily is one of the few characters who has achieved fulfilment or in her case the completion of a painting begun ten years prior.    Yet although the character of Lily and her decisions are applauded in the text, Lily is only enabled to have such an attitude because of her status as a member of the wealthier class. In the novel, class is viewed more as a benign structure for the common good than as a structure in which the members of the higher ... ...t notions of class, class and gender were so closely intertwined that men and women of wealthier classes within the text were often privileged while those of the lower class found themselves constrained by the gender roles pertaining to them. This is often the case as in a particular ideology, as gender roles vary for different social background.    Works Cited and Consulted Jameson, Fredric. " Social Idealogy in Woolf's To the Lighthouse" Twentieth Century Literature, Spring 1994 v40 n1 p15. Latham, Jacqueline, ed. Critics on Virginia Woolf. Florida: University of Miami Press, 1970. O'Brien Schaefer, Josephine. Reality in the Novels of Virginia Woolf. The Hague: Mouton and Co., 1965, pp. 111-13, 118-25. (Latham, pg. 72-78). Woolf, Virginia. To the Lighthouse. Introduction by D.M. Hoare, Ph.D. London: J.M. Dent and Sons Ltd., 1960   

Mainfreight Case Study

Mainfreight Group – Mighty Oaks from little acorns grow A case study of a New Zealand Multinational’s Foreign Market Entry Strategy Mainfreight – Mighty Oaks from little acorns grow. This case study examines the strategies Mainfreight Limited has exploited when entering foreign markets. It examines Mainfreight’s successes and failures and investigates whether its market entry strategies played a significant part in these experiences. The Mainfreight Group market themselves as a global logistics provider offering â€Å"managed warehousing and international and domestic freight forwarding† (Mainfreight, 2013).As of 2013 Mainfreight Limited is operating in over 14 countries in four continents. Originally a domestic freight provider, the company now specializes in providing a large variety of services common to global logistics providers such as domestic haulage of both full and part loads, International Air services, International Sea Container service s, Contract Warehousing and Supply Chain Management as well as other service offerings not commonly associated with global logistics providers including â€Å"Fashion Services, Canadian Transborder Logistics Services and Entertainment Media Logistics†(Linkedin, 2013).Mainfreight generally focuses on target areas they identify they can add more value to than â€Å"simple cartage† (Massey University, 2009) Mainfreight attribute their success to their unique culture, stating on their website that they â€Å"have developed a style of doing business, successful not only in New Zealand, but around the world†. Whilst this is a bold statement, Mainfreight has had some great accomplishments. Their success hasn’t been an accident and this mighty oak was once a little acorn.Since its inception in 1978, Mainfreight has grown significantly and is often cited as one of New Zealand’s most successful companies (Otago Business School, n. d. ). Founded by Bruce Ples ted with $7,200 (Mainfreight, 1996) â€Å"and a 1969 Bedford truck† (Fairfax NZ News, 2008) Mainfreight’s business quickly expanded. Neil Graham joined Plested in 1979 as Joint Managing Director and opened their first Christchurch Branch.Growth continued and Mainfreight soon developed â€Å"New Zealand’s most extensive [domestic] freight network† (Mainfreight, 2013) by using coastal shipping to get around draconian laws that required â€Å"all freight travelling on land a greater distance than 150 kilometres to be moved by rail. † (Mainfreight, 1996) Mainfreight Founder Bruce Plested â€Å"By the time land transport deregulation occurred in 1985, we were hardened and experienced after 8 years competing against the system and the giant transport companies.With the playing field almost levelled we were the fittest players, and our company was evolving a deep culture and a vision of what we could achieve† â€Å"By the time land transport dereg ulation occurred in 1985, we were hardened and experienced after 8 years competing against the system and the giant transport companies. With the playing field almost levelled we were the fittest players, and our company was evolving a deep culture and a vision of what we could achieve†Complementary to the company’s special culture Plested believed that some of the company’s success could be assigned to its agility and responsiveness to change, stating in Mainfreight’s 1996 prospectus; Revenue exceeded NZD$10 million for the first time in 1984 and the first Mainfreight International branches, 50% owned by the Mainfreight Limited in conjunction with their managers opened in Christchurch and Auckland also opened. Mainfreight, 1996) 1989 saw the opening of Mainfreight’s first Australian branch in Sydney with a view to offering services that â€Å"would allow customers to treat New Zealand and Australia as one market† (New Zealand Management Maga zine, 2007). Mainfreight International Branches also opened in Melbourne and Sydney and revenue first exceeded NZD$50 million. The period between 1990 and 1996 was typified by geographic expansion throughout Australia and New Zealand.This growth was primarily via two different channels; via organic growth from its existing operations, and through acquisition of competitors or complementary service providers. Service expansion and differentiation formed the backbone of Mainfreight’s organic growth platform through the early 1990’s. Named operations such as Metro Cartage, Wharf Operations and Distribution began to appear alongside the regular Mainfreight and Mainfreight International brands. Revenues continued to grow and the New Zealand domestic and International parts of he business continued to excel. However, the same could not be said for Mainfreight’s Australian operations which did not break even until 1994 (Kennedy, 2000). â€Å"By having a strong domesti c and international presence in both New Zealand and Australia we have a good chance of demonstrating to a multinational company that when it comes to this corner of the globe, we are the people to use. We do not have the choice of only being able to service New Zealand, the multinational is not interested – they see Australia and New Zealand as one† By having a strong domestic and international presence in both New Zealand and Australia we have a good chance of demonstrating to a multinational company that when it comes to this corner of the globe, we are the people to use. We do not have the choice of only being able to service New Zealand, the multinational is not interested – they see Australia and New Zealand as one† Despite these losses Mainfreight’s commitment to the Australian market was never in doubt.Executive Chairman Bruce Plested described the perception that the rest of the world regard Australia and New Zealand as one market and that m ultinationals â€Å"increasingly engage a global freight company to provide all their freighting and warehousing services throughout the world† (Mainfreight, 2002). Plested’s argument was that by having a presence in both Australia and New Zealand it would demonstrate to large multinationals that Mainfreight were the logistics provider of choice and specialists in this geography.He did not feel he could achieve this operating in New Zealand alone. In order to rectify the company’s poor Australian result the business undertook a series of acquisitions through the early to mid 1990’s that included Mogal Freight, MSAS and Premier VIP stores. (Refer to Table 1. 1 for more information on Mainfreight’s acquisitions during the period between 1980 and 1995). TABLE 1. 1 Plested in an interview with Graeme Kennedy in March 2000 reflected on the Australian operations struggles; â€Å"We have struggled to break into the usiness with those bigger customers sin ce we moved into Australia with an interstate freight operation similar to our New Zealand model† â€Å"The business has been difficult to grow and we haven't made the progress in the Australian domestic market we had hoped† â€Å"You've got to have the size and network and employ Australians to get the respect of the bigger companies. Without the size and the volumes, the services you can offer are restricted with a smaller network. They want to see size and network to give them confidence in the operation† We have struggled to break into the business with those bigger customers since we moved into Australia with an interstate freight operation similar to our New Zealand model† â€Å"The business has been difficult to grow and we haven't made the progress in the Australian domestic market we had hoped† â€Å"You've got to have the size and network and employ Australians to get the respect of the bigger companies. Without the size and the volumes, t he services you can offer are restricted with a smaller network. They want to see size and network to give them confidence in the operation†It was the acquisition in 1994 of Premier VIP Stores that finally gave Mainfreight the critical mass of customers required to finally start making profit from their Australian operation. With profitability worries behind them, operating revenues hitting NZD$100 million per annum and all three divisions of Mainfreight Limited’s business operating profitably, the business listed on the New Zealand stock exchange on the 14th June 1996. 35 million shares, roughly 60% of the company’s issued capital, was made available by owners Bruce Plested and Neil Graham to the general public at a price between $0. 5 and $1. 10 per share (Mainfreight, 1996) The listing proved to be an immediate success with Mainfreight’s share price increasing 72% in its first year as a publically listed company. Acquisitions in New Zealand and Australi a continued throughout 1997/1998. Mainfreight purchased 75% of LEP Freightways New Zealand and purchased outright LEP International Australia, Combined Haulage, Senco Haulage and Trade Air Ocean Ltd all significant players in the Australasian logistics industry. Mainfreight’s international growth continued, purchasing minority shareholdings in ISS and Associates in Hong Kong (37. % of Bolwick Ltd) and China (50% of Mainfreight Express Ltd) one month after opening its first Mainfreight International branch outside of Australasia, also in Hong Kong in September of 1998. This signified the start of Mainfreight’s push to become a global player in the logistics scene which continued with the purchase of CaroTrans from Arkansas Best Corp in 1999. Mainfreight bought 49. 5% of the CaroTrans operation with the remaining shareholding taken up by an investor group that included CaroTrans CEO Greg Howard. Refer to table 1. 2 to see how Mainfreight Group had structured its investme nt in other subsidiaries as of 2001.TABLE 1. 2 â€Å"Mainfreight has built a network of businesses which it owns throughout New Zealand and Australia and also operates with joint ownership’s, a network throughout the United States, in Hong Kong and Shanghai. Beyond these regions, in Europe we work with Ziegler (our partner in CaroTrans) and with agents and alliances in most other countries†. â€Å"Mainfreight has built a network of businesses which it owns throughout New Zealand and Australia and also operates with joint ownership’s, a network throughout the United States, in Hong Kong and Shanghai.Beyond these regions, in Europe we work with Ziegler (our partner in CaroTrans) and with agents and alliances in most other countries†. In their 2001 Annual Report Mainfreight described the group of businesses they had acquired over the past 21 years. The period between 2002 and 2007 saw Mainfreight focus on its existing geographies. In New Zealand growth occur red through the opening of new Mainfreight domestic transport branches as well as through the 79. 6% acquisition of the Owens Group of companies in 2003.The company’s Australian operations were also performing with revenues from Australian Domestic and International segments equalling the New Zealand group’s sales performance for the first time. Mainfreight purchased the outstanding 51. 5% of CaroTrans in 2004 and opened additional branches of across the United States and Australia. Mainfreight International opened further Chinese branches in Ningbo, Shenzen and Guangzhou. Table 1. 3 demonstrates Mainfreight Groups financial performance by geographical segment for the year ending 31st March 2007. TABLE 1. 3 Mainfreight USA has now traded some 18 months under our ownership. In that time we have identified a number of shortcomings in the business which we are in the process of addressing. Results are well below our expectations and are poor at best. † â€Å"Mainfr eight Group culture and operating disciplines have been introduced to the USA operations, including a stronger branch management focus, the introduction of our owner driver model for pick up and delivery, and a more rigorous approach to both fixed and variable cost management. † more rigorous approach to both fixed and variable cost management Mainfreight USA has now traded some 18 months under our ownership. In that time we have identified a number of shortcomings in the business which we are in the process of addressing. Results are well below our expectations and are poor at best. † â€Å"Mainfreight Group culture and operating disciplines have been introduced to the USA operations, including a stronger branch management focus, the introduction of our owner driver model for pick up and delivery, and a more rigorous approach to both fixed and variable cost management. † more rigorous approach to both fixed and variable cost managementMainfreight’s expansi on did not stop there. Target Logistics, a public company listed on the American Stock Exchange was acquired â€Å"in an all-cash transaction valued at approximately USD $53. 7 million† (CW Downer & Co, 2007). This represented Mainfreight’s largest acquisition to date. Chris Coppersmith CEO and President of Target Logistics stayed on with the company and headed up the newly formed Mainfreight USA, however his time in the role was short lived. By the end of 2009, Coppersmith was no longer with the company having been replaced by 14 year Mainfreight Veteran John Hepworth.Mainfreight’s 2009 annual report shed some light on some of the issues the American operation was facing. During this period Mainfreight purchased the outstanding shares from its Management in Hong Kong and China and disposed of its 75% shareholding in both LEP International New Zealand and Australia for AUD $83 million to minority shareholder Agility Logistics Group (Mainfreight, 2007). However t hese setbacks did not slow down the Mainfreight Group, the company achieving sales of NZD $1 Billion for the first time in time 2009.Buoyed by consistent sales growth the company continued with its rapid development and advanced into Europe. The Wim Bosman group of companies, â€Å"one of the largest privately? owned, integrated transport and logistics providers in the Netherlands and Belgium with 14 branches across six European countries, with more than 1,000 transport units, more than 275,000m? of warehouse and cross docking facilities and approximately 1,414 team members† (Mainfreight,2011) was purchased outright in 2011 for 110 million Euros. This time however Mainfreight installed Mark Newman, one of Mainfreight’s first graduates as CEO of the European business.Mark having spent 21 years with Mainfreight, Mark was very familiar with the company’s culture and drive to succeed. In the company’s 2012 Annual Report Newman reflects on his first year in ch arge of Wim Bosman / Mainfreight Europe. â€Å"We have now completed one full year of ownership of the Wim Bosman group of companies. During this period we have been able to integrate Mainfreight’s financial disciplines and begin the process of aligning our new team members to Mainfreight’s culture. Unfortunately, financial performance has not met expectations† â€Å"We have now completed one full year of ownership of the Wim Bosman group of companies.During this period we have been able to integrate Mainfreight’s financial disciplines and begin the process of aligning our new team members to Mainfreight’s culture. Unfortunately, financial performance has not met expectations† Despite these continued expansion struggles Mainfreight is still being awarded accolades, in 2012 winning the â€Å"Best Growth Strategy† award at the Deloitte / Management Top200 Awards Ceremony. So, what has Mainfreight learnt from these acquisitions and how h as their behaviour changed over time? Refer to the tables 1. 4 and 1. for an update on Mainfreight Groups financial performance by geographical segment and the group’s structure as of 31 March 2012, before answering the Questions in Section two. TABLE 1. 4 TABLE 1. 5 Questions / Discussion 1) Can Mainfreight truly be classified as a â€Å"global† logistics provider? Using Collinson and Rugman’s definition from Peng’s 2014 text of a true global multinational enterprise having â€Å"at least 20% of sales in each of the three regions of the Triad consisting of Asia, Europe and North America but less than 50% in any one† we can see that Mainfreight does not quite fit this criteria. Table 1. shows Mainfreight Groups consolidated sales by geographic segment for 2012. Sales in the USA and Europe represented 24% and 23% respectively of the group’s NZD$ 1. 8billion total sales. Asia however contributed only 3%. Strictly following Rugman’s defi nition this would suggest that Mainfreight is not truly a global logistics provider. If we redefine Rugman’s definition to state â€Å"at least 20% of sales in each of three regions but less than 50% in any one† the 54% of sales coming from Australasia would suggest that Mainfreight is still to Australasian centric to be considered a true â€Å"global† logistics provider. ) Has Mainfreight's mode of entry into foreign markets changed over time? If so how, and why? There have been some consistent themes as well as some changes to Mainfreight’s market entry strategies since opening their first Mainfreight International Branch in 1984. The consistent themes have seen Mainfreight continuously pursue Equity modes as means of entry. As a service provider Mainfreight has been unable to pursue some non-equity modes of entry, as it is not possible to export their services to foreign markets, although Licensing and Franchising agreements could have been pursued in other markets if Mainfreight so desired.The main changes in Mainfreight’s approach occurred between 2005 and 2007. This was most obvious when Mainfreight acquired 100% of Target Logistics, increased its shareholding to 100% in both its Hong Kong and Chinese operations and divested its 75% shareholding in LEP New Zealand and Australia. This move to wholly owning their subsidiary’s represented a significant change in thinking for Mainfreight, who up until this time entered new markets in Joint Venture, often sharing costs, risks and profits in conjunction with the subsidiary’s Senior Management. This previous approach was evident in the 49. % purchase of CaroTrans from Arkansas Best Corp in conjunction with CEO Greg Howard and in the Hong Kong and Chinese operations opened in 1998. Whilst the incorporation of CaroTrans into Mainfreight’s business was seen as a success, the introduction into the stable of fellow American company Target Logistics was anything but. Target CEO Chris Coppersmith stayed on when the business transferred to Mainfreight ownership, however the Target business could not adapt to the cultural and financial expectations expected of it by Mainfreight’s Board and Coppersmith was soon replaced by veteran Mainfreight Executive John Hepworth.As of 2012, the American division is still struggling, remaining the least profitable of all geographic segments in terms of its size as indicated in the table below. NZD 000's| | | | | | | NZ| Aus| USA| Asia| Europe| Revenue| 455. 7| 529| 439| 56| 419| EBITDA| 54. 5| 33. 7| 19| 2. 6| 28. 1| ROR| 12. 0%| 6. 4%| 4. 3%| 4. 6%| 6. 7%| Despite Mainfreight continually pushing their culture as the number one reason for their success, it may be that they have overlooked the importance of adapting to certain countries specific norms and values.It certainly wasn’t a new concept as Mainfreight had experienced these struggles in the past, Bruce Plested’s interview with Gr aeme Kennedy in 2000 touched on the cultural differences of the Australian and New Zealand markets stating â€Å"You've got to have the size and network and employ Australians to get the respect of the bigger companies† (Kennedy, 2000) The Wim Bosman acquisition which also saw Mainfreight Executive Mark Newman promoted has also struggled financially.Is it a coincidence that Mainfreight’s joint ventures thrived whilst the wholly owned subsidiaries struggled? The major benefit of joint ventures is the access to partners’ knowledge, albeit whether it relates to regulative, normative or cognitive institutions. It appears this is something Mainfreight has overlooked in the recent past as it moved toward wholly owning its foreign subsidiaries. 3) Why do you think that Mainfreight has entered the markets it has? Mainfreight has applied some logic to the markets it has chosen to enter.Australia is a logical first point of call for many New Zealand firms looking to expan d overseas due to the common language, regulatory environments and similar, albeit different, cultural norms. From an international organizations point of view, these similarities are compounded. Mainfreight’s chairman Bruce Plested stated that multinationals often view both New Zealand and Australia as just one market making Australia a logical first stepping stone in Mainfreight’s overseas expansion. Up until 2010 Mainfreight’s expansion had focused on extending the New Zealand part of the company’s global reach.Statistics New Zealand (2013) states that â€Å"New Zealand depends heavily on international trade, especially with especially with Australia, China, the United States, and Japan† and unsurprisingly these are the countries (excluding Japan) that Mainfreight has expanded into. The cultural differences between New Zealand and the Chinese and American markets are much more significant than those between the New Zealand and Australian markets or other traditional trading partners such as Britain.However, the sheer weight of imports and exports flowing into and out of these countries has made them obvious candidates for Mainfreight to expand into as it seeks to expand into markets complementary to the existing business. The purchase of Wim Bosman is interesting in that it is not a purchase that would traditionally be seen as complementary to Mainfreight’s New Zealand business when compared to markets such as Japan with whom New Zealand has significantly more trade.However, the opening of European markets could be seen as complimentary to Mainfreight’s US and Chinese operations in particular as these operations continue to grow, evolve and mature. 4) What are some of the risks associated with the approaches to foreign direct investment and the markets Mainfreight has chosen to enter? Mainfreight experienced Liability of Foreignness when it first entered the Australian market place. As outlined in my response to Question 1, firms, especially large ones would not give Mainfreight a chance unless they were seen to employ Australians.This was an inherent disadvantage of being a foreign company entering a new market in a â€Å"greenfield† capacity. Later Mainfreight expansion addressed some of these risks through the use of Joint Ventures in foreign markets such as China, Hong Kong and in the purchase of CaroTrans in the USA. As Mainfreight’s market entry strategy changed towards wholly owning their subsidiaries, some of these risks arose again. Mainfreight’s approach in fully acquiring existing business often helped to minimize these dangers as Mainfreight was not competing for a piece of the existing market share as it was previously with its greenfield entry into Australia.Mainfreight has not adopted a consistent approach to renaming businesses it has taken over. For example Target Logistics was renamed as Mainfreight USA, whilst the Wim Bosman acquisition has retain ed the company’s original branding possibly helping to overcome some of the cultural negativity foreign firms experience in other host countries. As a smaller New Zealand based multinational in the service industry Mainfreight has managed to mitigate many of risks that may apply to other companies, however currency risks and rivalry among competing firms are areas Mainfreight is still susceptible to.Regulatory risks are still very real however probably lesser in geographies such as Australia, the EU and New Zealand than they are the United States and China. 5) Relative to smaller logistics providers in New Zealand what are the main advantages Mainfreight enjoys from its MNE status? Peng (2014) refers to firms having OLI advantages or Ownership, Location and Internalization advantages. Using Peng’s framework, relative to non-multinationals operating in the New Zealand logistics industry, Mainfreight has the following advantages.Ownership Mainfreight benefits in that it has control and ownership of a significant part of the supply chain compared to say a New Zealand domestic transport company or a New Zealand warehousing provider. Mainfreight is able to compete with these non-multinationals by offering the convenience of an all in one managed solution to its clients or alternative competing on price with non-multinationals in their market as Mainfreight may be able to cross subsidise certain parts of its business.For example, Mainfreight may sell New Zealand warehousing services at a loss if it guarantees means they may win a customer’s lucrative freighting business. Location Mainfreight’s advantages over a non multinational from a location perspective are much harder to determine. As a service industry Mainfreight would find it hard to capitalize on Natural resources, low cost efficiencies and innovation, however there may be some advantages gained through having a global presence and subjecting Mainfreight’s brand to a global audience.This means Mainfreight could have a distinct advantage over non multinational logistics providers as potential customers (particularly large global ones) are more likely to know of Mainfreight’s operations. Internalization Some of the benefits Mainfreight experiences here are similar to the Ownership benefits outlined above. By not having to pay external suppliers margins on different services within a customer’s supply chain, Mainfreight can potentially offer more competitive services and retain profits inhouse. References Collinson, S. and Rugman, A. (2007).The regional character of Asian multinational enterprises. APJM, Ch. 24. Pp. 429-446. C. W. Downer ; Co. (2007, September 18). Target Logistics, Inc. , Agrees to be acquired by Mainfreight Limited. Retrieved from http://www. cwdowner. com/index. php? option=com_content;view=article;id=72;Itemid=31 Deloitte. (2012, November 29). Top 200 Companies Awards Reflect Future Direction for NZ Enterprise. Retrieve d from http://www. deloitte. com/view/en_NZ/nz/news-room/3ee15be7bf94b310VgnVCM2000003356f70aRCRD. htm Fairfax NZ News. (2008, November 26). Mainfreight's Plested wins Beacon Award.Retrieved from http://www. stuff. co. nz/business/735585 Kennedy, Graeme. (2000, March 17). Mainfreight develops major logistics operation. Retrieved from http://www. sharechat. co. nz/article/69e6e5bb/mainfreight-develops-major-logistics-operation. html Linkedin. (2013, February 28). Mainfreight. Retrieved from http://www. linkedin. com/company/mainfreight? trk=top_nav_home Mainfreight Limited. (1996) Mainfreight Limited Prospectus. Retrieved from http://epublishbyus. com/ebook/ebook? id=10005147#/4 Mainfreight Limited. (1997, July 2). Annual Report 1997. Retrieved from Mainfreight Case Study Mainfreight Group – Mighty Oaks from little acorns grow A case study of a New Zealand Multinational’s Foreign Market Entry Strategy Mainfreight – Mighty Oaks from little acorns grow. This case study examines the strategies Mainfreight Limited has exploited when entering foreign markets. It examines Mainfreight’s successes and failures and investigates whether its market entry strategies played a significant part in these experiences. The Mainfreight Group market themselves as a global logistics provider offering â€Å"managed warehousing and international and domestic freight forwarding† (Mainfreight, 2013).As of 2013 Mainfreight Limited is operating in over 14 countries in four continents. Originally a domestic freight provider, the company now specializes in providing a large variety of services common to global logistics providers such as domestic haulage of both full and part loads, International Air services, International Sea Container service s, Contract Warehousing and Supply Chain Management as well as other service offerings not commonly associated with global logistics providers including â€Å"Fashion Services, Canadian Transborder Logistics Services and Entertainment Media Logistics†(Linkedin, 2013).Mainfreight generally focuses on target areas they identify they can add more value to than â€Å"simple cartage† (Massey University, 2009) Mainfreight attribute their success to their unique culture, stating on their website that they â€Å"have developed a style of doing business, successful not only in New Zealand, but around the world†. Whilst this is a bold statement, Mainfreight has had some great accomplishments. Their success hasn’t been an accident and this mighty oak was once a little acorn.Since its inception in 1978, Mainfreight has grown significantly and is often cited as one of New Zealand’s most successful companies (Otago Business School, n. d. ). Founded by Bruce Ples ted with $7,200 (Mainfreight, 1996) â€Å"and a 1969 Bedford truck† (Fairfax NZ News, 2008) Mainfreight’s business quickly expanded. Neil Graham joined Plested in 1979 as Joint Managing Director and opened their first Christchurch Branch.Growth continued and Mainfreight soon developed â€Å"New Zealand’s most extensive [domestic] freight network† (Mainfreight, 2013) by using coastal shipping to get around draconian laws that required â€Å"all freight travelling on land a greater distance than 150 kilometres to be moved by rail. † (Mainfreight, 1996) Mainfreight Founder Bruce Plested â€Å"By the time land transport deregulation occurred in 1985, we were hardened and experienced after 8 years competing against the system and the giant transport companies.With the playing field almost levelled we were the fittest players, and our company was evolving a deep culture and a vision of what we could achieve† â€Å"By the time land transport dereg ulation occurred in 1985, we were hardened and experienced after 8 years competing against the system and the giant transport companies. With the playing field almost levelled we were the fittest players, and our company was evolving a deep culture and a vision of what we could achieve†Complementary to the company’s special culture Plested believed that some of the company’s success could be assigned to its agility and responsiveness to change, stating in Mainfreight’s 1996 prospectus; Revenue exceeded NZD$10 million for the first time in 1984 and the first Mainfreight International branches, 50% owned by the Mainfreight Limited in conjunction with their managers opened in Christchurch and Auckland also opened. Mainfreight, 1996) 1989 saw the opening of Mainfreight’s first Australian branch in Sydney with a view to offering services that â€Å"would allow customers to treat New Zealand and Australia as one market† (New Zealand Management Maga zine, 2007). Mainfreight International Branches also opened in Melbourne and Sydney and revenue first exceeded NZD$50 million. The period between 1990 and 1996 was typified by geographic expansion throughout Australia and New Zealand.This growth was primarily via two different channels; via organic growth from its existing operations, and through acquisition of competitors or complementary service providers. Service expansion and differentiation formed the backbone of Mainfreight’s organic growth platform through the early 1990’s. Named operations such as Metro Cartage, Wharf Operations and Distribution began to appear alongside the regular Mainfreight and Mainfreight International brands. Revenues continued to grow and the New Zealand domestic and International parts of he business continued to excel. However, the same could not be said for Mainfreight’s Australian operations which did not break even until 1994 (Kennedy, 2000). â€Å"By having a strong domesti c and international presence in both New Zealand and Australia we have a good chance of demonstrating to a multinational company that when it comes to this corner of the globe, we are the people to use. We do not have the choice of only being able to service New Zealand, the multinational is not interested – they see Australia and New Zealand as one† By having a strong domestic and international presence in both New Zealand and Australia we have a good chance of demonstrating to a multinational company that when it comes to this corner of the globe, we are the people to use. We do not have the choice of only being able to service New Zealand, the multinational is not interested – they see Australia and New Zealand as one† Despite these losses Mainfreight’s commitment to the Australian market was never in doubt.Executive Chairman Bruce Plested described the perception that the rest of the world regard Australia and New Zealand as one market and that m ultinationals â€Å"increasingly engage a global freight company to provide all their freighting and warehousing services throughout the world† (Mainfreight, 2002). Plested’s argument was that by having a presence in both Australia and New Zealand it would demonstrate to large multinationals that Mainfreight were the logistics provider of choice and specialists in this geography.He did not feel he could achieve this operating in New Zealand alone. In order to rectify the company’s poor Australian result the business undertook a series of acquisitions through the early to mid 1990’s that included Mogal Freight, MSAS and Premier VIP stores. (Refer to Table 1. 1 for more information on Mainfreight’s acquisitions during the period between 1980 and 1995). TABLE 1. 1 Plested in an interview with Graeme Kennedy in March 2000 reflected on the Australian operations struggles; â€Å"We have struggled to break into the usiness with those bigger customers sin ce we moved into Australia with an interstate freight operation similar to our New Zealand model† â€Å"The business has been difficult to grow and we haven't made the progress in the Australian domestic market we had hoped† â€Å"You've got to have the size and network and employ Australians to get the respect of the bigger companies. Without the size and the volumes, the services you can offer are restricted with a smaller network. They want to see size and network to give them confidence in the operation† We have struggled to break into the business with those bigger customers since we moved into Australia with an interstate freight operation similar to our New Zealand model† â€Å"The business has been difficult to grow and we haven't made the progress in the Australian domestic market we had hoped† â€Å"You've got to have the size and network and employ Australians to get the respect of the bigger companies. Without the size and the volumes, t he services you can offer are restricted with a smaller network. They want to see size and network to give them confidence in the operation†It was the acquisition in 1994 of Premier VIP Stores that finally gave Mainfreight the critical mass of customers required to finally start making profit from their Australian operation. With profitability worries behind them, operating revenues hitting NZD$100 million per annum and all three divisions of Mainfreight Limited’s business operating profitably, the business listed on the New Zealand stock exchange on the 14th June 1996. 35 million shares, roughly 60% of the company’s issued capital, was made available by owners Bruce Plested and Neil Graham to the general public at a price between $0. 5 and $1. 10 per share (Mainfreight, 1996) The listing proved to be an immediate success with Mainfreight’s share price increasing 72% in its first year as a publically listed company. Acquisitions in New Zealand and Australi a continued throughout 1997/1998. Mainfreight purchased 75% of LEP Freightways New Zealand and purchased outright LEP International Australia, Combined Haulage, Senco Haulage and Trade Air Ocean Ltd all significant players in the Australasian logistics industry. Mainfreight’s international growth continued, purchasing minority shareholdings in ISS and Associates in Hong Kong (37. % of Bolwick Ltd) and China (50% of Mainfreight Express Ltd) one month after opening its first Mainfreight International branch outside of Australasia, also in Hong Kong in September of 1998. This signified the start of Mainfreight’s push to become a global player in the logistics scene which continued with the purchase of CaroTrans from Arkansas Best Corp in 1999. Mainfreight bought 49. 5% of the CaroTrans operation with the remaining shareholding taken up by an investor group that included CaroTrans CEO Greg Howard. Refer to table 1. 2 to see how Mainfreight Group had structured its investme nt in other subsidiaries as of 2001.TABLE 1. 2 â€Å"Mainfreight has built a network of businesses which it owns throughout New Zealand and Australia and also operates with joint ownership’s, a network throughout the United States, in Hong Kong and Shanghai. Beyond these regions, in Europe we work with Ziegler (our partner in CaroTrans) and with agents and alliances in most other countries†. â€Å"Mainfreight has built a network of businesses which it owns throughout New Zealand and Australia and also operates with joint ownership’s, a network throughout the United States, in Hong Kong and Shanghai.Beyond these regions, in Europe we work with Ziegler (our partner in CaroTrans) and with agents and alliances in most other countries†. In their 2001 Annual Report Mainfreight described the group of businesses they had acquired over the past 21 years. The period between 2002 and 2007 saw Mainfreight focus on its existing geographies. In New Zealand growth occur red through the opening of new Mainfreight domestic transport branches as well as through the 79. 6% acquisition of the Owens Group of companies in 2003.The company’s Australian operations were also performing with revenues from Australian Domestic and International segments equalling the New Zealand group’s sales performance for the first time. Mainfreight purchased the outstanding 51. 5% of CaroTrans in 2004 and opened additional branches of across the United States and Australia. Mainfreight International opened further Chinese branches in Ningbo, Shenzen and Guangzhou. Table 1. 3 demonstrates Mainfreight Groups financial performance by geographical segment for the year ending 31st March 2007. TABLE 1. 3 Mainfreight USA has now traded some 18 months under our ownership. In that time we have identified a number of shortcomings in the business which we are in the process of addressing. Results are well below our expectations and are poor at best. † â€Å"Mainfr eight Group culture and operating disciplines have been introduced to the USA operations, including a stronger branch management focus, the introduction of our owner driver model for pick up and delivery, and a more rigorous approach to both fixed and variable cost management. † more rigorous approach to both fixed and variable cost management Mainfreight USA has now traded some 18 months under our ownership. In that time we have identified a number of shortcomings in the business which we are in the process of addressing. Results are well below our expectations and are poor at best. † â€Å"Mainfreight Group culture and operating disciplines have been introduced to the USA operations, including a stronger branch management focus, the introduction of our owner driver model for pick up and delivery, and a more rigorous approach to both fixed and variable cost management. † more rigorous approach to both fixed and variable cost managementMainfreight’s expansi on did not stop there. Target Logistics, a public company listed on the American Stock Exchange was acquired â€Å"in an all-cash transaction valued at approximately USD $53. 7 million† (CW Downer & Co, 2007). This represented Mainfreight’s largest acquisition to date. Chris Coppersmith CEO and President of Target Logistics stayed on with the company and headed up the newly formed Mainfreight USA, however his time in the role was short lived. By the end of 2009, Coppersmith was no longer with the company having been replaced by 14 year Mainfreight Veteran John Hepworth.Mainfreight’s 2009 annual report shed some light on some of the issues the American operation was facing. During this period Mainfreight purchased the outstanding shares from its Management in Hong Kong and China and disposed of its 75% shareholding in both LEP International New Zealand and Australia for AUD $83 million to minority shareholder Agility Logistics Group (Mainfreight, 2007). However t hese setbacks did not slow down the Mainfreight Group, the company achieving sales of NZD $1 Billion for the first time in time 2009.Buoyed by consistent sales growth the company continued with its rapid development and advanced into Europe. The Wim Bosman group of companies, â€Å"one of the largest privately? owned, integrated transport and logistics providers in the Netherlands and Belgium with 14 branches across six European countries, with more than 1,000 transport units, more than 275,000m? of warehouse and cross docking facilities and approximately 1,414 team members† (Mainfreight,2011) was purchased outright in 2011 for 110 million Euros. This time however Mainfreight installed Mark Newman, one of Mainfreight’s first graduates as CEO of the European business.Mark having spent 21 years with Mainfreight, Mark was very familiar with the company’s culture and drive to succeed. In the company’s 2012 Annual Report Newman reflects on his first year in ch arge of Wim Bosman / Mainfreight Europe. â€Å"We have now completed one full year of ownership of the Wim Bosman group of companies. During this period we have been able to integrate Mainfreight’s financial disciplines and begin the process of aligning our new team members to Mainfreight’s culture. Unfortunately, financial performance has not met expectations† â€Å"We have now completed one full year of ownership of the Wim Bosman group of companies.During this period we have been able to integrate Mainfreight’s financial disciplines and begin the process of aligning our new team members to Mainfreight’s culture. Unfortunately, financial performance has not met expectations† Despite these continued expansion struggles Mainfreight is still being awarded accolades, in 2012 winning the â€Å"Best Growth Strategy† award at the Deloitte / Management Top200 Awards Ceremony. So, what has Mainfreight learnt from these acquisitions and how h as their behaviour changed over time? Refer to the tables 1. 4 and 1. for an update on Mainfreight Groups financial performance by geographical segment and the group’s structure as of 31 March 2012, before answering the Questions in Section two. TABLE 1. 4 TABLE 1. 5 Questions / Discussion 1) Can Mainfreight truly be classified as a â€Å"global† logistics provider? Using Collinson and Rugman’s definition from Peng’s 2014 text of a true global multinational enterprise having â€Å"at least 20% of sales in each of the three regions of the Triad consisting of Asia, Europe and North America but less than 50% in any one† we can see that Mainfreight does not quite fit this criteria. Table 1. shows Mainfreight Groups consolidated sales by geographic segment for 2012. Sales in the USA and Europe represented 24% and 23% respectively of the group’s NZD$ 1. 8billion total sales. Asia however contributed only 3%. Strictly following Rugman’s defi nition this would suggest that Mainfreight is not truly a global logistics provider. If we redefine Rugman’s definition to state â€Å"at least 20% of sales in each of three regions but less than 50% in any one† the 54% of sales coming from Australasia would suggest that Mainfreight is still to Australasian centric to be considered a true â€Å"global† logistics provider. ) Has Mainfreight's mode of entry into foreign markets changed over time? If so how, and why? There have been some consistent themes as well as some changes to Mainfreight’s market entry strategies since opening their first Mainfreight International Branch in 1984. The consistent themes have seen Mainfreight continuously pursue Equity modes as means of entry. As a service provider Mainfreight has been unable to pursue some non-equity modes of entry, as it is not possible to export their services to foreign markets, although Licensing and Franchising agreements could have been pursued in other markets if Mainfreight so desired.The main changes in Mainfreight’s approach occurred between 2005 and 2007. This was most obvious when Mainfreight acquired 100% of Target Logistics, increased its shareholding to 100% in both its Hong Kong and Chinese operations and divested its 75% shareholding in LEP New Zealand and Australia. This move to wholly owning their subsidiary’s represented a significant change in thinking for Mainfreight, who up until this time entered new markets in Joint Venture, often sharing costs, risks and profits in conjunction with the subsidiary’s Senior Management. This previous approach was evident in the 49. % purchase of CaroTrans from Arkansas Best Corp in conjunction with CEO Greg Howard and in the Hong Kong and Chinese operations opened in 1998. Whilst the incorporation of CaroTrans into Mainfreight’s business was seen as a success, the introduction into the stable of fellow American company Target Logistics was anything but. Target CEO Chris Coppersmith stayed on when the business transferred to Mainfreight ownership, however the Target business could not adapt to the cultural and financial expectations expected of it by Mainfreight’s Board and Coppersmith was soon replaced by veteran Mainfreight Executive John Hepworth.As of 2012, the American division is still struggling, remaining the least profitable of all geographic segments in terms of its size as indicated in the table below. NZD 000's| | | | | | | NZ| Aus| USA| Asia| Europe| Revenue| 455. 7| 529| 439| 56| 419| EBITDA| 54. 5| 33. 7| 19| 2. 6| 28. 1| ROR| 12. 0%| 6. 4%| 4. 3%| 4. 6%| 6. 7%| Despite Mainfreight continually pushing their culture as the number one reason for their success, it may be that they have overlooked the importance of adapting to certain countries specific norms and values.It certainly wasn’t a new concept as Mainfreight had experienced these struggles in the past, Bruce Plested’s interview with Gr aeme Kennedy in 2000 touched on the cultural differences of the Australian and New Zealand markets stating â€Å"You've got to have the size and network and employ Australians to get the respect of the bigger companies† (Kennedy, 2000) The Wim Bosman acquisition which also saw Mainfreight Executive Mark Newman promoted has also struggled financially.Is it a coincidence that Mainfreight’s joint ventures thrived whilst the wholly owned subsidiaries struggled? The major benefit of joint ventures is the access to partners’ knowledge, albeit whether it relates to regulative, normative or cognitive institutions. It appears this is something Mainfreight has overlooked in the recent past as it moved toward wholly owning its foreign subsidiaries. 3) Why do you think that Mainfreight has entered the markets it has? Mainfreight has applied some logic to the markets it has chosen to enter.Australia is a logical first point of call for many New Zealand firms looking to expan d overseas due to the common language, regulatory environments and similar, albeit different, cultural norms. From an international organizations point of view, these similarities are compounded. Mainfreight’s chairman Bruce Plested stated that multinationals often view both New Zealand and Australia as just one market making Australia a logical first stepping stone in Mainfreight’s overseas expansion. Up until 2010 Mainfreight’s expansion had focused on extending the New Zealand part of the company’s global reach.Statistics New Zealand (2013) states that â€Å"New Zealand depends heavily on international trade, especially with especially with Australia, China, the United States, and Japan† and unsurprisingly these are the countries (excluding Japan) that Mainfreight has expanded into. The cultural differences between New Zealand and the Chinese and American markets are much more significant than those between the New Zealand and Australian markets or other traditional trading partners such as Britain.However, the sheer weight of imports and exports flowing into and out of these countries has made them obvious candidates for Mainfreight to expand into as it seeks to expand into markets complementary to the existing business. The purchase of Wim Bosman is interesting in that it is not a purchase that would traditionally be seen as complementary to Mainfreight’s New Zealand business when compared to markets such as Japan with whom New Zealand has significantly more trade.However, the opening of European markets could be seen as complimentary to Mainfreight’s US and Chinese operations in particular as these operations continue to grow, evolve and mature. 4) What are some of the risks associated with the approaches to foreign direct investment and the markets Mainfreight has chosen to enter? Mainfreight experienced Liability of Foreignness when it first entered the Australian market place. As outlined in my response to Question 1, firms, especially large ones would not give Mainfreight a chance unless they were seen to employ Australians.This was an inherent disadvantage of being a foreign company entering a new market in a â€Å"greenfield† capacity. Later Mainfreight expansion addressed some of these risks through the use of Joint Ventures in foreign markets such as China, Hong Kong and in the purchase of CaroTrans in the USA. As Mainfreight’s market entry strategy changed towards wholly owning their subsidiaries, some of these risks arose again. Mainfreight’s approach in fully acquiring existing business often helped to minimize these dangers as Mainfreight was not competing for a piece of the existing market share as it was previously with its greenfield entry into Australia.Mainfreight has not adopted a consistent approach to renaming businesses it has taken over. For example Target Logistics was renamed as Mainfreight USA, whilst the Wim Bosman acquisition has retain ed the company’s original branding possibly helping to overcome some of the cultural negativity foreign firms experience in other host countries. As a smaller New Zealand based multinational in the service industry Mainfreight has managed to mitigate many of risks that may apply to other companies, however currency risks and rivalry among competing firms are areas Mainfreight is still susceptible to.Regulatory risks are still very real however probably lesser in geographies such as Australia, the EU and New Zealand than they are the United States and China. 5) Relative to smaller logistics providers in New Zealand what are the main advantages Mainfreight enjoys from its MNE status? Peng (2014) refers to firms having OLI advantages or Ownership, Location and Internalization advantages. Using Peng’s framework, relative to non-multinationals operating in the New Zealand logistics industry, Mainfreight has the following advantages.Ownership Mainfreight benefits in that it has control and ownership of a significant part of the supply chain compared to say a New Zealand domestic transport company or a New Zealand warehousing provider. Mainfreight is able to compete with these non-multinationals by offering the convenience of an all in one managed solution to its clients or alternative competing on price with non-multinationals in their market as Mainfreight may be able to cross subsidise certain parts of its business.For example, Mainfreight may sell New Zealand warehousing services at a loss if it guarantees means they may win a customer’s lucrative freighting business. Location Mainfreight’s advantages over a non multinational from a location perspective are much harder to determine. As a service industry Mainfreight would find it hard to capitalize on Natural resources, low cost efficiencies and innovation, however there may be some advantages gained through having a global presence and subjecting Mainfreight’s brand to a global audience.This means Mainfreight could have a distinct advantage over non multinational logistics providers as potential customers (particularly large global ones) are more likely to know of Mainfreight’s operations. Internalization Some of the benefits Mainfreight experiences here are similar to the Ownership benefits outlined above. By not having to pay external suppliers margins on different services within a customer’s supply chain, Mainfreight can potentially offer more competitive services and retain profits inhouse. References Collinson, S. and Rugman, A. (2007).The regional character of Asian multinational enterprises. APJM, Ch. 24. Pp. 429-446. C. W. Downer ; Co. (2007, September 18). Target Logistics, Inc. , Agrees to be acquired by Mainfreight Limited. Retrieved from http://www. cwdowner. com/index. php? option=com_content;view=article;id=72;Itemid=31 Deloitte. (2012, November 29). Top 200 Companies Awards Reflect Future Direction for NZ Enterprise. Retrieve d from http://www. deloitte. com/view/en_NZ/nz/news-room/3ee15be7bf94b310VgnVCM2000003356f70aRCRD. htm Fairfax NZ News. (2008, November 26). Mainfreight's Plested wins Beacon Award.Retrieved from http://www. stuff. co. nz/business/735585 Kennedy, Graeme. (2000, March 17). Mainfreight develops major logistics operation. Retrieved from http://www. sharechat. co. nz/article/69e6e5bb/mainfreight-develops-major-logistics-operation. html Linkedin. (2013, February 28). Mainfreight. Retrieved from http://www. linkedin. com/company/mainfreight? trk=top_nav_home Mainfreight Limited. (1996) Mainfreight Limited Prospectus. Retrieved from http://epublishbyus. com/ebook/ebook? id=10005147#/4 Mainfreight Limited. (1997, July 2). Annual Report 1997. Retrieved from