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

How to Sell Trees for Timber

How to Sell Trees for Timber Can you sell your tree for lumber and make a profit? Lumber from trees such as red or white oak, black walnut, paulownia, and black cherry is quite expensive, and the tree in your yard may contain an impressive quantity of wood. While it is possible to sell one (or several) trees for lumber, research and effort are required to get a good price from a reputable buyer. Before making the move, think through the pros and cons. Do You Really Want to Remove Your Tree? Before seeking a buyer for your tree, be sure you know why youre removing a valuable hardwood tree from your yard. Are its roots damaging your foundation? Is the foliage overwhelming your home? Or are you just eager to have a bit more lawn? If theres no solid reason to remove the tree, its value may be greater in your yard than at a sawmill. A large hardwood tree provides shade, which cools your home and lowers air conditioning costs. It also improves air quality, controls water runoff, and raises your property value. In addition, your tree may provide homes to songbirds and other native animals. How to Sell a Single Tree It is generally much easier to sell trees as part of a woodlot harvest, where many trees are sold and harvested at the same time. To cut down your tree, a timber buyer must bring in laborers, a log truck, skidder, loader, and other equipment. He must then cut the logs and haul them to the mill to sell. After expenses, its unlikely that hell make any money from cutting a single tree unless its extraordinarily valuable. If youre determined to sell your tree, your best option might be to look for an operator who owns a small, portable sawmill. Small operators have less overhead, and they make their money finding single living or dead high-value trees, then sawing the lumber to specifications that are attractive to woodworkers and turners.   Tips for Selling Multiple Trees Although its easier to sell timber from multiple trees because the profit margin is so much greater for the forester, there are pitfalls even if youre selling quite a bit of wood. One botched sale can cost you much of the value of decades-old timber and can negatively influence future harvests. Here are suggestions for selling multiple trees: 1. Find a Professional Forestry Partner Selling timber requires expert advice. Studies show that timber sellers using a professional forester get up to 50 percent more per sale. A forester who sells trees for a living and practices within your sale area will be your best partner; he will know timber product grades and values and be familiar with local timber buyers and the general market. Private foresters usually offer their services for a fee. Timber owners often find this expense more than offset by the higher selling price received for their timber. Find a  forester  and listen to him as you would to a doctor or lawyer. You and the forester will ultimately have to determine which trees should be cut and how they should be harvested. Your partner will also help you to estimate your trees  volumes  and value. To find a professional forester, according to the U.S. Forest Service: contact your service or County Agricultural Extension or Forestry Extension agent. Service forestry personnel are often located within the state Department of Natural Resources, Division of Forestry, or Forestry Commission. Extension Forestry personnel are typically located at your local Land-Grant university in the Forestry Department. Alternatively, you can visit the website of the Cooperative State Research, Education, and Extension Service, which contains links to every states free services, often including forestry assistance by professional foresters. 2. Understand the Value of Your Timber As a timber grower, you should know something about the quality and value of the timber you are selling. Remember that each tree has unique marketable characteristics and associated volume. Your forester partner will  inventory  the timber for these characteristics and provide an estimate of volumes (along with estimated value) available for harvest. This report can then be used to estimate a fair price you can expect for your sale. From the inventory, you can expect to know: The type of timber forest products youre growing: Different prices are paid for different timber products.The timber species you have for sale: Some species command higher prices than others due to high demand, low supply, or special qualities.The quality of your timber: Quality affects timber values as it does any other product.The volume of timber you can sell: Logging requires heavy equipment and employees, so larger volumes of timber translate to higher profit margins.The distance from the closest market: Transportation of forest products is expensive. Local mills should be able to pay higher prices for your products than more distant mills.The size of your trees: Generally, larger trees bring the best prices. Large saw logs and poles are worth more than small ones. 3. Identify Prospective Timber Buyers and Send Timber Prospectuses You should now identify prospective buyers. Your forester partner most likely will have a list that he works from. You might also want to prepare a list of buyers in the county of sale as well as in surrounding counties. Call your state foresters office or state forestry association for a list of buyers.   Mail a prospectus and bid invitation to each buyer within your procurement region. A sealed bid system should be used and generally results in the highest selling price.  A bid prospectus should be simple but informative and include: Date, time, and location of the bid openingTerms of paymentTimber product, species, and volume summaryLocation mapBid formInformation about the deposit/performance bondStatement of sellers rights to reject bidsNotice of a show-me tour of sale area The potential buyer will probably insist on examining the timber for sale before making an offer. A tour or show-me meeting on the timber site allows all interested buyers to check the volume and quality of the timber and to estimate their logging costs. They should also be allowed to inspect and keep a copy of the contract or agreement you attach to the sale. 4. Understand Your Timber Contract After all bids are received, you and your forester partner should notify the highest acceptable bidder and arrange to execute a written  timber contract. Any deposit or performance bond agreed upon should be collected. Copies of the contract should be prepared for buyer and seller. Regardless of the size of the timber sale, a written contract prevents misunderstanding and protects the buyer and seller. The contract should contain, at a minimum: A description of the timber saleThe selling priceTerms of paymentWhich timber will and wont be cutTime allowed to cut and remove timberA requirement for adherence to all forestry Best Management Practices Special provisions may include cutting extensions; the location of log landings, roads, and skid trails; conditions under which logging wont be permitted; protection of residual timber and other property; a procedure for settling disputes; responsibility for wildfire suppression; disposal of litter; subcontracting of parts of the work; erosion and water quality control measures; and contractor liability exclusions. An easy way for a  do-it-yourselfer  to quickly get into trouble is selling timber using lump sum value with only a handshake and without a tree inventory. Dont sell lump sum without a timber inventory, a contract, and a down payment. Another way to get into big trouble is selling your timber on a pay-as-cut basis while letting the buyer grade and measure logs without you or a representative inspecting his work. Pay-as-cut allows the buyer to pay you by the log load, so you or your forester partner will need to verify the amount of timber in each load. To make sure terms of the timber sale contract are being met, either you or your agent should inspect the operation several times during the harvest and upon completion. 5. Time Your Sale Wisely Timing is important in getting the best price for wood. The best time to sell, obviously, is when  demand for timber is up and prices are at a peak. This is easier said than done, but you should be aware of current stumpage prices and market conditions in your area. Your forester partner can help you to time your sale correctly. With the exception of a specific disaster (from pests, weather, or fire), you shouldnt be rushed into a sale. Trees, unlike other farm products, can be stored on the stump during poor markets. One constant that history always confirms is that timber values eventually go up. 6. Protect Your Land After the Harvest Is Complete Steps should be taken immediately after harvest to protect the land from erosion and to ensure the productivity of this future forest. Roads, skid trails, and logging decks should be secured and reshaped if necessary. Bare areas should be seeded with grass to prevent erosion and provide food for wildlife.

Manson Family Member Linda Kasabian

Manson Family Member Linda Kasabian Charles Manson made a poor call when he picked Linda Kasabian to join the group of killers who set out to kill everyone inside the homes of actress Sharon Tate and Leno and Rosemary LaBianca. Kasabian was there  but stood in horror as the screams of the victims broke the nights silence. She managed to escape from the Manson family and later turned states evidence during the Tate and LaBianca murder trials. It was her eye-witness testimony that sealed the convictions of those responsible for the brutal murders. The Early Days Linda Kasabian was born on June 21, 1949, in Biddeford, Maine. At age 16, she quit school, left home and headed out west in search for the meaning of life. While on the road, she lived in various hippie communes where she engaged in casual sex and drugs. By the age of 20, she was a two-time divorcee and had given birth to a baby girl. On July 4, 1969, pregnant with her second child, she visited Spahn Ranch and immediately joined Charles Manson and the Manson family. Helter Skelter On August 8, 1969, Kasabian, who had only been with the Manson family for four weeks, was selected by Manson to drive family members Tex Watson, Susan Atkins and Patricia Krenwinkel to 10050 Cielo Drive. The assignment for the night was to murder everyone inside the home. Manson believed that the massacre would kick start an apocalyptic race war that he had predicted and named Helter Skelter. It was the address of actor Sharon Tate and her husband, film director Roman Polanski.   The couple was renting the house and Sharon Tate, who was eight and a half months pregnant, invited Hollywood hairstylist, Jay Sebring,  coffee heiress Abigail Folger, and Polish actor Wojciech Frykowski, to stay as house guests while Polanski was away in London. 10050 Cielo Drive had previously been the home of record producer Terry Melcher, who Manson had tried to get a record contract with, but the deal never materialized. Angry that Melcher was putting him off, Manson when to his home to confront him, but Melcher had moved away and Manson was asked to leave the premises. Angry and rejected, the address became symbolic of all that Manson hated about the establishment. Butchered When the Manson family members arrived at the Tate home, Kasabian watched as the groups first victim, 18-year-old Steven Parent, was shot to death by Tex Watson. Parent had just graduated from high school and was trying to raise money for college. He was hoping to sell his radio to his friend William Garretson, who was the caretaker of the Tate home.  After visiting with Garretson, he  was on his way home and was driving up to the electric gates to leave the Tate home, just as the Manson group arrived. Watson knifed and shot him three times, killing him. Kasabian later  stood watch outside the Tate home and heard screams coming from inside. She watched in shock as some of the victims came running outside the home, soaked in blood and screaming for help, only to be caught and butchered on the front lawn by Tex Watson  and Susan Atkins. Kasabian tried to stop the massacre by telling the group that she heard noises, but her attempts failed and everyone inside the house, including eight-month pregnant Sharon Tate was viciously murdered. After the murders, Kasabian wiped off blood and fingerprints from the weapons used in the murders and dropped them into a ravine. The LaBianca Murders The next night Kasabian was ordered by Manson to go out again and later testified that she was too afraid to tell him no. This time the group included Manson, Watson, Atkins, Krenwinkel. Kasabian, Van Houten and Steve Grogan. The group drove to Leo and Rosemary LaBianca. First Manson and Tex went inside the LaBianca home and tied up the couple. He instructed Watson, Krenwinkel, and Van Houten to go inside and kill the couple. Manson, Kasabian, Atkins and Grogan drove away, and went hunting for another victim.   Manson wanted to find and murder an actor who was also one of Kasabians old boyfriends. She purposely pointed out the wrong apartment and the group, tired of driving around, gave up and returned to the ranch. Kasabian Escapes Spahn Ranch Two days after the LaBianca murders, Kasabian agreeing to run an errand for Manson, used the opportunity to flee from Spahn Ranch. To avoid suspicion she had to leave her daughter Tonya behind. Later  she located her daughter at a foster home where she was placed after the October police raid on Spahn Ranch. Kasabian Turns State Evidence Kasabian went to live with her mother in New Hampshire. A warrant for her arrest was issued on December 2, 1969, for her involvement in the Tate and LaBianca murders. She immediately turned herself over to the authorities and turned states evidence and was given immunity for her testimony. Her testimony was invaluable for the prosecution in the Tate-LaBianca murder trial. Co-defendants Charles Manson, Susan Atkins, Patricia Krenwinkel and Leslie Van Houten were found guilty largely based on Kasabians direct and honest testimony. After the trial, she returned to New Hampshire where she dealt with a lot of public scorn. She eventually changed her name and it has been rumored hat she moved to Washington State. See Also: The Manson Family Photo Album Source:Desert Shadows by Bob MurphyHelter Skelter by Vincent Bugliosi and Curt GentryThe Trial of Charles Manson by Bradley Steffens

Reauthorization of the Endangered Species Act Assignment

Reauthorization of the Endangered Species Act - Assignment Example The loss of habitats for most wildlife is the main cause of listing of species. On listing of a certain species, legal and powerful means are availed to protect its habitats. In the same way, when resources are associated with the listed species, for example water in dry regions or free-flowing rivers, ESA is seen as a hindrance to greater human utilisation. ESA may also be controversial since the diminishing species usually are harbingers of broader ecosystem conflicts. This makes ESA a major driver of large-scale ecosystem restoration issues (Miller & Spoolman 315).Previous congresses have held oversight hearings on the implementation of certain federal laws and programs addressing endangered and threatened species (Snape and Weiner 61). Some of the hearings involved topics such as delisting and listing decisions under ESA to validate endowment levels for international programs of conservation. The 113th congress that will be held will include discussion of issues like how to allocate programs and activities that seek to assist the adaptation of certain species to changes in climate. Another issue that will be discussed concerning ESA will be concerned with the role of Science in making decisions on essential habitat designation, suitable fortification of listed species, incentives for property owners among other decisions (Miller & Spoolman 315). ESA is one of the most contentious environmental regulations due to its substantive requirements that influence the use of both non-federal and federal resources and lands. Under the law, species are to be listed as in danger of extinction based solely on the most significant scientific information without regarding economic factors (The University of Michigan 6). Congress is faces the matter of how to weigh the safeguarding of endangered species with economic interests (Heather & Snape 62). Strong opposition has been the major cause of failure to reauthorize ESA. The last reauthorization

The Gap (Gap Inc.), an international retailer company Essay

The Gap (Gap Inc.), an international retailer company - Essay Example Local Network with certain recommendations that may help other companies and organizations to achieve better compliance with the following important principles of the Global Compact: Principle 1: Businesses should support and respect the protection of internationally proclaimed human rights (UN Global Compact 2011). Principle 2: undertake initiatives to promote greater environmental responsibility (UN Global Compact 2011). We believe our experience designing and implementing numerous CSR programs can be considered reliable, because Gap Inc. owns more than 3,100 stores worldwide and employs more than 150,000 people from all over the world, all of which are actively engaged in the Gap’s efforts to support human rights and environmental protection (Wright 2007). Having tries many approaches to supporting human rights and protecting the environment, we have come up with several strategies that help us to be a sustainable and responsible company, whose operations benefit all of the stakeholders. Lessons Learnt Gap Inc. has been continuously devoting much time and attention to promoting human rights protection programs. In particular, we are promoting diversity in every sphere of our operations. â€Å"Diversity is the rich variety reflected in our work environment and marketplace – including ethnicity, race, gender, age, sexual orientation, faith, culture and global experiences†.... Human Rights Policy 2010). Nevertheless, we have had some negative experience. Workers of our supplier factory made claims of labor abuses and offensive attitudes from the side of their management (Smith, Ansett, and Erez 2011). For that reason we had to invest millions of dollars into making sure that employees of our supply chain were treated with respect and dignity (Amazeen, Michelle 2011). As for protecting the natural environment of our planet, we are members of Business for Innovative Climate and Energy Policy (BICEP) (Environment 2011). As the members of BICEP we take a great care of design and development policies, strategies and procedures related to protecting our world in terms of working with clean energy and approaching the climate change challenges (Environment – Public Policy 2011) At the same time, we have watched the negative experience of one of our suppliers, the mountain kingdom of Lesotho. In 2009 this company was reported to pour unused and toxic mat erials into local rivers (Smith, Ansett, and Erez 2011). This shows that the organization does not give much care to the environmental constraints facing the global society. Recommendations On the basis of both positive and negative lessons learnt from past experience, Gap Inc. would like to draw the attention of the Local Networks to the outlined below recommendations. We believe the presented here measures will significantly improve positions of companies both financially, though increased customer loyalty, and socially, through improved corporate image and identity. Develop a standardized set of guidelines for business and organizations to follow in order to