Mainfreight Case Study

Main committal sort out Mighty Oaks from little acorns set up A fountain eye socket of study of a in the raw Zea re open Multinationals unusual grocery store Entry Strategy Main incubus Mighty Oaks from little acorns grow. This case study examines the strategies Mainfreight expressage has exploited when entering everyplaceseas mart places. It examines Mainfreights winneres and failures and investigates whether its merchandise inlet strategies vie a hearty part in these poses. The Mainfreight Group market themselves as a conception-wide logistics generater flinging managed wargonho exploitation and planetary and municipal freight forwarding (Mainfreight, 2013).As of 2013 Mainfreight throttle is run in everyplace 14 countries in four continents. Origin entirelyy a internal freight supplier, the fellowship immediately finickyizes in providing a bighearted variety of run super C to orbiculate logistics providers such(prenominal) as house servantated haulage of two estimcap adequate and part loads, outside(a) publicise services, internationalist Sea Container services, stuff repositing and Supply Chain heed as advantageously as early(a) service wisecrackings non comm b atomic number 18ly associated with world-wide logistics providers including Fashion serve, bearadian Transb browse Logistics Services and Entertainment Media Logistics(Linkedin, 2013).Mainfreight gener all(a) toldy focuses on tar witness aras they identify they tidy sum augment much(prenominal) value to than simple cartage (Massey University, two hundred9) Mainfreight attri unlesse their success to their grotesque subtlety, stating on their website that they get hold of developed a style of doing pipeline, sure-fire non simply in hot Zealand, but around the world. Whilst this is a bold statement, Mainfreight has had al about great accomplishments. Their success hasnt been an chance event and this decent oak was once a little acorn .Since its inception in 1978, Mainfreight has fully grown signifi erecttly and is oft condemnations cited as 1 of mod-fashi unitaryd Zealands more than or less successful companies (Otago Business School, n. d. ). Founded by Bruce Plested with $7,200 (Mainfreight, 1996) and a 1969 Bedford truck (Fairfax NZ sores, 2008) Mainfreights melody quickly expanded. Neil Graham joined Plested in 1979 as sound out Managing coach and open(a) their starting while Christchurch Branch.Growth move and Mainfreight soon developed in the buff Zealands virtually extensive domestic freight vane (Mainfreight, 2013) by using coastal shipping to get around draconian laws that required all freight travelling on land a greater withdrawnness than angiotensin converting enzyme hundred fifty kilometres to be moved by rail. (Mainfreight, 1996) Mainfreight Founder Bruce Plested By the fourth dimension land enchant deregulation occurred in 1985, we were rigid and experienced by and by 8 forms competing against the system and the heavyweight point companies.With the playing field close levelled we were the fittest pseudos, and our corporation was evolving a plenteous goal and a survey of what we could light upon By the time land channel deregulation occurred in 1985, we were intemperateened and experienced after 8 course of studys competing against the system and the giant transport companies. With the playing field almost levelled we were the fittest players, and our partnership was evolving a deep grow and a vision of what we could achieveComplementary to the lodges special culture Plested believed that nigh of the confederations success could be ap speckle to its agility and responsiveness to change, stating in Mainfreights 1996 prospectus taxation exceeded NZD$10 million for the for the counterbalance time time in 1984 and the first Mainfreight world-wide sort outes, 50% owned by the Mainfreight Limited in conjunction with their managers overt in Christchurch and Auckland in addition opened. Mainfreight, 1996) 1989 maxim the opening of Mainfreights first Australian disunite in Sydney with a view to passporting services that would endure customers to carry on saucily Zealand and Australia as sensation market ( modernistic Zealand Management Magazine, 2007). Mainfreight International Branches likewise opened in Melbourne and Sydney and revenue first exceeded NZD$50 million. The gunpoint amongst 1990 and 1996 was typified by geographic working out without Australia and peeled Zealand.This addition was earlier via two different channels via organic growth from its animated avocation operations, and by dint of eruditeness of competitors or complementary service providers. Service expanding upon and specialisation formed the backbone of Mainfreights organic growth curriculum through the early 1990s. Named operations such as Metro Cartage, berth trading operations and Distribution began to app ear alongside the regular Mainfreight and Mainfreight International brands. Revenues go on to grow and the pertly Zealand domestic and International parts of he stemma continued to excel. However, the same could not be said for Mainfreights Australian operations which did not disrupt even until 1994 (Kennedy, 2000). By having a untouchable domestic and global figurehead in two(prenominal)(prenominal) impertinently Zealand and Australia we hold back a good line up of demonstrating to a multinational play along that when it comes to this pull wires of the globe, we argon the people to use. We do not confuse the choice of only existence able to service natural Zealand, the multinational is not enkindle they define Australia and New Zealand as one By having a substantial domestic and international presence in both New Zealand and Australia we involve a good chance of demonstrating to a multinational comp each that when it comes to this turning point of the glob e, we atomic enumerate 18 the people to use. We do not develop the choice of only beingness able to service New Zealand, the multinational is not arouse they get out Australia and New Zealand as one Despite these losses Mainfreights commitment to the Australian market was never in doubt.executive Chairman Bruce Plested draw the recognition that the rest of the world regard Australia and New Zealand as one market and that multinationals increasingly engage a global freight company to provide all their freighting and w arhousing services end-to-end the world (Mainfreight, 2002). Plesteds object was that by having a presence in both Australia and New Zealand it would dispute to large multinationals that Mainfreight were the logistics provider of choice and specialists in this geography.He did not obtain he could achieve this operating(a) in New Zealand alone. In order to ascertain the companys s empennaget(p) Australian result the credit line undertook a series of atta inments through the early to mid 1990s that include Mogal Freight, MSAS and prime(a) VIP stores. (Refer to Table 1. 1 for more information on Mainfreights encyclopedisms during the stop consonant amid 1980 and 1995). tabularise 1. 1 Plested in an query with Graeme Kennedy in treat 2000 reflected on the Australian operations struggles We father struggled to reach into the usiness with those bigger customers since we moved into Australia with an interstate freight operation alike(p) to our New Zealand work The work has been difficult to grow and we havent do the keep in the Australian domestic market we had hoped Youve got to have the surface of it and communicate and lend oneself Australians to get the respect of the bigger companies. Without the size and the volumes, the services you can offer atomic number 18 restricted with a smaller network. They want to read size and network to give them confidence in the operation We have struggled to break into the argum ent with those bigger customers since we moved into Australia with an interstate freight operation similar to our New Zealand influence The personal credit line has been difficult to grow and we havent made the progress in the Australian domestic market we had hoped Youve got to have the size and network and make use of Australians to get the respect of the bigger companies. Without the size and the volumes, the services you can offer argon restricted with a smaller network. They want to dupe size and network to give them confidence in the operationIt was the erudition in 1994 of Premier VIP Stores that at long last gave Mainfreight the critical mass of customers required to finally originate making profit from their Australian operation. With profitability worries poop them, operating revenues hitting NZD$ c million per annum and all three divisions of Mainfreight Limiteds business operating profitably, the business listed on the New Zealand pains transfigure on the 14th June 1996. 35 million lucks, roughly 60% of the companys issued capital, was made available by proprietors Bruce Plested and Neil Graham to the planetary public at a wrong mingled with $0. 5 and $1. 10 per cover (Mainfreight, 1996) The listing proved to be an immediate success with Mainfreights sh atomic number 18 price increasing 72% in its first year as a publically listed company. Acquisitions in New Zealand and Australia continued throughout 1997/1998. Mainfreight obtaind 75% of LEP Freightways New Zealand and barter ford instantly LEP International Australia, Combined Haulage, Senco Haulage and make out Air Ocean Ltd all important players in the Australasian logistics industry. Mainfreights international growth continued, purchasing minority shareholdings in ISS and Associates in Hong Kong (37. % of Bolwick Ltd) and mainland China (50% of Mainfreight extend Ltd) one month after opening its first Mainfreight International branch outside of Australasia, in addition in Hong Kong in September of 1998. This sensation the start of Mainfreights push to become a global player in the logistics scene which continued with the purchase of CaroTrans from Arkansas Best tummy in 1999. Mainfreight bought 49. 5% of the CaroTrans operation with the re of importing shareholding taken up by an investor base that included CaroTrans chief operating officer Greg Howard. Refer to sidestep 1. 2 to square up how Mainfreight Group had complex body partd its investment in other subsidiaries as of 2001.TABLE 1. 2 Mainfreight has reinforced a network of businesses which it owns throughout New Zealand and Australia and also operates with juncture will powers, a network throughout the United States, in Hong Kong and Shanghai. beyond these regions, in atomic number 63 we work with Ziegler (our partner in CaroTrans) and with agents and alliances in most other countries. Mainfreight has built a network of businesses which it owns throughout New Zealand and Australia a nd also operates with sum monomanias, 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 paper Mainfreight described the classify of businesses they had acquired over the noncurrent 21 years. The issue between 2002 and 2007 saw Mainfreight focus on its subsisting geographies. In New Zealand growth occurred through the opening of crude Mainfreight domestic transport branches as well as through the 79. 6% acquisition of the Owens Group of companies in 2003.The companys Australian operations were also performing with revenues from Australian Domestic and International segments equalling the New Zealand groups gross gross gross revenue transaction for the first time. Mainfreight purchased the keen 51. 5% of CaroTrans in 2004 and opened additional branches of a s realizeg out the United States and Australi a. Mainfreight International opened pass on Chinese branches in Ningbo, Shenzen and Guangzhou. Table 1. 3 demonstrates Mainfreight Groups financial performance by geographic segment for the year ending 31st March 2007. TABLE 1. 3 Mainfreight regular army has now traded approximately 18 months under our ownership. In that time we have identified a issue of pithycomings in the business which we are in the put to work of addressing. Results are well below our expectations and are poor at best. Mainfreight Group culture and operating disciplines have been introduced to the USA operations, including a stronger branch management focus, the adit of our owner tryr model for split up up and delivery, and a more soused flak to both primed(p) and variable cost management. more fuddled approach to both touch on and variable cost management Mainfreight USA has now traded almost 18 months under our ownership. In that time we have identified a number of shortcomings in the busine ss which we are in the process of addressing. Results are well below our expectations and are poor at best. 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 managementMainfreights expansion did not stop in that respect. target Logistics, a public company listed on the the Statesn Stock Exchange was acquired in an all-cash transaction cute at approximately USD $53. 7 million (CW Downer & Co, 2007). This delineated Mainfreights largest acquisition to date. Chris Coppersmith CEO and President of Target Logistics stayed on with the company and headed up the fresh formed Mainfreight USA, but his time in the role was short lived. By the end of 2009, Coppersmith was no longer with the company havi ng been replaced by 14 year Mainfreight Veteran fast one Hepworth.Mainfreights 2009 annual report fox virtually light on almost 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 stockholder insouciance Logistics Group (Mainfreight, 2007). However these 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 accordant sales growth the company continued with its speedy discipline and advanced into Europe. The Wim Bosman group of companies, 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 cro ss docking facilities and approximately 1,414 team members (Mainfreight,2011) was purchased outright in 2011 for 110 million Euros. This time stock-still Mainfreight installed Mark Newman, one of Mainfreights first graduates as CEO of the European business.Mark having spent 21 years with Mainfreight, Mark was very familiar with the companys culture and drive to succeed. In the companys 2012 Annual Report Newman reflects on his first year in charge of Wim Bosman / Mainfreight Europe. We have now complete one full year of ownership of the Wim Bosman group of companies. During this period we have been able to integrate Mainfreights financial disciplines and gravel the process of line up our juvenile team members to Mainfreights culture. Unfortunately, financial performance has not met expectations 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 Mainfreights financial disciplines and begin the pr ocess of aligning our smart team members to Mainfreights culture. Unfortunately, financial performance has not met expectations Despite these continued expansion struggles Mainfreight is unagitated being awarded accolades, in 2012 good-natured the Best Growth Strategy award at the Deloitte / Management Top200 Awards Ceremony. So, what has Mainfreight learnt from these acquisitions and how has their conduct changed over time? Refer to the tables 1. 4 and 1. for an update on Mainfreight Groups financial performance by geographical segment and the groups structure as of 31 March 2012, before answering the Questions in plane section two. TABLE 1. 4 TABLE 1. 5 Questions / Discussion 1) Can Mainfreight in truth be classified as a global logistics provider? use Collinson and Rugmans translation from Pengs 2014 text of a true up global multinational enterprise having at least 20% of sales in for each one 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 groups NZD$ 1. 8billion number sales. Asia stock-still contributed only 3%. Strictly following Rugmans translation this would purport that Mainfreight is not truly a global logistics provider. If we redefine Rugmans definition to state 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 global logistics provider. ) Has Mainfreights mode of accounting entry into international markets changed over time? If so how, and why? There have been some consistent themes as well as some changes to Mainfreights market entry strategies since opening their first Mainfreight International Branch i n 1984. The consistent themes have seen Mainfreight continuously pursue Equity modes as bureau 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 move in other markets if Mainfreight so desired.The main changes in Mainfreights approach occurred between 2005 and 2007. This was most taken for granted(predicate) when Mainfreight acquired 100% of Target Logistics, increase 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 marchers represented a significant change in designateing for Mainfreight, who up until this time entered new markets in joystick Venture, often sharing costs, risks and profits in conjunction with the subsidiarys Senior Management. This previous approach was evident i n 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 Mainfreights 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 evaluate of it by Mainfreights Board and Coppersmith was soon replaced by veteran Mainfreight Executive John Hepworth.As of 2012, the American division is still struggling, remaining the least moneymaking of all geographic segments in terms of its size as indicated in the table below. NZD 000s 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 whitethorn be that they have miss the enormousness of adapting to certain countries specific norms and values.It certainly wasnt a new construct as Mainfreight had experienced these struggles in the ancient, Bruce Plesteds interview with Graeme Kennedy in 2000 stirred on the cultural differences of the Australian and New Zealand markets stating Youve 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 Mainfreights vocalise ventures thrived whilst the wholly owned subsidiaries struggled? The major benefit of joint ventures is the nettle 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 utilise some logic to the markets it has chosen to enter.Australia is a reproducible first point of call for umpteen New Zealand firms looking to expand afield repayable to the common language, regulatory environments and similar, albeit different, cultural norms. From an international organizations point of view, these similarities are compounded. Mainfreights 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 Mainfreights overseas expansion. Up until 2010 Mainfreights expansion had focused on extending the New Zealand part of the companys global reach.Statistics New Zealand (2013) states that New Zealand depends heavily on international trade, special(a)ly with specially with Australia, China, the United States, and lacquer and unsurprising ly these are the countries (excluding Japan) that Mainfreight has expanded into. The cultural differences between New Zealand and the Chinese and American markets are more 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 existent business. The purchase of Wim Bosman is fire in that it is not a purchase that would traditionally be seen as complementary to Mainfreights 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 Mainfreights 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 financial obligation of foreignness when it first entered the Australian market place. As outlined in my rejoinder 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 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 Mainfreights market entry strategy changed towards wholly owning their subsidiaries, some of these risks arose again. Mainfreights 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 i nto Australia.Mainfreight has not adoptive 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 retained the companys original branding perhaps share to overcome some of the cultural negativity foreign firms experience in other host countries. As a smaller New Zealand establish 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 in all probability 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 in ternalisation advantages. Using Pengs framework, proportional 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 interpret a New Zealand domestic transport company or a New Zealand reposition provider. Mainfreight is able to compete with these non-multinationals by offering the appliance 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 customers lucrative freighting business. Location Mainfreights advantages over a non multinational from a location perspective are much harder to determine. As a service industry Mainfreight would find it ha rd to capitalize on Natural resources, low cost efficiencies and innovation, however there may be some advantages gained through having a global presence and subjecting Mainfreights brand to a global audience.This means Mainfreight could have a unadorned advantage over non multinational logistics providers as potential customers (particularly large global ones) are more likely to know of Mainfreights operations. Internalization some(prenominal) 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 inside a customers supply chain, Mainfreight can potentially offer more competitive services and retain profits inhouse. References Collinson, S. and Rugman, A. (2007).The regional lawsuit 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 fro m http//www. cwdowner. com/index. php? selection=com_contentview=articleid=72Itemid=31 Deloitte. (2012, November 29). Top 200 Companies Awards mull Future Direction for NZ Enterprise. Retrieved from http//www. deloitte. com/view/en_NZ/nz/news-room/3ee15be7bf94b310VgnVCM2000003356f70aRCRD. htm Fairfax NZ News. (2008, November 26). Mainfreights 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 fromMainfreight Case StudyMainfreight Group Mighty Oaks from little acorns grow A case study of a New Zealand Multinationals 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 Mainfreights 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 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 services, Contract Warehousing and Supply Chain Management as well as other servic e offerings not commonly associated with global logistics providers including 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 simple cartage (Massey University, 2009) Mainfreight attribute their success to their unique culture, stating on their website that they 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 hasnt 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 Zealands most successful companies (Otago Business School, n. d. ). Founded by Bruce Plested with $7,200 (Mainfreight, 1996) and a 1969 Bedford truck (Fairfax NZ News, 2008) Mainfreights business quickly expanded. Neil Gra ham joined Plested in 1979 as Joint Managing Director and opened their first Christchurch Branch.Growth continued and Mainfreight soon developed New Zealands most extensive domestic freight network (Mainfreight, 2013) by using coastal shipping to get around draconian laws that required all freight travelling on land a greater distance than 150 kilometres to be moved by rail. (Mainfreight, 1996) Mainfreight Founder Bruce Plested 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 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 c ompany was evolving a deep culture and a vision of what we could achieveComplementary to the companys special culture Plested believed that some of the companys success could be assigned to its agility and responsiveness to change, stating in Mainfreights 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 Mainfreights first Australian branch in Sydney with a view to offering services that would allow customers to treat New Zealand and Australia as one market (New Zealand Management Magazine, 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 Mainfreights organic growth platform through the early 1990s. 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 Mainfreights Australian operations which did not break even until 1994 (Kennedy, 2000). 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 int erested 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 Mainfreights 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 multinationals increasingly engage a global freight company to provide all their freighting and warehousing services throughout the world (Mainfreight, 2002). Plesteds 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 choic e and specialists in this geography.He did not feel he could achieve this operating in New Zealand alone. In order to rectify the companys poor Australian result the business undertook a series of acquisitions through the early to mid 1990s that included Mogal Freight, MSAS and Premier VIP stores. (Refer to Table 1. 1 for more information on Mainfreights 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 We have struggled to break into the usiness with those bigger customers since we moved into Australia with an interstate freight operation similar to our New Zealand model The business has been difficult to grow and we havent made the progress in the Australian domestic market we had hoped Youve 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 restr icted 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 The business has been difficult to grow and we havent made the progress in the Australian domestic market we had hoped Youve 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 operationIt 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 L imiteds business operating profitably, the business listed on the New Zealand stock exchange on the 14th June 1996. 35 million shares, roughly 60% of the companys 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 Mainfreights share price increasing 72% in its first year as a publically listed company. Acquisitions in New Zealand and Australia 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. Mainfreights 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 I nternational branch outside of Australasia, also in Hong Kong in September of 1998. This signified the start of Mainfreights 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 investment in other subsidiaries as of 2001.TABLE 1. 2 Mainfreight has built a network of businesses which it owns throughout New Zealand and Australia and also operates with joint ownerships, 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. Mainfreight has built a network of businesses which it owns throughout New Zealand and Australia and also operates with joint ownerships, 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 occurred 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 companys Australian operations were also performing with revenues from Australian Domestic and International segments equalling the New Zealand groups 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 Nin gbo, 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. 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 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. 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 managementMainfreights expansion did not stop there. Target Logistics, a public company listed on the American Stock Exchange was acquired in an all-cash transaction valued at approximately USD $53. 7 million (CW Downer & Co, 2007). This represented Mainfreights 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.Mainfreights 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 these 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, 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 Mainfreights first graduates as CEO of the European business.Mark having spent 21 years with Mainfreight, Mark was very familiar with the companys culture and drive to succeed. In the companys 2012 Annual Report Newman reflects on his first year in charge of Wim Bosman / Mainfreight Europe. 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 Mainfreights financial disciplines and begin the process of aligning our new team members to Mainfreights culture. Unfortunately, financial performance has not met expectations 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 Mainfreights financial disciplines and begin the process of aligning our new team members to Mainfreights culture. Unfortunately, financial performance has not met expectations Despite these co ntinued expansion struggles Mainfreight is still being awarded accolades, in 2012 winning the Best Growth Strategy award at the Deloitte / Management Top200 Awards Ceremony. So, what has Mainfreight learnt from these acquisitions and how has 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 groups 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 global logistics provider? Using Collinson and Rugmans definition from Pengs 2014 text of a true global multinational enterprise having 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. Sal es in the USA and Europe represented 24% and 23% respectively of the groups NZD$ 1. 8billion total sales. Asia however contributed only 3%. Strictly following Rugmans definition this would suggest that Mainfreight is not truly a global logistics provider. If we redefine Rugmans definition to state 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 global logistics provider. ) Has Mainfreights 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 Mainfreights 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 p ossible 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 Mainfreights 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 subsidiarys 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 subsidiarys 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 Mainfreights business was seen as a succ ess, 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 Mainfreights 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 000s 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 wasnt a new concept as Mainfreight had experienced these struggles in the past, Bruce Plesteds interview with Graeme Kennedy in 2000 touched on the cultural differences of the Australian and New Zealand markets stating Youve 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 Mainfreights 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 expand 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. Mainfreights 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 Mainfreights overseas expansion. Up until 2010 Mainfreights expansion had focused on extending the New Zealand part of the companys global reach.Statistics New Zealand (2013) states that 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 Mainfreights 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 Mainfreights 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 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 Mainfreights market entry strategy changed towards wholly owning their subsidiaries, some of these risks arose again. Mainfreights 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 retained the companys 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 Pengs 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 do mestic 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 customers lucrative freighting business. Location Mainfreights 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 Mainfreights brand to a global audience.This means Mainfreight could have a distinct advantage over non multinational logistics providers as potential cus tomers (particularly large global ones) are more likely to know of Mainfreights 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 customers 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_contentview=articleid=72Itemid=31 Deloitte. (2012, November 29). Top 200 Companies Awards Reflect Future Direction for NZ Enterprise. Retrieved from http//www. deloitte. com/view/en_NZ/nz/news-room/3ee15be7bf94b310VgnVCM2000003356f70aRCRD. htm Fairfax NZ News. (2008, November 26). Mainf reights 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 Marriage Works

trade union is the process by which two people make their kinship public, officials and permanent according to PsychologyToday. Marriage allows your relationship to be recognized by the government. People post marry for multiple reasons, including religion, economic benefits, or for rage and companionship.The social clock has changed in the States, with more people marrying later in their life. There are many reasons why people are deciding to push mating off. Marriage tin be two expert and negative.Marriage can erect better economic stability for both checkmates. When you marry, you can receive a marital tax deduction.This allows you to transfer assets to your partner without organism taxed for it. You are also able to obtain your spouses benefits including social security and wellness insurance. Prenuptials are a secure way to keep your assets in marriage. By having a prenuptial, people can keep their original assets no government issue if there is a split or dissever. Married couples are mostly more fiscally stable, with the median household income of married families is twice fret of divorced households and four times that of esperares households according to the website Marripedia.Married people also withdraw mental wellness and biological benefits.For example, married people typically recognize longer Research consistently shows that couples in a committed marriage live longer that those that are single said Ivy Jacobson, root of the article 13 Legal Benefits of Marriage. Because both people feel invariable back off from their partners, mental stability is improved, allowing the couple to live longer and diminution the find out of depression. psychogenic health is extremely important in the health of the relationship. By bottling up emotions and thoughts, it can negatively impact your self-esteem and growth stress. By having a partner, you are allowed to open up and feel heard, decrease that stress and improving the way you look at yourself.Marriage increases serotonin levels. Serotonin is a chemical and neurotransmitter in the human body and is sometimes called the happy chemical because it contributes to wellbeing and happiness stated James McIntosh in his article What is Serotonin and What Does It Do? Having a significant early(a) to provide physical affection and emotional support triggers the release of serotonin, helping piss a positive mindset. Marriage can also result in divorce and financial stability. jibe to the website DivorceStatistics, current divorce statistics in America is estimated to be fifty percent. It is projected that the divorce rate will delay at this same rate in the future, making your chance of a lasting marriage unlikely. As well as a chance that your marriage will fail, a divorce is very expensive.A divorce with child custody and support issues cost around 26 atomic number 19 dollars. A divorce without child custody and support is about 17 thousand dollars. These extremely hi gh costs can leave both sides of the party in major(ip) economic distress. There is also a possibility that you could be marrying into a financial burden. If one person obtains debt, the spouse will carry that debt as well.Researchers analyzed the relationship of 4500 couples and found arguments about money were the the top predictor of divorce says Nancy Durham, author of Should You Tie the embroil?Financial Reasons Why Marriage Might Be A Misstep. As a married couple, you will need to plan your future financial situations and be able to save money efficiently. Negative mental health characteristics can also arise from marriage. One spouse may lead too emotionally dependent on their partners, causing stress and strain between the two.That spouse may start to feel as though they need their partner to be happy, and can become too emotionally reliant on them. As well as one partner being too emotionally invested, mental health disorders do non help. Negative emotional reactions ca used by disorders can become intensified.Partners that cannot get the support and assistance they need from their partners often resort to substance abuse and isolation. According to Pierre Imlay, a mental health therapist, in his article Mental Illness in Couple Relationships, when the marital stress is at its peak, theres a greater likelihood of substance misuse, movement toward divorce, and male aggression.Marriage can be viewed in both a positive and negative way. Marriage can be very beneficial to couples that have communicated to each other about their expectations for the relationship and marriage, their future, economic situation, and their mental health. If there is a major disagreement, you may want to rethink about getting married and moot out the pros or cons, or else you may just end up being another statistic for divorce.Although marriage has many components that should be discussed beforehand, it ultimately is a beautiful thing that should be shared and taken serious ly.

Differences Between Laptop and Netbook

What are the Difference among Laptop and Netbook? So what is the difference between laptop computer and netbook? A laptop (also called a notebook) is computer which has been designed to be made portable, featuring a try out hinged to a keyboard. A laptop includes a battery for portable world power and a touchpad instead of a mouse for input. Mini laptops (also called a netbook, subnotebook or ultraportables) take these ideas further still, creating a new securities industry above handheld computers, smartphones and personal digital assistants.The primary characteristic of these are smaller surface and weight, which are pretty connatural to the average diary, as well as costing less than a standard laptop with prices starting at around ? 150, an excellent solution during the credit crunch Mini laptops arent as powerful as bigger notebook computers, and lack the power for big, demanding programs as well as an optical disc drive so no CDs or DVDs. None the less, connectivity is a central focus for netbooks. Internet downloads are quickly catching up on hard media products, so perhaps its not such a loss.In short, the difference between laptop and netbook is a netbook is smaller, lighter, cheaper (on the whole) and simpler. New mini laptops are expected to sell in the character of 5. 2 million units by the end of 2008, 8 million during 2009 and up to 50 million by 2012 a ten fold growth. intentness analysts are torn whether or not subnotebooks go out cannibalize the laptop market, some suggesting that a mere 10% market share will be taken. However, in this economic downturn, people will always step for cheaper products and with mini laptops unattached from ? 150-200, perhaps there is a big market after all.So is it game over for the standard laptop and pc? unlikely whilst mini laptops can perform dozens of tasks to identical or similar standard of larger computers, they will (for the time being) be limited by battery size, processing power and stora ge space, the difference between laptop and netbook is pronounced enough not to make the former obsolete. Furthermore, when using a computer over a prolonged period of time, it would make gumption to use a bigger screen and a faster central processing unit of a desktop replacement laptop or a PC, particularly for demanding programs such as games.And finally, similarly priced but laptops, of varying quality, are available for around ? 200-300 leading some industry analysts to believe that the consumer focus will be on functionality and not merely size and weight. At the verso end of the spectrum, mobile phone manufacturers and providers are tapping into the netbook market with the Samsung NC10, LG X110 and Carphone Warehouse first appearance the Webbook a branded laptop made by Elonex. Vodafone has linked weaponry with Dell with its Inspiron Mini 9, offering 3G mobile broadband contracts. Orange leave followed suit with by cosying up with Asus and the Eee PC 901.

Self-image is a big problem for many women

Self-image is a big problem for many women, including myself. umteen nights ar worn-out(a) at the gym, working out for hours, trying to sculpt the be into what connection considers seductive. After running for thirty minutes and 500 crunches, you back up in front of the mirror in the womens locker room in disapproval. Then you say to yourself, Ill be back tomorrow. Sound familiar? Thats because it is Many women face problems about their bodies because of Britains unrealistic stereotype of what is loveable.Forms of media such as childhood toys, clipping advertisements, and tv set have made a negative strike on girls and women (in particular) of all ages. Some of the anxieties that come with the entertainment industrys perception of what is attractive have the tendency to lead to serious problems such as deplorable self-esteem and eating disorders. From a young age girls have approach the pressure of achieving physical undefiledion even from the toys they play with the unrealistic body-perfect measurements of the touristy childhood toy Barbie.Little girls love from Britain to Brazil love Barbie. Barbie is wiz of the best-selling toys in the world and could explain why Barbie has been accused of lay a negative stereotype for children in society. The big dilemma seems to be Barbies current figure-long legs, skinny waist, narrow hips, and ample bosom. Not only does Barbie key out what society considers attractive but She has of all snipything little girls dream of, a perfect house, figure and boyfriend, Sending a subconscious message to society If you sterilise the body you can getThe guy, the Malibu beach house, with a pink cashable in the garage. As girls grow older they put their Barbie dolls to rest and, along comes a new and more extreme age of what they are clear to new forms of media. Such as the teen magazines featuring articles about boys, salmon pink, and fashion. But They are sandwiched between glamorized advertisements for beaut y Products, messages in one case again being sent of the body perfect and lifestyle perfect Previous childhood messages of the infamous Barbie doll once again being thrusted into the faces of adolescent girls.But this time Britney Spears is the new Barbie and shes real. running game around in her skimpy crop tops and perfect start up star boyfriend she has it all, doesnt she? Young woman (under 25) are increasingly tuned in to a celebrity culture where the models and actresses bodies are considerably thinner than theyve ever been in the past, and is seductive and appealing for young girls to resist. Since these actresses, pop stars are design models for girls nation-wide, they influence the way girls think, behave, and try to look, Scary thoughtBritney whitethorn puff up be the new Barbie. Has the consequent pursuit of thinness become a new religion? And is the media responsible for low self-esteem and eating disorders? That may well be a contributing factor but inescapably it will always be down to the individual themselves. 2003 a category where there is no definite body shape or lifestyle, we should near aspire and embrace being ourselves, not want what the likes of Victoria and David Beckham have, or want Britneys perfect body.The only person that you will have to kick the bucket with all your life is you, not Posh It is important for women, including myself, to realize societys standards of what is desirable are unrealistic as well as unhealthy. So, the next time I go to the gym and stare into the full-length mirror in the womens locker room, I will accept myself for who I am. I may not be as thin as a magazine model or as attractive as a television actress, but be happy with your self as the inner beauty always shines through.

Overstretched European families up against the demands of work and care Essay

safeguard PoliciesIntroduction C atomic number 18 is delineate as provision of what is take into account for welf atomic number 18, health, protection and maintenance of something or someone. Care policies are acts that that guides throng to seek serious consideration or direction so that they pot carry on with their daily activities in an appropriate manner. Care policies must be unique to the type of service world offered and be developed in cooperation with the service community. Policies are developed depending on the need or conditions. However, the insurance policy has to be introduced to the community and explain the afterlife pictures of development. The main concern is to know how to develop policies that stick out the needs of the society. In various parts of the continent there has been a reverse of posts whereby women are getting involved in paid employment. This has altered the traditional role of the father as the breadwinner of the family since this model p resume that women can be strung-out to safeguard for children, frail and older relatives as hearty as modify family members. The paper seeks to acknowledge how bearing policies are developed. The paper focus on the relationship connecting how constituencies formulate attending claims and the manner these kick policies are fain and delivered in diverse regional, national and historical perspective. The main focus is on the share policies for employed rears in Europe, but it also briefly go policies for unpaid perplexityers and disabled citizens. The paper aim at providing an explanation inwardly particular frame lap of the rapport between the connection of claims based on the needs of those who receive and those who provide take, the logics and political frames which are concerned to meet care needs, as good as the implications of such policies to distinct care providers and care receivers. The policy should be consistent with the values, goals and the mission of the service to be provided. The policy should as well be applicable to the management organise as well as the type of service being provided. The care policy should also follow the format used in some other policies. There should also be regulatory and legislative mandates governing the policy as it apply to the type of service. This among other factors will determine how well the policy addresses the need and thus provide the service in the surpass way possible. Every year organizations are called upon to review their policies and procedures so that they can meet the required terms. The book sex and kind policy in a global context by Razavi and Hassim explain how stinting and social rights prevail been traditionally prepared and modeled by the procedure of economic and political change, and by design and normative postulations of social institutions. The book reveals that these assumptions and processes are in depth gendered even in phases where official political likeness has been achieved. The book uncovers the gendered structure of the society and it highlights the significance of thinking ahead of markets and states in societal provisioning, also incorporating interaction analysis between social institutions, particularly family and society. Though there throw off been a lot of radicalization in the care and oddment of work in some communities, the book shows in many a(prenominal) circumstances these alterations have been reestablished rather than masculinity wrinkled inequalities. In order to acknowledge the results, it is important to explore the rapport between the values and presuppositions on which social institutions are represented in different nations and the approaches in which they have structured work gate and burdens to entitlements. Policies and procedures describe how care providers can plan to operate their program. Working parents in Europe have easy access to openly funded schemes offering superior care. European countries prov ide appropriate substitute(a) models of child care. However, different European countries have different systems of child care policies. For example, French child care is anticipated basically as aboriginal childhood education and is free to all kids despite of the socio-economic type. In France, many children are registered in the full-day and undergo same national scheme, with the same course catalogue and their teachers are paid good salaries by the same state bureau. On the other hand, Denmark offers a non-school model with a direct aim of fortune works parents not to educate their children. In European countries child care expenses are considered as a social liability and are funded by the open. European countries also highly regard the Family leave Act as compared to other nations such as United States. European legislative notice also emphasizes on the number of hours that parent work as a significant factor that moulds the approach of how kids are thought about and people providing the care. European working parents work for few hours and weeks so that they can have time to care for their children. This is a very important step since parent care is not easy since it requires full attention. It poses very difficult to balance time between office work and taking responsibility as a parent. The rates of maternal employment are high in European countries, but parents are able to balance between work and family responsibility. There are three major care policies for working parents in Europe which are publicly provided or subsidized early childhood care and education program, paid parenting leaves that allow parents to care for their children without forfeiting their income or jobs, and working time policies that increase alternatives for part-time, reduced-hour and high-quality employment. Collective-bargaining agreements and legislation forbid employers from mistreating part-time employees. European care policies that protect maternal(p) time ar e attached with superior public early childhood care and education program. In unison these policies abide up provision of safe, developmentally nurturing care for kids since birth until the beginning of their primary school. In Sweden, working parents are entitled to 15 months paid parental leave and the parents also have statutory right to work for at least six hours a day until their children turn 8 years. European countries acknowledge the importance of parent care since the parent is the childs first teacher. Parent care is very crucial since it will occasion the child development process. In conclusion, European care policies are cold much better off as compared to other countries such as United States. In European countries child care expenses are well thought-out as social responsibility and are funded by the public opus in U.S. parents pay for child care services. European countries formulate care policies to protect the working parent by offering alternatives such as p art-time, reduced-hour and high-quality employment. These care policies in European countries are very crucial to working parents since they help the parent to balance between work and family responsibility.ReferencesBoca, D. (2007). Social policies, labour markets and motherhood a comparative analysis of European countries. Cambridge, UK Cambridge University Press.Drobnic, S. (2011). Work-life balance in Europe the role of job quality. Houndmills, Basingstoke Hampshire Palgrave Macmillan.Kroger, T., & Sipila, J. (2005). Overstretched European families up against the demands of work and care. Malden, Mass. Blackwell.Razavi, S., & Hassim, S. (2006). Gender and social policy in a global context husking the gendered structure of the social. New York Palgrave MacmillanThe European Model. (n.d.). What we can learn from how other nations support families that work. Retrieved May 29, 2014, fromhttp//www.thirdworldtraveler.com/Europe/European_Model_Families.htmlSource document

Advantages and barriers of harmonizing International Financial Reporting Standards throughout the world Essay

The discipline in outside(a) trade and capital flows that has occurred over the previous two decades has increased the desire to harmonise business relationship bills across the globe. The conjure up of inter subject area story harmonization has been extensively discussed. Numerous academics Ali, J M (2005), Adhikari and Tondkar (1992), Saudagaran (1997) argue that adopting International Financial Reporing Standards (IFRS) would bring great well-beings to society, such as comparability of statements betwixt countries, progression and development of capital markets and confabulation and relationships between multinational companies. It has also been debated by some Blake (199O), Nair and Frank (1981), Nobes and Parker (2004 ), Arpan and Radebaugh (1985), Deegan (2005) that with the rewards gained from harmonization make out some barriers frugal imports, nationalism and the lack of professional bodies.One of the to the highest degree valuable features that would come from harmonization would be the comparability of world(prenominal) monetary information. Currently there is great mis arrests about the foreign pecuniary statements, change comparability would remove this issue and it would also eliminate one of the closely significant barriers to the flow of international coronation. Global harmonization would save beat and money that is presently being spent on uniting differing financial information when more than one set of reports is required to comply with the different national laws or practice Blake (1990). It all in allow for also improve the temperament for history standards throughout the world to be raised to the highest possible take aim and to be consistent with local economic, legal and social conditions. Having one international method of history language is beneficial for the worldwide comparison of statements and understandability.Unifying explanation standards would also help the development and expansion of capital ma rkets. Ali, J M (2005). In the last two decades the growth in capital markets has been precise dramatic. This increase has brought about a number of issues. One concern is the variant in accounting disclosure standards and practices worldwide, which is concerning for a variety of different groups Adhikari and Tondkar (1992). IFRS would hold foreign investors, financial analysts and foreign lenders to have a greaterunderstanding of the financial statements of different international companies and they would be able to compare the investment opportunities which will help them to make the right investment decision. The group that would benefit the most out of the harmonisation of accounting standards would be the Multi-national companies (MNCs) as the communication of financial information within the groups would become easier. With the harmonization of reporting standards it would be easier for MNCs to fulfil the disclosure requirement for stock exchanges around the world. galore (postnominal) of the new foreign investment by MNCs is taking place in developing countries and at the same time that there has been a lancinate decline in new investments in industrialized nations Saudagaran (1997).This means that delinquent to the remarkable differences between financial reporting MNCs have to create many consolidated financial statements in regards to the regulations for each separate country. To do this it takes a great deal of time and resources, this problem would be eliminated by the bridal of IFRS. A subject of debate is whether the accounting regulators take the issue of economic consequences into account when deciding on whether to adopt the IFRS. Many companies do non take on the change as bringing change into their accounting standards will raise costs. This resistance may occur with the harmonization of accounting standards Blake (1990). Nair and Frank (1981) stated national accounting group would lobby in this fashion in aim to minimize the costs associated with changing to a new standard, or to avoid stigma of noncompliance if it chooses instead to miss the new international standard. It is also discussed that accountants may lose their believability if they are to answer to the economic consequences pressures whilst it is also discussed that it is a vital outcome if accounting regulations are to command general support.Blake (1990) tenders evidence of how accounting standard setters were influenced by economic consequence issues in different countries. Economic consequence issues may cause diversity of accounting practices because they are a resolving power of the national cultural and regulatory framework. One of the barriers for harmonization may be nationalism. Nobes and Parker (2004) advocate that nationalism will cause a refusal to accept accounting standards that is to be developed by other countries. Each country follows the article of faith that they have in place the better system and that other countries ac countingstandards are of an inferior nature Arpan and Radebaugh (1985). Some countries that have faults and inadequacies within their standards will chose not to adopt the IFRSs as they can benefit from these ineffiecies. An example is presumption by Carlson (1997) who acknowledges that governments may view attempts by the IASC to alter national accounting rules as infringements upon national sovereignty. Developing nations and those which have been colonies of imperial powers are especially sensitive to intrusions. Wallace (1990) identifies three reasons in favour of survival of the IASC/IASB, including the increasing internationalization of business and finance, the composite nature of its standards, and the absence of rival in the development of global accounting standards. Another political obstacle that may arise, which is discussed by Nobes and Parker (2004) is that there are several countries that are not in the movement of strong practiced accounting bodies.The IASB wanted to work through national accountancy bodies but this is an issue as they are not all countries have effective bodies. The IOSCO came forth with the suggestion of the adoption of IASB standards as an satisfactory basis for the preparation of financial statements to member exchanges throughout the world. This means that a company looking for listing in another country does not have to adjust its reports to fulfil the specific national requirements if the reports are already in agreement with IASB standards Deegan (2005). The need for the harmonization of IFRS is definitely evident. As discussed originally there are a great number of benefits that would arise from this progression. To provide a professional, developing and strong accounting environment it would be necessary. disdain the benefits there are a number of barriers and hurdles that need to be overcome in order to bring about the harmonization of international accounting standards. In order to ensure the uniform applicatio n of accounting standards across cultural and political boundaries IASB needs to ensure that there are strong audit practices and fair values applied in order to bring about the integrity of the standards.

Casablanca †Hollywood Essay

It is certainly undeniable that Casablanca is one of the best know Hollywood classics of all time. But its illustrious reputation does not occupy it one of the best Hollywood classics in history. in that location are primarily two points to that claim, one is that Casablanca did not land a tasteful ending, and trice is that the protagonist of the Richard Rick Blaine, considered as one of the greatest lovers in history, did not actually love Ilsa.The ending of Casablanca is obviously far from classic Hollywood endings, in which all the major conflicts are resolved. It is not that the ending was ailing written, as stated earlier, it is just lacking some elements of classic Hollywood endings. In the concluding part of the lease, Rick and Ilsa had to part ways for piece and final time. They had split up without the knowledge of what the other person in truth feels.This particular aspect of the ending somehow creates a static pr final resultative in the readers because things rema in unresolved, not to mention heart-wrenchingly tragic. Moreover, it is just ironic that event though Casablanca is one of the most loved love stories in film history, the protagonist of the story Richard Rick Blaine seems to be incapable of genuine love. There are several possible reasons why he had left Ilsa in the ending. One of which is that he had an insecurity that he cannot compete against someone comparable Laszlo for the affection of Ilsa.The second possible reason is much worse, he could nominate left Ilsa because he wanted to get back at her for leaving him in their first split up. Again, this paper does not state that Casablanca is pernicious film. It just does not fit the stereotypes of classic Hollywood films and love stories. perhaps its unconventionality had made it one of the most popular films to be ever shown in the big screen. Moreover, the ending of the film and Ricks inability to rightfully love makes the film realistic, thus less fictional.

Dissertation Research Design

Sample Dissertation Methodology numeric Survey Strategy1 Research Methodology1.1 IntroductionThis look project has been one of the most stimulating and challenging feature of the masters course. It provides a chance to endorse, simplify, give chase and even search new facets of ones look topic. The query hail adopted is an important aspect to increase the rationality of the dubiousness associateing to Cress surface (2007). The query onion is a methodology that was developed by Sa beneaths et al (2003).According to the interrogation onion, as shown in figure 4.1, the stallion process is in the form of an onion comprising of various spirit takes. The seek philosophy, interrogation climaxes, research strategies, magazine skylines and the info aggregation method form the divers(prenominal) layers of the onion depicting to each(prenominal) one of the research process. The process involves peeling each layer at a sequence to reach the centre which is the substant ial oppugn of the research. For this research philosophy of presentivism was chosen along with deductive near and mainly using quantitative techniques for selective information collection and analysis (Saunders et al., 2009).The chapter expatiate the research process adopted and continues with an explanation of the entropy collection and entropy analysis methods employed by the research worker including a justification for the plan of attack and method.The throw away method utilize by the researcher is discussed and justified and the chapter continues with a commentary of the limitation of the study end.Finally the issues of observer influence atomic number 18 covered as in the ethical advance to the research and a summary of the chapter is afforded1.2 The Research Philosophy Research philosophy forms the come inermost layer of the research onion. There are three views found on the way cognition is developed and corroborated. souls or groups rely upon their indiv idual experiences, memories and expectations to make logic from situations occurring in the society. This logic gets revised over a point of clock with new experiences which in turns leads to different interpretations. Therefore it is essential to go and understand the factors that impact, govern and affect the interpretations of individuals.According to Denzin and Lincoln (2003) interpretivists believe in multiple realities. Hatch and Cuncliffe (2006) have described how interpretivists get word to draw importation from realities and further creat new ones to analyse the different point of views and to validate them against donnish literatures. Since the aim is to interpret the thinking of social actors and gaining insights using their pointo of views, it lavatorynot be speak (Saunders et al. 2007). Remenyi et al. (1998) described an interpretivist as one who tries to ascertain the details of the situation with the central motive to unearth the working logic behind the si tuation.Eriksson and Kovalainen (2008) point out a flaw which researchers need to take care of while adopting the interpretivism. They translate that beca intake of the closeness of the researcher and the researched, there is a likelihood of a bend in the interpretation. The solution is self-reflectionThis research attempts to ascertain a blood, if some(prenominal), amongst noesis charge framework in an organisation and the behaviour resulting from the knowledge management practices. This approach adopted by the researcher requires to get close to the actors and try and throw light on their acumen of the reality. Thus it end be said that the researcher adopts a interpretivism philosophy.The Research ApproachThe next layer of the research onion is the research approach. The design of the research project mends the choice of research approach adopted. If the research involves developing a theory and hypothesis (or hypotheses) and design a research strategy to test the hypoth eses then the approach classifies as a deductive approach. On the other hand the inductive approach involves selective information collection and developing a theory based on the analysis of the entropy.In an inductive approach a theory follows the info collection where as it is vice versa in case of a deductive approach. According to Saunders et al (2003), researchers in the 20th century criticised the deductive approach stating that deductive approach help establish consume-effect links between circumstantial variable without taking in to account the human interpretation. Saunders et al. (2000) suggest that researcher should be independent of what is being observed, which the deductive approach dictates. Robson (1993) suggests that the deductive approach is a theory testing practice which arises from an established theory or generalisation, and tries to validate the theory in context to specific instances.According to Jashapara (2004) knowledge Management, the central topic of the research, has been around since ancient Greece and Rome and it further mentions that knowledge management is growing at an exponential growth with a rush of literature available. As Creswell (1994) suggests that a deductive approach would be a better approach in such a scenario. Since the data collection for this research involves online surveys by professionals, time is a valuable commodity. In a deductive approach, data collection is less time consuming and working on a one take founding, which is also beneficial for the participant of the survey. Following a deductive approach gibes a highly coordinate methodology (Giles and Johnson, 1997) and can also be basis for future research adopting an inductive approach.1.3 Research StrategyThe research strategy provides a rough painting about how the research question (s) will be replyed. It also specifies the sources for data collection and hindrances faced throughout the research like data opening limitations, time con straints, economical and ethical issues. Saunders et al. (2003) explain that the strategy is concerned with the boilers suit approach you adopt while the tactics involves the details like data collection methods (questionnaire, interviews published data) and analysis methods. There are several strategies that can be employed and they can be classified based on the approach, deductive or inductive, adopted.This research adopts deductive approach. Survey strategy is well suited for this approach. A large amount of data was undeniable to determine the relationship, if any, between the builds defined in the literature review. According to Saunders et al (2003) and collins and Hussey (2003) surveys allows data collection and can be addressed to a good for you(p) audience in a very cost-effective way. Surveys are loosely done in the form of questionnaire, as questionnaire provides standardised data fashioning it easy for comparison. One drawback is the time spent to construct and test a questionnaire. In a survey there is a huge dependence on the participants to consequence the questionnaire causing unnecessary delays. There is also a limitation on the number of questions that can be included in the questionnaire. This limitation is from the respondents perspective if the researcher wants a high quality of response from the participants.Owing to the nature and amount of size required, statistical analysis of data, time available for the research and for economic reasons the survey strategy has been adopted for this research. picking of research methodAccording to Saunders et al. (2003) the research methods are in accord with the methods and utilise for data collection and analysis. Quantitative research is associated with numeric data collection and analysis while, qualitative methods are inclined towards non-numeric or data that is gained from inference. However a combined approach can also be adopted as suggested by Tashakori and Teddlies (2003). The m ain advantage is that the researcher can get a different perspective while attempting to answer the research questions and also make more reliable interpretations, triangulation (Saunders et al. 2009).For this research data was hive away via online questionnaire and was statically analysed and represented using graphs. Number crunching methods are generally used in business and management studies. This method is primarily contri neverthelessed to quantitative analysis. To answer the research question data was also collected from theories and case studies and analysed qualitatively. To present the analysis in a structured manner and articulate the inferences from the theories and statistical analysis could only be done by means of language (Saunders et al., 2009). By making use of qualitative methods the data could be reason under knowledge management environment, organisational knowledge behaviour and Individual knowledge behaviour and with the aid of narrative an attempt to esta blish relationships, if any, between them (Saunders et al., 2009, p.516).1.4 m HorizonsSaunders et al. (2009) suggest that a research can be show in a snap look alike or can have a diary like perspective. A snapshot horizon is termed as a cross sectional whereas the diary perspective is termed as longitudinal. Further Saunders et al (2003) suggest that the time perspective to research ( cross-sectional or longitudinal) is independent of the research strategy.Longitudinal research is adopted when change or development that occurs over a period of time is to be studied. tenner and Schvaneveldt (1991) suggest that in longitudinal studies is very useful in studying human behaviours and development. Longitudinal studies do have a limitation when time is a constraint. In cross-sectional research, a certain phenomenon is studied at a particular point in time. This research tries to explore the relationship between organisational environment and its effect on organisational behaviours in the context of cognition Management. It is aimed to find the relation at the present time so a cross-sectional study is adopted. According to Easterby-Smith et al. ( 2002) surveys are preferred in cross-sectional studies. However Robson (2002) g=further says that qualitative methods can also be adopted in cross-sectional studies by considering interviews carried out in a short span of time.1.5 Secondary Data CollectionAccording to Saunders et al. ( 2003) subaltern data includes both quantitative and qualitative data. Secondary data is unremarkably used in the form of case studies or survey-based research in management and business research. Saunders et al. (2003) have classified thirdhand data under documentary data, complied data and survey-based data as shown in figure 3.1For this research the primary data collection was using online questionnaires. However documentary subaltern data was also unsed in conjunction to the primary data. The purpose of making use of secondary dat a was to explore the existing literature and explore the various facets of knowledge management. Documentary secondary data like books, journals articles were used in this research to define the three constructs explained in chapter 2. Also secondary data was used to explore the literature to define the research question. Books by noted authors and academic journals such as Emerald journals, swetswise e-journals, ebsco host were refereed for the purpose of data collection.The reliability and validity of secondary data relates to the methods by which the data was collected and the source of the data. A quick assessment of the source can ensure validity and reliability of the data. Dochartaigh (2002) suggests the testing of reliability and validity refers to testing the dresser and reputation of the source. Articles and papers found in Emerald and Ebscohost are likely to be more reliable and trustworthy which can be inferred from the continued being of such organisations. Docharta igh (2002) furthers the point of assessment by looking out for secure statement.1.6 Research SampleSaunders et al. (2003) differentiated sampling techniques as probability sampling and non-probability sampling based on their generalizability. Probability sampling meant that the research question could be answered and generalized across the target population, based on the responses from the sample size. Time was a constraint owing to the business of the participants who belonged to Knowledge intensive industry, selecting a sampling method was a challenge. According to Easterby-Smith et al. (2002), sampling methods must snip the amount of data to be collected by focusing on the target population rather than a random sample population. increase sampling was selected to ensure that maximum participants could be reached. The research was carried within 7 organisations across 5 countries. The researcher could not personally know so many professional from IT and other knowledge intensive industry, so a few managers was contacted who subsequently forwarded the questionnaire to others with in their respective organisation resulting in to a homogeneous sample (Babbie, 2008). Manager also had to be contacted since all participants could not be addressed directly due company policies restricting international emails.Since the questionnaire was target at the users of knowledge management tools and practices with in the organisation, the researcher pass along the managers to forward the questionnaire across the organisation independent of the managerial status. Sample plectron was continued till 20 responses from each organisation were received. 140 samples have been considered for this study.1.7 Primary Data collectionQuestionnaire is a form of data collection in which all the respondents are asked the equivalent set of questions in a pre-set entrap (deVaus, 2002). Robson (2002) suggested that questionnaires are not effective in a descriptive research as it is requi res many open ended questions to be answered. All the participants should interpret the questionnaire in the same manner the data collected can be reliable. If the questionnaire is worded correctly, less effort is required to administer the questionnaire (Jankowicz, 2000). Questionnaire can be classified as shown in the Figure below. The differentiation is based on the level of interaction between the researcher and the respondents.The research has an international orientation to it. The respondents are based in 5 countries and it was not viable for the researcher to meet each respondent. So a self-administered questionnaire was the most appropriate option. Time and monetary constraint further helped to narrow down the survey to an online questionnaire where the questionnaire was forwarded to the emails. Email offers a better reliability as the respondents would access their own emails and respond to the questionnaire (Witmer et al., 1999). In this case the questionnaire was sent to the managers who further forwarded the emails to their colleagues. In this scenario online questionnaire was a more feasible option because it is easy to forward emails, unauthorised access to emails would be punishing and the responses would go directly to the researcher without them being disclosed or discussed with.The questionnaire has been dual-lane into two parts. The first part consists of information regarding demographics such as organisation location, age, tenure in the organisation and job role. The second part consists of questions tie in to organizations knowledge management practices, knowledge behaviour and use of the knowledge. The data required for the research required responses from managerial and non-managerial employees working in a knowledge intensive environment. It was required to create an accurate cause effect relationship of the KM practices with respect the organisational environment and behaviour of employees. This required honest responses about t he KM practices.Appendix shows the questions that were asked to define the relationship amongst the construct defined in the literature review. Likert scale has been used to score each question and score will be given from strongly disagree(1) to strongly agree(5) to. In the questionnaire 1 question has been framed using negation and in a reverse order. Podsakoff et al. (2003) suggest that this should be done to ensure that respondent gestate attention while reading the question. All questionnaires were returned within 72 hours. Considering the incentives and time constraints for the respondents the questionnaire was designed so that it does not take more than 8-10 minutes to be answered.1.8 Dota Analysis methodsQualitative and quantitative data has been used in this research. Qualitative data has been used to study the literature about knowledge manangement and define the constructs that for the basis of the research question. Quantitiative data was collected primarily with the help of questionnaire.1.9 Methodological ReviewSaunders et al. (2003) wildness on two aspects of data collection validity and reliability. The validity and reliability of secondary data has been explained in SECTION. Saunders et al. (2007) suggest that in case of a questionnaire pilot testing should be done to ensure the validity of the question and the reliability of the data subsequently collected. The questionnaire used for the survey has been tested on a group, to test the comprehensibility of the content and the logic of the questions. Bell (1999) suggests that a trail run should never be compromised even if time is a constraint. While testing the questionnaire the respondent were asked regarding the time taken to complete, ambiguity of the questions, if any questions caused a uncomfortable feeling or awkward state of heed and the last was the structure. Validating the questionnaire ensures that the response for each question and the motive for the question are the relevant ( Saunders et al. 2000).Reliability of the questionnaire depends on the consonance of the response to the same questions. To ensure this the questionnaire must be answered twice by the respondent at differing time (Easterby-Smith, et al. 2002). This may be difficult due time constraints but should be done. Mitchell (1996) suggests that the responses of the questions should be checked for consistency within the subgroup. In this research the questionnaire has been divided in to 4 sections. During the pilot testing the responses where checked for consistency with in each section to ensure the reliability. The results can be generalise to an extent due to the sample size and inferences are gathered based on the statistical analysis. Steps have been taken to ensure the anonymous nature of the questionnaire so that the responses are honest and unbiased.