Impact of Leadership and Motivation on Organizational Culture and Essay

Impact of Leadership and Motivation on Organizational Culture and Performance - Essay Example A review of a considerable proportion of existing literature that has been published in the field of leadership and its impacts on organizational culture and performance finds that these three factors have been independently interconnected. Experiential researchers have mentioned that a true leader will always play a crucial role in enhancing organizational culture and subsequently performance. Furthermore, a number of aspects of the organizational culture literature imply that the role played by leaders in a critical enabler of creation and maintenance of specific types of culture. Equally, the literature published in the field of leadership states that the capability of understanding and work in a culture is a prerequisite to becoming an effective leader. However, in spite of the inherent and explicit linkage between leadership, organizational culture and performance are segments of organizational theory, very little concentration has been devoted to understanding the association b etween the concepts and the effect that such a relationship may have on organizational performance. The deficiency of critical literature exploring the performance repercussion of the links between leadership and organizational culture is highly surprising given the fact that there are plenty of reference regarding the references to the importance of leadership and organizational culture as far as the smooth functioning of an organization is concerned. A brief overview of the history of literature regarding the topic of leadership finds that the researches on leadership and organizational performances can be broadly classified into a number of relevant categories. Early researches on leadership emphasized on identifying the personality traits that characterized successful leaders. According to trait theories successful leaders are born and they have certain instinctive qualities that differentiate them from no leaders. However, the difficulty in classifying and corroborating these a ttributes led to a pervasive criticism that in turn paved way for the emergence of style and behavioral leadership approaches. Behavioral and style oriented leadership shifted the focus away from the attributes possessed by leaders to the behavior exhibited by them.

Inofrmation technology applications in marketing Essay

Inofrmation technology applications in marketing - Essay Example Ultimately, the actual search terms that are most likely to be used with regards to the product offered have been utilized as the sole determinant of constructing these localized SEO parameters. From a cursory overview of yipalace.com, it is patently obvious that SEO has not been engaged to a proper degree as the website does not accrue a high ranking on the pages returned even for the terms that can be considered as key words for this local search. As a means of ensuring that SEO was at a maximal level, it would be necessary to engage in a three step process that would include: increasing prominence, preventing crawling, and increasing the level of indexing. Of all of these three strategies, increasing indexing would likely be the one that this student would recommend due to the fact that the current level of indexing that is reference by yipalace.com is practically non-existent. As such, this would be one of the SEO tactics that could be engaged at relatively low cost and return a much higher level of traffic over time. Regardless of the strategy that is used, an understanding of the consumer and the habits that drive them will need to be taken into account prior to any SEO taking place. Another key aspect with regards to SEO is with respect to the fact that mobile applications have fundamentally altered the way in which SEO is performed. Rather than merely being concentric upon getting the right combination of indexing, preventing crawling, and increasing prominence, the glut of new mobile phone applications and the litany of different search browsers that come packaged with them has caused the process of SEO to become more difficult to perform across the board. As such, it is necessary to consider the demographic trends and market presence that the firm wishes to have and what method through which the website is most often visited. As such, if it is determined that mobile platforms make up for a large percentage of overall traffic, then it is necessary to f ocus the SEO upon he way in which these different mobile platforms utilize apps and/or their native browsers to search the internet. If however it is determined that a very small percentage of overall traffic comes from mobile devices, seeking to expand a relatively large amount of money on seeking to garner but a few customers is not financially reasonable. 2. The past 40 years had noted a dramatic increase with respect to the overall level of mobile devices that are used for purposes of business and pleasure throughout the world. However, as the year 2015 draws to a close, it can definitively be stated that the impact of mobile computing with regards to communication and marketing is more important now than it was at any previous time in the future. In the same way that personal computer revolutionize the way in which computing took place, mobile computing has redefined the manner through which the individual communicates, the business entity markets, and computing is represented within the current world. Whereas but a few brief years ago an individual would be constrained to their desk as a manner of reaching potential clients and/or sending something as simple as an email, the communication platform that the mobile device now offers allows for a much greater degree of efficiency even if the individual in question is not within range of a Wi-Fi signal and/or within range of traditional desktop PC and keyboard. Further, perhaps the greatest shift that can be noted outside of the sheer ease of communication that these devices

The Warrior Maiden Essay Example for Free

The Warrior Maiden Essay The Oneida tribe is a Native American people that belong to the Iroquois Confederacy, which settled originally in upstate New York. The name that the people give themselves is derived from Onayotekaono, meaning the People of the Upright Stone. The story of the Warrior Maiden is not necessarily specific to the Oneida tribe, but it is actually a rather common legend among the Native American peoples. However, the story is to be found in different versions that are, for their most part, dissimilar and adapted to the particular tradition of each tribe. The Southern tribes, such as the Hopi people who are based in Mexico, have an almost entirely different version of the Warrior Maiden story. The Oneida version of this legend offers a memorable and very beautiful example of a true heroine: the young maiden, named Aliquipiso saves the Oneidas from their rival tribe, the Mingos, through unsurpassed courage and self-sacrifice. The legend has a great significance for the history and the culture of the Iroquois and of the Oneida people especially. Thus, first of all, the story gives an example of a perfect heroine of the people, a maiden that was respected not only by those that knew her and saw her brave heart and her pure spirit, but also by all the following generations that remembered her name. Aliquipiso literally saves her people from dying of hunger, during a war with their most dangerous enemies, the Mingos. The legend is set evidently to a time before the arrival of the white colonizers. As the story has it, after a devastating invasion, the Oneida people found refuge from their enemies in the depths of the forests, in caves and desolate mountains where they were indeed protected but where they could die of hunger because of the lack of provisions. The only option for the tribe seemed to be either to perish in their hiding places by starving or to go out and get killed by their invaders. During the council, the young maiden named Aliquipiso came forward and told them that she herself is willing to sacrifice her life i n order to lure the Mingos up to where the Oneida people were hiding, and thus get them all killed and deliver her people. The warrior maiden acts according to her plan, and, in order to enhance her credibility in the eyes of the enemies, she even takes the fire torture that the latter submit her too, pretending to surrender in the end because of the unbearable pain. Her valor and her willingness to be  sacrificed for the safety of her people are so great that she lets herself be killed in the attack along with the enemy tribe, as it was inevitable. Thus, the warrior maiden stands out as an example of wisdom, courage, purity (as the fact that she was a maiden indicates), moral integrity and self-sacrifice in the name of her people. The young woman fits therefore a pattern common to most of the Native American legends: she represents strength combined with purity, as the title that is given to her also indicates. She is a maiden, therefore she is morally and spiritually intact, but at the same time, her modesty is combined with the absolute strength given by her limitless courage. These two essential qualities obviously hint at the heroic ideal according to the Oneida culture and tradition. Also, the warrior maiden is a model for her people and she represents national pride. Besides the notion of heroic ideal, the legend of the Warrior Maiden contains a very significant allusion to the very foundations of the Oneida culture. Thus, the very name of the tribe is derived, as already indicated, from the phrase People of the Upright Stone. The plot of the story becomes thus very symbolic: the enemies are destroyed with the help of the maiden that lures them to the secret and inaccessible hidings of the Oneidas, by crushing them with giant rocks fell from the mountain top. This particular means of destruction can be interpreted as a hint to the title that the tribe gives itself: the phrase upright stone has multiple interpretations, ranging from the idea of uprightness, justice and correctness, to that of unbeatable and crushing strength given by the moral force and purity of the members of the tribe: We are hiding on top of a high, sheer cliff. Above us, the mountain is covered with boulders and heavy sharp rocks. You warriors wait and watch here. I will go t o the Mingos and lead them to the spot at the foot of the cliff where they all can be crushed and destroyed.(Erdoes and Ortiz, 253)A third and even more significant connection between the legend of the Warrior Maiden and the traditional culture of the tribe is the fact that the Iroquois societies were, for their most part, matriarchies. Thus, for example, the council of the tribe was chosen by the clan mothers or matriarchs, the female leaders of the people. Moreover, the gendered division of the labors and attributions of each tribe member also hint at the strong tradition of the Oneida that gave a favored  place to women in society: Iroquois societies were strongly matrilineal: women controlled agricultural lands, the election of leaders and, to some extent, warfare [†¦] The gender-based division of labor made women responsible for agricultural work and housekeeping, while men hunted, fished, and traded, although there were also women traders. Government and warfare [†¦] were also male activities although the clan mothers heavily influenced decision-making. It is essential to note therefore that in the Iroquois society women had very important roles: besides the fact that they were wives, mothers and housekeepers they also controlled agricultural work, and to some extent, warfare. Women thus played an active part in society, as influential leaders. In this context, the legend is easier to interpret: the Oneida, as a people that honors women will be expected to give them a special place in their mythology. Thus, the warrior maiden takes here the place of a true leader of the people and a commander that orders the attack on the Mingos and thus, in a way, she plays the part of a man also: The Mingos crowded together in a dense mass with the girl in the center. Then Aliquipiso uttered a piercing cry: Oneidas! The enemies are here! Destroy them!(Erdoes and Ortiz, 253) The warrior maiden becomes a symbol of the brave women, as the story tells us: The Great Mystery changed Aliquipisos hair into woodbine, which the Oneidas call running hairs and which is a good medicine. From her body sprang honeysuckle, which to this day is known among her people as the blood of brave women.'(Erdoes and Ortiz, 253) The warrior maiden hair and body transform into woodbine and honeysuc kle respectively, both of which are considered to be medicinal plants that have a great healing power. As it is widely known, for most of the Native American cultures, the plants play a very important role in medicine but also in various types of religious rituals and invocations of the spirits. Moreover, the metamorphosis of the maiden into these plants is in concordance with the strong agricultural tradition of the Iroquois. The transformation of the maiden into these two plants also signals the status that the warrior maiden has inside the Oneida culture: she is much more than a heroine; she is a mythological figure, symbolizing the purity and the strength of the female. The maiden is also, like most of the legendary heroes, an embodiment of the divinity, the Great Spirit in this case, which speaks and acts through her as the members of the clan acknowledge: The  Great Spirit has blessed you, Aliquipiso, with courage and wisdom, he said. We, your people, will always remember you.(Erdoes and Ortiz, 253) The legendary figure of the maiden is thus a symbol, something for the future generations to remember with honor and to set as an example: The story of the girls courage and self-sacrifice was told and retold wherever Oneidas sat around their campfires, and will be handed down from grandparent to grandchild as long as there are Oneidas on this earth.(Erdoes and Ortiz, 253) She is at once the pure maiden, the matron, the chosen heroine inspired by the Great Spirit, and a courageous warrior. The fact that it is a woman who saves the whole people from perishing in the hands of the enemy tribe is very significant. Although women were not associated with physical strength or with skills on the battlefield, they are praised and honored for their spiritual qualities and their purity. This combination between purity and strength demonstrates that one of the most important characteristics of the Oneida culture is the belief that physical or mere heroic strength is not the greatest virtue. Perfection comes thus from the spirit or wisdom, paired with honor and courage and the devotion to noble causes. Thus, the warrior maiden is a symbol for many different virtues that put together form the perfect heroine. The legend itself tells very significant things about the Native Indian cultures in general and the Oneida culture in particular. The story offers at once hints to the heroic ideal of the Iroquois, to the cult of the female gender specific to some Native American peoples and to the metaphoric significance of the tribes name. The most important conclusion to be derived from the analysis of the story is therefore the fact that there is a tight connection between the legend and the values and ideals specific to the Oneidas. Other versions of the Warrior Maiden legend, such as the variant told by the Hopi tribe, also render the image of feminine modesty combined with spiritual strength. In the Hopi tradition, the maiden actually fights against the enemies of her people, because she is left alone at home with her mother, who at the time of the attack was just combing her hair. Once more, this feminine detail emphasizes the delicacy of the maiden, as well as her hidden strength. Thus, although the details of the plot differ, the main contention of both the Oneida and the Hopi versions of the legend is that strength can come from the spirit,  as well as from the body. The legend thus demonstrates the importance of the female cult for the Native Americans, to the extent that these people have created a mythology to explain female braveness. Works Cited: Erdoes, Richard and Alfonso Ortiz. American Indian Myths and Legends. New York: Pantheon Fairy Tales and Folklore Library, 1984. Oneida Culture. Indian Country Wisconsin. http://www.mpm.edu/wirp/ICW-57.htmlOneida Culture and Language. http://www.native-languages.org/oneida.htm

NVQ and Competence - Essay Essay Example for Free

NVQ and Competence Essay Essay In this supporting paper to the presentation, the purpose, the nature and the advantages and disadvantages of NVQ will be stated and analysed; finishing with a conclusion as to whether to follow a NVQ or not. The definition of an NVQ is â€Å"A statement of competence clearly relevant to work and intended to facilitate entry into, or progression in, employment and further learning, issued to an individual by a recognized awarding body†. A national vocational qualification (NVQ) is a collection of vocational qualifications (previously unstructured), which have been integrated into a single assessment standard. This has been done in order to have a nationally recognised level of academic achievement which enables employees to have a clearer level of each job applicant’s respective competency. Competency can be defined as:- ‘An underlying characteristic of a person which results in effective and/or superior performance in a job’ (Boyatis 1982, p21) Due to the heavy promotion by the Learning Skills Councils, (LSC’s) and the Department for Education and Employment; the majority of vocational qualifications are either part of the NVQ scheme, and in the rare occasion that it isn’t, most commonly when the qualification is of different nature of those offered by the NVQ syllabus, the qualification will have its equivalence identified to its respective, specific, level of the NVQ system in order for those nationwide (familiar with the NVQs) can have more clarity as to where such candidates stand on the level of competency. NVQs have been developed to suit all occupational areas, with each occupational area there are eight levels with the NVQ system to complete to attain ‘full competency’. This is structured in such a way that level one is the most basic and level eight, the most advanced level of NVQ. The ideal situation of training for competence is done by the manifestation of the development of candidates’ abilities to perform the specific tasks which coincide directly with the nature of the job in its respective department, in terms of performance results (grading), with specific indicators. NVQs have originally been developed with the purpose to serve as a reaction to the ‘confetti-scattering’ style of training which is sometimes carried out by some establishments e.g. a company which sends their staff on off-the-job training with just the objective to learn one particular skill. This training style results in the candidates becoming one-dimensional, due to  having a limited knowledge of skills. NVQs have, in fact been developed in order to give these candidates a more rounded knowledge, thus enabling them to be more versatile, efficient in their respective job positions. The design of NVQ has been structured in such a way that in each of the eight levels, there are mandatory and optional roles (or modules); these are comprised of a collection of several units, those of which are to be completed to be able to progress onto the succeeding level. The table beneath can be used in aid to understand the structural layout of each level in NVQ. There are several advantageous principles adopted by the NVQ system. These include:- 1.The NVQ qualifications are open access in the sense that no prior professional attainment or experience, nor qualifications are required, each candidate will be categorised level (1-8) after a means of analysis (be it a test or a review of current skills/ experience currently obtained). 2.The focus-based learning format of the NVQs. Progression from one level to next is based on when the criteria to advance has been met, this can be as quick or long as the individual will take to learn, opposed to other assessment standards where the timescale restricts the learner to learn in its set time. An example of this is that it is impossible to complete a Master’s Degree quicker than in a year. 3.Flexibility is a key aspect of NVQs, as they are not generally attendance based – in conjunction with the focus based learning aspect of the qualification where the learner can take as long/short as they want. This also enables candidates to continue with their respective business demands of their external employment, in conjunction with following NVQs. 4.School Integration is available to the NVQs (GNVQs), this enables candidates to have early access to the hands on approach, which runs alongside other assessment standards (e.g. An alternative run in the same centres as A –levels etc.), thus showing equivalence in value and progression routes, thus giving more viable options to the candidates). 5.Portfolio based work proves to prospective employees that a track record is available showing day to day skills being learnt, thus proving the levels of understanding and competence of each candidate. 6.Prior Accreditation being put into consideration as to which level they will be categorised, enables the candidate to use their  qualifications/experience regardless of where from, as long as relevant (i.e. A-levels, training at work etc., enabling an individual to start in a more advance d level). NVQs also have a few disadvantageous aspects when following their assessment standards, these include. 1.Labour intensive nature of assessment there is a lot of practical work undergone in the NVQs 2.More focus in gaining evidence than actual learning, lack of cognitive learning amongst candidates. As most of the proof (to validate competency level) is done via the production of a portfolio and the presenting of a track-record , this can easily turn into a ‘paper-chase’ rather than the actual focus on the learning processes of the qualification. The also, ‘going through the motion’ nature of the NVQ can also enable the candidate to not be able to reason, simply performing tasks without having true understanding. 3.Quality of assessment can, due to the large numbers of assessors, have a large variance as the marking of each individual can differ. Especially with the different interpretations of some of the jargon developed by the NVQs assessment grading schem es 4.Partial Competence due to selection of optional modules/ reduced definitions and details, as each candidate can choose their modules in the option roles category and each module having different aspects and natures, the candidate may be subject to effectively not gaining an entire knowledge in their respective occupational fields. An example of this would be (referring to table above) where each module has a code which labels the nature of the unit. Take ‘C5’, With C symbolising say, ‘Managing Self and Personal Skills’, one opting out of such a unit, could prove to give them less than the complete set of skills an NVQ could offer, thus lowering competence. To conclude, NVQs are a system devised by the government to help those in various situations, both academically and professionally in order to make them more competent in their respective field in a nationally recognised manner to potential employers. There are a range of advantages and disadvantages to the candidates as well as the employers, such as not having to follow a timescale in learning and also in not receiving a full knowledge due to optional module selection, but as to whether one should be followed  or not, according to the studies that have been carried, out should go hand in hand in the individuals situation.. For instance, one that is currently employed may not be able to dedicate a lot of time to their qualification course, would suit an NVQ whereas, an individual wishing to say, be a medical doctor, a career where having extensive knowledge of their occupational area is vital, would not suit following an NVQ course, where modules are optional and perhaps having re duced knowledge. Bibliography 1.Armstrong,M(2012)Armstrong’s Handbook Of Human Resource Management Practice, 11th edition, Philadelphia: Kogan Page Limited. 2.Hall,L. Taylor,S. Torrington, D. (2008) â€Å"Human Resource Management†, 7th Edition. Pp. 399-407 3.Blosi,W.(2007)An Introduction To Human Resource Management, London: McGraw-Hill Education 4.Marchington,M. Wilkinson, A. (2005) Human Resource Management At Work People and development, London: Chartered Institute of Personnel and Development 5.Lundy,O. Cowling, AG, (1996)Strategic Human Resource Management, London: Routledge

Video-psychology-past, Present Essay -- essays research papers

Past, Present, and Promise   Ã‚  Ã‚  Ã‚  Ã‚  'Past, Present, and Promise'; is the first volume in the twenty-six volume set. The video begins by introducing the series and going over basic definitions such as the definition of psychology. The video continues on by giving an example of a disorder that psychologists may work with- multiple personality disorder. A woman who has an extreme case of this disorder is introduced. At times she believes she is a scared seven year old girl named Carol, and at other times she has a coarse personality of a man named Devan. After describing the characteristics the host explains how this disorder is usually caused by childhood traumatic/sadistic experiences and is used to mask emotions.   Ã‚  Ã‚  Ã‚  Ã‚  In introducing behavior, the video shows several clips from Candid Camera back in the 50s. Junior High boys and girls have conferences with their new teacher who is either a handsome man or an attractive woman, pairing the boys with the woman and the girls with the man. Once the teacher walks away both the girls and boys either break out into laughter or smile embarrassingly. Why did they act this way? The video states that two factors affect personality: dispositional and situational. Dispositional factors are those that are a part of us and internal such as genetics, attitude, and personality. Situational factors are those that come from the environment such as sensory stimulation, rewards, and punishments.  ...

History of Herman Melville :: essays research papers

Herman Melville was born in New York City on August 1, 1819. He was the third child of eight. Herman went to school early in New York City. His dad used to travel a lot and used to tell him stories which sparked his love of adventure. His father was always on boats and told stories about the giant waves and the ships breaking like sticks. His father also enjoyed talking about Liverpool also, being that it was one of his father’s favorite places to visit. His father was an importer of French goods and became bankrupt and insane and he died when Melville was 12. When his dad died the family moved to a small town along the Hudson River and he stayed there until 1835 which is when he went to the Albany Classical School for a year or so. Herman’s mother was left alone to raise eight children. When Herman was 7 he had scarlet fever in and it left Melville with permanently weakened eyesight. Richard Henry Dana wrote a book called â€Å"Two Years Before the Mast†. That book was published in 1840, and was at once talked of everywhere. Melville must have read it at the time. The next year after he read it he once more signed up for a ship, and on January 1, 1841, sailed from New Bedford, Massachusetts harbor in the whaler Acushnet that was going for the Pacific Ocean and the sperm fishery. He didn’t leave much information as to the events of this time, but he may of wrote â€Å"Moby-Dick† because of this time. Melville decided to abandon the vessel when it got to the Marquesas Islands and when he was there he wrote â€Å"Typee† and its sequel, â€Å"Omoo†. After staying on the Marquesas Islands he shipped for Honolulu. He stayed there for four months and worked as a clerk. He joined a ship called which reached Boston and the continued stopping on the way at one of the Peruvian ports in 1844. While he was there he used his experiences to wr ite â€Å"White Jacket† Herman Melville married Elizabeth Shaw on August 4, 1847. This was the end of all his travels on ships. Herman Melville and his wife lived in New York City until 1850. In 1850 they bought a farmhouse at Pittsfield. Herman Melville stayed here for thirteen years and continued with his writing, and taking care of his.

Mother love

A family that consist of a mother, father and a child. From the moment an expectant mom have a positive pregnancy test, her heart Is overwhelmed with Joy and excitement. That a she is carrying a life In her womb. A life that she have to keep for nine months. That finally she can call her self a mother. That after nine months she will finally carry a child In her own arms.In the span of nine months, every doctors appointment Is excellent. To know If the baby Is doing well. Each milestone Is memorable. From the first time of hearing your baby's voice for the first time thru ultrasound. A heartbeat that pounds so fast. Then sooner you will feel the first movements of the child In your womb. A feeling that someone Is poking your womb from wealth. Sooner, movements are more recognizable that make this stage of pregnancy more exciting.At that stage, the baby an recognize sounds and voices that you can now talk to the baby in you womb. As months pass by, you won't even recognize how time pa ss by. While waiting for the final month and day that you will finally give birth to your child. Everybody is excited from buying clothes for the child and choosing names from simple to complicated ones. And until the final day, the birth of a child gives Joy not only to the mother who carried it for nine months but with the rest of the family.

How does Pinter exploit the verbal and the visual in the Birthday Party

The Birthday Party is a play in which the visual and the verbal are carefully put together to create certain effects in the spectators. Pinter exploits both the verbal and the visual to show the personalities of the characters as well as their relationships, often with much ambiguity as the visual and verbal do not always match. Indeed, the contrast between the visual and the verbal can at times be very disconcerting for the spectators, creating an atmosphere of uncertainty and secrecy. Pinter also explores power, both verbal and visual, and how it is used to create fear and violence as well as the idea of secrecy. Obviously, the verbal and visual are very important for the characterisation, it is through what characters say and do that we are able to know more about them and the other characters. Petey is the first character that we see on stage, he is also probably the character that we doubt the least; for example, when he says that it is his chess night we are inclined to believe him. He is perhaps the only character, aside from Stanley, who is not taken in by Goldberg and McCann, which we see through his questioning their actions; â€Å"Where are you taking him?† He also is not seduced by Goldberg's speeches the way Meg and Lulu are, all he says after Goldberg talks about his childhood is â€Å"Well, we all remember our childhood†. Petey's blunt manner here shows that he is not really interested by the two newcomers, perhaps why he does not stay for the party. Petey is also quite blunt with his wife, Meg; he answers her questions but does not really elaborate what he is saying or take any interest in her, often just answering â€Å"yes† or â€Å"no†. The spectators get the impression that he would much rather be left alone, in fact the only things he seems to show any real interest in are the paper and his chess night, thus making it seem that he prefers the â€Å"outside† world to the community in the boarding house. Meg is almost the exact opposite to Petey. Unlike him, the boarding house community seems to be her world; the only time she leaves is to go shopping. She is also very proud of it, saying â€Å"this is a very good boarding house. It is. It's on the list† to Petey. Meg seems to be quite simple, asking stupid questions and making obvious statements such as â€Å"But sometimes you go out in the morning and its dark†. She also seems to believe everything people tell her, for example, she believes that Stanley is a concert pianist despite this being very unlikely. She is a trusting character who latches on to others, perhaps because her own husband does not seem to care for her. She admires Goldberg and listens to what he says; it is he who suggests that she throw a party for Stanley's birthday and she asks him what she should drink and whether she looks nice; she seems to want his approval.Sentence and Verbal Communication She also cares for Stanley, saying â€Å"he's [her] Stanley now†, and despite the fact that he sometimes bullies her; she still cares about what he thinks, for example, on page 21 after he menaces her she says in a small voice â€Å"Didn't you enjoy your breakfast Stan?† The audience gets the impression from what she says, and perhaps the nervous facial expressions we could imagine her to have at this moment, that she worries a lot about pleasing Stanley, an idea emphasised by her panic when she realises she has nothing to give him for breakfast on page 70. Overall, verbally and visually, Meg seems to be a simple and trusting character that cares a great deal about her guests and what they think. However, her last words, â€Å"Oh, it's true I was. (Pause) I know I was.† perhaps show that she is not so trusting as she seems as the pause and repetition could mean that she is trying to convince herself that what she says is true while she knows that it is not. Meg's uncertainty also appears at other points in the play where the stage directions say that she is uncertain or uneasy, such as on page 54. Perhaps this uncertainty is simple because she is not comfortable in social situations or maybe she thinks the others are making fun of her, for example, when Goldberg asks her to make a speech. The audience can get the impression that she chooses to believe the others because it is easier than confronting them, which could cause her whole world to fall apart. A lot of Meg and Petey's characterisation is done through their relationship with each other. Indeed, Pinter exploits their dialogues to add humour to the play. The fast rhythm created by the short sentences shot back and forth can remind the audience of a tennis game while Meg's constant questioning can make the audience laugh, for example on page 11: â€Å"Petey: Someone's just had a baby Meg: Oh, they haven't! Who? Petey: Some girl. Meg: Who, Petey, who? Petey: I don't think you'd know her. Meg: What's her name? Petey: Lady Mary Splatt. Meg: I don't know her.† Their dialogue is full of pointless questions, obvious statements and vague words such as â€Å"nice† which is repeated 15 times throughout the dialogue. It seems obvious to the audience that they are speaking simply for the sake of it, to fill the gap created by silence, as Meg often asks a question after a lull in the conversation to try and keep it going. The way some of the dialogue is repeated in the third act also emphasises the routine of Meg and Petey's lives as a married couple. Their actions also seem quite stereotypical, for example Petey, the husband, reads the paper while Meg, the wife, makes him breakfast, tidies the room, darns and goes shopping. Thus both the visual and verbal come together to show Meg and Petey as a comedic, stereotypical, old married couple. Lulu is a neighbour; she is the character who seems to care about visual appearance the most. The first time we see her in the play she starts putting on makeup and tells Stanley to take more care over his appearance. However, despite her saying that he looks â€Å"terrible† she still asks him to go for a walk with her. Thus showing that what she actually says is not always what she thinks as if she attaches so much importance to appearance she would not want to go out with him. Lulu is also attracted to Goldberg because of his verbal power, indeed she says â€Å"That was a wonderful speech† and â€Å"you're a marvellous speaker† to him. Therefore we can assume that speech is important to Lulu. The audience only finds out what happened between Lulu and Goldberg the next morning, although we are made aware that they are attracted to each other at the party when they embrace, by what they say. However, neither character says exactly what happened; we have to guess through hints that are made. Whereas the night before the two were physically very close, Lulu sitting on Goldberg's lap, in the morning Lulu keeps away from him, it says in the stage directions that she backs upstage left and retreats to the back door, thus creating a visual reminder of their separation. What is actually said is quite ambiguous; Lulu insists that Goldberg is the one at fault, comparing him to Eddie, her â€Å"first love†, saying â€Å"he wouldn't come into my bedroom at night with a briefcase† and â€Å"you made use of me by cunning when my defences were down†. However, Goldberg replies â€Å"Who opened the briefcase, me or you?† and â€Å"Who took them down?†, thus implying that Lulu can only blame herself for what happened. Despite the seriousness of this scene and Lulu's being obviously upset there is also humour when Lulu says â€Å"You taught me things a girl shouldn't know before she's been married at least three times!†. This adds some humour to the otherwise serious dialogue but makes Lulu lose her credibility. The ambiguity remains about whether Goldberg did use Lulu against her will as in previous scenes Lulu has acted in a quite experienced manner. Lulu does seem like a character who is quite sure of herself at other times; she doesn't mind saying what she thinks, for example she criticises Stanley, saying â€Å"you're a bit of a washout, aren't you?† As well as this, at the end she leaves the house without giving in to McCann and confessing. Indeed, she actually says â€Å"I know what's going on. I've got a pretty shrewd idea.† it's not certain whether this is true but either way it shows that she does possess a certain amount of intelligence as she knows Goldberg won't want people finding out what they did to Stanley. Overall, Lulu shows through what she says that she is an intelligent character but her relationship with Goldberg shows that she may act in a more experienced way than she is. Stanley is another character who shows a lot of pretence, the way he speaks and acts changes depending on the characters he is with. Throughout the entire play we wonder who he really is and what he is doing in the boarding house. In a way he plays many different roles in the play. With Meg he is a son, a boarding house guest or a angry lover, with Lulu he tries to be a â€Å"real† man, with McCann and Goldberg he tries to be strong but he soon breaks down. Indeed, it is hard to work out exactly who Stanley is without looking at each of his relationships with the other characters. When we first see Stanley, he is dressed in pyjamas and is unshaven; he could seem like a stereotypical lazy teenager, especially as he has slept in. Indeed, before we see him Meg and Petey talk about him and Meg continually calls him â€Å"the boy†. She also says that she'd rather have a boy when Petey tells her that a Lady Mary Splatt has had a baby girl. This could lead the audience to believe that Stanley is their son. When Meg goes to wake him up we do not see what happens, we simply hear laughter from Meg and shouts from Stanley, and it is not certain exactly what is happening. Perhaps Meg is tickling Stanley (something that she later threatens to do), perhaps she is taking his covers or perhaps she is doing something of a more sexual nature as when she returns she is panting and her hair is messed up. The first dialogue we see between Meg and Stanley involves Meg continuing to treat him like a child, saying he can't have his second course until he's finished his first. However, Stanley does not act like a child; he threatens to leave Meg, saying â€Å"I'll have to go down to one of those smart hotels on the front†. Later on, Stanley morphs back into a child, teasing Meg when she tells him to say sorry first, replying â€Å"Sorry first† instead of sorry, while Meg says he deserves the strap before becoming flirtatious, speaking â€Å"coyly†. The speed in which Meg changes both verbally and visually from treating Stanley like a son to a lover is quite startling, one second she is ruffling his hair and the next she is sensually stroking his arm. However, one thing remains constant, and that is Stanley's reaction to her touching him, every time he recoils or pushes her away. He also criticises her verbally, saying she isn't a good wife and doesn't know how to make tea. It is due to all this changing that the audience does not know for certain what their relationship is, we do get the impression though that they have had a sexual relationship is the past as Meg says â€Å"I've had some lovely afternoons in [your] room† and asks him to give her a kiss on page 36. It seems as though Stanley is ashamed of what happened though, which is why he treats her so badly. Stanley's relationship with Lulu is quite different. He tries to talk to her, talking about the weather in a way which echoes Meg and Petey's conversation. This makes it seem as though he has very little contact with anyone else as this is the only way he knows how to talk, an idea emphasised by Lulu asking him if he ever goes out. He also lies to her, saying he went swimming â€Å"all the way to the headland† that morning, which we know to be untrue, and asks her to go away with him but does not know where to. This dialogue shows that Stanley is socially inept as well as emphasising his lack of contact with the outside world. Stanley's relationship with McCann is hard to ascertain, we can not even be sure whether they knew each other before coming to the boarding house. Although, at the beginning of the second act McCann asks Stanley if they've met before and Stanley replies that they haven't, Stanley later goes on to say that he's â€Å"got a feeling† they've met before. They both whistle the same song, making it seem as though they do have a link. Stanley tries to act verbally powerful with McCann, mimicking Goldberg; he talks about his past and business, a theme which Goldberg made a speech about in the first act. However, Stanley soon falters in his speech, pausing and ending with the words â€Å"Do you know what I mean?† which McCann answers with an abrupt â€Å"No†. This shows the audience that McCann is not really interested in Stanley's words, and perhaps that he is not taken in by his lies. The power of speech does not seem to work well with McCann as he refuses to answer Sta nley's questions about why they are here, thus making Stanley seem quite weak, especially compared to the threatening and violent Stanley we saw with Meg in the first act. It seems that Stanley knew Goldberg, or at least of him, prior to his arrival at the boarding house as he seems afraid of him before he has even spoken to him: In act one when Meg tells him Goldberg's name he does not reply, just stays sitting still, the audience could think that this is because he is afraid as if he didn't recognise the name he would've perhaps said so when Meg asked him. He also asks McCann questions about him, although he does not say Goldberg's name but simply refers to him as â€Å"he†. Goldberg however says that he â€Å"hasn't had the pleasure† when Meg asks him if he's met Stanley, this fits with McCann's refusing to acknowledge that Stanley may have known him before: the two characters try to hide any links they may have with Stanley. Stanley also tries to make Goldberg leave, again showing his fear of him, either because he is from some kind of organisation that Stanley has run away from or because Stanley is simply afraid of â€Å"outsidersà ¢â‚¬ . Thus, Stanley shows his fear through what he says, despite never stating that he is actually afraid. Stanley's relationships with Goldberg and McCann revolve around secrecy and power. Indeed, the characters of McCann and Goldberg themselves seem to be defined by their power as well as their origins, which are shown verbally and visually McCann is a typical Irish name, and the two Christian names he is called by in the play, Dermot and Seamus, are also typically Irish. As well as this we could imagine that the character speaks with an Irish accent. There are also certain humorous things to do with McCann's â€Å"irishness†. Firstly, when Stanley asks him where he is from he replies â€Å"Where do you think?†, this could seem funny to the audience as it is plainly obvious that McCann comes from Ireland. Secondly, McCann refuses to drink Scotch whisky, pouring himself Irish whisky instead. McCann is also characterised by his physical power. It is always he who carries out physical actions, such as breaking the glasses, bringing Stanley downstairs and fighting physically with him. McCann's physical power is easy to see but this power also causes him to act like a servant as he has to carry the suitcases and the alcohol. This is a visual reminder of Goldberg's superiority to him, which is shown verbally by both characters in the play as well. For example in the first act McCann asks Goldberg many questions and needs assurance from Goldberg, making it obvious that it is he who is in charge. Unlike McCann, Goldberg is a Jewish character. He does not seem to take so much pride in his roots as McCann as he never actually mentions that he is Jewish. However, Goldberg and Simon (Simey) are typical Jewish names and throughout the play we are reminded of his origins through the use of Jewish words such as â€Å"gefilte (fish)†. His religion is also used in a humorous way when McCann says â€Å"You've always been a true christian† and Goldberg replies â€Å"In a way†, this could make the audience smile as the fact that Goldberg is Jewish is very obvious. Goldberg seems to try hard to show that he is integrated in the English â€Å"way of life†. He uses many idiomatic expressions and also creates an image of a cosy family life in the past. Goldberg is characterised by his verbal power instead of physical power. Indeed, except at one point in the play, when he tries to strangle McCann, he seems to be completely physically incapable of action; he is almost always sitting down and cannot defend himself when Stanley kicks him in the stomach during the interrogation scene. Goldberg's physical inability is contrasted with his verbal ability. Whenever Goldberg speaks in the first two acts, whether it is about Stanley, the past or something else, the other characters are in his thrall. They cannot help but listen to him, and the results of this depend on how he uses his power, for example he causes Stanley to break down by interrogating him and seduces Lulu through his speeches. Sometimes when he speaks he uses complicated words, making it hard for the other characters to understand him, such as when he â€Å"explains† to McCann what they are going to do he says â€Å"The main issue is a singular issue and quite distin ct from your previous work. Certain elements, however, might well approximate in points of procedure to some of your other activities†. It is unlikely that this explanation has helped McCann to understand. This complicated sounding explanation, however, would probably make Goldberg seem even more important to both McCann and the audience. Goldberg also uses idiomatic expressions such as â€Å"You're getting on her wick† or â€Å"I gave her a peck†; he also changes a vulgar expression into a more polite version: â€Å"You're getting on my breasts†. These expressions are used quite often in his long speeches with the occupants of the boarding house and Lulu which makes it seem that Goldberg is trying to make his language suitable for these people, while still keeping his verbal power. Goldberg's manipulation using language is particularly obvious when the lights all go out as he stops using long speeches to make people do what he wants and instead gives plain orders, such as â€Å"Everyone quiet! Help him find the torch.† He is also very capable at questioning characters, as shown by his vio lent interrogation of Stanley but also the efficient, softer interrogation of Meg on page 31. However, in the last act, Goldberg seems to lose his power: He keeps pausing and seems unsure of what he wants to say, this uncertainty climaxes with the lines: â€Å"Because I believe that the world†¦ (Vacant.)†¦.Because I believe that the world†¦ (Desperate.) †¦ BECAUSE I BELIEVE THAT THE WORLD†¦(Lost.)†¦.†. It is as though he has used up all his verbal power the night before and has none left. We also notice that Petey, unlike Lulu and Meg, talks back to Goldberg, telling him to do things, thus emphasising his loss of power. In order to get his power back, Goldberg orders McCann to blow in his mouth on page 79. This shows how despite being a powerful character, Goldberg relies on McCann to act for him and to keep him in power. Goldberg and McCann have used their verbal and visual powers not only to control Stanley but also to â€Å"break† him. By the end of the play he is incapable of speech and his appearance is completely changed. He â€Å"is dressed in a dark well-cut suit and white collar and â€Å"he is clean-shaven†. This change in Stanley's visual appearance is a sign of his inner change. Another sign of this change is his lack of comprehensible verbal reactions to Goldberg and McCann's goading him. Indeed, he simply makes noises such as â€Å"Uh-gug†¦uh-gug†¦eeehhh-gag†¦Caahh†¦Ã¢â‚¬  before visually showing his resignation by shuddering and dropping his head. Thus, the power struggles in this play, and perhaps also in real life, are shown through the verbal and the visual aspects of the play and its characters Violence and fear are two very important themes in the play that are linked to power. Pinter exhibits these themes through the verbal and the visual. Indeed, there is a sort of crescendo of violence and fear in the play involving dialogues, language and images. In the first act, the violence is kept minimal until the end, and the majority of this violence is directed from Stanley towards Meg. There are many exclamations and Stanley swears, saying â€Å"Not the bloody table†, he also â€Å"throws her arm away† when she goes to ruffle his hair. These small things soon become larger, with Stanley menacing Meg: â€Å"Tell me, Mrs Boles, when you address yourself to me, do you ever ask yourself exactly who you are talking to?† and scaring her by talking about a wheelbarrow. The last image from the act involves Stanley and Meg again, in the stage directions it says â€Å"beating [the drum] regularly, he begins to go round the table a second time. Halfway round the beat becomes erratic, uncontrolled, Meg expresses dismay. He arrives at her chair, banging the drum, his face and the drumbeat now savage and possessed.† The crescendo of the drumbeat could represent the crescendo of the violence in the play itself and this v iolent image also sets Stanley up to commit violence later on in the play. The second act opens with a menacing image; McCann tearing up strips of newspaper. We can imagine a violent tearing sound to accompany his actions. After this threatening image McCann and Stanley's conversation soon turns violent, with Stanley grabbing hold of McCann's arms and McCann speaking â€Å"savagely [and] hitting his arm†. Stanley is obviously afraid, asking McCann questions such as â€Å"Has he told you anything† in a â€Å"hissing† voice. Their dialogue ends when Goldberg enters with Petey however the violent and menacing atmosphere starts up again once Stanley is alone with Goldberg and McCann. The violence starts verbally, with many questions asked quickly and exclamations, with accusations such as â€Å"He's killed his wife!† The violent dialogue soon becomes visual as shown by the stage directions, â€Å"[Stanley] looks up slowly and kicks Goldberg in the stomach, Goldberg falls. Stanley stands. McCann seizes a chair and lifts it above his head. Stanley seizes a chair and covers his head with it. McCann and Stanley circle.† This shows how the fight with words (the interrogation) has become a physical fight. It is obvious, however, that Stanley has lost the fight as he is incapable of speech, he can only grunt and make animal sounds. It is also McCann who has the last word, shouting, â€Å"The bastard sweat pig is sweating† before the scene calms down abruptly due to Meg's arrival. The violence of the act is kept at bay for a while; however, there is a disconcerting image, which can remind us of the interrogation scene. This is when a toast is made to Stanley with the lights off and a torch shining into his face, just like a stereotypical interrogation scene. The violence of the act is continued in the game of blind man's buff; this violence is visual and is only punctuated by the characters' asking questions and their fearful exclamations. It involves Stanley, who is playing the â€Å"blind man†, first McCann breaks his glasses and Stanley treads on the drum, he then tries to strangle Meg when the lights all go out. The darkness of the stage creates more fear, both amongst the characters but also perhaps among the audience. The sounds that are heard; grunts, a drumbeat, whimpers and then a scream add to this fear and alarm. The act ends with Stanley seeming to try to rape an unconscious Lulu and then Stanley backing away against the wall while everyone else walks menacingly towards him. This is the climax of the violence and menace of the play and this image emphasises how Stanley has had a break down, while also showing his inner feelings: he hates Meg, so tries to kill her; he is attracted to Lulu but the only way he can show his â€Å"manliness† is to rape her. In the last act, there is a lot less violence than in the second. However, there are reminders of the violent second act in the broken drum and glasses. There is also a scene between Goldberg and McCann in which we see Goldberg act violently for the first time, instead of speaking violently: he yells murderously â€Å"Don't call me that! NEVER CALL ME THAT† and seizes McCann by the throat†¦ McCann also yells at Lulu â€Å"savagely† to confess. The audience can notice that the violence perpetuated in this act seems to have less meaning than in the first and second. In the first, the violence helps to characterise Stanley and make us understand what he is capable of whereas in the second it is part of McCann and Goldberg's â€Å"breaking† Stanley, but in the third act it seems to be more associated with the anger of the characters and have less of a real aim. The only violence that does have an aim is the violence that happened upstairs; this violence is mentioned by McCann and Goldberg without referring to it directly. We understand that McCann and Goldberg are actually afraid of what happened through what they say, for example McCann says on page 73 â€Å"I'm not going up there again†. This non visual violence that we are left to imagine seems worse than the violence we saw on stage because of our lack of knowledge of it. All of the visual violence in the play seems quite serious, however at times this is contrasted with humour in the characters' speech. A good example of this is during the interrogation scene in which serious questions and accusations are interspersed with comic lines and expressions, such as McCann saying â€Å"Mother defiler† followed by Goldberg asking why Stanley picks his nose. Stanley himself joins in with this humour at times, saying â€Å"No hands† when Goldberg asks him how many fingers he uses to play the piano. The verbal humour placed alongside violence and seriousness can be quite disconcerting for the spectators and could cause them to take the violence a little less seriously. Much of the characters' fear is caused by the violence of other characters, however, it is also caused by the unknown or secrecy which is shown through verbal communication, or lack of verbal communication, between characters. Stanley's fear in the first act is the main example of this, when Meg mentions the two men that are coming Stanley shows fear, through his actions and his words. He repeats things such as â€Å"It's a false alarm. It's a false alarm† and paces the room, which indicates worry. Stanley is also afraid because he doesn't know why the two men are there, something which is shown by his frantic questioning of McCann. McCann himself also worries about the unknown. We see him question Goldberg about what the job will involve and what he will have to do, his worry is shown particularly through Goldberg ‘s mentioning it. He tells him first to stop worrying and then to stop being so nervous. This shows that fear of the unknown is not simply limited to weaker characters such as Stanley but also physically strong ones; an idea which could also apply to real life. The audience itself never finds out who Goldberg and McCann are and why they are here. Indeed, much of what we know about Goldberg and is past is what he has decided to tell the other characters and we find it impossible to believe him. This is for several reasons: Firstly, he paints a picture of a good, family life which is hard to connect with his seduction of Lulu and his behaviour towards Stanley. Secondly, the way he describes his mother is almost identical to the way he describes his wife; the echoes in his description of them make it seem as though he is almost making them up. Lastly, we know Goldberg lies, for example he tells Petey that McCann is called Dermot and later on in the book he calls him Seamus, he also tells Petey that Stanley is alright. Lies seem to be quite important in this play, especially when talking about the past. Many of the characters lie to each other or at least say something which we could think was a lie. Stanley talks about being a concert pianist and his business, Goldberg talks about his family and Meg talks about hers, while Petey lies to Meg at the end about Stanley still being upstairs. Many of these lies do not seem to do any harm; in fact they seem to make the characters feel better about themselves as they become nostalgic and reflective. However, they add to the level of uncertainty which we find in the play and make it even harder for the audience to know what is going on. To conclude, Pinter takes advantage of both the verbal and the visual to emphasise certain things and explain them completely, such as the characters and their relationships, while also using them to show the themes of the play: Power, violence, fear and secrecy. He also uses it to relax the tension at times through humour but most of all it is used to create ambiguity. The audience can be sure of very few of the things that are said in this play which leads to many varied interpretations of the events and the characters. Perhaps this is what Pinter was hoping for.

Mainfreight Case Study

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