Unforeseen Opportunity in an Election

You are in charge of the advertising staff for Cindy Smith's election campaign. Cindy is trying to prevent the eight term incumbent, Jesse Jones, from getting another term in the U. S. House of Representatives. Cindy decided to run against Jesse because he wrote 150 bad checks in the House banking scandal, voted to not disclose the names of the people involved in the scandal, and voted to give himself a substantial pay raise at taxpayers’ expense. Furthermore, Jesse seems unconcerned with the debt crisis and has been criticized by the national press for funding questionable projects in his district at the expense of more worthy projects elsewhere in the nation. Moreover, Jesse has worked behind the scenes to prevent the Equal Rights Amendment from passing in your state, and as a member of the House Armed Services Committee, has consistently voted against allowing women to fight in combat. Jesse is also a pro ¬life candidate who supported Clarence Thomas as a Supreme Court nominee. Cindy has never run for political office before, and is running a grassroots campaign with only unpaid volunteers. She believes it is time for a change in Washington, and Jesse Jones is a prime example of why the people in your district have become cynical about politicians. Because she has not accepted any political action committee money, Cindy has only been able to afford a few television ads and has instead concentrated her efforts on radio and newspaper advertising. These ads have not provided Cindy's specific views on what she plans to do about taxes, education, unemployment, social security, the debt, or defense spending, but instead have focused on her prochoice and pro women views and her beliefs about the need for a change in Washington. She has so far avoided even mentioning her opponent in these ads. Up until last week, Cindy was riding the wave of disenchantment with incumbents and was leading Jesse Jones by 10 percentage points. However, in last week's debates Jesse Jones did a good job of pointing out Cindy's lack of political savvy and came across as a patronizing father figure who understood Cindy's frustrations with government but subtly stated Cindy did not possess the knowledge to make things happen in the federal government. These debates helped to pull the race to a dead heat, and the election is one month away. Jesse Jones has accepted a number of contributions from political action committees and has a sizable campaign chest. His initial television ads depicted him as a family man of strong moral character and an experienced incumbent who could get the job done. These ads had proven to be fairly ineffective, and Jones has now switched to negative campaigning. Jesse's ads now state he is a pillar of family values and Cindy is a single mother of two who has been unable to form or maintain a cohesive family unit. These ads also focus on Cindy's views of unrestricted abortions, implying that electing Cindy will effectively murder 2,000 people a year in the district. These ads conclude by stating if Cindy can not get her own house in order, how will she ever be able to straighten out the House of Representatives? Unfortunately, these ads have been very effective. Cindy's negative ratings are at an all time high, and you believe Cindy's campaign has lost the momentum and will lose the race unless she does something to counter these negative ads. Including yourself, there are four full time volunteers on Cindy's advertising staff. Megan is a journalism major in college and became involved with the campaign because of Jesse's views on the Clarence Thomas appointment. Megan has never worked on a political campaign before, and has taken this quarter off from school to lend a hand. Megan is enthusiastic, hard working, and idealistic, but she has little campaign experience. Nancy is a good friend of Cindy's and worked on the last campaign to oust Jesse Jones. She has also lent a hand in several school board and state representative campaigns. Nancy is very committed to Cindy's campaign, although you suspect this devotion is due as much to ousting Jesse Jones as it is to her friendship with Cindy. Jack is the president of the student body of the local college. He has been politically active for the past three years, and two years ago he worked on a U. S. Senator's reelection campaign. Everyone on the advertising staff was enthusiastic and energetic after Cindy's success in the primary, but this enthusiasm has dampened considerably with the post debate poll results and with Jesse Jones' elentless attacks on Cindy's character. Everyone has said the election is slipping away, and Megan and Jack have threatened to quit and go back to school unless Cindy does something to turn the situation around. The cohesiveness of the group and your relationships with Megan, Nancy, and Jack are currently at an all time low. The campaign manager, Jenny O'Connor, called you into her office today. Apparently an anonymous tipster told someone o n the campaign staff that Jesse Jones was having an affair and had fathered a child out of wedlock. Someone on the staff followed up on the tip and has uncovered evidence lending support to this allegation. Jenny believes a negative ad depicting Jesse Jones as a corrupt father and politician would be enough to get Cindy elected. Although Cindy has publicly stated she will not run negative ads in her campaign, Jenny has asked you to take a day to think about running one on Jesse Jones. Jenny has also asked you not to discuss this matter with Cindy. What will you do?

A Game of Thrones Chapter Fifty-four

Daenerys When he had taken his pleasure, Khal Drogo rose from their sleeping mats to tower above her. His skin shone dark as bronze in the ruddy light from the brazier, the faint lines of old scars visible on his broad chest. Ink-black hair, loose and unbound, cascaded over his shoulders and down his back, well past his waist. His manhood glistened wetly. The khal's mouth twisted in a frown beneath the droop of his long mustachio. â€Å"The stallion who mounts the world has no need of iron chairs.† Dany propped herself on an elbow to look up at him, so tall and magnificent. She loved his hair especially. It had never been cut; he had never known defeat. â€Å"It was prophesied that the stallion will ride to the ends of the earth,† she said. â€Å"The earth ends at the black salt sea,† Drogo answered at once. He wet a cloth in a basin of warm water to wipe the sweat and oil from his skin. â€Å"No horse can cross the poison water.† â€Å"In the Free Cities, there are ships by the thousand,† Dany told him, as she had told him before. â€Å"Wooden horses with a hundred legs, that fly across the sea on wings full of wind.† Khal Drogo did not want to hear it. â€Å"We will speak no more of wooden horses and iron chairs.† He dropped the cloth and began to dress. â€Å"This day I will go to the grass and hunt, woman wife,† he announced as he shrugged into a painted vest and buckled on a wide belt with heavy medallions of silver, gold, and bronze. â€Å"Yes, my sun-and-stars,† Dany said. Drogo would take his bloodriders and ride in search of hrakkar, the great white lion of the plains. If they returned triumphant, her lord husband's joy would be fierce, and he might be willing to hear her out. Savage beasts he did not fear, nor any man who had ever drawn breath, but the sea was a different matter. To the Dothraki, water that a horse could not drink was something foul; the heaving grey-green plains of the ocean filled them with superstitious loathing. Drogo was a bolder man than the other horselords in half a hundred ways, she had found . . . but not in this. If only she could get him onto a ship . . . After the khal and his bloodriders had ridden off with their bows, Dany summoned her handmaids. Her body felt so fat and ungainly now that she welcomed the help of their strong arms and deft hands, whereas before she had often been uncomfortable with the way they fussed and fluttered about her. They scrubbed her clean and dressed her in sandsilk, loose and flowing. As Doreah combed out her hair, she sent Jhiqui to find Ser Jorah Mormont. The knight came at once. He wore horsehair leggings and painted vest, like a rider. Coarse black hair covered his thick chest and muscular arms. â€Å"My princess. How may I serve you?† â€Å"You must talk to my lord husband,† Dany said. â€Å"Drogo says the stallion who mounts the world will have all the lands of the earth to rule, and no need to cross the poison water. He talks of leading his khalasar east after Rhaego is born, to plunder the lands around the Jade Sea.† The knight looked thoughtful. â€Å"The khal has never seen the Seven Kingdoms,† he said. â€Å"They are nothing to him. If he thinks of them at all, no doubt he thinks of islands, a few small cities clinging to rocks in the manner of Lorath or Lys, surrounded by stormy seas. The riches of the east must seem a more tempting prospect.† â€Å"But he must ride west,† Dany said, despairing. â€Å"Please, help me make him understand.† She had never seen the Seven Kingdoms either, no more than Drogo, yet she felt as though she knew them from all the tales her brother had told her. Viserys had promised her a thousand times that he would take her back one day, but he was dead now and his promises had died with him. â€Å"The Dothraki do things in their own time, for their own reasons,† the knight answered. â€Å"Have patience, Princess. Do not make your brother's mistake. We will go home, I promise you.† Home? The word made her feel sad. Ser Jorah had his Bear Island, but what was home to her? A few tales, names recited as solemnly as the words of a prayer, the fading memory of a red door . . . was Vaes Dothrak to be her home forever? When she looked at the crones of the dosh khaleen, was she looking at her future? Ser Jorah must have seen the sadness on her face. â€Å"A great caravan arrived during the night, Khaleesi. Four hundred horses, from Pentos by way of Norvos and Qohor, under the command of Merchant Captain Byan Votyris. Illyrio may have sent a letter. Would you care to visit the Western Market?† Dany stirred. â€Å"Yes,† she said. â€Å"I would like that.† The markets came alive when a caravan had come in. You could never tell what treasures the traders might bring this time, and it would be good to hear men speaking Valyrian again, as they did in the Free Cities. â€Å"Irri, have them prepare a litter.† â€Å"I shall tell your khas,† Ser Jorah said, withdrawing. If Khal Drogo had been with her, Dany would have ridden her silver. Among the Dothraki, mothers stayed on horseback almost up to the moment of birth, and she did not want to seem weak in her husband's eyes. But with the khal off hunting, it was pleasant to lie back on soft cushions and be carried across Vaes Dothrak, with red silk curtains to shield her from the sun. Ser Jorah saddled up and rode beside her, with the four young men of her khas and her handmaids. The day was warm and cloudless, the sky a deep blue. When the wind blew, she could smell the rich scents of grass and earth. As her litter passed beneath the stolen monuments, she went from sunlight to shadow and back again. Dany swayed along, studying the faces of dead heroes and forgotten kings. She wondered if the gods of burned cities could still answer prayers. If I were not the blood of the dragon, she thought wistfully, this could be my home. She was khaleesi, she had a strong man and a swift horse, handmaids to serve her, warriors to keep her safe, an honored place in the dosh khaleen awaiting her when she grew old . . . and in her womb grew a son who would one day bestride the world. That should be enough for any woman . . . but not for the dragon. With Viserys gone, Daenerys was the last, the very last. She was the seed of kings and conquerors, and so too the child inside her. She must not forget. The Western Market was a great square of beaten earth surrounded by warrens of mud-baked brick, animal pens, whitewashed drinking halls. Hummocks rose from the ground like the backs of great subterranean beasts breaking the surface, yawning black mouths leading down to cool and cavernous storerooms below. The interior of the square was a maze of stalls and crookback aisles, shaded by awnings of woven grass. A hundred merchants and traders were unloading their goods and setting up in stalls when they arrived, yet even so the great market seemed hushed and deserted compared to the teeming bazaars that Dany remembered from Pentos and the other Free Cities. The caravans made their way to Vaes Dothrak from east and west not so much to sell to the Dothraki as to trade with each other, Ser Jorah had explained. The riders let them come and go unmolested, so long as they observed the peace of the sacred city, did not profane the Mother of Mountains or the Womb of the World, and honored the crones of the dosh khaleen with the traditional gifts of salt, silver, and seed. The Dothraki did not truly comprehend this business of buying and selling. Dany liked the strangeness of the Eastern Market too, with all its queer sights and sounds and smells. She often spent her mornings there, nibbling tree eggs, locust pie, and green noodles, listening to the high ululating voices of the spellsingers, gaping at manticores in silver cages and immense grey elephants and the striped black-and-white horses of the Jogos Nhai. She enjoyed watching all the people too: dark solemn Asshai'i and tall pale Qartheen, the bright-eyed men of Yi Ti in monkey-tail hats, warrior maids from Bayasabhad, Shamyriana, and Kayakayanaya with iron rings in their nipples and rubies in their cheeks, even the dour and frightening Shadow Men, who covered their arms and legs and chests with tattoos and hid their faces behind masks. The Eastern Market was a place of wonder and magic for Dany. But the Western Market smelled of home. As Irri and Jhiqui helped her from her litter, she sniffed, and recognized the sharp odors of garlic and pepper, scents that reminded Dany of days long gone in the alleys of Tyrosh and Myr and brought a fond smile to her face. Under that she smelled the heady sweet perfumes of Lys. She saw slaves carrying bolts of intricate Myrish lace and fine wools in a dozen rich colors. Caravan guards wandered among the aisles in copper helmets and knee-length tunics of quilted yellow cotton, empty scabbards swinging from their woven leather belts. Behind one stall an armorer displayed steel breastplates worked with gold and silver in ornate patterns, and helms hammered in the shapes of fanciful beasts. Next to him was a pretty young woman selling Lannisport goldwork, rings and brooches and torcs and exquisitely wrought medallions suitable for belting. A huge eunuch guarded her stall, mute and hairless, dressed in sweat-stained velvets and scowling at anyone who came close. Across the aisle, a fa t cloth trader from Yi Ti was haggling with a Pentoshi over the price of some green dye, the monkey tail on his hat swaying back and forth as he shook his head. â€Å"When I was a little girl, I loved to play in the bazaar,† Dany told Ser Jorah as they wandered down the shady aisle between the stalls. â€Å"It was so alive there, all the people shouting and laughing, so many wonderful things to look at . . . though we seldom had enough coin to buy anything . . . well, except for a sausage now and again, or honeyfingers . . . do they have honeyfingers in the Seven Kingdoms, the kind they bake in Tyrosh?† â€Å"Cakes, are they? I could not say, Princess.† The knight bowed. â€Å"If you would pardon me for a time, I will seek out the captain and see if he has letters for us.† â€Å"Very well. I'll help you find him.† â€Å"There is no need for you to trouble yourself.† Ser Jorah glanced away impatiently. â€Å"Enjoy the market. I will rejoin you when my business is concluded.† Curious, Dany thought as she watched him stride off through the throngs. She didn't see why she should not go with him. Perhaps Ser Jorah meant to find a woman after he met with the merchant captain. Whores frequently traveled with the caravans, she knew, and some men were queerly shy about their couplings. She gave a shrug. â€Å"Come,† she told the others. Her handmaids trailed along as Dany resumed her stroll through the market. â€Å"Oh, look,† she exclaimed to Doreah, â€Å"those are the kind of sausages I meant.† She pointed to a stall where a wizened little woman was grilling meat and onions on a hot firestone. â€Å"They make them with lots of garlic and hot peppers.† Delighted with her discovery, Dany insisted the others join her for a sausage. Her handmaids wolfed theirs down giggling and grinning, though the men of her khas sniffed at the grilled meat suspiciously. â€Å"They taste different than I remember,† Dany said after her first few bites. â€Å"In Pentos, I make them with pork,† the old woman said, â€Å"but all my pigs died on the Dothraki sea. These are made of horsemeat, Khaleesi, but I spice them the same.† â€Å"Oh.† Dany felt disappointed, but Quaro liked his sausage so well he decided to have another one, and Rakharo had to outdo him and eat three more, belching loudly. Dany giggled. â€Å"You have not laughed since your brother the Khal Rhaggat was crowned by Drogo,† said Irri. â€Å"It is good to see, Khaleesi.† Dany smiled shyly. It was sweet to laugh. She felt half a girl again. They wandered for half the morning. She saw a beautiful feathered cloak from the Summer Isles, and took it for a gift. In return, she gave the merchant a silver medallion from her belt. That was how it was done among the Dothraki. A birdseller taught a green-and-red parrot to say her name, and Dany laughed again, yet still refused to take him. What would she do with a green-and-red parrot in a khalasar? She did take a dozen flasks of scented oils, the perfumes of her childhood; she had only to close her eyes and sniff them and she could see the big house with the red door once more. When Doreah looked longingly at a fertility charm at a magician's booth, Dany took that too and gave it to the handmaid, thinking that now she should find something for Irri and Jhiqui as well. Turning a corner, they came upon a wine merchant offering thimble-sized cups of his wares to the passersby. â€Å"Sweet reds,† he cried in fluent Dothraki, â€Å"I have sweet reds, from Lys and Volantis and the Arbor. Whites from Lys, Tyroshi pear brandy, firewine, pepperwine, the pale green nectars of Myr. Smokeberry browns and Andalish sours, I have them, I have them.† He was a small man, slender and handsome, his flaxen hair curled and perfumed after the fashion of Lys. When Dany paused before his stall, he bowed low. â€Å"A taste for the khaleesi? I have a sweet red from Dorne, my lady, it sings of plums and cherries and rich dark oak. A cask, a cup, a swallow? One taste, and you will name your child after me.† Dany smiled. â€Å"My son has his name, but I will try your summerwine,† she said in Valyrian, Valyrian as they spoke it in the Free Cities. The words felt strange on her tongue, after so long. â€Å"Just a taste, if you would be so kind.† The merchant must have taken her for Dothraki, with her clothes and her oiled hair and sun-browned skin. When she spoke, he gaped at her in astonishment. â€Å"My lady, you are . . . Tyroshi? Can it be so?† â€Å"My speech may be Tyroshi, and my garb Dothraki, but I am of Westeros, of the Sunset Kingdoms,† Dany told him. Doreah stepped up beside her. â€Å"You have the honor to address Daenerys of the House Targaryen, Daenerys Stormborn, khaleesi of the riding men and princess of the Seven Kingdoms.† The wine merchant dropped to his knees. â€Å"Princess,† he said, bowing his head. â€Å"Rise,† Dany commanded him. â€Å"I would still like to taste that summerwine you spoke of.† The man bounded to his feet. â€Å"That? Dornish swill. It is not worthy of a princess. I have a dry red from the Arbor, crisp and delectable. Please, let me give you a cask.† Khal Drogo's visits to the Free Cities had given him a taste for good wine, and Dany knew that such a noble vintage would please him. â€Å"You honor me, ser,† she murmured sweetly. â€Å"The honor is mine.† The merchant rummaged about in the back of his stall and produced a small oaken cask. Burned into the wood was a cluster of grapes. â€Å"The Redwyne sigil,† he said, pointing, â€Å"for the Arbor. There is no finer drink.† â€Å"Khal Drogo and I will share it together. Aggo, take this back to my litter, if you'd be so kind.† The wineseller beamed as the Dothraki hefted the cask. She did not realize that Ser Jorah had returned until she heard the knight say, â€Å"No.† His voice was strange, brusque. â€Å"Aggo, put down that cask.† Aggo looked at Dany. She gave a hesitant nod. â€Å"Ser Jorah, is something wrong?† â€Å"I have a thirst. Open it, wineseller.† The merchant frowned. â€Å"The wine is for the khaleesi, not for the likes of you, ser.† Ser Jorah moved closer to the stall. â€Å"If you don't open it, I'll crack it open with your head.† He carried no weapons here in the sacred city, save his hands—yet his hands were enough, big, hard, dangerous, his knuckles covered with coarse dark hairs. The wineseller hesitated a moment, then took up his hammer and knocked the plug from the cask. â€Å"Pour,† Ser Jorah commanded. The four young warriors of Dany's khas arrayed themselves behind him, frowning, watching with their dark, almond-shaped eyes. â€Å"It would be a crime to drink this rich a wine without letting it breathe.† The wineseller had not put his hammer down. Jhogo reached for the whip coiled at his belt, but Dany stopped him with a light touch on the arm. â€Å"Do as Ser Jorah says,† she said. People were stopping to watch. The man gave her a quick, sullen glance. â€Å"As the princess commands.† He had to set aside his hammer to lift the cask. He filled two thimble-sized tasting cups, pouring so deftly he did not spill a drop. Ser Jorah lifted a cup and sniffed at the wine, frowning. â€Å"Sweet, isn't it?† the wineseller said, smiling. â€Å"Can you smell the fruit, ser? The perfume of the Arbor. Taste it, my lord, and tell me it isn't the finest, richest wine that's ever touched your tongue.† Ser Jorah offered him the cup. â€Å"You taste it first.† â€Å"Me?† The man laughed. â€Å"I am not worthy of this vintage, my lord. And it's a poor wine merchant who drinks up his own wares.† His smile was amiable, yet she could see the sheen of sweat on his brow. â€Å"You will drink,† Dany said, cold as ice. â€Å"Empty the cup, or I will tell them to hold you down while Ser Jorah pours the whole cask down your throat.† The wineseller shrugged, reached for the cup . . . and grabbed the cask instead, flinging it at her with both hands. Ser Jorah bulled into her, knocking her out of the way. The cask bounced off his shoulder and smashed open on the ground. Dany stumbled and lost her feet. â€Å"No,† she screamed, thrusting her hands out to break her fall . . . and Doreah caught her by the arm and wrenched her backward, so she landed on her legs and not her belly. The trader vaulted over the stall, darting between Aggo and Rakharo. Quaro reached for an arakh that was not there as the blond man slammed him aside. He raced down the aisle. Dany heard the snap of Jhogo's whip, saw the leather lick out and coil around the wineseller's leg. The man sprawled face first in the dirt. A dozen caravan guards had come running. With them was the master himself, Merchant Captain Byan Votyris, a diminutive Norvoshi with skin like old leather and a bristling blue mustachio that swept up to his ears. He seemed to know what had happened without a word being spoken. â€Å"Take this one away to await the pleasure of the khal,† he commanded, gesturing at the man on the ground. Two guards hauled the wineseller to his feet. â€Å"His goods I gift to you as well, Princess,† the merchant captain went on. â€Å"Small token of regret, that one of mine would do this thing.† Doreah and Jhiqui helped Dany back to her feet. The poisoned wine was leaking from the broken cask into the dirt. â€Å"How did you know?† she asked Ser Jorah, trembling. â€Å"How?† â€Å"I did not know, Khaleesi, not until the man refused to drink, but once I read Magister Illyrio's letter, I feared.† His dark eyes swept over the faces of the strangers in the market. â€Å"Come. Best not to talk of it here.† Dany was near tears as they carried her back. The taste in her mouth was one she had known before: fear. For years she had lived in terror of Viserys, afraid of waking the dragon. This was even worse. It was not just for herself that she feared now, but for her baby. He must have sensed her fright, for he moved restlessly inside her. Dany stroked the swell of her belly gently, wishing she could reach him, touch him, soothe him. â€Å"You are the blood of the dragon, little one,† she whispered as her litter swayed along, curtains drawn tight. â€Å"You are the blood of the dragon, and the dragon does not fear.† Under the hollow hummock of earth that was her home in Vaes Dothrak, Dany ordered them to leave her—all but Ser Jorah. â€Å"Tell me,† she commanded as she lowered herself onto her cushions. â€Å"Was it the Usurper?† â€Å"Yes.† The knight drew out a folded parchment. â€Å"A letter to Viserys, from Magister Illyrio. Robert Baratheon offers lands and lordships for your death, or your brother's.† â€Å"My brother?† Her sob was half a laugh. â€Å"He does not know yet, does he? The Usurper owes Drogo a lordship.† This time her laugh was half a sob. She hugged herself protectively. â€Å"And me, you said. Only me?† â€Å"You and the child,† Ser Jorah said, grim. â€Å"No. He cannot have my son.† She would not weep, she decided. She would not shiver with fear. The Usurper has woken the dragon now, she told herself . . . and her eyes went to the dragon's eggs resting in their nest of dark velvet. The shifting lamplight limned their stony scales, and shimmering motes of jade and scarlet and gold swam in the air around them, like courtiers around a king. Was it madness that seized her then, born of fear? Or some strange wisdom buried in her blood? Dany could not have said. She heard her own voice saying, â€Å"Ser Jorah, light the brazier.† â€Å"Khaleesi?† The knight looked at her strangely. â€Å"It is so hot. Are you certain?† She had never been so certain. â€Å"Yes. I . . . I have a chill. Light the brazier.† He bowed. â€Å"As you command.† When the coals were afire, Dany sent Ser Jorah from her. She had to be alone to do what she must do. This is madness, she told herself as she lifted the black-and-scarlet egg from the velvet. It will only crack and burn, and it's so beautiful, Ser Jorah will call me a fool if I ruin it, and yet, and yet . . . Cradling the egg with both hands, she carried it to the fire and pushed it down amongst the burning coals. The black scales seemed to glow as they drank the heat. Flames licked against the stone with small red tongues. Dany placed the other two eggs beside the black one in the fire. As she stepped back from the brazier, the breath trembled in her throat. She watched until the coals had turned to ashes. Drifting sparks floated up and out of the smokehole. Heat shimmered in waves around the dragon's eggs. And that was all. Your brother Rhaegar was the last dragon, Ser Jorah had said. Dany gazed at her eggs sadly. What had she expected? A thousand thousand years ago they had been alive, but now they were only pretty rocks. They could not make a dragon. A dragon was air and fire. Living flesh, not dead stone. The brazier was cold again by the time Khal Drogo returned. Cohollo was leading a packhorse behind him, with the carcass of a great white lion slung across its back. Above, the stars were coming out. The khal laughed as he swung down off his stallion and showed her the scars on his leg where the hrakkar had raked him through his leggings. â€Å"I shall make you a cloak of its skin, moon of my life,† he swore. When Dany told him what had happened at the market, all laughter stopped, and Khal Drogo grew very quiet. â€Å"This poisoner was the first,† Ser Jorah Mormont warned him, â€Å"but he will not be the last. Men will risk much for a lordship.† Drogo was silent for a time. Finally he said, â€Å"This seller of poisons ran from the moon of my life. Better he should run after her. So he will. Jhogo, Jorah the Andal, to each of you I say, choose any horse you wish from my herds, and it is yours. Any horse save my red and the silver that was my bride gift to the moon of my life. I make this gift to you for what you did. â€Å"And to Rhaego son of Drogo, the stallion who will mount the world, to him I also pledge a gift. To him I will give this iron chair his mother's father sat in. I will give him Seven Kingdoms. I, Drogo, khal, will do this thing.† His voice rose, and he lifted his fist to the sky. â€Å"I will take my khalasar west to where the world ends, and ride the wooden horses across the black salt water as no khal has done before. I will kill the men in the iron suits and tear down their stone houses. I will rape their women, take their children as slaves, and bring their broken gods back to Vaes Dothrak to bow down beneath the Mother of Mountains. This I vow, I, Drogo son of Bharbo. This I swear before the Mother of Mountains, as the stars look down in witness.† His khalasar left Vaes Dothrak two days later, striking south and west across the plains. Khal Drogo led them on his great red stallion, with Daenerys beside him on her silver. The wineseller hurried behind them, naked, on foot, chained at throat and wrists. His chains were fastened to the halter of Dany's silver. As she rode, he ran after her, barefoot and stumbling. No harm would come to him . . . so long as he kept up.

Euthanasia - Right or wrong Essay Example | Topics and Well Written Essays - 2500 words

Euthanasia - Right or wrong - Essay Example As keeping in mind that it is actually his own life which he wants to terminate. The other point that comes under ethics is that what should be the circumstances under which Euthanasia should be allowed. Euthanasia cannot be allowed in any normal circumstances but only when there is no other option left for the patient as well as the physician. Many people believe that the Euthanasia should no be allowed in any case. According to them there is a chance that it can be used as rivalry or might be used as a cover for murder. When see it closely there is very less difference in killing and letting someone die. Killing can be either giving a person any lethal injection and by letting someone die is to see any person who is about to die and do nothing for him or her. Euthanasia is said to be a pain relief. The doctor gives a lethal injection to the patient in order to relieve him or her from the pain and he never intended to kill him. This is known as Doctrine of Double Effect. It is sometimes known as â€Å"easy killing†. Normally people think that the only reason for asking Euthanasia is the unbearable pain and suffering but the recent research in USA and Netherlands proved that the less than a third of requests were because of severe and unbearable pain and suffering. If a person is in a condition of long illness and his or her personal life is severely damaged due to his illness and isolation. He may be having a worst relation with his or her spouse, children or friends. His may be in danger of loosing his job, in these circumstances, the only thing that attacked him is depression and fear. The fear of loosing his job, the fear of loosing his family, the fear of being deserted by his friends, fear to loose his control over his life and fear of loosing his dignity, he might imagine himself as a burden on his family and on earth, he might think of himself as a

The problems faced by dependent people Research Paper

The problems faced by dependent people - Research Paper Example Thes is statement: The discussion based on the novel Of Mice and Men by John Steinbeck proves that both the dependent people with issues and their caretakers/companions are forced to face serious problems like rejection, isolation, unexpected troubles, emotional trauma, and unfulfilled dreams. One can see that rejection is one among the problems faced by dependent people/caretakers in the mainstream society. To be specific, the main characters in the novel face rejection because they were migrant laborers. Besides, Lennie Small, one of the main characters faced rejection in the society because he was not a normal individual. He used to depend upon others to lead normal life in the society. On the other hand, his friend and protector, named George Milton, faced the problem of rejection because he used to support Lennie. So, both the characters face the same problem of rejection. Michael J. Meyer states that, â€Å"But there is another dimension alongside in Of Mice and Men that implies a moral universe in which the strong are not to be praised for their oppression of the weak (as in the case of Lennie and Candy) or different. One can see that rejection based on one’s abnormal behavior or supporting the same cannot be justified because an abnormal individual is not responsible for his/her deeds. Instead, his/her abnormal behavior is related to the improper functioning of human brain. In the novel, George is aware of the fact that the society treats Lennie as an outcast because he is an abnormal individual. ... So, George decides to be the caretaker of Lennie. But this did not change the cruel behavior of the people towards Lennie. One can see that Lennie was so innocent that he did not provide any importance to the rejection faced by him in the society. Instead, he considered George a father figure and depended upon him. On the other side, rejection deeply influenced Georges mind because he was aware of the after-effect of rejection. Catherine Reef states that, â€Å"George now understands that being responsible for Lennie means protecting other people from his bearish strength† (66). But he did not decide to abandon Lennie because he was aware of the fact that Lennie cannot lead a peaceful/normal life without a supporter. So, one can see that rejection in the society forced the main characters to think about future and fight against the odd happenings in their lives. Besides, the novel exposes the far-reaching effect of rejection because both the main characters are portrayed as vi ctims of the same. Within the context of the problems faced by the dependent people and their caretakers, rejection leads to isolation in the society. One can see that some of the dependent people are aware of their mental defects. So, they decide to keep away themselves from other individuals. They gradually reject the society and lead lonely lives. On the other side, some other dependent people are not aware of the fact that the society provides less importance to the problems faced by them. They never realize that they need support to lead peaceful lives. Within the context of the novel, Lennie is not aware of the fact that the society considers him as an abnormal individual. Instead, he tries to deal with others in an innocent way. But this innocence added with abnormality results in a

A New Empirical Model for Predicting the Sound Absorption of Polyfelt Article

A New Empirical Model for Predicting the Sound Absorption of Polyfelt Fibrous Materials for Acoustical Applications - Article Example Empirical models do not require detailed knowledge of the internal structure of the material nor are they derived from theoretical considerations. Delany and Bazley [1] showed that the values of the characteristic acoustic impedance and propagation coefficient for a range of fibrous materials, normalized as a function of frequency divided by flow resistivity could be presented as simple power law functions. Model for Impedance The model is based on numerous impedance tube measurements and is good for determining the bulk acoustic properties at frequencies higher than 250 Hz, but not at low frequencies [2,3]. The validity of this model for lower and higher frequencies was further extended by Bies and Hansen [4].Dunn and Davern [5] calculated new regression coefficients between characteristic acoustic impedance and propagation coefficient for low airflow resistivity values of polyurethane foams and multilayer absorbers. To that effect, engineers can obtain the absorption coefficient of sound at normal incidence by using the equation below: ZR = P0 * C0 (1 + C1 ((P0f)/r)-c2) The final model which comes as a derivative of the first model is Zt = (ZR + iZl)[coth(a + iB) * l] Zt = ZIR + iZIl Qunli [6] later extended this work to cover a wider range of flow resistivity values by considering porous plastic open-cell foams.Miki [7, 8] generalized the empirical models developed by Delany and Bazley for the characteristics acoustic impedance and propagation coefficient of porous materials with respect to the porosity, tortuosity, and the pore shape factor ratio. Moreover, he showed that the real part of surface impedance computed by the Delany’s model converges to negative values at low frequencies. Therefore, he modified the model to give it real positive values even in wider frequency ranges. Other empirical models include those of Allard and Champoux [9]. These models are based on the assumption that the thermal effects are dependent on frequency. The models wor k well for low frequencies. The Voronina model [10] is another simple model that is based on the porosity of a material. This model uses the average pore diameter, frequency and porosity of the material for defining the acoustical characteristics of the material. Voronina [11] further extended the empirical model developed for porous materials with rigid frame and high porosity, and compared it with that of Attenborough's theory. A significant agreement was found between their empirical model and Attenborough's theoretical model. Recently, Gardner et al. [12] implemented a specific empirical model using neural networks for polyurethane foams with easily measured airflow resistivity. The algorithm embedded in the neural networks substitutes the usual power-law relations. The phenomenological models are based on the essential physics of acoustic propagation in a porous medium such as their universal features and how these can be captured in a model [13]. Biot [14] established the theo retical explanation of saturated porous materials as equivalent homogeneous materials. His model is believed to be the most accurate and detailed description till now. Among the significant refinement made to Biot theory, Johnson et al. [15] gave an interpolation formula for â€Å"Dynamic tortuosity† of the medium based on limiting behavior at zero and infinite frequency. The dynamic tortuosity employed by Johnson et al. is equivalent to the structure factor introduced by Zwikker and Kosten [16] and therefore

Utilising theory, concepts and tools explored in the module, Essay

Utilising theory, concepts and tools explored in the module, critically evaluate the strategic marketing of a product, service or business offering of your choice - Essay Example nder the segment of beverages is enhancing its brand image and portfolio to a significant extent thereby amplifying their portfolio and reputation in the entire globe. One of such reputed organizations operating successful in the segment of beverage is Coca-Cola. Coca-Cola is one of the reputed organizations, operating in the segment of carbonated soft drinks, since 1886. It is introduced in the region of Atlanta of Georgia, but expanded its wings in the entire globe very quickly and rapidly (Coca-Cola, 2014). It became possible mainly due to the presence of numerous product lines such as Caffeine-free coca-cola, Parsi Cola, Virgin Cola, Coca-Cola-Vanila, Coca-Cola Cherry etc (Coca-Cola, 2014). Due to which, it attained the reward of best global brand in the year 2011. Other than this, within a very small time frame, it enhanced its profit margin by 15.31 percent in 31st March, 2014 (Ycharts, 2014). Along with this, the market share and brand image of the organization of Coca-Cola enhanced with a significant extent that amplified its position and sustainability as well (Coca-Cola, 2014). The rationale of this essay is to analyse critically the strategic marketing policies used by the organization of Coca-Cola in order to promote its product, diet coke in the entire globe among other competing firms. Moreover, the essay also comprises of varied types of marketing concepts, theories and tools in order to evaluate the effective strategies used. Strategic marketing is the procedure to cope up with the policies and strategies of the existing competitors so as to amplify the brand value of an organization. Similarly, the process of strategic marketing is performed for the organization of Coca-Cola, in order to analyse the demands and requirements of its target market so as to fulfil it. Only then, the organization of Coca-Cola might become successful in amplifying its image and reputation in this aggressive market among many other rival contenders (Beall, 2010, pp.

How important is it for today's managers to have a good understanding Essay

How important is it for today's managers to have a good understanding of cultural diversity in the workplace - Essay Example The need for recruiting able and established staff is very much there since every organization or company for that matter wants to achieve efficiency and effectiveness when it comes to getting the things done in a quick manner. [Cooper, 2004] There are instances when employees have been known to prolong things just because they do not feel to be in the mood to do so. This is a definitive statement on the part of the employees that they were recruited wrongly at the time of their hiring and the organization did indeed make a mistake in choosing such a worker over other options that were available to it around the world. One sees that the top line personnel present in offices delegate jobs and assignments to their sub-ordinates without even thinking that the same might not be the correct manner and mode of action as to go about carrying out the tasks and responsibilities. They think that delegation would prosper a sense of getting more work within the sub-ordinates who themselves are pretty much occupied with their already assigned tasks and jobs. This is hence not the correct manner in which things should be done and hence a need has to be chalked out to ramify the very same problem. The best possible diversity that could be made in this regard is to appoint top line managers who understand the psyche of the people working under him or her or on the same level as his so that he or she can get a grasp as to what employees usually are best suited at and what they do not prefer under certain strenuous conditions in the office place environment. As a consequence, being able to do more work is definitel y considered a plus and an added advantage for an employee but this should not, under any level, exceed his or her capabilities and skill sets. He or she must be assigned the amount of work which is proportionate with his or her pay, already set working conditions and more so the skills on the basis of which he or she was selected in the first place. [Sims,

Infrastructures Of The Information Technology And Systems Research Paper

Infrastructures Of The Information Technology And Systems - Research Paper Example The studies at postgraduate level ought to be difficult and absorbing, especially when research methodologies and techniques are involved therein. They demand a systematic approach to be employed in order to overcome the complexities and difficulties of ‘adding’ something to human knowledge base. Such complexities and difficulties ought to come across and you have to exercise the tested skills and expertise to address these difficulties aptly and promptly. We were lucky to have these skills and expertise taught in the beginning of the course which helped a long way in our studies. The targeted content taught in the initial phase of the course proved quite useful in understanding and applying the different aspects of theoretical and perspective studying skills and various approaches that can be helpful in getting around the tricky parts of the course. The framework provided in this part was tailored to fit the course specific requirements. Other than the taught contents a host of online resources for organizing and managing the studies were introduced to further assist the learning process, theories and the perspectives. The best part of this short initial session was instilling a will to succeed and excel in the career of strategic business information technology. It is all the more important for any study that you are aware of the benefits attached to the set of expertise that the study targets and to know how this may help in the career-building process. building process. The better you know about the study objectives the better you can perform to achieve th ese objectives. The major skills that were induced at this initial phase include time management skills, presentation skills, skills related to listening and learning effectively, team and group management and

707 week 6 Assignment Example | Topics and Well Written Essays - 250 words

707 week 6 - Assignment Example It is however relatively expensive, has limited scope, and may be susceptible to environmental factors. Interviews involves oral presentation of prompts to which a research participant respond and could be face to face or involve the use of technologies such as phones or computer and internet applications for oral and visual communication over long distances. Unlike in observation, interviews involve the research participants and therefore induce threats of participant bias though it offers more in-depth information. Questionnaires, however, have written prompts and establish a distinction between a researcher and research participants. It is less expensive, convenient, and flexible, and the use of technology, such as in online enhances these advantages (Kothari, 2004). A research aims at developing knowledge, from existing data, for solving a problem or bridging information gap and reliability and validity ensures realization of the aims. Reliability defines consistency in data and ensures that results and implications are consistent with identified problem while validity ensures accuracy in knowledge development for addressing a research problem (Heavey, 2014). It is necessary to code collected data before analysis because coding aligns data with analysis objectives and selected analysis technique (Lester, 2013). Gender is one of the identified variables and 1 will represent male while 2 will represent

Corporate social responsibility motivations and country factors Essay Example for Free

Corporate social responsibility motivations and country factors Essay Corporate social responsibility (CSR) is an increasingly important issue for all businesses around the world. CSR covers economic, legal, ethical, and philanthropic responsibilities of firms. Explain the factors that may motivate an MNE to adopt CSR in its international business strategy and operations. How might the country context influence the types of CSR initiatives undertaken? Support your answer with real world examples or cases. While corporate social responsibility (CSR) has existed for a long time, it has garnered attention only in the last two decades as an important aspect of doing business. Academic research on CSR has evolved over the years, indicating a change in how CSR is viewed as time goes by. In the earlier years of CSR research, academics sought to identify a link between CSR and financial performance (Aupperle et al. 1985; McGuire et al. 1998), as though CSR had to be rationalised in order to exist. But moving forward to the present, CSR has been undoubtedly recognised as a need by many organisations, and research has shifted from discussing â€Å"macro social effects to an organisational-level analysis of CSR and its impact on organisational processes and performance† (Lindgreen and Swaen 2010, p. 1). In other words, CSR research has moved from questioning the â€Å"why† to â€Å"how† of doing CSR, reflecting the growing prominence of the practice. CSR involves the â€Å"economic, legal, ethical, and discretionary expectations that society has of organizations at a given point in time† (Carroll 1979, p. 500). These programs are des igned to fulfill a basic economic or social need as expected by the community, honoured by the company in goodwill so as to position oneself as a positively value-driven entity (Swanson 1995; Wood 1991). CSR initiatives can be derived out of self-interest, or external pressure from institutional economics (Meyer and Rowan 1991; North 1992) or when a company decides to rise above its economic function to help and aid stakeholders (Trevino and Nelson, 2004). While there are many reasons for a company to engage in CSR, it ultimately assists the corporation in enhancing its legitimacy (Wood 1991) and fit with society at large (Zensisek 1979), creating a symbiotic relationship between stakeholders and companies (Tuzzolinio and Armandi 1981). Unfortunately, CSR has no consensus definition (Dahlsrud, 2008). It is important to recognise from this that CSR  is a complex and multilayered concept that requires examination from various angles. In this essay, CSR will be understood as a firm’s obligations to act responsibly to all possible stakeholders in the market environment. This essay will now seek to explore the motivations behind pursuing CSR programs by a business organisation, d etermining how various stakeholders and the general public can influence this decision and how the broader country context can affect how a company participates in CSR. In the corporate world, companies are fully engaged in CSR initiatives, with more than 80% of Fortune 500 companies addressing CSR issues (Esrock and Leichty, 1998), reflecting that CSR is more than an ethical or ideological necessity, but also an economic one. As such, more companies today have realised that â€Å"not only doing good is the right thing to do, but it also leads to doing better† (Bhattacharya and Sen 2004, p.9). While it was infamously argued previously that the main purpose of a company was to make profits and thrive economically (Friedman 1970), enterprises now have the option to do so and at the same time, contribute meaningfully to society at large. The reasons for a MNE to engage in CSR initiatives are multiple. Stakeholder theory (Donaldson and Preston 1995) can be used as a skeletal framework to understand where demands for CSR arise. Demand derives from two main groups: consumers and stakeholders. Stakeholders of a company include its investors, employees, suppliers and even the local environment that it is located in. The consumer demand for CSR will be addressed first. CSR engagements may result in producing a good that has socially responsible attributes, such as dolphin-free tuna or a non-animal tested product. It could be in less obvious means, such as a clothing company not ultilising sweat shops or child labour in producing its goods. When consumers buy products that bear such attributes, they believe they are â€Å"indirectly supporting a cause and rewarding firms that devote resources to CSR† (McWilliams and Siegel 2001, p. 119). Consumers are able to identify better with a company that engages in CSR activities and feel a stronger connection or attachment to such firms. Consumer oriented CSR also involve intangible attributes, such as reputation. Having a strong reputation has been linked to attracting more customers, retaining and motivating employees, gaining favour with analysts and the media amongst many more reasons (Bhattacharya and Sen 2004). CSR has come to matter in building a reputation for corporations. The Reputation  Institute ranks the world’s most reputable companies based on the RepTrak ® system. RepTrak ® analyses seven dimensions of corporate reputation: Citizenship, Innovation, Governance, Workplace, Leadership, Products/Services and Financial Performance (Reputation Institute 2013). Of which, three of these dimensions (citizenship, governance and workplace) fall into the CSR category, and analysis has shown that â€Å"42% of how people feel about a firm is based on their perceptions of the a firm’s CSR practices† (Smith 2012, para. 6). The Body Shop, Patagonia and Ben Jerry’s are some examples that stand out in their respective industries having built reputations centring on socially responsible practices. Hence, it is easy to see why consumers drive the demand for companies to engage in CSR activities. Stakeholders too, demand for CSR for various reasons. McWilliams and Siegel (2001, p.122) have posited that employees will support â€Å" progressive labour relations policies, safety, financial security, and workplace amenities, such as childcare. Workers are searching for signals that managers are responding to causes they support†. Nintendo has numerous employee well-being programs in place where all employees can receive support in various aspects of their lives. Free training in life-saving skills and first aid, and subsidies for work safety shoes, transportation costs and even gym memberships are provided to help employees achieve work-life balance and a better well being (Nintendo, 2013). It has been observed that CSR initiatives in a firm typically lead to greater employee work satisfaction where job attitudes are improved and productivity is increased, and is used as a way of attracting talents to a company (Bhattacharya, Sen and Korschun 2012). Valentine and Fleischman (2008) have observed that CSR also plays a part in mediating the relationships between ethics programs and job satisfaction. Taken holistically, effective organisational ethics and CSR activities will incite more â€Å"positive beliefs in the fir m, as well as the immediate work context and culture† (Valentine and Fleischman 2008, p. 167). As observed then, employees play an important role in creating a demand for CSR in firms as they stand to benefit from such programs intrinsically. For both stakeholders and consumers then, CSR programs create an organisational identity that becomes relatable. When companies engage in CSR that underpins their mission and values, stakeholders are able to see an element of themselves in the organisation,  which leads to increased support for the company. As already observed, this can lead to stronger purchase intention in customers, or increased job satisfaction in employees. The largest motivation to pursue CSR for a company though could lie in developing a competitive advantage. While CSR could be executed simply by donating to charities as corporate philanthropy, some firms have recognised CSR as a strategic tool to use and develop in order to answer not only a societal need, but a business issue as well. Strategic CSR is now a form of social innovation, and by answering crucial problems in society that leads to real, long-lasting change; a company will reap the benefits of a better workforce, a new market or higher consumption while adding value to society (Kanter 1999). The need to recognise that economic and social objectives are not distinctively opposing but complementary will lead to CSR that can potentially bring about a social benefit and improve competitiveness (Porter and Kramer, 2002). There are two main business advantages that arise from CSR. Firstly, it presents an opportunity to test out a new technology. Secondly, it provides the opportunity to build political capital by influencing regulations, presenting itself as a market leader or to strengthen relationships with government officials (Kanter 1999). This was exactly what Bell Atlantic did through Project Explore by going into schools to test out their new High-bitrate Digital Subscriber Line (HDSL) technologies with personal computers in the early 1990s. This provided a test ground that would get their technology into the real world and also presented itself as a demonstration site to political leaders for Bell Atlantic to petition favourably for their proposed statewide technology communications plan (Kanter 1999). Bell Atlantic managed to help schools by providing them with computers and new technologies, bettering education and technology literacy, while still achieving a business agenda. The competitive context of a company and its business environment can benefit greatly when economic and social goals are seen as mutually linked. Porter and Kramer (2006) identify four key areas strategic CSR can affect competitive context positively: factor conditions, demand conditions, context for strategy and rivalry, and lastly, related and supported industries. Improving education, in the case of Cisco, enabled them to educate students in computer skills that resulted in a high quality, yet cost effective curriculum due to Cisco’s expertise. Whilst all students from Cisco’s Networking Academy may not work for Cisco, the industry at large benefits. Furthermore, well-trained network administrators who graduate from The Cisco Network Academy create demand for higher quality service and solutions (Porter and Kramer 2006, p. 85). CSR can influence in the creation of a more productive and transparent environment for competition (Porter and Kramer 2006, p. 85), such as Transparency International, where corporations have pledged to disclose and deter corruption in the world. This aids in building fair competition and higher productivity. Finally, a company can benefit by supporting a related industry. For example, American Express funds travel and tourism academics in the recognition of its reliance on the hospitality industry for travel-related spending on its credit cards (Porter and Kramer 2006, p.85). These examples show how CSR can result in tremendous payoffs when executed effectively. While immediate stakeholders c an drive the motivations for CSR initiatives, it is important to consider how the country a company is operating in can affect how CSR activities are chosen and implemented. The different social and cultural differences in each country should be salient enough for managers to acknowledge that CSR cannot be entirely universal, especially in the case of global MNEs. Furthermore, different social needs and problems will be inherent in each country. For example, the prevalence of AIDS/HIV is critical in South Africa. As such, it is only appropriate that companies with a presence in South Africa address this issue; with the likes of Toyota, Sappi and Mercedes-Benz deploying CSR programs that help employees tackle the pandemic of AIDS/HIV. British Petroleum (BP) (BP 2013), a global oil company, undertakes CSR initiatives that are identified as locally relevant, tailoring to the needs of their host communities and societies. A quick glance of their case studies shows various CSR programs ranging from workforce rights in Brazil to community relations in Turkey. While addressing locale-specific issues would be the most effective method of CSR, other factors may e ncourage or hinder such intention. The legal environment can affect the way CSR is implement in a country greatly. It changes either through strong intervention whereby social responsibility is legally stipulated, or a severe lack thereof, which leads to voluntary action by other players (Campbell 2007). France and Brazil are two examples par excellence of how the government can play a key role in creating CSR  demand, albeit in opposite directions. The French government has influenced how CSR has developed and emerged greatly by playing an active role in passing legislation, amongst other policies that requires French companies, including subsidiaries of international firms, to be socially responsible and accountable (Sobczak and Martins 2010, p. 448). On the other hand, Brazil’s history of a military government has fostered a passive environment where innovation is stifled, including that of encouraging improvements for society (Sobczak and Martins 2010, p.449). As such, private actors such as Non Governmental Organisations (NGOs) are most active in Brazil to encourage CSR programs to Brazilian companies. While the legal environment can affect how CSR is implemented in a country, it can also affect what type of CSR is initiated. Although France has passed mandates to enforce listed companies submit reports on social and environment impacts, the main area of concern belies in employment rights (Sobczak and Martins 2010, p. 450). Similarly, Brazilian companies are also strongly focused on employee relations and well-being, that being the key principle of CSR in Brazil (Sobczak and Martins 2010, p. 451). CSR then is only translated into one dimension of obligation and other dimensions, though equally pressing; take a backseat in the case of France and Brazil. Different priorities in a country culturally can affect how CSR is implemented. In such scenarios, international NGOs come in and encourage other concerns to be addressed. This helps to bring harmony to the imbalance within the CSR activities focused in countries such as France and Brazil. For instance, international environmental NGO, the World Wildlife Fund, has collaborated with French companies to allow the use of their logo, one of the most recognisable brands in the world, on products that meet their standards (Sobczak and Martins 2010, p.452). This has encouraged firms in France to meet environmental standards that was not previously crucial in CSR portfolios. Through this, French companies are more receptive to practicing CSR that is not inherent to their usual procedures. Despite the particularity of each country and how CSR is ideally done based on local demands, the reality of the matter is that CSR is not always practiced this way. Global MNEs typically have general and universal guidelines on what CSR activities should be undertaken in host countries, and most managers have to be given permission to pursue local CSR from the parent company . Universalism in CSR practices by MNEs creates linearity and  coherence for all stakeholders, but can result in less powerful CSR practices. On the other hand, localised programs may end up being fragmented or ad hoc. There is undoubtedly differing perspective on which approach is preferable, as each holds its argument convincingly (Muller 2006). As suggested by Husted and Allen (2006) then, the key difference between global or local CSR is the community that demands it. Another key factor that affects the way CSR is conducted is the development of CSR in a globalised world. It has been recognised by scholars (Gugler and Shi 2009; Jamali 2010) that CSR is fundamentally Anglo-Saxon both in history and development. Hence, CSR has a strong presence in the United States and United Kingdom, but is still lacking in both conceptual and practical thinking in countries based in the Southern hemisphere. Jamali and Ramez (2007) has noted that numerous issues with CSR in the Lebanon context. Firstly, CSR is typically executed in tangent to the parent company’s mission and values. While it is not necessarily a bad move to have a universally applicable CSR issue identified by a parent company, this may lead to a lack of agency by foreign subsidiaries to pursue CSR that is truly important in a specific context. Hence, CSR in Lebanon is still largely based on altruistic means and charitable giving, which is considered a low-level and basic method of implementing CSR. Interviewed companies by Jamali (2007) did not track the performance of its CSR outputs, showing that CSR is not implemented for a genuine purpose of serving a long-term positive impact to society, but to address the obligatory needs in order to build a positive corporate image. Due to the lack of understanding from global perspectives and North-driven ideology, countries may derive value and meaning from CSR in their own terms (Gugler and Shi 2009). China has come up with their own standards because of the dilemma of being the â€Å"world’s factory† and cannot comply with various standards demanded from different suppliers, it becomes too costly to be effective. In this instance, the Chinese government has developed various rankings and best practices for Chinese companies, and goes as far as prohibiting international certifications unless approved by the right local authorities (Gugler and Shi 2009, p.15). By doing so, Chinese companies do not face foreign pressure to comply with standards that are unfeasible for their modus operandi. Overall, this essay has shown that there are numerous motivations for companies to practice CSR. Answering demands to  achieve higher satisfaction in consumers and employees, helping to build a reputation and in its most strategic form, creates a competitive advantage for companies are some of the benefits that a company can yield through effective CSR. While there are numerous ben efits of conducting CSR, CSR implementation is highly diverse due to the various legal, socio-economic and cultural factors that each country brings. Furthermore, due to the development and history of CSR, CSR is still very much in its infancy stage in the Southern hemisphere and pressure to develop a CSR programs similar to current ones in the Northern hemisphere becomes unrealistic and untenable. As such, other actors such as international NGOs may step in to realign and create focus for different needs, or countries may come up with their own compliance standards as a global benchmark to ease doing of business internationally. This has shown thus far how CSR is highly complex as a practice, varying from simplistic to more complex approaches, and once again changing within localities due to the needs and issues to be addressed. As CSR continues to develop, one should take notice of how CSR might change in developing countries and how globalisation continues to affect how companies may choose to conduct CSR. References: Aupperle, K. E., et al. (1985). An empirical examination of the relationship between corporate social responsibility and profitability. Academy of Management Journal 28(2): 446-463. Bhattacharya, C., et al. (2012). Using corporate social responsibility to win the war for talent. MIT Sloan Management Review 49. Bhattacharya, C. B. and S. Sen (2004). Doing better at doing good: when, why and how consumers respond to corporate social initatives. California Management Review 47(1): 9-24 BP (2013). Sustainability. from http://www.bp.com/en/global/corporate/sustainability.html. Campbell, J. L. (2007). Why would corporations behave in socially responsible ways? An institutional theory of corporate social responsibility. Academy of Management Review 32(3): 946-967. Carroll, A. B. (1979). 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The benefits and risks of Outsourcing

The benefits and risks of Outsourcing In this chapter, an introduction of research background is given and the objectives and scope of the research are described. In addition, a general overview of research methodology will be introduced. Finally, a brief overview of the dissertation structure is given in order to present an overall picture of the research undertaken. Background of research: Outsourcing is one of the fast growing aspects with a spending of US$ 3.7 trillion worldwide in 2001 (Clott, 2004). The latest survey conducted by Cap Gemini, Georgia institute of technology, SAP and DHL, it is clear that the usage of third party logistics (3pl) services continues to grow in Latin America, North America, Western Europe and Asia-pacific (Cap Gemini, 2006). Due to globalisation and rapid growth in information technology organisations are eager to develop competitiveness and responsiveness to customers (Matteo, 2003). Lieb and Randall (1996) defined 3pl to a more detailed extent; in particular, the term third-party has been explained more clearly. The third party logistics is defined here as: A company which supplies/coordinates logistics functions across multiple links in the logistics supply chain. The company thus acts as a third-party facilitator between the seller/manufacturer (the first-party) and the buyer/user (the second-party)à ¢Ã¢â€š ¬Ã‚ ¦. The functions the functions performed by the third-party can encompass the entire logistics process or selected activities with in that process. (p.51). Today many international logistics providers, including freight forwarders, customhouse brokers, ocean and air carriers, promoting themselves as third party logistics providers as they can provide more services for the movement of international freight. Liebs survey clearly tells that one third of large manufacturing companies in us use third party logistics services and over 60 percent of these firms used these services for above five years (Lieb, 2007). The close relationship between shippers and carriers could be a benefit for third party providers. One thing is confirmed that, nearly all large multinational companies make use of third party logistics providers (Maltz, 2004). Research problem: From many researchers point of view (Lee, 2004), Indian 3pl providers are still in an undeveloped state. So it might be difficult for them to survive in the Indian market competing with the foreign players. This research will review the traditional Indian distribution system and analyze the contemporary situations of both Indian and foreign companies like Pantaloons, Reliance, Subhiksha and Wal-Mart. In 2005, India was forecasted as the greatest consumer market opportunity, receiving highest foreign direct investment (FDI) (Mitra, 2005). The third party logistics in India accounts nearly a quarter of its transportation industry and expected to grow over $ 125 billion by 2015 (Srinath, 2006). Currently India sits atop the global retail opportunity. Indias retail industry, the 9th largest globally and valued at $ 330 billion (Kilgore et al. 2007). Reliance, a $ 12 billion giant enterprise run by Mukesh Ambani, plans to open an additional 4000 stores and hypermarkets with a target of $ 22.3 billion in sales by 2012. Wal-mart currently sources goods of worth over $ 1.5billion from India, yet to gain access to sell those products in India. So Wal-Marts joint ventures with Bharti will open doors for multi brand hypermarkets and shopping villages. One of the best approaches to gain competitiveness and improve customer service levels is the firms logistical capability. To be competitive, the companies have to deliver the products quickly and for lower cost. Logistics service providers gain momentum after the successful and efficient distribution network of Wal-Mart (Maltz, 2004). On the other hand, pantaloon is currently Indias largest retailer with more than 140 stores. Its also planning to spend $ 1 billion to open 100 big bazaar stores country wide. The Tata group, which runs lifestyle stores and star India bazaar, also opened an electronic goods shop in Mumbai last year. Tata group is planning to open 30 stores by the next year (Sahey and Mohan, 2006). Behind this growth, logistics infrastructure is the main backdrop of the countrys growth. Logistics costs in India are 13 percent of GDP compared with 8 percent in the U.S. Indian logistics is combination of road transport companies, railways, air freight companies, ports and shipping companies, as well as 3pl companies. 3pl market in India is least developed and its growth is about 20% per annum. If the logistics costs can be reduced from 13% of GDP to 8% of GDP, then the savings would be approximately $ 20 billion. This change will reduces the prices of Indian goods by 4.3% making them more competitive globally. The 3pl revenue and cargo handling volume registered growth rates of 18.25% and 20.33% respectively in 2003-2004 (Mitra, 2005). Retail opportunity opens the doors to reach Indian customers more effectively. Hindustan lever, a subsidiary of Unilever and the coca cola company are extremely successful penetrating in India. The rural population in India is almost 60%. Deliverin g products to those rural people is most difficult task due to the poor transportation and infrastructure facilities. In this situation both the companies above mentioned are successful with their distribution system through logistics service providers to reach each and every part of the country. So all the issues related to transportation infrastructure have badly affected the logistics network in India specifically in terms of lead time and costs. Anyway, a host of policy changes underway is expected to bring some positive revolution in the Indian transportation environment. In the past few years Indian government focussed on the infrastructure development. The main initiative under this project is the national high way development programme. It will connect all the metros and act as east-west and north-south corridor. So this will boost road transportation in India and good news for the logistics services providers in the country and also for the organisations to reduce costs by using 3pl providers (Mitra, 2005). Aim and objectives: The purpose of the research is to understand how third party logistics service providers can develop competitive advantage and improves the service levels of supply chains in Indian retail industry. The objectives of the study can be summarized as: To understand the current situations of Indian domestic 3pl providers To develop the competitive strategies pursued by the Indian 3pl providers To find out the impact of the use of the 3pl services on costs, customer satisfaction. On the other hand, the following research questions are designed for the achievement of the above research objectives. What kind of distribution systems do the Indian 3pl providers have? What kinds of logistics services are Indian 3pl providers providing? What competitive situation are the Indian 3pl providers facing? What kinds of competitive strategies are the Indian 3pl providers pursuing to achieve competitive advantages? Literature review: The supply chain: The process which integrates coordinates and controls the movement of goods, materials and information from a supplier to the end customer through a series of intermediate customers is called the supply chain. It bridges the gap between core business aspects of supply and demand. So the supply chain management is the management of buying/sourcing, making, moving and selling activities in a timely manner. Supply chains today are very slow, costly and do not deliver particularly good value to the end customer. Todays markets are much more demanding and information driven with small product cycles, more choice for customers and consumers and increased competition. Costs need to be cut down out of the supply chain and efficiencies increased, as business relationships within the chain shift and competitive advantage becomes harder to come by. The process of planning, implementing and controlling the efficient, cost-effective flow and storage of raw materials, in-process inventory, finished goods and related information flow from point of origin to point of consumption for the purpose of conforming to customer requirements. Third party logistics (TPL): The growth of high competition and complex business conditions force organizations to pursue competitive advantages and re-engine their business constantly. Outsourcing logistics to a 3pl provider has been considered as an effective strategy for companies to high service performance and lower operating cost. Lieb and Randall (1996) defined 3pl to a more detailed extent; in particular, the term third-party has been explained more clearly. The third party logistics is defined here as: A company which supplies/coordinates logistics functions across multiple links in the logistics supply chain. The company thus acts as a third-party facilitator between the seller/manufacturer (the first-party) and the buyer/user (the second-party)à ¢Ã¢â€š ¬Ã‚ ¦. The functions the functions performed by the third-party can encompass the entire logistics process or selected activities with in that process. (p.51). The basic characteristics of 3pls are to provide customised services and to handle multiple activities, which involve warehousing, distribution, transportation, inventory control, material handling, packaging and inspection (Bolumole, 2001). Here are some of the services offered by 3pls in the present market, according to Sowinski (2005): Dedicated contract transportation and transportation procurement. Inventory management Logistics management and consulting Freight audit and consulting Shipment tracking and tracing Reverse logistics and value added services TPL providers are nothing but supportive supply chain members. Lambert (1998) defined these supportive members as companies that simply provide resources, knowledge, utilities or assets for the primary members of the supply chain. The new level of usage of 3pl has been defined as logistics alliances. Bagchi and Virum (1998) define logistics alliances as: A long-term formal or informal relationship between shippers and logistics providers to render all or a considerable number of logistics activities for the shipper. (p.193). Under this alliance, 3pl users and providers treat each other as long-term partners. By identifying the characteristics of 3pl providers in various stages, Berglund et al. (1999) suggest that there have been three phases of development of the 3pl participants. The first phase started from 1980s, with the presence of traditional logistics providers, with the activities involved only transportation or warehousing. The second phase started from 1990s, when a number of network players such as DHL, TNT and FedEx started their logistics services. The third phase started from late 1990s, when a number of players from other areas like information technology, started working with the original logistics providers. In recent years with the dynamic changing and development of supply chain management 3pl providers have moved their focus to strategy development (Hertz Alfredson, 2003). 3pl providers have started to support logistics operations through value-added services and supply chain solution service, which creates abundant opportunities for companies to reduce costs and improve customer satisfaction (Knemeyer et al., 2003; Lieb, 2005). In addition to the services mentioned above, other services offered by 3pl providers, are known as value-added services. These are the services that add a lot of additional value to the products being distributed (Rushton et al. 2000). The major value added services has been summarized by the authors as follows. Specialist or niche service, where the operation is specifically designed for a particular products. Time reliable services, which are setup to support the just-in-time (JIT) operations of major manufacturers. Assembly, which is fulfilled by third-party distributor. Repacking, this is another area of value-added development, like a torch together with battery. Refurbishment: in the light if current environmental legislation many manufacturers have endeavoured to re-engineer their products so that parts from some used products can be reused in new products. Packaging return: collect packaging for reuses or disposal. (p.62). A research conducted recently by Hertz and Alfredson presented the strategic development of 3pl providers (Hertz Alfredson, 2003). According to Lai (2004): There are four types of 3pl providers from the resource based view of the firm. Each type of provider exhibiting different service capabilities and service performance. Also different types of logistics service providers adopt different service strategies to respond to different market segments Logistics outsourcing is simply a make-or-buy decision based on cost efficiency by increasing competitiveness and complexity (Christopher, 2005). A company may pursue logistics outsourcing for the following reasons, Own lack of logistics experience Desire to focus on core competency Difficulty in maintaining communication and information technology up to date Sahay and Mohan (2006). Outsourcing can give a company proper access to resources, equipment and management expertise which may count a worth of billion dollars (Clott, 2004). Outsourcing not only allows an organisation to achieve goals like cutting delivery times and ensuring accurate shipments, but also promotes competition among service providers and motivating them to continue renewing their services. Currently a growing interest on outsourcing has been mentioned by massive writings in scholarly journals and popular magazines. The terms outsourcing, third party logistics and contract logistics sounds the same. Traditional logistics activities such as transportation, distribution, warehousing, inventory management, order processing and material handling have been given less importance (Mitra, 2005). There is a need to develop competitive advantage and providing better customer service effectively and efficiently. This can be possible only through contract logistics (Razzaque and Sheng, 1998, updated reference). Third party logistics and customer service: Sadler (2007) defined logistics customer service as: the process of providing goods, information and services to customers in a way that both creates customer satisfaction and is cost-effective to the shipper (p.71). Customer service has been treated as essential factor in marketing strategy and it creates added value for both their companies and customers (Christopher, 2005). Customer service is a key way to gain competitive advantage. To compete in this corporate world, companies must provide high levels of logistics services to their customers. Based on a survey conducted by Bolumole (2001) identifies the nine most important aspects of customer service as follows. On-time delivery Order accuracy Price No product damage Ease of order placement Customer enquiry handling Quality Availability Order status information Regarding the high levels of customer service, Sadler (2007) suggest that: the economic aim point of customer service level is a little below 100%, beyond this level, the extra benefit to customers is vastly outweighed by the huge extra cost of inventory, hours of opening, staff training and salary, etc (p.72). Gaining competitive advantage through 3pl: Third party logistics (3pl) can be an effective way helping companies to achieve competitive advantages. The main objective of logistics management is to drive the companies in achieving sustainable competitive advantages through improved customer service and lower costs. Overall 3pl providers can provide a major source of competitive advantages. In other words, a position of gaining superiority over competitors (Christopher, 2005, p.6). Rushton et al. (2000) proposed that companies can achieve competitive advantages through 3pl providers. First, companies may compete as a service leader, which means to gain an advantage over their competitors by providing a number of key logistics service elements to differentiate itself. Meanwhile, the companies may compete as a cost leader where it is trying to utilize its logistics resources to offer the service or product at lowest possible price. Some logistics leverages for pursuing the two competitive advantages have been summarized as follows. To achieve value/differential advantage To achieve cost/productivity advantage The logistics leverage Tailored service Distribution channel strategy Reliability Responsiveness Information Flexibility The logistics leverage Capacity utilization Asset turn Co-makership/schedule integration Low inventory Low waste Table: The two different approaches to gain competitive advantages. Source: Rushton et al. (2000, p.33). Christopher (2005) summarizes that: The source of competitive advantages is found firstly in the ability of the organization to differentiate itself, in the eye of the customer, from its competition and secondly by operating at lowest cost (p.6). Competition is always at the core of the success and failure of the firm. A companys competitiveness can be derived from achieving either a cost advantage or a value advantage, or both of them. The relationship of cost and value between a company, its competitor and its customers, named the Three Cs relationship is illustrated below. Customers Assets and utilization Cost differentials Assets and utilization Value Needs seeking benefits at acceptable prices Value Company Competitor Figure: competitive advantage and the Three Cs Source: Christopher (2005, p.6). However, a most successful company would seek a competitive position depending on attaining both costs and differentiation advantages. Christopher emphasizes the last step that how to take the company to the top right of the matrix can be the biggest challenge to logistics providers. The occupation of the position of cost and service leader means the company has achieved both service and cost advantages. Service leader Cost and service leader High Commodity market Cost leader Value advantage Low Low High Cost advantage Figure: logistics and competitive advantage Source: Christopher (2005, p.10). The three possible ways for companies to accomplish their competitive strategies are internal activities, acquisitions and strategic alliances. On the other hand through mergers and acquisitions of other possible business may meet their competitive strategy requirements. The major participants in the logistics alliances are manufacturers, retailers and logistics service providers or third party logistics providers. A strategic alliance allows a company to take advantage of what it does well and enables it to seek partners who have strengths in other areas (Bagchi Virum, 1998). Supply chain integration with third party logistics providers: The present trend of most of the modern companies is to outsource their logistics activities to third party providers. This is a type of alliance, many of the firms implementing to achieve competitive advantage in the market place (Ratten, 2004). In the recent years just-in-time (JIT) process has gained momentum, which promoted outsourcing. The term integration refers to the degree to which individual parties work together in a cooperative manner to achieve acceptable outcomes (Ratten, 2004). Approaching the third party logistics providers comes under the wider arc integration. 3pl providers encompass a wide range of supply chain services including firms outsourcing, material management and distribution responsibilities (Frohlich and Westbrook, 2001). Nowadays 3pl companies are playing more number of roles in extended supply chains such as after-sales support, customer service and reverse logistics (Srinath, 2006). 3pl providers have transformed the roles of distribution centres from storage facilities to channel assemblies by taking care of some repair jobs that do not have sent back to manufacturers (Maltz, 2004). Relationships among TPL providers and members of supply chains: Nowadays the relationship between supply chain management and third party logistics service providers has gained some momentum. Here its necessary to discuss how to fill the gaps in understanding of how third party logistics providers should offer their services more effectively to their assigned supply chains. The supply chain is, The network of organisations that are involved, through upstream and downstream linkages, in the different processes and activities that produce value in the form of products and services in the hands of the ultimate customers. -Christopher (2005). The supply chain is a chain consists of networked companies from raw material producers for the consumption of end users. According to Jarzemskis (2006), a TPL provider is An agent middleman in the logistics channel who enters into a temporary or longer term relationship with some other entity in the logistics channel Most of the logistics services are purchased on a contract basis (Maltz, 2004). Based on the research by Bhatnagar and Viswanathan (2000), successful partnerships in logistics can be achieved by triadic relationships. Order lead time of grocery retailers in the Indian markets: in a survey of Indian retail industries, Chandra and Sastry (2004) found that 98% of the firms dispatch their goods through a contract with trucking companies, while 11% of them only have their own fleet of trucks and 36% of these firms use third party logistics(3pl) service providers for transportation. The economy is expected to grow at 10% over the next 10 years in the sectors like chemicals, pharmaceuticals, textile, retail and fast moving consumer goods. The Indian retail giants Reliance and Bharti announced large retail projects in collaboration with Wal-Mart. Also Reliance considering establishing large warehouses in Thailand to take advantage of low cost sourcing from Southeast Asia. On the other hand food and grocery retail players like Subhiksha established more than 600 new retail stores in India (Chandra Jain, 2009) Logistics is an important process that minimises costs and improves customer satisfaction (Christopher, 2005). The Indian retail industry is worlds fifth largest one. All retail sectors in India are not purely organised. Especially the retail sector is growing very fastly at a pace of 25-30% annually. This sector is projected to grow from Rs. 35,000 crore in 2004-05 to Rs. 109,000 crore by the end of 2010 (Mitra,2005). Here the author is going to examine the retail operational efficiency at the secondary distribution level by measuring the performance of Indian food retailers logistics operations in terms of order lead time. Order lead time is the time between the customers placing an order and receiving the goods (Srinath, 2006). Here both the suppliers and logistics service providers need to understand two certain types of lead times. The first one, inbound lead time is the time between the orders placed by the depot and the delivery of goods by the suppliers. On the other hand out bound lead time refers to the time depot and the company stores (Maltz, 2004). According to smith and sparks (2004), logistics has been facing many major changes in the Indian food retail sector including increase in the average size of stores, introduction of new retail store formats (petrol station shops) and the increase in the range of own brand food products 3pl operations in India: The greater utilization of third party logistics (3pl) in Indian companies is expected to rule the retail markets in the future years. Its predicted to rise from US $ 1.5 billion in 2008 to US $ 4 billion in 2012. Strategic analysis of 3pl markets in Indian retail sector shows that the market earned US $ 28.1 million in 2005 and predicted to be US 89.8 in 2012 (Kaur, 2009). The Indian economic growth has recorded significant development during the past several years. According to the survey conducted by Lieb in 2007, six of the CEOs were asked to identify the best suitable industries which will offer good results for the future of 3pl services usage in India. Four of them suggested automotive industry and three of them rated high technology. On the other hand retailing and pharmaceutical industry were preferred by two of them. According to Lieb: Long trip times for relatively short transportation distances make a turnaround of vehicles impossible and increases the cost of domestic transportation. Congestion, toll road blocks and local tax make proper planning and timing, and central distribution structures impossible. Inwarding process: This process is to ensure smooth movement of stock and merchandise from warehouse, vendors and any other location to shop floor, updating the inventory and subsequently be available for sale. Goods are received according to the Stock Transfer Note (STN) issued by the warehouse. Every morning the Warehouse Incharge prints the mail from SCM support, which gives the details of the merchandise which is scheduled to reach the store (e.g. Goods in transit report). Based on the information the Warehouse incharge to allocate space for the in transit merchandise do all follow ups for goods in transit. Inform the respective Department Managers about the merchandise scheduled, so that floor space for the same can be created, if required. Delivery vehicle arrives at the store warehouse. Security personnel to receive the supporting documents and handover the same to the warehouse personnel undertaking the Inwarding. Document set is checked by warehouse personnel to ensure it contains a Stock Tra nsfer Note (STN) in duplicate and an outward gate pass issued by the dispatching warehouse. An authorised LR copy incase the goods delivery vehicle is a private transporter. Security at stores will sign the gate pass and write manual IRN (Inward Register Number) on gate pass. Security personnel to check the vehicle to ensure the seal on the cargo area are intact and secure. If any of the above documents are missing the staff should inform the Warehouse Manager, and the same should be entered in the discrepancy register. Warehouse Manager to inform the dispatching warehouse in charge and try to resolve the issue, and receive the missing documents by the next day. Under NO circumstances, the merchandise should be inwarded, in variance to the above. Outwarding: This process is to ensure smooth movement of stock and merchandise stores to warehouse, vendors and any other location and updating the inventory. This process starts when Front End Category / Category / store logistics creates a STO for the transfer of merchandise. This process ends when the Store receives goods receipts details from the receiving site. This process is triggered when the Front end Category/Store Logistic Person/Retail Category identifies products to be sent back to CDC or Vendor. Any returns from the Store should be process oriented. There may be various reasons for returns like Defects sent back to the warehouse, due to excess inventory, non- moving stocks, Interstore transfer, back to vendor, Products replaced completely for the customers having same defects or products partly replaced for the Customers, excess material in the Store received as Backup Stocks in Original Packing Condition and Materials might be received directly by the Warehouse from the Customers as replacement where the Warehouse should ensure that it is duly packed and bar coded in proper conditions. Returns to Vendors to be made as per the terms and conditions agreed with the Vendor. If delivery is going from the Store, the product needs to be properly packed in corrugated cartons, after doing a Pre Delivery Inspection (PDI) at Store level one day in advance and be certified by the DM/Warehouse Incharge. Any outwarding to be done only after the permission is given from the FEC and store manager and the supply chain team to be kept in the loop. (Vaidyanathan, 2005). Drivers for 3pl usage in India: Even though the reasons for outsourcing and the activities involved may vary from one company to another, the basic driving factors are the same. In India, Sahay and Mohan (2006) classify the reasons that drive Indian organizations to outsource logistics into three categories. The primary factor is the concern regarding cost that focuses on logistics cost reduction. The second one is focus on core competencies, access to unfamiliar markets and corporate restructuring. The third issue is associated with improving supply chain efficiency, which will cover improving customer services, increasing inventory, driving productivity improvements, achieving flexibility in operations and improving return on assets. The primary drivers in the beginning were to reduce costs and release capital. But nowadays its to increase market coverage, improve the customer service level or increase the flexibility towards the changing customer expectations (Skjoett-Larsen, 2000). Facilitate Re-engineering Strategic flexibility Outsourcing Concentrate on core business Reduce cost Figure: driving factors of outsourcing. Source: Taglisapietra et al (1999) p.4 It is one of the top reasons for outsourcing researched by the outsourcing institute (2000). According to Lankford Parsa (1999): Reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed. (p.23). Outsourcing not only allows enterprises to grab the benefits of structural changes, but also allows them to take advantage of reengineered world-class providers. Elements for successful 3pl relationships: A successful partnership is like a successful marriage, which requires hard work from both the parties involved. Both the parties must understand each others needs and should be compatible with the values. Bagchi Virum (1998) identifies that information sharing is crucial for successful relationship between providers and users. The main elements of long-term successful relationships are compatibility, understanding of partners business needs, open communications, commitment, fairness, flexibility and trust. Based on case studies, Bagchi Virum (1998), identify six factors to the successful third-party relationships. Customer satisfaction is the key point of the relationship in all efforts. Customers need to clearly point out their needs and wants. Then its the turn for providers to understand these needs and acquire the capabilities. People are the important assets in an alliance. Also they should be well trained and motivated individuals