Cambodians Under Pol Pot

Cambodians Under Pol Pot Cambodia, a small country just west of Vietnam, gained independence after nearly 100 years of French rule. They first faced the problem of Communism during the Vietnamese Civil War. They remained neutral by contributing equally to North and South Vietnam. North Vietnam was a Communist country while South Vietnam was advised by the U. S. The Khmer Rouge, a group of Communist rebels, was led by Pol Pot. They soon took over Cambodia, killing hundreds of thousands of people. They transformed the country into a Communist society. The people of Cambodia rebelled because of the harsh dictatorship.Within days of the Khmer Rouge taking over, changes were made. New policies were created stating that the entire population should become a collective federation of farmers. All educated people (doctors, lawyers, teachers, and scientists) were murdered. Schools, factories, and hospitals were shut down. Any and all kinds of political rights were eliminated as well. The peopl e of Cambodia were purposely placed in working camps as far away from their homes as possible, working for extremely long hours and receiving minimal rations. Racism was also a problem. All Chinese, Vietnamese, and Thai’s were murdered.Certain religions were also not acceptable such as Christianity and Muslim. The children of Cambodia were indoctrinated causing them to become extremely brainwashed and almost everyone was a victim of torture as well. There was very little involvement by the U. S. to stop the genocide in Cambodia. This was because the United States was already involved in the Vietnam War and they were facing many social and political pressures. The only reason they were involved was to stop the spread of communism. Finally, the Vietnamese invaded and overthrew the Khmer Rouge.They immediately installed a less repressive government but this didn’t stop the fighting. They only wanted to take over Cambodia so that their Communist society would grow. The Vie tnamese eventually withdrew and Cambodia adopted a democratic constitution which held free elections. The economy and society of Cambodia has never truly recovered from the genocide. Although Cambodia has made many attempts to change its economy, it is still based mainly upon agricultural development because Pol Pot’s policies destroyed their foreign aid and all of Cambodia’s educated professionals were killed.

Geography Study Guide

Terms| Definitions| Pacific island groups:| Micronesia, Melanesia, Polynesia| (Pacific) Micronesia means-| small islands| (Pacific) Melanesia means-| black islands| (Pacific) Polynesia means-| many islands| (Pacific) Divided into high islands and low islands based on-| physical characteristics| High Islands-| mountains created by tectonic forces, volcanoes and earth quakes| Low Islands-| coral reef| Coral Reef-| formed from living coral polyps accumulating over time| (Pacific) Natives| aren't sure how they got there| WW11 caused-| not much attention| U. S. sed marshal islands for-| nuclear testing- Bikini Atoll| Trust Territories (Pacific)| territories supervised by another nation| Pacific have low or high standard of living? | low| Pacific cash crops| rubber, coffee, sugarcane in high islands of Melanesia and Polynesia| (P) what is growing rapidly? | tourism| Antarctica is larger than†¦ | Australia| (A) Discovered-| last 1820s| (A) Is the highest or lowest continent? | highest| (A) land is feet below sea level| 280 ft| Park ice of icebergs and| ice surrounds the continent and ice shelves| Ross ice shelf reached in| 1840s| A) 1st explorer set foot in-| 1895| 1961 what was signed? | Antarctic treaty by 12 countries| (A) Treaty was renewed in-| 1989 with 28 more countries adding to treaty| (Au) is the blank largest country-| 6th| (AU) is about the size of-| U. S. | Block rain-| great dividing range| Longest river in the east-| Murray river| Outback-| central and western plains and plateaus| (AU) population-| about 19 million| (AU) where does most of the population live? | Eastern and southeastern coast| (AU) Low or high standard of living| high| 1st Australians| Aborigines|Who killed, infected, and drove of Aborigines? | Europeans| Claimed AUS for UK| Captain James cook| (AU) most immigrants come from-| pacific islands and southeast Asia| (AU) climate-| hot and dry| (AU) has more rain-| coastal areas| (NZ) 1,000 miles away from-| Australia| (NZ) has two isla nds-| North and South islands| (NZ) North Island-| narrow, hilly, central plateau| (NZ) South island-| longer and more mountainous with glaciers lakes and fjords| (NZ) has what type of roots? | Polynesian and European roots| Captain cook landed in NZ in-| 1769|Maoris-| natives, that have violent contact| (NZ) 1840 was treaty between-| Maoris and UK| Who cut down the forests in the 1800s? | Europeans| half the land of NZ is used for-| pasture| NZ major exports-| wool and kiwi| NZ 75% live on the| north island| NZ Less than 15% live on the| countryside| NZ 85% live on the| urban areas| NZ government is based on-| UK model| NZ 88% of population is of descent? | European descent| NZ significant influence of culture? | Maori| NZ has high or low standard of living? | high|

Periodic Properties Essay

The halogens F, Cl, Br and I (At has not been included because of its scarcity and nuclear instability) are very reactive non-metals that occur in the penultimate group of the periodic table, hence they all require just one electron to complete their valence shell. All of the elements exists as diatomic molecules (F2, Cl2, Br2, I2) in which the atoms are joined by single covalent bonds. Going down a group of the periodic table, for successive elements there are more energy levels filled with electrons, so the outer electors are in higher energy levels and farther from the nucleus. Fluorine and chlorine are gases, bromine a liquid and iodine a solid that forms a purple vapour on heating. The halogens are all quite electronegative elements. They require just one electron to complete their valence shell, hence they readily gain electrons to form the singly charged halide ions (Fà ¯Ã‚ ¿Ã‚ ½,Clà ¯Ã‚ ¿Ã‚ ½,Brà ¯Ã‚ ¿Ã‚ ½,Ià ¯Ã‚ ¿Ã‚ ½). The ease with which they gain electrons gained is further from the nucleus and hence less strongly attracted. This means that, in contrast to the alkali metals, the reactivity of the halogens decreases going down the group. Method 1) Test the solubility of Iodine: 1. A very small amount of iodine was put into water, cyclohexane and KI(aq) respectively 2. The color changes of the solutions and the solubility in each solvent were recorded 2) Test iodine reacts with starch: 1. Three drops of I2-KI solution were put into a test tube 2. A few drops of starch solution were added after that 3. The color of solution was recorded 3) Test the acid-base properties: 1. A few drops of chlorine water were put in a test surface, and it was tested with universal indicator paper 2. This was repeated first using water and then using iodine solution instead of the chlorine water 3. The color changes were recorded 4) Displacements between halogen elements: 1. 2cm depth of each aqueous solution: sodium chloride, potassium bromide and potassium iodide were put into 3 respective test tubes and labeled 2. An equal volume of chlorine water was added into each test tube and the results were recorded 3. A little hexane was added to form a separate upper layer of a non-polar solvent 4. The mixtures were shook and the changes were recorded 5. Step 1, 2, 3 and 4 were repeated first using water and then iodine solution instead of chlorine water 5) Tests for halide ions [Halide ions (Cl-, Br- and I-) with silver ions]: 1. About 1cm depth of aqueous sodium chloride was put into a test tube 2. A little aqueous silver nitrate was added and then the observations were recorded 3. The test tube was placed in a sunny place, and left there for about 5 minutes and then it was observed again 4. Step 1, 2 and 3 were repeated using aqueous potassium bromide, then aqueous potassium iodide instead of sodium chloride ?Data Collection? 1) The solubility of iodine in different solvent Color Solubility Water Colorless Insoluble Cyclohexane Purple Soluble Ethanol Yellow Soluble KI(aq) Yellow-brown Soluble 2) Test iodine reacts with starch: The color of the solution is black. 3) Test the acid-base properties: Cl2 Br2 I2-KI pH value 4 3 12 4) Displacements between halogen elements: The color change of the solution after Cl2, Br2, I2 added into NaCl, KBr and KI respectively Cl2 Br2 I2 NaCl No change No change Brown KBr Pale yellow solution No change Brown KI yellow yellow Brown The color of the upper layers of the solution after hexane added Cl2 Br2 I2 NaCl No change No change Purple red KBr Pale purple No change Purple red KI purple Pale purple Purple red 5) Tests for halide ions: Halide ions (Cl-, Br- and I-) with silver ions: NaCl White precipitate is produced Darkens after it was placed in sunlight KBr Cream precipitate is produced. KI Yellow precipitate is produced. ?Data Analysis? 1) The solubility of iodine in different solvents: The solubility is larger in non-polar solvent (water, ethanol) and smaller in polar solvents.(cylohexane and KI) The purple color of iodine in cyclohexane is that because in non-polar solvents, iodine froms the violet solution. 2) Test iodine reacts with starch: According to the general knowledge we knew, the phenomenon of this reaction should be blue, but the color observed was black-green. That was because some of the starch hydrolysis in water and produced something could make the color darker. 3) Test the acid-base properties: 1. Cl2: The color of the universal indicator papers showed that Cl2 is strong acid. 2. Br2: The color of the universal indicator papers showed that Br2 is a kind of acid, but not very strong. 3. I2: The color of the universal indicator papers showed that I2 is a strong base. Actually, I2 is acid. The reason is that the original color of I2 is red-brown, that made us can’t see the phenomenon clearly. 4) Displacements between halogen elements: As what I mentioned above in background, the rule of displacements between halogen elements is that more reactive ones displace less reactive ones. That’s the reason why Br -can’t displace Cl -, and I -can’t displace Br – and Cl-. When there was no reaction between two elements, the color we observed was the blend of original colors of the less reactive element and the solution containing the more reactive element. If there’s a reaction between two elements, the color we can observe is the color of the displaced element. According to the information we got from Internet, we knew hexane is a kind of oil and is insoluble in water-solvent. That was the reason why we could differentiate the two layers of each solution very clearly. The colors of each solution’s under layer were the original colors of the saline solutions. There were two kinds of instances of the color of upper layer of each solution. For the solutions those do not have I – ion, they were colorless. That’s because hexane is colorless and cannot react with Cl – or Br -. Another instance is that the solutions include I -, when I – meets hexane, it will show the color of itself. That was why we could observe color of purple in this experiment. 5) Test for halide ions: When halide ions dissolved into silver salts, then the precipitate is appear commonly. The white precipitate is AgCl: AgNO3+NaClà ¯Ã‚ ¿Ã‚ ½AgCl+NaNO3 The off-white precipitate is AgBr: AgNO3+KBrà ¯Ã‚ ¿Ã‚ ½AgBr+NaNO3 The pale yellow precipitate is AgI: AgNO3+NaIà ¯Ã‚ ¿Ã‚ ½AgI+NaNO3 After 10 minutes under the sunshine, photodissociation happened on all of them, so the black precipitate on the bottoms of three test tubes are the products of photodissociation. 1. Going down the group, the elements of this group have the same effective nuclear charge. Atomic radius of these elements becomes bigger because of the increase of the number of energy levels. The attraction between nucleus and valence electrons gets weaker. Less energy is required to remove the first electron from one mole of gaseous atoms. The ionization energy going down the group decreases. The ability to attract electrons becomes weaker. The electronegativity going down the group decreases. 2. Organic solvents always contain the element carbon. Inorganic solvents don’t contain the element carbon. The most common solvent, water, is an example of an inorganic solvent. There are many more organic solvents than inorganic solvents. Compare with organic and inorganic solvent, the solubility of iodine is higher in organic solvent. 3. The oxidizing power of the halogens decrease going down the group as the size of the atoms increase going down the group as the size of the atoms increases and the attraction between the nucleus and the electrons becomes less. In that case, going down the group, the elements become less powerful oxidising agents. This means that a higher halogen will displace a lower halogen from its salts. A lower halogen cannot displace a higher halogen from its salts. 4. When starch reacts with iodine, the typical blue black color will appear. That’s a good way for us to identify starch and iodine. 5. After photodissociation, the color of some precipitates will change. will become black. That’s the most obvious one. Other precipitates will become darken. 1. Because we use solid iodine in the first experiment. If we add the solvent into the test tube first, the test tube will be wet and the solid iodine we put in later will attach on the surface inside instead of fall into the liquid. For this reason we must add solid iodine first in experiment 1. 2. According to the first experiment, we found that the solubility of iodine in pure water is very low. But the solubility of iodine in potassium iodide solution is relatively much higher. So we use I2-KI solution to increase the amount of iodine in order to let the phenomenon more obvious. REFERENCE 1) à ¯Ã‚ ¿Ã‚ ½Chemistryà ¯Ã‚ ¿Ã‚ ½(for use with the International Baccalaureate Diploma Programme) [3rd Edition] First published in 2007 by IBID Press, Victoria, Page 77 to 78. 2) http://www.epa.gov/ttn/atw/hlthef/hexane.html 3) http://baike.baidu.com/view/373611.htm 4) http://baike.baidu.com/view/908645.htm

Evolutionary Theories of Aging and Longevity Research Paper

Evolutionary Theories of Aging and Longevity - Research Paper Example This paper analyses some of the major evolutionary theories with respect to aging and longevity. Mutation accumulation theory was formulated by Sir Peter Medawar, a noted British professor of zoology and anatomy at the University of London who won the Nobel Prize in medicine (1960) for his work on acquired immunological tolerances† (Mutation Accumulation Theory of Aging). According to mutation accumulation theory; Aging is an inevitable result of the declining force of natural selection with age. For example, a mutant gene that kills young children will be strongly selected against (will not be passed to the next generation) while a lethal mutation with effects confined to people over the age of 80 will experience no selection because people with this mutation will have already passed it to their offspring by that age. Over successive generations, late-acting deleterious mutations will accumulate, leading to an increase in mortality rates late in life (Gavrilov and Gavrilova, p .341). Mutation accumulation theory argues that the negative effects or adverse events originated at the time of evolution may decline as time goes on. In other words, living things acquire more and more abilities to counter the adverse effects of evolution since the transfer of genes which causing adverse events may decline as reproduction goes on. For example, the epidemic diseases in the past are no more a threat to the current generation. This is because of the reduction in the transfer rate of genes responsible for such epidemic diseases to the upcoming generation from the generations in the past. Mutation accumulation theory believes that aging is caused by defective genes which may become hyperactive during the later stages of life. For example, genetic diseases such as Huntington’s chorea may appear in the life of a person only at the final stages of his life. It should be noted that the genes which are causing this disease was present in the body of that person even at the time of his birth. However, such genes may not be active during early parts of his life and aging is the process which helps the activities of such genes. Antagonistic pleiotropy theory was formualted by George C Williams in 1957. Pleiotropic According to Antagonistic pleiotropy theory, â€Å"Late-acting deleterious genes may even be favoured by selection and be actively accumulated in populations if they have any beneficial effects early in life†(Gavrilov and Gavrilova, p.341). In normal circumstances, each gene may have only a single trait. However, in certain circumstances, it may have more than one trait which usually refers as pleiotropy. Antagonistic pleiotropy theory believes that the same gene which is responsible for increased reproduction during the early parts of one’s life may cause aging during the later parts of his life. For example females loss fertility during later parts of their life even though they may have high rate of fertility during the early parts of their life. It should be noted that the same gene is responsible for both fertility and non-fertility. The postulates of mutation accumulation theory and that of the Antagonistic pleiotropy theory are almost similar even though some differences are there. Antagonistic pleiotropy theory argues that the defective genes are kept in the gene pool whereas mutation accumulation theory point out that the defective genes will be accumulated as time goes on. If aging is a side effect of genes that have a

Challenges and opportunities arising from the expansion of the Essay

Challenges and opportunities arising from the expansion of the European Union - Essay Example e significant changes in the wake of the collapse of the Soviet Union in 1992 and this momentous event has had numerous ramifications for this multilateral organization. How should the EU expand? Should it continue to move eastward towards the former Yugoslavia or even expand towards Istanbul? Can a majority-Muslim country, i.e. Turkey, actually be European? Seeking to address these questions and many more with respect to European growth in the twenty-first century, the following will provide a comprehensive overview of a fascinating phenomenon. After the fall of communism and state-sponsored socialism at the end of the twenty-first century, the European Union has had to face many challenges dealing with integration and potential enlargement. This essay will explore the demand for eastern growth within the EU and look at the consequences, both intended and unintended of enlargement. The focus will be on Turkey and the ramifications of this controversial expansion. Following this, thi s essay will conclude with broad prescriptions for the future growth of what remains the most powerful multilateral political organization on the planet (Warleigh 2004). The European Union is a multilateral political body composed of a variety of different states, found throughout continental Europe and within the European region. While the composition of each member state differs from a social, political or economic perspective, the members of the EU share a common bond and common values such as pluralism, democracy and the belief is collective negotiation to achieve regional aims. Accordingly, multilateralism is an important feature of the modern EU, and numerous different interests – national as well as regional – are represented within an overarching transnational political framework. Significantly, the EU’s multilateral political framework insures that all member states subscribe to commonly-held principles such as democracy and at its base, capitalist economic

Management research methods Assignment Example | Topics and Well Written Essays - 2500 words

Management research methods - Assignment Example However, from the point of view of the consumers, it is of vital concern that the personal motivations that prompt them to make better use of the internet as shopping venue be ascertained. While many, if not all, the products sold online are also available from brick and mortar stores and other conventional venues such as through the televised home shopping network, the motivations for customers to purchase online appears to be influenced by a special set of factors which pertains exclusively to the online technology. The individual must have a strong sense of confidence in trusting the system, because (1) he/she has not physically examined the product he/she is actually buying, only being able to view a product replica on his/her monitor or screen; (2) he/she is transacting with a business entity he/she only sees onscreen, and which may be located elsewhere on the globe. Without a physical store to go to, he or she may not know how to reach the vendor if his/her claim is unsatisfied ; (3) the customer has to have his/her payment transmitted before delivery of the purchased item, thus sending the cash through electronic means is a leap of faith; and (4) release of the customer’s bank account or credit card number is a risky act which may be the source of identity fraud and electronic theft. These are significant issues to which high risks are attached, and savvy consumers will be usually cautious about engaging in these acts. It is therefore the result of strong motivational forces that consumers would agree to undertaking these risks in order to shop online. The survey conducted here therefore has the specific purpose of determining what the important factors are that influence an individual’s desire to purchase items online, despite the attendant risks. Design of the survey The survey is designed to be answered by respondents who have personally transacted a purchase over the internet. The respondents may be of any age, of either gender, and of a ny walk of life. The only disqualifying attribute is if the individual has not experienced purchasing something over the internet. In this sense, internet or online shopping includes all e-commerce facilities for retail customers online, from ordering merchandise from particular retailers, to buying something from other customers in online auctions such as the e-Bay site. The population thus includes everybody who has shopped online at least once. The size of the sample is ideally one that is representative; however, since internet shopping involves an indeterminate number of people, most likely running into the hundreds of thousands or millions with multiple transactions, then it is difficult to ascertain a representative number. The survey should therefore aim for a large number, and from observing the sample sizes shown in the different academic studies, a good number would be 250 to 350 respondents. It is also important to make sure that the locations surveyed represent as equal ly as possible all the area intended to be covered by the study. The sample selection method must ensure the highest chances of getting a representative sample, while ensuring that the intended respondents are reached and their existence and qualifications verified. Inasmuch as those who are qualified to respond to this survey are those who are exposed to and confident

Understanding Religious Experience Essay Example | Topics and Well Written Essays - 2250 words

Understanding Religious Experience - Essay Example In this paper, the role of mystic women in different religious philosophies will be tackled as well as the basic tenets of these religions as to fully understand mysticism as a specific type of religious experience. The etymology of mysticism can be traced from its Greek roots which literally mean â€Å"to conceal.† Revels contends that mysticism is rooted from something deeper which â€Å"goes beyond the senses, intellect, and imagination,† leaving it unexplained. It provides a conscious â€Å"extemporaneous experience† of connecting with the One. Martin stated that mysticism offers a difficult to describe event that often, the mystic would describe it in a negative way (155). According to Woods, mysticism is not a religion in itself, but an essential element of a religion (20). In Catholicism for example, a person is granted sainthood if he or she has lived a holy life, follows the ideals of the Catholic Church earnestly, and has offered at least two miracles after death. Several catholic saints have experienced mysticism during their lifetime, to name a few: there is Saint Joan of Arc, who had a vision of Christ from her childhood; Sister Faustina who had a vision of the abysses of hell; and St. Nicholas, who became a popular Christmas symbol. In contrast with Woods, Professor Caird defined mysticism as an â€Å"exclusive religion† wherein the â€Å"attitude of the mind is swallowed up† in order to reach a full relation to God (qtd. in Fleming 5). The nature of mysticism is constant with that of spirituality and provides a â€Å"revolt against cold formality and religious torpor† (Woods 20). Themes of mysticism are often associated with the presence of the Supreme Being felt by the senses. Underhill quoted the mystic experience as a point of departure into the world of spirituality and â€Å"denying the world in order that it may find reality† (2). A feeling

FF Managing Diversity Awareness Campaign Essay Example | Topics and Well Written Essays - 2000 words

FF Managing Diversity Awareness Campaign - Essay Example They are not given leadership roles as compared to their male counterpart. Such workplace stereotypes have resulted in unequal pay and pay gaps. Despite the effort of the UK government for bridging the pay gap by introducing new equal pay act, UK has witnessed high income inequality compared to OECD countries. The author also states that women on an average earn less than their counterparts by  £140,000. The author proposed that out of every ten people nine people want equality in workplace through equal pay and job roles. He also says that culture has been a key factor that influenced the stereotypes present in workplace that led to income inequality and biased leadership roles. Our culture despises the changing work culture and holds it negative. Working women and home dads have negative repercussions in the society that lead to workforce bias. Not only has the society but organizations have also succumbed to such negative thought that resulted in such stereotypes. Governmentâ₠¬â„¢s Equality Office (2011), describes that the general view is that men are more competent than women and are well suited for leadership roles compared to women. It is quite unlikely, for a woman, who is a mother, to find a job. This shows how workplace biases and stereotypes create gender gaps and leads to gender inequality. It also explains that reducing the gender gap in workplace will lead to increased productivity. It has also been observed through various researches that high ratio of female to male in organizations have led to increased financial performance than organizations with large gender gaps. Women could add as much as  £150 billion to the UK GDP by 2030, if all women who aspire to work were provided jobs. According to the author Ridgeway (2011), managing gender equality will lead to increased productivity of organizations that will drive economic growth. UK faces an aging population which will lead to a shortage of skilled labour supply. This will push the

CARDIAC ARREST Essay Example | Topics and Well Written Essays - 1250 words

CARDIAC ARREST - Essay Example The heart is an organ working on electrical mechanism, and all the organs of the body receive blood from heart. According to (Medicin net)â€Å"The heart is an electrical pump, where the electricity is generated in special pacemaker cells in the upper chamber, or atrium, of the heart†. When the heart muscles cannot contract and expand, the blood supply from heart stops and the body of an individual dooms to death. The death occurs in cardiac arrest mainly due to the lack of supply in blood and oxygen to the brain. It is unfortunate to know that sudden death mainly happen due to cardiac arrest and many a times people are unaware before hand that their heart functioning is weak. The heart is a muscle and when the blood supplying vessels get narrowed the heart gets irritated .In cardiac arrest the blood vessels completely get blocked due to the clotting of blood and it leads to chest pain. Normally speaking, there are many causes for cardiac arrest and it includes heart attack, c hoking, electrocution and drowning. Heart Conditions that Lead to Sudden Cardiac Arrest. The death by sudden cardiac arrest happens as a result of major abnormality in the heart rhythm. This abnormality of rhythm knows as arrhythmia is a result of malfunctioning in the working pattern of the heart. Unlike other organs in the body, the heart does not depend on nerve system as it has its specific electrical stimulator. The most common cause of cardiac arrest is the arrhythmia or ventricular fibrillation involved in it. Normally, cardiac arrest is not a condition which happens on it own .The following are the heart condition which lead to sudden cardiac arrest. Coronary heart disease: Mostly coronary heart disease occurs to people who suffer from coronary heart problems. These peoples have clogged blood vessels which can create problem for normal heart functioning. Heart attack: If a person encounters with heart attack due to the vermicular fibrillation, the result can be sudden cardia c arrest. Moreover, heart attract creates scars in heart tissue which lead to electrical short circuits interfering with it and causing cardiac arrest. Cardiomyopathy(Enlarged Heart):Once the muscular walls of heart get thickened the result can be cardiac arrest. Since this process makes heart muscles abnormal, the outcome can be cardiac arrest. Valvulart heart illness: The narrowing or leaking of the heart valves can cause thickening of heart muscles which can lead to cardiac arrest. Congenital heart problem :Sometimes the heart condition during birth can lead to cardiac arrest among young children and adolescents Electrical abnormalities in heart: At times the problem in electrical system of heart functioning alone can cause sudden cardiac arrest. Risk Each year more than 3, 00,000 people in America encounters with sudden cardiac arrest and it happen mostly in people who have crossed 30s.It is usually observed that men are at more risk to this disease than women. The main risk fac tor for sudden cardiac arrest is coronary artery disease (CAD), which remains undiagnosed in many people. It is seen that most people who suffered sudden cardiac arrest had a minor history of coronary artery diseases. CAD is a silent disease and can kill people without them being aware of it. There are also many other risk factors which can lead to sudden cardiac arrest which are as follows; a) Family history: A family history and inheritance can be the main risk factor for people to undergo cardiac arrest. With a genetic influence,

A Biographical Approach to the Poem The Whipping by Robert Hayden Essay Example for Free

A Biographical Approach to the Poem The Whipping by Robert Hayden Essay Robert Hayden is one of the best-known American poets of his time. However, he is also one of the most underrated poets of all time, arguably not as much accolades as other poets of the same era. His poems exude admirable sincerity and tremendous grasp of poetic devices. His beautiful poem â€Å"The Whipping† is regarded as one of his finest work. A biographical approach to the poem would reveal to us that Hayden transforms his bitter memories to a sumptuous work of art. The poem is basically about a woman whipping a boy, for some reason that is not explicitly stated in the poem. The second line â€Å"is whipping the boy again† tells us that violent act is being carried on regularly. The reader immediately would assume that the woman is the mother of the boy, regardless if the woman is the boy’s biological or foster parent. The picture that Hayden had painted is vividly painful. The lines â€Å"she strikes and strikes the shrilly circling / boy till the stick breaks† suggests the level of anger of the woman and the fear and pain of the boy. The woman stopped whipping the boy only when the stick was already broken. Halfway through the poem, the author shifts from third to first person â€Å"words could bring the face that I / no longer knew or loved†¦Ã¢â‚¬  Those first person lines suggest to the readers that the speaking persona could have undergone the same kind of treatment. The line â€Å"well, it is over now, it is over† is a potent hint that the narrator is recalling his past. He is able to forgive the one that whipped him. However, he is unable to shake off the memories of being whipped as a boy. A peek to Hayden’s biography is likely to lead us to clues that had led him to conceive this poem. Hayden was born and grew up in a Detroit ghetto which the people there called Paradise Valley. During that time, violence, in the form of corporal punishment, was not uncommon. Hayden also had an irregular family life as a child. His biological parents were separated even before his birth. A couple who also exhibited a volatile relationship took him in. As a child, Hayden had witnessed domestic violence from both his biological and foster parents (Greasely 251-252). Hayden had shown us admirable honesty through his poem â€Å"The Whipping. Corporal punishment is not much talked about by adults, probably because they are now currently the ones guilty of whipping their children. Hayden had shared his memories to us to convey a message that would be vital for any community. He is suggesting to us that corporal punishment is more likely to generate childhood trauma than discipline. Moreover, he is also arguing that violence to a child is injustice. Parents blaming their child for their â€Å"lifelong hidings† are the primary reason why this vicious cycle of violence is still ongoing.

Analysis of the Daimler-Benz and Chrysler Merger

Analysis of the Daimler-Benz and Chrysler Merger ABSTRACT Globalisation has changed the appearance of the economy. Especially in the 1990s firms expanded into new markets to operate more global and to develop their business. To do so, many companies choosed to expand via corporations with other companies to make the market entry easier or simply to strenghten their market position. Mergers and acquisition became one of the most used tools for development, whereas a merger between well known and successful companies always caused a sensation. Mergers caused such a stir as the companies involved in a merger faced a complete new identitiy and innovations were about to alter the company. The research project proves the decision for a merger rather than an alliance and the synergies gathered due to this tool of development. Two companies, Daimler-Benz and Chrysler, are investigated to illustrate the academic frameworks in practice to come to a conclusion why they merged. Methodology includes analysis of secondary data which has been published on the subject area. The findings and analysis of the research conducted, concluded that synergy is the most important aspect when companies grow through mergers. Furthermore, the results show that internationalisation due to globalisation is the key driver of mergers. The paper concludes with an evaluation of the study and recommendations for further research. CHAPTER ONE 1.1. Reason for Choice of Topic Companies come and go, chief executives rise and fall, industry sectors wax and wane, but an outstanding feature of the past decade has been the rise of mergers and acquisitions (MA). Whether in times of boom or bust, MAs continue to be the preferred option for businesses seeking to grow rapidly. A company has several options to choose from when it comes to growth strategies. One option is to grow organically by increasing sales personnel, new product developments and by expanding into new geographical areas. Alternative options to achieve the desired growth, companies traditionally build, buy, merge with other companies or co-operate through alliances. However, the best example of how to grow inorganic is to merge or aquire (Sherman, 2005). MAs are mainly about growth according to Lees (2003) and Sudarsanam (2003). Internal or organic growth is in most cases a slow process and MAs is another option that will increase the growth process. By doing an MA deal, the acquiring company or the merged companies can get instant access to new markets, technology and operations can be completed more efficiently. Several reasons and motives exist why a company chooses to grow through MA. According to Gaughan (2002) the most common motive for MA is to create synergy. However, other motives play also an important role, like diversification, improved management, market power or tax motives. Johnson and Scholes (1997) state that MAs are a quick way of entering new markets or products. The company can also gain competences or resources through this way. Knowledge about the market situation is also a significant cause why companies choose to develop through MA. Another reason for companies to develop through MA is that they are actively s earching for benefits arising from synergies. The author has chosen the topic to gain further knowledge about the topic of why do companies actually merge to gain synergy. The reasons for attempting to gain further knowledge are based on the authors fascination on MA in general and to the extend why Daimler-Benz and Chrysler did actually merge. The split between those two has not been long ago and therefore the author was particularly interested in this merger. Furthermore, the author is interested what type of synergies were the most relevant in this merger of equals. 1.2. Academic Obejctives of Dissertation This research aims to point out that synergies play an important role when two companies are doing a corporation in order to grow. The author has chosen the following objectives in order to support the research hypothesis: To discover why companies select mergers instead of strategic alliances as tool for development To investigate to what extend synergies play an important role when merging To explore the importance of internationalisation in times of globalisation 1.3. Outline of Chapters Introduction: Introduces the topic of this research and explains the aims and objectives of the study. Setting the scene: This chapter is to set the scene for the study. It presents background information about the two companies and what actually did happen. Literature review: Discusses the academic literature on mergers and acquisition and synergies concentrating on several approaches to be applied to the case study. Methodology: Discusses how the research was conducted and recognizes any limitations and biases of the chosen methods. It involves a description of how the research and data was analysed. Findings: Presentaion of the case study including important information for the research Analysis: The findings from the secondary research are analysed against the earlier literature and research from chapter three. Conclusion: The research project is finally concluded, commenting on the initial objectives of the study. The limitations and recommendations for further research are also discussed in this chapter. CHAPTER TWO 2.1. Background of Daimler-Benz AG As Jurgen Schrempp became the new CEO of Daimler-Benz AG in May 1995, one of his first jobs was the promulgation of a new strategic concept containig five points to strenghten their market position and to expand further. Mercedes considered the US market to be the important and competitive automobile market in the world. They established a greenfield plant in Tuscaloosa in 1994 already to strenghten their position in the US market and were supposed to be market openers. Those were the first signs that Daimler-Benz wanted to expand. 2.2. Background of the Chrysler Corporation From 1994 to 1997 Chrysler beat one historical record after another, where even some models were selected as cars of the year. It was even crowned by Forbes as the company of the year 1996. Bad labour relations have been improved through corporatist agreements. However, most cars were sold in the home market and plans to expand to other non-american countries have been scattered more or less. Nevertheless, the frequent crises and the internationalisation deficits of the company had planted the idea of a partner in the minds of the Chrysler executives. 2.3. The Merger When in May 1998 the CEO of Daimler Benz, Jurgen Schrempp and Robert Eaton, CEO of Chrysler signed the contract for a merger between those two companies, they made the biggest industrial merger in history. Both partners expected great value and advantages, as both companies seemed to complement well with each other. As a matter of fact, the company did not develop as good as anticipated. From the beginning on DaimlerChrysler could only announce little profits and losses, in the year 2001 it was even the biggest loss in history of all German companies. By mid 2004 the market value of the company has been less than half of what the value has been of both companies before the merger. By the same time the sales figures and business numbers of competitors increased. In May 2007, not even ten years after the merger, the dream of a super company bursted like a bubble. CHAPTER THREE 3.1. Reasons for Internationalisation As Kwon Kopona (1993) state in their theory the choice of market entry should relate to the companys corporate strategy and the extent, depth and geographical coverage of the present and intended foreign activities. Furthermore, the decision for growing should be made when there is a sufficient understanding of the different types of entry. On the one hand companies could gather experience through alliances and on the other hand fail to see that in particular cases an acquisition would be more successful (Clark, 2005). Dyer et al. (2004) state that a specific advice is needed about when to apply each strategy that is based on internal and external circumstances. Especially internally, the companies should focus on resources that are to be combined, the extent of unnecessary resources and the type of synergy which the firms seek. Externally, important factors are the degree of market uncertainty and the level of competition. As experience and interests of the company are different, t hese factors will have different degrees of importance. In Porters (1987) point of view entering a new market must be attractive for the expanding company. It needs feasibility of making profits in the target organisation. The costs of entry must be taken into account. These include direct costs as the cost of shares and advisors and indirect costs include such costs as integration costs. According to Dunning (1988) where he argues with the eclectic theory that additional costs can occur because of the failure of knowledge about market conditions, the legal and cultural diversities and the increased costs of operating at a distance. It also must be taken into consideration if the possibility of gaining synergies exists and what the opportunity of benefiting from the target companys core competences is. The local advantages of countries play an important role. The main country advantages can be classified as economic advantages, consisting of quantity and quality factors such as transportation, production, scope and the size of the market. Then there are political advantages that include government policies which have a positive influence on the market entry. And finally there are social and cultural advantages, which implicate the physical distance between the home country and the foreign country, language and cultural diversities and the general attitude towards foreigners. Dunning (1988) declared that companies have to be aware that relative attractiveness of locations can change over the year. He also declares that particular know-how and specific core abilities which count as an internalisation advantage can have a positive impact on the general business performance. 3.2. Methods of Development 3.2.1. Merger and Acquisitions As De Witt Meyer (1998) state in their thesis, mergers and acquisition are the most popular and influential form of discretionary foreign direct investment. Acquiring of another company is a takeover, be it friendly or hostile, while mergers only represent the share in a company according to Douglas Craig (1995). A non-adversarial approach benefits not only buyers but vendors as well, claimed by Beckett (2005). Mergers and acquisitions are significant alternatives to internal growth of companies as they enable companys fast penetration of new and foreign markets, acquire necessary know-how and skilled personal and obtain economies of scale and scope, according to Jackson (1995). Companies that merge gain access to supply and distribution channels through an upstream alliance. Furthermore Contractor Lorange (1998) state that enhancing their reputation and reducing competition if the integrated company is a competitor might be seen as an advantage. MAs are a well developed strategy and not a reaction to the first apparent opportunity as Simmons (1988) argued. As Coyle (2000) states, MA can be the outcome of either an aggressive or defensive strategy. Aggressive would mean that the company will seek to improve its market position to create a bigger company and finally to produce on a bigger scale and more cheaply through economies of scale. Defensive strategies on the other hand are made in order to survive in changing industry. A totally different reason for doing MA claimed Beckett (2005) as he said that companies may benefit from MAs when they acquire a company at a certain value and sell it later at a higher value. Through increasing shareholder value by providing a higher level of dividend and capital gain return and securing a higher return on the investment. This paper is mainly looking for the purposes for a merger and therefore for the realisation of potential synergy effects, as the purpose of most MAs is to achieve some kind of synergy. The belief is that two comparable companies together will achieve far better results than independently. Cost cuttings and savings will often lead to this effect. A successful MA can be classified as one where the potential synergies identified are to be utilised best as Coyle (2000) states. 3.2.2. Strategic Alliances Johnson (1999) has declared that defining strategic alliances are difficult to define as various forms exist. Clark (2005) defines it as two companies which are brought together with similar interest but with different strengths to work on particular projects, developmental approaches and marketing agreements which will offer benefits for both companies. Lorange and Ross (1992) even came to the conclusion as strategic alliances entail a very broad definition that it incorporates MA. Strategic alliances can be separated into three different types as Contractor and Lorange (1988) state: Joint ventures, Non-equity alliances and Minority equity alliances. Preece (1995) recognised 6 main reasons for strategic alliances, starting all with the letter L, therefore they can be named as the 6 Ls. Learning is the first one of them, as he argues that knowledge will be acquired. Leaning is meant as replacing the value chain activities and filling in the missing infrastructure. Leveraging will fully integrate the firms operation. Linking suggests that the links between supplier and customer should be build closer. Leaping pursues a radically new area of endeavour. And finally Locking out, which means reducing competitive pressure from non-partners. 3.2.3. MA versus Alliances The main difference between MA and alliances is the power of control according to Lorange Roos (1992). A pure acquisition would mean that the brought up company is under the control of the ones who bought it. To achieve growth due to acquisition and remain in control, huge financial resources are needed. Rather than buying a whole company, a corporation can propose a joint venture with a specific division in which the corporation is interested in. In case this joint venture works well, a multi-activity alliance could be grown. Equity swaps can be conducted for long-term stabilisation. However, without full control the corporation cannot decide for its own how the alliance or the merger will develop or if it will continue. A company with two equal CEOs does not work out well due to different interest and objects as Lorange Roos (1992) state. And Clark (2005) stated earlier that companies could gather experience through alliances but fail to see later that in particular cases an acquisition would be more successful. 3.3. Mergers 3.3.1. Types of mergers In a merger, the assets of two previously separate firms are combined to establish a new legal entity. In fact, the number of mergers in mergers and acquisition is almost vanishingly small. Less than 3 percent of cross border mergers and acquisitions by number are mergers. In reality, even when the mergers are supposedly between equal partners, most are acquisitions where one company controls the other. When there is a merger between two competing firms in the same industry, it is called a horizontal merger. (Buckley and Ghauri, 2002). When there is a vertical merger, two companies merge that have a buyer-seller relationship. Then there are the three conglomerate types. Pure conglomerate will be a merger where there are different markets and different products, so totally unrelated. Then there is conglomerate market extension, where it is a merger between a company that offers the same products but in a different geographical market. The last type is the conglomerate product extensio n, where the merged company sells non-competing products, but functionally related in production and distribution. In the case of the dissertation, it focuses on horizontal mergers which operate on overlapping markets and segments. Cartwright Cooper (1996) claimed that the definitions and intentions of MAs often read like a cheesy novel with a likeness to a more or less welcomed dating or courtship. The following four approaches are made: Pillage and Plunder One-night stand Courtship/Just Friends Love and Marriage Love and Marriage would certainly best fit to the focus of this paper, as the aim is to achieve a positive long term international growth. The fourth category is aiming for long term integration through assimilation and blending. 3.3.2. Cross-Border Mergers One important aspect of understanding cross-border MA is to examine the logic driving the deals. Strategic motives for a cross-border merger involve acquisitions that improve the strength of a firms strategy. Examples would include mergers intended to create synergy, capitalize on firms core competence, increase market power, provide the firm with complimentary resources, products and strengths, or finally to take advantage of a parenting advantage. However, in a recent book by Mark Sirower (1997) he argues that synergy rarely justifies the premium paid. Sirower declares, many acquisitions premiums require performance improvements that are virtually impossible to realize even for the best managers in the best of industry conditions (p.14). In exploiting a core competence a firm takes an intangible skill, expertise, or knowledge and leverages it by expanding its use to additional industries where it may create a competitive advantage in several different businesses. One strategic reas on to acquire is to gain complimentary products, resources or strengths. Research shows that one important driver of cross-border mergers and acquisitions may be undervaluation (Gonzalez et al., 1998). A driver of cross-border mergers might be differences in the macro-economic conditions in two countries. That is, one country might have a higher growth rate and more opportunity than some other country. Thus, it would seem reasonable to expect the slower growth country to be more often home to acquirers whereas the faster growth country is likely to more often home to target firms as Hitt et al. (2001) stated. Reasons for cross-border acquisitions include market power, overcoming market entry barriers, covering the cost of new product development, increasing the speed of entry into a market, and greater diversification. Cross-border acquisitions can produce both economies of scale and economies of scope. They help a firm enter new international markets and thereby enhance their ability to complete in global markets. Of course, cross-border acquisitions are even more challenging to complete successfully than acquisitions of domestic firms according to Hitt et al. (2001). In fact, some research studies suggests that with the right strategy and the right approach to post-merger integration, cross-border acquisitions can create value for the acquiring firm according to Belcher and Nail (2000). 3.4. Motives and Objectives for Merging The literature on motives for MA has placed a significant amount of different sources and theories by several authors. The merits of using mergers to reduce costs are disputed by managers and by practitioners. For example, managers have been heard to comment that costs reductions are the merger benefit that is most likely to be achieved whereas the achievement of synergy is highly uncertain. On the other hand, Michael Porter argues that what passes for strategy today is simply improving operational effectiveness. Porter (1998) argues, In many companies, leadership has degenerated into orchestrating operational improvements and making deals (p.70). It is understandable how operational effectiveness may have come to be the driving motive for many mergers, however. Often at the same time a merger is announced, there will be an announcement of a cost reduction target. Merging in order to create synergy is probably the most often cited justification for an acquirer to pay a premium for a target company. Synergy effects can be created by redeploying assets. This can mean two different things. In the first case, the acquiring company may transfer a resource belonging to the target company to the acquiring company. Colombo et al. (2007) also found out that a strong predictor of acquisition performance was the extent of asset redeployment from the target to the bidder. Weston and Weaver (2001) stated that the first category is synergy or efficiency for a merger, in which total value from the combination is greater than the sum of the values of the component firms operating independently. Hubris is the result of the winners curse, causing bidders to overpay; it postulates that value is unchanged. Of course, in a synergistic merger, it would be possible for the bidder to overpay as well. The third class of mergers comprises those in which total value is decreased as a result of mistakes or managers who put their own preferences above the well-being of the firm, the agency problem. Economic motives are an important subcategory creating strategic logic for a merger. One example is to establish economies of scale. A second closely related reason is to be able to reduce costs due to redundant resources of two firms in the same or closely related industry. Thus if the company acquires a company that is in the same or a closely related industry and there is substantial overlap between the two businesses there may be ample opportunities to reduce costs. Another reason is that the stock of the firms from a particular country may be undervalued. A fourth reason is the macroeconomic difference between countries such as different growth rates. Finally, the exchange rates may play a role. Recent research did show that acquiring a foreign company when the home country currency has appreciated in relation to the target companys currency has great benefits for the acquiring company when the industry is highly technological (Georgopoulos, 2008). Firms engage in merger and acquisition activity for many reasons. Effective mergers and acquisitions can, for example: serve as a platform for corporate growth, lead to increased market share, provide the foundations required to generate and gain advantages from economies of scale (these are benefits that occur when the firm is able to use its resources to drive costs lower across multiple products; scale economies are acquired primarily at the operational level) and economies of scope (these are benefits realised through using one units resources in the operations of another unit), and reduce organizational expenses by eliminating duplication and transferring knowledge between and among business units and/or individual product lines (Collins and Montgomery, 1999). One of the most important motives for MA activities, as seen from the experience of the last decade, has been economies of scale and scope. Companies aim to achieve economies of scale by combining resources of two merging companies or create economies of scope by acquiring a company allowing product/market diversification. Other motives include access to each others technology or market reach, achieving a dominant position in the industry, consolidation of the industry, and manipulating rules of competition and antitrust as Buckley and Ghauri (2002) state. The question as to whether merge primarily concerns the identification of the corporate objects and which of these objects are to be pursued through organic growth and which through MA in the form of participations or a full takeover. At the same time, the consequences of the growth strategy and its economic or financial effects in the light of the competition situation and the extension of the value added chain must be carefully examined. Empirically, in approximately 85 per cent of all concentrations between undertakings and acquisitions, the question as to whether is answered with a view to the object of achieving growth in the core business (Picot, 2002). However, Buckley and Ghauri (2002) stated also that mergers and acquisition have become the most dramatic demonstration of vision and strategy in the corporate world. More than 50 percent of the mergers so far have led to a decrease in share value and another 25 percent have shown no significant increase. When coming to a conclusion what is now the main purpose to merge, the author would conclude that it depends on the companys expansion strategy and the different motivation to form alliances. However, effective mergers and acquisitions can serve as a platform for corporate growth, lead to increased market share, provide the foundations required generating and gaining advantages from economies of scale and scope as Collins and Montgomery (1999) concluded. These factors are seen as the most important motives to form a merger and to believe that it would help the effected corporations to strengthen their market position and even gain more market share. 3.4.1. Synergy According to Coyle (2000) synergy is the additional benefit that can be derived from combining the resources of the bidding and target companies. Synergy has been described as the two and two makes five effect. It can also be classified as Gaughan (2002) put it, as synergy and value creation are a synonymous and synergy is when the value of the MA exceeds the value of the two separate firms put together. According to Habeck et al. (2000) the term synergy is used as a synonym for cost cutting. However, in his book he argues that those companies that understand this definition of synergy as cost cutting need to redefine it as it also includes the positive aspects of the MA such as growth and knowledge sharing. Furthermore, he states that it is important to capture growth synergies as quickly as possible and favour those areas where cost efficiencies can be gained. Therefore synergy is an important part in a successful merger. Ansoff (1986) classified different types of synergies. Manag ement synergy occurs when the top management of one of the companies resolves problems of the other company through their experience. Investment synergy can occur from the joint use of plant and equipment, joint research and development efforts, and having common raw materials inventories. Operating synergy can arise from better utilization of facilities and personnel and bulk-order purchasing to reduce upcoming material costs. And finally sales synergy where a merged organization can benefit from common sales administration, distribution channels, warehousing and sales promotion. 3.4.2. Creating Synergy through Mergers Hitt et al. (2001) states that there are four foundations in the creation of synergy which are called strategic fit, organisational fit, managerial actions and value creation. As all four foundations exist the chance of creating synergy is substantially better. Strategic fit can be defined as the match between the two companies organisational capabilities. As two companies with similar capabilities and the same strengths and weaknesses merge the chances of creating synergy is reduced. Organisational fit means that the two companies are highly compatible, meaning that these have similar management processes, cultures, systems and structures. This makes it easier for the firms to share resources, knowledge, skills and effectively communicate. Companies without organisational fit could find that the integration process will be hard to implement. Managerial actions is that creating synergy requires the active management of the acquisition process, in order to realize the different synerg ies and the benefits they convey. To create synergy an active management is needed that recognises the international issues and other problems connected with the MA process. Value creation is the last of the four synergy creation foundations. It is based on the fact that the benefits from the synergy need to exceed the cost of creating and capturing synergy. The costs that should be less than the value of the synergy that is created include those associated with a purchasing premium, financing of the transaction and the set of implementation actions required to integrate the acquired unit into the existing organisational structure. Synergy will add no value as creating it outweighs the value of the synergy. Gaughan (2002) has compiled a model of the process of realizing synergistic gains. The management needs to carefully deal with the strategic planning since the better planned MA is a better chance to succeed. Secondly the management needs to integrate the two companies into one. Finally the synergy can be separated into revenue enhancing synergies or cost cutting synergies. Ficery et al. (2007) furthermore points out that synergy created through MA, the targeted company has access to new geographic market or access to a new customer segment allowing the acquiring company to reach those new markets and segments at a faster pace and at a lower cost. CHAPTER FOUR 4.1. Introduction In this chapter, the author examines the most suitable methodology for the research area and justifies the different methods chosen. It outlines the authors main decisions on methods and data collection and considers their implications for the research findings. It also includes details for the sources used for information collection and explanations why other research methods were rejected. Furthermore, this chapter will give an insight into how secondary research has been gathered, discuss advantages and limitations of research methods and illustrate ethical issues. 4.2. Research strategy This chapter examines the most suitable methodology for the research area and justifies the methods chosen. The author explains how the linkage between the academic literature and reality was explored by using research methods. Furthermore, it will give an insight into how secondary research has been gathered, discuss advantages and limitations of research methods and illustrate ethical issues for this thesis. According to Jankowicz (2000) there are four research strategies that can be used for conducting: the archival method, the case study, the survey and the field experiment. By using the archival method, the companys present and future performance can be analysed by using past financial figures. Using the case study as a research method, a specific organisation can be analysed by researching the internal and external situation of the organisation to find conclusion for a specific subject. Through surveys, human input can be used to find representing input out of the population to a specific topic. A field experiment applies the scientific method to experimentally examine an intervention in the real world. The case study is the most suitable research method to use, as the objective of this research is to analyse and investigate the external situation within a real-life Analysis of the Daimler-Benz and Chrysler Merger Analysis of the Daimler-Benz and Chrysler Merger ABSTRACT Globalisation has changed the appearance of the economy. Especially in the 1990s firms expanded into new markets to operate more global and to develop their business. To do so, many companies choosed to expand via corporations with other companies to make the market entry easier or simply to strenghten their market position. Mergers and acquisition became one of the most used tools for development, whereas a merger between well known and successful companies always caused a sensation. Mergers caused such a stir as the companies involved in a merger faced a complete new identitiy and innovations were about to alter the company. The research project proves the decision for a merger rather than an alliance and the synergies gathered due to this tool of development. Two companies, Daimler-Benz and Chrysler, are investigated to illustrate the academic frameworks in practice to come to a conclusion why they merged. Methodology includes analysis of secondary data which has been published on the subject area. The findings and analysis of the research conducted, concluded that synergy is the most important aspect when companies grow through mergers. Furthermore, the results show that internationalisation due to globalisation is the key driver of mergers. The paper concludes with an evaluation of the study and recommendations for further research. CHAPTER ONE 1.1. Reason for Choice of Topic Companies come and go, chief executives rise and fall, industry sectors wax and wane, but an outstanding feature of the past decade has been the rise of mergers and acquisitions (MA). Whether in times of boom or bust, MAs continue to be the preferred option for businesses seeking to grow rapidly. A company has several options to choose from when it comes to growth strategies. One option is to grow organically by increasing sales personnel, new product developments and by expanding into new geographical areas. Alternative options to achieve the desired growth, companies traditionally build, buy, merge with other companies or co-operate through alliances. However, the best example of how to grow inorganic is to merge or aquire (Sherman, 2005). MAs are mainly about growth according to Lees (2003) and Sudarsanam (2003). Internal or organic growth is in most cases a slow process and MAs is another option that will increase the growth process. By doing an MA deal, the acquiring company or the merged companies can get instant access to new markets, technology and operations can be completed more efficiently. Several reasons and motives exist why a company chooses to grow through MA. According to Gaughan (2002) the most common motive for MA is to create synergy. However, other motives play also an important role, like diversification, improved management, market power or tax motives. Johnson and Scholes (1997) state that MAs are a quick way of entering new markets or products. The company can also gain competences or resources through this way. Knowledge about the market situation is also a significant cause why companies choose to develop through MA. Another reason for companies to develop through MA is that they are actively s earching for benefits arising from synergies. The author has chosen the topic to gain further knowledge about the topic of why do companies actually merge to gain synergy. The reasons for attempting to gain further knowledge are based on the authors fascination on MA in general and to the extend why Daimler-Benz and Chrysler did actually merge. The split between those two has not been long ago and therefore the author was particularly interested in this merger. Furthermore, the author is interested what type of synergies were the most relevant in this merger of equals. 1.2. Academic Obejctives of Dissertation This research aims to point out that synergies play an important role when two companies are doing a corporation in order to grow. The author has chosen the following objectives in order to support the research hypothesis: To discover why companies select mergers instead of strategic alliances as tool for development To investigate to what extend synergies play an important role when merging To explore the importance of internationalisation in times of globalisation 1.3. Outline of Chapters Introduction: Introduces the topic of this research and explains the aims and objectives of the study. Setting the scene: This chapter is to set the scene for the study. It presents background information about the two companies and what actually did happen. Literature review: Discusses the academic literature on mergers and acquisition and synergies concentrating on several approaches to be applied to the case study. Methodology: Discusses how the research was conducted and recognizes any limitations and biases of the chosen methods. It involves a description of how the research and data was analysed. Findings: Presentaion of the case study including important information for the research Analysis: The findings from the secondary research are analysed against the earlier literature and research from chapter three. Conclusion: The research project is finally concluded, commenting on the initial objectives of the study. The limitations and recommendations for further research are also discussed in this chapter. CHAPTER TWO 2.1. Background of Daimler-Benz AG As Jurgen Schrempp became the new CEO of Daimler-Benz AG in May 1995, one of his first jobs was the promulgation of a new strategic concept containig five points to strenghten their market position and to expand further. Mercedes considered the US market to be the important and competitive automobile market in the world. They established a greenfield plant in Tuscaloosa in 1994 already to strenghten their position in the US market and were supposed to be market openers. Those were the first signs that Daimler-Benz wanted to expand. 2.2. Background of the Chrysler Corporation From 1994 to 1997 Chrysler beat one historical record after another, where even some models were selected as cars of the year. It was even crowned by Forbes as the company of the year 1996. Bad labour relations have been improved through corporatist agreements. However, most cars were sold in the home market and plans to expand to other non-american countries have been scattered more or less. Nevertheless, the frequent crises and the internationalisation deficits of the company had planted the idea of a partner in the minds of the Chrysler executives. 2.3. The Merger When in May 1998 the CEO of Daimler Benz, Jurgen Schrempp and Robert Eaton, CEO of Chrysler signed the contract for a merger between those two companies, they made the biggest industrial merger in history. Both partners expected great value and advantages, as both companies seemed to complement well with each other. As a matter of fact, the company did not develop as good as anticipated. From the beginning on DaimlerChrysler could only announce little profits and losses, in the year 2001 it was even the biggest loss in history of all German companies. By mid 2004 the market value of the company has been less than half of what the value has been of both companies before the merger. By the same time the sales figures and business numbers of competitors increased. In May 2007, not even ten years after the merger, the dream of a super company bursted like a bubble. CHAPTER THREE 3.1. Reasons for Internationalisation As Kwon Kopona (1993) state in their theory the choice of market entry should relate to the companys corporate strategy and the extent, depth and geographical coverage of the present and intended foreign activities. Furthermore, the decision for growing should be made when there is a sufficient understanding of the different types of entry. On the one hand companies could gather experience through alliances and on the other hand fail to see that in particular cases an acquisition would be more successful (Clark, 2005). Dyer et al. (2004) state that a specific advice is needed about when to apply each strategy that is based on internal and external circumstances. Especially internally, the companies should focus on resources that are to be combined, the extent of unnecessary resources and the type of synergy which the firms seek. Externally, important factors are the degree of market uncertainty and the level of competition. As experience and interests of the company are different, t hese factors will have different degrees of importance. In Porters (1987) point of view entering a new market must be attractive for the expanding company. It needs feasibility of making profits in the target organisation. The costs of entry must be taken into account. These include direct costs as the cost of shares and advisors and indirect costs include such costs as integration costs. According to Dunning (1988) where he argues with the eclectic theory that additional costs can occur because of the failure of knowledge about market conditions, the legal and cultural diversities and the increased costs of operating at a distance. It also must be taken into consideration if the possibility of gaining synergies exists and what the opportunity of benefiting from the target companys core competences is. The local advantages of countries play an important role. The main country advantages can be classified as economic advantages, consisting of quantity and quality factors such as transportation, production, scope and the size of the market. Then there are political advantages that include government policies which have a positive influence on the market entry. And finally there are social and cultural advantages, which implicate the physical distance between the home country and the foreign country, language and cultural diversities and the general attitude towards foreigners. Dunning (1988) declared that companies have to be aware that relative attractiveness of locations can change over the year. He also declares that particular know-how and specific core abilities which count as an internalisation advantage can have a positive impact on the general business performance. 3.2. Methods of Development 3.2.1. Merger and Acquisitions As De Witt Meyer (1998) state in their thesis, mergers and acquisition are the most popular and influential form of discretionary foreign direct investment. Acquiring of another company is a takeover, be it friendly or hostile, while mergers only represent the share in a company according to Douglas Craig (1995). A non-adversarial approach benefits not only buyers but vendors as well, claimed by Beckett (2005). Mergers and acquisitions are significant alternatives to internal growth of companies as they enable companys fast penetration of new and foreign markets, acquire necessary know-how and skilled personal and obtain economies of scale and scope, according to Jackson (1995). Companies that merge gain access to supply and distribution channels through an upstream alliance. Furthermore Contractor Lorange (1998) state that enhancing their reputation and reducing competition if the integrated company is a competitor might be seen as an advantage. MAs are a well developed strategy and not a reaction to the first apparent opportunity as Simmons (1988) argued. As Coyle (2000) states, MA can be the outcome of either an aggressive or defensive strategy. Aggressive would mean that the company will seek to improve its market position to create a bigger company and finally to produce on a bigger scale and more cheaply through economies of scale. Defensive strategies on the other hand are made in order to survive in changing industry. A totally different reason for doing MA claimed Beckett (2005) as he said that companies may benefit from MAs when they acquire a company at a certain value and sell it later at a higher value. Through increasing shareholder value by providing a higher level of dividend and capital gain return and securing a higher return on the investment. This paper is mainly looking for the purposes for a merger and therefore for the realisation of potential synergy effects, as the purpose of most MAs is to achieve some kind of synergy. The belief is that two comparable companies together will achieve far better results than independently. Cost cuttings and savings will often lead to this effect. A successful MA can be classified as one where the potential synergies identified are to be utilised best as Coyle (2000) states. 3.2.2. Strategic Alliances Johnson (1999) has declared that defining strategic alliances are difficult to define as various forms exist. Clark (2005) defines it as two companies which are brought together with similar interest but with different strengths to work on particular projects, developmental approaches and marketing agreements which will offer benefits for both companies. Lorange and Ross (1992) even came to the conclusion as strategic alliances entail a very broad definition that it incorporates MA. Strategic alliances can be separated into three different types as Contractor and Lorange (1988) state: Joint ventures, Non-equity alliances and Minority equity alliances. Preece (1995) recognised 6 main reasons for strategic alliances, starting all with the letter L, therefore they can be named as the 6 Ls. Learning is the first one of them, as he argues that knowledge will be acquired. Leaning is meant as replacing the value chain activities and filling in the missing infrastructure. Leveraging will fully integrate the firms operation. Linking suggests that the links between supplier and customer should be build closer. Leaping pursues a radically new area of endeavour. And finally Locking out, which means reducing competitive pressure from non-partners. 3.2.3. MA versus Alliances The main difference between MA and alliances is the power of control according to Lorange Roos (1992). A pure acquisition would mean that the brought up company is under the control of the ones who bought it. To achieve growth due to acquisition and remain in control, huge financial resources are needed. Rather than buying a whole company, a corporation can propose a joint venture with a specific division in which the corporation is interested in. In case this joint venture works well, a multi-activity alliance could be grown. Equity swaps can be conducted for long-term stabilisation. However, without full control the corporation cannot decide for its own how the alliance or the merger will develop or if it will continue. A company with two equal CEOs does not work out well due to different interest and objects as Lorange Roos (1992) state. And Clark (2005) stated earlier that companies could gather experience through alliances but fail to see later that in particular cases an acquisition would be more successful. 3.3. Mergers 3.3.1. Types of mergers In a merger, the assets of two previously separate firms are combined to establish a new legal entity. In fact, the number of mergers in mergers and acquisition is almost vanishingly small. Less than 3 percent of cross border mergers and acquisitions by number are mergers. In reality, even when the mergers are supposedly between equal partners, most are acquisitions where one company controls the other. When there is a merger between two competing firms in the same industry, it is called a horizontal merger. (Buckley and Ghauri, 2002). When there is a vertical merger, two companies merge that have a buyer-seller relationship. Then there are the three conglomerate types. Pure conglomerate will be a merger where there are different markets and different products, so totally unrelated. Then there is conglomerate market extension, where it is a merger between a company that offers the same products but in a different geographical market. The last type is the conglomerate product extensio n, where the merged company sells non-competing products, but functionally related in production and distribution. In the case of the dissertation, it focuses on horizontal mergers which operate on overlapping markets and segments. Cartwright Cooper (1996) claimed that the definitions and intentions of MAs often read like a cheesy novel with a likeness to a more or less welcomed dating or courtship. The following four approaches are made: Pillage and Plunder One-night stand Courtship/Just Friends Love and Marriage Love and Marriage would certainly best fit to the focus of this paper, as the aim is to achieve a positive long term international growth. The fourth category is aiming for long term integration through assimilation and blending. 3.3.2. Cross-Border Mergers One important aspect of understanding cross-border MA is to examine the logic driving the deals. Strategic motives for a cross-border merger involve acquisitions that improve the strength of a firms strategy. Examples would include mergers intended to create synergy, capitalize on firms core competence, increase market power, provide the firm with complimentary resources, products and strengths, or finally to take advantage of a parenting advantage. However, in a recent book by Mark Sirower (1997) he argues that synergy rarely justifies the premium paid. Sirower declares, many acquisitions premiums require performance improvements that are virtually impossible to realize even for the best managers in the best of industry conditions (p.14). In exploiting a core competence a firm takes an intangible skill, expertise, or knowledge and leverages it by expanding its use to additional industries where it may create a competitive advantage in several different businesses. One strategic reas on to acquire is to gain complimentary products, resources or strengths. Research shows that one important driver of cross-border mergers and acquisitions may be undervaluation (Gonzalez et al., 1998). A driver of cross-border mergers might be differences in the macro-economic conditions in two countries. That is, one country might have a higher growth rate and more opportunity than some other country. Thus, it would seem reasonable to expect the slower growth country to be more often home to acquirers whereas the faster growth country is likely to more often home to target firms as Hitt et al. (2001) stated. Reasons for cross-border acquisitions include market power, overcoming market entry barriers, covering the cost of new product development, increasing the speed of entry into a market, and greater diversification. Cross-border acquisitions can produce both economies of scale and economies of scope. They help a firm enter new international markets and thereby enhance their ability to complete in global markets. Of course, cross-border acquisitions are even more challenging to complete successfully than acquisitions of domestic firms according to Hitt et al. (2001). In fact, some research studies suggests that with the right strategy and the right approach to post-merger integration, cross-border acquisitions can create value for the acquiring firm according to Belcher and Nail (2000). 3.4. Motives and Objectives for Merging The literature on motives for MA has placed a significant amount of different sources and theories by several authors. The merits of using mergers to reduce costs are disputed by managers and by practitioners. For example, managers have been heard to comment that costs reductions are the merger benefit that is most likely to be achieved whereas the achievement of synergy is highly uncertain. On the other hand, Michael Porter argues that what passes for strategy today is simply improving operational effectiveness. Porter (1998) argues, In many companies, leadership has degenerated into orchestrating operational improvements and making deals (p.70). It is understandable how operational effectiveness may have come to be the driving motive for many mergers, however. Often at the same time a merger is announced, there will be an announcement of a cost reduction target. Merging in order to create synergy is probably the most often cited justification for an acquirer to pay a premium for a target company. Synergy effects can be created by redeploying assets. This can mean two different things. In the first case, the acquiring company may transfer a resource belonging to the target company to the acquiring company. Colombo et al. (2007) also found out that a strong predictor of acquisition performance was the extent of asset redeployment from the target to the bidder. Weston and Weaver (2001) stated that the first category is synergy or efficiency for a merger, in which total value from the combination is greater than the sum of the values of the component firms operating independently. Hubris is the result of the winners curse, causing bidders to overpay; it postulates that value is unchanged. Of course, in a synergistic merger, it would be possible for the bidder to overpay as well. The third class of mergers comprises those in which total value is decreased as a result of mistakes or managers who put their own preferences above the well-being of the firm, the agency problem. Economic motives are an important subcategory creating strategic logic for a merger. One example is to establish economies of scale. A second closely related reason is to be able to reduce costs due to redundant resources of two firms in the same or closely related industry. Thus if the company acquires a company that is in the same or a closely related industry and there is substantial overlap between the two businesses there may be ample opportunities to reduce costs. Another reason is that the stock of the firms from a particular country may be undervalued. A fourth reason is the macroeconomic difference between countries such as different growth rates. Finally, the exchange rates may play a role. Recent research did show that acquiring a foreign company when the home country currency has appreciated in relation to the target companys currency has great benefits for the acquiring company when the industry is highly technological (Georgopoulos, 2008). Firms engage in merger and acquisition activity for many reasons. Effective mergers and acquisitions can, for example: serve as a platform for corporate growth, lead to increased market share, provide the foundations required to generate and gain advantages from economies of scale (these are benefits that occur when the firm is able to use its resources to drive costs lower across multiple products; scale economies are acquired primarily at the operational level) and economies of scope (these are benefits realised through using one units resources in the operations of another unit), and reduce organizational expenses by eliminating duplication and transferring knowledge between and among business units and/or individual product lines (Collins and Montgomery, 1999). One of the most important motives for MA activities, as seen from the experience of the last decade, has been economies of scale and scope. Companies aim to achieve economies of scale by combining resources of two merging companies or create economies of scope by acquiring a company allowing product/market diversification. Other motives include access to each others technology or market reach, achieving a dominant position in the industry, consolidation of the industry, and manipulating rules of competition and antitrust as Buckley and Ghauri (2002) state. The question as to whether merge primarily concerns the identification of the corporate objects and which of these objects are to be pursued through organic growth and which through MA in the form of participations or a full takeover. At the same time, the consequences of the growth strategy and its economic or financial effects in the light of the competition situation and the extension of the value added chain must be carefully examined. Empirically, in approximately 85 per cent of all concentrations between undertakings and acquisitions, the question as to whether is answered with a view to the object of achieving growth in the core business (Picot, 2002). However, Buckley and Ghauri (2002) stated also that mergers and acquisition have become the most dramatic demonstration of vision and strategy in the corporate world. More than 50 percent of the mergers so far have led to a decrease in share value and another 25 percent have shown no significant increase. When coming to a conclusion what is now the main purpose to merge, the author would conclude that it depends on the companys expansion strategy and the different motivation to form alliances. However, effective mergers and acquisitions can serve as a platform for corporate growth, lead to increased market share, provide the foundations required generating and gaining advantages from economies of scale and scope as Collins and Montgomery (1999) concluded. These factors are seen as the most important motives to form a merger and to believe that it would help the effected corporations to strengthen their market position and even gain more market share. 3.4.1. Synergy According to Coyle (2000) synergy is the additional benefit that can be derived from combining the resources of the bidding and target companies. Synergy has been described as the two and two makes five effect. It can also be classified as Gaughan (2002) put it, as synergy and value creation are a synonymous and synergy is when the value of the MA exceeds the value of the two separate firms put together. According to Habeck et al. (2000) the term synergy is used as a synonym for cost cutting. However, in his book he argues that those companies that understand this definition of synergy as cost cutting need to redefine it as it also includes the positive aspects of the MA such as growth and knowledge sharing. Furthermore, he states that it is important to capture growth synergies as quickly as possible and favour those areas where cost efficiencies can be gained. Therefore synergy is an important part in a successful merger. Ansoff (1986) classified different types of synergies. Manag ement synergy occurs when the top management of one of the companies resolves problems of the other company through their experience. Investment synergy can occur from the joint use of plant and equipment, joint research and development efforts, and having common raw materials inventories. Operating synergy can arise from better utilization of facilities and personnel and bulk-order purchasing to reduce upcoming material costs. And finally sales synergy where a merged organization can benefit from common sales administration, distribution channels, warehousing and sales promotion. 3.4.2. Creating Synergy through Mergers Hitt et al. (2001) states that there are four foundations in the creation of synergy which are called strategic fit, organisational fit, managerial actions and value creation. As all four foundations exist the chance of creating synergy is substantially better. Strategic fit can be defined as the match between the two companies organisational capabilities. As two companies with similar capabilities and the same strengths and weaknesses merge the chances of creating synergy is reduced. Organisational fit means that the two companies are highly compatible, meaning that these have similar management processes, cultures, systems and structures. This makes it easier for the firms to share resources, knowledge, skills and effectively communicate. Companies without organisational fit could find that the integration process will be hard to implement. Managerial actions is that creating synergy requires the active management of the acquisition process, in order to realize the different synerg ies and the benefits they convey. To create synergy an active management is needed that recognises the international issues and other problems connected with the MA process. Value creation is the last of the four synergy creation foundations. It is based on the fact that the benefits from the synergy need to exceed the cost of creating and capturing synergy. The costs that should be less than the value of the synergy that is created include those associated with a purchasing premium, financing of the transaction and the set of implementation actions required to integrate the acquired unit into the existing organisational structure. Synergy will add no value as creating it outweighs the value of the synergy. Gaughan (2002) has compiled a model of the process of realizing synergistic gains. The management needs to carefully deal with the strategic planning since the better planned MA is a better chance to succeed. Secondly the management needs to integrate the two companies into one. Finally the synergy can be separated into revenue enhancing synergies or cost cutting synergies. Ficery et al. (2007) furthermore points out that synergy created through MA, the targeted company has access to new geographic market or access to a new customer segment allowing the acquiring company to reach those new markets and segments at a faster pace and at a lower cost. CHAPTER FOUR 4.1. Introduction In this chapter, the author examines the most suitable methodology for the research area and justifies the different methods chosen. It outlines the authors main decisions on methods and data collection and considers their implications for the research findings. It also includes details for the sources used for information collection and explanations why other research methods were rejected. Furthermore, this chapter will give an insight into how secondary research has been gathered, discuss advantages and limitations of research methods and illustrate ethical issues. 4.2. Research strategy This chapter examines the most suitable methodology for the research area and justifies the methods chosen. The author explains how the linkage between the academic literature and reality was explored by using research methods. Furthermore, it will give an insight into how secondary research has been gathered, discuss advantages and limitations of research methods and illustrate ethical issues for this thesis. According to Jankowicz (2000) there are four research strategies that can be used for conducting: the archival method, the case study, the survey and the field experiment. By using the archival method, the companys present and future performance can be analysed by using past financial figures. Using the case study as a research method, a specific organisation can be analysed by researching the internal and external situation of the organisation to find conclusion for a specific subject. Through surveys, human input can be used to find representing input out of the population to a specific topic. A field experiment applies the scientific method to experimentally examine an intervention in the real world. The case study is the most suitable research method to use, as the objective of this research is to analyse and investigate the external situation within a real-life

The Development Of Womens Football

The Development Of Womens Football England is known for the home of football, however, womens football still receives very little public recognition. Unlike countries such as Norway, Germany, and the USA, which are considered to be some of the leading womens football nations, Womens football in England receives much lower status, popularity and recognition. This essay will look into the history of womens football, how womens football is exposed to the media, the relationship between womens football, government and economics and finally the impact that womens football has on society today. The first English womens football team, The British Ladies, was founded in 1884. However, the real foundation stone for womens football was laid during World War 1. By the end of the 19th century, there was a multitude of new jobs for working class women who were called up to work in factories and who played in organised teams to raise money for the war effort. Dick Kerrs ladies went on to be one of the most successful ladies football teams in the 19th century. Pfister et al (1999) explained that The development of Dick Kerrs ladies exemplifies that the standard of womens football had risen considerably since its early years and players now trained regularly and systematically not only in order to improve their condition but also to refine their ball skills and practice tactical moves. In 1920, Dick Kerrs ladies were appointed to become Englands national football team, the popularity of womens football continuously progressed and by 1921 there were 150 womens football teams in England. As a result of the growing popularity of womens football, it was seen as a threat towards the domination of football by men. This led to FA campaigning against womens football. The FA lead false accusations towards the womens game, accusing them of misuse of charity money and poor financial management as well as having opinions on medical and moral factors that should prevent women from playing football. The following resolution was adopted; Complaints having been made as to Football being played by women, Council feel impelled to express their strong opinion that the game is quite unsuitable for females and should not be encouraged (Williamson, 1991). In December 1921 womens football in England was finally banned. They were banned from playing on FA league grounds and any officials, trainers and clubs were suspended for being involved in womens football. Between 1921 and 1972 the womens game was forced underground and the women continued to play without a league structure. As a result of the England mens team winning the world cup in 1966 the renaissance of womens football started to begin and on the 1st November 1969, the Womens Football Association of England was founded as the successor of the English Ladies football association. In 1985, the womens England team triumphed in the Italian Little World Cup and then won for a second time in 1988. However in 1991, due to the rapid growth of participation, the increased administrative requirements, and the strong tradition of volunteerism, the downfall of the WFA began. In November 1993, the FA merged the WFA. As a result womens football began to improve under the FA. For example, Umbro and Adidas began to supply womens teams with equipment, players started to receive a daily allowance of  £15, and the leagues became more structured. In 1993 when the FA took over there were approximately eleven thousand registered female footballers. Today, there are over 100,000 registered female footballers. Yet despite this rise, it still lags behind countries such as the United States where there are 7.8 million players. For a country which claims the beautiful game as its heritage, why is it that the US women are more revered to womens football than our own? (Dhaliwal, 2005) One of the main issues with womens football is the lack of media exposure. One of the most influential elements of the mass media is Television, however it has generally denied power to women through its exclusionary approach, in particular it has neglected women by its failure to televise womens team sports. In the womens football season 20011-2012, only 5 league games were shown on ESPN and the FA Cup final which was shown on Sky Sports. Controversially the FA cup final which took place on 26th May 2012 between Birmingham City Ladies and Chelsea ladies was cut short as Sky Sports chose to switch from live transmission of that match to the build-up for the League One play-off final. A scheduling blunder by Sky meant that when Birmingham City Ladies scored a late equaliser in extra time to take the match to penalties meant that it would clash with the build up to the Mens League one playoff final. The mens league one play off build up was deemed to be more important that the womens FA cup, which in mens football is one of the biggest competitions in English football. The Liverpool Ladies captain, Vicky Jones (2012) expressed her views questioning Would this have happened for the Mens FA Cup Final! Another issue with the media in womens football is the lack of female presenters. Woodhouse et al (2005) maintain that skys live coverage is too important to be given up to female presenters who may fracture the strongly masculinity and technocratic discourses set up by the ex-players and current stars who provide the background debates to live matches. Men here are simply assumed to be experts. It was only in 2007 where Jacqui Oatley became the first ever female commentator for the BBC. However, again there was controversy when Dave Basset (2007) a former footballer and manager declared i will be changing channels when Oakleys voice comes on air because in order to commentate you must have an understanding of the game and tactics, and in order to do that you need to have played the game. In 2011 a similar incident occurred when Richard Keys and Andy Gray had made sexist comments made about female referee Sian Massey. They had later been sacked from sky for these comments. Sexism has always played a huge part in football in England ,this is because football has always been seen to be a typical mans game. On the other hand in many other countries such as Italy, Sweden and the USA womens football is accepted and football is seen as a national sport that is not male dominated or controlled. Jackie Bass (2012) Regional Club Partnership Manager of football stated Sexism in football is like its the final discrimination act that not only exists but is deemed acceptable to exist. Newspapers- female journalists, how much is published? Currently, the womens football premier league main sponsorship is Tesco, and the main sponsorship for the FA Cup is Eon. The national team receives their funding from primary sponsors such as Umbro which is shared across the senior, under 18 and under 16 teams. As a result on the FA being responsible for the funding of all areas of English football, it is hard to find specific funding on womens football. However, head of the national game Kelly Simmons (2012) stated; FA spends approximately six million a year on England, FAWSL pyramid, FA Womens cup and talent development. Sport England receives the funding from the lottery good causes scheme. Approximately two million pounds a year is provided for the centres of excellence, however they have also invested 25 million over four years into grassroots which is for both boys and girls. The FA invests 50m a year into childrens and grassroots and its all boys and girls and therefore impossible to split out. The Government also gives Football Foundation 10m a year for grassroots facilities. Again this is very difficult to divide out as it mainly goes to big pitch sites and school sites where all men, women, boys and girls play. Although the English FAs financial support for the womens game has increased over the years (from 150,000 in 1993,  £310,000 in 1995,  £530,000 in 1997, and estimated up to a Million will be funded in 1999), this amount is still one hundred and thirty times less than the FA sends on mens football. (Lopez, 1996) Some womens football teams also receive great support from mens clubs financially, however some clubs are not as supportive offering little help other than with provision of team kit. One of the most supportive clubs is Arsenal FC, they not only provided great financial support but also enabled the womens team to have access to good facilities, the mens training grounds and occasional use of the Emirates stadium. Faye White (2006) recognised the financial commitment from the mens club as having been very good over the years and always improving, which had been a factor in the teams success. On the other hand there are a number of mens professional clubs such as Manchester United and Fulham FC, which have withdrawn funding from their respective womens teams. Minister of sport, Hugh Robertson (2006) believed clubs which were in a position to pay high wages and which benefited from substantial funding from sponsorship and broadcasting rights deals had a bit of social responsibility to share some of those proceeds with womens football clubs Government initiatives In October 2012 the FA launched a new initiative for the development of womens football called The Game Changer. This is due to the incredible year of womens football that has driven t a lot of interest into the sport. The GB Womens football team made their way to the quarter finals in the Olympics. in addition to this the England Womens team qualified unbeaten for the 2013 UEFA European Championship Finals in Sweden, with the final two home games broadcast live on terrestrial television. Finally, the second season of The FA WSL was completed. FA Chairman David Bernstein said; Womens football is the area with the most potential for growth in the nations favourite game. The FA will make these key commitments such as Creating an Elite Performance Unit (EPU) and appoint a Head of Elite Development, the EPU will develop the best young players via the talent development pathway of 31 Centres of Excellence, 29 player development centres and elite performance camps. The game changer will also Deliver a new commercial strategy for womens football For the first time in FA history there will be a distinct commercial programme for womens football to help the game have a clear identity and become financially more sustainable. The commercial rights for England Women, The FA Womens Cup and The FA WSL will be sold separately from rights for the mens game to establish a clear identity in a crowded sports marketplace. Finally, more broadcast coverage will be secured and strong commercial partnerships forged to elevate the profile of the womens game. Another of The game changers goals are to expand the FA WSL. To do this the FA will introduce an FA WSL2 in 2014 to enable promotion and relegation, expanding a competition format. Finally the game changer will aim to Grow Participation. FA Chairman David Bernstein (2012) expressed that he wanted womens football to become the second largest team sport (currently fourth behind mens football, cricket and rugby).after mens football by 2018 based on independent Sport England research, with 253,600 women playing football each month .