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International Market Selection – Issues and Methodologies A Global Marketing Paper Conducted by Kai F. Mahnert, 03113060 Sarah McGauley, 00359157 Laura McGrath, 00453340 Liz McGrath, 03113094 Conducted for Dr Aidan Daly, Lecturer in Global Marketing, NUI Galway Date 22nd March 2004 1 TABLE OF CONTENTS ABSTRACT .................................................................................................................. 3 INTRODUCTION........................................................................................................ 3 OBJECTIVES .............................................................................................................. 5 LIMITATIONS ............................................................................................................ 5 RATIONALE FOR INTERNATIONAL TRADE.................................................... 6 Objectives of an organisation .................................................................................. 6 The creation of stakeholder value .......................................................................... 6 INTERNAL FACTORS IN FOREIGN MARKET SELECTION .......................... 7 Personnel ................................................................................................................... 7 Management ............................................................................................................. 8 Customers ................................................................................................................. 8 Capital requirements ............................................................................................... 8 Social assessment ...................................................................................................... 9 Corporate social responsibility ............................................................................... 9 Time and research .................................................................................................. 11 METHODOLOGIES ................................................................................................. 11 Preliminary screening ............................................................................................ 12 In-depth screening ................................................................................................. 12 Final selection ......................................................................................................... 13 EXTERNAL FACTORS IN FOREIGN MARKET SELECTION ....................... 14 Market potential..................................................................................................... 14 Market size ........................................................................................................... 14 Market growth...................................................................................................... 15 Competitive intensity............................................................................................ 15 Competitive entry ................................................................................................. 15 Entry barriers ...................................................................................................... 16 Political environment ............................................................................................. 16 Political issues for consideration in market selection ......................................... 17 Risk assessment .................................................................................................... 17 Legal environment ................................................................................................. 19 Legal systems ....................................................................................................... 19 Economic environment .......................................................................................... 20 Economic development ........................................................................................ 20 Culture .................................................................................................................... 22 Infrastructure ......................................................................................................... 23 CONCLUSION .......................................................................................................... 23 REFERENCES ........................................................................................................... 25 2 International Market Selection Issues and Methodologies Kai F. Mahnert, Sarah McGauley, Laura McGrath & Liz McGrath MBS in Marketing, NUI Galway ABSTRACT International market selection is one of the most important decisions to be made by organisations engaging in international trade. Yet, despite its importance, the approaches taken by many organisations in identifying profitable and servable markets in the international context are often based on ad hoc decisions and intuition, rather than a formalised attempt to match the organisation with appropriate foreign target markets. This paper attempts to clarify some of the issues arising in international market selection. A rationale for international trade is outlined, followed by an assessment of firm-related factors that need to be considered before market selection and market entry can occur. An overview of current methodologies for market selection based on the literature on international marketing is then given. Subsequent to the presentation and evaluation of these models, salient elements within the models are discussed in more detail. The conclusion will provide a short executive summary to identify the key elements to be considered by management in choosing international markets. INTRODUCTION "Few of us know even simple facts about the geography, culture, and economics of countries other than our own. Even fewer people have at their fingertips details that tell whether their goods will sell in a particular market." (Cavusgil, 1985, p. 28) 3 Business in the age of globalisation has both facilitated and necessitated a move towards the internationalisation of organisations of all sizes (Wood & Robertson, 2000). However, while globalisation is indisputably occurring in a variety of shapes throughout the world, there is as yet a considerable gap in the literature regarding the internationalisation of businesses. Consequently, organisations engaging in international business frequently find themselves utterly unprepared for the environments they are entering and unaware of the potential risks involved in the internationalisation move. This lack of preparation is already evident in the criteria applied to discriminate international markets against one another in order to select suitable countries for market entry. Often, countries for international business activity are chosen according to "soft" factors, i.e. factors such as proximity or personal preference, rather than "hard" factors such as market size, growth rate or accessibility (Cateora & Ghauri, 2000). Yet, country selection is a step of crucial importance in the internationalisation process, given the impracticality of entering all 192 nation states due to financial and resource constraints on the one hand and the multitude of potential risks arising from poor market selection on the other hand (Alon, 2004). Current models for market selection are limited and few and far between (Alon, 2004). This is partially due to the heterogeneous nature of international markets in general as well as the nature of the industry an organisation proposes to pursue internationally and the various foci an organisation may have on business objectives (Wood & Robertson, 2000). Furthermore, the application of such models is surprisingly underutilised. Particularly with respect to small and medium-sized companies (SMEs), evidence suggests a high degree of perceived complexity of such models, leading to selection based on intuition and / or qualitative market data only (Papadopoulos & Denis, 1988). With a view to the prevalence of ethnocentric cultural views and the implications of the self-reference criterion, such intuition-based decision may not only impede organisational progress but cause serious harm to a business (Cateora & Ghauri, 2000; Keegan & Schlegelmilch, 2001). This paper will discuss some of the salient issues and the methodologies employed in the process of international market selection. The research methodology of the paper 4 is based on secondary desk research, drawing from the available and relevant marketing literature on international marketing. The findings of the literature review will be presented in the paper as they relate to the following research question: what are the issues and methodologies involved in the selection of internal markets? The discussion will be followed by a summary and conclusion. OBJECTIVES The main objective of the paper is to evaluate the current status quo of the literature on international market selection. This primary objective consists of two specific sub- objectives. These are: To gain a greater understanding of the issues relating to market selection for an organisation. To outline the methodologies proposed in the current literature for international trade. LIMITATIONS In conducting this paper, the authors were faced with a number of limitations. The relative scarcity, reliability and validity of the available literature on international market selection required the researchers to draw from only a limited amount of literary sources. Thus, the literary support for some of the research findings may not be as strong as in other areas of international marketing and trade. Furthermore, given the nature of the paper as a requirement for a university course in global marketing at the Masters level, certain time and space constraints limited the amount of detail the researchers could devote to particular issues in the topic. Further information on the issues addressed herein can be obtained through a further examination of the literature listed in the reference section. 5 RATIONALE FOR INTERNATIONAL TRADE When an organisation is deciding whether to keep their trading on a local level or whether the organisation should contemplate moving their products and services to new markets on a geographical level, there are many factors which will influence their decisions. These decisions can be broken into two distinct areas, namely internal factors and external factors. From an internal viewpoint, the organisation will look at various aspects, which will influence the decision on whether to move into international markets and which of these markets will be chosen. The issues which arise are as follows: Objectives of an organisation The objectives of an organisation determine what an organisation should achieve, both in the long term and short term. If the objectives of an organisation call for an increase of 10% in sales or profits, it is from this an organisation may initially seek out new markets in which to increase their sales (usually occurring if the market is saturated or the company currently holds the market leader position, as outlined by Aaker (2001). An organisation may not be able to achieve such objectives in their current market, which will prompt them into considering new target markets which may exist in another country, therefore the organisation will consider whether to trade in an international capacity or not. The creation of stakeholder value An important objective set out by an organisation is to increase stakeholder value. The stakeholders of an organisation are "those individuals or groups who have an interest in a firm"s internal and external activities" (Keegan & Schlegelmilch, 2001, p. 6). The stakeholders of an organisation include the employees, management, shareholders, banks and government. The organisation is obliged to facilitate all stakeholders" interests and more importantly; they are obliged to increase the stakeholder value for them (Keegan & Schlegelmilch, 2001). Profitability therefore, is a critical means of creating stakeholder value. To increase profitability, in today"s" 6 environment, an organisation must consider the feasibility and possibility of international trading. INTERNAL FACTORS IN FOREIGN MARKET SELECTION Before considering the methodologies of foreign market selection and the related salient elements in market selection proposed in the literature, a number of internal or firm-related factors need to be considered. These factors are personnel, management, customers, capital requirements, social assessment, corporate social responsibility, and time and research. The factors will be discussed in turn below: Personnel This section includes not only that of management but also employees. "An organisations" response to global market opportunities depends greatly on management"s assumptions or beliefs, both conscious and unconscious, about the nature of the world" (Keegan & Schlegelmilch, 2001, p. 17). The authors outline how the attitude of personnel will determine how the organisation will compete globally and this in turn will affect the choice of market in which to compete in. Keegan and Schlegelmilch (2001) outline the different management orientations there are in the global area. These include: Ethnocentric Management of an organisation see the home market as superior, but see similarities in other markets to their own. Polycentric Management view each country as unique and outline the differences associated with each new country. Regiocentric Both the similarities and differences are viewed of each country in relation to the world. Geocentric Management have a worldwide view and can see the differences and similarities in home and host countries. An organisations" orientation will determine how each prospective country is perceived; it is from this orientation that the views regarding a specific country will be 7 determined, which can in turn lead the modus operandi for the selection of certain countries. Management Madsen and Servais (1997 as cited in Chetty & Campbell-Hunt, 2004) outline how the management or the owner of the organisation will be an influencing factor in selecting a specific country for international trading. If the management have specific knowledge of operating in a global context, their experience and market knowledge will reduce the fear of international trading in certain countries. Their experience may also dissuade the organisation of competing in a certain market because of some feature that market research may neglect to portray. This knowledge will be invaluable to the organisation in their selection process and will minimise risk and uncertainty. Chetty and Campbell-Hunt (2004) also argue that present day management are from a better-educated generation and are less likely to be dissuaded from international trading and will generally possess a greater experience in global trading. Customers Organisations customers" may influence the market in which an organisation will select to compete in. After extensive marketing research carried out by the organisation, analysis may conclude that the target market reached by the firm may include a specific domination which, correlates with another country"s" population. Moreover, if the customers of the product are international, and from a specific origin, this too may be a determining factor in the selection of a specific market (Oviatt & McDougall, 1995 as cited in Chetty and Campbell-Hunt, 2004). Capital requirements The capital requirements of entering a specific market are also another consideration for an organisation (Alon, 2004). Post market research, the organisation will outline a cost-benefit analysis on each specific country and more importantly the capital requirements that will be required for the initial outlay of a global orientation, into 8 this country. The results of which will be clear and help management determine the market they will select. Some markets the organisation may enter, even if the potential for profitability is great, as the capital required may be too high for them. Tylecote (1987) outlines three areas in which an organisation can raise the necessary capital requirements for such a venture. Firstly, the organisation should analyse liquidity and the cost of capital. This includes; the time rate of discount, the rates of interest proposed, and the inflation rates expected. Secondly, Tylecote (1987, p. 52) proposes for an organisation to look at other avenues, besides borrowing at interest, such as self-financing out of retained profits, "most attractive method, so long as there is enough profit left over after satisfying shareholders" minimum demands for dividends". The third avenue for gaining capital is through the stock market in the form of ordinary share capital. This has long been a major source of finance for company"s who wish to raise capital. This method is attractive to firms who are currently successful as "the new shares were issued at the same price as existing shares" (Tylecote, 1987, p. 53). Social assessment Another area in which, management should include in the cost benefit analysis, is the social impact of the company entering a specific market. Social impact assessment is rarely given the same time as the economic assessment of a country (Ziller & Phibbs, 2003). The authors outline how an organisation should treat the social assessment as a tangible determinant and therefore, include it in the cost-benefit analysis. An example of its use, as outlined by Ziller and Phibbs (2003) would include if the organisation plans on purchasing a community building in a specific country in which to operate, what would the social impact of this be and how would this country respond to the product. The authors outline a practical matrix and guideline of how the organisation should deal with the area of social assessment. Corporate social responsibility The organisation before entering a specific country must also consider the element of corporate social responsibility (CSR) and how each specific country views the 9 concept. The concept of CSR is still vague and ambiguous and many writers have attempted definitions, such as Carroll (1979, p.500 as cited in Schwartz and Carroll, 2003, p.501) "the social responsibility of business encompasses the economic, legal, ethical and discretionary expectations that society has of organisations at a given point in time". To clarify this definition, the author has offered a diagram for management to assess decision regarding corporate social responsibility. Figure 1: Dimensions of corporate social responsibility Be a good Philan- corporate citizen Desired tropic Be ethical Ethical Expected Legal Required Obey the law Be profitable Economic Required From: Carroll, A. (1979) A three-dimensional conceptual model of corporate performance. Academy of Management Review, 4(4), pp. 497-505 as cited in Schwartz, M.S. and Carroll, A. (2003) Corporate social responsibility: a three-domain approach. Business Ethics Quarterly, 13 (4) October, pp. 503 - 531. Social responsibility also incorporates the environment and the pollution restrictions (Gidengil, 1977) imposed by each specific government. Management should be aware of the populations attitude towards such issues, as those countries who are strict in their environment protection will not tolerate shoddy products and so on. The organisation should also take care of the nature of product being exported and the country they are targeting and whether that country is economically developed enough to receive their product. An instance of this type of exporting disaster can be seen with reference to Nestle and their exportation of powered baby milk to a third 10 world, under-developed country. The result of which, was a global boycott (Garrett, 1987). Time and research Time is a valuable commodity in the business environment. The decision on which country to select for international trading has an effect on the strategic development of an organisation, yet this decision will be affected by the element of time allotted for the decision. If management is under pressure to make a decision, then the country, which seems the easiest to trade in, may be selected, thus giving rise to risky decision- making (Alon, 2004). Closely associated with the factor of time is the question regarding market research in prospective markets. While it may be preferable for an organisation to conduct secondary and primary research into prospective markets independently, expertise, accessibility, time and resources may not allow for such an approach (Wood & Robertson, 2000). Thus, an organisation may need to outsource some research activities to avail of the expertise of professional research agencies with a given market. METHODOLOGIES Thus far, two categories of market selection models have been proposed in the literature (Papadopoulos & Denis, 1988). These are general and context-specific, i.e. applicable to specific industries, categories of companies and / or business situations. Most models differ only insignificantly in their approach, usually being composed of three or four sequential stages. Cavusgil (1985) terms these stages (1) preliminary screening of markets in attractive countries, (2) assessment of industry market potential and (3) company sales potential analysis, while Kumar, Stam & Joachimsthaler (1994) refer to (1) screening, (2) identification and (3) selection. Root (1994 as cited in Koch, 2001, p. 67) offers an alternative terminology of (1) preliminary screening, (2) in-depth screening and (3) final selection. In a model of four stages, Keegan & Schlegelmilch (2001) propose a differentiation between 11 restrictions, a first and a second set of selection criteria and the final selection of potential foreign target markets. Despite dissimilarities in terminology, the models offered by various writers in the literature are virtually identical in content. They consist of a filter, or funnel approach to market selection, each stage applying a different set of criteria, until a set of suitable foreign target markets has been identified. For the purpose of this paper, Root"s (1994 as cited in Koch, 2001, p. 67) terminology will be employed, with a view to Keegan & Schlegelmilch"s (2001) notion of various sets of primary and secondary selection criteria at the in-depth screening stage. Preliminary screening The first stage of international market selection, preliminary screening, is concerned with the identification and elimination of countries with unsuitable trading climates by applying macro-level indicators giving clues to disparities between organisational objectives and the features of a given foreign market (Kumar, Stam & Joachimsthaler, 1994; Koch, 2001). Macro-level indicators are numerous and may include market size, growth rate, existing product line, competitive rivalry, socio-cultural factors and basic fit with customer preferences (Kumar, Stam & Joachimsthaler, 1994; Koch, 2001). The purpose of preliminary screening is a reduction in the number of countries to receive greater attention by way of more detailed analyses (Cavusgil, 1985). Reasons for the unsuitability of a country may arise, for example, from political instability, currency considerations (as in the case where currencies can not be traded in the open market), hostile weather conditions (for example for particular types of clothing or fresh foods) (Cavusgil, 1985; Kumar, Stam & Joachimsthaler, 1994) or severe restrictions within the foreign market (Keegan & Schlegelmilch, 2001). In-depth screening During the second stage of international market selection, in-depth screening, information specific to the industry the organisation is operating in is gathered, 12 analysed and evaluated for each of the potential foreign target markets remaining from stage one (Kumar, Stam & Joachimsthaler, 1994). Industry market potential is assessed according to one or more sets of criteria previously established by the organisation. Determining present and future aggregate demand as well as the consideration of market accessibility, product potential (in terms of customer needs and desires, competitive offerings, attitudes towards foreign product offerings et cetera) and local distribution and production (Cavusgil, 1985) are all part of this stage. Alon (2004) includes the tracking of the origin of hits on the corporate website as a potential indicator for suitable foreign markets. Foreign market conditions should align with organisational objectives in order to be filtered through to the next stage of selection. Indicators of an organisation"s own potential strength within a foreign market as well as statistics from the foreign market are useful in this analysis where available (Cavusgil, 1985). Furthermore, outsourcing a foreign marketing research agency more familiar with the foreign market may be preferential to conducting an own analysis at this stage (Kumar, Stam & Joachimsthaler, 1994). Final selection Koch (2001, p. 67) proposes three types of limitations in the final selection of foreign markets: 1. company objectives; 2. strategies; and 3. resources Westhead et al (2001) note the importance of striking a balance between domestic and foreign market commitments. Furthermore, the reciprocal effects of the one on the other should not be under-estimated. Thus, a strong domestic presence is capable of signalling stability to customers in the foreign market, while the ability to export increases the legitimacy of a company in the domestic market. However, great take needs to be taken in order to prevent alienation of either target market through unbalanced organisational commitments. 13 While these stages appear relatively simple, they incorporate meticulous and time- and money-consuming research work. The scope of research is variable; for example Alon (2004) reports only three main factors having been analysed in a case study cited by the author, whereas Wood & Robertson (2000) offer a list of sixty important factors to be considered. Generally speaking, the more detailed the preliminary and in-depth screening analyses are, the more accurate the final international market selection is going to be. However, constraints in terms of finance and time need to be recognised and weighed against the proposed degree of international trading activity. EXTERNAL FACTORS IN FOREIGN MARKET SELECTION After assessing the rationale for international trade, firm-related factors and the methodologies proposed in the literature to date, a number of salient elements associated with these methodologies should be discussed in more detail. Market potential Here, the central focus is on whether the export market of interest has the necessary means to purchase imported products, and whether the needs of the market are being adequately satisfied (Wood & Robertson, 2000). Generally, studies have shown that almost all entrants use information relating to market size and growth rate, level of competition, and trade barriers (Johansson, 1997). Market size Market size analysis requires an assessment as to what share of the total market in the country the firm can reasonably expect to obtain, given domestic and other foreign competition and affordability of the product. In cases where this demand is not sufficient to justify risk or costs of entry, the market should be excluded from further consideration (De Burca, Fletcher & Brown, 2004). A direct measure of market size can be computed from local production, minus exports, plus imports. An indirect measure can be derived from he widely available GNP measure, population size, growth in GNP, and imports of relevant goods (Johansson, 1997). 14 Market growth Getting the market size measures for different years and computing the growth rates can obtain growth estimates. When deriving the growth rate in this manner, it is important that cyclical changes in the economy are accounted for (Johansson, 1997). There are a number if simple ways for estimating likely demand sufficient for a screening activity. These not only involve assessing current demand but also likely future demand as well as untapped of unfilled demand, which may exist in a particular market. Some of the more common techniques are as follows: demand pattern analysis; international product life cycle; income elasticity measurements; proxy and multiple factor indices (De Burca, Fletcher & Brown, 2004). Competitive intensity The number of competitors in the market, and the relative size distribution of market shares can measure level of competition. Competition is generally toughest where a few large domestic companies dominate the market. When existing companies all have small shares, or when foreign companies have already made successful entry, the competitors will generally be less concerned about a new entrant (Johansson, 1997). There are a number of competitive strategies, which might influence selection of markets. These include entering a market so as to pre-empt the entry of others, entering a market in which there are already competitors and confronting them, and entering a market where large competitors do not exist (De Burca, Fletcher & Brown, 2004). Competitive entry When the aim of a foreign entry is competitive, the plan can be to attack cash generating home market for a competitor or another market where a competitor is dominant. In other cases, the aim is to pre-empt or disrupt a competitor"s entry into a new market by entering first or increasing the firm"s market support. In either case, the choice of country is often a given. However, the firm must recognise the resource implications of fighting these kinds of battles. They may not generate much revenue and could be costly. The firm has to carefully evaluate whether the gains in other 15 countries over time will justify these excursions (Johansson, 1997). The choice of country is made differently again, in the cases in which a company goes abroad to learn from customers and competitors in leading market countries. Then the company aim is primarily to gain further strengths and expand capability, and tapping market growth is only a secondary goal, at least in the short run. Leading markets tend to be large, strong at the high end of the product line, free from government regulation and protective measures, with strong competitors and demanding customers. Leading markets are generally found in different countries for different products. Strong domestic competitors emerge because a country"s location specific advantages, such as natural resource endowments, technological know how, and labour skills. Over time, these advantages enable domestic firms to accumulate experience (Johansson, 1997). Entry barriers Entry barriers are present to protect domestic industry or to ensure that companies entering from foreign markets conform to trade relation"s arrangements with other countries (Johansson, 1997). These barriers may relate to entry, exit, and the marketplace. Entry barriers can be both tariff and non-tariff. Such barriers also include aspects that impinge on the form of international market entry, such as regulations relating to local content and ownership. Exit barriers may relate to repatriation of profits, dividends, and capital, taxation issues and technology transfer. Marketplace barriers can include access to skilled personnel, availability to warehouse space, transportation, allocation of critical inputs, such as power and water, and control over prices (De Burca, Fletcher & Brown, 2004). Political environment Fundamental to every marketer"s selection and assessment of a foreign market is an appreciation of the political environment of the country within which he or she intend to operate (Cateora & Graham, 2002). An examination of target country"s political orientation and environment is part of the preliminary screening stage of market selection (Cavusgil, 1985). Any company considering doing business outside of their 16 own country should carefully study the government structure of the target market as well as examine the numerous issues arising from the political environment. Interest in politics is the first dimension listed in many frameworks examining export environments. This is largely due to the fact, foreign firms must endeavour to make their activities politically acceptable or they may be subjected to politically condoned harassment (Cateora & Graham, 2002). Political issues for consideration in market selection The political climate of a country unearths many decision variables according to Wood and Robertson (2000). The political strength of leaders within the foreign country, the stability of government policies, the degree of domestic instability within the target market, the degree of local labour unrest, the number of trade restrictions on free and open trade due to political frictions, the foreign governments use of incentives to encourage private business and the ability of the foreign government to enforce trade restrictions, are all areas which need to be considered when selecting potential markets in global business strategies. Government involvements in business and in communication, the country"s attitude toward foreign business and national economic and development priorities are further issues worthy of note according to Cauvisgil (1985). Any firm engaging in international marketing should also be aware of the importance of sovereignty to national governments and its consequences for global business (Keegan & Schlegelmilch, 2001). Risk assessment Risk assessment is also crucial when selecting target markets as foreign marketers are faced with high levels of uncertainty, in terms of continuity of government policies, changing political philosophies (Cateora & Graham, 2002) and government actions with regard to taxes, dilution of equity control and expropriation (Keegan & Schlegelmilch, 2001). There are many ways of assessing risk according to Johansson (1997). According to this author, risk analysis flows from the first to the fourth level in the table below. If 17 any of the levels uncovers risk, which may be deemed unacceptable, the firm should immediately reconsider conducting business within the country in question. Figure 2: Factors of political risk Factors Examples Level 1: General Instability Revolution External aggression Level 2: Expropriation Nationalisation Contract revocation Level 3: Operations Import restrictions Local content rules Taxes, Export requirements Level 4: Finance Repatriation restrictions Exchange rates From: Kobrin, S. J. (1979) Political risk: a review and consideration. Journal of International Business Studies, 10(1) Spring / Summer, pp. 67-80. A new type of political risk for marketers to consider is that of international terrorism activities. Although terrorism"s international reach can make any country seem unsafe, a prime example being that of the attacks on the world trade centre on September 11th 2001, terrorism and increasing crime have made some countries and regions extremely unattractive in terms of global business strategies (Johansson, 1997). As government"s change and new philosophies are undertaken a firm may find that political risk is somewhat temporary. However it is extremely necessary for a firm in undertaking internationalisation strategies to consider all manner of political risk and ensure the all indicators are followed closely to ensure acceptable and successful market selection. 18 Legal environment Companies face a vast amount of problems in their efforts to develop successful global marketing programs. Just as cultural, political, geographical differences pose as threats to global firms so too do the varying legal systems of the world and their affect on business transactions (Cateora & Graham, 2002). A country"s legal environment can be identified as the rules and principles that nation states regard as binding upon themselves (Keegan & Schlegelmilch, 2001). The legal environment is an important variable to consider in international business due to the devastating impacts that court of law decisions may have upon a company"s globalisation attempts. Legal systems The countries of the world can be broadly categorised in terms of four legal systems: The common law system derived from English law and found in England, the United States, and the British Commonwealth countries, which include Canada, Australia and New Zealand and the former British Colonies in Africa and India. The civil or code law system derived Roman law and found in most European nations, Japan and non- Islamic and non- Marxist countries. The Islamic legal system derived from the interpretation of the Koran and followed by Pakistan, Iran, Saudi Arabia and other Islamic nations. The Marxist legal system, found in Marxist socialist countries such as Russia, the republics of the former Soviet Union, Eastern Europe and China, as well as other Marxist socialist states who rely on economic, political and social policies as the centre of their legal systems (Keegan & Schlegelmilch, 2001; Cateora & Graham, 2002). The legal environment of target countries is considered of great importance in terms of market selection, due to the detrimental impacts court of law decisions related to issues such as foreign exchange rates, expropriation and intellectual property rights can have on the foreign investor wood Keegan and Schlegelmilch (2001) highlight further legal issues significant to market selection in the form of establishment, jurisdiction, patents, trademarks, licensing, antitrust and bribery. 19 Evidently the global legal setting is very dynamic and complex. It is imperative for the international marketer to understand the various types of legal systems he/she may encounter as well as the various threats the company is open to in undertaking global transactions. Economic environment The economic development and performance of a country is a further issue the international marketer needs to consider in international business. The stage of economic growth within a country affects numerous facets of firms" international strategies. Economic growth affects a countries attitude towards foreign business activity, the demand for goods and the distribution system found within the country (Cateora & Graham, 2002). Economic development Cateora and Graham (2002) also highlight that economic development presents a number of challenges to the international firm. A study of the economic climate is important especially to gain understanding with regard to developing countries and secondly in respect to market potential and market growth. The existing level of economic development allows the firm to estimate the degree of market potential as well as allowing them to prepare for economic shifts and emerging markets. Wood and Robertson suggest that in evaluating international markets a firm needs to consider many issues of development and performance. The gross national product (GNP) and income per capita in the country needs to be examined. The education and employment levels of the population need to be analysed, as well as inflation rates and the country"s balance of trade. Walt Rostow (1971, p.10 as cited in Cateora & Graham, 2002) presented a model for classifying countries by stage of economic development. Each of the five stages is a function of the cost of labour, technical capability of the buyers, and the scale of operations, interest rates and level of product sophistication (Cateora & Graham, 2002). The stages are listed below: 20 Stage 1: The traditional society Stage 2: The preconditions for take off Stage 3: The take –off Stage 4: The drive to maturity Stage 5: The age of high mass consumption Rostow"s (Rostow, 1971 as cited in Cateora & Graham, 2002) process explains a countries growth as you move from one stage to the other and it aids marketers by indicating "the relationship between economic development and types of products a country needs and of the sophistication of its industrial infrastructure" (Cateora & Graham, 2002, p. 241). Another method of classifying a countries economic development is by the degree of industrialisation as highlighted by Hollensen (1998). This categorisation groups countries under three clusters: Figure 3: Categorisation of countries by degree of industrialisation Less developed This includes underdeveloped countries and Countries developing countries, the main feature of which is a low GDP per capita. These countries also have weak infrastructures and limited amounts of manufacturing activity. Newly Industrialised These are countries with an emerging industrial base Countries: just entering world trade. Advanced Industrialised These economies have high per capita incomes and an Countries: extensive industrial base. They have a developed infrastructure and are highly industrialised. Adapted from Hollensen, S. (1998) Global Marketing - a Market-Respective Approach. Hertfordshire, Prentice Hall. Issues of production strength are also important in foreign market selection (Wood & Robertson, 2000). The foreign country must be examined in terms of its wealth in natural resources and extent of which these can be developed. The diversity of 21 products produced and imported into the country are also important areas for the firm to note as well as consumption related issues such as per capita ownership of goods, food consumption, industrial goods consumption and energy consumption. The economic environment is an important issue for international marketers to examine in choosing markets in which to expand their business. Economic considerations are also part of the pre-screening stage and are an important measure of a country"s attractiveness. Culture A second aspect to be considered when selecting a market is that of culture. Firms exporting for the first time generally select foreign markets that have some market and cultural similarity with the firms domestic market (Erramilli, 1991). In some instances markets are selected because they are seen as "psychologically close" to the domestic market (Papadopoulos & Denis, 1988; Dow, 2000). Culture is integral to the marketing concept, which is based on satisfaction of wants and needs of potential buyers. Not only does culture condition these wants and needs, but it also impacts on the way messages concerning the ability of the product or service to satisfy the needs and wants, are received and interpreted (De Burca, Fletcher & Brown, 2004). This is even more so in international markets, where cultures differ markedly from one international market to another (Wood & Robertson, 2000). Culture pervades all elements of the marketing mix-product, pricing, promotion, and distribution- and the acceptability of each of these elements will be judged in the context of the culture that they are targeting. Cultural sensitivity involves being aware of the nuances of the different culture, being empathetic with it, and viewing it objectively rather than subjectively. It begins with an acceptance that other cultures in themselves are not right or wrong, and one culture is not inferior to another, but, rather, is different. Being culturally sensitive will reduce disharmony, alleviate aggravation, improve communications, and pave the way for long-term international business relationships (De Burca, Fletcher & Brown, 2004). In order to understand customers in the international market, it is necessary to 22 be aware of their cultural heritage. Appreciating the intricacies of the culture is imperative in order to be effective in the foreign market. There are a number of key cultural concepts that assist in clarifying cultures in broad terms and these are reflected in the way culture manifests itself in an international business setting. Included in these are time, space, language, familiarity and consumption patterns. The way in which culture is communicated can be both verbal and non-verbal, and operating in a different culture will require some degree of adaptation. Cross-cultural comparisons, be they on a global or bilateral basis, highlight patterns of cultural difference and their implications for management. Global marketers who understand and recognise the meaning and substance of cultures other than their own and the associated behaviours in those cultures will have a significant global advantage. It is essential for global marketers to avoid a cultural bias, or the self reference criterion (SRC), when dealing with business operations in more than one culture (Jeannet & Hennessy, 2004). Infrastructure Issues to be considered here include the extent and nature of the export market"s physical distribution infrastructure. Reasonable logistics links should exist both between the domestic and international market and within the international market. The impact of the cost of logistics on the ability to both compete and satisfy demand also needs to be considered. Also relevant in selecting a market is whether these links are reliable and timely, - that delivery can be relied upon; that the time taken for goods to reach the destination does not adversely impact on the ability to compete; and that the goods arrive in an acceptable condition (De Burca, Fletcher & Brown, 2004). Further, consideration should also be given to the geography and climatic conditions that may affect the business enterprise in the export market (Wood & Robertson, 2000). CONCLUSION Market selection is complicated by changes in the international business environment. These changes involving the formation of regional trade groupings, the creation of 23 strategic alliances between firms and exponential spread of information technology are resulting in a breaking down of barriers between countries and the need to view the world as a global entity rather than as a series of national markets. As a consequence the most appropriate international markets to have become more difficult to enter (De Burca, Fletcher & Brown, 2004). Underpinning the selection of markets to enter should be a strategic orientation that treats market entry selection as part of the firm"s overall strategy, linked both to its resource base and a distinctive competence on the one hand and its position in relation to competitors on the other. Selecting an international market can impact on the other activities of the firm. This is because the outcome may influence the profitability of the firm in its domestic as well as in its other international markets. Not only will this impact be on overall profits but it might also have an impact in other areas such as its global reputation (De Burca, Fletcher & Brown, 2004). All the literature points toward two different types of data needs: macro information, providing mostly knowledge about different environments; and micro information, providing details about markets, activities within those markets, and the changes taking place in them (Czinkota, 1991). Furthermore, a firm needs to be aware of its internal capabilities, competencies and restrictions in order to select appropriate foreign target markets. The methodologies proposed in the literature for the selection of foreign target markets are similar in their approach. Three main stages of preliminary screening, in- depth screening and final selection have been identified and discussed. The salient elements within these screening processes have likewise been identified and discussed. To conclude on a last, important note, the final selection of the country to enter should not be made until personal visits have been made to the country and direct experience has been acquired by management. There is no substitute for on-the-spot information and the hands-on feeling of a new market (Johansson, 1997). 24 REFERENCES Aaker, D. A. (2001) Strategic Market Management. 6th ed. New Jersey, John Wiley & Sons, Inc. Alon, I. (2004) International market selection for a small enterprise: a case study in international entrepreneurship. S.A.M. Advanced Management Journal, 69(1), pp. 25- 33. Carroll, A. (1979) A three-dimensional conceptual model of corporate performance. Academy of Management Review, 4(4), pp. 497-505 as cited in Schwartz, M.S. and Carroll, A. (2003) Corporate social responsibility: a three-domain approach. Business Ethics Quarterly, 13 (4) October, pp. 503 - 531. Cateora, P. R. & Ghauri, P. N. (2000) International Marketing. European Edition. Maidenhead, McGraw-Hill Publishing Company. Cateora, P. R. & Graham, J. L. (2002) International Marketing. 11th ed. New York, McGraw Hill Companies. Cavusgil, S. T. (1985) Guidelines for export market research. Business Horizons, 28(6) November-December, pp. 27-33. Chetty, C. & Campbell-Hunt, C. (2004) A strategic approach to internationalisation: a traditional versus a "born-global" approach. Journal of International Marketing, 12(1), pp. 57-79. Czinkota, M. R. (1991) International information needs for US competitiveness. Business Horizons, November / December, pp. 86-91. De Burca, S., Fletcher, R. & Brown, L. (2004) International Marketing - An SME Perspective. London, Prentice Hall. Dow, D. (2000) A not on psychological distance and export market selection. Journal of International Marketing, 8(1), pp. 51-64. Erramilli, M. K. (1991) The experience factor in foreign market entry behaviour of service firms. Journal of International Business Studies, 22, pp. 479-501. Garrett, D. E. (1987) The effectiveness of marketing policy boycotts: environmental opposition to marketing. Journal of Marketing, 51(2) April, pp. 46-57. Gidengil, B. Z. (1977) The social responsibility of business: what marketing executives think. European Journal of Marketing, 11(1), pp. 72-86. Hollensen, S. (1998) Global Marketing - a Market-Respective Approach. Hertfordshire, Prentice Hall. 25 Jeannet, J. P. & Hennessy, H. D. (2004) Global Marketing Strategies. 6th ed. Boston, Houghton Mifflin Company. Johansson, J. K. (1997) Global Marketing: Foreign Entry, Local Marketing and Global Management. New York, Times Mirror Books. Keegan, W. J. & Schlegelmilch, B. B. (2001) Global Marketing Management - A European Perspective. Harlow, Pearson Education Limited. Koch, A. J. (2001) Selecting overseas markets and entry modes: two decision processes or one? Marketing Intelligence & Planning, 19(1), pp. 65-75. Kumar, V., Stam, A. & Joachimsthaler, E. A. (1994) An interactive multicriteria approach to identifying potential foreign markets. Journal of International Marketing, 2(1), pp. 29-52. Lee, T. J. (2002) Leading the way with the company brand. Strategic Communication Management, 6(4) June/July, pp. 9. Madsen, T. K. & Servais, P. (1997) The internationalisation of born globals: an evolutionary process? International Business Review, 6(6), pp. 561-583 as cited in Chetty, C. and Campbell-Hunt, C. (2004) A strategic approach to internationalisation: a traditional versus a "born-global" approach. Journal of International Marketing, 12 (1), pp. 57 - 79. Oviatt, B. M. & McDougall, P. P. (1995) Global start-ups: entrepreneurs on a worldwide stage. Academy of Management Executive, 9(2), pp. 30-44 as cited in Chetty, C. and Campbell-Hunt, C. (2004) A strategic approach to internationalisation: a traditional versus a "born-global" approach. Journal of International Marketing, 12 (1), pp. 57 - 79. Papadopoulos, N. & Denis, J.-E. (1988) Inventory, taxonomy and assessment of methods for international market selection. International Marketing Review, 5(3) Autumn, pp. 38-51. Root, F. R. (1994) Entry Strategies for International Markets. San Francisco, Lexington Books as cited in Koch, A. J. (2001) Selecting overseas markets and entry modes: two decision processes or one? Marketing Intelligence & Planning, 19(1), pp. 65-75. Rostow, W. W. (1971) The stages of economic growth. 2nd ed. London, Cambridge University Press. Tylecote, A. (1987) Time horizons of management decisions: causes and effects. Journal of Economic Studies, 14(4), pp. 51-65. Westhead, P., Wright, M., Ucbasaran, D. & Martin, F. (2001) International market selection strategies of manufacturing and services firms. Entrepreneurship & Regional Development, 13(1) January-March, pp. 17-46. 26 Wood, V. R. & Robertson, K. J. (2000) Evaluating international markets. International Marketing Review, 17(1), pp. 34-55. Ziller, A. & Phibbs, P. (2003) Integrating social impacts into cost-benefit analysis: a participative method. Impact Assessment and Project Appraisal, 21(2) June, pp. 141- 147. 27
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I personally love this big sterling brooches. They always look so elegant on where ever or what ever you pin them on. The curved flowers feature oval cut, faceted, pink rhinestones. These rhinestones are open back and foiled. All prong set, they are complimented by round cut bezel set clear rhinestones.
Crafted in sterling silver, there is a buttery gold vermeil. This brooch measures 2 3/4" x 1 1/4" and is in lovely vintage condition. Total item weight is 15.2 grams. Stays secure with a long pin and working safety clasp.
Hallmarked "CORO" "Sterling", this amazing vintage brooch is indicative of high quality Coro craftsmanship. Thanks.
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By Catholic Online (NEWS CONSORTIUM)
12/26/2013 (1 year ago)
Catholic Online (www.catholic.org)
"Sexting," the sending of explicit nude photos and sexual messages through Smartphones is as prevalent as ever among the nation's teenagers. A new study has found that teenagers who engage in these practices, especially young girls, put them in danger of engaging in risky sexual behavior.
By Catholic Online (NEWS CONSORTIUM)
Catholic Online (www.catholic.org)
12/26/2013 (1 year ago)
Published in Marriage & Family
Keywords: Sexting, teenagers, explicit photos, teenage sex
LOS ANGELES, CA (Catholic Online) - The three-year study into teenagers' sexting habits yielded interesting findings about these teens' sexual behavior. "Teen Sexting and Its Association With Sexual Behaviors," as published in July's issue of Pediatrics & Adolescent Medicine, examined 1,000 subjects, aged 14 to 19 years of age. These subjects were from seven public high schools in Texas.
Researchers found that 28 percent of the teens said that they have sent a nude picture of themselves via text or email. Fifty-seven percent said that they have been asked to send nude photos.
In regards to "sexts" - sexually explicit text messages, there wasn't much of a statistical difference between boys and girls. There was a significant gender discrepancy when it came to how those sexting practices affected their other sexual decisions.
It was found that teen girls who engaged in sexting behaviors also had a higher prevalence of risky sex behaviors, including multiple partners and using drugs or alcohol before sex. Researchers concluded that the use of sexting behaviors coincides with a much higher engagement in risky sex behaviors.
Teenage boys, on the other hand, for whom only having been asked for a sext was related to risky sex behaviors. Sexting, like actual sexual behaviors, is perceived more permissively and positively for boys, and thus not considered a risky behavior. In conclusion, it was less likely to be associated with other risky behaviors.
Girls also reported being "bothered" by requests for nude photos more than boys - by a margin of 27 percent to three percent. Most teenage boys, it was learned, either didn't mind or actually liked receiving such a request.
There is also a racial disparity as in who was sending and receiving sexts. Whites and African Americans were found to be far more likely to be engaging in this behavior than Hispanics or Asians.
Sexting remains a fairly common practice among today's youth. Many believe that the practice is not harmless. Another recent survey has linked teen sexting to depression and other forms of psychological distress.
Whatever the position people take on this practice, experts agree that parents must include the topic whenever discussing sex with their teenage children.
St. Christopher
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By Hannah Raissa Marfil (NEWS CONSORTIUM)
The AAA Foundation for Traffic Safety analyzed about 1,700 takes of footage involving teenage drivers and the moments just before they crash. The videos are horrifying and disturbing, as the common cause of the accidents is distracted driving. MUNTINLUPA, PHILIPPINES ... continue reading
By Hannah Raissa Marfil (NEWS CONSORTIUM)
Linnea Johansson became worried after seeing her usually emotional 3-year-old son do his best not to cry, saying he wouldn't cry because Spiderman doesn't. As a mother bothered by how gender stereotypes are affecting her child and a fan of comic books who believes that ... continue reading
By Hannah Raissa Marfil (NEWS CONSORTIUM)
An upsetting video of an older woman ranting, giving disgusting suggestions about a misbehaving child she witnessed at a grocery store has gone viral. Identified as Kathleen Smith from Tomball, Texas, she suggests the mother could have done something so the child ... continue reading
By Hannah Raissa Marfil (NEWS CONSORTIUM)
Jourdan and Ryan Spencer from New Jersey were shocked to see that they crossed each other's path 16 years before they officially met. Watching a home video, taken during Jourdan's family trip to Sesame Place in Langhorne, Pennsylvania, they saw someone familiar appear ... continue reading
By Hannah Raissa Marfil (NEWS CONSORTIUM)
As women grow from little girls to adults, the endure certain life-changing events. From being the girl-turned-woman after menstruation until she is on the age of the peak of female life expectancy, here are the significant ages women can count on being important. ... continue reading
By Hannah Raissa Marfil (NEWS CONSORTIUM)
Couples should learn to relate with one another, in order to conquer challenges they cannot fully anticipate, according to David B. Hawkins from crosswalk.com. Some people assess that the individual person gets along more with others than their spouse. Hawkins ... continue reading
By Hannah Raissa Marfil (NEWS CONSORTIUM)
Heather Barwick is a gay marriage advocate who was raised by two lesbian mothers. However, she recently published an open letter entitled "Dear Gay Community: Your Kids Are Hurting" in the Federalist. She stated she loves her two mothers and the gay community, but now ... continue reading
By Hannah Raissa Marfil (NEWS CONSORTIUM)
A new campaign, in Ontario, directly asks people who they will help: the perpetrators or the victims. The video shows the way bystanders are being "accomplices" and also guilty of the sexual assault when they opt out from doing something and keep their silence. ... continue reading
By Hannah Raissa Marfil (NEWS CONSORTIUM)
The intelligence developed by babies from stable breast-feeding carries on into their adulthood and makes them earn more money, according to research. MUNTINLUPA, PHILIPPINES (Catholic Online) - Although there are existing studies that establish correlation between ... continue reading
By Abigail James (NEWS CONSORTIUM)
"People remember dates for birthdays, and anniversaries. Well this date is forever burned in my brain. It's a day that I will remember and I remember every single detail of that day," stated Kimberly Henderson, 26-year-old mother and viral YouTube star. LOS ANGELES, CA ... continue reading


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'Observe and Report'
Writer-director: Jody Hill Getting off the stoned-slacker treadmill, Seth Rogen wades into Clint Eastwood (or at least Kevin James) territory playing an intense mall security officer competing with a local cop to apprehend a flasher. Cast: Anna Faris, Ray Liotta. Why? Forget the "Paul Blart"... Warner Bros. Pictures


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Coahoma changes evaluation system for faculty, staff
Next fall, Coahoma Community College will introduce the 360 Peer-to-Peer Feedback System, designed to provide each employee with an accurate picture of his or her performance from all angles.
As its name suggests, the new system will give every CCC employee the opportunity to play an active role in giving anonymous feedback on the performance of their peers and supervisors with online-based assessments.
The system was developed by CCC's Director of Research and Assessment, Margaret Dixon; Academic Counselor, Yolanda Morton; and Special Population Personnel, Sheila Sanders as a project during their participation in the Mississippi Community College Leadership Academy.
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New Year's Eve is pretty cool if you think about it; it wraps up a chapter of our lives and prepares us for the next one. But the pressure to have super amounts of extreme fun is ridiculous. And the … More
Christmastime is here, and with it all the usual seasonal zaniness of the Culture Wars. The religious right bemoans the "War on Christmas", anti-capitalists attack the crass commercialism of the holiday, radical atheists talk about how the historical Jesus never … More
An easy Christmas day where everyone gets along and everyone is happy is OK, I guess. But ruining Christmas? That sounds like fun. Up for a challenge? Try one (or many) of these ways to ruin Christmas for everyone. Food … More
Cold weather is chilling us to the bone this season. But don't worry, we've got you covered. We spoke to a 2 Gingers Irish Whiskey rep about Hot Toddies – those heart-warming, body and soul-healing beverages that make cold snaps … More
A very special Christmas window display made its debut in New York this week. The Vivid Cabaret window display features sexy Miss Santa and her scantily-clad holiday helpers. "We've got the hottest live Christmas window in the city, and the … More
First thing's first: Regardless of your religion, if latkes are not part of your holiday celebration, you've got a major problem. Crispy discs of salted, golden brown potato and onion should be on every holiday plate. But beyond their inherent … More
One of the most important aspects of the holiday season (beyond eggnog and gifts!) is capturing the moment. We're all getting older, families are often spread across the country, and the kids change every day. Making memories together is really … More
Holidays can be a hard time for a couple — or at least half of a couple — when you have to spend them with one partner's family. Things can get especially difficult when her family members aren't your favorite … More
It's International Men's Day. Did you know? Probably not. While International Women's Day (March 8) has been observed for over 100 years, International Men's Day was only founded the 1990s and hasn't garnered as much attention. So what are we … More
Shopping for your in-laws might not be the easiest thing you do this holiday season, but it doesn't have to the hardest. If you need some inspiration, check out these 10 holiday gift ideas for your in-laws. Don't miss more … More


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Yakuza Zero trailer: It will never release here because Sega hates you
Yakuza in 1988 sounds great, but we'll never get to play it anyways. It's launching in Japan during spring of 2015 for PS3 and PS4.
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Streit's 2 goals lift Isles into 2-2 series tie
UNIONDALE, N.Y. Leads aren't safe in the wild first-round playoff matchup between the New York Islanders and Pittsburgh. Suddenly, neither are the top-seeded Penguins.
Through four games of the best-of-seven series, both teams have two wins. The latest big momentum shift has swung sharply in the direction of the No. 8 Islanders.
John Tavares scored with 9:49 left, and the Islanders beat the Penguins 6-4 Tuesday night to get even in the series that will resume with Game 5 in Pittsburgh on Thursday night.
"We found a way today. Another roller coaster ride," Tavares said. "We learned from those games when we gave up leads - a lot of us said that one bounce can change a season."
Or end one.
The Penguins were ousted in the first round in each of the previous two years. They now face the prospect of another early summer if they can't turn things around quickly.
"We've got a lot of veteran guys in this room that have been through this," Penguins forward James Neal said. "We just need to regroup here. We'll come out ready to go and fired up in our own building.
"We knew what we were up against. Once you get into playoffs, seeds and where you finished is out the door."
Tavares slammed in his own rebound in front after Brad Boyes fed him following a turnover by Penguins star Evgeni Malkin. It was the Islanders' third one-goal advantage in the game. This highly entertaining series has already featured 5-4 and 6-4 finishes at Nassau Coliseum.
"This was intense and fun," said Islanders captain Mark Streit, who had two goals. "We got big chances and scored big goals. Now we have a best two of three."
Tavares was serenaded with cheers of "M-V-P" from the frantic crowd that is believing an upset is possible. Casey Cizikas shoved in a shot with 1:16 left to add some much-needed insurance.
"Not sure what it was but we have had contributions offensively and defensively from everyone in our lineup. That makes us better," Tavares said.
Brian Strait and Kyle Okposo also had goals. Evgeni Nabokov made 27 saves for the Islanders.
"You get into the playoffs, you put in so much effort to get here, we want to make the most of it," Tavares said. "We believe in this room. We have a lot of character."
Neal, in his return after injuring his ankle in the series opener, scored in the first period. Malkin added a tying goal in the second, and Brandon Sutter and Pascal Dupuis provided the Penguins with a pair of one-goal leads they couldn't protect.
"Momentum shifts so quickly," Neal said. "Once you regain it you've got to keep it. You saw how energetic their crowd was and how much they fed off that. We just need to put this one behind us and get back to our game. I don't think we've gotten there yet."
Marc-Andre Fleury stopped only 18 shots during a difficult night. Penguins coach Dan Bylsma was noncommittal whether Fleury would be back in the net for Game 5.


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Comment: Re:scientific computing (Score 2) 125
I disagree, speaking as someone who has in fact had a weeks long job running on my desktop before. I mean if you have a fast PC (desktop processors are often faster per core, at the expense of fewer cores)
Well you have to differentiate whether your talking about an intel desktop machine or a "workstation" class machine. The difference at this point is the "workstation" is using xeon class processors, and has ECC. The problem is that the "workstation" has exactly the same processors as the rack mount machine running in the server room with a much better power and cooling environment.
That said, it is possible to get something like the Xeon E5-2637 v3 which is a quad core, 3.5 Ghz (+turbo) CPU. Sure its not the the 4+Ghz you can get on a "desktop" CPU but it does have a LGA 2011v3 which will give you significantly more memory bandwidth and ECC.
Frankly, while I think running anything besides a desktop workload on a "desktop" is silly because those kinds of workloads tend to be better handed with servers. It does seem that intel has lost its way a little when it comes to extreme single threaded performance. Particularly in the server space. Why they don't offer a 200+ watt pig clocked a few percent higher seems strange. Pretty much everyone else does it (POWER8, z13 (@ 5.2 Ghz), AMD, etc).


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Sutton Place Hotel Ueno - Tokyo
7-8-23 Ueno, Taito-ku - Tokyo1-877-662-6988
If you are looking to book a central Tokyo hotel in the Ueno area, Sutton Place Hotel Ueno could be the right choice for you!
This 3-star Ueno hotel, Tokyo offers free wired and wireless Internet access, plus dry cleaning/laundry.
Staff are able to provide express check-in and express check-out. The reception desk is open during limited hours where you will also find free newspapers. Other amenities include an elevator (lift) and laundry facilities.
Excellent location, just 5 minutes from Ueno JR Station. Very clean.Venere Guest, Hong Kong
These reviews have been left by customers who actually stayed at this hotel
Check Availability at Sutton Place Hotel Ueno
Breakfast at Sutton Place Hotel Ueno
A free continental breakfast is served each morning.
Facilities at Sutton Place Hotel Ueno
- Luggage room
- Newspapers
- Laundry service
- Lift/elevator
- Laundry room
- Internet/Email services
Know before you go
- The Japanese Ministry of Health, Labour, and Welfare requires all international visitors to submit their passport number and nationality when registering at any lodging facility (inns, hotels, motels, etc. ). Additionally, lodging proprietors are required to photocopy passports for all registering guests and keep the photocopy on file.
Check-in: between 3 PM and 10 PM.
Check-out: before noon.
PolicyExtra-person charges may apply and vary depending on hotel policy.
Government-issued photo identification and a credit card or cash deposit are required at check-in for incidental charges.
Special requests are subject to availability upon check-in and may incur additional charges. Special requests cannot be guaranteed.
- No onsite parking is available.
Sutton Place Hotel Ueno is also known as
Sutton Place Taito
Sutton Place Hotel Ueno reviews
- March 2015
- Venere Guest
- Single traveller
- Hong Kong
Excellent location, just 5 minutes from Ueno JR Station. Very clean.
Sutton Place Hotel Ueno reviews by TripAdvisor
Room Details
Sutton Place Hotel Ueno offers 50 guest rooms with climate control. Guests can kick back at the end of a busy day and enjoy 24-inch flat-screen televisions with digital channels and pay movies. Business travelers will have access to free (wired) high-speed Internet access as well as desks and phones during their Ueno visit.
A good night's sleep in comfortable beds with premium bedding and down comforters will have visitors waking up refreshed and well-rested throughout their holiday or business trip. Designed to promote relaxation and well-being, all private bathrooms offer a great selection of amenities, including luxury deep soaking bathtubs, bathrobes, slippers and bidets. Refrigerators and hair dryers are supplied in each room to facilitate basic travel needs. Additional comforts include air conditioning.
Bathroom toiletries are provided free of charge. Irons/ironing boards can be provided on request.
Accommodation Services
- Air conditioning
- Telephone
- Pay-Per-View
- Mini fridge
- Ironing facilities on request
- Hairdryer in each room
- Desk
- Individually controlled air conditioning
- High speed Internet access
Distances from Sutton Place Hotel UenoNational Museum of Western Art - 0.4 km / 0.2 mi
Tokyo Bunka Kaikan - 0.4 km / 0.2 mi
Tokyo National Science Museum - 0.4 km / 0.2 mi
Ueno Park - 0.6 km / 0.3 mi
Tokyo National Museum - 0.6 km / 0.4 mi
Ueno Zoo - 0.6 km / 0.4 mi
Ueno Toshogu Shrine - 0.8 km / 0.5 mi
Kyu Iwasaki-tei Gardens - 1.2 km / 0.7 mi
Hanayashiki Amusement Park - 1.4 km / 0.9 mi
Nakamise Arcade - 1.6 km / 1 mi
Sensoji Temple - 1.6 km / 1 mi
University of Tokyo - 1.6 km / 1 mi
Asakusa Shrine - 1.6 km / 1 mi
Asakura Choso Museum - 1.7 km / 1.1 mi
Akihabara Electric Town - 1.8 km / 1.1 mi
The closest major airports to Sutton Place Hotel Ueno are:
Tokyo (HND-Haneda) - 18.3 km / 11.4 mi
Tokyo (NRT-Narita Intl.) - 55.4 km / 34.4 mi
The preferred airport for Sutton Place Hotel Ueno is Tokyo (NRT-Narita Intl.).
Distances are calculated in a straight line from the property's location to the point of interest or airport and may not reflect actual travel distance.
Distances are displayed to the nearest 0.1 mile and kilometer.
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Commercial Services and Supplies
Company Overview of Spectrum Group International Limited
Executive Profile
Stephen F. Loftus USN (ret)
Chairman and Chief Executive Officer, The SPECTRUM Group Inc.
|Total Calculated Compensation
|This person is connected to 4 Board Members in 4 different organizations across 4 different industries.
See Board Relationships
Vice Admiral Stephen F. Loftus, USN (ret) serves as Executive Vice President at Quarterdeck Investment Partners, Inc. specializing in merger and acquisitions and The Spectrum Group. Vice Admiral Loftus serves as Chief Executive Officer of The SPECTRUM Group Inc. He consults at Lockheed Martin Corporation, SAIC, Johns Hopkins University -- Applied Physics Lab, Systems Planning Corporation, and Global Planning Corporation. He served as Chief Executive Officer and Senior ...
Corporate Headquarters
5 Willows GatePhone: 44 1869 278 743
Bicester, Oxfordshire OX27 9AU
United Kingdom
Fax: 44 1869 278 896
Board Members Memberships
Chairman and Chief Executive Officer
Member of The Board of Directors
Executive Chairman
Independent Director
Master's Degree
Naval Postgraduate School
University of Massachusetts, Amherst
Other Affiliations
Annual CompensationThere is no Annual Compensation data available.
Stocks OptionsThere is no Stock Options data available.
Total CompensationThere is no Total Compensation data available.
|There is no Competitor Compensation data available.
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To contact Spectrum Group International Limited, please visit . Company data is provided by Capital IQ. Please use this form to report any data issues.
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This page lists public record sources in Bullitt County, Kentucky. Additional resources can be found on our Kentucky State Public Records page, on city pages, and on topic pages.
Bullitt County, Kentucky - Free Public Records Directory
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County InfoBullitt County, Kentucky Home Page
General information about Bullitt County
Population: 66,645
Area: 299 sq. miles
County Seat: Shepherdsville
Area Code(s): 502
Time Zone: Eastern
Free SearchKentucky Court Records and other Resources
Links to state and local court records, general Kentucky court information, directory of courts, and online resources for courts in Kentucky.
Free SearchCourt Directory and Court Records Info
Directory of court locations in Bullitt County, Kentucky. Includes local links to searching court records, dockets, legal research, self help, and more.
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Free SearchProperty Tax Search
Search for Bullitt County property tax billing and payment records by bill number, name or map number.
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Contact InfoBirth and Death Records
View Bullitt County information about obtaining birth and death certificates including certificate order form.
Free SearchBullitt County census information summary
Bullitt County statistics for population, ethnicity, housing, geography and businesses. From the U.S. Census Bureau.
Free SearchDepartment Directory
View Bullitt County department directory including email links.
Free SearchDelinquent Taxes and Delinquent Tax Properties
View Bullitt County information about delinquent taxes including delinquent tax property listings.
Free SearchBullitt County Public Library Resources
View Bullitt County Public Library resources including genealogy records such as census records, vital records, and more. A valid library card is required in order to access certain resources.
Free SearchGenealogy Records Search
Search Bullitt County genealogy records such as birth records, census records, marriage records, obituaries, and more.
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Free SearchKentucky Online Offender Lookup (KOOL)
Search Kentucky current jail inmates through the Department of Corrections.
Contact InfoMarriage Licenses
View Bullitt County information about obtaining marriage licenses including fees and marriage license application form.
Free SearchSex Offenders
Search Kentucky sex offenders by name, email address, city, county or zip code.
Free SearchMeeting Minutes
View Bullitt County Fiscal Court meeting minutes by date.
Free SearchVoter and Election Information
View Bullitt County voter and election information including precinct locations, precinct maps and election results.
Links for Kentucky towns and cities have been moved. Please use the town links below to get to the correct page:
Fox Chase Hillview Hunters Hollow Lebanon Junction Pioneer Village Shepherdsville


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Easter Sunday Car Boot at Stonham Barns from 8am05/04/2015
Just turn up from 8am and sell from £5 or use a covered stall (comes with table) for £10. Great venue and expecting a good crowd this Sunday.
Fine Antiques & Art Deco Auction22/04/2015
Jewellery, Glass, Ceramics, Art, Furniture and much more.
The Hunstanton Fun Dog Show17/05/2015
The Hunstanton Fun Dog Show - Calling all doggies! - Come along to our fun dog show, organised by The Barking Bugle
The Eastern Transport Collection 3rd Annual Bus Rally23/08/2015
Once again our friends at the ETC will be bringing their impressive collection of vintage busses, as well as inviting other bus owners to display their machines.


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From the movie Jeepers Creepers 2 - In a sequence the director (Victor Salva) debated putting into the final cut, the Creeper literally creeps the team out by taunting them and making sexual innuendos.
From the movie Happy Endings - Frank (Tom Arnold) breaks up with Jude (Maggie Gyllenhaal) after he finds out she is using him for his money.
From the movie Happy Endings - Jude (Maggie Gyllenhaal) goes to a clinic for abortion advice from Mamie (Lisa Kudrow).


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Follow the action from the 99th Rose Bowl with live tweets from Bay Area News Group writers and editors.
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(Neil Davidson/Starz)
'Outlander' set to resume its highly addictive first season
Also, HBO's Scientology documentary, 'Going Clear,' is provocative and riveting.
'The Sopranos' Drea De Matteo loses New York home in explosion
'Modern Family' actress Sarah Hyland grew up across the street from buildings that burned and collapsed in accident caused by gas and plumbing work.


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Latest News from Aunt Martha's
- You Can Save Our Health Centers! March 5, 2015
Aunt Martha's is one of more than 1,200 Health Centers in a nationwide network. Each Health Center, including our's, receives some funding from the federal government.
Those dollars allow us to provide care to all patients in need regardless of insurance status. Unfortunately, Health Centers will lose close to 70% of those dollars later this year unless Congress takes action to protect Health Centers. Losing this funding will seriously hurt Health Centers like ours and limit our ability to care for our patients in the same way.
- Aunt Martha's Welcomes Clete Winkelmann October 9, 2014
- Aunt Martha's Celebrates National Health Center Week 2014 August 14, 2014