The Merger Of Daimler Benz And Chrysler Finance Essay - Free Essay Example

Sample details Pages: 7 Words: 2184 Downloads: 1 Date added: 2017/06/26 Category Finance Essay Type Research paper Did you like this example? 1 INTRODUCTION Both mergers and acquisitions are attempts from companies just in order to combine their strengths so to achieve synergistic benefits. Two companies combine to form a new company in a merger. In an acquisition, one company takes over the other in terms of ownership or management. Don’t waste time! Our writers will create an original "The Merger Of Daimler Benz And Chrysler Finance Essay" essay for you Create order Mergers and acquisitions can create economies of scale, in which costs of similar functions can be reduced. Cost per unit of output can reduce as well with increased output bringing down the cost per unit to be produced. Investors are happy with the notion that the merger or acquisition will give the company added strength and benefits. One plus one makes three: this equation is the special alchemy of a merger or acquisition. The key behind buying a company is to create shareholder value over and above that of the sum of the two companies. Two companies together are more valuable than two separate companies a main reasoning behind MA. This rationale is particularly alluring to companies when times are tough. Companies that are strong will act to buy other companies to create a more competitive, cost-efficient company. The companies that will come together hope to gain a greater market share or achieve greater efficiency. These are the potential benefits, because of which target companies will often agree to be purchased when they know they cannot survive alone. https://www.investopedia.com/university/mergers/ In todays challenging business environment, companies must continuously acquire knowledge and expertise, gain new product and service capabilities, and expand market share in order to attain a critical mass in an increasingly competitive and volatile economy. A number of companies are turning to mergers and acquisitions (MAs) to help achieve these objectives. Determining whether to purchase another business, or to merge to form a large and perhaps quite different company, is one of the most important decisions and management is called upon to make. The right acquisition at the right time can be a shortcut to expansion, increased profitability, and a new direction for the business. With a single act, the acquiring company may accomplish growth which would have been impossible or which, at the very least, would otherwise have taken many years of investment and hard work. However, a bad decision can be fatal, often stretching the acquirers financial, managerial and other resources beyond their capacity, causing the entire structure to fail. An acquisition decision is, therefore of extreme importance. Even if growth through acquisition or merger is a good idea, choosing the right acquisition candidate and completing the acquisition process are difficult and risky steps. Most acquirers evaluate numerous potential acquisition candidates for each transaction they actually consummate in order to be successful (Joseph M Morris, 1998). For many companies, the acquisition itself is the easy part; the more difficult task is to successfully integrate the newly acquired company within the organization. Beyond the tactical aspects of determining which employees will now report to whom and which facilities will remain open and which will close, a merger or acquisition involves integrating more strategic aspects, one of the most imp ortant of which is the creation of a corporate culture (Jossey Bass, 1998). From nineteen ninety onwards there is an increasing trend of mergers and acquisitions. Due to globalization it has also encouraged cross border mergers. This report looks at the merger in an automobile company, Daimler-Benz with Chrysler, which took place in 1998. 1.1 DAIMLER-BENZ AND CHRYSLER: THE MERGER On May 7, 1998, Daimler Benz and Chrysler announced their merger agreement, in a $48 billion share-for-share exchange affected with a new global registered share facility with a new name DaimlerChrysler (DCX). The merger became effective in November 1998 and on the 17th of that month, through a business combination of Daimler Benz and Chrysler to create a global, diversified manufacturer and distributor of automobiles, diesel engines, aircraft, helicopters, space and defense systems and other products and services. The DaimlerChrysler AG Global Registered Shares (GRS) simultaneously began trading on twenty-one markets around the world, including Frankfurt and New York. The shares are traded, quoted and settled in U.S. Deutschmarks or Euros in Frankfurt and dollars in New York. Daimler shareholders got about 55% of the new company and Chrysler shareholders got about 45% because Daimlers market capitalization was greater than Chryslers. (G. Andrew, 2003) 1.2 COMPANY BACKGROUND: DAIMLER-BENZ Daimler Benz was founded in 1895 in Stuttgart, Germany, and by the 1980s; it had become one of its largest industrial companies with 1997 revenues of DM 124 billion. Its market capitalization was $36 billion on December 31, 1997 and net sales were over $68 billion. The company had over 550,000 shareholders with its shares distributed across 14 stock exchanges around the world, including the New York Stock Exchange (NYSE) as ADRs since 1993 ( Radebaugh, Gebhardt and Gray 1995). Daimler-Benz and its consolidated subsidiaries operated in four business segments: Automotive (Passenger Cars and Commercial Vehicles), Aerospace, Services and Directly Managed Businesses World scope Database Global Researcher (Update 36, April 1999). Daimler-Benz was primarily active in Europe, North and South America and Japan. In 1997, approximately 33% of Daimler-Benz revenues was derived from sales in Germany, 25% from sales in other member states of the European Union and 21% from sales in United States and Canada. 1.3 COMPANY BACKGROUND: CHRYSLER Chrysler was incorporated under the laws of the State of Delaware on March 4, 1986, and is a surviving corporation following merger with number of its operating subsidiaries, including a predecessor corporation which was originally incorporated in 1925. Net sale in 1997 was $61 billion, and its market capitalization was $23 billion on December 31, 1997. 135,000 shareholders held the shares worldwide and its shares were traded worldwide, including Frankfurt, Berlin and Munich in Germany. Chrysler and its consolidated subsidiaries operated in two principal industry segments: Automotive Operations and Financial Services. Automotive Operations included the research, design, manufacture, assembly and sale of cars, trucks and related parts and accessories. Substantially all of Chryslers automotive products were marketed through retail dealerships, most of which were privately owned and financed. Financial Services included the operations of Chrysler Financial Corporation and its co nsolidated subsidiaries, which were engaged principally in providing consumer and dealer automotive financing for Chryslers products. Chrysler was manufacturing, assembling and selling cars and trucks under the brand names Chrysler, Dodge, Plymouth and Jeep, and related automotive parts and accessories, primarily in the United States, Canada and Mexico. Chrysler was producing trucks in pickup, sport-utility and van/wagon models, which constituted the largest segments of the truck market. In 1997, although most of its vehicles were selling in North America, but it also participated in other international markets through its wholly owned subsidiaries in Argentina, Brazil, Venezuela, Taiwan, Korea, Japan, Thailand, Egypt, Austria, Italy, France, Belgium, the Netherlands and Germany, a joint venture in Austria, and through minority-owned affiliates located in china and Egypt. 1.4 REASONS FOR DAIMLER CHRYSLER MERGER: Jurgen Schrempp, the CEO of Daimler-Benz touted the merger between Daimler-Benz and Chrysler as being a merger of equals (Gibney,Frank Jr,1999). It was the largest industrial merger in history and was being analyzed by the world to see if the Germans and Americans could regain their global prominence and compete more effectively with the Japanese. At the time of the merger, Chrysler was the most profitable of the Big Three U.S. automakers (Pfeffer,Jeffrey, 2003) The merger was motivated by the following reasons. One, Chrysler wanted to re-enter the European market with a strong position. Two, there was too much U.S. manufacturing capacity with a large number of smaller plants and it was estimated that the merger would force some these plants out of business. One of Jurgen Schrempp long-term goals after merging with Chrysler was to strengthen the companies position in the growing Asian market. Integrating some of the lean and flexible ways of Chrysler into the traditi onal, engineering- driven Daimler-Benz culture was seen as a major benefit of the merger. Chrysler was known for its approach, where speed and ingenuity were prized. Teams of engineers, designers, production and marketing people were organized around common platforms. Freed from corporate bureaucracy they could produce imaginative designs quicker and much more efficiently. On the other hand, Chrysler could use some of the German self-discipline and engineering and quality focus. One of the real benefits to us is instilling some discipline that we knew we needed, but werent able to inflict on ourselves, said a Chrysler executive (Daimler Chrysler Crunch Time,September, 1999). 1.5 EARLY ATTEMPTS AT MERGERS: Daimler-Benz Edzard Reuter, the previous Daimler-Benz Chairman, had pursued the vision of an integrated technology concern. Under his leadership the company had expanded into financial services, the aircraft industry (Fokker, Dornier), a large conglomerate itself (household goods, automation technology, office automation and railway equipment). When Schrempp took over in May 1995, financial performance of the company had seriously declined. Taking shareholder value management to heart, his first task was to rationalize and streamline the Groups non-auto businesses. At the same time, he pushed forward several new projects in the car business. In preparation for a major change of strategic direction Schrempp had Daimler-Benz adopt US GAAP accounting principles and listed the company on the New York Stock Exchange. Furthermore, he reorganized Daimler-Benz into a holding company, thereby providing the structural conditions for merging with a large player. However, groundwork for possible acqu isitions and mergers had already been laid in the early 1990s before Schrempp had become Chairman of Daimler-Benz. Mercedes-Benz executives feared that their traditional upscale car range was reaching the limits of its market potential. Studies completed at that time indicated that Mercedes-Benz, which had sold just above 500,000 cars in 1993, would never be able to grow beyond sales of one million units annually. The companys traditional markets were mature and its Mercedes-Benz brand cost too much for customers in developing countries. Maintaining the premium status of the brand entailed restricted expansion. This could mean that the company might lose its competitive strengths in new technologies. Suppliers no longer wanted to grant Daimler-Benz the exclusive use of breakthroughs like intelligent cruise control systems for more than a few months. They instead preferred to get their money back faster by selling the latest technology to bigger producers such as Volkswagen or Genera l Motors. 1.6 Chrysler Chrysler made an impressive comeback from near-bankruptcy in the late 1970s. A special Federal Loan Guarantee Program supported by the U.S. government rescued it. In the early 1980s the company reinvented itself by streamlining its manufacturing operations. It reduced the white-collar force by half and the blue-collar force by a quarter. Furthermore, drastic price cuts for parts and services were negotiated establishing Chrysler as the industry benchmark standard for buying parts and components. Before the merger Chrysler was more profitable than Daimler-Benz earning $ 2.8 billion in 1997 on $ 61 billion in sales, whilst Daimler-Benz had earned $ 1.8 billion on $ 69 billion in sales. In 1987, the company acquired Renaults U.S. car operations, American Motors. An attempt to merge with Fiat failed in 1990, as did a hostile takeover bid by billionaire investor Kirk Kerkorian. In 1995 Chrysler and Daimler-Benz held talks about how to jointly expand their position in the Asian grow th market. As these talks did not come to any conclusions, Chrysler developed its Lone Star strategy, a low investment growth approach to foreign markets. Rather than build factories abroad the company would try to export cars that it produced in North America. But Chrysler discovered that it was too thinly staffed to deploy the managers needed around the world to speed up such sales. At the same time Chrysler was feeling the pressure from the demands of advanced technology. RD cost Chrysler more than its U.S. competitors because it made fewer vehicles over which to spread the cost. 1.7 PROBLEM STATEMENT The concept of merger and acquisition is very in today as most of the companies and sectors are performing it. Daimler Benz and Chrysler the automobile giants merged to form Daimler Chrysler. The researcher is keen to study post merger analysis and the problems faced as consequence of the merger. 1.8 RESEARCH QUESTIONS What was the post merger analysis of the merger? What were the problems faced as the result of the merger? 1.9 SIGNIFICANCE I was unable to locate any work done on mergers and acquisitions in automobile industry thats combined together. This research will be conducted considering the aspect of mergers and acquisitions in an automobile industry between Daimler Benz and Chrysler. 1.10 SCOPE OF STUDY The scope of the study is to evaluate the Daimler Chrysler merger. The research will focus on Daimler Benz and Chrysler the biggest giant in auto mobile industry. The research aim to analyze the post merger analysis and the problems faced as consequence of the merger 1.11 OBJECTIVES A clear and well developed objective makes all tasks easy. Since this research deals with the merger and acquisition in automobile industry between Daimler Benz and Chrysler, the objective of this study is as under: The objective is to study is: Post merger analysis Synergies and economy of scale Post merger business model Stock price before and after the merger Integration of accounting procedure Comparing market share of Daimler Chrysler with its competitors Problems faced as the consequence of merger Top management layoffs Coordination problems Communication problems Cultural conflicts merger Decline in stock prices after merger Decline in sale in Chrysler division.

Statistics Essay - 1417 Words

Executive Summary Business Statistics In this assignment I compiled the data of the Nissan GT-R 3.8 (R35). The Data collected includes the age, type and price which allowed me to make a statistic about how the age affects the price of this certain model over several years. I will be using the correlation regression and scatter diagram to get the regression line. As we can see, the price drops the elder the car is. Inside the range of the diagram the prediction might be accurate. So we can tell very precisely how much the car is going to cost in the next few years, but we won’t be able to give a very precise prediction on how much the car is going to cost after a long term (more than 10 years). This project shows the readers to justify†¦show more content†¦X = 2.5 is within the range, which means that the estimation might be accurate as we are interpolating. * When age of the car (x) = 10 Years old, price of the car will be (y) = Y= CHF 41853. 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Greenwashing in Corporate Environmentalism Research

Question: Discuss about the Greenwashing in Corporate Environmentalism Research. Answer: Introduction: As mentioned by Windsor (2013) CSR or the corporate social responsibility can be identified as the voluntary actions that a commercial organization can take for behaving ethically, in compliance with the legal requirements to address both its own competitive interests and the interest of the wider society. However, critics have often argued that CSR is mere the process of green washing and typically company oriented. This essay will argue against this statement by discussing how the companies are using the ethical business strategy in an unethical way and limiting the range of CSR within the boundaries of green washing, which is completely unacceptable. As mentioned by Bowen and Aragon-Correa (2014) Green-washing is a term that describes when a corporate entity makes claims or actions that overshadow the potentially damaging work it is actually doing. Now, the typical characteristics of CSR help a company in green washing its brand image. As mentioned by Windsor (2013) a number of companies start their initiatives of CSR, mainly the environmental responsibilities after any environmental mishap. A number of oil companies have used this strategy of conducting environmental protection campaign after oil spill. On the other hand, as described by Bowen and Aragon-Correa (2014) green-washing is the act of deceiving the consumers about the environmental exercise of a company or the ecological impacts of the company offerings. A number of companies have used marketing gimmicks to portray an environment friendly image, which had no physical outcome. As mentioned by Reyes (2013) General Motors has changed its logo from blue to green to represent itself as an environment friendly company, whereas it has only the Chevrolet Volt product line of electric cars which is also not entirely environment friendly. All these activities have directed the critics to claim CSR as a mere extension of green washing. However, CSR activities are not fundamentally originated with the purpose of green washing the brand image. As discussed by Windsor (2013) the major perspective of corporate social responsibility was returning the gratitude of the society or the environment which has contributed to the prosperity of the business operations. As opined by Bowen and Aragon-Correa (2014) the principals of CSR involves conforming to the public responsibility and the social responsibility of a compny which includes operating business in accordance to the legal frameworks and societal norms. As discussed by Carroll and Shabana (2010) this socially oriented nature of CSR provides a long-term self interest to the company. CSR has largely originated with the objective of strengthening legitimacy and reputation of a company. Here, the fraudulent companies use the CSR for green washing as it provides them legitimacy in front of the society. It is about perception management which is not credible at all. On the o ther hand, as described by Dzafic and Petersson (2016) the true nature of CSR has the honest agenda of behaving in an ethical and environment friendly manner. When the onset of the CSR is out of the agenda of manipulating the customers perception, then only it can be identified as green-washing. On the other hand, the essence of CSR is pro-acting is better than reacting (Carroll and Shabana 2010). By ensuring social norms, legal boundaries and environmental regulations the companies become able to protect its brand name, reduce the risk of project failure and ensure minimum organizational cost. Moreover, the society oriented approach of a business strategy uplifts the living standard of a society. Thus CSR has a win-win approach. However, the green wash strategy of CSR promotes a reaction in place of the pro-active approach. As discussed by Windsor (2013) CSR provides customer satisfaction and a wide range of competitive advantage. However, in the cases of green washing, the companies face public criticism. As mentioned by Vollero et al. (2016) green washing can have significant negative impact upon the consumer and the confidence of the investors and thus making the stakeholders hesitant to reward the organization for its performance. On the other hand, as mentioned by Carroll and Shabana (2010) a successful CSR strategy provides increased credibility to a company and it collects faith of the stakeholders to the organization. Thus, it can be stated that CSR is not about green washing. It promotes ethical business operation whereas green washing is typically unethical. Conclusion: Hence, it can be concluded that corporate social responsibility is much more than mere green-washing. The fundamental characteristics of CSR provide the advantage of promoting the brand name and creating a positive public image, which helps the firms for green-washing. However, the major perspective of CSR doesnt include this perception management, which is typically unethical. Hence, the claim that CSR is little more than green washing is inappropriate. The fraudulent companies use this unethical strategy (green washing) with the help of CSR which typically involves a range of ethical business operation. References: Bowen, F. and Aragon-Correa, J.A., 2014. Greenwashing in corporate environmentalism research and practice: The importance of what we say and do. Carroll, A. and Shabana, K. (2010). The Business Case for Corporate Social Responsibility: A Review of Concepts, Research and Practice. International Journal of Management Reviews, 12(1), pp.85-105. Dzafic, J. and Petersson, A., 2016. Greenwashing in CSR reports-A case study of two entities. Reyes, L.C., 2013. Ford and General Motors Corporate Sustainability Reports: A Critical Discourse Analysis. Vollero, A., Palazzo, M., Siano, A. and Elving, W.J., 2016. Avoiding the greenwashing trap: between CSR communication and stakeholder engagement. International Journal of Innovation and Sustainable Development, 10(2), pp.120-140. Windsor, D., 2013, October. Authenticity, Greenwashing, and Institutionalization of CSR Best Practices. In Proceedings of the International Association for Business and Society (Vol. 24, pp. 70-80).

Tourism and Hospitality Report on Uluruâ€Kata Tjuta National Park

Question: Discuss about the Introduction to Tourism and Hospitality Report on UluruKata Tjuta National Park. Answer: Introduction This is a report, which will depict the attributes and attraction of UluruKata Tjuta National Park that is a landscape of culture and have been there for the past millennia. This report will also portray the major market that is the prime visitors of the site. The theories and the concepts will be based on this factors and push pull strategy will be sued to identify the motivation of the visitors (Fodness, 2016). The strengths and weaknesses of this site will also be analyzed to find out the improvements that could be made to this tourist spot. Background UluruKata Tjuta National Park is one of the essential parts of the cultural landscape and it spreads extensively throughout the continent of Australia. This landscape is dominated by the aboriginals in the area and is the representation of the work of Anangu(Environment.gov.au., 2017). This is a national park, which has been managed by the tradition ways of the Anangu. Uluru is the one of the most distinguishing landscape in the continent of Australia, which will show the evolution of the continent as a whole. The landscape is an epitome of the starkness and isolation of the environment in the Australian dessert. This place has spiritual importance for the aboriginal tribes living in that region which has become the symbolic personification of the landscape in Australia (Leavesley Cary, 2013). This has grabbed the attention of the large number of visitors both international and national and made the landscape as one of the most popular visiting sites in central Australia. The UluruK ata Tjuta Aboriginal Land Trust has owned the land of the park and the area of the park is about 1325 square kilometres. The law of the aboriginal is prevalent in that region and the traditional law system followed by the tribal people has been passed on to the next generation (Environment.gov.au., 2017). These aboriginals are working in maintaining and managing the heritage of this site and the law followed by the Anangu helps in the uniting the tribe as the whole. This park is diverse in culture and consists of rare species of flora and fauna which is being protected by the joint effort of the trust and the national government. Tourism is the main industry for the generation of the revenue as it is one of the main attractions for the visitors from abroad. The rich culture and heritage of the parka and the people living in that region is the main reason for the inclusion of the park in the world heritage list (Kltringer Dickinger, 2015). The park is one of its kinds as group of na tive people and the landmanagement authorities are managing it jointly. This helps to provide the visitors with a better understanding of the culture and the values practiced by the aboriginals in that region. Push and pull factor The motivation of the tourists is based on the two dimensions of pull and push where the visitors are pushed by their own internal forces and the attributes of the destination will cause the pull. These two dimensions are very important factors for generating motivation among the individuals. The park is the premium location for the international and national visitors. However, the motivation factors for both these travelling groups are different from each other. The push factor is more effective for the national visitors where they are drawn towards the site due to the cultural values and practices of the region (Morgan et al., 2017). There are lot of aboriginals who have moved away from their homeland and have been living in the coastal cities so they are attracted to their own culture and the values. There are lot of people who are pulled by the urge of relaxation and self-exploratory measures, which will enable them to spend some quite time alone. However, the park is immensely p opular among the travellers from all over the world as it has been included in the world list of heritage. Thus, the pull factor is much more effective for this site as most of the foreign travellers are engrossed due to the attractiveness and attributes of the park (Na et al., 2017). The park consists of endangered species of flora and fauna, the culture of the park and the aboriginals living over is a major attraction for the people. This attractive feature of the national park is the unique selling proposition for the tourism companies where they use the pull strategy to grab the attention of the travellers. The perception of the visitors will be different based on the information they receive about the various attributes of the destination. The model for the push and pull motivation is dependent on the needs and wants of the travellers and due to the rich cultural heritage and the scenic beauty it has grabbed the attention of lot of foreign visitors (Baldi et a., 2017). The Aust ralian government generates maximum of their exports from the travel and tourism so they have promoted the UluruKata Tjuta National Park, as it is most promising cultural heritage of the country. Thus, it can be said the motivation of the travellers are driven by their internal desires and the choice of the destination depends on the attributes of the tourist site. Strength and weaknesses The UluruKata Tjuta National Park have issues in the field of resources, operations and brand image. The land committee and the indigenous people of that region manage the national park jointly so there is lack of clarity in the decision-making procedure. The decision-making procedure is totally based on the traditional laws of the land so there are lot of constraints attached to it(Lee, 2013). Themanagement of the national park is tough for the management team as the social traditions for the region is complex and sensitive. The amalgamation of the traditional law and the modern society is the major weakness of the national park. The cultural aspect of the park is very essential and it remains closed on special occasions. the visitors are unaware of the culture and values of the aboriginals so it is necessary for them to restrain their behaviours so that they do not offend the local people in that area (Grose, 2017). There are so many complexities attached to that area but still it is the one of the most popular tourist sites in Australia. The very reason of the fact is the scenic beauty and the availability of large amount of endangered species of flora and fauna. The evolution of humankind can be understood by visiting that place as it will provide the visitors with information and facts, which will astonish them. The bush food and the rock in the region is very famous and has grabbed the attention of all the foreign tourist. The current statistics portray that the amount of visitors have increased significantly in the last year and it supposed to increase even further. Themanagement team provides the visitors with an application, which acts as a guidance system, and level of satisfaction among the consumers is very high. The smart phone app will provide the visitors with all the relevant information and the restriction, which will make their journey even more peaceful and satisfying. Management of the UluruKata Tjuta National Park Themanagement of the park is based on the traditional law of the land and the leaders have passed on the law of the land for centuries. The rules and regulation of the native people helps in unifying the different tribes in the region and the management areas has been equally divide among the natives and the land authorities. This law of the natives and the knowledge of the land authorities has helped in the development of the region (nder, Wber Zekan, 2017). They have to adjust to the traditional beliefs of the natives and so the work schedule and the management of the park has to be in alignment with the cultural beliefs and the values of the aboriginals. The sustainability of the frame work is based on the strict orthodox rules so the management is focusing on combing the essence of traditional approach and the modern knowledge (Haynes, 2017). Conclusion Thus, it can be concluded form the report that is one of the most premium destinations for the foreign travellers. The UluruKata Tjuta National Park statistics show that the number of the visitors has increased significantly and it has been predicted to be increased even further. The usage of the push and pull factor has been done in effective way which has increased the popularity of the site. The information has been provided to the consumers in such a manner that it can pull the visitors towards the site. Moreover, the cultural and ethnic value of the park is unique and provided the travellers with worthy experience. The level of satisfaction among the tourist is very high and the positive reviews have further increased the popularity of the landscape. References Environment.gov.au.(2017).Www.environment.gov.au. Retrieved 16 june 2017, from https://www.environment.gov.au/system/files/resources/f7d3c167-8bd1-470a-a502-ba222067e1ac/files/management-plan.pdf Fodness, D. (2016). The problematic nature of sustainable tourism: some implications for planners and managers.Current Issues in Tourism, 1-13. Kltringer, C., Dickinger, A. (2015). Analyzing destination branding and image from online sources: A web content mining approach.Journal of Business Research,68(9), 1836-1843. Lee, T. H. (2013). Influence analysis of community resident support for sustainable tourism development.Tourism Management,34, 37-46. nder, I., Wber, K., Zekan, B. (2017). Towards a sustainable urban tourism development in Europe: the role of benchmarking and tourism management information systemsA partial model of destination competitiveness.Tourism Economics,23(2), 243-259. Morgan, J., Crooks, V. A., Sampson, C. J., Snyder, J. (2017). Location is surprisingly a lot more important than you think: a critical thematic analysis of push and pull factor messaging used on Caribbean offshore medical school websites.BMC medical education,17(1), 99. Na, H. R., Park, E. J., Yang, S. J., Cha, Y. S., Lee, M. A. (2017). Analysis of consumers' needs and satisfaction related to food culture in Jeonju Hanok Village: Application of the Push-Pull factor theory.Journal of Nutrition and Health,50(2), 192-200. Winton, T. (2017). The Island Seen and Felt.Places Journal. Haynes, C. (2017). The value of work and common discoursein the joint management of Kakadu National Park.The Australian Journal of Anthropology,28(1), 72-87. Baldi, G., Texeira, M., Martin, O. A., Grau, H. R., Jobbgy, E. G. (2017). Opportunities drive the global distribution of protected areas.PeerJ,5, e2989. Grose, M. (2017).Constructed Ecologies: Critical Reflections on Ecology with Design. Taylor Francis. Leavesley, A. J., Cary, G. J. (2013). The effect of patch area on birds in central Australian mulga (Acacia aneura) woodland of different times-since-fire.Pacific Conservation Biology,19(1), 28-38.