Technology in Ancient Rome and Egypt - 1935 Words

Technology application of antiquity was so advanced in some areas that only in the last several centuries has modern technology overtaken what existed several millennia ago . The massive building projects of the Giza Plateau and throughout Egypt required heavy lifting and precision surveying technology that did not exist even 100 years ago . The military equipment of ancient Rome, such as artillery machinery, was still state of the art 200 years ago . Neither Rome nor Egypt invented much new technology , but rather applied existing technology in new ways. Application of technology expanded to meet the priorities of these two civilizations and innovative application of new technology came through exchange of differing ideas and strong†¦show more content†¦Romans solved this by applying Persian aqueduct technology . Technology spread throughout the military, right down to simple but highly effective Celtic sourced chainmail body armor that protected the lowly foot soldier. Ro me’s military technology allowed the empire to grow and sustain. The rise of Rome was accomplished through military means, where â€Å"†¦each new conquest became vulnerable and led to further expansion. † This objective was first above anything else. Without the military strength to establish and spread the empire, no other artistic, architectural, domestic, or other cultural innovation could take place . This state priority was for survival because without relentless enhancements to labor resources, military methods, and technology, Rome would fall. In fact, Rome nearly fell, and in 31 BC, Octavian established a military dictatorship, called the Principate . The military campaigns provided the raw material to make the military even stronger – labor and new ideas and technology. The intellect of newly conquered countries brought with them new ideas and new technology. For example, even the one technology of glass blowing the Empire invented, â€Å"no Roman ever invented it, for it seems to have developed in present-day Syria. † The pace at which technology was applied in the military quickened because the new ideasShow MoreRelatedThe Early History Of The Western Civilization1344 Words   |  6 Pagesthe appearance of the first civilizations in the ancient Near East (Instructor, 2016). This history is highlighted by the rise of many different kingdoms and empires each with contributions to modern western cultures. The following essay will describe the Ancient Greece, Ancient Rome and Ancient Egyptians. Ancient Greece (800 B.C. and 500 B.C.) a moderately complex period in the world history. Even though ancient Greece had the most advanced technology, art, and poetry but well known for Polis or theRead MoreTechnology in Ancient Egypt1554 Words   |  7 PagesTechnology i Technology in Ancient Egypt David Krumis History 302 Dr. Young May 30, 2009 Technology ii Abstract The ancient Egyptians utilized many basic methods of science and technology over the course of their culture’s era. You can find examples of these marvels in practically any aspect of their workings. From architecture to agriculture, medicinal practices and time keeping, one thing is for sure, they set a tone for the progression of technology over the centuries. WithoutRead MoreExamination of the Nile River652 Words   |  3 Pages A brief examination of the influence of the Nile river on ancient Egypt shows that geography and environment play significant roles in the development and interaction of the societies found within them. The ancient historian Herodotus even referred to Egypt as the gift of the Nile (Hanna). This is true at the most fundamental level: without the Nile most of Egypt would be a nearly uninhabitable desert. However, this claim is true on many more levels as well. Water was not the only gift that theRead MoreCharacteristics Of The Persian Empire And The Muslim Empire1328 Words   |  6 Pagespractices blended together. As a combination of all these cultures, a great Muslim civilization rose, which led to a lasting golden age. In civilizations, the characteristics of a golden age were a stable government, a large amount of trade, and new technology. A stable government, being the responsible public administration, was a key characteristic of a golden age. The Abbasid dynasty already had a system of local officials and borrowed government techniques from the Byzantine Empire and the PersianRead MoreCompare And Contrast Sparta And Athens1430 Words   |  6 Pagesmen. Macedonia emerged as a leading power because of the work of King Phillip II and Alexander the Great. King Phillip II led as he took out many of Macedonia’s enemies in neighboring city-states. While doing that he also made advancements in technology and machinery, for example the sarissa a 15- foot pike used in his armies giving them an upper hand when it came to combat. The sarissa made its debut in the battle of Chaeronea which was considered his final step in becoming the leader of GreeceRead MoreRoman Culture And The Roman Empire774 Words   |  4 PagesRoman Culture The Roman Empire is among the greater ancient civilizations known to man. In 753 B.C. Rome at one point consisted of The Rhine River to Egypt and from Asia Minor to Britain accumulating some 2 millions square miles. This essay goes over some of their culture and the great strides made throughout 753 BC to 27 BC and from 64 AD to 1453 A.D. I. Military The Roman military focused on teamwork and making their soldiers brave throughout their training. The Equitatus played a major role inRead MoreUnderstanding The New Kingdom Of Egypt1723 Words   |  7 PagesUnderstanding the New Kingdom of Egypt Perhaps no other culture has intrigued the human imagination as that of ancient Egypt. From the Ancient Greeks, who treated Egypt with venerable respect, to Alexander the Great, and Napoleon, who felt it was imperative to go there, few other cultures have represented so much of universal value to all humans. The purpose of this paper is to present a brief survey of the ancient New Kingdom of Egypt. An emphasis on scholarly views will focus on culture, agricultureRead MoreAncient Architecture : Luxor Temple And Saint Peter s Basilica1963 Words   |  8 Pages ANCIENT ARCHITECTURE Luxor Temple and Saint Peter’s Basilica â€Æ' I. OVERVIEW The two pieces of art that I have chosen to compare are The Luxor Temple located in Luxor, Egypt and Saint Peter’s Basilica located within Vatican City of Rome, Italy. The ancient design has fostered some of its styles and characteristics into future generations, and also upheld the mysteries of phenomenal architecture over the centuries. I believe the Luxor Temple and Saint Peter’s Basilica are good pieces for comparisonRead MoreInnovation And Stagnation Of The Stone Age Humans3147 Words   |  13 Pagesnew technology to suit their needs. Whether it was tools to sharpen a stick into an arrow or create an aqueduct to carry water vast distances or across large canyons to a centralized location in a city. Necessity can promote innovation in many various forms. This can include creating a new siege weapon to invade an enemy city, or create a weapon of mass destruction in hopes of ending a war sooner, for example: in World War 2 the United States created the atom bomb to d o just that. Ancient EgyptRead MoreThe Luxor Temple And Saint Peter s Basilica1822 Words   |  8 PagesI. OVERVIEW The two pieces of art that I have chosen to compare are The Luxor Temple located in Luxor, Egypt and Saint Peter’s Basilica located within Vatican City of Rome, Italy. The ancient design has fostered some of its styles and characteristics into future generations, and also upheld the mysteries of phenomenal architecture over the centuries. I believe the Luxor Temple and Saint Peter’s Basilica are good pieces for comparison. The details and the architectural features between both of these

Janmar Coating case study - 1165 Words

1.0 Case Summary This case is about an organization doing business on paint coatings market served by company in the southwestern United States. The organization has some challenges on how to deploy marketing efforts among the various architectural paint coatings markets served in the southwestern United States. 1. Janmar Coating, Inc. Janmar Coating, Inc. is a privately held organization produces and markets architectural paint under Janmar brand name. In addition to producing a full line of architectural coatings, the company sells paint sundries (brushes, rollers, thinner, etc.) under the Janmar name, even though these item are not manufactured by the company. 2. Architectural painting Industry sources†¦show more content†¦Therefore, they cannot cut price this year. 3. Hire a sale representative costing $60,000 a year in non DFW areas. Vice President of Sales wants to develop a new retail account in non DFW areas after only five accounts for the last 5 years. They want to focus on non DFW areas because half of their sales and dealers exist in that particular area. It has been asking by Mr. Burns on what the sale representative will do, either focusing on retail account side or on recruiting the professional painter. 70 percent of sale is through their professional painters in DFW areas, while 70 percent of sale went to do-it-yourselfers in non DFW areas. They would need 40 percent price cut to attract contractors since they have minimum number of contractor sale in DFW and other areas. 4. Maintaining their current approach. Referring to Vice President of Finance, he want to pursue the current approach because they are in profitable based on contribution margin by 35 percent. The company just needs to monitor their margin in control their cost well. 4.0 Choose the best alternative The best alternative is sales representative, since it focuses on non DFW areas because half of their sales and dealers exist in that particular area. 5.0 Implementation of the alternative: Based on the case study, the way to implement the problem is through market targeting. There is the way of target the market which is: 1. Where to compete Janmar CoatingShow MoreRelatedCase Study : Janmar Coatings, A Paint Coatings Company1349 Words   |  6 PagesThis case is about Janmar Coatings, a paint coatings company based in the southwester United States. The company has come across a dilemma on how to deploy marketing efforts among the various architectural paint coatings markets served in the southwestern United States. When looking at the paint coating industry you will find that is separated into three different segments, architectural, original equipment manufacturing coatings and special purpose coatings. The segment, which we will focus on,Read MoreJanmar Coatings1653 Words   |  7 PagesJanMar Case Study Case Analysis United States Paint Industry The US paint industry is divided into three broad segments: architectural coatings, original equipment manufacturing (OEM) coatings, and special-purpose lacquers. The paint industry is a maturing industry. In 2004, sales were estimated to be slightly over $16billion and an average growth of 1-2% per year. Architectural Paint Coatings Industry The industry estimates that architectural coatings and sundries (brushes, paint removersRead MoreMarketing Management130471 Words   |  522 Pagessupply/demand issue), advertising (well developed by 1900), or in most cases were simply not yet explored (e.g., customer purchase behavior, importance of distribution partners). Lead by marketing scholars from several major universities, the development of marketing was in large part motivated by the need to dissect in greater detail relationships and behaviors that existed between sellers and buyers. In particular, the study of marketing lead sellers to recognize that adopting certain strategies

Arroz Con Coco Free Essays

Arroz Con Coco There are lots and lots of Hispanic type foods. What’s your favorite Hispanic type food? Mines is the famous â€Å"arroz con coco†. A lot of people love that dish. We will write a custom essay sample on Arroz Con Coco or any similar topic only for you Order Now Now let me tell you why I love it so much. Before I start explaining my reasons, I bet your thinking†¦ What the heck is â€Å"arroz con coco†? Well basically it is just â€Å"rice with coconut†. Yes, coconut weird combination I know. But I’m used to it; I’ve been eating it since I was like born. I guess that’s why I love it so much. My grandma makes it the best. To me no one can do it as good as she does. Arroz con coco is just made up of two cups of coconut milk (either fresh or canned), two cups of long-grain rice, one teaspoon of salt, five ounces of Panela or†¦ just eight tbsp. of raw cane sugar, four cups of water and finally 1/3 cup of raisins(optional). All that make up a being plate of deliciousness. Off the Caribbean coast, Colombia, Venezuela, Panama, and Puerto Rico. Arroz con coco is a typical side dish for fries. But make it a little different. It is also served in places like Thailand and southern regions of India. But of course every country does it there own special way. In my family they cook arroz con coco every gathering, every holiday, occasion, everything. And everybody loves it. You should try it someday, if not your going to miss out on a lot . How to cite Arroz Con Coco, Papers

Market Entry Strategies and Macro Environmental Factors

Question: Discuss about the Market Entry Strategies and Macro Environmental Factors. Answer: Introduction PESTLE is a useful strategic management tool to analyze the macro environmental factors which affect the operations of a business. Macro economic factors are those external factors which cannot be directly controlled by the company. Such factors, instead, steer the working of a company. By conducting a PESTLE analysis, the external factors are analyzed. These factors include Political, Economical, Social, Technological, Legal, and Environmental factors (PESTLE Analysis, 2016). In the following parts, various factors have been analyzed to evaluate the best market for the company Aldi to enter, as well as, the most appropriate mode of entry available to the company. PESTLE Analysis of the macro-environmental factors New Zealand After evaluating the macro environmental factors, by conducting a PESTLE Analysis, New Zealand has been elected as the prospective market for Aldi, to expand its business. The rationale behind this decision is explained through a detailed PESTLE Analysis. Political Aldi is a leader in the global discount based supermarket chain and works in the retail industry. The company is headquartered at Essen, Germany and as a result, the EU legislations influence the working of the company (Ruddick, 2013). The political environment of New Zealand is connected to the performance of the company, and the supermarket chains are also affected in the same way, as are other businesses, due to a change in climate of politics, in the country. As the country has a stable government, the business sector is able to grow steadily. Moreover, due to political stability, more and more investors are attracted to the nation, to carry on the business and trading activities. The supermarket industry in New Zealand is quite stable and as a result, there are negligible chances of a business loss. Economic The financial performance of any company is dependent upon the economical factors like employment and recession, as these results in lower sales and cause financial decline for the company. Since New Zealand has low unemployment rates, the financial performance of the company is expected to be favorable (Rutherford, 2016). The consumers check out the value of the product while purchasing groceries, and are moving towards the online options. This would again prove beneficial for Aldi as the company provides the online shopping services. Social: For any company to work, it has to identify the target market and the needs of such targeted market. Further, plans have to be developed to focus on the fulfillment of such needs. The location of any store of Aldi is a crucial decision, as the population is quite dispersed in the country. As the literacy rate of the country is nearly a 100%, the consumers are aware about the latest developments in the market (UNESCO, 2016). The banking system is very strong in the country and the foreign direct investments are welcomed in the nation. This is a huge advantage for Aldi. Technological: The education system of New Zealand is considered as the 7th best system across the globe (Dalgleish, 2014). This along with the high literacy rate has contributed to a progress in the fields of Science and Mathematics, amongst the students. This has ultimately resulted in significant developments in the field of technology, and in the various technical products. The high dependence on computers and mobiles has increased the online shopping and so, the chances of Aldi succeeding in New Zealand are high. Legal: As the crime rate in the country is very low, as well as, the corruption has been curbed from the society, the basic facilities can be easily enjoyed by the natives of the country (Chadwick, 2015). Companies from the other countries are encouraged to start their businesses here. But due to the excessive lending charges payable to the government, the profit margin is decreased. Though, to cope up with this, freedom of business and trade is provided in the country which helps the foreign companies in expansion of business and ultimately flourishing in the society. The foreign businesses are provided a full legal cover, and can conduct the business without any fear of legal implications, on the activities of the company. Environmental: The 2015 New Zealand Tourism Strategy is focused on the protection of the environment, and as a result, the government of the country, is finding newer solutions to decrease the CO2 emissions (Ministry of Business, Innovation and Employment, 2015). New Zealand has a unique ecological system. The population is well educated about the importance of environment, and is working towards removal of pollution in an effective manner. The latest technologies have been adopted to deal with the garbage, and to prevent the pollution of the atmosphere. Furthermore, new initiatives are constantly being taken up to make the country secure and free from pollution and dust. 5-Forces analysis To analyze the opportunities and threats in the firms industrial environment, in the chosen market, the Porter's five forces analysis has been used. Threat of new entrants A major threat for Aldi for establishing a business in New Zealand is in form of threat of new entrants. As this sector is highly profitable, more and more organizations are attracted towards this industry, and this creates a threat for the company. The more the number of competitors, the tougher it gets to earn the profits for the company. As a result of new entrants, the market share, as well as, profits can reduce. Though, this industry requires a huge capital investment to start up, and this does reduce the entrance of new firms in the industry. This capital is needed not only for the fixed facilities but also for operating the business (Oki, 2016). Further, the established firms in this regard already have access to the profitable distribution channels, as well as, have been established as trusted brands in the retail industry. This makes it difficult for a new entrant to enter this industry as such new entrant faces a risk of losing the invested money, due to high competition. So, it can be concluded, that the threat of new entrants, in the retail industry of New Zealand, is low. Threat of substitutes The threat of substitute creates another threat for Aldi. There are very strong competitors who offer similar services, and these include the giants like Woolsworths and Foodtown, as well as, the local supermarkets like Progressive Enterprises and New World. Having a huge number of rivals means having an availability of greater number of substitute products. Aldi has to face this threat, and as a result, is exposed to the potential reduction in the profitability, as well as, market share. The customers can easily switch between similar products, and this affects the sales, and income of any firm. The substitute products are easily available, so Aldi would have to come up with competitive, as well as, innovative strategies to attract more consumers, and to build a reputation of a trusted brand. The most important factor in the retail industry is a competitive price strategy. It can be concluded, that the threat of substitutes, in the retail industry of New Zealand, is high. Bargaining power of buyers The bargaining power of the buyers affects the prices of the products, and has the power to expand or decline an industry. The supermarket chain falls under retail industry, and in this industry, the consumers are very powerful. The strength of the buyers is quite high in the retail industry of New Zealand. Due to the high bargaining power of the customers, the companies have to decrease their prices, so as to attract more customers towards the company. There are a number of potential buyers and customers for the products. This creates an opportunity for Aldi. Even though the buyers have high bargaining power but the number of customers, creates a window of opportunity for the company. The higher the number of consumers, the higher is the chances of profit. And with the advancements in technology, the consumers have become more aware about the availability of substitutes, and the prices changed. This has again, helped in increasing the bargaining power of the buyers. So, the bargaini ng power of the consumer, in retail industry of New Zealand, creates fewer opportunities and more threats for Aldi. So, it can be concluded, that the bargaining power of buyers, in the retail industry of New Zealand, is high. Bargaining power of suppliers Suppliers are the backbone of any retail industry. There is a presence of high number of suppliers in New Zealand. Due to this high number of suppliers in the country, the competition amongst them is quite high. This can help Aldi in attaining goods, at lesser prices. Further, the cost of shifting from one supplier to the other is quite low, as a result of the easy availability of suppliers. This ultimately helps a company, as the cost of supplies is decreased, resulting in higher profits. The weak bargaining power of the suppliers, in New Zealand, provides lower dependence on the suppliers. So, it can be concluded, that the bargaining power of suppliers, in the retail industry of New Zealand, is low. Industry rivalry Aldi faces another threat in the form of industry rivalry, as there are number supermarket chains in New Zealand. These competitive rivals offer the same kind of services, and products in the market. The major competitors for Aldi are Big Fresh, Countdown, Four Square, Pak'nSave, Woolworths, and Price Chopper (Enz, 2013). And there are a number of other supermarkets too. Due to the presence of so many supermarket chains in New Zealand, the competition has become fierce to attain more customers, and a greater market share. So, Aldi would have to formulate such a strategy, so as to tap on the market share, to ensure profitability. Further, Aldi would have to attain, as well as, retain the customers to maintain proper amounts of profits. So, it can be concluded, that the industry rivalry, in the retail industry of New Zealand, is high. VRIO Analysis of Aldis Internal Environment VRIO is one of the business analyzing frameworks, and forms a part of the companys strategies. This is a form of internal analysis, which helps in evaluating the capabilities, and the resources of a company. In order to analyze the strength and weakness of Aldis internal environment, a VRIO analysis has been conducted. Valuable Rare Costly to Imitate Organized Properly Competitive Consequences Implications of Performance Tangible Resources Borrowing Capacity (Steiner, 2014) Yes Yes Yes Yes Sustainable Competitive Advantage Above Average Returns Smaller Stores Yes No No Yes Competitive parity Average Returns Opening Hours No No No Yes Competitive disadvantage Below Average Returns Lower Labor Cost No No No No Sustainable Competitive Advantage Above Average Returns Proper display of Products to improve efficiency (Creevy, 2010) Yes Yes No Yes Temporarily Competitive Advantage Above Average Returns to Average Returns Use of Manual System No No No No Competitive disadvantage Below Average Returns Differentiation of Product No No No No Competitive disadvantage Below Average Returns Financially Rich Parent Company Yes Yes Yes Yes Sustainable Competitive Advantage Above Average Returns Intangible Resources Amongst the largest food retailers across the globe Yes Yes Yes Yes Sustainable Competitive Advantage Above Average Returns Provides shopping bags and charges $2 as deposit for shopping cart (Aldi, 2016) No Yes No Yes Competitive disadvantage Below Average Returns Lower number of non-specialized employees No No No Yes Competitive disadvantage Below Average Returns Reputed Customer Service No No No No Competitive disadvantage Below Average Returns Properly trained area managers Yes Yes Yes Yes Sustainable Competitive Advantage Above Average Returns Good relationship with suppliers (Kohler, 2015) Yes No No Yes Competitive parity Average Returns Capabilities Salary of employees above average industry rate (Cronan, 2014) Yes Yes Yes Yes Sustainable Competitive Advantage Above Average Returns Buying Power (Felsted, 2014) Yes Yes Yes Yes Sustainable Competitive Advantage Above Average Returns Distribution Capability Yes No No Yes Competitive parity Average Returns Uniform prices across the countries Yes Yes Yes Yes Sustainable Competitive Advantage Above Average Returns Good quality products at lower prices Yes No No No Competitive parity Average Returns From the above analysis, the strengths and weaknesses of the firm have been evaluated. Some of these support the expansion plan of Aldi into New Zealand, whereas the others present a challenge for this expansion. The strengths of the company include the superior competency of the company, as well as, the sustainable competitive advantage, which helps the company in earning above average returns. The tangible, intangible resources, as well as, the capabilities which result in below average returns for Aldi, are the weaknesses of the company. In order to enter the market of New Zealand, Aldi would have to improve upon these below average returns factors. The factors that enable above average returns are the strengths of Aldi, and it has to ensure to formulate such strategies, which tap these strengths, in the market of New Zealand. The company has successful operations around the globe, and so the company does not have financial constraints to enter the market of this country. The tangible resources of the company constitute mostly of above average returns, and this is a good sign for the company as this showcases the strength of the company. At the same time, the tangible resources in the form of differentiation of the product, and the use of manual system attain below average returns for Aldi, and contribute to the weakness of the company. The intangible resources provide below average returns in the majority and hence, these can be considered as the weakness for the company, which would create difficulties for the expansion of the firm in New Zealand. Before entering the markets of New Zealand, Aldi would have to formulate strategies to improve upon the below average returns factors. So, the intangible resources of Aldi, have to be improved to ensure success in New Zealand. The biggest strength of Aldi can be seen in the capabilities part of the internal environment of the Aldi. This segment provides the most above average returns. Furthermore, there are no factors which produce a below average return for the company. Hence, the capabilities of Aldi would be the biggest supporter for the company, while entering the markets of New Zealand. Available modes of entry for Aldi To enter into the markets of New Zealand, three broad categories are available. These include export, direct or indirect; contractual in the form of turnkey projects, licensing or franchising; and investment mode in the form of joint venture or wholly foreign-owned enterprise (WFOE) (Osland, Taylor and Zou, 2001). Export refers to such an act of by a company, through which such company sends its products to the other country. This is the safest mode of entering a new market, as the risks are comparatively small. Further, by exporting, the sales can be expanded, and benefits can be reaped, not only because of increased market share, but also because of achieving economies of scale. In Direct Export, the produces sell their products directly to the importers (Trade Start, 2016). In these cases, the requirement of knowledge about the foreign market is negligible. In Indirect Export, the products are sold in the foreign market through export agents. The next mode of entry is the contractual mode. In turnkey projects, the foreign company exports its processes and technologies to another country, by establishing a plant, in the other country. A contractor is hired by the companies in the target market companies (Peng, 2016). This turnkey contractor is responsible for construction, design, installation, as well as, maintenance of the plant. On completion of the contract, this foreign company hands over the key of the project, and the project is considered as ready for operation. This method helps in gaining profits without political interferences. But the major disadvantage of this method is the risk of revealing secrets of the company to the rivals. Licensing is a contractual mode of entry in which the licensor (the company) grants the licensee (the foreign company), the right to use all or a part of the intangible properties in form of trademarks, copyrights or patents. This method is a speedy way to enter a market, and helps in marketing of the brand of the company (Nagel, 2012). Though, it is hard to monitor the patterns of foreign markets, as well as, to enforce the licensing agreements. In franchising, a firm (franchisor) transfers the concept of the business, which is already established, with related operational guidelines, to a foreign party in exchange for a fee. A high level of trust has to be established in this mode. The franchisors have the responsibility to improve the product mix, to promote the brand in the host nation, and ensuring the quality of the outlet (Nisha, 2016). The famous examples of franchising include KFC, McDonalds and Dunkin Donuts. The investment mode has two options, the joint venture and WFOE. A joint venture is a type of strategic alliance, in which two or more parties, pool their resources together, to fulfill the desired task. In a joint venture, one of the entities is the operating entity, looking forward to the expansion of its business activities, by entering a new market. This mode is selected to enter into a competitive multi-domestic market or a competitive global market. By forming a joint venture, with such a firm which already has the necessary infrastructure to manufacture the products in the targeted market, the venture is usually successful. Though, these partnerships require greater commitments, in terms of resources and time, in order to develop an effective working relationship, as well as, trust with the local company (Shishido, Fukuda and Umetani, 2015). A high level of control can be maintained in this form of partnership, and the benefits of the goodwill of the partner of the home countr y, can also be reaped in this form. Though there are high chances of conflict of interest, whereby one partner may hold the business back for their own profits. The lack of equal commitment from both the parties is also a source of disadvantage. The last and the best suitable mode of entry for Aldi is the wholly foreign-owned enterprise or WFOE. WFOE is a private and a limited liability type of company, which is completely and fully owned by a foreign company (New Zealand Trade Enterprise, 2016). WFOE provide greater efficiency and market control, as well as, control of the customers. Though, this mode requires higher risks, as the costs of investments are high and the chances of returns are uncertain. WFOE can be further classified into acquisition mode and the Greenfield investment mode. In an acquisition mode, two companies are combined, from different nations, in order to form a new legal organization (Buckley and Ghauri, 1999). The assets of the local company are acquired by the foreign company, and both the companies continue to exist. In Greenfield investment, a completely brand new subsidiary, in the targeted market country, is established to carry on the business activities. In this form, the new company is a clone of the parent company, with exactly same structure and strategies (Trakman and Ranieri, 2013). The most suitable mode for Aldi is the Greenfield investment. Greenfield investment mode helps in avoiding the trade restrictions in new market countries. As analyzed above, New Zealand has free trade policy and so, when Aldi enters the markets of New Zealand, by using this mode, it would not have to face any trade restriction. Another advantage of this mode is the lower costs of transportation, as well as, an avoidance of being affected by the fluctuations of the foreign exchange rates. Aldi has had successful operations in many nations, and so it is aware about the most suitable entry strategies to attain and retain customers, as well as, tap on the low bargaining policy of the suppliers. By utilizing the capabilities of Aldi (as analyzed in segment 3), the expansion strategy, by use of Greenfield investment, would prove the most beneficial for the company. References Aldi. (2013) About ALDI. [Online] Aldi. Available from: https://www.aldi.us/en/customer-service/faqs/about-aldi/ [Accessed on 01/10/16] Buckley, P.J., and Ghauri, P.N. (1999) The Internationalization of the Firm. 2nd ed. UK: Cengage Learning EMEA Chadwick, A.H. (2015) 10 fantastic places to raise a family in New Zealand. [Online] Red News. Available from: https://www.westpac.co.nz/rednews/property/10-fantastic-places-to-raise-a-family-in-new-zealand/ [Accessed on 01/10/16] Creevy, J. (2010) 10 ways Aldi changed retail. [Online] Retail Week. Available from: https://www.retail-week.com/sectors/grocery/10-ways-aldi-changed-retail/5015950.article [Accessed on 01/10/16] Cronan, B. (2014) IKEA, Gap, and eight more companies that pay higher than minimum wage. [Online] The Christian Science Monitor. Available from: https://www.csmonitor.com/Business/2014/0626/IKEA-Gap-and-eight-more-companies-that-pay-higher-than-minimum-wage/Aldi [Accessed on 01/10/16] Dalgleish, S. (2014) The 10 Best Education Systems in the World. [Online] Borgen Magazine. Available from: https://www.borgenmagazine.com/best-education-systems/ [Accessed on 01/10/16] Enz. (2013) New Zealand Supermarket Shopping Guide. [Online] Enz. Available from: https://www.enz.org/new-zealand-supermarket-shopping-guide.html [Accessed on 01/10/16] Felsted, A. (2014) Aldi and Lidl lead charge of discount supermarkets. [Online] Financial Times. Available from: https://www.ft.com/content/cbdf0bfa-fd61-11e3-bc93-00144feab7de [Accessed on 01/10/16] Kohler, A. 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