Direct distribution of lasing power into multioptical fibers: theoretical estimates

2003 ◽  
Author(s):  
Satoshi Tanaka ◽  
Nobuaki Takahashi ◽  
Heihachi Sato
Keyword(s):  
Lasing Power ◽  
Direct Distribution

Oil to cash in Somaliland: a debate whose time has come

2018 ◽  
Vol 56 (4) ◽  
pp. 619-643
Author(s):  
Scott Pegg
Keyword(s):  
Political Institutions ◽  
Resource Curse ◽  
Significant Risk ◽  
The Political ◽  
Political Elites ◽  
Annual Budget ◽  
Political Resource ◽  
Democratic Election ◽  
Oil Revenues ◽  
Direct Distribution

AbstractSomaliland might start producing oil in 2019. Yet, it has done little to prepare for the arrival of oil revenues which could exceed its current annual budget. Although Somaliland has been largely peaceful for two decades and recently inaugurated its fifth president after holding a democratic election, it remains entirely unrecognised. Oil revenues could positively transform Somaliland's fragile political economy, but they also place it at significant risk for a political resource curse that could threaten its democracy, peace and political institutions. Oil to cash or the direct distribution of oil revenues to citizens has been posited as a solution to the political resource curse. Somaliland has many of the elements necessary to make oil to cash work in place. Several factors combine to make Somaliland both potentially receptive to oil to cash and uniquely positioned to benefit from it. Interviews with political elites demonstrate receptiveness to the idea. Sample revenue calculations from other African oil producers highlight just how such a system could work to benefit Somaliland.

scholarly journals Methods of Optimizing the Supply Chain on the Example of a Selected Enterprise

2019 ◽  
Vol 1 (1) ◽  
pp. 607-615
Author(s):  
Piotr Kuryło ◽  
Joanna Cyganiuk ◽  
Adam Idzikowski ◽  
Dariusz Michalski ◽  
Anna Sobczyńska-Linke
Keyword(s):  
Supply Chain ◽  
Foreign Capital ◽  
Parent Company ◽  
Production Company ◽  
A Company ◽  
Direct Distribution

AbstractTo consider the optimization of the supply chain, a company operating in the cosmetics and hygiene industry was selected. It is a typical production company with foreign capital, working on entrusted material which entirely belongs to the parent company. The company management, purchasing and sales department are located at the parent company, the Polish branch is entrusted only with production and direct distribution of finished goods. The purpose of the work is to present the applied logistic solutions, characterize and analyse the existing supply chain and to propose actions to optimize currently used methods.

scholarly journals Distribution Channels for Wine Tourism in New Zealand

2021 ◽  
Author(s):  
◽  
Ying Liu
Keyword(s):  
New Zealand ◽  
Distribution Channel ◽  
Information Provision ◽  
Distribution Channels ◽  
Tourism Industry ◽  
Corporate Groups ◽  
Wine Tourism ◽  
Factors Influencing ◽  
Tourism Product ◽  
Direct Distribution

<p>This study examines the structure of the distribution channels and the underlying factors influencing the most prominent channel choices within the wine tourism industry in New Zealand. This research specifically compares wine tourism in Marlborough and Auckland. It aims to provide a better understanding of the distribution channels for practitioners in the wine tourism industry, with the hope of assisting them to develop their wine tourism businesses successfully and manage the businesses growth effectively. This is a destination-based study performed by employing qualitative approaches focusing on the supply-side through semi-structured interviews. These in-depth interviews were conducted with the owners or managers of the local wine tour operators and wineries in the two regions. The findings generally show that wine tourism businesses place a clear priority on direct distribution of their wine tourism product to visitors “at destination”; the majority of customers of all these businesses are independent visitors. Specifically, overseas independent tourists comprise the largest portion of customers to local wine tour operators in Marlborough and Auckland. The wine tour operators work more actively with intermediaries and reach tourists “in market”, “while travelling” and “at destination” than wineries in these two regions. Marlborough wineries and Auckland wine tour operators and wineries receive domestic corporate groups, most of whom are approached “at destination” with direct distribution. Compared with wineries in Marlborough, more corporate groups use Auckland wine tour operators to visit wineries. Marlborough wineries and wine tour operators, and Auckland wine tour operators receive more international visitors, whereas the majority of visitors to Auckland wineries are from Auckland. When considering the function of wine tourism distribution channels, information provision, reservation and purchase are nearly equally important to local wine tour operators in both Marlborough and Auckland; the most widely used functions for Marlborough wineries is information provision; for Auckland wineries, information provision and purchase play significant roles in the distribution of wine tourism product. Factors influencing distribution channel choice include information provision cost, commissions, businesses’ attitudes towards tourism, perceptions of the Internet, service diversity, capacity, accessibility, availability, market segments, reputation and nature of intermediaries.</p>

Direct Distribution of Organic Produce: Sustainable Food Production in Industrialized Countries

1995 ◽  
Vol 24 (2) ◽  
pp. 121-125 ◽  
Author(s):  
Jane Powell
Keyword(s):  
Food Production ◽  
Organic Food ◽  
Local Area ◽  
Industrialized Countries ◽  
Sustainable Food ◽  
Sustainable Food Production ◽  
Marketing Systems ◽  
Organic Produce ◽  
Opening Up ◽  
Direct Distribution

There is growing interest in local organic food nowadays, prompted by concerns about health, care of the environment and excessive transportation and packaging of produce. But conventional marketing systems are not really able to cater for such demands, because they operate on too large a scale. In recent years a solution to the problem has appeared: direct links between growers and consumers, within the same local area. Some of these are growing rapidly, opening up exciting possibilities for the development of sustainable food production and marketing, and for building new links between cities and the countryside.

scholarly journals Food Stamp Participation Among Low-Income Households: Theoretical Considerations of the Impact on the Demand for Food

1975 ◽  
Vol 7 (1) ◽  
pp. 223-231 ◽  
Author(s):  
Ron Mittelhammer ◽  
Donald A. West
Keyword(s):  
World War Ii ◽  
Low Income ◽  
The United States ◽  
Food Stamps ◽  
Food Stamp ◽  
World War ◽  
On Demand ◽  
The Impact ◽  
Theoretical Considerations ◽  
Direct Distribution

The USDA's Food Stamp Program (FSP) is a major item in the department's budget. In effect from 1939 to 1943 and revived as a pilot program in 1961, FSP has grown until, in 1973, it provided nearly $4 billion in food stamps to an average of 12 million persons per month. About 55 percent of the $4 billion is federal subsidy. The program is continuing to expand as a result of a congressional mandate that FSP be in effect nationwide after June 30, 1974. Because of the FSP's growth, questions are now being asked about the program's impact on demand for food in the United States.In its pre-World War II inception, FSP was developed as an alternative to direct distribution of commodities to relief families. Although the objective of improving food consumption among needy households was recognized, FSP was viewed primarily as a method for stimulating demand for farm products.

Old and New Distribution Channels in the Luxury Sector

2016 ◽  
pp. 220-243
Author(s):  
Fabrizio Mosca ◽  
Elisa Giacosa
Keyword(s):  
Competitive Advantage ◽  
Qualitative Method ◽  
Scientific Evidence ◽  
Distribution Channels ◽  
Global Market ◽  
User Generated Content ◽  
Brand Identity ◽  
Luxury Brands ◽  
Direct Distribution ◽  
New Distribution

The focus of this chapter is to provide scientific evidence to luxury businesses for competing in a competitive global market, providing for further research opportunities of old and new distribution channels. Thanks to a qualitative method, it emerged that distribution strategies implemented by firms operating in luxury markets are typical and specific with respect to firms in other markets and represent a source of competitive advantage. Four phenomena have characterized distribution in this area in recent years: a growing investment by luxury brands in direct distribution activities; the integration between distribution and communication activities; the development of the digital channel in luxury markets; and lastly, the growing integration between User Generated Content and distribution channels. As the distribution variable influences the constitution of brand identity, old and new distribution channels have to be differently articulated according to the exclusivity of the brand.

Roles of Intermediaries in Developing Resilient Systems

2017 ◽  
pp. 43-63 ◽  
Author(s):  
Martin Hingley ◽  
Eliseo L. Vilalta-Perdomo
Keyword(s):  
Supply Chains ◽  
Food Marketing ◽  
Supply Networks ◽  
Regional Food ◽  
Community Approach ◽  
Complementary Nature ◽  
The Creation ◽  
Direct Distribution ◽  
Umbrella Group

This theoretical chapter discusses the role that intermediaries may play in direct distribution, supply chains and supply networks. The first approach does not recognize benefits from striving for collaboration and avoids intermediaries' participation as much as possible. Conversely, the latter two emphasize the creation of economic and efficiency values, through the alignment of goals and resources directed by a stronger channel lead body. However, in the case of micro-producers, increasing these values is not the only motivation; lifestyle or esteem factors may be, for example, more potent drivers. The research extends multi-actor supply arrangements beyond chains and networks, by introducing the concept of supply communities. This is illustrated through a vignette of a regional food marketing umbrella group that plays an organizing role. Findings suggest intermediaries to act as triggers for collaboration. The complementary nature of the community approach suggests a framework for micro-businesses to strengthen their operations with existing traditional supply arrangements.

Sign in / Sign up

Export Citation Format

Share Document