Business Strategy in Food Service Distribution-United Natural Foods

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Abstract

For the purpose of this paper three companies have been identified – Sysco, Supervalu and United Natural Foods; all of which are in the foodservice distribution industry.  This paper will provide company profiles of each company and critical financial data.  Through the process, it will also explore the competitive strategy of each company, and lastly, suggest recommendations for strategic value innovation.

The Food Distribution Industry

Simply put, foodservice is the industry that serves food that is not prepared at home.  If you ate out this week, last weekend, or today for lunch, you contributed to the $226 billion in annual sales of the foodservice industry.  If your child had a school lunch, your grandmother or grandfather had breakfast in a nursing home, your spouse had coffee at the company cafeteria, or your nephew ate in a military chow hall –  they were all being served by some segment of the foodservice industry.  All of this being achievable through a complex food service supply chain – a distribution network of independent companies that supply a broad range of products and services that help the food prepared away from home industry be possible.  In fact, next time you catch yourself in a restaurant, it wouldn’t be a stretch to state that almost everything within that facility was brought there by a foodservice distributor.  The menu items, the plates, the high chairs and yes even the paper towels and toilet paper in the bathroom – all brought in and provided by a food distributor.  Every day, foodservice distributors make sure that products needed by foodservice operators are delivered safely – from seafood, proteins, produce, dry goods, dairy, and frozen products to the beyond (Perkins, 2014).

 

United Natural Foods

Company Profile

United Natural Foods is a distributor of natural and organic foods and related products.  The company is one of the largest North American distributers of natural, organic and specialty products.  Like other broadline distributors, this includes groceries and general merchandise; produce; perishable and frozen food; nutritional supplements; bulk and food service products; and personal care items.  Products distributed by United Natural Foods include national, regional and private label brands.  In July 2013, the company served more than 31,000 customer locations (S&P, 2014).

Like most broadliners in the foodservice industry, in addition to its distribution services, United Natural Foods provides a range value added services for their customers and suppliers.  United Natural Foods’s services include marketing and promotional tools, merchandising, category management and store support services.  At its core of United Natural Foods’s distribution operation are five main units: United Natural Foods Eastern Region, United Natural Foods Western Region, United Natural Foods Canada, Albert’s Organics and Select Nutrition.  In addition, their non-distribution divisions include Blue Marble Brands, Earth Origins Market and Woodstock Farms Manufacturing (United, 2014).

Supervalu

Company Profile

Organized in 1925 as the successor to two wholesale grocery chains, Supervalu established in the 1870s, has grown into one of the largest United States food distributor to supermarkets.  The company also operates five regionally based conventional food retailing businesses in the United States.  The company’s Save-A-Lot format is the country’s largest hard discount grocery retailer by store count (S&P, 2014).  Today, Supervalu and its 35,000 employees serve customers across the United States through a network of approximately 3,420 stores composed of 1,900 stores serviced primarily by the company’s food distribution business, 191 traditional retail stores, and 1,334 hard-discount stores, of which 957 are operated by licensee owners.  All of which either stock the national brands or Supervalu’s own private label products.  Annual sales for Supervalu are approximately $17 billion total (Supervalu, 2014).

Financials

(SVU, 2014)

(SVU, 2014)

(SVU, 2014)

Competitive Strategy

Supervalu’s competitive strategy, like many businesses, has changed over time.  Supervalu at one point had and actually thrived on being the Cost Leader.  Unfortunately, other distributers and retailers grew and grew.  Nowadays Supervalu does not have the funds nor the infrastructure that Sysco nor Walmart for that matter have, and therefore,  it cannot compete as a Cost Leader in the same fashion that they do.  This however, does not prevent Supervalu from competing.  Not by a long shot.  Supervalu is currently, and has been for a few years now, undergoing several restructuring projects.  It has sold several components of its business that weren’t performing which include – Albertsons, Jewel Osco, Acme, Shaw’s and Star Market stores (Dodson, 2013) – and is now fully embracing the strategy of Differentiation.  To compete, Supervalu tout themselves as “America’s Neighborhood Grocer” (McClain, 2011).  The great news for Supervalu is that the new strategy is working and the market is responding.  As a result, graphed below, the stock price has gone up by more than 80% during the last twelve months (Is, 2014).

 

(Is, 2014)

Recommendations

To maintain its momentum, attain staying power, and keep on course with its new strategy of Differentiation; Supervalu must truly separate itself from the competition.  Making itself lean is one avenue of approach but Supervalu must do more.  My recommendation is that Supervalu become in fact more local as its new mantra states.  Supervalu needs to incorporate more local produce and goods into its distribution centers to ship to its retail stores.  It needs to invest in its respective communities and get the word out that they are in fact local.  This will appeal to not only the “organic” community in the neighborhood but also to those naysayers who see Supervalu put their money where their mouth is by sponsoring neighborhood events and activities.  Technology needs to also play into Supervalu’s future.   To stay relevant, technology is key.  Supervalu needs to embrace it more closely than ever before and incorporate it into not only how it manages its distribution centers but also how that transcends into its retail chains and how they interact with one another.  Doing so will bring a level of automation and cultivation to its business which should yield better returns and growth.

Conclusion

The foodservice distribution industry is a broad one.  It includes more than 2,500 companies, who manage thousands of their own facilities and fleets (Perkins, 2013).  It’s an ever changing business, and those that do not change, will be pummeled.  In this paper we discussed Sysco, Supervalu, and United Natural Foods.  Their strategies are evolving. They have to. Sysco and United Natural Foods are the leaders in their respective classes within the foodservice distribution industry.   Supervalu, while recuperating, was also once the leader and unfortunately is in the process of playing catch up.  What they are all very cognizant of, is change.  This is a new time and a new economy.  Distribution has gone beyond just delivering cases.  Operators are now in need of both lower costs and value.  Whichever the strategy these three powerhouses use, it must include innovation, value and great prices.  How can the distributer add value?  Through services, programs and the use of technology.  It can lower costs with processes and programs they are already executing but they can also look at alternatives.  Regional distributors can join together, like a co-op, and buy large truck loads of inventory; savings on expenses to then pass onto the foodservice operators.  How about incentivizing the operators?  Rewarding them for cases purchased.  The more they buy from you the bigger the savings.

The bottom line is – if Sysco, United Natural Foods, and Supervalu do not continue to innovate and add value – they will go the route of the dodo.  Consumers expect more, foodservice operators expect more, therefore, foodservice distributors must deliver more. The foodservice distribution industry is consolidating, if these needs and expectations are not met, distributors might find themselves on the wrong side of an acquisition.

 

References

Cooper, T. (2013, December 14). Sysco Becomes the Wal-Mart of Food Distribution, The Motley Fool. Retrieved March 12, 2014, from http://www.fool.com/investing/general/2013/12/14/sysco-becomes-the-wal-mart-of-food-distribution.aspx

Dodson, D. (2013, February 03). Supervalu leaders outline strategy for business. The News Gazette. Retrieved March 16, 2014, from http://www.news-gazette.com/news/business/2013-02-03/supervalu-leaders-outline-strategy-business.html

Hargrave, M. (2013, August 14). Your Best Bet in Organics. The Motley Fool. Retrieved March 13, 2014, from http://beta.fool.com/mhargra/2013/08/14/best-bet-on-organics/43230/

Is Supervalu On The Right Path?. Seeking Alpha. (2014, January 16). Retrieved March 16, 2014, from http://seekingalpha.com/article/1949651-is-supervalu-on-the-right-path

McClain, D. (2011, May 12). Supervalu’s Elusive Growth Strategy. Forbes. Retrieved March 16, 2014, from http://www.forbes.com/sites/retailwire/2011/05/12/supervalus-elusive-growth-strategy/

Perkins C. (2013). Foodservice Distributors: If You Eat Out, You Know Us. IFDA. Retrieved March 12, 2014, from http://www.ifdaonline.org/About-IFDA/Who-Are-Foodservice-Distributors

Supervalu, About Supervalu. (2014). Supervalu. Retrieved March 13, 2014, from http://www.supervalu.com/about.html

SVU Financials. (2014). Morningstar. Retrieved March 15, 2014, from http://library.morningstar.com.proxy.cityu.edu/stock/financials/cash-flow?t=SVU&region=USA&culture=en-US

Sysco, The Sysco Story. (2014). Sysco Corp. Retrieved March 13, 2014, from https://www.unfi.com/Company/Pages/AboutUs.aspx

Sysco to buy US Foods in mega food distributor deal. CNBC. (2013, December 09). Retrieved March 16, 2014, from http://www.cnbc.com/id/101257278

SYY Financials. (2014). Morningstar. Retrieved March 15, 2014, from http://library.morningstar.com.proxy.cityu.edu/stock/financials/income-statement?t=SYY&region=USA&culture=en-US

UNFI Financials. (2014). Morningstar. Retrieved March 15, 2014, from http://library.morningstar.com.proxy.cityu.edu/Stock/financials/cash-flow?t=UNFI&region=USA&culture=en-US

United Natural Foods, About Us. (2014). United Natural Foods. Retrieved March 13, 2014, from https://www.unfi.com/Company/Pages/AboutUs.aspx

United Natural Foods, Inc. Extends Its Partnership With Whole Foods Market. PR Newswire. (2009, June 02). Retrieved March 17, 2014, from http://www.prnewswire.com/news-releases/united-natural-foods-inc-extends-its-partnership-with-whole-foods-market-95400729.html

Business Strategy in Food Service Distribution-United Natural Foods

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The Food Distribution Industry

Simply put, foodservice is the industry that serves food that is not prepared at home.  If you ate out this week, last weekend, or today for lunch, you contributed to the $226 billion in annual sales of the foodservice industry.  If your child had a school lunch, your grandmother or grandfather had breakfast in a nursing home, your spouse had coffee at the company cafeteria, or your nephew ate in a military chow hall –  they were all being served by some segment of the foodservice industry.  All of this being achievable through a complex food service supply chain – a distribution network of independent companies that supply a broad range of products and services that help the food prepared away from home industry be possible.  In fact, next time you catch yourself in a restaurant, it wouldn’t be a stretch to state that almost everything within that facility was brought there by a foodservice distributor.  The menu items, the plates, the high chairs and yes even the paper towels and toilet paper in the bathroom – all brought in and provided by a food distributor.  Every day, foodservice distributors make sure that products needed by foodservice operators are delivered safely – from seafood, proteins, produce, dry goods, dairy, and frozen products to the beyond (Perkins, 2014).

 

United Natural Foods

Company Profile

United Natural Foods is a distributor of natural and organic foods and related products.  The company is one of the largest North American distributers of natural, organic and specialty products.  Like other broadline distributors, this includes groceries and general merchandise; produce; perishable and frozen food; nutritional supplements; bulk and food service products; and personal care items.  Products distributed by United Natural Foods include national, regional and private label brands.  In July 2013, the company served more than 31,000 customer locations (S&P, 2014).

Like most broadliners in the foodservice industry, in addition to its distribution services, United Natural Foods provides a range value added services for their customers and suppliers.  United Natural Foods’s services include marketing and promotional tools, merchandising, category management and store support services.  At its core of United Natural Foods’s distribution operation are five main units: United Natural Foods Eastern Region, United Natural Foods Western Region, United Natural Foods Canada, Albert’s Organics and Select Nutrition.  In addition, their non-distribution divisions include Blue Marble Brands, Earth Origins Market and Woodstock Farms Manufacturing (United, 2014).

Financials

(UNFI, 2014)

(UNFI, 2014)

(UNFI, 2014)

Competitive Strategy

United Natural Foods’s competitive strategy is that of Differentiation.  One of the biggest trends that has grown exponentially, specifically in the last few years, has been the popularity and move towards organic, local, and sustainable food.  Hargrave states that organic foods are an over $60 billion industry globally.  As the biggest distributor of organics, United Natural Foods has benefited greatly financially from these changing trends.  According to The Motley Fool, the organic industry grew 170% from 2002 to 2011, or about 19% a year.  And fortunately for United Natural Foods,  the United States is the largest organic food market in the world.  Even more good news for United Natural Foods is that demand for organic foods is expected to continue growing for the unknown future (Hargrave, 2013).

Recommendations

In relation to its Differentiation strategy, my recommendation to United Natural Foods is to diversify itself from placing so many of its eggs in one basket i.e. Whole Foods.  As of 2009 Whole Foods represented a third of  United Natural Food’s business.  This is very dangerous grounds.  Should the contract, which is set to expire in 2020, not be renewed, United Natural Foods could find itself in a very vulnerable position (United, 2009).  With the United States being the largest consumer of organic food it would be beneficial, for the time being, for United Natural Foods to invest here in the U.S versus expand overseas.  My recommendation for United Natural Foods, is to seek diversification here in the U.S by opening its own retail outlets, through either acquisition or  expansion.  Doing so would give United Natural Foods a direct link to its ultimate customer base, the consumer.  Like Kroger, United Natural Foods can gain many efficiencies and synergies and ultimately reduce many costs through its offerings of retail stores.   It can benefit from better  inventory turns and push excesses to its store fronts.  It can also increase margins and drive more of its private label to market.  While there can be many challenges and unquestionable issues to enter the world of retail, the return on investment and reduction of risk through leverage, can pay dividends for United Natural Foods in the long run.

References

Cooper, T. (2013, December 14). Sysco Becomes the Wal-Mart of Food Distribution, The Motley Fool. Retrieved March 12, 2014, from http://www.fool.com/investing/general/2013/12/14/sysco-becomes-the-wal-mart-of-food-distribution.aspx

Dodson, D. (2013, February 03). Supervalu leaders outline strategy for business. The News Gazette. Retrieved March 16, 2014, from http://www.news-gazette.com/news/business/2013-02-03/supervalu-leaders-outline-strategy-business.html

Hargrave, M. (2013, August 14). Your Best Bet in Organics. The Motley Fool. Retrieved March 13, 2014, from http://beta.fool.com/mhargra/2013/08/14/best-bet-on-organics/43230/

Is Supervalu On The Right Path?. Seeking Alpha. (2014, January 16). Retrieved March 16, 2014, from http://seekingalpha.com/article/1949651-is-supervalu-on-the-right-path

McClain, D. (2011, May 12). Supervalu’s Elusive Growth Strategy. Forbes. Retrieved March 16, 2014, from http://www.forbes.com/sites/retailwire/2011/05/12/supervalus-elusive-growth-strategy/

Perkins C. (2013). Foodservice Distributors: If You Eat Out, You Know Us. IFDA. Retrieved March 12, 2014, from http://www.ifdaonline.org/About-IFDA/Who-Are-Foodservice-Distributors

Supervalu, About Supervalu. (2014). Supervalu. Retrieved March 13, 2014, from http://www.supervalu.com/about.html

SVU Financials. (2014). Morningstar. Retrieved March 15, 2014, from http://library.morningstar.com.proxy.cityu.edu/stock/financials/cash-flow?t=SVU&region=USA&culture=en-US

Sysco, The Sysco Story. (2014). Sysco Corp. Retrieved March 13, 2014, from https://www.unfi.com/Company/Pages/AboutUs.aspx

Sysco to buy US Foods in mega food distributor deal. CNBC. (2013, December 09). Retrieved March 16, 2014, from http://www.cnbc.com/id/101257278

SYY Financials. (2014). Morningstar. Retrieved March 15, 2014, from http://library.morningstar.com.proxy.cityu.edu/stock/financials/income-statement?t=SYY&region=USA&culture=en-US

UNFI Financials. (2014). Morningstar. Retrieved March 15, 2014, from http://library.morningstar.com.proxy.cityu.edu/Stock/financials/cash-flow?t=UNFI&region=USA&culture=en-US

United Natural Foods, About Us. (2014). United Natural Foods. Retrieved March 13, 2014, from https://www.unfi.com/Company/Pages/AboutUs.aspx

United Natural Foods, Inc. Extends Its Partnership With Whole Foods Market. PR Newswire. (2009, June 02). Retrieved March 17, 2014, from http://www.prnewswire.com/news-releases/united-natural-foods-inc-extends-its-partnership-with-whole-foods-market-95400729.html

Business Strategy in Food Service Distribution

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The Food Distribution Industry

Simply put, foodservice is the industry that serves food that is not prepared at home.  If you ate out this week, last weekend, or today for lunch, you contributed to the $226 billion in annual sales of the foodservice industry.  If your child had a school lunch, your grandmother or grandfather had breakfast in a nursing home, your spouse had coffee at the company cafeteria, or your nephew ate in a military chow hall –  they were all being served by some segment of the foodservice industry.  All of this being achievable through a complex food service supply chain – a distribution network of independent companies that supply a broad range of products and services that help the food prepared away from home industry be possible.  In fact, next time you catch yourself in a restaurant, it wouldn’t be a stretch to state that almost everything within that facility was brought there by a foodservice distributor.  The menu items, the plates, the high chairs and yes even the paper towels and toilet paper in the bathroom – all brought in and provided by a food distributor.  Every day, foodservice distributors make sure that products needed by foodservice operators are delivered safely – from seafood, proteins, produce, dry goods, dairy, and frozen products to the beyond (Perkins, 2014).

 

 

Sysco

Company Profile

Since the initial public offering in 1970, when sales were $115 million, Sysco has grown to $44 billion in sales for fiscal year 2013.  Today, Sysco has sales and service relationships with approximately 425,000 customers.  Operating from 193 locations throughout the United States Bahamas, Canada, and Ireland; Sysco’s product lines are as diverse as the 48,100 employees who support its daily operations.  Safe to say, Sysco Corp. is the largest distributor of food and related products, primarily to the foodservice industry (Sysco, 2014).  In FY 13, U.S. sales represented 88% of Sysco’s total, Canada sales represented 11%, and other geographic locations only 1.6%.  Like all broadliners, Sysco distributes an assortment of food products, including frozen foods such as meats, fully prepared entrees, fruits, vegetables and desserts; canned and dry foods; fresh meats; dairy and beverage products; imported specialties; and fresh produce.  The company also distributes non food products.  These include paper products, tableware such as china and silverware, cookware, restaurant and kitchen equipment and supplies, and cleaning supplies.  The company also provides customers with additional services like providing product usage reports, menu planning, food safety training and assistance in inventory control.  To clarify, no single customer accounted for 10% or more of sales in FY 13, limiting Sysco’s liability and ability to absorb the loss easily should a large customer leave (S&P, 2014).

 

 

Financials

(SYY, 2014)

(SYY, 2014)

(SYY, 2014)

Competitive Strategy

Sysco’s competitive strategy is that of Cost Leadership.  We’re all very familiar with Walmart and its use of its massive scale to procure and distribute products at a lower cost than its smaller rivals can obtain.  Simply put, Sysco is the Walmart of the food distribution industry.  Because of its size, Sysco has the ability to – like Walmart, procure products at lower prices than its competitors and distribute them at a competitive advantage.  In fact, exactly like Walmart, Sysco derives advantages from having a large and efficient distribution system that allows it to deliver goods to its stores at a low per unit cost.  This enables the company to earn higher profits than its competitors.  Sysco and Walmart’s competitive advantages are so similar, in fact, that the two companies even earn similar operating margins as presented in the following graph (Cooper, 2013).

 

(Cooper, 2013)

Recommendations

With the news of Sysco Corp. buying the second largest distributor in the United States U.S Foods for a total value of the deal at about $8.2 billion. If allowed by government regulators, when the acquisition closes, Sysco will have annual sales of about $65 billion. (Sysco, 2013).  As strategic value innovations go, this would have been my recommendation.  While keeping in line with its current strategy, the synergies and sheer size of the “new” Sysco will eclipse its competition in regards to buying power and influence on vendors.  It can remain the Cost Leader but moving forward Sysco will have the advantage and power to influence prices like never before and therefore increase its margins.  Unfortunately, some operators will have no choice but to use Sysco, therefore empowering them to quickly make up for the $8.2 billion expense.  Should the deal not go through, as a value innovation, my recommendation to Sysco would be to reevaluate its inventory model and match it to that of its competitive strategy.  Too many broadliner foodservice distributors try to be everything to everyone.  It is important to understand ones strategy and its customer base.  As the Cost Leader, it is Sysco’s responsibility to evaluate the inventory it carries and how it can further maximize that strategy.  To be specific, some broadliners carry fifteen variations of apples.  Under the Cost Leader model, it would be ineffective to carry that many stock keeping units (SKUs).  After all, it most likely not purchasing truckloads of each item and therefore not maximize its efficiencies where it can pass those savings onto their customers and in effect continue their trajectory to offer lower cost items.  Of course some customers may not like the lack of choices, however under this new economy, price more often than in the past, trumps variety.

References

Cooper, T. (2013, December 14). Sysco Becomes the Wal-Mart of Food Distribution, The Motley Fool. Retrieved March 12, 2014, from http://www.fool.com/investing/general/2013/12/14/sysco-becomes-the-wal-mart-of-food-distribution.aspx

Dodson, D. (2013, February 03). Supervalu leaders outline strategy for business. The News Gazette. Retrieved March 16, 2014, from http://www.news-gazette.com/news/business/2013-02-03/supervalu-leaders-outline-strategy-business.html

Hargrave, M. (2013, August 14). Your Best Bet in Organics. The Motley Fool. Retrieved March 13, 2014, from http://beta.fool.com/mhargra/2013/08/14/best-bet-on-organics/43230/

Is Supervalu On The Right Path?. Seeking Alpha. (2014, January 16). Retrieved March 16, 2014, from http://seekingalpha.com/article/1949651-is-supervalu-on-the-right-path

McClain, D. (2011, May 12). Supervalu’s Elusive Growth Strategy. Forbes. Retrieved March 16, 2014, from http://www.forbes.com/sites/retailwire/2011/05/12/supervalus-elusive-growth-strategy/

Perkins C. (2013). Foodservice Distributors: If You Eat Out, You Know Us. IFDA. Retrieved March 12, 2014, from http://www.ifdaonline.org/About-IFDA/Who-Are-Foodservice-Distributors

Supervalu, About Supervalu. (2014). Supervalu. Retrieved March 13, 2014, from http://www.supervalu.com/about.html

SVU Financials. (2014). Morningstar. Retrieved March 15, 2014, from http://library.morningstar.com.proxy.cityu.edu/stock/financials/cash-flow?t=SVU&region=USA&culture=en-US

Sysco, The Sysco Story. (2014). Sysco Corp. Retrieved March 13, 2014, from https://www.unfi.com/Company/Pages/AboutUs.aspx

Sysco to buy US Foods in mega food distributor deal. CNBC. (2013, December 09). Retrieved March 16, 2014, from http://www.cnbc.com/id/101257278

SYY Financials. (2014). Morningstar. Retrieved March 15, 2014, from http://library.morningstar.com.proxy.cityu.edu/stock/financials/income-statement?t=SYY&region=USA&culture=en-US

UNFI Financials. (2014). Morningstar. Retrieved March 15, 2014, from http://library.morningstar.com.proxy.cityu.edu/Stock/financials/cash-flow?t=UNFI&region=USA&culture=en-US

United Natural Foods, About Us. (2014). United Natural Foods. Retrieved March 13, 2014, from https://www.unfi.com/Company/Pages/AboutUs.aspx

United Natural Foods, Inc. Extends Its Partnership With Whole Foods Market. PR Newswire. (2009, June 02). Retrieved March 17, 2014, from http://www.prnewswire.com/news-releases/united-natural-foods-inc-extends-its-partnership-with-whole-foods-market-95400729.html

Honda Motor Co. Integrative Case Analysis

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EXECUTIVE SUMMARY

The organization of choice for analysis is Honda Motor Co, Ltd., which operates its headquarters in Minato, Tokyo, Japan and multiple subsidiaries worldwide. Soichiro Honda and Takeo Fujisawa founded Honda Motor Co. in 1948. Honda Motor Co. is a Japanese public multinational corporation renowned for its manufacturing of automobiles, motorcycles, and power equipment.

The human relations model for Honda Motor Co. is based on a combination of Abraham Maslow’s Hierarchy of Needs, Daniel McGregor’s Y Theory, and Fayol’s Theory. The management styles implemented were truly revolutionary, with department clearly delineated and were responsible for its own production. The Honda Philosophy coursing through the veins of the company, a standard that the company bases itself on for the conduct and decision-making of all personnel. Honda encouraged motivation to employees, to give self-actualization that would instill the drive to learn without fear of failure in order to build towards success and reap the rewards of hard work.

Honda Motor strives off its time, teamwork, and communication. Time is essential concept to Honda Motors success. Without it, without keeping to schedules Honda would not be where it is today. Top management involves all employees with the brainstorm and collaboration process for specific projects that further the development of Honda products. For Honda Motor, time and distances is not much of a problem because of its many subdivisions; each subdivision is responsible for its own entity meaning that each is also able to further its innovation.

Honda Motor Co. revolves around a high- and low- context culture through its sense of collective collaboration and success, rather than individualists approach. However, the low-context culture plays a part by allowing associates to have an individualistic initiative approach. This allows employees to be able to make their ideas a reality, creating new innovations and new technology. Some barriers Honda could face would be non-verbal communication between the different divisions across the world. However, since the start, Soichiro has led it associates in collaboration between Japanese and American associates by learning the cultures of each other’s.

Ethics with Honda Motor Co. has not been a problem according to sources. The ideals of Soichiro Honda have lived on through his time operating Honda and continue to live on following his passing. Since the beginning, Honda has had codes of conduct, company culture, and ethics. All these can be also known as the Honda Philosophy, which is the core of the virtue behind Honda Motor Co. This philosophy is also accompanied by Soichiro’s “Three Joys.”

Honda Motors has many subdivisions, but just as all the employees come together to further innovation so does its subdivisions. This has led Honda Motor to become one of the leading automobile makers of the world. Honda continues this innovation by allowing employees to have the culture of freedom to produce.

 

INTRODUCTION

Overview of Organization

Honda, the synonymous name known worldwide with quality and ingenuity. This name is world renowned, founded by Soichiro Honda who can be accredited for the successful culture that the company enjoys today. Soichiro, the mastermind behind Honda Motor Co., was the son of a blacksmith who opened up a shop in repairing bicycles. Soichiro was influenced by his father and his love of machines and expanded beyond traditional bicycles to automobiles and motorcycles. He developed a career in repairing cars and motorcycles and eventually led into manufacturing. After a few years of working on his career, he left and started his own company. Soon after in 1948, the Honda name became concrete and started to develop a name for itself by partnering up with Takeo Fujisawa. Soichiro led the engineering side whereas, Takeo led the business side, and together built Honda into what it is today a brand known for its continuous innovation backed by reliability, affordability, and ethical business practices. Over the years, Honda has went through many leaders since 1948: Soichiro Honda (1948-1973), Kiyoshi Kawashima (1973-1983), Tadashi Kume (1983-1990), Nobuhiko Kawamoto (1990-1998), Hiroyuki Yoshino (1998-2003), Takeo Fukui (2003-2009), Takanobu Ito (2009-2015), and finally upcoming leader Takahiro Hachigo (2015–).

Type of Organization

Honda Motors was the first manufacturer of Japanese origin to produce cars in the U.S. Today, Honda Motor Co. Ltd., operates its headquarters in Minato, Tokyo, Japan and multiple subsidiaries worldwide. Honda Motor Co. is a Japanese public multinational corporation renowned for it’s manufacturing of automobiles, motorcycles, and power equipment. During its life, Honda was a leader in the largest motorcycle manufacturer, and has become a household brand to many consumers of automobiles. Honda Motors is also the world’s largest manufacturer of internal combustion engines, producing more than 14 million engines each year.

Organizational Chart

            The Board of Directors at Honda Motor has 20 members, two of whom are external appointees. It supervises the execution of Honda’s business affairs and makes decisions on matters of importance to the company, which include legal issues. In looking at the organizational structure at Honda, it would seem as if it were a combination of a hybrid between a horizontal and a vertical organizational structure. This is because the Honda Motor Group has many subsidiaries or divisions. These divisions are run on a vertical level to the Honda Worldwide Group then horizontally to the different divisions such as Honda Manufacturing, Honda R&D, Honda Jet, and continents such as Honda of Asia, Honda of America, and Honda of UK. This chain of command runs on a vertical level to the point of departments and run horizontal to the department heads. Then returns to the vertical level to managers, supervisors, associates, and interns. It would seem that Honda’s organizational structure is one of the reasons of why Honda is so successful today, because this structure opens more opportunity or openness, also cries out to creativity and innovation, and constant engineering. A sample of how the organizational structure at Honda Motor Co. is as shown (The Official Board),

HUMAN RELATIONS THEORY

Maslow’s Hierarchy of Needs

Motivation can be defined as the desire to do things (Psychology Today), and Maslow researched into why people are motivated to achieve certain needs (Simply Psychology). Soichiro invested in human initiative and attention to all his workers from the start of Honda Motors. He also aimed to create a better environment for his associates, attracting specialists and motivating them to do their work in the most attainable way. Honda stepped away from the traditional caste system of hierarchy to promote the more experienced associates rather promoted based on their performance. He understood that encouraging his workers would lead them to personal development, allowing them to come one step closer to self-actualization that would ultimately lead him to success. He inspired his employees the drive to learn without fear of failure, which would build the road to success.

McGregor’s Y Theory

According to Zaremba, Honda Motor Co. would fall under McGregor’s Y Theory due to the characteristics that presupposes it. Under Theory Y, Zaremba points out that under the right conditions, work can be as natural as play. Honda of Asia describes this perfectly in that Honda has the desire to proceed always with ambition and youthfulness. Honda believes that ambitions are the positive driving force that motivates us, and youthfulness is a spirit of wholehearted commitment to ideals (Asian Honda). Honda lives by a set of a beliefs that has been passed down since the foundation; and one of these beliefs is to take initiative which in essence is to not be bound by preconceived ideas and to act on one’s own initiative and to take responsibility for those actions (Honda). Theory Y also mentions workers seek responsibility and feel rewarded through their accomplishments. Honda encourages achievement and helps employees to feel accomplished by allowing each associate to gain a sense of joy and pride in the work they do (Asian Honda). Finally Theory Y, states that workers are creative and capable of organizational creativity (Zaremba Ch 2).

Fayol’s Theory

            Planning. Honda Motors develops versatile plans, where they can anticipate possible problems and the solutions to those problems involving their staff in various planning such as product and business planning. These various plans that have been created help the associates in collaborating in extensive brainstorming sessions where they first set objectives and discuss ways to achieve those objectives.

            Organizing. In order for any plan to be completed Honda emphasizes organizing as a crucial function to the organization. Honda places a team of specialists for various centers across the world, which is assigned to specific roles in order to accomplish goals.

            Command. During the beginning of Honda Motor Co., Honda and Fujisawa used forceful personal leadership in which they later introduced team leadership by Takeo.

            Coordination. The management structure at Honda Motor Co. involves coordinating and overseeing the work activities of others so that the organizational goals can be accomplished efficiently and effectively.

            Control. Honda uses a “soft” approach where workers are placed in complete control over machines. Human control is vital where human monitors what machines do.

COMMUNICATION ISSUES

Time

Honda believes time is a limited resource; and to make the most use of time is to take sound idea and approach tasks with efficiency and productivity. Asian Honda mentions, three key elements in keeping time: simplicity (focusing on the critical issue by knowing what must be done), concentration (focus resources and thinking to reach goals), and speed (rapid implementation). Adding to this concept is another element, which is to be ready on time. Everything has certain timing and without it business activities will slow down. There are time schedules to stay on track and it is how to make the most use of time and the time of others (Asian Honda).

Teamwork

The objective of managers is to build relationships in which workers would see themselves working with the manager, rather than working for the manager. Human resource management assumes that if employees are happier at work the production would increase. The owners treat others as equal and often work in a workshop with employees allowing them to be able to express their ideas and theories with higher ups. Honda does not want to throw fresh ideas out and stick to what works, but to challenge and take fresh ideas, allow flexibility, creativity, and innovation to keep Honda on the leading edge (Asian Honda).

Communication

Honda advocates communication with its various stakeholders for instance customers, business partners, shareholders and investors, as well as local communities. The organization also strives to cultivate fluid internal communication with the goal of staying clear and responsible. Honda Group associates vow to comply with communication guidelines; “I, as an associate of Honda, will strive to practice appropriate and smooth communication.” This vow has consists of three components: timely and appropriate disclosure of information, communicating with stakeholders with sincere mannerism, and communicating at work with the motifs to create a peaceful work environment (Honda 2015).

INTERCULTURAL RELATIONSHIPS

Context Culture

Honda Motor Co. is unique company when it comes to dimensions of culture. This is because of its origin and its early history venture into the United States marketplace. According to Guffy, Japan is a high-context culture due to its relational, collectivist, intuitive, and contemplative characteristics. However, since Soichiro’s venture to the US he wanted to instill the cultural characteristics of North America (low-context culture), a logical, individualistic, linear, and action-oriented culture (Guffy Ch 1). In terms of the individualism perspective, Honda Motors pursues to place high value towards the group, its duties, and decisions. While at the same time, allows an associate to take initiatives on his or her own accord even if it results in failure. Soichiro Honda quoted “Success represents the 1% of your work which results from the 99% that is called failure” (Brainy Quote 2015).

Barriers

Honda may face some barriers within their organization. These barriers could be perceptual disparity which Zaremba describes as selective perceptions may lead difficult or conflicting opinions (Zaremba Ch 11). In terms for the Honda Group, the Japanese cultured associates may feel that they are being disrespected by the US, Latin American, or European culture due to varied behaviors. Another barrier that Honda may face is the effect of language dissimilarity. Zaremba mentions that language shapes reality because what is spoken may impact message reception and understanding (Zaremba Ch 11). A final barrier could be nonverbal dissimilarity, which Zaremba points out that gestures or other nonverbal barriers are judged differently or can have different meanings in different      cultures. To combat these barriers organizations such as Honda who have or who are seeking to multinational status should look into altering their structural orientations.

Overcoming Barriers

Honda has been able to overcome these barriers by following prescriptions that is recommended in Zaremba. The Honda Philosophy and codes of conduct has helped the Honda Groups in living out the beliefs of its founders. A second way to overcome barriers is for Honda associates to learn about the cultures of coworkers. Honda has instilled the Honda Philosophy of respecting the individual that pertains to Honda’s various stakeholders which helps to open diversification within the company. A third way Honda has overcome barriers is to assume an egalitarian frame or to be open to cultural differences. From the start of Soichiro’s dream of expansion, he had used this approach for his associates to conduct business with one another regardless if they are in America or in Japan. This approach has guided Honda Motor Co. into the organization it is today hybridizing the high- and low-context cultural characteristics to strive to be the unique.

ETHICAL ISSUES

Ethical Yardsticks

The ethical paradigm at Honda Motor Co. has lived throughout the corporation’s history, derived from Soichiro Honda, and still continues to live on past his time at Honda. Since the beginning of Honda Motor Co., Honda has instilled the Honda Philosophy to be guidelines for his company. Under the Four Ethical Yardsticks mentioned by Zaremba, Honda would be an example of an organization that implements the Catergorical Imperative (assumes there are universal absolutes for what is or is not ethical), Utilitarianism (determines ethics by looking at the “collective happiness”), and Veil of Ignorance (decisions should be made with no consideration of political, financial, or role influence) (Zaremba Ch 4). The beliefs, principles, and management policies derived and passed down from Soichiro has helped Honda Motors in leading an ethical life.

Honda Philosophy

This Honda Philosophy can be broken down into Fundamental Beliefs (“Respect for the Individual” and “The Three Joys”), the Company Principle, and Management Policies. According to Honda Worldwide, the Fundamental Beliefs are further reduced to two groups: Respect for the Individual and The Three Joys. Respect for the Individual consists of initiative, equality and trust. Initiative means not to be limited by preconceived ideas, but to act on ones’ own initiative and judgment, while understanding that one must take responsibility for the results of those actions. Equality means to recognize and respect individual differences in one another and treat each other fairly. Trust must be mutual and must recognize each other as individuals helping, sharing, and making and effort in collaborating to fulfill responsibilities.

“The Three Joys” are the Joy of Buying, Selling, and Creating. Buying can be achieved through providing products and services exceeding the needs and expectations of consumers. Selling occurs when those who are engaged in selling and servicing Honda products develop relationships with a customer based on mutual trust. Creating occurs when Honda associates and suppliers involved in the design, development, engineering and manufacturing of Honda products recognize a sense of joy in customers and dealers. The company principle (mission statement) of maintaining a global viewpoint, we are dedicated to supplying products of the highest quality, yet at a reasonable price for worldwide customer satisfaction.

The Management Policies are subjected to five key points that all associates in the Honda Group will uphold. First is to proceed always with ambition and youthfulness. Second, to respect sound theory, develop fresh ideas, and make the most effective use of time. Third is to enjoy work and encourage open communications. Fourth is to strive constantly for harmonious flow of work. Fifth is to be ever mindful of the value of research and endeavor. This philosophy is shared among all associates, and can also be the basis for all company activities and to set standards for the conduct and decision-making of all associates throughout the Honda Group.

SUMMARY

Since its founding days, Honda Motor Co. has been on a road to success. This success is the ideals and dreams of founder Soichiro Honda. However, he was not the brains to the business, he was the engineer. He hired Takeo Fujisawa to become to business mind behind Honda. Together, they created Honda Motor Co. into the organization it is today. Living by the ideals and dreams of Soichiro, Honda Motor Co. has become a place for automotive enthusiasts to look to for innovation, dreams, passion, ethics, and culture. Honda Motor Co. has paved the way of how all automotive and other industries alike should conduct business. By having a culture that can be passed down the organizational structure from the CEO down to the intern. Motivating associates to reward them for their hard work, dedication, dreams, and ideas even if it results to failure. Allowing associates to take this failure to strive for the 1% of success that Soichiro strived for. A leadership team that stands behind its associates when they have a fresh new idea. Associates who love their work to create a new innovative design or concept. Taking that idea and making it a reality for those who inspired the idea. Living by the ethical beliefs of Soichiro to create a company whom consumers can turn to in times of need. Honda Motor Co. lives to benefit the world in collective happiness rather than themselves. They do this by choosing to conduct business ethically without a desire for profits first, but rather by innovation, accomplishment and pride. This is Honda Motor Co. founded by Soichiro Honda.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

REFERENCES

Asian Honda

https://career.asianhonda.com/culture.aspx

Brainy Quote

http://www.brainyquote.com/quotes/quotes/s/soichiroho350000.html

Guffy, Mary Ellen and Loewy, Dana (2010). Essentials of Business Communication 9e,             Mason, Ohio

Honda

http://world.honda.com/profile/philosophy/index.html

Organizational chart

http://www.theofficialboard.com/org-chart/honda-motor

Psychology Today

https://www.psychologytoday.com/basics/motivation

Simply Psychology

http://www.simplypsychology.org/maslow.html

Soichiro Biography

http://jcc-good-leadership.tripod.com/id4.html

Zaremba, Alan Jay (2010). Organizational Communication 3e, Mason, Ohio, Thomson South-Western

 

 

 

 

The Mekong River

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The Mekong River is shared by people of China, Laos, Myanmar, Thailand, Cambodia and Vietnam. In “Mekong River” by Jeffrey W. Jacobs, Lewis Owen and Gilbert F. White, we are informed that “Rising in southeastern Qinghai province, China, it flows through the eastern part of the Tibet Autonomous Region and Yunnan province, after which it forms part of the international border between Myanmar (Burma) and Laos, as well as between Laos and Thailand. The river then flows through Laos, Cambodia, and Vietnam before draining into the South China Sea south of Ho Chi Minh City”. It shows that China is the upper stream country, while Vietnam is the last country that is receiving the river. In “River Politics: China’s Policies In The Mekong And The Brahmaputra In Comparative Perspective” by Selina Ho, she claims that now that China has become stronger, it is ready for the cooperative development of the Mekong River, but the cooperation is not easy due to different interests of different countries (Ho 2). For example, dam building is a highly controversial topic among these countries. China has built two dams in 1996 and 2002 in order to get more electricity, control the water flow and stop the landslides and mudslide. Laos also wants to build a dam in their country with the same purpose. The Chinese have argued that the dams will have little impact on the lower basin because the Lancang Jiang only contributes 16% of the Mekong’s total discharge, while other countries claim that China’s dams in the mainstream have a significant impact on sediment balance and on the aquatic life of the river (Ho 9). Patently, China has an excuse to build dams for its own development, but there are more negative impacts on the downstream countries, such as, water shortage and livelihood problems associated with it. Since Vietnam is the last country that is receiving the river, it suffers the most because of dam building. Reduction water and sediment of the Mekong River, which is due to dam building, leads to significant salinization phenomenon of the Mekong Delta, Vietnam. Their livelihood is now threatened because it is a disaster for their fisheries and rice growing. However, China is the most powerful country in the East Asia, it has the biggest voice on what happens. Thus, other countries like Vietnam can’t do anything that stops it happening. In the discussion of the Mekong River, one controversial issue has been how small countries like Vietnam solve water sharing problems when having to negotiate powerful countries like China.

All in all, there are lots of problems on sharing international water among China, Laos, Myanmar, Thailand, Cambodia and Vietnam due to dam building. Thus, in the following paragraphs, the positive and negative impact of dam building will be discussed.

One of the advantages of dam construction is to adjust the water levels during dry and flood seasons. Dam plays an important role in storing water for the dry season and controlling flooding in the rainy season. It is the most effective way to resolve contradictions of uneven distribution of water resources among these countries. It is also the contemporary fundamental way to solve water shortage of international water. According to the historical records, the upstream of Mekong River had existed a serious problem of flood and drought. Early on in the narrative, China began to build upstream dams since the 90’s of the last century. According to the most recent study on the topic “models dam impacts of the Yunnan cascade in three scenarios (no dams, the first three dams completed, six dams completed). Their modeling results and predictions are well in line with several previous studies and suggest a 20-22 % decrease in June-November flows and a 90 % increase in December–May flows”(Kuenzer 574). From the data, we can deduce that dam construction in the upper-stream of Mekong River has a positive effect on regulating the water flow during two seasons to some extent. In “Sediment-related impacts due to upstream reservoir trapping, the Lower Mekong River” by Matti Kummu and Olli Varis, the authors point out that on positive impact is that increased dry season flow decreases the risk of water shortages and increases the options for dry season irrigation”(Kummu and Varis 287). They also mention that dam construction on the upstream has some benefits for rice farming and navigational activities in the Lower Mekong Basin because of its function of increasing dry season flow. They explain that certain benefits of dam building should not be denied.

Another beneficial effect of dam construction in the Mekong River is to offer clean electricity through developing the exploitation of water. Hydropower is currently one of the most important means of reducing greenhouse gases. Scientific studies have confirmed that the current climate in many parts of the world, for example, storms, droughts and other extreme weather are occurring frequently, which is most likely due to some humans activities related with excessive greenhouse gas emissions. Nowadays, the exploitation of hydropower is an alternative to fossil energy, and it is fundamentally the most important measures to reduce greenhouse gas emissions. “Hydropower is a lucrative energy market, and the governments and media of countries with a potential for dams promote hydropower as a source of green and clean energy, superior to dangerous or polluting nuclear or coal-based energy”(Kuenzer 568). What the author tries to tell us is that hydropower from dams is green and clean energy that is better that nuclear power and coal-based energy. In fact, the majority of countries are giving priority to the development of hydropower because it is one of the most energy-saving and effective ways of emission reductions. For example, Xayaburi dam is located in the northern part of Laos, and the project will be completed in the end of 2019. Xayaburi dam is proposed to build 12 dams in the first, designed generation capacity of 1.26 million-kilowatt. It is the first large hydropower projects plan for the dam construction of the Mekong River. As one of the world’s poorest countries, Laos regards the hydropower industry as “the battery of Southeast Asia” (BBC News 2012) and a key to the future development of the industry. The construction of the dam will not only develop the economy of the country but also offer Lao lots of clean resource. Therefore, active exploitation of hydropower is the most important way to mitigate the Mekong River water resources crisis. Specifically, in order to deal with this water resources crisis and pollution of the river, dam building is irreplaceable.

However, there are some disadvantages of dam building as well. It is harmful to both the natural and cultural environment of the downstream countries.

The construction of dam breaks down the self-clarification system of the river. In order to develop the economy, people from the upper Mekong River County build factories around the dam and throw the polluted water into the river without any pollution controls. Wenbo, a specialist from the U.S. Pacific Environment’s Chinese Program, claims that after dams have built, water flow slows down in the Mekong River, and its self-purification capacity will be greatly reduced (“Experts Speaking on Mekong pollution”). What he tries to say is that the Mekong River has its numerous problems, such as, unsteady water flow and pollution, however, damn building worsens the water pollution. Even worse, plants and farms are replaced by dams and industrial factories, which leads to worsening of food shortages. Many local residents have to leave their home because of government’s compulsory remove (“Experts Speaking on Mekong pollution”). Consequently, the construction of the dam is a threat to people’s lives and livelihood.

Building a dam on the Mekong River can slow down or even stop the economic growth, especially fisheries. Most of economic growth of the downstream countries are depending on the agriculture, for example, Vietnam. Firstly, dam building in China would lead to the reduction of sedimentation downstream. It is the most important food source for fish, so it will reduce the quantities and qualities of the fish in the downstream. Secondly, The Lancang dams have also altered water temperatures. In the review “Understanding the Impacts of China’s Upper Mekong Dams”, we have learnt that “the decrease in water temperature and the increase in water temperature fluctuation will change the behaviors of fish species, impacting their reproduction and migration activities”. The review explains why the water temperature change will cause the reproduction rate of fish in the river getting lower. Thirdly, the dams also block the migratory of fish, which are critical for reproduction, so it would also reduce the quantities of the fish in the downstream. The three facts tell us the building of dam strongly affect fisheries in the downstream countries in a bad way, for example, Vietnam. A report, written by Institute of Natural Resources and Environmental Management in Chiang Rai Luang University in Thailand and Portland State University of Oregon in the United States, is about the economic, environmental and social impacts of hydropower development in the Mekong River downstream. The report shows that fish catches in Vietnam is 340,000 tons per year. However, if other countries build 6 main stream dams and 30 tributary dams, Vietnam would lose 60,000 tom per year of the catch of fish. In other words, Vietnam just gets 280,000 ton per year. Furthermore, if other countries build 11 dams in the main stream and 30 dams in the tributary, Vietnam would lose 140,000 tons per year of the catch of fish. In other words, Vietnam only gets 200,000 tons per year, which is only 59 percent of what Vietnam can get right now. The loss of fish catches would lower down the economic growth and the income of the Vietnamese. Additionally, Vietnam is a developing country, and its GPA growth is mainly from the agriculture. The livelihood of 20 million of the population depend on fish catches in the Mekong River, and 27 percent of the GPA growth is from fish catches. In conclusion, building more dams would make the economy of fishery goes down which is against the benefit of the downstream countries’ livelihood.

Moreover, building of dam not only slower the development of fisheries economy, but also affect economy of planting industry in a negative way. Rice-growing is the big part of the planting industry in the agriculture. The agriculture in the downstream depends on the water resource from the Mekong River. First of all, the landslides and mudslides from the upstream is a perfect fertilizer nutrient for the growth of plants. The farmers, for example, from Thailand, would get the landslides and mudslides from the Mekong River to keep the soil fertile, which is a great condition for the rice growth. Also, the countries in the upstream would use the dams to control the water resource. If the dams reduce the water resource to the downstream, farmers would not have enough water to irrigate the rice, fruits, and vegetables. According to Vietnamese People Daily, reported on March 4th 2016, the Longjiang plain suffered the most serious drought and salt damage in the year. The crop will be reduced by 224 thousand tons per year, and the agriculture and fisheries total loss of about 5 trillion and 200 billion rupiah, which about 230 million dollar, accounting for the total area 2.3 percent of GDP. It shows that the Longjiang plain surrounding the Mekong River suffer from drought because the climate changes and the water resource in the river is reduced, and the countries had a big economic loss from that drought. On the other hand, if the dams discharge too much water to the downstream, the plants would die. According to the report, the production of rice would reduce 175 million dollar if they build 6 dams in the main stream and 30 dams in the distributary. Besides, once they build 11 dams in the main stream and 30 in the distributary, the production of rice would reduce 278 million dollar per year. It would be a disaster for the downstream countries’ economy. As a result, people living in that area would have a hard time. Because the fishery and rice-growing are reduced, people’s income are reduce in a huge amount, so the survival problem becomes a big problem. People would not have enough food to eat, and their clean drinking water is not enough. Moreover, many people would lose their jobs, and the unemployment rate will be raise so fast. So, building more dams would make the rice–growing economy decrease, and damage people’s livelihood.

After reviewing all data that we collect from the Internet, we realize that the problem is not just about dam, but it starts with dam. In an article from Bloomberg Market, Yoolim Lee state that China needs electricity to fuel its fast growth, has already built four dams on the Mekong, completing the first one in 1993 without consulting its downstream neighbors (Lee). This is what people in the downstream countries think about China’s hydropower dams. Chinese government just does whatever they want for themselves without considering others’ interest. What should small countries do to get what they want? How can they make giant China listen to their opinions? It is a big challenge for small countries because they are not strong enough to speak for themselves and resist a powerful country. Therefore, Laos, Myanmar, Thailand, Cambodia and Vietnam should combined together against China’s dam construction plan or other action without consulting with them. Only in this way can small countries can protect their interest and enhance international influence.

Works Cited

BBC News (2012) Laos hydropower a ‘‘battery” for power-hungry region. BBC News.                        BBC. 2010-10-12. http://www.bbc.co.uk/ news/11962210. Web. 27 Sep. 2016.

“Experts Speaking on Mekong pollution.” Radio Free Asia. N.p., n.d. Web. 03 Oct. 2016.

Ho, Selina. “River Politics: China’s Policies In The Mekong And The Brahmaputra In Comparative Perspective.” Journal Of Contemporary China 23.85 (2014): 1-20. Academic Search Premier. Web. 3 Oct. 2016.

Intralawan, Apisom, David Wood, and Richard Frankel. Economic, Environmental and Social Impacts of Hydropower Development in the Mekong River Downstream. Rep. no. 15. Institute of Natural Resources and Environmental Management, Thailand Chiang Rai Luang University. N.p.: n.p., 2015. Print.

Jacobs, Jeffrey W., Owen, Lewis, and White, Gilbert F. “Mekong River.” Encyclopedia Britannica Online. Encyclopedia Britannica, n.d. Web. 03 Oct. 2016.

Kuenzer, Claudia. “Understanding the impact of hydropower developments in the context of upstream–downstream relations in the Mekong river basin.” Sustainability science 8.4 (2013): 565-584. Web. 27 Sep. 2016.

Kummu, Matti, and Varis, Olli. “Sediment-related impacts due to upstream reservoir trapping, the Lower Mekong River.” Geomorphology 85.3 (2007): 275-293. Web. 27 Sep. 2016.

Lee, Yoolim. “China Hydropower Dams in Mekong River Give Shocks to 60 Million.” Bloomberg.com. Bloomberg, n.d. Web. 03 Oct. 2016.

“Understanding the Impacts of China’s Upper Mekong Dams.” International Rivers. N.p., n.d. Web. 03 Oct. 2016.