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AbstractMotive power accounts for over 65% of the average UK industrial electricity bill; however, in the water industry this percentage is nearer to 90%. During 1994, UK industry spent almost £3000 million on the energy used by motors – mainly attributable to AC induction motors, with pumps and fans being the most common motor applications.Many techniques can be used to reduce the cost of running motors, from simple good‐housekeeping measures to sophisticated electronic controls. This technical note reviews a selection of these techniques using independent case studies from the Department of the Environment's 'best practice programme'to illustrate the cost savings; the use of software to predict energy savings is also discussed.

AbstractWe consider a horizontally differentiated oligopoly and investigate the relationship between merger cost savings and network effects for the incentives of firms to merge and for the postmerger welfare outcomes. We show that it is more profitable to be an insider rather than an outsider of the merger, unless both cost savings and network effects are too low. Mergers can improve customer and total welfare provided both cost savings and network effects are high enough. We find that the possibility for network effects to lead to a Pareto improvement through merger is shown to depend on the number of outside firms.

PurposeThe use of reverse logistics has received increased attention in the literature, although the role that reverse logistics capabilities plays in enabling firms to achieve cost savings has not been empirically examined. Reverse logistics capabilities can enable retailers to enhance their return policies and improve their overall cost position. This paper aims to address these issues.Design/methodology/approachBased on a survey of 295 retailers, this paper evaluates the influence of customer and retailer related antecedents of reverse logistics capabilities and their subsequent impact on cost savings.FindingsThe results indicate that resource commitments and contractual obligations positively influence reverse logistics capabilities and that these capabilities result in cost savings. Customer opportunism is found to be negatively related to reverse logistics capabilities. It is also reported that reverse logistics capabilities partially mediates the relationship between resource commitments, contractual arrangements, and reverse logistics cost savings.Originality/valueThis work builds on the recent research in reverse logistics; however, unlike other contributions in this research stream, the role of retailers who perform a critical role in this area is addressed.

The "strategy" word is originated from the Greek word; stratus (means army) along with "ago" (means moving/leading). A strategy is an action taken by the manager to achieve more than one goal or aims in the organization. Strategy means "A general direction set for the company and its various components to achieve a desired state in the future. Strategy results from the detailed strategic planning process". The strategy seeks to incorporate organizational actions and use and allocate finite resources within the organizational environment in order to achieve the current goals. It is important to take into account while preparing a strategy that actions are not made in a vacuum and that a response from the concerned customers, competitors, suppliers, and employees would certainly meet any act made by a firm. Strategic Management is an actions and decisions' stream that contributes to implementing successful organizational priorities policy or strategies to attain organizational objectives. Strategic management is a process where strategists identify objectives/goals and take strategic actions. Strategic Management may be seen in different organizational forms, such as government, cooperative, service, business, etc. Strategic management is an on-going process of evaluating as well as regulates the involved industries and business; first evaluates their competitors and defines objectives and strategy that satisfy all current and future competitors; after that reevaluate every strategy quarterly or annually or regularly to assess how this was carried out and whether this has achieved or needs to be replaced by a new plan or strategy to access changed situations, political environment, financial, new social, new economic environment, new competitors, or new technology. Strategic Management is a science and art of implementing, formulating, as well as assessing cross-functional decisions, which allow a firm to attain its goals or aims (Andrews, K.). Strategic Management particularly emphasizes computer information, R and D research and development, marketing, production, finance, and integrating management to attain firm success. Strategic management's goal is to use the trends of today for tomorrow and to develop new as well as various opportunities for long-term planning. A strategy is an organization's well-defined roadmap. It determines an organization's overall mission, direction, and vision of the firm.

The agriculture of the Central-Eastern European countries were considerably transformed during the 1990s. The property structure became fragmented, arable land and means of farming were privatized by different methods in different countries and - as a consequence of this - the hegemony of large-scale farming was wound up but to different degrees. Most of the newly formed small farms had no appropriate equipment and power machines for performing competitive production. The integration of these countries into the European Union has brought significant changes which further strengthened the need for competitiveness. Producers in the agriculture of Western European countries represent major market power due to the cooperation models (cooperative movements, machine and farm ring movement, producer organisations, etc.), but requirements of productivity, efficiency and profitability are also highlighted within these cooperation arrangements. The paper focuses on cooperation arrangements for joint machinery use and examines the factors affecting their expansion. The starting point of examinations is a former situation analysis made about the equipment supply of agricultural plans of a Romanian settlement and the cooperation willingness of producers. The survey which was carried out in 2002, was complemented by primary research through deep interviews in 2012, during which the observable changes and the impacts of access to the European Union were explored.

In this paper, we estimate the socio-economic impacts the National Information Infrastructure(NII) will bring to our society and recognize the importance of the NII construction project. We estimate the quantitative cost-saving effects of NII, through we admit the methodology contains a lot of constraints. We expect NII will increase efficiency in almost every aspect of our society and choose only 7 sectors in which the cost-saving effect of NII will realize vividly; medical service, environmental management, disaster management, civil affairs administration, manufacturing, distribution & shipment, and education. The estimates for the net-benefit of cost-saving effects in the seven sectors in the period 1996-2015 are 6.7-20.4 trillion won for medical service, 3.6-8.0 trillion won for environmental management, 0.2-0.6 trillion won for disaster management, 0.6-1.0 trillion won for civil affairs administration, 61.3-152.7 trillion won for manufacturing, 11.7-15.3 trillion won for distribution & shipment, and 1.9-6.2 trillion won for education.

Among the rationales used in promoting juvenile diversion is cost savings. This rationale is based on the assumption that diversion handling is less expensive than formal justice processing and that diversion reduces the number of cases handled by the formal system. To date, the few available results concerning diversion's cost savings are fragmented and inconclusive. Although diversion handling has been found to be less costly, it has also been shown that diversion increases the overall number of youth subject to court supervision and control. Diversion's capacity to "widen the net " has been ignored in previous cost studies. This article assesses the feasible cost savings associated with statewide imple mentation of diversionary arbitration programs in Florida and includes consideration of the programs' capacities to wide the client net.