Purchasing Your First Small Chainsaw

Chainsaw manufacturers are using newer and lighter materials to build more powerful but durable machines. Inspired by an article in Arbor Age magazine, I ask you to consider six chainsaw brands for potential purchase. These chainsaw manufacturers were selected for their small model compactness and reviewed for use by arborists who work in an urban environment but need plenty of sawing power. These companies have smaller saws that would also be the perfect fit for a tree owner or occasional woodcutter or limb trimmer. An important first note: Reviewer Tom Bernosky, owner of Green Thumb Power and Equipment Corporation, suggests you always remember when buying any machine to buy from a dealer who can service. Your chances go up that you may hurt yourself and your business by buying something at a mart-type store. I am not saying you cant buy mail order, just make sure there is a repair shop in your area for service work. If the saw cant be serviced locally, your warranty isnt worth the paper its printed on.† 6 Great Companies That Make Small Chainsaws This list represents great picks from a broad array of small chainsaws who provide excellent dealer service. Obviously, there are many others you can choose that are not on this list. But these saws are arguably the best for all but the professional woodcutter as a first saw around the yard and woodlot. This review is based on company reliability, professional arborist popularity, and one chainsaw shop experts opinion. Any of these chainsaws manufacturers make great first small saws for purchase. All quotes are from Arbor Age. Ive tried to include links to lists of branded saws available for purchase on the Internet. Echo Small Chainsaws - It truly packed a wallop when it came time to do limb and trim work. - Available in 14 and 16 guide bars - Retail cost range: $190 to $300 US    Note: my personal favorite is the Echo CS 310. Stihl Small Chainsaws- â€Å"This particular unit cuts extremely smooth and had plenty of power in reserve† - Available in 14 and 16 guide bars - Retail cost range: $180 to $250 US  Ã‚   ​Note: this saw is an arborists favorite due to minimal weight, adequate power and bang for the buck. Husqvarna Small Chainsaws- My first impression of this was wow, what a little powerhouse. - Husqvarna saws are available in small guide bars - Retail cost range: $210 to $350 US Craftsman Small Chainsaws - I picked this chainsaw because of its quality and service availability. A Sears Craftsman chainsaw is an economical alternative to the more expensive saws and a growing favorite!- Available in 14 and 16 guide bars - Retail cost range: $150 to $200 US Jonsered Small Chainsaws- â€Å"Known for its reliability and durability, this little saw has that and more.- Available in 16 guide bars - Retail cost range: $250 to $300 US Solo Small Chainsaws- â€Å"This is quite a nice saw with plenty of power.† - Available in 14 and 16 guide bars - Retail cost range: $250 to $450 US

Obesity Better Policies For A Healthier America 2015

According to The State of Obesity: Better Policies for a Healthier America 2015, a report from Trust for America’s Health and the Robert Wood Johnson Foundation, obesity is defined as â€Å"an excessively high amount of body fat . . . in relation to lean body mass.† Body Mass Index (BMI), while not a diagnostic tool for children or measurement of body fat directly, is an indicator of body fatness and is used to assess whether a person is overweight or obese (as well as normal or underweight). BMI differs for children and adults, as well as males and females. It is measured by dividing a person’s weight by the square of height. Childhood obesity is defined when BMI is at or above 95th percentile. Generally, obesity is associated with higher energy intake and lower energy expenditure. Egger and Swinburn (1997) call it a â€Å"traditional† view and suggest the need in a paradigm shift; their ecological approach to the problem suggests that the impetus for ris ing obesity is the â€Å"increasingly obesogenic environment† (p. 478), which they define as â€Å"the sum of influences that the surroundings, opportunities, or conditions of life have on promoting obesity in individuals or populations,† rather than individual’s genetics or metabolic disorder (as cited in Lake and Townshend 2006:262). Hence, Egger and Swinburn (1997) see obesity as a normal physiological response to a pathological environment. Increasingly, researchers view obesity epidemic as the product of changes in vast and underratedShow MoreRelatedThe Long Term Nature Of Health Choice Interventions1532 Words   |  7 Pagesinsurances, some of the current issues and policies related to nutrition, obesity and health. 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If we don t solve this problem, one third of all children born in 2000 or later will suffer from diabetes at some point in their lives. Many others will face chronic obesity-related

Challenges of Emergency Logistics Management

Question: Disuss about the Challenges of Emergency Logistics Management. Answer: Introduction Logistics implies a detailed organization as well as implementation of operations of a company for managing and distribution of its products(Mentzer, 2008). Logistics help manage flow of products and service in points of consumption along with their origin for meeting demands of organization as well as that of customers. Logistics includes managing things physical as well as abstract in nature. Physical things include information flow, productions, handling materials, inventory control, packaging, warehousing, security, transportation and so on. Logistics management is an integral part of supply management which enables planning, implementing, controlling of various functionality from point of origin to meet customer demands. Often viewed as complex logistics system, it can however be analyzed, visualized by modeling and optimizing through simulation software. Logistics management requiring flow of goods from one point to another involves minimization of use of resource by optimizing capabilities(Waters, 2009). The scope of the current report deals with logistics management for the Middle East Division of Healthcare International. The company is based globally and is focused on pharmaceuticals and cosmetic product manufacturing. While managing the companys Regional Distribution Centre in Jebel Ali it is coordinated to receive pharmaceuticals from a factory in Rotterdam in Netherlands and cosmetics from factory based in New York, USA. All these units received from various factories are assimilated in the distribution center of Jebel Ali Regional Distribution Centre prior to supplying them across other suppliers in the Middle East(Dekker, 2013). With booming sales of the company globally, the factories supplying the Middle East zone has been functioning on full capacity. Hence, the company set up a new pharmaceutical factory in Sao Paulo located in Brazil and a cosmetic factory located in Bangalore in India. Though these factories were concentrated on their domestic markets, plans were designed such that these factories can supply to the Middle Eastern market provided the ineffectiveness of other two factories. Thus, the new factories Export Manager needs to realize the logistics issues involved in transporting of goods to Jebel Ali distribution center and other relevant issues of foreign markets. Further these factories do not have their own vehicles to transport goods and can only manage the same by leased vehicles. Thus, the various logistics issues, transportation time, inventory levels and other considerations are discussed in the report(Schnsleben, 2016). Logistics Middle East offers an attractive and a vast market of consumers. The amount of disposable income and consumer spending is high in the region(Van Wassenhove, 2012). Majority of the population in the Middle East have tremendous propensity to spend on quality pharmaceuticals as well as cosmetic items. This offers tremendous growth potential for the Healthcare Company in the report. With growing business amongst the Middle Eastern countries and opportunities for further expansion, the company has decided to further support its growing demands from other offshore companies. While it is relatively an attractive proposition to source materials to service markets of Middle East there might be remaining certain logistic challenges that needs be attained prior to initiation of operations. Some of the important challenges that needs to be met by the company to source materials from factories in Brazil and India are; Geographic Location: The Middle East countries occupy an invariably large land mass which is sparsely populated(Al-Eraqi, 2008). There is long distance that needs to be communicated from one point to another. Thus, the company needs to decide on a port location that is most suited and convenient such that they are able to reach the distribution center at lowest possible costs and relatively less time. Port in UAE is Jebel Ali which will be easily accessible by pharmaceutical factories in India and from Brazil. As companies derive significant value from their logistics any additional costs might impend on the product costs which might decrease competitiveness in the market for the company. Optimization of a port location has to be arrived at such that products can easily be transported to the distribution center and from there to other suppliers. Geographic Climate: Countries in the Middle East are characterized by extreme climatic conditions with high temperatures(Harrison, 2008). There is certain frequent rain burst in some locations as well. Most of the parts of the Middle East is covered with sand with no railway communications. High humidity is another factor prevailing in countries of Middle East. These factors make it further difficult for logistics operators to transport and use the products in their current state as extreme temperature of 50 degrees might have an effect on the physical and chemical properties of the products. Logistics managers needs to adhere to precautionary measures while packaging and storing their products prior to their transportation, as pharmaceuticals as well as cosmetics require certain degree of temperature to be maintained(Sheu, 2007). Population: Population in Middle East countries is highly scattered and this results in difficulty to cater to such population density. Bahrain, Kuwait, Qatar, Oman, KSA and UAE have relatively low population density. Such low density population entails difficulty to understand the appropriate location for the distribution center as well as locating ports for the same. Though the current company has a fixed distribution center from where products are further supplied, deciding on the port is a difficult task. Further increased heat increases vehicle maintenance costs due to wear and tear(Jacobs, 2010). The Export Manager in new factories needs to be briefed regarding such climatic conditions and advised to enter into a maintenance contract with the leased vehicle company. While transportation, the factories needs to further account for covered transport and maintaining a temperature control system in their vehicles. Transport Infrastructure: An important determining factor while transporting goods from factories to ports to distribution centers is the prevailing transport infrastructure within the countries. There are major roads that connect various parts of the countries especially the major cities. There are two major container terminals at Jeddah and Dammam(Salem Al-Eraqi, 2010). A dry container terminal is located at Riyadh. In case the company wants its products by air then there are International airports located in Jeddah, Riyadh as well as in Dammam. There is absence of inland waterways and interconnected railway that can connect various places in the Middle East. Transport infrastructure is important for the Regional Distribution Centre in Jebel Ali as the goods consolidated in Jebel Ali Distribution Centre will be distributed across various locations across Middle East. The distribution center will be responsible for proper distribution and supply of materials to stores across the cou ntries to meet customer demands. Customs clearing procedures: Ports and airports at Middle East are characterized by complex customs procedures. Antiquated customs techniques make it further difficult preventing flow of goods with ease. Further there are several border crossing at Jordan, UAE, Kuwait, Qatar, Bahrain, Yemen and Oman that entails difficulty in transporting of goods(Perry, 2007). The distribution center from Jebel Ali will supply goods to various centers across the countries hence; customs has an integral role to play. Miscellaneous Challenges: Obtaining visas for drivers, language barriers, absence of public transport, timing shifts further pose potential challenges to companies. The distribution center for company being located at Dubai, near Jebel Ali Port, as it is best that the company suggests Export Managers from the two new factories to ship their products at port located at Port Jebel Ali, in Dubai, United Arab Emirates. This port constitutes the worlds largest man-made commercial port and busiest in Middle East. The port is located at 35 kilometers southwest of Dubai and in the Persian Gulf region(Jacobs, 2007). This port is mostly used by USA and other countries as well. The port currently covers a million square meters of container yard. It can also include medium to long-term cargo storage, which will be beneficial for the company. It also accommodates for passenger vehicles and is located adjacent to Dubai dry-docks and Dubai Maritime City. In times of scarcity the company can easily use the added ports facility to store its cargo and then ship to distribution center in Port Jebel Ali according to convenience of requirements. Further, the Port offers connectivity to Dubais expressway system as well as Dubai International Airport Cargo Village(Hein, 2011). The port is located at 53 kilometers from Jebel Ali hence can offer easy connectivity as well. Transit Times and Inventory Levels The company has decided that it will avail Port Jebel Ali for incoming cargo from two new factories in Brazil and India. The below is a time schedule showing the time taken by ports in these individual locations that will be taken in order to transport the cargo to Port Jebel Ali as against time taken by previous two factories at Port Jebel Ali(Wang, 2012). Transit time by sea from current suppliers ports of export, Rotterdam and New York, to Jebel Ali port, compared to the ports for exporting from Brazil and India According to sea distances and transit time required to travel for cargo ships that transport pharmaceuticals and cosmetic products the below schedule has been derived. From the below mentioned table it can be noted that time taken to transit from Rotterdam port to Jebel Ali port is 66 hours whereas between New York to Jebel Ali Port is 25 days. In case the company selects Jebel Ali port to transit its products from new factories then it might be unprofitable for the company(Mangan, 2008). As the table depicts that the time taken to transit between Port Santos in Brazil and Port Mormugao in India to Jebel Ali ports. Hence, the company will not only lose out on number of days but also on its inventory costs in case it wants to select Jebel Ali Port for transiting products from new factories. Transit Time by Sea To Jebel Ali Port Ports Time Taken Rotterdam 16-33days New York 9-53 days Sao Paulo(Port of Santos) 29-48 days Bangalore(Mormugao Port) 13-31 days Table 1: Time Table for Sea Ports Communication Source : Author From the above table depicting transit time from various factory ports to ports is Middle East it is highly recommendable that the company focuses on Jebel Ali port for its previous two factories and also for its new factory set up. This will enable the company ease of transit and also fast delivery schedules that can impact the profitability of the company further. Reviewing the level of inventory holding in Jebel Ali of pharmaceuticals and cosmetics or otherwise The state of the current Inventory holding in Jebel Ali is for pharmaceuticals four weeks cover and for cosmetics 6 weeks cover(Rashid, 2009). The time taken in transit reflected from the above schedule shows that time taken for transit from new factories set up in Brazil and India to Port Jebel Ali will be significantly less. The items cannot be stored for prolonged periods of time as they will have an expiry date and will be perishable in nature. Hence the communication between Port Jebel Ali to distribution center in Jebel Ali is also comparatively low. Further, Port Jebel Ali contains inventory facility in case a company wants to keep its product in the store house. Thus, it will not be vital and critical to store inventory at the Jebel Ali port. But considering the free tax rates and better customs facility as Jebel Port is relatively new, the company might consider keeping its products at the Jebel Ali port facility. The port facilities and inventory systems at Port Jebel Ali i s significantly good and the company might at a later period consider keeping its inventory levels at Jebel Ali Port(Mathews, 2008). The volumes that the previous factories will ship are approximately 5 containers every week. Further, pharmaceuticals and cosmetic goods are normally shipped in 40ft containers with 50% dry, 50% reefer to maintain +18capacity. A small percentage of goods will be transported by air when there is a requirement for goods to be dispatched urgently. In its new factory setting also it will focus on same kind of volumes or larger such that it can cater to growing demands in the market. While the two new factories starts shipping products of higher or equal capacities then it will be enough to meet the growing demands of the Middle East locations. Transferring Manufacturing to the UAE MedicalCare International is considering transferring the manufacturing facilities to the UAE in 5 years time if the GCC market continues to expand. The detailed report analyzed on current logistical challenges faced in GCC countries are huge and poses major costs as well as threats for the company. In case the company can transfer its manufacturing facilities within the next five years to GCC countries(Shah, 2012). The following are some of the benefits that the company will enjoy; Population Growth : High number of young population contributes to a high demand for various products. Each of the state in the country is characterized by growing population structure which lets high demand for products such as cosmetics. Further pharmaceuticals have a high demand rate owing to the international levels of medical care in the country. The current company will benefit highly from increased demand in the country and will be able to expand its operations further. this also enables availability of cheap and easily labor(Reiche, 2010). High disposable Incomes: Majority of the population in GCC countries is characterized by oil and gas related economies. This contributes largely to the affluent population in the countries with large disposable incomes that accounts for the major demand drives. Hence, the company will greatly benefit by catering to such population and meeting their demands. Planned development goals: Countries in the GCC have focused and set their place in a planned diversified manner for development programs individually as well as collectively that can contribute to growth(Raouf, 2008). Such planned developmental features further add to the development and growth in the economy. In case the company decides on shifting manufacturing facility to GCC they will be able to avail latest railway connect and other roadways for transportation. Further major spending is being made in areas of technology infrastructure that can support logistics across countries. Low logistics costs: The Company incurs high amounts of costs for transiting its products from factories based at locations(Harry, 2007). In case the company was to base its operations at GCC countries it will incur relatively less costs in transiting of its products. Time delays in transiting through sea as well as by airways will also reduce that can led to high amounts of profitability for the company by less costs added to its products. Infrastructural Development: Infrastructural development across the GCC will have a spillover effect and will be a strong driver for growth and investment. Such infrastructural projects will be conducive in the current companys growth as well(Boughanmi, 208). Large hydrocarbons reserves: Each of GC countries contains large hydrocarbons surpluses that might act against global fluctuations. Thus, in case of global economic and financial recessions the company can expect itself to be outside of any effect due to the coherent structure prevailing in the country. Strong political stability and consensus: GCC countries enjoy a strong and inherent political stability as well as consensus that act as an attractive venue for investment driving growth(Sbeiti, 2010). Each of the GCC country have a stable political leader and low levels of bureaucratic indulgence in business which enables businesses to function smoothly and effectively. Stable economic fundamentals: GCC countries have low rates of inflation, strong and potential GDP growth rates, flourishing manufacturing and construction sector and so on. These economic fundamental contribute invariably to growth amongst companies present in the country(Al-Kandari, 2009). Conclusion The evaluations of logistics opportunities prevailing in GCC countries by utilization of various ports reflect the customized logistic solutions available. The scope of the current company which has decided to source from its factories based in Rotterdam, New York and Bangalore as well as Sao Paula reflects existing demands for the company products. There is immense prevailing opportunities amongst the GCC countries that can allow for growth and prosperity of the current company as well as of its products. The company at a stage later can significantly focus on moving its manufacturing facilities to GSS countries by lowering of costs in transit. This can help the company to further attain costs competitiveness and increase in profitability by value of its supply. The company can focus on meeting current demands by sea and air transport, it can purchase its own vehicle to subsidies costs further. While making its own manufacturing facility in GC country it will be able to cut costs an d increase employment at its manufacturing base. Hence, it will be able to create a positive impact on the economy of the country as well. Reference List Al-Eraqi, A.S., Mustafa, A., Khader, A.T. and Barros, C.P., 2008. Efficiency of Middle Eastern and East African seaports: application of DEA using window analysis.European Journal of Scientific Research,23(4), pp.597-612. Al-Kandari, D. and Jukes, D.J., 2009. A situation analysis of the food control systems in Arab Gulf Cooperation Council (GCC) countries.Food control,20(12), pp.1112-1118. Boughanmi, H., 2008. The trade potential of the Arab Gulf Cooperation Countries (GCC): a gravity model approach.Journal of Economic Integration, pp.42-56. Dekker, R., Fleischmann, M., Inderfurth, K. and van Wassenhove, L.N. eds., 2013.Reverse logistics: quantitative models for closed-loop supply chains. Springer Science Business Media. Harrison, A. and Van Hoek, R.I., 2008.Logistics management and strategy: competing through the supply chain. Pearson Education. Harry, W., 2007. Employment creation and localization: the crucial human resource issues for the GCC.The International Journal of Human Resource Management,18(1), pp.132-146. Hein, C. ed., 2011.Port cities: Dynamic landscapes and global networks. Routledge. Jacobs, F.R., Chase, R.B. and Chase, R., 2010.Operations and supply chain management. McGraw-Hill/Irwin. Jacobs, W. and Hall, P.V., 2007. What conditions supply chain strategies of ports? The case of Dubai.GeoJournal,68(4), pp.327-342. Mathews, P.J., 2008. A Critical Review of the Container Logistics Operations of Dubai Port.Containerization: Indian and global perspectives, p.174. Mangan, J., Lalwani, C. and Fynes, B., 2008. Port-centric logistics.The International Journal of Logistics Management,19(1), pp.29-41. Mentzer, J.T., Stank, T.P. and Esper, T.L., 2008. Supply chain management and its relationship to logistics, marketing, production, and operations management.Journal of Business Logistics,29(1), pp.31-46. Perry, M., 2007. Natural disaster management planning: A study of logistics managers responding to the tsunami.International Journal of Physical Distribution Logistics Management,37(5), pp.409-433. Raouf, M.A., 2008. Climate change threats, opportunities, and the GCC countries.The Middle East Institute Policy Brief,12, pp.1-17 Rashid, A., 2009. Transarctic routes: impact and opportunities for ports. Reiche, D., 2010. Energy Policies of Gulf Cooperation Council (GCC) countriespossibilities and limitations of ecological modernization in rentier states.Energy Policy,38(5), pp.2395-2403. Salem Al-Eraqi, A., Mustafa, A. and Tajudin Khader, A., 2010. An extended DEA windows analysis: Middle East and East African seaports.Journal of Economic Studies,37(2), pp.208-218. Sbeiti, W., 2010. The determinants of capital structure: evidence from the GCC countries.International Research Journal of Finance and Economics,47(2), pp.56-82. Schnsleben, P., 2016.Integral logistics management: Operations and supply chain management within and across companies. CRC Press. Shah, N.M., 2012. Socio-demographic transitions among nationals of GCC countries: Implications for migration and labour force trends.Migration and Development,1(1), pp.138-148. Sheu, J.B., 2007. Challenges of emergency logistics management.Transportation research part E: logistics and transportation review,43(6), pp.655-659. Van Wassenhove, L.N. and Pedraza Martinez, A.J., 2012. Using OR to adapt supply chain management best practices to humanitarian logistics.International Transactions in Operational Research,19(1-2), pp.307-322. Wang, S. and Meng, Q., 2012. Liner ship route schedule design with sea contingency time and port time uncertainty.Transportation Research Part B: Methodological,46(5), pp.615-633. Waters, D., 2009.Supply chain management: an introduction to logistics. Palgrave Macmillan.

Survey And Customer Relations Prime Designers and Clothe line

Question: Discuss about the Survey And Customer Relations Prime Designers and Clothe line. Answer: Workplace Health and Safety Report Prime Designers and Clothe line is an organization based at the heart of Paris. The specifications of the nature of its goods and services is best told by the quality of the luxury goods and outfits that are produced by the business. The business was founded in 2015 from an online platform but grew to establishing its own physical store by the end of the same year. Just like any other business enterprise, Prime Designers is filled with both economies and diseconomies of scale. Below are additional facts. In this business, health is an important factor to pay close attention to as only employees and clients that are at the best of their health can be able to maximize the productivity of the business. The first observation would therefore, be a situation where an employee is allergic to a certain fabric used in manufacturing special clothes (Kiesbye, 2011 p. 45_. Allergies such as skin rashes and coughing as well as itching as the worst. The second situation is when a client gets into contact with a fading outfit. Lastly, a circumstance of failure to meet the expectations of the client. Internally, the business is prone to a wide variety of risks such as fire. If by any chance fire manages to break out in this organization, the loss would be unimaginable considering the fact that there is the presence of paint that contains a concentrated amount of oil products that are extremely flammable. Also, the risk of theft of logo and originality of the goods and services of Prime Designers stand so high. Externally, clients are prone to the danger of getting cheaper but less quality outfits from the competitors of Prime Designers. In a whole new perspective, the differences that could occur to both internal and external clients as a result of lack of understanding, the best move forward would be stabling a common ground for all the parties involved in the argument. As a great leader, one is obliged to take no sides especially when the argument is still in progress. Additionally, all stakeholders like to be associated with the growth and development of the business creating the impression that both internal and external clients can finally come to an agreement so that they effectively participate in the general decision making of the business. Internal conflicts can be resolved through holding frequent organizational meetings that are aimed at giving voice to each and every member of the organization to raise his plight over a pressing matter (Kirkpatrick, 2015). For example, other than the international objectives that the business has to meet, it also has local prospects that are best handled with rookies. These contracts could include fast deals like designing wedding gowns for traditional marriages. Such a deal could cause a misunderstanding in the organization as two or more rookies struggle to bring to light the capabilities of their respective skills. Customer Survey feedback Surveys opt to be open ended in the sense that they give the respondent time and space to go way beyond their comfort zone. For example, what are some of the challenges faced by consumers of Prime Designers? Are there any health complications that can be avoided instead? Based on the current state of affairs, it is true to state that the fashion industry is flooded? If son, what are the potential recommendations? Methods of getting survey are more like methods of gathering data (Partridge, 2011 p. 45). On that effect, a survey app that is specifically meant for Designer outfits in Paris can be developed by Information Technology gurus and offered in the play store at reasonable prices. The benefit with such an app is that it provides real time customers expectations, opinions, tastes and preferences that keep on changing by the passage of time. In relation to a negative complaint that has been raised by a potential client, the best way to handle such issues is through one on one conversations. On that note, the first strategy will be the complainant can be summoned and the accused employee brought forth as well. The second move is that the manager will raise questions that both the client and the employee are obliged to answer genuinely so that the issue be solved best through amicable decisions. Ideally, the third and fourth strategy can be compensation of the client and the fourth will be a constant lesson to the employee not to afford similar mistakes in the future (Sunderland, 2013). Lastly, peace is established. The positive feedback of clients has the power of putting the business at an advantage point over others that produce similar or alternative goods and services. Once a client is satisfied, chances are that he or she may end up coming back for more or perhaps referring the business to other clients in the long run. This is how ideal businesses are conducted successfully. Bibliography Bauerian, Mark. The Digital Divide: Arguments for and against International Trade. New York: Jeremy P. Torcher/Penguin, 2014. Print. Dunay, Paul, and Richard Krueger. Survey Marketing for Dummies. Hoboken: John Wiley Sons, 2016. Print. Engdahl, Sylvia. Online Social Networking. Farmington Hills, MI: Greenhaven, 2017. Print. Kiesbye, Stefan. Are Survey reliable? Detroit: Greenhaven, 2011. Print. Kirkpatrick, David. The Facebook Effect: The inside Story of the Company That Is Connecting the World. New York: Simon Schuster, 2015. Print. Mezrich, Ben. The Accidental Billionaires: Founders of exquisite survey firms. New York: Doubleday, 2013. Print. Partridge, Kenneth. Data Collection. New York: H.W. Wilson, 2011. Print. Sutherland, Adam. Survey. London: Wayland, 2014. Print.