Online Slot Machines Guide

Slot machines are the most popular form of casino entertainment, both at land-based and online casinos. The main categories of online slot machines are classic 3-reel slots, 5-reel and 7-reel video slots, interactive i-Slots, and progressive jackpots. This article lists some of the classic 3-reel, 5-reel video, progressive jackpot, bonus feature, and penny slots from i-Global Media, one of the leading software providers for the online gambling industry.

i-Global Media’s classic 3-reel slot machines include Golden Eagle and Metropolis.

i-Global Media’s 5-reel video slots include 20,000 Leagues, Bangkok Nights, Beat the Bank, Birds of Paradise, Bust Da Safe, Butterflies, California Gold, Cash Cruise, Cherry Blossoms, City of Gold, Cleopatra, Cluedo, Cool Bananas, Coral Cash, Dim Sum, Doctor Love, Dolphin Reef, Dragon Master, Dynasty, Eastern Dragon, Emerald Isle, Emmerdale, Fairies Forest, Fantastic Four, Fire Drake, Fire Hawk, Fruit Party, Funny Money, Goanna Gold, Gold of the Gods, Golden Oasis, Gone with the Wind, Graveyard Bash, High Noon, Hot Roller, Hurdy Gurdy, I’m a Celebrity, Irish Eyes, Jungle King, King Kong, King Tut’s Fortune, Legend of Zeus, Love Bugs, and Lucky Lady.

Other 5-reel video slot machines from i-Global Media include Magic Man, Mega Fortune Wheel, Mission Impossible, Monopoly, Paradise Reels, Paradise Riches, Predator, Rambo, Raptor Island, Resident Evil, Saturday Night Fever, Shark, Shipwreck, Silver City, Sinatra, Speed Demon, Sumo, Super Fortune Wheel, Super Joker, Super Mystic, Super Star, Sweet Hawaii, Tarzan, The Amazing Spider Man, The Godfather, The Incredible Hulk, The Last King of Egypt, The Naked Gun, The Terminator, The X Factor, Thor, Top Gun, Treasure Cove, Treasures of the Deep, and Wheel of Fortune.

i-Global Media’s progressive jackpot slots include Emmerdale, Mega Fortune Wheel, Super Fortune Wheel, Super Joker, Super Mystic, Super Star, and The Godfather.

iGlobal Media’s bonus feature slots contain some sort of bonus feature, such as free spins. Their bonus slots include Bangkok Nights, Beat the Bank, Board Babe, Bullseye, Bust Da Safe, Butterflies, California Gold, Cash Cruise, Cluedo, Cool Bananas, Dim Sum, Emerald Isle, Emmerdale, Fantastic Four, Fire Drake, Funny Money, Goanna Gold, Gold of the Gods, Golden Oasis, Gone with the Wind, Graveyard Bash, High Noon, Hot Roller, Hurdy Gurdy, I’m a Celebrity, Get Me Out of Here, Irish Eyes, Jungle King, King Kong, King Tut’s Fortune, Legend of Zeus, and Lucky Lady.

Other bonus feature slots from iGlobal Media include Magic Man, Matador, Mega Fortune Wheel, Mission Impossible, Monopoly, Paradise Reels, Piggy Payback, Predator, Rambo, Raptor Island, Resident Evil, Saturday Night Fever, Shipwreck, Silver City, Sinatra, Speed Demon, Sumo, Super Fortune Wheel, Super Joker, Super Mystic, Super Star, Tarzan, The Amazing Spider Man, The Godfather, The Incredible Hulk, The Naked Gun, The Terminator, The X Factor, Top Gun, Treasure Cove, and Wheel of Fortune.

Penny slots are ideal for low rollers or slots beginners because they may be played with as little as 1¢ per spin. iGlobal Media’s penny slot machines include 20,000 Leagues, Bangkok Nights, Beat the Bank, Birds of Paradise, Bust Da Safe, Butterflies, California Gold, Cool Bananas, Coral Cash, Dynasty, Eastern Dragon, Emerald Isle, Gone with the Wind, King Tut’s Fortune, Mission Impossible, Paradise Reels, Paradise Riches, Saturday Night Fever, Silver City, Speed Demon, Tarzan, The Amazing Spider Man, The Godfather, The Incredible Hulk, Treasures of the Deep, and Wheel of Fortune.

So there you have it, some of the classic 3-reel, 5-reel video, progressive jackpot, bonus feature, and penny slot machines from i-Global Media, one of the leading software providers for the online gambling industry. Whether you play slot machines in Las Vegas or at your favorite online casino, decide beforehand how much you want to spend during your gambling session and don’t exceed the spending limit should you lose.

Launching a Sales Presence in the Global Distribution Channel

Economic uncertainty in America and around the world has heightened awareness that there is risk associated with expanding into foreign markets. A supplier thinking about launching a sales and marketing presence in the global marketplace must exercise caution. How can a supplier wishing to generate sales from beyond its home market proceed while simultaneously minimizing its risks and maintaining control over costs? It can enlist the services of established distributors, exploit the distributors’ experience, and restrict foreign selling costs to a predetermined share of incremental sales.

I take this opportunity to share with you a plan for launching a sales and marketing presence in the worldwide marketplace. The plan holds down the cost of entering the new market and minimizes various risks that can occur during the process. The plan acts as a guideline for manufacturers with no international marketing and sales experience. When combined with the experience of entering the supplier’s first international market, a company can transform the plan into a policy or procedure for entering new markets in the future. In order to minimize risk and the costs associated with entering a new market, a company can develop an eight-step plan that includes:

1. Properly setting expectations,
2. Developing a bank of resources,
3. Studying local market norms,
4. Hiring a country manager,
5. Selecting a distributor,
6. Negotiating a distribution agreement,
7. Preparing for fraud and scandal, and
8. Incorporating lessons from competitors

Expectations

When a company begins to discuss creation of a sales presence in a foreign market, each member of the executive team probably has a different vision about expanding internationally. Sales may seek greater total available market. Manufacturing may prize greater volume across which to spread its fixed cost. Marketing might wish greater market share. Research and Development might crave better visibility into the foreign market. Finance may welcome the opportunity to reduce financial risk by spreading revenue across uncorrelated markets. Engineering may seek the opportunity to create an alliance with a foreign customer or competitor. The CEO may seek faster corporate growth and greater global visibility. If the project is to succeed, the executive team must develop and agree to a shared purpose.

Various groups must buy into the foreign market expansion, since those groups will be required to provide resources for the project. Ensure that all groups are prepared to offer resources. More important, confirm that all groups actually buy into the project. For best results, ensure that each group responsible for applying resources in the foreign market actually feels as though it owns its respective piece of the project.

Identify the resources each group will provide to the foreign market effort. Ensure that all groups providing resources include costs associated with the resources in their budgets. Top management must not only proclaim support for global expansion, but it must demonstrate that support frequently. Have the head of the foreign team present to various forums when he or she comes to headquarters. Ensure that members of the executive team visit the operation when traveling in the new market area.

Resources

When a company begins to plan its move into a foreign market, it can draw resources from several quarters. Divide resources into two broad groups: data and network. First, use data to build the expansion plan. How large is the market and how fast is it growing? Does the marketplace use distributors, a direct sales force, or a hybrid blend of distributors and direct sales? Is there an established network of seasoned distributors, or must the supplier help establish a distributor from scratch? How eagerly do customers accept new entrants, particularly foreign entrants? How does a company contact and interview potential distributors?

Second, develop a network. When a company enters a new foreign market, it begins with no established network. Develop and constantly nurture the network. The objective of the network is to have someone to call when faced with a dilemma, unforeseen challenge, or scandal. Industry trade associations are a good source of resources. Association staff and member companies both domestically and in the foreign market can provide valuable insight into the foreign sales operation in its start-up phase.

Embassies around the world often have staff that is devoted to helping companies expand sales. Embassy staff can provide data on the size and composition of the foreign market. They gather data on the manufacturing capabilities of indigenous competitors, and the presence and plans of foreign companies. They organize trade missions and trade fairs. Commercial staff in embassies can help arrange introductions to customers, potential distributors and staff.

Early steps when establishing a presence abroad include initiating relationships with a bank, accountant, and attorney. Be sure to develop the human side as well as the functional side of those relationships. Meet the executives of the bank. Include them in your network. In some markets, bankers can arrange introductions to customers that otherwise would be difficult or take an unbearably long time to set up. Attorneys will certainly assist your company by filing all the necessary documents with which your company can legally enter and operate in the foreign market. However, they can also answer a myriad of questions you may have during the start-up phase. Those answers and guidance can only come about if you take the time to develop personal relationships.

While you interview distributor candidates, consider including both those partners you select and those you reject in your long-term network. If you interview ten distributors and select one, your network will be more valuable in the future, if you create a relationship with several, as opposed to only the distributor with which you establish a formal relationship. A distributor with whom you have no formal partnership is likely to provide you with more and different feedback about your company, sales activities, and new market than a distributor that feels obliged to preserve its franchise.

Distributors in foreign markets often form associations. Developing and nurturing relationships here can provide your company access to information unavailable elsewhere. Through such an association, you will have easy access to most other distributors. That access becomes very important when you must overhaul or expand your distribution network.

American chambers of commerce operate in most foreign markets. Two examples are the American Chamber of Commerce in Argentina and the American Chamber of Commerce in Bulgaria. In smaller markets, the chamber may operate primarily as a social organization. In larger markets, you will discover a sophisticated network of committees that address many industry sectors. Since the chambers are composed of all industries in which American companies operate, it represents a particularly good window through which to spot changes occurring in the market. Sometimes changes in foreign markets occur prior to similar changes in a manufacturer’s home market. In this case, the worldwide market acts as an early warning system, clearly a valuable asset.

Irrespective of whether your company plans to relocate a manager from headquarters or hire a local country manager, establishing a relationship with one or two executive recruiters is very wise. A recruiter, particularly one of international scope, is very familiar with problems that arise in foreign companies. Such a resource can help should you choose to recruit a foreign national as country manager. That resource can also provide counsel when difficult issues arise.

Market Norms

All markets have unique characteristics and few are identical to a company’s home market. Prior to entering a foreign market, a supplier must study and develop an understanding of the norms there. Understand how the new foreign market differs from the home market. Do direct sales teams sell goods or services? Do sales flow through distributors? If distributors are used, is it customary to use a sole distributor, or multiple distributors?

Companies may enjoy payment on invoices within 30-to-45 days of shipment of goods in some markets. Achieving 45 days sales outstanding may be manageable in some markets, but not in others. It is important to understand the DSO standard in the foreign market, and to measure the sales operation against local norms, not those in the home market.

Management in the Foreign Market

An early decision in the foreign sales effort is selection of the country or office manager. Within the industry, do companies usually fill the top post with an expatriate from headquarters, or hire a foreign national in the local market? Both solutions work and both have problems. An expatriate from headquarters can quickly instill confidence in the operation among staff at headquarters. He may foster clearer and faster communications with headquarters. However, an expatriate will need time to learn customs unique to the local market. During the learning curve, an expatriate will make errors. Some may be costly. An expatriate experienced with the company culture can quickly train foreign the distributor staff about products and how the company operates.

Hiring a foreign national for the top job is the alternative to an expatriate. A well-qualified local manager brings knowledge of customers and market customs to the operation. Since a local GM has neither relationships with the company’s executive team nor knowledge of the product line, it is important to have a newly hired manager spend time at headquarters soon after joining the company.

Distributor Selection

After deciding to enter a foreign market, determine the shape of the sales organization. Opening with a direct sales organization is probably the most difficult, most expensive and riskiest alternative. Opening with a distributor is generally less difficult, less costly, and poses less risk. Prior to interviewing distributors, develop criteria for selection. The most frequent cause for changing distributors is inadequate due diligence when evaluating candidates. Since the company entering a foreign market is only beginning to learn about that market, it is important to keep options open. Avoid exclusive arrangements. Ensure that you have the opportunity to modify the geography, distributor lineup, and terms of the distribution agreements in which you engage. Always be sure that you have the opportunity to terminate those agreements for cause and for convenience. Ensure that someone with commercial experience reviews the distribution agreement. Ensure that a local attorney reviews the same agreement. Dual review improves chances for a long-term relationship between distributor and supplier.

The first year in any new market is a huge learning experience. At the end of the first year, the executive team and the local GM are likely to look back and determine that they could have made some better decisions. If it is determined that the chosen distributor was a poor decision, you will need the flexibility to alter the distribution network. By demanding flexibility in distribution agreements, you will have the opportunity to upgrade the distribution channel with minimal negative impact.

Distribution Agreements

Great distribution agreements do not forge great relationships. Nor do they guarantee success. Poorly written agreements, however, often hasten termination of relationships between suppliers and distributors. The first rule to follow when constructing and negotiating distribution agreements is to ensure balance. All relationships and agreements between suppliers and distributors ultimately expire. Expiration sometimes is amicable, as when both parties move ahead in different directions. Upon such disengagement, the distributor partners with a new, established and enthusiastic supplier; and the manufacturer creates a relationship with a new promising distributor.

Parting company with a partner in a distribution relationship sometimes becomes acrimonious. Agreements created in a fashion that favors one party over the other often result in costly litigation upon termination. How does imbalance enter an agreement? An inexperienced author may purposely draft an agreement that contains unbalanced clauses. Sometimes a party to the agreement attempts to stack advantages toward one side of the partnership in an attempt to make a better deal for itself. One partner becomes too clever by attempting to make life better by exploiting the inexperience of the other partner.

Seasoned players understand that biased wording does not serve the purpose of long-lasting partnerships. Bias leads to legal skirmishes and not to an improved relationship. Partners must remember that the real objectives of an agreement and partnership between a supplier and distributor are greater sales, improved market share, better profit margins, and other metrics. The objective of a supplier or distributor should never be a list of advantages in an agreement of one partner over another. Resolution of imbalanced agreements regrettably often involves costly litigation.

Prudence during negotiation of distribution agreements dictates that the distributor be awarded a territory with which it has experience. If a distributor has experience in only a small territory, it is not wise to assign a large territory and hope for the best. A better policy is to open the relationship in the proven territory and expand later, after results in the original territory suggest that an expanded geography is reasonable. Ensure that the distribution agreement clearly states the obligations and responsibilities of both parties while the partnership is effective, upon notice of termination, during the period between notice and effective date of termination, and after the effective date of termination. Concise wording helps to reduce the likelihood of litigation.

Fraud and Scandal

Fraud and scandal are real possibilities in foreign markets. The incidence of fraud is largely proportional to the distance from headquarters. Developing a perspective about fraud and scandal before opening the foreign operation is very important. It is almost impossible to prevent something going wrong in a foreign market. Although discovery of fraud or scandal does not permanently destroy a supplier’s reputation, a slow or poor response to a problem once discovered is unforgivable and unnecessary. A company must have an outline of a procedure to follow once a problem surfaces. When a supplier uncovers a problem, customers and competitors pay attention to how the supplier handles the problem. The marketplace admires and respects speedy and professional handling of a problem. A slow or sloppy approach to fixing problems becomes part of the company’s legacy, can dampen its reputation, and can impede its ability to grow.

Less seasoned management sometimes takes too long to prepare a solution when fraud or scandal surfaces. There may be an attempt to hide the problem from the outside world. Such an exercise is foolish. It is almost impossible to keep the news of the problem from leaking into the market once discovered. Experience mandates that the best action is to implement corrective action as quickly as possible. When the going gets tough, the tough scale hurdles, says mountain climber and entrepreneur Chris Warner, who with Don Schmincke wrote “High Altitude Leadership. “Sweat the small stuff.” In mountaineering, rarely does the first error kill a climber,” Warner and Schmincke wrote. “Death occurs when the third thing goes wrong.” If a company delays cleaning up the first sign of fraud or scandal, it opens the gate for incidents two and three. Attempting later to resolve three problems simultaneously becomes a behemoth, and potentially fatal task.

Lessons from Competitors

Lessons about the foreign market come from many sources. If the executive team gathers lessons of competitors, the company can avoid many of the most common and frequently repeated mistakes made by other foreign companies. Suppliers already operating in the market have a number of errors made and solutions taken. Gather as many of those stories as possible. Compile those tales before marching into the new market in order to avoid the simplest of errors. Not making blunders can save precious management time and scarce corporate resources.

Suppliers rarely offer to help direct competitors in the home market. However, when selling in foreign markets, GMs of competing suppliers often recognize each other more collegially. Although there is little communication between competitors in the home market, GMs managing foreign sales operations in Timbuktu likely have a cordial relationship. Those GMs are probably members of the local club and chamber of commerce. Both attend monthly meetings of one or more trade associations and are members of a local network. When problems or questions about running the operation arise, there is little stigma attached to asking for help from competitors. Fellow GMs of foreign operations can operate as part of a general manager’s extended network. However, in order to take advantage of that resource, remember to constantly nurture, develop, and expand the network.

Conclusion

The decision to enter a foreign market is significant for any company. Entry is expensive and mistakes made during the entry process are even more costly. Proper planning is vital. Ensure that the entire executive team buys into foreign expansion. Continuously build and develop a foreign network. Learn and understand the customs of the foreign market. Correct all problems quickly. Support the GM at both the foreign site and at headquarters. Spend adequate time establishing selection criteria. Take time to select distributors that will accommodate the company’s planned growth. Do not set foot in the new market without a plan to handle fraud and scandal once it appears.

Competitors have made many mistakes in the foreign market. Learn and study those mistakes in order to circumvent making the same mistakes again. Perform adequate due diligence in the early stages of entering the foreign market. Be sure that all company divisions offering resources to the new market plan and budget for expansion. Create and nurture a corporate memory. The lessons learned during the early years of a foreign presence are extremely valuable and ultimately become part of the legacy and company culture.

Brexit Rips Apart the Global Economy

Welcome to the end of the world as we know it.

The Brits, in one of the most self-absorbed acts in mass myopia, voted to flee the European Union (EU). It shocked the world, but only because the world wasn’t paying attention. I’ve been saying that the Brexit vote posed a greater risk to global well-being than the media and investors presupposed. That risk was precisely why I recommended late last week that you buy put options on the SPDR S&P 500 ETF (SPY). A Brexit success, I warned, was sure to rip across the globe.

And it did – in historic fashion. (Those put options I recommended generated gains of as much as 62% in just a week.)

Like I said originally, Britain might be an island, but the fallout was never going to be contained singularly to its shores.

Now, however, Brexit is in the past. And that past is prologue to a radically altered world we all now confront as investors.

I originally laid out the path by which a Brexit success would boomerang around the world… the dollar would rally, the pound would sink, the yen (a haven currency) would soar and Asian markets would get slammed because of expectations that the strong dollar will create the environment that could lead to a currency crisis. Asia has loaded up on dollar debt since 2008, and a strong dollar makes repaying that debt increasingly difficult.

All of that happened overnight.

The dollar index gained more than 2%, a mercurial daily move in that index. The pound fell to levels not seen since 1985. The yen sank below 100 to the dollar at one point, a sharp appreciation versus the buck. And investors fled Asian stocks, with Japan down 8%.

Now comes the day after…

And it promises to be worse than the event itself.

So let me tell you what we can expect as the ripples of Brexit spread around the world.

The Destruction of Europe

First, there’s a very good chance that Brexit will do what Greece’s debt crisis couldn’t – tear asunder the European Union.

In acting selfishly, the Brits have given fire to a collection of far-right extremists who see Brexit as their clarion call. They’re now in pursuit of Frexit (in France), Italxit (in Italy) and Nexit (in the Netherlands).

German right-wingers are sure to push for a split, too. We might even see a stronger push for Catalonia’s separation from Spain and Venice’s departure from Italy.

If nothing else, the English who voted for Brexit (as opposed to the British as a whole) have all but assured the dismantling of the United Kingdom. Scotland, solidly in the “remain” camp, will, I guarantee, seek a new referendum on sovereignty, and it will succeed by a substantial margin. Northern Ireland will follow suit, and for the first time since 1921, the Irish isle will be unified.

The upshot of all these chess pieces now in motion is that Brexit could very well portend the end of the European Union – and if you’ve read anything I’ve written over the last five years, you will know that I have consistently asserted that all the talk of an EU split was nonsense.

Now it’s not nonsense. Now it’s a significant, foreseeable risk.

And if the EU’s structural integrity is in question, then the euro’s very existence is in question. And that means the dollar has no peers – and investors the world over have no interest in holding a terminally incurable currency.

But a strong dollar rips apart the American economy.

Brexit Vs. the Fed

I read an article online in Forbes overnight that explains why the mainstream media is a borderline-useless source of analysis. The writer claimed Brexit wouldn’t mean much to America because our trade with the U.K. is relatively picayune. So very wrong!

Events like Brexit are not measured in their direct effects. They’re measured in all the varied knock-on effects – such as the weaker pound, destabilized euro and the stronger dollar, and how those flow through economies.

U.S. manufacturers and exporters already suffer from a strong dollar that has caused corporate profits to contract and has created a drag on GDP growth. That will now worsen – so much so that there is no way the Federal Reserve will have any opportunity to raise interest rates until well into 2017 or later.

In fact, the probability of a rate cut here in America is now greater than a rate hike.

Consider that the Japanese central bank will have to intervene in currency markets in some fashion to weaken the yen… that the Bank of England is talking about a rate cut to support the economy in the wake of Brexit… that the Danes are talking about pushing their rates deeper into negative territory to stanch the flow of money into the krone – a haven currency in Europe… that the Swiss National Bank has promised to defend the franc by weakening it, too… and that Brexit will certainly slow the EU economy as a whole, which means the European Central Bank will act as well to undermine the euro to, somehow, spur growth.

A snowball has a better chance of surviving a week in hell than the Fed has at raising rates in a world where interest rates elsewhere are falling and central banks are purposefully weakening their own currencies. That would just engender an even stronger dollar, boosting the headwinds buffeting our economy.

Don’t Forget China

China will also suffer. The Chinese market didn’t reflect that overnight, falling by a marginal 1.3%. Then again, investors all week were certain that the U.K. would remain a part of the EU…

But make no mistake: China is hurt by this.

The yuan still has ties to the dollar. As the dollar rises, the yuan rises. As the yuan rises, Chinese goods are less and less competitive. Chinese exports slow, manufacturing shrinks, layoffs are rife, unemployment escalates, imports decline, commodity prices fall and commodity economies crash.

So what we have is this:

China falls into recession for reasons I just laid out.

The U.S. falls into recession because the dollar is simply too strong.

And Europe, it goes without saying, falls into recession because Brits – their currency crushed relative to the euro – can’t afford as much from Germany (hitting the German economy hard) and because of the loss of white-collar and manufacturing jobs that are soon to leave the U.K.

In short, the global economy will gear down – yet another reason the Fed has no hope of raising interest rates… and a primary reason, by the way, that we all must own gold. (And gold rocketed higher as the votes increasingly showed that Brexit would win – an upward bias that will continue.)

So as we Yanks head toward Independence Day, let’s reflect on what the leader of the “leave” campaign, in claiming victory, has called Britain’s Independence Day.

Britain went in search of a misguided vision of sovereignty and, in doing so, set in motion actions that will dismantle the United Kingdom, potentially destroy the EU and the euro (which has far more positives for the Continent than negatives) and which will knock the legs out from under an already feeble global economy, setting us off on another decade of Japan-like anemia in America and Europe.

Bad form, England. Bad form, indeed.

Abortion Counselling (Termination, Miscarriage and Sudden Infant Death)

Abortion is a controversial subject in any culture from moral, religious, personal beliefs and medical views of what is right, wrong and the rights of women. In this article I will try to show the approach taken from a psychotherapeutic point of view as to how a woman can be assisted in making decisions about her own well-being, the life of the unborn baby, the personal and social impact of that decision on her life, her family and her relationships. We will also cover briefly and in context the idea of termination, of having an unplanned miscarriage and sudden infant death including infanticide of children in a further paper to be published.

Introduction

The first evidence of an abortion goes back to an Egyptian Ebers Papyrus in 1550 BC that depicted the methods used for relieving the women of the unborn child. (1) Various accounts in history going back hundreds of years discussing abortion whether accepted or not and the penalties of killing an unborn child (often inflicted on the women for disobeying her husband in losing her baby) can be seen – this is not a modern medical choice but a historical phenomenon showing that abortion was an issue from the very beginning as controversial and difficult topic to discuss.

In modern days the issue across cultures still rages on with particularly polarised religious and moralistic viewpoints as to what is right, what is allowed and what is seen as wrong (an offence) it is under this pressure and social umbrella that women have to come to terms with the decision of whether once they discover they are pregnant how to decide whether they should terminate of not.

Psychotherapy itself makes no judgemental issue as to the rights and wrongs of abortion although individual therapists may have strong religious or moral views of the topic. Where the therapist does have a conflict of judgement they should clearly remove themselves from the situation of counselling a woman or couple of an abortion choice and should leave the matter to more professional therapists that stand by their non-judgemental stance in therapeutic situations. Any psychoanalyst who allows his or her personal prejudices into the therapy room should seriously consider a change of profession or at least declare that their professionalism is tainted by their own belief system. In saying this one should also declare their personal beliefs whether in the pro-life camp or the free to decide camp.

In the start of a therapy session boundaries and objectivity should be set from the beginning with the client (patient) letting her or them know the limitations of your service and the difficulty in arriving at a any decision that feels emotionally completely right. In my own practice I usually set the boundary of who makes the decision to abort of not. I make it abundantly clear that the final say is in the hands of the pregnant woman only. That her partner, medical advisers, counsellors, family members are only secondary considerations to her own well-being and decision. This sense of responsibility is very important in the emotional recovery of deciding to go ahead with an abortion. Later she cannot look to anyone else as forcing her, influencing her or otherwise persuading her to go ahead when she was not sure. She must accept it is her decision and her final responsibility to go ahead or not. The reason this is important is that after the event she needs to be emotionally clear that she made the best decision for herself.

The Therapeutic Process

In the first session it is best to establish the term of the pregnancy so far. (2) This gives you then a timetable for the decision process. Different countries and cultures have differing times limits for when an abortion is still possible medically. Around the world this can vary from eight to twelve weeks with variations from country to country. Therefore if the obstetrician has determined she is 6 weeks pregnant in a twelve week system you have at least five weeks to decide (although a decision to have the abortion should be made as soon as possible as procedures change on how the abortion is carried out medically). Once this timetable is set up it has two effects, one determines the amount of sessions the therapeutic process can be taken over, and two a certain pressure on the woman to come to an early resolution about what she wants to do.

Once this is established the woman seeking counselling about an abortion should be encouraged to speak her mind about her fears, doubts and concerns about seeking an abortion in the first place. Once she has vented her view (which maybe quite confused at this point) you can reflect back to her what she stated where her feelings and reasons for the abortion. You should also establish why she is having doubts about the abortion, such as guilt, personal beliefs, practical considerations, fear of loss, inability to have a child in the future (real or not), the impact on her personal relationships with partner, husband, family and friends. It is always useful to have a whiteboard in a therapy office as this can help to list and clarify for the woman a visual cues to her dilemma. Later is can also act as a pros and cons list for her to again give clarity her reasons for an against having the abortion. This first session if very practical in setting the scene for further psychoanalytical discussions. It also helps the therapist to gain insight into the main issues the client maybe dealing with psychologically. At the end of the hour it is a good idea to give a homework assignment to be emailed back to the therapist before the next session. Usually this is a one page biography of her life with the first paragraph dealing with her own parents, family and upbringing, the second her developing years and any significant events and finally a short paragraph on the here and now situation. The reason of one page only is that it helps the client to focus only on the important issues. This biography can then be analysed by linguistic analysis and reflected back the clients at the second session. Why is it important to talk about her background and upbringing? From a psychoanalyst point of view her history can tell us a lot about her mental conflict over her decision for an abortion today. For example a highly religious upbringing, poor parenting, abuse in childhood, sibling relationships, previous personal relationships, prior abortions or sexual history. Any of these areas could be impacting on her current inability to see clearly what her own choices should be in the moment.

In the second session it is best to ask the client what her thoughts had been about the clarification process of the first session, then if time, go through and reflect from her biography what issues arose when she wrote it, what thoughts had she about her past influencing the current situation? Also the therapist can reflect what they saw in the biography that struck them as significant and ask for the clients clarification and reflections. All this is to enable the client through psychoanalysis to have insight into their own character shaped by past events and help with a clearer understanding of the reasons for her emotional considerations in her decision making process now. By now a clear idea should emerge about her main thoughts and position of her decision to seek an abortion. She may not have made up her mind completely yet but is certainly getting a better idea of the choice that faces her.

At the third session the beginning should establish clearly the current decision situation with the client, best established by asking the client out of 100 where do they see the percentage of for or against the abortion. This will help both client and therapist to establish how much more ground is there to cover before a firm decision can be made bearing in mind the original timetable of the pregnancy. Further sessions depending on the timetable should successfully bring the client to a firm decision of what they intend to do.

Issues

What are the varying and common issues that arise from abortion counselling? The first issue is the fathers involvement, is he for or against, is he supportive and open or repressed and opposed? Is he in the decision making process or excluded? The state of the relationship itself, happy, strained, difficult or divisive. Is the father deserting the woman, is he unaware of the situation? What of her and his family issues and background has the father to contend with? Her wider family and social circle, judgementalism in the family, others views, pro life or free choice attitudes? Other siblings in the family, previous children and future pregnancy plans? All these issues are concerned with outside influences on the woman herself. In addition there maybe church, work and other components.

Economic factors today play a big part in bringing up children, they are expensive, constant and long term. Women whose lifestyles may be free and uninhibited may see the idea of children as restrictive, socially damaging, prevent career advances or promotion, limiting their ambitions and freedom of choice in many areas. The family may simply already have too many children and an addition would tip the economic balance towards poverty. Country or even global economics can be an influence on choice, a downturn in fortunes could signal hard times ahead, not a good time to be bringing children into the world.

Social factors in the idea of the future of the world state, terrorism, war, famine can be all wider influencing factors especially on the more intelligent mother to be, whose very education can be a factor in how she sees the future for her child. She may abort simply on the grounds of who would want a child to come into this world right now?

Relationship factors, maybe an overriding issues of whether you have a stable environment to bring the child into abusive fathers or partners prone to domestic violence, constant disharmony with no guarantee of the relationship lasting or impending divorce. All this maybe an overriding decision making atmosphere in which abortion maybe to protect the future child from abuse or misery.

Historical factors, her own history of abuse, an unhappy childhood, inability to be a good parents as she never experienced good parenting herself. Previous miscarriages, abortions and difficult pregnancies all may impact in her mental state. We are a product of our past and it is impossible to decide anything without that past tainting our present thinking and cognitions.

The time factor, is a crucial element in the decision process. Brief focal therapy can help to focus only on the main issues of a quick decision when it is crucial to going ahead or missing the deadline. Longer sessions of two hours maybe a consideration where time is a factor.

The fear issue, is when the actual fear of pain, birth and unable to cope with a new baby all give rise to the idea of an abortion as a better option. This fear element is best dealt with practically by asking new mothers to discuss their experiences and joy at the moment of birth. You may of course have to be selective here and of course not every new mother has a good time. Unfortunately movies and television always show birth as traumatic for the purpose of drama – so that the story line contains elements of over exaggeration – the real experience of most mothers is not like this at all and many mothers choose pain methods to help cope with a painful birth. The therapist should be familiar with current medical procedures both in pain relief and birthing methods.

Medical issues are where the birth may cause the woman to die in childbirth. This is a purely a medical issue measured by possibilities, disease, DNA anomalies and birth defects.

Abortion issues in what happens? Here the therapists should be aware of the methods and procedures of abortion available locally and have a working knowledge of best practice. The time factor makes a huge difference to procedures, early abortions are often half a day through two ingestions of an abortion pill, with a nurse to keep you comfortable and clean during the time. Later abortions require suction methods are more invasive and emotional.

The rape issue! Of course of all the controversial issues pregnancies via a rape are the most emotional. The woman may feel forced into motherhood through a violent act. She may see the baby as a daily reminder of her assault and the child looking like the rapist. Even for women who are pro life this can be a difficult issue leading to the idea of adoption at birth.

The Choices

In the end a choice has to be made for or against the abortion. Other considerations can be adoption at birth, as many childless couples would give a wonderful life to a unwanted child. Adoption can be discussed at the very first session as one of the options of choice. If the woman then choices to go ahead with the abortion then some things need to be made plain. Right up to the first abortion inducing medication she can change her mind. However once the procedure has begun it will be too late to turn back. The first medication causes the placenta to disengage with the womb the second round of medication causes the now dead foetus to abort from the womb. Some women in the middle suddenly change their minds, they need to be aware beforehand that it is irreversible. Later pregnancy abortion under the suction method again is too late after the administration of the medication. From a therapeutic point of view the task is over once she makes her decision and the next step is of course medical.

It is strongly recommended that the client has at least two post abortion sessions. This is to deal with the feelings of post guilt, regret and to reconfirm the original decision. To remind the client why they decided to go ahead with the abortion in the first place. These factors should be covered in the last pre-abortion session so as to prepare the client mentally for the emotions to come. In post sessions the therapist should look for signs of not coping, excessive drinking, over or under eating, loss of weight, discourse of relationships after the event. She may need some support for some time. However one factor is the reluctance to visit the counselling in the same hospital as the abortion took place, seeing pregnant women and babies in the waiting room can be emotional upsetting. In addition at their home and social environment seeing children and mothers talking about their babies can bring on regret and emotional crisis. All this can be discussed prior to the abortion as factors that might affect them. Being aware (insight) can be a factor in limiting their post abortion impact.

In Summery

Abortion counselling and psychotherapeutic intervention can help a woman to make the best choice for her, her partner, family and social situation. Ultimately the final decision is always the woman’s and she should be the one to take responsibility, for that decision. It is never an easy decision for any woman and the issues above and not complete – there can be many other contributing factors to her mind-set and cognitive processes in coming to the best choice for her.

References

1. Martha Campbell (2002) History of Conception

2. Myler S F Dr. (2016) Practice notes and patient histories. Unpublished in confidence.

Dr Stephen F Myler PhD (Psych)

Global Advancement in Self Storage Industry

Have you ever heard of Maslow’s theory of needs? According to him human beings follow a hierarchy of different kinds of physiological and psychological needs. They strive to first fulfil their need for food, then shelter, and then come the need for love, need for self-respect, and finally need for self-actualization.

The first two needs are philological in nature and people seem to be satisfied with them. I mean, apparently the government and citizens both have been able to take care of these needs for food and shelter. Funny part is that now human beings (or organizations) have modified their needs for food and shelter. There are thousands of restaurants and hotels available these days. Companies in food business have evolved into giant industries.

The need for shelter has also altered now for individuals’ over flowing homes. With consumerism and our nature of saving sometimes useless and sometimes important items has compelled us to find a shelter for our treasured belongings.

Families and singles need to store their household items like furniture, kitchen supplies, library books etc., and businessmen wants to store their inventory, archived records, documents, etc. For both kinds of customers self storage services seems to be the best solution of their problem. In short, this industry is positively serving society’s residential and commercial storage and moving needs.

Self-Storage businesses are operated by one individual or a group of people, which means it, can be a sole proprietorship, partnership or an organization. A monthly or yearly rent is charged by the company till the time client wants to use the unit. A contract between two parties can vary from one month to years, depending upon the demands made by the client.

Self storage facilities come in various sizes and forms. This storage facility can be a small sized locker to just store a file and it can be a larger size container to place your boat safely once you are not around.

Mostly, the facilities are multiple single-story buildings with drive-up units. These units have natural ventilation but they don’t have climate-control feature in them. These buildings are usually considered as conventional and old fashioned. Modern storage facilities are multi-story buildings which have heavy elevators to move goods to the upper floors.

Specially designed boat and car storages are also offered by different companies these days. These huge storage houses have protected indoor environment which is so essential for the safety of your car or boat. Usually the car and boat storage companies do not just rent out space; they also take the responsibility of keeping your car or boat in good shape and save it from climatic indemnities.

Let’s have a look at some benefits and understand the reasons behind the evolution of this massive industry.

These self storage facilities are very flexible in terms of hiring and terminating a contract. They offer contract tenures starting from one month to years, depending upon the requirement of the client. Storage companies also famous for refunding the whole amount if the contract is terminated in the middle by the client.

Self storage services also include the security services provided by the companies. These units are very safe and secured compared to other storage facilities. They have special locks, latest alarm systems, surveillance cameras and electric fences, which minimizes the chances of criminal activities.

Individuals working as operators work with extreme confidentiality and efficiency. This means that they help and coordinate with the client in the best possible manner and certainly cause no harm to your belongings.

Self storage units are accessible and secured. After the allotment of the unit, you can visit and move in and out your possessions as many times as you wish. There are different visiting hours for different companies. At some places guests are welcomed 24/7, whereas, some have restricted schedules.

Sometimes, there is something special you want to store, like any painting, antique work of art or any other exquisite item which can be damaged by severe climatic conditions. For that self storage companies have climate control containers to offer. Even perishable items like extra meat from your grocery can also be stored.

Apart from these generally appealing features, self-service industry possesses many other bright features also, which has successfully attracted approximately 75% people towards itself. According to recent studies one out of every 10 households in the country rents a self-storage unit. Initially these storage units were built to serve transitional customers, like for those who are moving, marrying, divorcing or dealing with guests in the family. But now, 50 per cent of people are using them as a place to get rid of their extra stuff from their cluttered homes.

GPS Container and Cargo Tracking Systems Are the Future of Container Security

GPS container cargo tracking customers cover the full range of stakeholders in the global logistics business, the 3 types of customer are:

1. Governments. These are increasingly concerned with eliminating dump-age from containers so as to ensure they collect the full taxation due on cargo. In particular, governments of countries who are handling containers in transit are keen to ensure they collect necessary custom and tax duties. Another driver is security. Governments are worried about the movement of illegal / dangerous materials / items inside inter modal containers. Lastly, governments are trending to ‘single window’ type operations whereby all data relevant to the movement of cargo is contained within a single platform, this includes for example, integrating manifest information with xray scans and location data.

2. Logistics Service Providers. These range from niche providers who specialize in the movement of certain types of goods, to large scale shippers of manufactured goods. LSPs are concerned with security of shipments as well as providing added value customer service.

3. Beneficial Cargo Owners. Increasingly the recipient or owner of the goods is turning to container tracking service providers to provide simple technology to monitor and locate their container loads. This could involve monitoring the container whilst in transit or whilst it is at a container port terminal.

Most of these customers want to get maximum benefits with minimal effort. Whilst the technology performs its task well, the key element of the system is the ‘human factor’. It is important that customer should be ready to ensure that the equipment is attached and activated correctly, and when the cargo arrives, that there is someone reliable who can ensure the hardware is returned to the start of the logistics chain so as to repeat the process.

Companies offer different kinds of equipment for container tracking. We ensure every customer get a device what fit their needs (which information they want to know). Governments – these customers mainly use the most integrated systems. These include RFID networks at port terminals combined with container mounted tracking devices and sensors. Logistics service providers and Beneficial Cargo Owners – these customers want a self contained, ‘easy on – easy off’ devices that can be fixed to the container. Some of these customers do not want to open the container door after they have been sealed, so we supply devices that are fitted to the outside of the container.

The main benefits are:
1. Security of container doors. The ability have immediate alerts of unauthorized door opening sent to the manager of the container movement operation. This information can also be stored on the device itself for analysis later if a realtime data channel isn’t available.
2. Tracking. Customer can use the realtime location information to generate a wealth of management information.
3. Container Monitoring. We supply devices that include a number of telemetry sensors that can detect light entering into the container – useful if the container is being sabotaged; temperature monitoring – useful for reefer type containers, and also an accelerometer to report if the container has been dropped.

There are a number of business models for customers:
1. BOT. For governments we can supply all the equipment on a build, operate, transfer basis whereby the purchase is financed in return for a concession agreement to operate the system. We can train in country staff in the system.
2. Outright Purchase. We offer this to all customer who wish to make a capital purchase on equipment. We then provide support and maintenance agreements to ensure the equipment can reach its maximum operational lifespan.
3. Lease Rental. We have developed a very unique service whereby a customer can rent the system on an as needed basis. We price this based on numbers of containers and length of transit. This offer is very attractive to beneficial cargo owners and logistics service providers.

Matt Holland has been involved in gps tracking systems since 2002 and works with a number of gps tracking solutions providers. For more information and to purchase click this link for GPS container tracking.

International Shipping Container

Shipping containers are most vital in the transporting of goods from place to place especially for fragile and delicate products. International shipping containers are vital in the international shipment of these goods. The traditional methods of shipments are no longer used by international shippers because of higher percentages of damages resulting from exposure and no protection of cargoes. International shipment of delicate items are done with less damage expected because the items are placed inside the containers and covered with cardboard or polystyrene shields for protection. For fresh products or food items shipped internationally, placing these in cartons and polystyrene packaging materials will protect these from damage, likewise with electronic products packed in polystyrene shields or airbags.

The Growing Demand for International Shipment of Goods and Products

With the growth in economy of many nations worldwide, the demand for international shipment has also grown. International shipping containers are more often used these days not only for ease experienced by shippers but also for fast handling, loading and unloading of the shipments The growth and popularity of the internet has also added in more products shipped from country to country. Online ordering and purchases has grown tremendously and this adds to the growth of international shipments done. Goods shipped to many destinations worldwide are done without damages expected by shippers through the shipping containers as the means for shipment.

Methods of Loading for International Shipping Containers

The methods of loading for international shipping containers can be through live loading, drop off loading, or terminal loading. Live loading into a shipping container is when the container is delivered to the shipper and loaded with the items for shipment. After loading, the container will be brought directly to the ship freighter. Drop off loading is when a container is delivered and stay with the shipper for days wherein the products loaded can be done at the shippers pace. The shipper will request for this beforehand. Terminal loading is when the cargoes are delivered to port and loaded into the containers. The shippers will take charge in the delivery of the goods to the pier for loading into the containers.

Shipping House Wares and Personal Items

When you ship house wares or delicate and fragile personal items overseas, this can be a daunting task. It is only natural for you to worry whether the items will be received in good condition or whether there will be damages expected. International shipping containers will be giving utmost protection for cargoes delivered overseas. If the house wares are packed in corrugated cardboard boxes and fragile items packed in bubble wrap or airbags, this will be the added protection you will give to your delicate items for shipment.

Thus, it is possible to have your things shipped overseas without fear that these things will get damaged. Global containerized shipping is this method of shipment to places worldwide. International shipping containers are used and safe shipment of goods worldwide are done and even with negligible damages, this will be lesser expected and peace of mind given to shippers.

Read more information about the functions of international shipping containers at www.shippingcontainersandsupplies.com [http://www.shippingcontainersandsupplies.com/] and how does it really help in our business economy.

The Impact of the Global Recession

The global trade slowdown has affected international freight forwarding from China as the scale of the China import market contracts. As world demand for China imports falls away, especially in the very important markets of the United States and Europe, container volumes in China have fallen at double digit rates. As a result of the changing international freight market, expansion plans have been shelved as the freight transport industry reviews it operations and investment planning.

For example, plans previously in place for developing the port at China’s Ningbo-Zhousan port have been put on hold. It had been intended to build nine new container terminals as part of the port’s ambition to compete with Shanghai. Central to the freight services expansion plan was the development of the Jintang Dapokou Container Terminal, with a 1.8km quay and five container berths, which would redefine freight services in the area.

However, these plans are now on ice as China’s export dependent economy reels from the impact of the slowdown in global demand for China imports. The main ports in China, which is the world’s third largest economy, have all seen substantial declines, with international freight volumes at Shanghai down 15% year on year in the first quarter of 2009. This followed six consecutive months of steep declines as the economic slump takes its toll. Guangzhou port suffered the worst decline, with nearly 25% year on year decline in the first quarter of 2009. This was followed by Shenzhen at 21%.

Against this pattern of declining volumes for shipping companies, however, it is worth noting that there has been a booming demand in domestic trade in China, especially with the freight transport of cargo from the south of China to the north. For example, freight forwarding to Dalian in the north has increased 50% year on year and other ports in the north of China are also showing single digit growth due to the strong domestic demand.  However, this is still a small proportion of the total freight forwarding market and does not begin to compensate for the worldwide decline in demand for China imports.

Dr Fu Yuning, Chairman of China Merchants Holdings International, which has investments in nearly all China ports and whose terminals handle around 34% of all China’s container traffic, has said that 2009 will turn out to be ‘the most difficult year in a generation’ for shipping companies and the freight services industry in China. As well as the downturn in freight forwarding trade, China’s port operators are having to deal with operational difficulties created by the problem of empty containers piling up and this impacts negatively on operational efficiency.

It should be kept in mind however that despite the downturn, China is still seeing economic growth of around 8% this year, which is still a very rosy picture and one that bodes well for the future, as once the global economy resumes normal activity, China will be bound to continue to grow still further. Dr Fu anticipates that the worst of the slump will be over by 2010, so long as the US market for China imports begins to pick up as a result of a recovering US economy.

Not all investment plans are being postponed therefore, as many in the freight transport industry still have their eye fixed firmly on future opportunity.  For example, 2009 has seen the start of building works for Huizhou’s first container terminal. Located in eastern Guangdong, roughly 75 kilometres from Shenzhen, this new container terminal will have a total berth length of 800m and a yard area of 60 hectares.It will help transform Huizhou from a container feeder port and a terminal handling bulk and non-containerised cargo into one of South China’s leading container ports at the forefront of the China freight forwarders industry.

So despite the current gloom in the China import market and the difficulties currently faced by many a shipping company and freight company in the short term, there is still a mood of underlying optimism about the medium and long term prospects as the demand for China import returns.