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In relation to WWI war memorials, we traditionally we have had a picture of earnest committees raising funds to build an obelisk, and dedicating it in a ceremony filled with poignancy and regret, sorrow and pride. And while that is essentially correct, the picture Jock Philips and Chris McLean painted (in their 1990 book) was skewed in one salient aspect – virtually all New Zealand communities also commemorated their fallen with a trophy gun. Hundreds of captured artillery pieces, mortars and machine guns were brought back from the front and distributed – to every city, town, borough, suburb and almost every school. This paper explores a slightly different view our commemorating the sacrifices of the Great War, one that added an element of 'cold steel' to the marble statuary. So what did we see in these trophy guns? Were they a triumphal statement or a reminder of loss? And what happened to them and the mode of commemoration they signified?

The monograph examines firstly the magnitude of demand for capital investment in individual items of distribution equipment—ships, aircraft and motor vehicles, It then concentrates on financing motor transport, examining the objectives of acquisition analysis and the relative importance of the company controlling its own fleet. Alternative methods of distributing the product are examined to show how transport involvement can be minimised according to the marketing strategy adopted. The monograph considers, in some detail, alternative approaches to commercial vehicle acquisition. The broad principles of the subject are discussed and three common methods presented—outright purchase, hire purchase and leasing. Worked examples are shown for each method, using discounted cash flow techniques and the net present costs of the alternatives compared. The final section of the paper examines the changing demand for capital in the company for transport from its launch as a one man operation through to the mature large organisation.

The costs of physical distribution, like the costs of production or marketing, consist of a number of elements whose prices are frequently determined independently and without apparent reference to each other. In the same way that production costs can be controlled by varying the inputs of capital, raw materials and labour according to their current cost relationships; or the efficiency of a marketing programme maximised through judicious adjustment of the marketing mix, so can the costs of physical distribution be minimised by scientific warehouse location, inventory control, transport mix analysis, containerisation and route planning. Widespread application of operational research techniques, industrial engineering and marketing research mean that the spectacular savings available in the past in marketing and production have been achieved.

Motor manufacturers have begun to change their
way of thinking within their dealership networks;
the new development of the provision of
associated services by the manufacturers
themselves is described within the framework of
value‐added strategies for the marketing function.
Services in the automotive industry are listed and
their costs and benefits analysed. The implications
of a value‐added strategy are discussed.

"This history of the Royal New Zealand Engineers gives a comprehensive account of the corps actions, events and personnel from the New Zealand Wars of the 19th century to the present day. It examines military engineering in New Zealand, including that of Māori, the corps role in overseas wars and home defences, and provides a contemporary record of New Zealand's contribution to military engineering, including demining operations, peacekeeping and civil aid missions"--Publisher information

Job evaluation is not an exact science. Yet notions of "comparability" and "differentials" seem to imply that a set of objective criteria exists which can provide the necessary and sufficient causes for ranking one job higher or lower than another. At the same time, it is commonly accepted that subjective and non‐rational factors enter into the evaluation of jobs. One example of such factors (of particular interest in the light of recent legislation) is that of sex bias.