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Research by a group of Australian ecologists printed in the British Ecological Society's "Journal of Animal Ecology" Chris Mullin USA Jersey , tells how the world's biggest living reptile was found in so many different South Pacific islands, even though they have very little strength for swimming.
"Like a surfer catching a wave, river Crocodiles, which can grow up to 20 feet (6 meters), can ride currents and cross hundreds of miles of open sea," said Hamish Campbell a University of Queensland ecologist and author of the study.
The research began in 2002, in the tropics of Australia's Queensland state and involved television personality and environmentalist, Steve Irwin, known as the, who was killed by a stingray barb off Queensland in 2006.
Using sonar transmitters and underwater receivers to track their movements over one year, the team tagged 27 adult crocodiles in the remote Kennedy River region.}
Campbell reported a 20-minute swim is a struggle for a crocodile, so he wasastounded when eight of the labeled crocodiles repeatedly made long journeys out to sea from their river home area that was over 35 miles (60 kilometers) inland.
Campbell said "It did seem unlikely that they were swimming the entire way and when we looked at residual surface currents from satellite images, you could see quite clearly that they were indeed following the current systems".
One 13-foot (3.8-meter) male swam 367 miles (590 kilometers) over 25 days to reach another river system, where it rested for seven months before returning.
"Why he went there, we have absolutely no idea, but it seems very deliberate, purposeful movements," said Campbell.
The research showed that currents are able to carry crocodiles, which can survive for several months [[without|with no}} food food or fresh water, across vast areas of the sea. It also explains why the same types of estuarine crocodile is found in different nations, separated by the ocean.
Zoologist Grahame Webb,an Australian crocodile expert independent of the study, welcomed the research as the fresh presentation of how crocodiles use tides.
Webb said "Long distances voyages at sea have always been a bit rare with crocs, and people have suspected that currents played a part. The research shows they're much more mobile than people realize".
Enormous crocodiles are powerful, but tire quickly. A 20-minute thrash about in a trap can kill a crocodile, because expending energy causes a quick buildup of lactic acid in their blood.
Estuarine crocodiles mainly live in rivers and mangroves in a range extending over more than 3,800 square miles (10,000 square kilometers) of the Southeast Pacific from Australia to China and India to Fiji.
A number of Solomon Island crocodiles were found in Vanuatu, a distance of around 1000 kms. It is thought the crocs went missing during a cyclone.

Chinese global PC giant Lenovo continues to receive some of the most severely critical media coverage in its history. Not that surprising given that the company recently reported a 51 percent fall in first quarter profit to $105 million.


Even a rise in revenue, albeit a modest 3 percent, to $10.7 billion has been interpreted by large parts of the international media as "below forecasts".


But what has not been reported fully are the possible causes of this apparent downturn in the world's leading PC producer's fortunes, and the turnaround rebranding strategies that Lenovo are considering, and which could lead to a dramatic and sustained recovery.


Also not as widely reported is the pre-tax loss of $292 million in the three months to the end of June recorded for the mobile division, which appears to shine a spotlight on the root cause of Lenovo's recent profits plunge.


Lenovo reported recently that its PC business had reached a worldwide market share of 20.6 percent, with a 13-percent stake in the key US market, which increases the focus on the company's move into mobiles and the recent performance of its mobile division.


In response to news of its nosedive, Lenovo has acted swiftly and decisively. A major cost-cutting program with a short-term target of saving $650 million has already been launched. Cutting 3,200 jobs will play a big part in this radical project, and represents almost 10 percent of its nonmanufacturing employees worldwide and about 5 percent of its global workforce.


To gain sufficient understanding of Lenovo's competitive challenges it is necessary, as is often the case, to delve into the PC giant's past performance and strategic decision-making. In particular, it is most enlightening to expose the key reasons behind Lenovo's relatively rapid rise to global PC producer leadership.


Of course, the seeds were sown behind Lenovo's meteoric rise many years ago, but a quantum leap took place in 2005 with the audacious takeover of IBM's PC business. Crucially, the IBM acquisition included ownership of the corporate brand name, as well as already established and powerful product brands such as ThinkPad. Naturally, Lenovo paid handsomely for these brands, a not inconsiderable $1.25 billion, but also assumed an additional $500 million of IBM's corporate debt.


Despite the initial financial outlay, Lenovo benefited in numerous ways from this takeover.


While IBM's more advanced PC manufacturing technology and access to global markets are the most obvious, it is perhaps the far more intangible benefits such as the growth in confidence, ambition and self-belief that lie behind Lenovo's continued rise over many post-acquisition years.


As part of the 2005 deal, Lenovo also acquired the rights to continue to use the IBM brand name for five years, but such was the consequential gain in confidence from the takeover that Lenovo soon began promoting its own corporate brand name and identity.


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