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Despite the universal recognition of port as one of the most traditional and famous fortified wines in the world, there has been little investigation into this product, in either the field of marketing or strategic management. An empirical investigation into the marketing strategies of port wine companies is presented here. Qualitative data were obtained during early 1998 through internal sources and semi‐structured interviews conducted with the directors of port wine shippers and the chairmen of institutions which play a key role in the port wine industry. Four different types of companies were identified in the port wine industry: companies owned by multinationals (MOCs), British family‐owned companies (BOCs), Portuguese family‐owned companies (POCs) and independent wineries (IWs). This study identifies the key issues faced in relation to each of the components of a marketing strategy. It reveals the importance of key issues involved in the development of marketing strategies of port wine, and in particular, the extent of distribution network, packaging, product quality, price point, value for money, direct marketing and the organisation of special events. It also reveals that the port wine industry is controlled by long‐term orientated organisations (i.e. MOCs and BOCs). Companies that have difficulties in controlling their distribution network (i.e. BOCs and IWs) also have difficulty in establishing long‐term objectives. Generalisations to wine marketing must be made with caution since this investigation was built on a study of a specific wine industry which has particular characteristics.

In 1988 the information technology consultancy, Eosys, undertook an extensive programme of research — workshops, case studies, interviews and a great deal of desk research by IT consultants, architects and building services engineers — in an attempt to raise the profile of cabling in the world of the building professional: the results were published in a series of articles in the Architects' Journal.

In a 1996 Harvard Business Review article, Michael Porter wrote that “developing a strategy in a newly emerging industry or in a business undergoing revolutionary technological change is a daunting proposition.” But Porter went on to say that he doubts there are really many industries that have or will soon enter “a new era of competition” in which digital technology suspends all of the old rules.

Examines the global organization and its particular management development needs. It proposes that implicit in the idea of global stategy is a model of management based on efficiency. Efficiency is created by a uniformity of approach across national and cultural boundaries. Global managers must also be able to create effective microcultures of unified action worldwide. Describes a management development programme which uses simulation to provide managers with a practice field for creating a unifying cultural framework which can cohere diverse interests around organizational strategy.

In any machining process, the surface profile of the workpiece is continuously changing with respect to time and input parameters. In a conventional machining process, input parameters are feed and depth of cut whilst other parameters are considered to be constant throughout the process.

The direct and indirect participation of this instantaneous curvature can be used to optimize the strategy of cutting operation in terms of different parameters like heat generation-induced stresses, etc. The concepts of the metric tensor and Riemannian curvature tensor are made use in this study as a representation of curvature itself. The objective of this study is to create a mathematical methodology that can be implemented on a highly flexible machining process to find an optimum cutting strategy for a particular output parameter.

The study also includes different case studies for the validation of this newly introduced mathematical methodology.

The study will also find its position in other mechanical processes like forging and casting where instantaneous curvature affects various mechanical properties.

This paper aims to explore the benefits of a regional internationalization strategy and investigate how a rapidly internationalizing SME’s development of market knowledge relates to this strategy.

After a brief overview of the literature on international SMEs, the internalization approach and the IP-approach, a case study is introduced and analyzed.

The case findings illustrate that market knowledge steers the investigated firm to follow a regional approach of operations. The regional strategy lessens perceived risks, saves costs and generates sufficient knowledge about one market at a time.

It is important for managers in rapidly internationalizing SMEs and for policymakers to recognize the benefits of supporting regional orientation initiatives for enhancing these firms’ internationalization.

This paper presents a longitudinal case study that contributes to further the understanding and insights into the operations of born regionals. By probing deeper into the ideas provided by the internalization approach, the IP-approach and research about international SMEs, the study contributes with a unified framework for understanding the benefits for rapidly internationalizing SMEs to operate on a regional scope.

This paper relates the different motives for transferring employees internationally to the conduct of each major international strategy (multidomestic, global, and transnational), proposes seven hypotheses on these relationships, presents and discusses the results of a survey of heads of human resources or international operations in United States based companies, and concludes with theoretical and practitioner implications of the study and suggestions for future research. We found significant support for three hypotheses and directional support for two others.

The current study aims to identify the factors underlying differing preferences for conflict‐management patterns within work teams. Two major antecedents of dispute resolution modes were examined: the team members' emotional reactions to and their perceptions of the type of conflicts encountered in their work group. The sample consisted of 69 medical teams, comprising 331 employees (nurses and physicians) employed in several medical organizations. Self‐report structured questionnaires were used to assess the research variables. A series of regression analyses showed that cooperative (integrating and compromising) patterns of conflict management were associated with positive intragroup emotional states; contentious (dominating) patterns were associated with positive as well as negative emotions; and an avoidance pattern was associated with negative emotions only. Additionally, negative emotions were found to mediate the association of relationship conflict with a dominating pattern of conflict management. The findings point to the centrality of emotional states in determining conflict management preferences at the intragroup level.

Conjoining the SWOT matrix with the balanced scorecard (BSC) makes a systematic and holistic strategic management system. The SWOT matrix clearly identifies the critical success factors that can be implemented into the identification of the different aspects toward the balanced scorecard. It is, therefore, a more structural approach in setting up the foundation of the balanced scorecard; instead of simply identifying the “key performance indicators” (KPI) via gut feeling or by brainstorming. The next step of the whole process is to make use of the quality function deployment (QFD) methodology with the balanced scorecard (BSC) attributes identified as the “Whats” on the vertical axis, and the major strategies of “The Art of Business Management” Sun Tzu’s as the horizontal “Hows” axis. The relationships are then studied in the body of the QFD matrix. Consideration is then given as to how the model presented can be customised to allow companies using this approach to develop and implement their corporate business strategic plan.

In 2008, Shaheen Mistri, founder of the nonprofit Teach For India (TFI), was grappling with applying and adapting the business and recruitment models of the successful U.S.-based Teach For America and UK-based Teach First to meet the challenges of the education sector in India. The case provides a review of the U.S.- and UK-based models, as well as an analysis of the factors that drove their growth in their respective markets. However, the adaptation of these models to create one that could succeed in the Indian context was not straightforward. The case describes a number of ways the challenges in India differ from those in the United States and United Kingdom—namely, the size and magnitude of educational inequity, the motivations of undergraduate students as potential teacher-volunteers, the part that parents play in making career decisions for their children, and the attitudes of school officials.

Students reading the case will discuss the roles of various constituencies involved in these models. After identifying how crucial constituencies are served by the U.S. and UK models, the students will then brainstorm concrete ways that these models could be adjusted for India so Mistri could successfully recruit her program's first cohort of TFI fellows

• Understand that crucial constituencies and value propositions often change as a for-profit or nonprofit business moves from one country (or part of the world) to another

• Apply the disciplines of market positioning of for-profit businesses (target market selection, frame of reference, and point of difference or superiority) to a nonprofit business

• Create value propositions for the various constituencies of a nonprofit organization, including volunteers, funders, and aid recipient

Understand that crucial constituencies and value propositions often change as a for-profit or nonprofit business moves from one country (or part of the world) to another

Apply the disciplines of market positioning of for-profit businesses (target market selection, frame of reference, and point of difference or superiority) to a nonprofit business

Create value propositions for the various constituencies of a nonprofit organization, including volunteers, funders, and aid recipient