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Here we have the opportunity to take a detailed look at the mechanics of distribution as A.C.S. Hawes, Director of BHS, describes the day‐to‐day organisation of their Atherstone Distribution Centre. He leads us through the decision to centralise their operations, their strategic plan, the organisation of the movement of goods, manning levels and the flow of goods through the centre. He discusses the pros and cons of this method and gives an appraisal: this paper, which had its first hearing at the Centre for Physical Distribution Management National Conference in 1978 is, considering its comprehensive scope, both balanced and concise.

The paper aims to analyse the reasons behind the leadership shown by a case study retailer through the introduction of factory gate pricing (FGP) within the grocery sector. Further, there is an evaluation of the transport management techniques used to support FGP and the operational benefits gained.

The research is based around a single case study of a UK grocery retailer, which has adopted FGP. A range of data sources has been collected during a project with the retailer. Techniques used include process mapping, interviews, workshops and company presentations.

Strategically, the introduction of FGP has provided economies for the retailer strengthening its position in the market. Four main transport management techniques have been deployed to achieve this, generating reductions in transport and inventory costs while improving customer service levels. There are also some issues that need addressing, in relation to the need for a single point of control, who manages this point and the technological capabilities of transport providers.

Only a single case study is presented, and the research was carried out during the early phase of implementation.

FGP requires a certain degree of scale to be effective, and should complement current processes within a business. There is a need to manage relationship issues with suppliers and transport providers.

The paper presents a detailed case study of FGP within the grocery sector, which is more complex than previous application of the concept. The strategic rationale for pioneering FGP is considered, along with its tactical deployment and operational benefits. Concerns are also highlighted, to provide a balanced evaluation.

Intimate partner violence (IPV) represents a widespread social and public health problem. Researchers have been shown association between IPV and mental health problems. The purpose of this paper is to present a review of the literature on relationship between wide ranges of mental health problems.

Research papers related to mental health problems among IPV perpetrators and published in leading academic journals in UK and abroad from 1987 to 2017 were identified and reviewed.

Although there were some equivocal findings, the authors found that most of the available research suggests that there is a variety of psychological health problems among IPV perpetrators. Specifically, there was evidence of a significant relationship between anger problems, anxiety, depression, suicidal behaviour, personality disorders, alcoholism or problem gambling and perpetration of IPV. Results from analysed studies identified high rates of co-morbid disorders in IPV perpetrators.

The findings highlight the need for treatment services to undertake screening and assessment of wide range of psychological difficulties to be able to provide best treatment approaches.

To the best of our knowledge, this is the first systematic review that has included studies evaluating various psychological health problems among perpetrators of IPV.

On 26th February, 1995 much of the UK merchant banking group Barings was placed in administration following a failed attempt by the Bank of England to find a buyer in the wake of massive losses incurred on unauthorised trades. The group, however, was subsequently bought by the Dutch financial services group ING. While recognising that many parties contributed, directly or indirectly, to the collapse of Barings, this paper focuses on the role played by the Bank of England as the main UK supervisor of the Group. It draws upon the findings of the official enquiries conducted in both the UK (by the Board of Banking Supervision) and Singapore (on behalf of the Singapore Ministry of Finance).

It is a well known fact that bacteria play a large part in the success or failure of the satisfactory production of dairy products, but the role of yeasts and moulds should not be overlooked. These living organisms, commonly known as fungi, are the next higher form of life in the vegetable world after the bacteria stage. Their form of growth resembles the growth of plants in that they reproduce by budding, and their spores, analogous to the seeds of plants, are the means whereby many species propagate further generations. The yeast cell is much larger than the ordinary bacterium, so that it is possible to study them with the aid of much lower magnifications. When grown on solid media the yeasts give colonies not unlike those of bacteria except that the edges of the colonies are less defined, the colonies themselves project well above the surface of the media, and their surfaces are usually of a rough appearance. A good example of mould growth is that of the ordinary “green mould.”—Yeasts usually prefer to grow on the surface of liquids, and moulds are found to grow most vigourously on solid or semi‐solid media, such as meat, cheese, butter, etc. The growth of bacteria in the media hinders the simultaneous growth of the fungi, so that it is only after the media has become too acid for the growth of bacteria that yeasts and moulds are able to grow. In support of this theory it has been found that fungi will grow on the surface of sterile milk, but ordinary fresh milk containing bacteria is not a suitable media as the fungi cannot compete with the bacteria. It is found, therefore, that only bacteria proliferate in fresh milk. However, when milk has become sour bacterial growth is arrested, and it is then that mould growth becomes perceptible. The fungi tolerate a relatively large amount of acid. Media used for their cultivation is generally standardised to a ph of about 4.5. The optimum temperature for their growth is in the region of 75°–90° F. Some species will grow at 32° F., others even below this temperature. Low temperatures are not lethal to the fungi, so that when infected products are removed from cold storage growth may occur. The temperatures required to kill them and their spores generally falls between 130°–180° F. Most yeasts are killed at temperatures above 120° F., while their spores may have to be exposed to higher temperatures.

Movement of people from one retail trade area to another in search of better options and deals has been studied across the world owing to its large impact on trade flow. Studies have been done in various rural and urban settings. However, almost all except one fails to provide a comprehensive model of outshopping which has its own limitations with regard to its applicability’s across cultures and in various settings. Nonetheless findings from the literature provides necessary inputs to start studies in various other cultures and settings. Results are presented in form of various definitions, various types, methodologies used, factors identified (individual characteristics, market characteristics, product related variables and accessibility factors) and patterns across continents. Attempts have also been made to explain their applicability to Indian conditions along with various limitations and gaps.

Stagflation and persistent balance of trade deficits during the 1970's encouraged government policy makers in many countries to seek improvements in export market performance. Another significant development during the 1970's was the empirical verification provided by the PIMS project of the positive relationship between a firm's market share and its profit ability, or other measures of performance in a particular market. The authors propose that the PIMS findings may also apply for an aggregation of firms — namely, world traders. A market share analysis of the export trade performance of the U.S., the E.E.C., and for Japan is presented, the implications of this research are discussed, and some directions for future research are provided.

This paper aims to explore not only the greatness of Patterson but also some of the mistakes he made along the way.

The study traces the career of John Patterson, founder and president of the National Cash Register (NCR) from 1884 to 1922. Data from many different sources, some only recently available through the HathiTrust Digital Library, are analyzed to provide a systematic and focused examination of Patterson’s greatness, as well as some errors in judgment he during his lengthy leadership at NCR.

John Patterson recognized the potential development of a new global industry before it existed and went to work creating it. After he bought the original patents for the cash register, he spent huge sums on research and development and secured hundreds of additional patents on the device. He also spent a fortune on educational advertising to create market demand where none previously existed and invested heavily in developing his salesforce through a strong focus on training, professionalism and high commissions. He also engaged in many unsavory sales practices to try to keep others from encroaching on what he considered his exclusive right to the cash register market. At one point, he was convicted in a criminal proceeding for those efforts and sentenced to prison.

This is the first paper to provide a balanced review of Patterson’s contributions to the business history of that era from a sales and marketing perspective. The paper may be of interest to marketing scholars and practitioners, as well as business historians.

With U.S. health care costs increasing at three times the rate of inflation and Americans spending 50 percent more on health care than any other nation, health care practitioners will most certainly continue to focus upon cost containment and budgets (Guthrie, 1991). However, as suggested by some experts (e.g. Lytle and Mokwa, 1992), managerial approaches preoccupied with containing costs and financial budgeting are no longer sufficient for success, or maybe even survival, in today's intensely competitive marketplace. The major transformations in structure that have taken place in the health care industry throughout the 1980s call for more proactive and strategic approaches to planning and managing if health care organizations are to be successful in today's highly competitive environment.