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The deference towards brands that motivated yesterday’s consumers to purchase is no longer so evident in today’s shopping environment. As consumers become more sophisticated in their assessment of brands and more demanding in their requirements, brand management will need to develop more substantive market models to regain the initiative. Outlines an empirical model of brand loyalty that provides diagnostic data to support the management of brand loyal behaviour and customer equity in grocery markets.

Using the chocolate industry as a case in point, the authors show how to analyze and take advantage of industry factors that either propel or weaken the trend toward globalization.

The purpose of this paper is to emphasise the importance of the study of ethics in an international context in business courses.

The paper begins with proposed learning outcomes. It examines, using contemporary examples, the increased importance of corporate social responsibility (CSR), the implications of national and international legislation concerning ethical issues and the need for sound overall corporate governance. It concludes with analysis of recent progress towards sustaining ethical standards. The various key ethical dilemmas which occur in business are examined using recent examples, both from the UK and internationally.

The paper presents an optimistic analysis of recent progress made in the development of ethical standards in business, including suggestions for future good practice, both internationally and at company level.

The paper emphasises the importance of sound governance, which is fundamental to the success in fostering ethical practices in international business.

Introducing board games to the board room has helped Cadbury Schweppes educate its employees about corporate and social responsibility, explains Mark Young, director of Future Considerations.

Frances Wilson, international manager at the Chartered Institute of Personnel and Development (CIPD), and freelance journalist Peter Williams examine reward and recognition from a global mobility perspective and look at how Cadbury Schweppes is managing global growth through reward design principles.

Amongst one of the most progressive worker participation programmes currently being developed is the one by the Cadbury‐Schweppes group. Much has been written elsewhere about the philosophy and approach being used. ICT were recently able to discuss the training and people development approaches that have been adopted by one of the Cadbury‐Schweppes group operating units — Fry's at Somerdale.

The purpose of this research paper is to underscore that harmonization of laws, much as it might not offer a lasting cure of tax avoidance and other forms of financial crimes, can enhance the fight against it and subsequently help to forestall it. Tax avoidance has remained an intractable challenge and costs governments astronomical sums of money, largely because taxation is a sensitive issue in the realm of sovereign national jurisdictions. The first part of this paper involves a review of empirical data on tax avoidance to create a context for evaluating theoretical issues on tax avoidance and how they are manifested in practice. It draws examples in a cross-jurisdictional perspective given the global character of tax avoidance and evasion as financial crimes. The last part of this paper discusses possible recommendations that could be implemented to tackle tax avoidance and its attendant challenges on economies.

The author has carried out a scoping review of the literature on tax avoidance and myriad of ways used to commit it globally. There was a wealth of data on tax avoidance, evasion, money laundering and harmonization of laws, which was reviewed and applied in undertaking this study. These data were sourced from published academic books, journal articles and online data sources/websites. This paper reflects on and internalizes most recent empirical data on tax avoidance and evasion such as unprecedented leak of millions of files from the database of the world’s fourth biggest offshore law firm, Mossack Fonseca – the so-called “Panama papers”, which has revealed the extent of tax avoidance globally. It also goes an extra length (literally speaking) to underscore important measures that ought to be introduced to address tax avoidance, evasion and money laundering once and for all.

The findings of this paper confirm that while harmonization of law has its inherent shortcomings, it is necessary to enhance individual state’s ability to deal with overlapping interstate challenges such as tax avoidance. This paper proffers a thorough analysis of tax avoidance, the varied context in which it is manifested with a view to evaluate measures that could be adopted by states to minimize or forestall it globally.

This paper has used data on tax avoidance and cognate areas in underscoring inherent challenges in current measures against tax avoidance globally. There were not many studies carried out on the role of harmonization in bolstering states’ efforts against tax avoidance and other financial crimes.

Paying taxes or avoiding paying it has a direct bearing on people, societies and national governments. It is therefore important that states adopt measures to curtail tax avoidance – because it costs governments a lot of revenue.

Though studies have been conducted on tax avoidance and cognate areas, this paper articulates that harmonization could greatly enhance the fight against it globally. This paper will appeal to tax authorities, banks, governments, policy makers, oversight financial institutions and those who have a vested interest in regulation of financial crimes globally.

The food industry′s managerial response to the environmental change of EC accession is examined. Nine case studies had been carried out in the late 1970s and the same nine companies have been recently revisited to provide a longitudinal study. As we approach “1992”, EC issues have again become strategic.

The food industry's managerial response to the environmental change of EC accession is examined. Nine case studies had been carried out in the late 1970s and the same nine companies have been recently revisited to provide a longitudinal study. As we approach “1992”, EC issues have again become strategic.

Successful growth strategy has a lot to do with careful preparation to identify attractive markets and new sources of customer value and competitive advantage. If the plan for achieving growth includes acquisitions, then we also have to consider company valuations and the availability of suitable acquisition targets. A challenge for many companies is knowing when and how much to adapt their strategy in the light of specific acquisition opportunities that become available. If a poorly‐performing competitor becomes available at a modest price should we try to adapt our strategy to take advantage of the opportunity? If the price for an attractive acquisition is bid up beyond expectations should we walk away or try to find a way to pay what the market says the company is worth? In this article, Stuart Jackson shows how successful acquirers combine both strategic discipline and a willingness to react quickly to market opportunities, an approach he calls strategic opportunism.

In this article, Jackson draws lessons from leading private equity investment groups, some of whom excel at this approach. To illustrate his points, Jackson uses the example of Snapple Beverage Corporation, a company that has been acquired four times since 1992, twice by private equity investors Thomas H. Lee and Triarc, and twice by corporate owners Quaker Oats and Cadbury Schweppes. Each owner brought different organizational priorities and different capabilities to add value to the business.

There is a huge disparity of returns for companies investing in the same business during different periods. The clear implication is that for a successful growth strategy involving acquisitions, companies need to get both the strategy and the timing right. This may require adjusting the strategy in light of opportunities that arise, and taking steps to align organization priorities and incentives.

By comparing the very different acquisition approaches of corporate and private equity investors, the article provides valuable insight into how private equity investors are often able to deliver strong performance even without the benefit of substantial synergies, while corporate acquisitions often fail to deliver attractive shareholder returns.