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The study examines the roles of capital rules, macro variables and bank business models in determining the safety of banks as measured by the “distance-to-default” (DTD) with the purpose of drawing implications for regulation of bank capital and business models.

A panel regression study using pre- and post-crisis data for 108 US and European banks is used to explore the issue empirically. A new technique is also used to back out the amount of capital banks would have needed during the crisis to keep the “DTD” in the very safe zone.

The simple leverage ratio has a strong relationship with “DTD”, while the Basel ratio does not. The most important business model features are derivatives and wholesale funding, which have a strong negative relationship with “DTD”. Trading and available-for-sale securities have a positive influence. Calculations show that it is not possible for any reasonable capital rule to compensate for the risks created by business model features encompassing large derivative-based activities. Bank separation policies are essential.

The micro evidence-based analysis as an approach to bank regulation and business model requirements stands in contrast to the ad hoc way policy has been constructed before and after the crisis. The empirical evidence supports separation based on the balance sheet size of derivatives and a leverage ratio instead of the complex Basel risk-weighted capital approach. The current approaches to structural separation are criticised constructively, and some evidence-based suggestions for improving bank business models to reduce systemic risk are made.

Advanced design strategies supported by iterative engineering performance calculations expand the number of alternatives designers can analyze by orders of magnitude. Yet, in the face of vast, under‐constrained design challenges with wide ranging and sometimes ill‐defined implications related to sustainability, it is not possible to replace building design with automated search. The purpose of this paper is to assist designers in their selection of strategies that have been shown to be effective in promoting sustainability.

This paper applies and extends the design exploration assessment methodology (DEAM) to compare the value of distinct design strategies. The authors use DEAM to demonstrate that designers face non‐trivially distinct challenges, even in the well‐defined arena of design for energy efficiency. They next evaluate and compare the effectiveness of strategies such as point‐analysis, screening, trend analysis, and optimization. They identify associated process costs, and extend DEAM to assess the relative value of information that each strategy provides for a given challenge.

Findings empirically rank six strategies for two challenges and demonstrate the relatively high value of trend analysis for energy‐efficient design.

The implication of the findings is that advanced computer analysis strategies should be pursued to support high performance, energy‐efficient design. Such conclusions motivate future research to assess the value of various strategies in the context of the broad and qualitative fields of sustainable design and development.

Although multi-brand loyalty (MBL) in consumer markets has been identified in previous brand loyalty research, empirical studies have not yet explored the facets of its different types. This paper aims to have a deeper understanding of MBL by investigating its different types and facets.

This study uses a sequential, qualitatively driven mixed-method design consisting of in-depth interviews and supplementary survey research.

The findings of this study suggest that mood congruence, identity enhancement, unavailability risk reduction and market competition are the most important facets that explains the two types of MBL (complementary-based and product substitutes). Furthermore, the findings show that the family factor can motivate consumers to be multi-brand loyal by adding brands to an initially family-endorsed brand.

This study advances the conceptual foundations of MBL and extends previous research on brand loyalty. Some of the findings may be limited to the economic and cultural context of relatively affluent countries with an abundance of market offers.

Marketing managers gain insights into how to manage brand loyalty and how to transition from MBL to single-brand loyalty.

The study generates novel insights into the facets of different types of MBL.