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Reviews EC funded “Woodcare” project conference held in London in September 1998. The research project studied the behaviour of the death‐ watch beetle and investigated why treatments had failed to eradicate the insect. An integrated pest management approach is advocated.

The case includes theoretical references to family business, organizational culture, resource-based value and leadership.

The case combines primary and secondary data. There is ample public information about Martin Guitar including histories of the company and its instruments. These were used for background. Primary data were provided by the company in the form of customized data and interviews.. The case writer has served Martin Guitar as a consultant and also plays Martin instruments. The case writer had numerous opportunities to interview Chris and his key lieutenants.

In 2019, C.F. Martin IV (Chris) was in his fourth decade leading one of the America’s oldest family-owned companies, C.F. Martin & Co., Inc. Martin Guitar is a globally known maker of fine guitars that are prized by collectors, working musicians and amateur musicians. Chris was raised in the family business and took on the CEO’s position at the age of 30. The case describes the company’s management practices and the culture that has emerged from them. In 2019, at age 64, Chris confronted issues faced by his predecessors over multiple generations: how to prepare the company for succession, and maintain its strong performance as a family-owned company in a dynamic industry environment.

The case is designed for a management course for upper-level undergraduates.

Describes a small investigation into cycle safety with Key Stage 1 pupils. The investigation used the draw and write technique to find out what children in years 1 and 2 knew about safety in relation to riding bicycles. Finds that many children were aware of the need to wear a cycle helmet, and that some wrote about the need to wear knee pads, arm bands or special clothes. Suggests that a session such as that described could provide a useful way to work about keeping safe outdoors, road safety, protective clothing or safe behaviour, or as a useful one‐off session before a school holiday.

Interactive Web sites are only the beginning. Formulating a potent and holistic integration strategy with vital back‐end systems is the key to true long‐term e‐commerce viability.

Before you can protect critical information, you have to know what you've got and where it's at.

Entrepreneurship research has paid little attention to variance in entrepreneurial opportunities, instead choosing to treat them as homogenous. Thus, the field has failed to acknowledge that there are significant variations in means–ends conceptualizations giving rise to different types of opportunities. Further, researchers and educators have not fully considered that the type of opportunity being pursued has implications for which entrepreneurial actions are required to realize a successful outcome. We address these issues in this chapter by distinguishing means–ends combinations such that four types of opportunities – replication, reinterpretation, revelation, and revolution – are introduced. This matrix leads to propositions regarding differing actions that would be emphasized as a function of the type opportunity under consideration (e.g., legitimacy building, knowledge assimilation, market demand, and resource acquisition). The net effect is an improved understanding of how variations in means–ends conceptualizations influence how entrepreneurs interpret their particular opportunity, which in turn drives the actions they take as they attempt to turn their vision into reality. This improved understanding has important implications for entrepreneurship education and we suggests a number of possible changes to pedagogy that flow from our framework. We believe that these changes will bring added richness and value to the classroom.

The article considers trends in the Czechoslovakian wine industry, the industry's home market faces a decline in per capita consumption and increasing price sensitivity. Through a case study the development of a particular producer of quality wine is examined together with the emergence of a coordinated approach to marketing decisions. The UK is a potential export market for such a producer. The growth and development of the UK wine market is considered and opportunities identified. Developing a producer to serve those requirements is found to be difficult requiring the producer to readdress the issue of quality. Bottles and labels may also need to be changed. The development process requires investment and the risks of political change need to be considered.

Examines through a case study and commentary the strategic situation facing a large Czechoslovakian drinks producer, Vino Mikulov. The case material illustrates the extreme uncertainties and difficulties faced by wine producers in newly liberalized economies. Government continues to regulate the supply of grapes and bottles remain a state monopoly, with resulting difficulties for the wine producer. The Czechoslovakian wine market is found to be regional and price‐sensitive with consumers demonstrating a low level of brand loyalty. Also considers factors underlying import and export. The directors of the newly privatized enterprise have developed a set of strategies that provide a coherent response to the uncertainties of the market. A process for the rapid development of new products is in place together with product labelling, although pricing and promotion remain relatively neglected decisions. The overall strategy is one of flexibility, limiting vertical integration and a rapid development of the product range.

Considers the role of design as a marketing tool for the wine industry. The meaning of design and its relationship to marketing is defined then explored from a number of perspectives to demonstrate its relevance to modern wine making techniques. Examines the possibilities for a design led approach to wine making using case material from an English Winery. Concludes that design offers real opportunities in wine making as a means for developing effective marketing strategies.