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Maintains that, in multi‐product companies, frequently it is the case that decisions taken on the price of one product will have implications for other products in the range. Controversy has frequently centred on the role that costs should play in determining price. Discusses attempts to overcome problems in pricing by use of a marginal cost approach rather than a full cost approach, therefore allowing the pricing decision to become one of attempting to maximize the contribution the product will make — the difference between price and the direct and attributable costs. Posits that product costs become irrelevant to pricing decisions even though they are highly pertinent to the decision's profitability. Examines price as one of the simplest ways of segmenting markets, stating that price segmentation can become far more effective when based on value‐in‐use.

This research aims to understand how organizational workplace meetings surrounding the COVID-19 pandemic impacted logistics Airmen across the United States Air Force and how these meetings impacted their risk seeking behavior on social media.

This survey research tested an extended Planned Risk Information Risk Seeking Model (PRISM) with organizational meetings as an antecedent to determine if current meetings influenced an Airman's perceived behavioral control, attitude toward seeking, subjective norms, knowledge sufficiency and intention to seek information regarding COVID-19.

Results of the CFA showed that the expanded PRISM model had good model fit. Additionally, using a custom dialog PROCESS macro in SPSS, it was found that perceptions of existing meetings were directly, positively related to attitude toward seeking, subjective norms and perceived behavioral control, and indirectly related to knowledge sufficiency threshold and information seeking. Theoretical and managerial implications are discussed.

This research adds to the limited body of knowledge of crisis communication and effectively expands the PRISM model to include an antecedent that helps explain information seeking during times of uncertainty.

The purpose of this paper is to review existing smart manufacturing (SM) maturity models' dimensions and maturity levels to assess their applicability and drawbacks. There are many maturity models available but many of them have not been validated or do not provide a useful guide or tool for applications. This gap creates the need for a review of the existing maturity model's applicability.

Nineteen peer-reviewed maturity models related to “Digital Transformation,” “Industry 4.0” or “Smart Manufacturing” were selected based on a systematic literature review and five consulting firm models were selected based on the author's industry knowledge. The chosen models were analyzed to determine 10 categories of dimensions. Then they are assessed on a 1–5 scale for how applicable they are in the 10 categories of dimensions.

The five “consulting firm” models have a first-mover advantage, are more widely used in industry and are more applicable, but some require payment, and they lack published details and validation. The 19 “peer reviewed” models are not as widely used, lack awareness in the industry and are not as easy to apply because of no web tool for self-assessment, but they are improving. The categories defined to characterize the models and facilitate comparisons for users include “Information Technology (IT) and Cyber-Physical System (CPS) and Data,” “Strategy and Organization,” “Supply Chain and Logistics,” “Products and Services,” “Culture and Employees,” “Technology and Capabilities,” “Customer and Market,” “Cybersecurity and Risk,” “Leadership and Management” and “Governance and Compliance.” The analyzed maturity models were particularly weak in the areas of cybersecurity, leadership and governance.

Researchers and practitioners can use this review with consideration of their specific needs to determine if a maturity model is applicable or if a new model needs to be developed. The review can also aid in the development of maturity models through the discussion of each of the dimension categories.

Compared to existing reviews of SM maturity models, this research determines comprehensive dimension categories and focuses on applicability and drawbacks.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

The Report of the House of Commons Select Committee on the funding and organisation of courses in higher education is eminently sensible. One may contest some of the detail, but few sane men will reject the main thrust of the argument. It is significant that although the chairman, Christopher Price MP, is Labour, most of the members of the committee are Conservatives; and some, such as Patrick Cormack, are far removed from the left wing of the Tory Party. Unsurprisingly therefore the Report is not revolutionary and in no way wild or impractical; it could be said to represent the present Parliamentary consensus about the development of higher education.

The purpose of this paper is to apply the framework Price (2008) and HSBC Money Laundering Risk Procedures 2016 for estimating the risk contribution of each individual customer in Vietnamese banking system using the information from the survey in South East region in Vietnam in general and Ho Chi Minh city in specific.

Based on the collected data from the survey, the Money Laundering Risk Score (MLRS) is calculated for each customer who is using the services and products of Vietnamese commercial banks by the enhanced measurement model of Christopher Price, the ordinary least squares and three variations of logistic regression model.

This paper proposes an appropriate estimation of the money laundering risk (MLR) for personal customer using the most significant factors that affects MLR and suggests practical recommendations for commercial banking system.

This paper suggests an intuitive method to estimate the contribution of each customer factor on their MLRS.

The higher respondent’s group of age lead to the higher MLR occurred in the financial market. Follow the works of Wolfsberg et al. (2006), Sathan and Mahendhiran (2007), Usman Kemal (2014) and Reganati and Oliva (2017), this paper also confirms negative relationship between MLR with the respondent’s group of salary and the academic level. This indicated that the lower amount of money the respondents earn and lower academic level they were, the higher degree of MLR.

This paper aims to show the effect of brand equity, marketing investment and product differentiation on price in small and medium enterprises (SMEs), multinational companies (MNCs) and retailers (private labels). Academics have been researching brand equity, return on investment and effects of product differentiation for many years, but there has been little work that has taken a holistic view.

The author studied an aggregate data set for 735 fast-moving consumer goods (FMCG) brands, taken from Nielsen (10,282 households). Regression analysis was used in the first step, a cluster analysis in the second step of modeling procedure.

The study suggests that brand equity, marketing investment and product differentiation are closely associated with price. Using a cluster analysis, the authors found that the premium price is significantly associated with product differentiation based on innovation and company type.

The managerial implications of the models estimated by regression analysis are discussed as well as the results of the cluster analysis and possible research enhancements.

The role of the value in brand performance output has not been investigated in the financial context, only in consumer or marketing mix context. Little is known about how price strategy depends on brand equity, product innovation activities or marketing investments intended to improve brand performance, neither how this strategy improves brand performance among different players in the market (retailers, SMEs and MNCs).

The purpose of this paper is to investigate the impact of cloud computing (CC) on supply chain management (SCM).

The paper is conceptual and based on a literature review and conceptual analysis.

Today, digital technology is the primary enabler of supply chain (SC) competitiveness. CC capabilities support competitive SC challenges through structural flexibility and responsiveness. An Internet platform based on CC and a digital ecosystem can serve as “information cross-docking” between SC stakeholders. In this way, the SC model is transformed from a traditional, linear model to a platform model with the simultaneous cooperation of all partners. Platform-based SCs will be a milestone in the evolution of SCM – here conceptualised as Supply Chain 3.0.

Currently, SCs managed holistically in cyberspace are rare in practice, and therefore empirical evidence on how digital technologies impact SC competitiveness is required in future research.

This research generates insights that can help managers understand and develop the next generation of SCM with the use of CC, a modern and commonly available Information and Communication Technologies (ICT) tool.

The paper presents a conceptual basis of how CC enables structural flexibility of SCs through easy, real-time resource and capacity reconfiguration. CC not only reduces cost and increases flexibility but also offers an effective solution for disruptive new business models with the potential to revolutionise current SCM thinking.