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The Nature of Business Policy Business policy — or general management — is concerned with the following six major functions:

The goal of this study is to examine the influence of resources provided to nonprofit organisations by corporate partners on the achievement of nonprofits' social and organisational objectives, accounting for mediation effects of dependence and relationship. This goal is investigated from the perspective of nonprofit organisations.

Following 20 preliminary in-depth interviews, an online survey was administered to people working in nonprofit industry who had experience working with their organisation's corporate partnership. With 273 completed questionnaires, the authors tested the model with mediation analyses, using bias-corrected bootstrap confidence intervals method.

Although reputation, non-financial resources and cash investments have strong and positive effects on achieving social and organisational objectives, these relations are fully mediated by dependence and relationship between partners. Further analysis shows that relationship is a significantly stronger mediator than dependence on the effect of reputation in regards to the achievement of both sets of objectives.

This article builds on marketing knowledge, using resource dependence theory to focus on the effects of corporate-provided resources on nonprofit organisations; a topic largely unexplored in extant literature. It is the first study to operationalise and empirically examine the specific effects of different types of resources on specific nonprofit performance objectives.

An updated version of the original (1985) text, the book covers all aspects of marketing and selling bank services: the role of marketing; behaviour of customers; intelligence, planning and organisation; product decisions; promotion decisions; place decisions; price decisions; achieving sales. Application questions help to focus the readers' minds on key issues affecting practice.

Sports sponsorship is perceived as important in developing relationships with key clients. However, few companies set relationship marketing objectives when sponsoring sports. This paper aims to examine whether sports sponsors are pursuing the right objectives. It concludes that a deeper understanding of the sponsor's relationship marketing objectives could heighten the sponsor's success, thereby reinforcing and sustaining their own relationship with the sponsoring organisation.

To achieve a full understanding of the role of marketing from plan to profit requires a knowledge of the basic building blocks. This textbook introduces the key concepts in the art or science of marketing to practising managers. Understanding your customers and consumers, the 4 Ps (Product, Place, Price and Promotion) provides the basic tools for effective marketing. Deploying your resources and informing your managerial decision making is dealt with in Unit VII introducing marketing intelligence, competition, budgeting and organisational issues. The logical conclusion of this effort is achieving sales and the particular techniques involved are explored in the final section.

This paper aims to review the existing literature on structured corporate–startup collaboration programs (SCSCPs) concerning their objectives and organizational design components. The design components of the program execution are analyzed on how they impact knowledge transfer and how the extant literature on SCSCP considers the knowledge management topic. A new perspective to examine its ramifications will be discussed.

Through an integrative literature review, 103 papers on the topic of SCSCP are analyzed about references of objectives and design components of the programs.

The literature shows a strong focus on strategic objectives corporations pursue in implementing an SCSCP. The design components can be divided into governance mode, structural decisions, selection of ventures, program execution and follow up.

The literature review shows a lack of insights into the knowledge transfer process between the corporation and the ventures. Therefore, this study suggests a practice-based, longitudinal perspective on the interaction processes that occur during the program execution of an SCSCP.

Compared to existing literature reviews, the study takes the corporation’s perspective on incubation and acceleration and reveals design components specific to the corporate forms. Furthermore, SCSCPs center around strategic value generation and the design of the programs can vary highly. It is proposed that knowledge transfer is the central aspect of corporate programs and that a practice-based perspective would enrich the research on knowledge transfer in highly complex setups like this.

This exploratory study attempted to determine the level of formalization and implementation of corporate governance and risk management practices, and the role of human resource management in the design and formulation of such practices. This study also attempted to derive some patterns of association among the variables studied, including the degree to which specific human resource management practices were linked with the overall corporate governance and risk management objectives. Human resource management was consulted from time to time during the formulation of strategic plan, the design of behavioral control mechanisms, and the development of risk management guidelines and formal corporate culture programs. However, it was consulted only during implementation of corporate governance structures at the board level. Generally, human resource management involvement in the formulation of corporate governance and risk management mechanisms was related to the degree of formalization and implementation of such mechanisms, but not to the degree of congruence of human resource management functions with corporate governance and risk management objectives. However, the degree of formalization and implementation of corporate governance structures at the board level was related to the degree of congruence of human resource management functions with corporate governance and risk management objectives and the driver measures of performance. The latter was likewise related to mechanisms of behavioral control.

Argues that the general area of commercial sponsorship activity, while attracting increasing interest from marketing practitioners as an important strategic option in marketing communications, has not been the subject of sufficiently rigorous and comprehensive investigation by theoreticians. States the purpose is to establish and consolidate the available body of knowledge combining an overview of the standard conceptual approaches to marketing communication with an examination of the recent academic research in sponsorship, while maintaining a focus on current marketplace practice. Argues for a coherent and structured approach to the management of sponsorship expenditure through the application of a ‘management by objectives’ approach. Parameters are established in terms of a working definition of sponsorship, a review of its commercial development and an overview of current activity. Develops a commercially ration framework within which sponsorship activity may be undertaken. Views objective‐setting as the cornerstone of sponsorship management and outlines a classification of sponsorship objectives that subsumes current practice clarifies the range of potential benefits. Examines the criteria that govern rational sponsorship selection and proposes an evaluation strategy based on stated criteria. Methods of evaluating effects of marketing communications (sponsorship particularly) are examined and new evaluation techniques are advanced to facilitate the implementation of this rigorous scientific approach.

The purpose of this paper is to examine the relationship between corporate identity, corporate marketing and the pursuit of corporate objectives, particularly those objectives that require action at a societal level.

The research is based on a literature review and an holistic, multiple method case study, drawing on e‐mail newsletters, interviews, web sites, media articles and organizational documents.

Corporate identity may serve as a constraint on behaviour that limits strategic and tactical options. It may also constitute a strategic resource that enables action. The seven distinctive characteristics of front organizations identified in the paper enable them to overcome some of the constraints experienced by other organizational types in pursuing corporate objectives requiring action at a societal level.

Future research directions include: analysis and theory development in relation to the design and marketing of a “packaged present” CI; the expansion of this analysis to other types of temporary organizations; and further exploration of the implications of temporality for corporate marketing.

Deploying an “active” definition of corporate identity can take practitioners beyond the audit‐based approach, with its focus on understanding “what the organization is”, to a strategic approach to corporate marketing focused on the temporal question “what does the organization wish to become?”

This paper begins to address two significant gaps in the corporate marketing and corporate identity literatures: the first in relation to corporate identity and temporality; and the second in relation to temporary organizations, particularly front organizations. The paper identifies seven distinctive characteristics of front organizations, which provide the basis for future research.

Explains that a corporate Web application is a corporate information system that uses World Wide Web technology to provide easy access to a wide variety of corporate information resources for internal and external users on a wide variety of platforms in geographically distributed locations. Corporate Web applications go beyond corporate web pages in that they serve a specific set of business objectives beyond providing a presence on the World Wide Web. As with all types of information systems, there are two approaches to Web application development: top‐down and evolutionary. Evolutionary development is exploratory and appropriate for learning about the technology and the application domain. However, evolutionary development leads to complex applications that are difficult to use and difficult to maintain. Top‐down development organizes the complexity of these applications and produces applications that can: meet business objectives; be developed by a programming team; and be maintained by people other than the developers. Provides a methodology for top‐down development of corporate Web applications.