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The purpose of this paper is to explore developments in the field of integrated marketing communication and the changing relevance of its component processes that have implications for marketing managers.

The paper integrates concepts including a range of recently published (1993‐2005) theoretical works, practitioner developments in practice and industry studies.

The paper provides information and action approaches to marketing communicators that may increase the success of their promotional efforts. In addition, the paper provides a useful perspective in the proper use and applications of event marketing. It outlines the benefits of adopting event‐marketing techniques and offers practical suggestions for maximizing their value in the promotion process.

The theoretical concepts that form the foundation of the paper appear to have a significant application to the integrated marketing communications. Some, but not all, have been tested empirically.

This study allows marketing managers to reformulate their marketing communications mix to achieve a more successful promotional process.

This paper describes current trends in event marketing, explores the elements of event marketing and repositions them into an enhanced integrated marketing communications framework. It offers the potential of improving the success of the promotion of products and services in practice, resulting in increasing effectiveness. Moreover, it provides a strategic perspective that is necessary for an effective integrated marketing communications process.

Although trade shows are a major portion of the marketing mix in the industrial marketplace, second only to personal selling and above advertising, very little has been researched on their function in industrial marketing. This paper reports the results of an extensive business survey of trade show usage, presents results, compares results to previous studies, provides analyses of the results, and recommendations to businesses to increase efficiency of trade show performance. Study indicates that few companies engage regularly and extensively in international trade shows, although most see the need. Also reports that the evidence suggests that some international companies generate as much as 70 per cent of their annual sales at trade fairs.

Reproduces an exclusive extract from Chapter 22 of the new edition of Copeland, Koller and Murrin’s definitive work Valuation: Measuring and Managing the Value of Companies. Covers the practical techniques to use in the difficult issue of valuing insurance companies, using Trans America as a case study.

The purpose of this paper is to explicate the psychological motivations underlying this influence as well as to provide empirical evidence of it. Individuals' consumption psychology and investment psychology have been traditionally viewed as rather separate realms. However, researchers have recently begun to imply that an individual's stock ownership in a company may positively influence his/her brand loyalty towards the company.

A survey study of 293 individual stockowners of three companies is presented.

The analysis shows that, for a large proportion of individuals, becoming a stockowner of a company leads to positive, increased motivation to exhibit brand loyalty towards the company, in terms of his/her personal purchases of the company's products. Second, the analysis shows how stock ownership often leads to increased motivation to engage in other brand‐supporting behaviors, such as positive word‐of‐mouth.

The self‐reported data used on individuals' motivations somewhat restrict the results, which can be dealt with in further research.

The findings imply opportunities for managers to benefit from the tendency of individual stockowners to engage in repeat purchasing of the company's products and word‐of‐mouth, so as to increase the sales of the company.

The paper explicates the individual psychology motivations underlying the influence of a consumer's stock ownership in a company on his/her brand loyalty towards the company – and provides empirical evidence of the motivations.

From November 29 to December 2 the Empire Hall at Olympia, London, will be given over to what will probably be the world's largest display of products, processes and services for use in the prevention or limitation of corrosion. Over 120 stands will be shared by 94 exhibitors, each contributing in some way or in many ways to this cause. The extensive preview in the following pages is divided into sections. However, the grouping is general and reflects only one aspect of a company's activities. Therefore a complete examination of items is recommended.

On show for the first time, a new and unique super lightweight headset to be known as the Minilite will be the main feature of the Amplivox Communications stand at the Paris Salon.

Prayas is a unique healthcare initiative, launched in India by Sanofi-Aventis, a French multinational pharmaceutical company, with the objectives of updating the medical knowledge of doctors in semi-urban and rural areas, bridging the gap between diagnosis and treatment, and making available quality medicines at affordable prices. This case discusses the evolution of the Prayas model from its inception to its current state, and the company's business strategies around it. Cognizant of the success of Prayas, many competitors of Sanofi-Aventis are actively developing and implementing similar models. The company's top management team has to respond to the competitive threat.

This case considers the buyout of Panera Bread from the perspective of a private equity fund. In early 2017, KLG Managing Director Tom Denning is considering a leveraged buyout of Panera Bread, a rapidly growing fast-casual restaurant company. A surprising Bloomberg News story signals that the deal process is broadening and KLG will have to act quickly if it hopes to buy Panera Bread. Students assume the role of Tom Denning as he prepares an investment recommendation for KLG's investment committee. In doing so, students are required to consider a very large and expensive investment. Students are challenged to create an investment recommendation by performing due diligence, determining additional questions to ask, and pricing a buyout bid that incorporates an optimal capital structure and meets KLG's return requirements. The Panera Bread case is designed to give students insight into the private equity investment process.

Trade exhibitions have become a multi‐million pound business, with a bewildering array of events taking place in the UK alone. Yet how many companies can claim to be satisfied with the return on cost and effort? Geoffrey Lancaster and Howard Baron carried out a detailed survey at one exhibition. The first part of this article reports on the findings and, using these as a base, the second part is a step‐by‐step guide to efficient exhibition planning, staging and follow‐up.

Machine learning methods have recently gained attention in business applications. We will explore the suitability of machine learning methods, particularly support vector regression (SVR) and radial basis function (RBF) approximation, in forecasting company sales. We compare the one-step-ahead forecast accuracy of these machine learning methods with traditional statistical forecasting techniques such as moving average (MA), exponential smoothing, and linear and quadratic trend regression on quarterly sales data of 43 Fortune 500 companies. Moreover, we implement an additive seasonal adjustment procedure on the quarterly sales data of 28 of the Fortune 500 companies whose time series exhibited seasonality, referred to as the seasonal group. Furthermore, we prove a mathematical property of this seasonal adjustment procedure that is useful in interpreting the resulting time series model. Our results show that the Gaussian form of a moving RBF model, with or without seasonal adjustment, is a promising method for forecasting company sales. In particular, the moving RBF-Gaussian model with seasonal adjustment yields generally better mean absolute percentage error (MAPE) values than the other methods on the sales data of 28 companies in the seasonal group. In addition, it is competitive with single exponential smoothing and better than the other methods on the sales data of the other 15 companies in the non-seasonal group.