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This special “Anbar Abstracts” issue of the Marketing Intelligence & Planning is split into nine sections covering abstracts under the following headings: Business Strategy; Marketing Strategy; Customer Service; Sales Management; Promotion; Marketing Research/Customer Behaviour; Product Management; Logistics and Distribution; Sundry.

In class action antitrust litigation, the standards for acceptable economic analysis at class certification have continued to evolve. The most recent event in this evolution is the United States Supreme Court’s decision in Comcast Corp. v. Behrend, 133 S. Ct. 1435 (2013). The evolution of pre-Comcast law on this topic is presented, the Comcast decision is thoroughly assessed, as are the standards for developing reliable economic analysis. This article explains how economic evidence of both antitrust liability and damages ought to be developed in light of the teachings of Comcast, and how liability evidence can be used by economists to support a finding of common impact for certification purposes. In addition, the article addresses how statistical techniques such as averaging, price-dispersion analysis, and multiple regressions have and should be employed to establish common proof of damages.

Platform-based enterprises, as micro-entities in the platform economy, have the potential to effectively promote the low-carbon development of both supply and demand sides in the supply chain. Therefore, this paper aims to provide a multi-criteria decision-making method in a probabilistic hesitant fuzzy environment to assist platform-type companies in selecting cooperative suppliers for carbon reduction in green supply chains.

This paper combines the advantages of probabilistic hesitant fuzzy sets (PHFS) to address uncertainty issues and proposes an improved multi-criteria decision-making method called PHFS-DNMEREC-MABAC for aiding platform-based enterprises in selecting carbon emission reduction collaboration suppliers in green supply chains. Within this decision-making method, we enhance the standardization process of both the DNMEREC and MABAC methods by directly standardizing probabilistic hesitant fuzzy elements. Additionally, a probability splitting algorithm is introduced to handle probabilistic hesitant fuzzy elements of varying lengths, mitigating information bias that traditional approaches tend to introduce when adding values based on risk preferences.

In this paper, we apply the proposed method to a case study involving the selection of carbon emission reduction collaboration suppliers for Tmall Mart and compare it with the latest existing decision-making methods. The results demonstrate the applicability of the proposed method and the effectiveness of the introduced probability splitting algorithm in avoiding information bias.

Firstly, this paper proposes a new multi-criteria decision making method for aiding platform-based enterprises in selecting carbon emission reduction collaboration suppliers in green supply chains. Secondly, in this method, we provided a new standard method to process probability hesitant fuzzy decision making information. Finally, the probability splitting algorithm was introduced to avoid information bias in the process of dealing with inconsistent lengths of probabilistic hesitant fuzzy elements.

Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.

In today’s multi-channel distribution environment, it is crucial for the competitiveness of retail stores and companies to improve efficiency of dedicated logistics centers (DLCs) servicing types of retail outlets such as large retail-stores, super supermarkets, and convenient stores. This paper derives efficiency improvement strategies for DLCs through efficiency analyses. To this end, this paper empirically analyzes the efficiency of DLCs by applying DEA (data envelopment analysis) approaches using real data from a Korean distribution company. In detail, this paper analyzes operations, finance, and service efficiencies of DLCs and performs a comparison analysis on the efficiency between DLCs. Finally, this paper discusses the analysis results considering the DLCs’ characteristics and derives managerial and operational implications.

Radio frequency identification or RFID has received much press of late, mainly due to the recent compliance mandates by many of the world’s largest retailers (Wal‐Mart, Tesco, Marks and Spencer, Target, etc.) and Gillette’s reported purchase of 500 million units last year. The technology has been proclaimed to ‘lead to an entirely new relationship between people and things’ (J. D. Markman, ‘Invest in the Greatest Thing since the Bar Code’, MSN Money ‐ SuperModels, 25th June, 2003; http:// moneycentral.msn.com/content/P50823.asp). Others have said ‘we think it will be bigger than the Internet. All the Web did was connect computers to computers. That’s not as big as connecting things to computers’ (M. Roberti, publisher of RFID Journal, in interview with Markman, above). Promoters describe a supply chain where all assets are in perfect visibility through production, distribution, retail and consumption. According to one analyst, the world will need about half the warehouse space it needs today (P. Jilek, ‘Corporate Sector Focus, A Killer App?’ CSFB Investment Strategy, 17th June, 2003). This paper introduces RFID technology and its potential implications. Although the technology is compelling, there are serious nearterm challenges. Finally, the paper looks at the impact RFID could have on supply chain facilities and the future demand for industrial real estate.

Outlines Heath, Jarrow and Morton’s (1992) method (MJM) for modelling interest rates and refers to other research showing that although it is generally non‐Markov, this can be modified if the volatility structure depends on relative maturity term rather than calendar maturity date. Develops a re‐indexed MJM model, applies it to 1975‐1991 data on non‐callable US treasury bills, notes and bonds; and compares its goodness of fit with Jordan (1984). Finds the forward function consistent with constant parameters, that state variables can be identified from the cross‐section estimates and that they have zero mean first differences when analysed through time series. Concludes that the forward function follows a martingale and promises further research.

Following the Supreme Court’s 1988 decision in Basic, securities class plaintiffs can invoke the “rebuttable presumption of reliance on public, material misrepresentations regarding securities traded in an efficient market” [the “fraud-on-the-market” doctrine] to prove classwide reliance. Although this requires plaintiffs to prove that the security traded in an informationally efficient market throughout the class period, Basic did not identify what constituted adequate proof of efficiency for reliance purposes.

Market efficiency cannot be presumed without proof because even large publicly traded stocks do not always trade in efficient markets, as documented in the economic literature that has grown significantly since Basic. For instance, during the recent global financial crisis, lack of liquidity limited arbitrage (the mechanism that renders markets efficient) and led to significant price distortions in many asset markets. Yet, lower courts following Basic have frequently granted class certification based on a mechanical review of some factors that are considered intuitive “proxies” of market efficiency (albeit incorrectly, according to recent studies and our own analysis). Such factors have little probative value and their review does not constitute the rigorous analysis demanded by the Supreme Court.

Instead, to invoke fraud-on-the-market, plaintiffs must first establish that the security traded in a weak-form efficient market (absent which a security cannot, as a logical matter, trade in a “semi-strong form” efficient market, the standard required for reliance purposes) using well-accepted tests. Only then do event study results, which are commonly used to demonstrate “cause and effect” (i.e., prove that the security’s price reacted quickly to news – a hallmark of a semi-strong form efficient market), have any merit. Even then, to claim classwide reliance, plaintiffs must prove such cause-and-effect relationship throughout the class period, not simply on selected disclosure dates identified in the complaint as plaintiffs often do.

These issues have policy implications because, once a class is certified, defendants frequently settle to avoid the magnified costs and risks associated with a trial, and the merits of the case (including the proper application of legal presumptions) are rarely examined at a trial.

This paper aims to evaluate the evolution of buyer‐supplier relationships from adversarial toward relational, or service‐centered, emphasis for large‐scale organizations.

This paper uses the historical method to review historical changes through synthesized qualitative (i.e. field notes and industry interviews) and quantitative (i.e. company reports, Compustat queries, trade reports, and survey) research.

Technology and information sharing in B2B relationships engender integrated value chains. Within these value chains, service‐centered view of B2C relationships have been adopted in B2B relationships, resulting in changes in supplier roles and how they are measured.

By focusing on large scale buyer‐supplier relationships within supply chains (e.g. Wal‐Mart, Royal Phillips, ElecSound, China Minmetals, The People's Republic of China), which may affect the generalizability to small‐business applications, this paper provides some guidance on which customer levels (in a value chain) an organization should focus. The evolution of buyer‐supplier relationships towards more cooperative relationships results in changing roles such as co‐managed inventory, where suppliers are authorized to write themselves orders.

This paper is a very useful source of information for practitioners and educators about recent trends in large‐scale buyer‐supplier relationships, including slotting allowances, co‐managed inventory practices, and selling teams. It also provides a buyer‐seller trust matrix that can be used for teaching or developing relational strategy in organizations and classrooms.

This paper provides description of changes in sales force roles and measures, including the roles of responsiveness, empowerment, trust (both supplier and supplier representative), and information sharing not previously found in the literature. Survey research establishes the external validity of the qualitative research.