Search results

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000000603. When citing the article, please cite: Frances Edwards, Tony Spawton, (1990), “Pricing in the Australian Wine Industry”, European Journal of Marketing, Vol. 24 Iss: 4, pp. 11 - 17.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb017566. When citing the article, please cite: Frances Edwards, (1989), “The Marketing of Wine from Small Wineries: Managing the Intangibles”, International Journal of Wine Marketing, Vol. 1 Iss: 1, pp. 14 - 17.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000001538. When citing the article, please cite: Frances Edwards, Gillian Mort, (1991), “The Expert Wine Taster”, International Marketing Review, Vol. 8 Iss: 4.

Environmental justice activism is increasingly globalized, multi-faceted and multi-scaled (Bickerstaff & Agyeman, 2009; Walker, 2009a, 2009b). The existence or perception of injustice triggers the development of social activism in increasingly diverse contexts. The present contribution seeks to assess the explanatory value of resources in understanding activism (Freeman, 1979). In place of justice, the under-studied social movement theory of resource mobilization is explored as a complementary and partly oppositional account of justice activism. The highly controversial anti-GMO movement in France is selected as an invigorating context for evaluating activism. The perceived injustice of lifting restrictions on the importation of GM maize into France inspired the mobilization of a nationwide movement. In sharp contrast to existing literature, ideology is considered as a resource that effectively promotes or hinders social activism. Significant conclusions are developed for environmental justice activism research around emphasizing instability, heterogeneity, cultural sensitivity and above all, the limitations of agency-centric arguments.

It is intended to explore the use of an interesting research methodology in the relatively unresearched area of wine marketing. The literature on wine marketing is briefly reviewed, wine as a product discussed, the concept of opinion leadership is examined, and the verbal protocol research method explained. The project currently under way will then develop a model of expert wine tasting, confirm and refine it, from which marketing and research implications will be drawn.

The purpose of this paper is to explore the influence of national institutional contexts on a multinational's project to develop a transnational talent management system.

The study combines a comparative analysis of British and French conceptions of management with qualitative empirical data drawn from interviews, observation and documents collected in France and the UK.

The concept of “talent management”, as understood by UK managers, could not simply be reproduced in the French setting where the idea of managing talent took on a different meaning. The attempt to do so through a UK‐instituted programme ignored this difference and resulted in the complete failure of the headquarters' project to develop a transnational talent management system.

Theoretical implications include the importance of an institutionally sensitive approach to the study of talent management within multinationals. A limitation of the study is that it is based on a single case study.

The paper is a case study of a cross‐national talent management programme from a comparative institutionalist perspective rather than that of mainstream international management. It highlights the conflicts and tensions involved in implementing management systems uniformly across national borders. The paper's Anglo‐French focus also contributes a comparative angle that is relatively rare in institutionalist studies of MNCs (multinational companies). Finally, the paper sheds light on the newly emerging and yet under‐researched concept of “talent management”, connecting this idea with existing debates on multinationals and institutional change and reproduction.

The complex issue of wine pricing is addressed with reference to the Australian wine industry. The influence of the costs of production, government policy and legislation, the image sought for the wine, competitive forces, distribution channel costs and consumer behaviour are detailed.

THIS number will appear at the beginning of the Leeds Conference. Although there is no evidence that the attendance will surpass the record attendance registered at the Birmingham Conference, there is every reason to believe that the attendance at Leeds will be very large. The year is one of importance in the history of the city, for it has marked the 300th anniversary of its charter. We hope that some of the festival spirit will survive into the week of the Conference. As a contributor has suggested on another page, we hope that all librarians who attend will do so with the determination to make the Conference one of the friendliest possible character. It has occasionally been pointed out that as the Association grows older it is liable to become more stilted and formal; that institutions and people become standardized and less dynamic. This, if it were true, would be a great pity.

This chapter focuses on the role played by both companies and universities on the dissemination of services and courses related to Business Diplomacy (BD). Special attention is given to the partnerships between companies and universities and to how BD is taught by universities around the world.

With an exploratory analysis technique, we have surveyed the websites of 22 companies and 20 universities and institutions, belonging to various countries, engaged in activities related to BD (i.e. services supply, courses at different stages of the academic curricula, workshops, seminars, training etc.).

The objective of the analysis was twofold: first, to give a better understanding of the concept of BD and of the various meanings associated with it; the results indicate that in both cases the practiced concept of BD is converging to the canonical set of diplomatic functions; second, to offer useful insights to practitioners in the field of BD by looking at the type of BD courses covered by the academic curricula of various universities and BD services offered by market companies.

This chapter presents a comprehensive analysis of the BD issue, going beyond its treatment as a mere auxiliary activity. It also offers a detailed overview of diplomacy’s main functions and adjuvant activities, with the purpose of advancing organisational charts’ structures inside companies, and academic syllabi offerings by universities.

The products that small wineries offer are examined and the product intangibility of wine is discussed. Marketing implications of the problem of defining what the customer wants from wine are examined and some solutions offered.