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Traceability through a process is an integral part of a total quality management philosophy. Looks at what it means in practice with reference to a one process weighing systems company that has implemented a system for a leading UK manufacturer of crisps and snacks. The system builds from the bottom up, using strategically placed data collection terminals to relay information to a management processor.

Managers in today′s food‐manufacturing plants are faced with an ever‐growing clamour from customers, from central and regional inspectorates, and of course, from their own management, to produce detailed information about their production. The spiralling costs of resources required for more and more quality checking were investigated recently by the board of Golden Wonder. This led to operating units moving towards computerized, on‐line quality management systems wherever possible.

Looks at ways that marketers can use the ubiquitous mobile phone as a channel to the youth market. Emphasises that children use mobiles in different ways from adults: texting, two‐way interaction and entertainment are more important to them, and marketers have to take this into account. Lists guidelines for effective campaigns: targeting, permission, peer2peer, value added, interactivity, relationship management, simplicity, measurement, fun, and incentives. Outlines legal and moral aspects of mobile marketing to children in the UK context. Ends with case studies: 20th Century Fox’s promotion of “Planet of the Apes” to Vodafone’s consumer base; the Golden Wonder promotion in April 2002 by marketing agency Triangle, using voice recognition; and Sony MiniDisc’s use of text messaging.

The long interval between the last abortive attempt to negotiate entry to the European Economic Community and the present time, when, if we read the signs aright, the atmosphere is more favourable, seems to have been a period of reflection for great numbers of people. Nothing has changed politically; “getting into Europe” is the official policy of both Government and Opposition, but many of the so‐called Marketeers are now ready to admit to there being problems. What has emerged, however, in the last year or two is that to the British people, the Common Market is not a political question; there are probably as many against it in both camps; big business remains for it, but the spate of letters in the correspondence columns of newspapers from people who, having had time to think, expressing misgivings, cannot have escaped observation by the policy‐makers. A few politicians confess to having second thoughts, mainly from concern at the price the British public may be called upon to pay.

This case is taught in Darden's Investments elective but could be used in introductory Finance classes to explore the concept of diversification of investments or in a portfolio management course as a means to explore optimal portfolio allocation. It is accompanied by several teaching tools including a teaching note for instructors, student and instructor spreadsheets, student and instructor videos, and a PowerPoint deck for class debrief. The case would work well in a module sequenced between CornerStone Partners (UVA-F-1677) used before and Pravda Asset Management (UVA-F-1602) used after.

The global head of investment research at the World Gold Council (WGC) has finished his presentation “The Strategic Case for Gold as an Asset Class” at the 2012 Bloomberg Precious Metals Conference in New York. As a result of the market collapse in 2008 and the ongoing euro-area crisis, investors worldwide have safety and security on their minds, and many in the room were wondering whether gold would provide capital preservation and improve the overall risk-return tradeoff of their portfolios. At the same time, the sustained run-up in the price of gold since 2001 that was mentioned in the presentation was a cause for concern. Was gold the safe haven that it had proved to be in 2008 and 2009, or was it an asset class at the peak of a bubble? The investment case for gold deserved closer examination.

Entrepreneurship, Business Strategy, Leadership, Marketing and Decision-making in business.

This case is suitable for graduate-level programmes in business management as well as executive education programmes.

Stuart Gold, CEO of Trashy Bags is at a crossroads with respect to the future of his business. With deficits estimated at about GHS 120,000 annually, Gold is considering switching from the made-to-stock production model to a made-to-order model. Although the latter may tap into an available market and thus boost revenue, it would likely result in the displacement of the social enterprise’s loyal following and disenfranchisement of its employees’ creativity; not to mention the possibility of neglecting its mandate of repurposing plastic waste. Gold wonders if there is a case for maintaining the current made-to-stock model by driving up sales and reducing costs to eliminate the deficit.

Students should be able to: appreciate the exigencies of managing social enterprises in a largely profit-oriented economic domain; understand the interplay of choice and trade-offs in business management and apply theory-driven frameworks in making optimal choices and analytically assess instances of tension between the art (e.g. passion, emotional stakes, psychological and other influences on business management philosophies) and science (e.g. the need for business skills, use of effective models and the quest for production efficiency) of business management.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 3: Entrepreneurship.

The nuclear purpose of this research paper is to analyse representative bridges around the world as a tourist attraction and iconic element through destination marketing organisations’ (DMOs’) tourism official websites where these are localised and three online travel agencies’ (OTAs’) websites.

This research used a mixed method. The author carried out Google research (13 March 2023) that included the following search word string “iconic bridges around the world” and “the most famous bridges worldwide” to select the most relevant bridges around the globe. Moreover, this research used a content analysis to examine how Expedia, Booking and Orbitz OTAs promote the bridges through their websites in terms of a tourist attraction, iconic element, tourist package, images and information.

Findings suggest that the most representative bridges analysed in this study are promoted as iconic element and tourist attraction through DMOs’ websites. Nevertheless, Booking, Expedia and Orbitz OTAs promote and sell products and services related to bridges selected, except in the case of the Millau Viaduct in France, the Si-O-Se-Pol bridge in Iran, the Danyang Kunshan Grand bridge in China and the Royal Gorge in the USA. Furthermore, results support that OTAs need to enhance the quality and variety of products and services that are linked to iconic bridges sightseeing tours because at the moment, there is a great uniformity in the promotion of products and services provided.

This paper contributes to broader debates in the importance of bridges as a tourist attraction and iconic element to attract tourists through tourism promotion websites.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.