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Suggests that rapid rise of energy costs and worldwide inflation have altered pricing decisions importance. Provides an overview of the marketing literature on pricing — intending developing a conceptual framework and classification system for different types of pricing strategies in industrial markets. Strives to provide a more comprehensive basis for developing industrial pricing strategies in addition to earmarking the most relevant marketers' needs. Sectionalises the article and, in the first part, explores existing literature; the second part develops a taxonomy of purchasing situations. Closes by linking the pricing topics, identified previously, to the different purchasing situations. Lists, by topic, the articles used and these are in the Appendix to enable quick reference to potential users. Employs tables for extra emphasis to aid in explanation along with 2 Appendixes.

This article lists the publications of Jack Tizard from 1965 to 1979, with commentary on the development of his interests through that time, and his major contribution to research and social policy.

This article lists the publications of Jack Tizard from 1950 to 1964, with commentary on the development of his interests through that time, and his major contribution to research and social policy.

To illustrate the use of a Value Adding Toolbox by construction industry designers when addressing customer value expectations using problem solving.

Focused literature review establishes the need for construction industry design solutions to deliver customer value and a Value Adding Toolbox is proposed in response. Case studies validate Toolbox use and one illustrative example is provided. Interviews with prospective Toolbox users identify barriers to adoption and inform a recommended approach to organisational adoption.

The Toolbox is found to be effective at helping construction designers to solve technical design problems with regard to customer expectations of value. However, designers are found to be initially reluctant to adopt the new tool. Organisation learning is therefore required to establish the importance of customer value satisfaction as a prerequisite to Toolbox adoption by designers.

This paper provides a useful insight into the practical application of problem‐solving tools by construction designers to better understand customer needs.

The accessories, footwear and hosiery industries have always been important complements to the apparel industry. While the demand for apparel has been studied fairly extensively, the demand for accessory items has been overlooked. To gain a better understanding of the demand for accessories, footwear, and hosiery, it is the purpose of this research to estimate expenditure equations for accessories, footwear and hosiery; and to profile the consumer characteristics of the purchasers and non‐purchasers of these items. An economic model of demand provides the theoretical framework. Expenditure equations are estimated using data from the 1990–91 Consumer Expenditure Survey. The results indicate that income, family size and education positively affect expenditures on accessories, footwear and hosiery while the results for age, occupation and region vary among the categories. The results have implications for producers and marketers of accessories, footwear and hosiery.

Compares the bullwhip properties of a vendor managed inventory (VMI) supply chain with those of a traditional “serially‐linked” supply chain. The emphasis of this investigation is the comparative impact the two structures have on the “bullwhip effect” generated. Particular attention is paid to the manufacturer's production ordering activities as demonstrated using a simulation model based on difference equations. Documents and considers each of the four important sources of the bullwhip effect in turn. The analysis shows that with VMI implementation two sources of the bullwhip effect may be completely eliminated, i.e. rationing and gaming or the Houlihan effect, and the order batching effect or the Burbidge effect. VMI is also significantly better at responding to rogue changes in demand due to the promotion effect or to price induced variations. However, the effect of VMI on demand signal processing induced bullwhip or the Forrester effect is less clear cut. Concludes that on balance VMI offers a significant opportunity to reduce the bullwhip effect in real‐world supply chains.

The purpose of this paper is to describe an approach to managing the supply chain from the perspective of design which the paper refers to as integrated collaborative design (ICD).

Building on a substantial program of research using a range of methodologies previously reported, the concept of a design chain is described the argument is made that the industry needs to center the development of integrated teams (as proposed in accelerating change) around collaborative working of all parties involved in the design process.

The research recognizes that the construction sector is too often focused on the short‐term objectives of projects, rather than long‐term business strategy and organizational relationships. The ICD approach involves three steps: identifying tasks (process management); allocating roles (as part of supply chain management); and focusing design solutions to deliver value.

The paper outlines the principles and approach to ICD and provides a strategic overview within which various techniques and practices can be utilized to integrate organizations and more effectively manage the design process.

Purpose – In business environment, corporate social responsibility (CSR) is becoming increasingly an important issue for every stakeholder. Organizations are being reputable through CSR activities. The aim of this chapter is to examine the relationship between CSR and corporate reputation, and determine the role of CSR activities in corporate reputation building process.Design/methodology/approach – An extensive literature research is conducted in order to develop the theoretical framework that supports the positive role of CSR activities on corporate reputation.Findings – As CSR activities affect the consequences that have a positive impact on corporate reputation, findings show that CSR enables firms to improve reputation with a broad range of stakeholders including employees (internal customers), customers (external customers), suppliers, competitors, bankers, and investors.Research limitations/Implications – However this research is a theoretical study, for further studies an empirical research model may be developed for investigating the relationship between CSR and corporate reputation. These dimensions should be measured and the hypothesis about the positive relationship between CSR and corporate reputation may be statistically tested.Practical implications – This theoretical study may be useful for the board of directors and managers since they should become aware of the importance of one of the growing areas of corporate reputation and CSR. They are also increasingly being encouraged to engage CSR activities into their organization's vision, identity, brand, and reputation. Based on societal expectations of stakeholders, organizations should develop and improve their CSR programs and reflect these developments to their reputation mechanisms.Originality/Value of the paper – This study is valuable to understand the corporate reputation practices that enhance and demonstrate the value of reputable organizations. It is also attractive to compare other dimensions of corporate reputation such as emotional appeal, workplace environment, and corporate reputation with CSR.

As supply chain management has become more strategic (rather than transactional) in nature the need for a more integrated perspective of how products, and processes should be aligned with strategic decisions to enhance competitive advantage has been amplified. The purpose of this paper is to provide a better understanding of how this alignment should be done.

A conceptual framework was developed that emphasizes the need for alignment between the key aspects of a product and its supply chain processes and highlight, the links between supply chain processes and supply chain strategy.

Products can be produced with one of four distinct supply chain structures: make to stock, assemble to order, built to order and design to order. Each supply chain structure is appropriate for different products based on their demand characteristics. Each supply chain structure orients its production and logistics processes differently based on its strategic priorities.

High volume, low demand uncertainty products should be matched with lean supply chains enabled by efficient processes, whereas low volume, high uncertainty products should be matched with agile supply chains enabled by flexible processes. Medium volume and medium demand uncertainty products should use leagile supply chains that use a combination of efficient and flexible processes.

After thoroughly reviewing and synthesizing important findings from existing literature, an integrated framework is derived that highlights how products should be best matched with their production and logistics processes. Also, the framework is compared with two well‐known, process‐oriented supply chain frameworks: the supply chain operations reference (SCOR) and the global supply chain forum (GSCF) models.