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An objective method of pricing, where the cost of each component of a product is determined separately, is relevant to the pricing of loans in banking. Relevant factors in this case are a “real rate” of interest, an inflation premium, administrative expenses, a maturity factor and an allowance for credit risk. All these can be accounted for in the pricing of retail loans. This systematic approach enhances the loan pricing procedure and offers an objective way for an institution to establish and monitor the risk level of its portfolio of earning assets. From data it is clear that banking has priced its retail loans well and this brings the evolution of new pricing techniques into question.

Viewing customers on the basis of age groupings is valuable in terms of product development, promotion and evaluation of delivery systems. The close association between customer age and product usage suggests a life cycle rather than a strict segmentation approach to marketing. A bank must realise that financial needs change as a customer matures, and anticipate and provide for these changing needs in order to build a solid customer base. Research into the users of 31 retail banks in a Midwestern US state indicates that there is a greater chance of success in promoting certain products to a particular age group, and that product usage tends to support the assumption that user age is a primary factor in bank product selection.

Since most of the revenues of a bank are from interest on the loan portfolio, there is always considerable pressure to generate new loans. Certainly, the volume of new loans is an important statistic in the evaluation of lending officers. However, a major concern of senior management is that an increase in loan generation should not be accomplished by a decrease in credit standards. An objective framework for including loan loss experience in the evaluation of individual loan officers is provided.

Three distinct product areas exist for banks — deposit gathering, customer services and loans. Up until now loans have scarcely been marketed. If they have, they have not been viewed in the context of what would create an optimal product mix. Yet a bank's loan mix is a major portion of its product mix and has the same dimensions of width, breadth and consistency as any other product line. It appears that a significant amount of difficulty in developing effective loan mix strategies has been due to the lack of a system to predetermine loan quality objectively. Management's attitude towards risk, the type of community and future economic conditions all play major roles in determining a suitable loan mix. Loan mix strategy should begin with a recognition of attainable goals and end with a defined programme to co‐ordinate the efforts of marketing staff and the loan department. The optimal loan mix will suit customer needs and return the desired levels of profits.

Gives an in depth view of the strategies pursued by the world’s leading chief executive officers in an attempt to provide guidance to new chief executives of today. Considers the marketing strategies employed, together with the organizational structures used and looks at the universal concepts that can be applied to any product. Uses anecdotal evidence to formulate a number of theories which can be used to compare your company with the best in the world. Presents initial survival strategies and then looks at ways companies can broaden their boundaries through manipulation and choice. Covers a huge variety of case studies and examples together with a substantial question and answer section.

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.

Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on work and employment in contemporary organizations. Covers the human resource management implications of organizational responses to globalization. Examines the theoretical, methodological, empirical and comparative issues pertaining to competitiveness and the management of human resources, the impact of organisational strategies and international production on the workplace, the organization of labour markets, human resource development, cultural change in organisations, trade union responses, and trans‐national corporations. Cites many case studies showing how globalization has brought a lot of opportunities together with much change both to the employee and the employer. Considers the threats to existing cultures, structures and systems.