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The problems of the Lloyd's insurance market over the past few years have been extensively reported. The market survived nevertheless and has since undergone extensive restructuring to address the problems of the past. This has included a fundamental review of its regulatory framework. The new Financial Services and Markets Bill introduces oversight of Lloyd's by the Financial Services Authority (FSA), thus implementing the key recommendation of Lloyd's own review of its regulatory arrangements, published last year.

An experience marketing case: Land Rover Ltd. transformed the test drive into a personal learning and loyalty experience for their customers and potential customer “Guests” at a global network of Land Rover Experience Centres.

The Land Rover Experience platform, in the marketing role it has today, started to take shape in the late 1990s when the author and his associates began to craft it into a viable business strategy. As a case study, it offers executives a how-to guide to “marketing experiences.”

Land Rover enthusiasts and owners consider themselves Land Rover people but many need off-road training to familiarize themselves with all the car’s features used in rough terrain driving.

Two decades after pioneering the program, when the author retired in 2019, there were over 65 experience operations in place with more than one million Guests a year actively participating in Jaguar and Land Rover experience programs around the world.

The question for corporate executives should not be “How do we build Guest experiences into our marketing plan?” In many businesses the question needs to be “How do we build our marketing plan around rich and memorable Guest experiences?”

This paper describes the role of the media in a free society and their impact on civic life. Intellectual rigour in journalism is required to assist media to develop and understand itself.

Restates some old truths and suggests some new areas within the special areas of maintenance multi‐skilling teams. Multi‐skilled teamworking, properly resourced as a cultural change process and not an administrative reform, can assure business success by making teamworking useful across the whole workforce. Discusses the flexibility of labour debate and the problems found when implementing multi‐skilled teams. Looks at what managers hope to gain from multi‐skilled teams and what is to be done as a result of these findings.

The National Library Service (NLS) produces about 2,000 talking books and 50 magazines per year on specially formatted cassette tape for free distribution to a readership of about 764,000. Cassettes and special players are delivered by US Postal Service from a network of 138 participating libraries. To control the cost of technical obsolescence and to meet patron and sponsor expectations, NLS will replace this analog system with a digital system over the next ten years.

Self-monitoring has become one of the most widely employed self-control procedures in special education for students with learning disabilities and emotional or behavioral disorders. Although its success has been documented across age groups, settings, and diverse applications, researchers have continued to study the question of whether focusing self-monitoring on certain target behaviors – particularly attention to task or academic performance – will yield superior outcomes for students. We review 11 available studies that have examined this issue, classifying each study according to the ways in which the researchers had students monitor their own behavior. The results show only small differences among the different methods and indicate a need for teachers to continue exercising professional judgment in planning the use of self-monitoring.

John Lewis Partnership Limited is primarily engaged in the business of retail distribution. At present it trades in 17 department stores and 60 Waitrose food supermarkets. All this has developed from a small shop in Oxford Street, London, specialising in selling textiles, still an important part of the Partner ship's trade and of which it is a manufacturer on a small scale. It also manufactures in a smaller way for some other of its requirements. Turnover in 1976 was £370m. and there are approximately 23 000 Partners working in the business.

The purpose of this paper is to present the process, challenges and lessons learned from carrying out a small digital project to create a web resource of unique historic materials related to crime in New York City. All aspects of digital project management are discussed, including selection, infrastructure, budgeting, workflow and delivery.

Experiences from project administration, including management of a combination in‐house and outsourced digitization and metadata are discussed. Formation and management of the resulting web resource is explained, which is the product of a creative amalgamation of commercial and open source software. Challenges encountered are presented with suggestions for practical solutions and considerations for future projects.

This grant‐funded pilot project presented foreseen and unforeseen problems. Lessons learned and solutions suggesting best approaches for a small‐scale digitization project are presented here.

In this paper best practices and suggestions for managing a small digital project are presented, including financial, staffing and technical considerations.

Unlike many other discussions that focus on management of large institutional projects, this study presents an incremental approach for small‐scale digitization projects. Presented here are practical uses of available applications for establishing project infrastructure to sustain and continue growth of digital content for small institutions.