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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000002553. When citing the article, please cite: Joseph Kamen, (1989), “Price Filtering: Restricting Price Deals to those Least Likely to Buy Without Them”, Journal of Consumer Marketing, Vol. 6 Iss: 3, pp. 37 - 43.

Discusses methods of tailoring prices to buyers who differ in their willingness to pay while maintaining a semblance of fairness and uniformity – filtered pricing. Considers microeconomic theory, geographic discrimination, filtering methods such as couponing, skimming, quality and features, sales, as well as newer methods like rebates and price packaging. Surmises that there is a challenge to create new price filtering techniques, without ignoring the ethical questions involved.

Examines the mature market, defined as consumers age 50 years or older, and reviews 33 segmentation methods for the mature market and identifies five key segmentation criteria: discretionary income, health, activity level, discretionary time, and response to others. Integrates methods devised by other researchers and provides marketers with a step‐by‐step, actionable segmentation method based on these five criteria. Offers implications for managers.

One of the nine thought provoking essays assembled by Peter Vergo in the recently published The New Museology (Reaktan Books, ISBN 0 948 462 035 hardback, ISBN 0 948 462 043 paperback) is “The Quality of Visitors' Experiences in Art Museums” in which Philip Wright discusses the lack of awareness among museum personnel of what exactly their institutions are doing, and indeed should do, in a period when “films, television, video and pop access photography have inevitably altered, if not actually undermined the hierarchy of images that museums aim to display”. Few curators have had professional surveys of their audience undertaken, some have dismissed colleagues' changes as pandering to commercialisation, and invest in sophisticated technology and displays in such a way as to distract from the integrity of the objects in their care.

This study sought to analyze university graduate job attainment in Lebanon through an individualist, societal and structuralist perspectives. Differences appeared between females and males on factors that predicted occupational attainment. In concert with neo‐patriarchal discourse increased occupational attainment among males was significantly predicted by fathers’ occupational status. The data reported that male and female university degree type produced higher occupational attainment between male and female graduates. Further analysis would seek to understand graduate attitudes towards their occupational attainment along individualist, societal and structural dimensions.

Managing e‐government is invariably managing change. Despite plethora of literature on change management, the rate of success of e‐government projects is dismal, especially in developing countries. Deriving from strategy and change management literature, this paper seeks to present a new approach to strategize for better change outcomes in e‐government domain. A new construct of “continuity” is introduced and proposed to be managed concurrently with change forces to attain better delivery of strategic deliverables in e‐government projects.

Continuity and change forces affecting e‐government domain identified from the literature are statistically validated by conducting an “idea engineering” exercise. For this response from e‐government experts to a structured questionnaire is elicited to validate the forces, which are further modeled in the strategic framework proposed.

Drawing from strategy and change management literature, it is hypothesized that “managing change in e‐government can be better leveraged by consciously and concurrently managing continuity”. Based on expert survey, out of the initial six continuity and eight change forces proposed, only one continuity force has been dropped and the rest are further modeled in the framework. Propositions for future research and implications for policy makers and implementers are highlighted.

Given the low rate of success of e‐government initiatives, especially in developing countries, this framework may serve as an important approach to strategizing in e‐government domain and may be of value to not just the policy makers but also to other stakeholders like project planners, implementers and also the beneficiaries.

The value of this paper lies in the application of the concept of strategic management of continuity and change in e‐government domain; identification of continuity and change forces in e‐government; and proposing a model linking the “constructs of continuity and change” forces with strategic deliverables of e‐government.

This chapter examines World Bank publications, including publicized reports and widely disseminated policy statements like the World Development Reports, as well as the plans and appraisals of two specific operations in Indonesia. Based on this examination, the author suggests that characterizations which emphasize the Bank's intransigence or celebrate its responsiveness fail to provide a satisfactory description of country-level education policy evolution. The chapter begins with two of the major theoretical frameworks that have been used to study the Bank's work in education. This is followed by a summary of the evolution of the Bank's involvement in education at the international level. The third part of this chapter analyzes two educational reforms that the World Bank has promoted in Indonesia in the last 10 years – programs advancing vocational education and decentralization – and examines how these priorities have been affected by local context and demands and shifts in the global discourse on education. The author concludes that the World Bank's role in the diffusion of education reform is best understood from a world culture perspective but that its interests – and the interests of its primary shareholders – are advanced in particularly opportune moments like democratic transitions.