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Summary This paper presents the case for a geocentric approach to global strategy formation. It describes the geographic adjustments that are the embodiment of both attack and defence under global competition, and the geographic units that multinationals adopt as their primary organizational units to identify and carry out these adjustments. In addition to actions with local effects, global competitive performance demands actions from these primary units which will have payoffs accruing to other units. The geocentric approach to global strategy endeavours to identify and stimulate these cross‐unit opportunities through collaboration among units and the centre. The consequent needs at unit level for information on the global competitive situation are examined, as well as some common impediments to geocentric collaboration imposed by the design of planning, accounting and reporting systems.

Surveys nine relatively new exporters with a view to defining their motivation and characteristics in relation to their first export orders. Suggests that the characteristics of these innovators/initiators of exporting are similar to those of innovators in other situations. Reveals that those who are likely to start exporting are those who have little loyalty to the UK marketing area. Underlines the importance of change agents in initiating the innovation.

Concerns itself with competitive position accounting measurement, stating that it is a much more complex task, however, than devising a standard procedure for measuring competitive position. States that changes in competitive position generally build gradually, ebbing and flowing. Argues that a competitor's sales revenue is perhaps the most important of all competitive indicators and that estimation of this for firms and markets must be prime in developing a strategic management accounting system. Adds that market share provides a link between accounting performance of the single period for which the share is measured and the performance of future periods. Sums up by showing within this article that accounting representation of a firm's competitive position within an industry is possible by using quite basic accounting measurements. Goes on to say there is much development needed to refine methods of accounting for competitors, but the resulting change in the role of accountants will be immense.

When Britain became a member of the EEC in 1973 the impact on managerial practice was neither immediate nor obvious. British multinationals continued to function on a global scale, whilst small to medium‐sized companies were initially disinterested, or deterred by harmonisation legislation affecting their operations. As John Stopford's 1976 study showed, British multinationals' annual increase in direct investment in the six was already running at an average of 37 per cent in the years preceding and following Britain's entry into the EEC (1970–74). Their pattern was well‐established prior to membership. In addition, a 1977 survey of 100 UK public companies indicated the extent to which smaller firms have taken the opportunity over the intervening six years to diversify, developing export markets and establishing foreign subsidiaries: 92 per cent of firms surveyed recorded an average 36 per cent increase in ‘foreign sales as a percentage of total sales’. In some instances, where companies recorded more than a 70 per cent increase in foreign sales over the five‐year period, these interests now outweigh home operation. I ascribe this ‘considerable shift of emphasis outside the UK’ to ‘the pressure to protect markets abroad by local production, and to establish a physical presence in key markets, notably those of the Continent’. Undoubtedly, lack of scope in the British economy has been a strong contributory factor, but coupled with access to new markets in Europe, it has meant a radical change in operating patterns for companies which ten years ago would not have considered Europe.

This article examines how bidding decisions are being tackled in practice. It appears very likely that in the future, these decisions will have to be made on a sounder, more structured, quantitative basis. The article suggests a formal, yet mathematically unsophisticated way of handling the bidding problem and considers how such an approach can help the decision maker. Such an approach is a valuable addition to the experience, judgment, intuition and common sense of the bidding strategist.

Compares the different models of behaviour between exportation and internationalisation in an organization. Examines other studies on the subject of export behaviour and looks at the lessons and opportunities which arise from these. Attempts to résumée the different models and studies and also to evaluate their implications for government policy and export management. Proposes these points for further exploration.

Factors influential in directing Turkish manufacturers to exporting are discussed. The research shows that the majority of these companies started exports due to unexpected orders and entered this field as a result of domestic economic factors. For most of these companies, the domestic market preserves its significance. Therefore, a different marketing strategy is not implemented for exports. However, as size and export volume increase, a change in attitudes is observed, supporting the findings of previous empirical studies that involvement in export marketing is a sequential and gradual process.

The proposed approach to international segmentation capitalises on the inherent similarities across groups of consumers in different countries. By making the customers and not countries the basis of a firm's international marketing strategy, this approach not only facilitates increased consumer orientation, but also offers the potential to optimise the profits of a multinational firm at a global level.

Most years, several AIB members are elected as AIB Fellows on account of their excellent international business scholarship, and/or past service as AIB President or Executive Secretary. The Fellows are in charge of electing Eminent Scholars as well as the International Executive and International Educator (formerly, Dean) of the Year, who often provide the focus for Plenary Sessions at AIB Conferences. Their history since 1975 covers over half of the span of the AIB and reflects many issues that dominated that period in terms of research themes, progresses and problems, the internationalization of business education and the role of international business in society and around the globe. Like other organizations, the Fellows Group had their ups and downs, successes and failures – and some fun too!

More than forty years ago, IU helped begin the process of internationalizing business education by becoming one of the first U.S. business schools to include an IB program in its curriculum. In 1956 Columbia University led the trend, and in 1959 IU became the second to offer an IB major. The author, the first chair of the IB department at IU’s Business School, describes the development of the field in its early years.