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In spite of the rise of social media influencers observed in the 2010s, the direction and future of influencers are ambiguous. This popular yet overused marketing tool has shown certain problems and limitations such as a decrease in perceived authenticity and market saturation. Additionally, the outbreak of COVD-19 has amplified the significance of these factors and made many companies and influencers reconsider their involvement in influencer marketing. Within this context, this paper aims to explore whether influencers were impacted by diminishing perceived authenticity, market saturation or the prolonged pandemic. Also, the authors aim to investigate influencers’ perception of the future of influencer marketing post-pandemic.

To gain insight into trends in influencer marketing from the influencer’s perspective, this paper uses qualitative research in the form of interviews with influencers and industry professionals.

The findings highlight the importance of perceived authenticity for success in influencer marketing. Most interviewees indicated that they had noticed a boom in social media influencer marketing before the pandemic, yet provided mixed views regarding the market during the pandemic. Several believe that influencers will continue to be relevant in the increasingly digital world (e.g. increasing digital marketing spend and e-commerce), whereas an expectation of new digital platforms and innovations was also observed. In the long term, saturation and decreased effectiveness were predicted by several interviewees.

This under-researched topic is of relevance especially to consumer goods companies, as social media marketing and influencer marketing are currently highly effective and popular tools. To refine marketing strategies designed around influencers, understanding the limitations, in the context of COVID-19, is crucial.

Plastic Laboratory Taps. A new range of taps, cocks and fittings made for laboratory use are being introduced into the U.K. by Tough Plastics Ltd. Moulded in nylon, various colours, in polythene and polypropylene, the wide range of designs available makes provision for practically every possible requirement. They are manufactured in Germany.

The study seeks to explore the antecedents and implications of collaboration between sales and marketing and further to identify whether there are benefits in terms of business performance of improving collaboration between sales and marketing.

Three exploratory case studies and a review of the literature are used to examine the antecedents to collaboration between sales and marketing. The case studies allow this fuzzy and undefined area to be clarified and existing theories to be empirically tested.

The study identifies that there are three types of factor influencing collaboration between sales and marketing: integrators, facilitators, and management attitudes towards coordination. The exploratory case studies establish that senior management plays a pivotal role in creating and improving collaboration between sales and marketing, and that there is a positive correlation between collaboration between sales and marketing, and improved business performance.

The limitations of this study are that it is qualitative in nature and the conceptual framework needs be tested through a large‐scale survey. In addition, the study considers only large UK organisations and, therefore, future research should consider expanding the study to overseas organisations.

There appears to be an established relationship between the level of collaboration between sales and marketing and business performance. Further, the attitude of senior managers to improving coordination is critical to influencing collaboration between sales and marketing.

This study contends that sales and marketing need to collaborate rather than integrate and uses exploratory case studies to support the development of the framework.

In May 1985, a new module was added to the syllabus of the Middle Management Course at the Staff College of the National Coal Board. This module, called the “Enterprise Study”, was a live in‐basket exercise based on the experience that NCB managers encountered in establishing a new subsidiary job‐creation company, NCB (Enterprise) Ltd. The teaching format was novel and, as experience was gained from operation, unexpected benefits were derived and drawbacks discovered. The perspective as to the purpose and value was altered as a result.

The findings of the Steering Group on Food Freshness in relation to the compulsory date marking of food contained in their Report, reviewed elsewhere in this issue, has brought within measurable distance the Regulations which were, in any case, promised for1975. The Group consider that the extension of voluntary open date marking systems will not be sufficiently rapid (or sufficiently comprehensive) to avoid the need or justify the delay in introducing legislation.

This systematic literature review analyses the determinants and consequences of executive compensation-related shareholder activism and say-on-pay (SOP) votes. The review covers 71 empirical articles published between January 1995 and September 2017. The studies are reviewed within an empirical research framework that separates the reasons for shareholder activism and SOP voting dissent as input factor on the one hand and the consequences of shareholder pressure as output factor on the other. This procedure identifies the five most important groups of factors in the literature: the level and structure of executive compensation, firm characteristics, corporate governance mechanisms, shareholder structure and stakeholders. Of these, executive compensation and firm characteristics are the most frequently examined. Further examination reveals that the key assumptions of neoclassical principal agent theory for both managers and shareholders are not always consistent with recent empirical evidence. First, behavioral aspects (such as the perception of fairness) influence compensation activism and SOP votes. Second, non-financial interests significantly moderate shareholder activism. Insofar, we recommend integrating behavioral and non-financial aspects into the existing research. The implications are analyzed, and new directions for further research are discussed by proposing 19 different research questions.

It has often been said that a great part of the strength of Aslib lies in the fact that it brings together those whose experience has been gained in many widely differing fields but who have a common interest in the means by which information may be collected and disseminated to the greatest advantage. Lists of its members have, therefore, a more than ordinary value since they present, in miniature, a cross‐section of institutions and individuals who share this special interest.

Allemagne: l'expérience TOUROPA Amorcée dès 1932 par le Docteur Vegetier de Berlin, l'expérience de voyages collectifs fut reprise et développée dès la fin de la Deuxième Guerre mondiale. A cette fin fut créée, en 1948, la société TOUROPA. Au départ, le capital était constitué de la manière suivante: