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It is, perhaps, an over‐simplification to say that a paint or ink properly made for a specific purpose, with uncontaminated components and clean machinery, should not need to be strained or filtered.

Small is beautiful! Market segmentation can make tangible the abstractions which surround “corporate objectives”.

Not least amongst the emerging consequences of the sustained recession that has affected European economic life is an increasing willingness to make significant organisational changes. Such changes are often the most difficult to make, and may have long‐term as well as immediate implications for the whole nature of a business activity. Heller comments of ICI's recent reorganisation that “the retreat of ICI from its Millbank fortress to a far smaller London head office is…a landmark in the history of British Big Business”. Heller sums up the changes brought about by recession, that “small has become fashionably beautiful”, reasoning that large “size has been no protection against the intensified segmented competition which now… rules, and which demands companies organised round the sharp, marketing end”. What is wanted, he suggests, is a more responsive approach to organisation with small centres “exacting and monitoring results from separate, marketing‐oriented operations headed by individual chief executives, and with the growth markets separated out and properly, profitably exploited”. This article argues that the key to this changing view of what is effective organisation lies in Market Segmentation. This must be looked at from two viewpoints. To be effective as a policy concept, market segmentation must be both of functional use in determining product‐market scope (and hence in marketing planning), and contribute to the achievement of congruency between marketing strategy and other strategies, particularly for financial performance and operations management. Each of these requirements will be examined.

“…The greatest contribution the marketing man can make to the long‐range plans of his company is the use of real creative marketing…”

Suggests that changes in the environment have required changes in the marketing concept. Shows that these changes have been in fact evolutionary rather than revolutionary ‐ making explicit aspects of the concept which were previously implicit. Provides an outline of the most recent concept, the metastrategic concept, and shows its relationship to the learning organization and organizational identity. Sets out a series of injunctions for those who seek to implement the new concept and create a marketing learning identity for their own organization.

Titanium dioxide has probably received more publicity in this last year than any other pigment used in the paint and allied industries. In a recent article, Antipov et al. in Lakokras. Mat. 1972, 4, pages 9–11, discuss a laboratory reactor that is suitable for the production of titanium dioxide by TiCl4 oxidation. The reactor has been used to investigate the temperature and residence time on the degree of dispersion and the crystalline structure of the pigment. The conditions prevailing were 700 to 1300°C, 0–20 sec. Experimental results are clearly presented using graphs.