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This article has been withdrawn as it was published elsewhere and accidentally duplicated.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/eb038827. When citing the article, please cite: MARTIN CHRISTOPHER, LEONARD MAGRILL, GORDON WILLS, (1971), “Educational development for marketing logistics”, International Journal of Physical Distribution, Vol. 1 Iss: 2, pp. 79 - 82.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/eb038847. When citing the article, please cite: LEONARD MAGRILL, (1972), “The development of an analogous channel model”, International Journal of Physical Distribution, Vol. 2 Iss: 1, pp. 29 - 32.

The development of a scientific discipline of marketing logistics requires a vital commitment to education in this area.

An investigation into how the acceptance of the total distribution concept can affect the theory of marketing channels and provide new insights for marketing management

Efficient, or seemingly efficient, distribution of goods and services is something most of us take for granted most of the time in western advanced economic systems. Yet, as catastrophes and wars have repeatedly shown, a distribution system is a sophisticated and often fragile institutional phenomenon. In the face of such fragility and sophistication we tend to over‐compensate; we tend to generate excess capacity to meet almost any demand. Our understanding of channels of distribution and the complex relationships within them is accordingly adolescent rather than mature. During the coming decade, as the economies of the nine E.E.C. countries seek to adapt to their rapidly changing environments, there seems little room for doubt that greater maturity will be necessary and that it will emerge. Here we seek to discuss two conceptual constructs as the basis for understanding movement from adolescence to early maturity. Firstly, we explore the total systems approach; then we shall take a look at the use of comparative analytical method.

The purpose of this article is to report some of the findings of an evaluation study of a Marketing Logistics and Physical Distribution Planning one week, post experience course held at the University of Bradford Management Centre in February 1971. Since 1966 Bradford Management Centre has been actively engaged in post experience education for marketing and up to the present time faculty have worked with over 3000 managers. For the entire period of its operation it has always been the policy to assess the value of courses and much advice and evaluative feedback has been incorporated in its market offerings. In this particular case however the course was one of a series studied in depth by the author during his doctoral studies to assess the effectiveness of and directions for improvement of a series of one week programmes.

Price/Earnings Ratios When the United Kingdom changed from a two‐tier system of company taxation (Income Tax and Profits Tax) to a single‐tier Corporation Tax in 1965, the investment community simultaneously adopted the American‐style price/earnings ratio as the standard yardstick for measuring the relative values of share prices.

Panel on Take‐Overs and Mergers There have been occasions during the chequered career of the Panel on Take‐overs and Mergers when it has appeared to be inhibited by its voluntary status from acting as toughly as it would like to have done. The fact that when the chips were down it depended on the support of the City institutions meant that transgressors of the City Code on Take‐overs could, if they were prepared to risk incurring the wrath of the City Establishment, ignore its rulings and carry on in their own way.

Within any social system, planning and control are fundamental activities. Both are pursued by a process of comparison of and choice between alternatives. This is the essence of decision making.

Accounting information is prepared and submitted to interested parties with the aim of influencing their behaviour and decisions. If an accounting system is to provide information which can be used to help interested parties, such as managers, to control the future activities of the organisation and make well‐informed decisions, the system should record in money terms every financial or economic fact which affects the income or financial position of the organisation. The functions of management can be described briefly as forecasting, planning, organising, co‐ordinating and controlling the use of resources with a view to achieving the stated objectives of an undertaking. The resources available to management include physical resources such as plant and machinery, financial resources, patents, trade marks, the reputation the company has with customers and creditors, and the human resources within the organisation. To the extent that an accounting system fails to record and present relevant information on any of these resources it can be regarded as inadequate as a source of information for control and decision‐making.