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The purpose of this paper is to estimate the effects of onsite restaurant business volume on slot machine gaming volume at a Midwestern racino property. The results provide management with critical estimates for use in determining the overall value of the restaurant space. Additionally, operators are able to examine whether it makes sense to operate restaurants at a loss, based on the notion that the dining outlets are contributing to gaming volumes.

Time series multiple regression analysis is used to analyze daily performance data, providing an estimate of the change in the dollar amount of slot wagers resulting from a one‐unit increase in the dollar value of restaurant sales.

The theoretical model advanced herein explained 81 percent of the variation in the aggregate, daily dollar value of slot wagers. A one‐dollar increase in the variable representing overall restaurant sales produced a $91 increase in slot wagers (or $7.44 in slot win).

Regression analysis does not prove cause and effect. The result was produced from a single data set. Operators are encouraged to examine their own data via the method and model advanced herein.

The results provide management an opportunity to examine whether the slot win associated with the restaurant operations exceeds the operating losses incurred by the restaurants, and, if so, by how much.

This is the first study to examine empirically the relationship between restaurant and gaming business volumes at a racino. Specifically, no published study includes statistically derived estimates of the impact of changes in on‐site restaurant volume on a racino's slot wagering volume.

The purpose of this paper is to understand how Agfa, a division of IG Farben and Germany's leading producer of photographic equipment, adapted its marketing strategy to the new political environment created by the Nazi regime. This was a time when many consumer goods manufacturers suffered from the state‐driven reallocation of resources favoring the armament industry. Agfa, however, expanded its production well into the war.

This case study is based on archival records of Agfa's sales department.

This paper shows that Hitler's armament drive left room for non‐essential consumer goods such as cameras, film, and photographic paper as they fitted the regime's consumption policy, as well as its import and foreign exchange policy. A pioneer in marketing, Agfa was able to secure its growth strategy and its room to maneuver by focusing its product and promotion program on the socioeconomic needs of the “Volksgemeinschaft” and the “Four Year Plan”.

This paper sheds new light on the often‐underestimated role of consumption during the “Third Reich.” Furthermore, it supports the evolutionary – rather than revolutionary – nature of the history of marketing practice in Germany, as Agfa's interwar marketing policy features many sophisticated modern elements prior to the “Marketing Revolution” of the 1960s.

Marketing is the art of matching the capabilities of a company with the wants of customers. In libraries, the product is information, and it is an ideal subject for marketing management. The various stages involved in this are discussed, and a method of dealing with the marketing challenge is presented. Libraries need to persist in order to remain prosperous.

Academic research has intensively analyzed the relationship between market concentration or market power and banking stability but provides ambiguous results, which are summarized under the concentration-stability/fragility view. We provide empirical evidence that the mixed results are due to the difficulty of identifying reliable variables to measure concentration and market power.

Using data from 3,943 banks operating in the European Union (EU)-15 between 2013 and 2020, we employ linear regression models on panel data. Banking market concentration is measured by the Herfindahl–Hirschman Index (HHI), and market power is estimated by the product-specific Lerner Indices for the loan and deposit market, respectively.

Our analysis reveals a significantly stability-decreasing impact of market concentration (HHI) and a significantly stability-increasing effect of market power (Lerner Indices). In addition, we provide evidence for a weak (or even absent) empirical relationship between the (non)structural measures, challenging the validity of the structure-conduct-performance (SCP) paradigm. Our baseline findings remain robust, especially when controlling for a likely reverse causality.

Our results suggest that the HHI may reflect other factors beyond market power that influence banking stability. Thus, banking supervisors and competition authorities should investigate market concentration and market power simultaneously while considering their joint impact on banking stability.

Provides an overview of the directions, including wrong turnings, in which European and global banking is heading. Based on the viewpoint of Howard Davies, the head of the UK regulatory body the Financial Services Authority, covers issues such as greater regulation, Internet services and erosion of margins. Concludes that this is an exciting time to be in banking and those who succeed will have learnt to cope with today’s speed of change and technology development.

The recurring implementation and continuous maintenance of price controls implies a deep incongruence between public policy and economic common sense. Yet, economists do not tire of concluding their papers with policy recommendations as if oblivious to the ineffectiveness of their efforts. By assuming that policy is an object of choice, economists have no alternative but to naively hope for a decision-maker sensitive to economic logic. An alternative approach is to think of policy, not as an object of choice but as an outcome of a competitive process. From this perspective, the often-lamented disregard for economic principles is not a characteristic of a deficient policymaker, but a systemic quality of institutional arrangements. I illustrate my argument with the analysis of the implementation of rigid prices for reimbursed pharmaceuticals in Poland.

In February 2003, President and CEO Nick Lazaris faces critical decisions on Keurig's launch of a new consumer coffee brewing system. Keurig has successfully sold single-cup brewing systems through commercial distribution channels and is now expanding to the lucrative consumer segment. However, a meeting with key strategic partners six months prior to launch raised questions about the product design. This prompted the Keurig management team to revisit its decisions on product design, pricing, and the marketing plan. With six months to launch, what should the company do?

Reviews the latest management developments across the globe and pinpoints practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

One of the age-old business mantras to enter into common parlance is that the ‘customer is always right’, and at some stage or other we have probably invoked this or similar sentiments when arguing with somebody who has tried to sell us something that falls short of its claims. Whether it is the standard of a hotel room, an erroneous charge on a credit card bill or a faulty bread maker, when we as consumers are sure of our own rights and the sellers’ shortcomings, we will not be afraid to say so and demand some form of recompense. After all, if we want a better room, money paid back or a replacement bread maker, we should get it. Because the customer is always right.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The purpose of this paper is to explore the pricing policies that service companies adopt along with the pricing information that they gather to set their prices. Despite previous authors' suggestions regarding the need for a coherent process when setting prices, there seems to be a lack of empirically‐based theory on how pricing policies and pricing information might be interrelated.

Following 26 in‐depth exploratory interviews, additional personal interview data were collected from 170 companies operating in six different services sectors in Greece.

The paper finds that “list pricing” is the only policy that is adopted by the majority of the surveyed companies. Further, they tend to collect more than one type of information giving particular emphasis on market‐based information. The “customer‐based” information was found to be associated positively with the policy of “cash discounts”, while the “competition‐based” information with the policies of “trade discounts” and “differentiated pricing”. Moreover, the “cost‐based information” is associated positively with the “cash discounts” and “efficiency pricing” policies and negatively with the “loss leader pricing” policy.

The findings refer to the need for a “balanced” market‐oriented and “situation‐specific” approach when setting prices The significance of these findings notwithstanding, the context of the study (Greece) is the most important caveat since it limits the ability to generalize the results in other countries.

The paper represents the first attempt to examine empirically the potential relationship between pricing policies and pricing information.