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PETER MARK ROGET died on 12 September 1869, Nevertheless, he is more widely known today than he ever was in his heyday. His name has endured a full century, and may indeed endure for ever, primarily because of the great popularity, extraordinary sale, and unforgettable title of his Thesaurus of English Words and Phrases. This astonishing collection of interchangeable parts of speech, ‘classified and arranged … so as to facilitate the expression of ideas and assist in literary composition’, was first published in 1852, long after Roget had retired from medical practice and shortly after he had given up his post as secretary of the Royal Society. He was already 73 years old, but since he could not slacken his habitual pace, he continued to work unceasingly on revision after revision until there were twenty‐eight revisions when he died seventeen years later. After his death, his son, John Lewis Roget, edited the Thesaurus until 1908; a grandson, Samuel Romilly Roget, then took over the editorship and retained control over the legacy until 1936.

The teaching objectives of the case are as follows: to develop an understanding of the scope and complexity of strategy and marketing; to examine what is meant by purpose, direction, objectives and consider how these might be set and used; to help students think and act in a strategic way; to give faculty the opportunity to illustrate the strategist’s and marketer’s toolbox, namely, tools and frameworks, such as Porters 5 Forces – The attractiveness of the industry, Porter’s Generic Marketing Strategies, strengths, weaknesses, opportunities, threats analysis, the 4P’s – with a focus on product and distribution. The case is intended for use in MBA and Executive education courses in strategy, marketing and leadership. The case offers relevant experiences and instructive lessons in formulating and implementing business strategies. The case highlights the importance of contextual leadership intelligence and competence in enabling entrepreneurial business activities.

Tomato Jos (Nigeria) is a large tomato processing business in Kaduna, Nigeria. Nigeria is the second-largest producer of tomatoes in Africa, with Egypt as the largest. The country ranks 14th overall as a world producer. In Africa, and specifically Nigeria, there is a strong push to support small-scale farmers as a source of employment creation, as well as meeting the needs of food security. The CEO, Mira Mehata, is an ex-pat graduate from the USA with strong Agri sector experience. The business has received extensive support from the Kaduna Government as the business has secondary objectives to assist small-scale farmers in the region. Farmers need consistent off takers and reasonable set prices to see a return on their investment and Tomato Jos plays that role of being the middle-man. This results in less wasted produce – the bane of farmers globally. The price for fresh tomatoes is about three times that of processed tomatoes IE in paste or sauce – so that is an added challenge for farmers to see the value in processed tomatoes. The business currently has a 2% Market Share in Nigeria with a target of 10% over the next five years. The business so far has invested three billion Naira and plans a further five billion Naira over the next few years. The business is seen as a high-profile success story with a supportive eco-system with a push from both the Nigerian Government and some major private sector players example Dangote.

The case is intended for use in MBA and Executive education courses in Strategy, Marketing and Leadership.

Teaching notes are available for educators only.

CCS 11: Strategy.

The learning outcomes of this paper is as follows: to give faculty the opportunity to illustrate the strategist’s and marketer’s toolbox, namely, tools and frameworks such as the McKinsey 7S model. Porter’s generic marketing strategies. Strengths, weaknesses, opportunities and threats analysis. Political, economic, social and cultural, technological, environment and legal – external macro analysis. The case is intended for use in MBA and Executive education courses in strategy, marketing and leadership. The case offers relevant experiences and instructive lessons in formulating and implementing business strategies. The case highlights the importance of contextual leadership intelligence and competence in enabling entrepreneurial business activities. The case gives students the opportunity to apply a strategic framework to marketing communications, competitive analysis and branding with a new brand and a new name in a first world economy. The case helps students understand that: successful companies are a success because of their people and leadership, proactive thinking and constantly looking for new opportunities will make you a leader in the market, up-to-date competitor and market analysis are paramount in making the winning decision, staying true to one’s business philosophy and company values build a reputable organization, the importance of creating partnerships and healthy relationships with the distribution channel, the concept of competitive advantage, the concept of differentiation, focus and cost leadership and the concept of value and understanding customer needs.

The Egan’s Whiskey case offers students a unique opportunity to discover the important, yet grass-root, strategic decisions made by a high-quality alcohol product in a very competitive, well-known brand dominated the market, the USA. The case focuses specifically on issues related to strategic choices and implementation, brand, reputation, leadership, strategic marketing decision-making, customer/retail relationships, customer value and the importance of good marketing intelligence. There are some good examples of out-of-the-box thinking. History reveals that companies with the strongest brands, most proactive leadership, innovative marketing ideas, superb marketing intelligence and deepest relationships with their consumers are the pillars of success. The very assets that define these leading companies provide benchmarks for upcoming organizations. Being complacent and having poor leadership and vision in an ever-demanding customer-driven and competitive environment is a recipe for failure. Organizations and their leadership teams need to start thinking systematically, proactively and strategically about their place in competitive markets and take quick actions to mitigate risks and miss opportunities before they become reality. This case reveals the importance of understanding your strategic landscape, your market, your competitors, your customers, quick thinking and actions and having a rolling strategic plan, which is adaptable.

The case is intended for use in MBA and Executive education courses in strategy, marketing and leadership.

Teaching Notes are available for educators only.

CSS 11: Strategy.

Considered as one of the most unwanted species by the International Union for Conservation of Nature, the Prosopis juliflora plant is a noxious and invasive weed. Recent studies suggest that the heartwood of the plant has an unusually high amounts of flavonoids with potential medicinal properties and dyeing potentials. In this work, acetonic extracts were successfully valorized into a natural dye.

After extraction and optimization of dyeing conditions, the fabric was treated by using pre-mordanting, simultaneously mordanting and post mordanting techniques. The dyed samples were then evaluated by using standard methods ISO 105-C06, ISO 105-A02, ISO 105-X12 for wash, light and rub fastness, respectively.

Dye fastness ranged from good to very good with mordants improving both wash and rub fastness. Optimum pH for dyeing was found to be at 7.2 at temperatures of 60°C and a dyeing time of 80 min. Application of mordant in dyeing white fabric showed improved dyeing properties in post mordanting than both pre-mordanting and simultaneous mordanting.

To best of the authors’ knowledge, this paper details for the first time how a noxious weed can be transformed into a natural dye, with potential applications to the textile industry.

The majority of the synthetic dyes have been found to be non-biodegradable, toxic and carcinogenic. As a result, there has been a growing trend toward the use of natural dyes as alternates to synthetic dyes. This shift calls for more research to come up with more sources of natural dyes to satisfy their increasing demand. Euclea divinorum plant has been used traditionally as a source of dye, however, its textile dyeing properties have not been studied. This study aims to determine the textile dyeing properties of E. divinorum extract.

Optimization of dyeing conditions of Euclea divinorum natural dye extract on the cotton fabric was done using response surface methodology (RSM). The combined effects of examined dyeing conditions on the relative color strength (K/S) were studied using a central composite experimental design. Analysis of variance (ANOVA) was used to determine the significance of the statistical model generated for the study. Mordanting effects were measured using standard ISO wash, rub and lightfastness tests.

The optimum dyeing conditions were found to be 68 min, pH 3.3 and 82°C with color strength 0.609. Temperature and pH showed some interaction effects during the dyeing experiments. The predicted optimum K/S value was validated experimentally using the optimum conditions and was found to be in agreement with the experimental values. All the metallic mordants used enhanced the color strength and provided a variety of brown shades, therefore, a suitable alternative for the toxic synthetic dyes.

Optimization of dyeing conditions of Euclea divinorum dye on cotton using RSM and mordanting at optimal conditions has not been done elsewhere.

The purpose of this paper is to present researcher's reflexive writing about emergent events in research collaborations as a way of responding to the process-figurational sociology of Norbert Elias in the practice of organizational ethnography.

Drawing parallels between Norbert Elias' figurative account of social life and auto-ethnographic methodology, this paper re-articulates the entanglement of social researchers in organizational ethnographic work. Auto-ethnographic narration is explored as means to inquire from within the emerging relational complexity constituted by organizational dynamics. Writing about emergent events in the research process becomes a way of inquiring into the social figurations between the involved stakeholders; thus nurturing sense-making and increasing the awareness and sensitivity of the researcher to her own entanglement with the relational complexity of the organization under study.

In the paper, we argue that the writing of auto-ethnographic narratives of emergent field encounters is a process of inquiry that continuously depicts the temporal development of the relational complexity in organizations. Viewing that from the perspective of Elias' concept of figuration, we find a common commitment to the processual nature of research processes, which insists on moving beyond objectifying empirical insights.

This paper encourages awareness of the interdependency between ourselves as social researchers and field actors as we engage with the field. It moves beyond simplifying the ethnographic research agenda to that of “studying” and “describing” organizations. It offers unique insights into the organizational context, and increased sensitivity toward the social entanglement of the experiences that we, ourselves, as researchers are part of.

This paper has been timed to coincide with the 25th anniversary of the publication of In Search of Excellence. Observing this anniversary, the paper aims to offer a critical review of the works of Tom Peters – a man vaunted as the guru of management. Reviewers have observed that Tom Peters' narratives of business build and depend upon organizational stories to achieve their effects. Recognising that tales of the organization play an important role in sensemaking and sensegiving endeavours, this paper reviews Peters' organizational storytelling in the light of critical academic reflection in this arena.

The paper analyses the eight key works on management produced by Tom Peters between 1982 and 2003 from a storytelling perspective. Building upon Yiannis Gabriel's account of the essence of the poetic tale, the paper compiles a catalogue of Tom Peters' storywork.

On the strength of the cataloguing exercise, the paper charts a decline in this guru's storytelling; the predominance of certain story types; Peters' transmutation from narrator for, to hero of, the business world.

While acknowledging the need for further research and analysis, the paper suggests that the quantitative and qualitative changes evident in Peters' storywork catalogue suggest that this guru's connection to the world of business has become increasingly remote and unproductive. Accordingly, this review questions Peters' status as an organizational storyteller/organizational “sensegiver”, and so, questions his future prospects as a guru.

The purpose of this study is to mirror the late guitarist Peter Green’s life experiences through insights from Andrew Voyce, who recovered from mental illness, and expertise from Peter Bryngelsson, a Swedish professional musician and author.

The authors used a mixed method of collaborative autoethnography, psychobiography and digital team ethnography.

Despite having not previously attracted academic interest, Peter Green’s experiences of mental health problems and his return to recording and performance provide a rich data source when mirrored and compared to the lives and experiences of Andrew Voyce and Peter Bryngelsson.

The main limitation of this piece of work is that Peter Green died in 2020. During the process of writing, the authors have had to follow different, mostly unacademic, sources that have described various parts of Peter Green’s life. The authors have given examples and drawn conclusions from their own lives as well as from academic sources, which they have found appropriate.

Both Andrew Voyce and Peter Bryngelsson’s stories would be helpful when it comes to a deeper understanding as to why Peter Green “took a left turn”, i.e., turned his back on an accepted lifestyle.

Acid casualty is a problem connected to both mental distress and to the music industry. Peter Bryngelsson’s story tells us that one can remain sane and drug free and still be an influential and creative musician.

The analysis has brought together two stories of mental distress in combination with insights.

A group of African and Caribbean people decided to tell mental health workers and others in east London about their struggles to achieve mental health. They wanted to show that black people with mental health problems are individuals, with different histories and different talents. They wanted to show that it is possible for African and Caribbean service users to rebuild their lives after a mental health crisis and even after years in and out of hospital. In this article, Zhenreenah Muhxinga describes how they produced a book of stories to challenge the familiar assumption that recovery is not an option for black people.

“The Human Face of Retailing” was one of the major themes of the 12th Annual European Conference of the International Council of Shopping Centres (ICSC), held at Monte Carlo in March. There was the usual impressive spread of speakers from major companies in continental Europe, some of which we summarise in our special report on the following pages. Peter Spriddell of Marks & Spencer referred obliquely to his company's out‐of‐town initiative with Tesco by drawing attention to the shopper's need for a better environment, which means good car parking, and pointed out that “both out of town and city centre retailing have their place” — an assertion that only a couple of years ago would have been more than a little startling from a Marks & Spencer spokesperson. Francis Rigotti, from another highly prestigious company, Migros, talked about his company's search for “produits vivants”, by which he means articles which decorate the lifestyle and affirm the personalities of the “me‐generation”. We are celebrating the demise of the mass market, he implied; quality has supplanted quantity in modern life. And what of the retail pattern in Germany? Professor Dr Bernd Falk described the importance of the role of the shopping centre, whilst at the same time explaining the difficulties of the department store. And we offer our congratulations to the designers of the Kö‐Gallerie in Dusseldorf, which won this year's ICSC design award in the category of large centres, and which we feature on our front cover. Described as a “beautifully developed dream”, it was conceived, designed, developed and leased by Walter Brune of Dusseldorf. RDM was represented at the conference by David Sands.