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Knowledge Alert uses periodicals in ten Chilean universities and the latest automated, computer and telecommunications technologies available, to provide the services of co‐operative serials acquisition, and current awareness/ individual article supply. Describes the Knowledge Alert legal structure, which includes an incorporated company owned by the participating universities. Presents the procedures and software developed to produce the co‐operative acquisition and the current awareness services. When a periodical issue arrives in the serials department of a library, the table of contents is faxed to a central computer, which automatically transfers it to any user registered for the title. Users in their turn can ask for a fax of an abstract of the article, or for a fax or photocopy of the complete article. Includes the finance strategy for this company for the coming years and explains the key factors affecting its future success.

Proposes the creation of a co‐operative acquisition centre that would permit improved use of serials to academic users in university libraries. Supported by the latest telecommunications technology the system would permit reception of requests for journal articles in a simple and rapid manner. Outlines economic feasibility and concludes that the creation of a centre is technically and economically feasible.

The purpose of this study is to attempt to analyze how the distance of analogies used during the strategy formulation process is a critical driver used to explain the different scopes of implemented changes.

This study was based on field research using primary data gathered from 70 firms by means of an 83‐item survey. The questions were carefully constructed and answered by top managers according to a four‐point scale. The three hypotheses were analyzed using multiple linear and quadratic regression analysis.

The study defines a new concept of analogy's distance. Firms implement incremental changes when top managers use either short‐ or long‐distance analogies within the strategic formulation process, whereas radical changes are implemented when top managers apply medium‐distance analogies.

Even though the response rate was higher than recommended by specialists (21.5 percent), the sample was small, and also, more valid and reliable measures of different analogical distances and scopes of change are needed. The findings of this study allow us to make theoretical extensions to the cognitive theory of the strategy formulation process, strategic renewal theory, knowledge‐based view of the firm, storytelling theory of organizations, and the upper echelon theory.

Scholars from various disciplines and practitioners agree that analogies are a useful tool for many organizational matters (i.e. design strategy, renewal strategy, conflict management, understanding complex environments, facilitating communications, creating the need for change, and so on). If the firm's upper managers are familiar with external business models, they may use those as analogies in order to obtain strategic recommendations and advice which can be used to design an effective strategy, understand complex management issues, create the need for change, exploit new opportunities to achieve competitive advantages, and so on. Thus, managers have an advantage when they have accumulated a wealth of knowledge about other business models along with life experiences that may come from their past job experiences, participation in development programs with case‐oriented methodology, and being part of business workshops and congress. This information could be used as analogies for undertaking organizational changes to meet daily challenges faced by the firm.

The current literature does not address the different distances of analogies and how they are related to the magnitude of organizational changes. This study emphasizes the importance of the type of analogy being used as a tool to build the firm's business model. The concept of analogical distance has not been discussed in management literature.

Planning for future real estate and facility needs in a highly uncertain competitive environment can benefit from a four‐stage process of demand forecasting. Based upon research conducted within the Corporate Real Estate Portfolio Alliance and a review of general business forecasting techniques, each successive stage relies on more abstract data and increased dialogue about business strategy with the lines of business as uncertainty about the future increases. Each stage requires increasing flexibility in the supply of real estate as the range of probabilities around the forecast widens.

Communicating the national values of artists and the role of product benefits as symbols of national values, infuse iconic national brands. This paper aims to validate a conceptual framework that offers empirical insights for cultural identity that drives brand management.

Case studies and cross-cultural focus group research establish the present study’s conceptual framework for cultural branding.

Brand awareness of a perfume named after a Cuban dancer and a spirit named for a Chilean poet, reflect authentic emblems of national identity. Informants’ behavior confirms the study’s model of icon myth transfer effect as a heuristic for cultural branding with clear, detailed and unprompted references to the myths and brands behind these heroines.

The study’s ethnography shows how artists reflect myth and folklore in iconic brands. Future research should assess whether the icon myth transfer effect as a heuristic for cultural branding occurs with cultural icons beyond the arts and transcends national boundaries.

The study challenges conventional branding, where the brand is the myth, and the myth reflects the myth market. The authors show how the myth connects to a national identity yet exists independently of the brand. The branding strategy ties the brand to the existing myth, an alternative route for cultural branding mediated by the icon myth transfer effect.

These two Latin American brands provide a much-needed connection among the branding literatures and images surrounding gender and nationalism in lesser-known markets.

Most research explores iconic myths, brands and folklore in one country. This study extends cultural branding through social history and by testing a conceptual model that establishes how myths embody nation-specific values. Iconic myths are a heuristic for understanding and describing brands, revealing an unexamined path for cultural branding.

The aim of this work is to provide a theoretical model that can help companies to develop a unique approach to achieve both corporate environmental sustainability (CES) and successful customer experience management (CEM).

A two-phase study achieved the research aim. The first phase consisted of the analysis of contemporary theoretical contributions with a focus on CES and CEM. In the second phase, taking a qualitative approach, the key dimensions identified in the initial analysis were investigated to explore the dominant perceptions of practitioners and to hone the theoretical categories.

Five innovative pathways emerged from the study to inform decision-making while maintaining the dual objectives of CES and successful CEM. These pathways are combined to offer a strategic tool for managers and for research advances. This original integrated model also offers six novel theoretical propositions that describe how to shape corporate decisions to achieve environmental sustainability in CEM.

Firms can benefit from an approach that integrates CES and CEM to develop a new mindset for an innovative and valuable decision-making process and to design more captivating experiences for customers. Nevertheless, the efficacy and generalizability of the theoretical framework and propositions require empirical testing.

This paper makes an original contribution to the environmental sustainability and marketing literature by bringing together all elements in these fields of research in a conceptual model. Moreover, this paper proposes theoretical propositions that advance knowledge of the subject and offer ideas for future research and managers.