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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 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.

In this column, I'd like to deviate from the normal focus on the mechanics of network tools and instead take some time to step back and reflect on the culture of network navigation.

Reports on a comparison of the 1992 Lambda Book Award titles and a sample of titles reviewed in the Lambda Book Report with a control group of titles listed in Publishers Weekly, “Forecasts”. Finds that while the Lambda Award titles received about the same number of reviews as the control group titles, the LBR sample received significantly fewer reviews. However, both samples of gay/lesbian/ bisexual books are held in significantly fewer OCLC libraries than are the control titles. Examines the content of reviews of sample books and finds that they show no apparent bias on the part of the reviewers.

These indicate in general the need for examinees to comply with fundamental procedures on the lines indicated in Education & Training, April 1983. Specific comments for individual papers are set out below.

Advances in non‐contact measurement technology, processes and techniques have created momentum in the application of digital shape sampling and processing (DSSP) for driving a competitive advantage for manufacturing in a variety of industries from automotive and aerospace to consumer products. DSSP has been defined as the convergence of 3D scanning and digital processing of coordinate points by the Society of Manufacturing Engineers in an SME Bluebook authored by Peter Marks of Design Insight. The purpose of this paper is to demonstrate how DSSP, a potentially disruptive technology innovation, complements traditional inspection methodologies without being disruptive.

The paper compares traditional and new measurement processes and asks how modern techniques can become more efficient, faster and more economical.

This paper shows how inspection is evolving by integrating multiple methodologies to benefit manufacturing productivity and improve product quality to new levels.

The paper defines the current state of the art.