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Indicates in broad terms the areas which should be considered by valuers of petrol filling stations. Notes that rental values and capital values will involve careful appraisal of the potential fuel throughput and consideration of the costs of running the site. Concludes that there is an overall trend in the oil industry to reduce the number of petrol filling sites and that a valuer must take full account of all known or potential factors in the surrounding area including the impact of hypermarket petrol filling stations.

Samples of sandwiches were taken from all petrol filling stations in the Bolton area selling such foodstuffs. These were bacteriologically examined and, when the results were obtained, all the petrol stations were visited and advice was given where improvements could be made. Resampling was carried out and the results were compared with the initial samples. The second set of results indicated a significant improvement in microbial flora. Further recommendations were made where necessary and it was possible to produce a Code of Practice from the results obtained.

Discusses the methods and processes involved in the valuation of petrol filling stations. Examines the market conditions current at the end of 1989 and comments on some of the complexities involved in interpreting available comparable evidence. Suggests that the report made by the Monopolies and Mergers Commission compiled after this paper was written, may significantly affect the market.

Petrol stations in the UK increasingly resemble small supermarkets. Every driver has bought petrol and then perhaps bought some extra items, such as a sandwich or a newspaper. Local residents also use these shops to buy those essential items like bread or milk that everyone runs out of. Shell, however, was one of the petrol companies that found that making these shops profitable was more difficult than it had envisaged.

National insurance — Industrial injuries benefit — Injury ‘arising out of and in the course of employment’ — Peripatetic employee ceasing employment at one place of employment — Injury sustained while proceeding to next place of employment — Whether entitled to industrial injury benefit — Whether injury ‘arising out of and in the course of employment’.

Simple principles plus electronics are helping a small instrument company to anticipate a new market.

With the launch of Asdadrive, Asda‐MFI, the third largest retailer in the UK, is to start selling cars. The news that Asda is to enter the motor trade, not only selling new cars but also dealing in servicing, repairs, trade‐ins and credit arrangements alongside their existing superstore operations is a perfect example of the daring and imaginative attitude which personifies “headline” retailers today; “jam‐jars” (Cockney rhyming slang for cars), beside jars of jam … whatever next! In fact this development of elastic product policies exactly mirrors another shift in traditional retail patterns — equally major but less trumpeted perhaps — the rapid growth in forecourt shops selling unconventional lines of merchandise. Our contributor looks at this relatively non‐publicised aspect of retailing, now pushed dramatically into the limelight.

The case study “Maruti Suzuki – toward cleaner mobility” has been written keeping in view the requirements in the field of strategic management. The key learning objectives are as follows:• Analysis of business environment.• Product development strategy – creating market segment to gain competitive advantage by leveraging available organizational capabilities.• Strategic decision-making – understanding strategic decision-making process in a complex and highly competitive business scenario.

Maruti Suzuki, a leader in Indian automotive market with around 50% market share in passenger cars, was likely to face intense competition because of disruption by electric vehicles. As electric vehicles adoption was increasing globally in developed countries, automotive companies shaped their strategy accordingly to stay relevant. Maruti Suzuki was yet to be ready with electric vehicles and approached this space differently than other competitors. However, with Indian Government pushing toward cleaner mobility, it was yet to be seen how the company would manage to comply with legislations and compete effectively in marketplace. Indian Auto major, Maruti Suzuki, was on the edge to decide future strategy on electric vehicles to sustain its leadership position. The Indian automotive sector was going through the transformation where auto original equipment manufacturers were bringing electric vehicles and supporting policies from government likely to accelerate its adoption. Maruti Suzuki was striving to counter the competition with available resources to create competitive advantage in changing environment and continue to remain profitable with leadership position in Indian automotive market. The company had successfully maintained its leading position over three decades and transformed the automotive space with its strategies ahead of the curve. Now the company was standing at crossroads with regard to future technology on cleaner mobility. Mr Bhargava had to decide whether to throw the hat in EV ring or wait for other alternate technology disruption.

Management studies and executive development programs.

Teaching notes are available for educators only.

CSS 11: Strategy

Manufacturers of radio sets agreed to sell a certain quantity to buyers in Persia. They made a contract with carriers for the radios to be carried to London docks. A large number of the radios were loaded into a van belonging to a sub‐contractor of the carriers at the manufacturer's premises. The van was then parked in a near‐by street, out of sight and unattended. It had been locked but not immobilised. While the driver was assisting in loading another van the van containing the radios was stolen and only a small number of the radios was subsequently recovered. The manufacturers sued the carriers for their loss alleging negligence. There was evidence that the manufacturers and the buyers had agreed to insert a fake low price in the invoices in order to defraud the Persian Customs. The carriers denied negligence and alleged in any event the manufacturers could only recover the price shown in the invoices since there was no evidence as to the exact number of sets loaded into the van. Held: (i) that the carriers had been negligent by not immobilising the van when it was left; (ii) that the measure of damages was prima facie the value of the goods at the time of their loss and the contract between the manufacturers and the buyers was irrelevant.

Compiled by K.G.B. Bakewell covering the following journals published by MCB University Press: Facilities Volumes 8‐18; Journal of Property Investment & Finance Volumes 8‐18; Property Management Volumes 8‐18; Structural Survey Volumes 8‐18.