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Describes the history of the tobacco industry and its emergence as an extremely effective marketer and non-market strategist. After years of success, both publicly and politically, the leaders of the tobacco industry are faced with mounting political pressure and the financial threat of litigation from class-action lawsuits. The leaders face an industry-wide strategic decision of whether to acquiesce to government demands in exchange for immunity, focus on judicial success, or develop a new course of action.

To evaluate the formulation and implementation of non-market strategies in the context of regulatory, legislative, and legal institutions. To understand how various aspects of the non-market environment interact and how these environments not only change over time, but change market competition within an industry. Further, to formulate and decide between firm-specific and industry-wide strategies. Finally, to appreciate and reflect upon the potential conflict between non-market strategies and ethical concerns.

The purpose of this paper is to describe a novel error‐ranking methodology and two compensation strategies for hybrid parallel kinematic machines (HPKMs).

The paper outlines an error analysis methodology developed for HPKMs and applies the technique to a typical industrial HPKM. Based on the results of this, two compensation strategies are developed and implemented, for both mass‐induced and thermal errors.

The paper demonstrates and quantifies the performance improvements possible with appropriate error compensation strategies.

The paper introduces a novel and generic methodology for error source analysis and describes two fully implemented compensation strategies which result in a significantly improved level of system performance.

To achieve persistent superior performance, a firm needs competitive advantages, a constellation of them. Superior firms typically do not do just one thing well, they often excel in multiple aspects. Nurturing an evolving constellation of multiple advantages and undertaking timely renewals help carry the firm through competition over time. To maintain healthy dynamics of a firm’s constellation of advantage, the following tasks should be carefully attended to: establishment of dominant advantage which defines the firm’s core purpose and identity; accumulation of supporting advantages to complete the constellation; amplification of complementary advantages for maximum performance; trade‐off among competing advantages for long‐term viability; and renewal of both dominant and supporting advantages, in adaptation to changes in the firm, competition, and the general environment. Knowledge of the relationship between and interaction of multiple advantages is essential for managing a firm’s advantage constellation, a critical challenge facing general managers.