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Mental health promotion is a relatively new, evolving and very exciting area of public health. The challenge for mental health promotion in Australia is ‘weaving its many threads’ through the various areas of mental health policy, programs and service delivery.

Training in research and evaluation skills is a frequently expressed need among health promotion practitioners. Research conducted in Scotland among health promotion specialists and their managers showed that training in research on its own would be an insufficient response. In this paper, it is argued that there is a need to develop a broader strategy which seeks to strengthen research capacity within health promotion practice settings, rather than simply offering training to improve practitioners’ research skills. This will help to improve the quality of research conducted in practice settings and contribute to building an evidence base for health promotion. A broader professional development strategy for health promotion research in Scotland is proposed which utilizes a range of learning routes and delivery mechanisms. This will be backed up by the establishment of a broad strategic research partnership which brings together practitioners, researchers and policy‐makers so as to develop a better understanding of what evaluation evidence is needed and who is contributing what.

Expenditures for sales promotion activities have increased dramatically during the past decade. Along with this added emphasis, however, have come some undesirable effects. This article considers some of the key issues that influence sales promotion decisions. It describes current sales promotion activities, identifies some of the negative consequences of these activities, introduces a cost‐benefit philosophy for sales promotion decisions, and proposes a specific method for making those decisions.

This paper identifies seven points in favour of integrating mental health promotion and general health promotion strategies: mental, physical and social aspects of health are inextricably inter‐linked; mental health is all too easily overlooked in thought and deed; life circumstances affect mental, social and physical health; mental, social and physical health have intertwined and shared roots; we need concerted action on these intertwined and shared roots; even topic‐specific action needs to be co‐ordinated and the promotion of mental health is a foundation for the promotion of general health. Attention is then focused on how such integration can be achieved, with reference to the Ottawa Charter for Health Promotion and the ‘arenas’ approach to programmes. The paper concludes by widening out the notion of integration to that of health promotion as an integral part of our collective way of life, advocating the idea of ‘a healthy mind in a healthy body in a healthy society’.

States that, owing to major change in the field of marketing in the past 20 years, there has been an increase in the use of sales promotion. Proposes that managers in local authorities, who are responsible for the marketing of recreation and leisure services should understand the role that astute use of sales promotion can play in their marketing campaigns. Examines the meaning of sales promotion and gives a list of commonly used promotions given by local government. Reveals that careful planning, execution and evaluation of sales promotion can make it a useful tool for the recreation and leisure service manager.

Trade promotions are manufacturer incentives directed to retailers rather than to consumers, aiming at influencing retailer's sales, prices and merchandising practices. Although they are a growing element in the promotional mix of food manufacturers worldwide, trade promotions often raise concerns about their impacts on performance and coordination in the food supply chain, which in turn affect retail food prices. This paper aims to measure the influence of market power on the outcomes of trade promotions negotiated between food manufacturers and supermarkets.

The paper employs Rangan's conceptual model to develop hypotheses about the links between three dimensions of market power (size, brand and institutional power) and trade promotion budgets and their allocation between discount‐ and performance‐based types. The paper employs trade promotion data collected from 36 supermarkets in the USA to statistically test these links.

The results suggest that brand, size, and institutional power of food manufacturers and retailers affect trade promotion budgets and their allocation among discount‐ and performance‐based types. Food manufacturers have relatively more control over their trade promotion budgets whereas retailers may have more influence on the allocation decisions.

The findings can help food manufacturers and retailers identify institutional, brand and size variables that may help them leverage trade promotion negotiations. The results are relevant to policymakers, in particular for the study of antitrust and performance issues in the food distribution system.

Sales promotion is an important element of marketing communication strategy which accounts for more promotional expenditures than advertising in some countries. However, sales promotion has been generally ignored by researchers. This article briefly reviews the criteria used in the US to evaluate sales promotions and these criteria are found inadequate to guide the formulation of sales promotion internationally. Environmental sensitivity factors are identified which are overlooked in domestic sales promotions and an audit approach to planning and evaluating cross‐national sales promotion strategy is presented.

To explore US consumers' perceptions of the level of fun associated with non‐price retail promotions and to predict likelihood of participation among demographic groups.

The study employs a sample generated from retail forward panel data (n=500) to assess the impact of demographic variables including gender, age, educational attainment, income and household size on consumer perceptions and likelihood of participation in five types of non‐price retail promotions. Descriptive and inferential statistical techniques (t‐tests, regression) are used to evaluate the data.

Identifies demographic groups who perceive high levels of fun associated with non‐price retail promotions and examines relationships between demographics and likelihood of participation in these types of promotions.

Generalizations of the findings of this study to markets outside the USA are limited due to the differences in consumers and forms of retail promotion within various markets. Future studies could examine perceptions of non‐price retail promotions across international markets as well as identify additional predictors of response to non‐price retail promotions.

This research provides retailers that operate within the USA specific knowledge of consumers' perceptions of non‐price retail promotions and identifies demographic characteristics of consumers who are likely to participate in such activities. As price competition in the sector continues to evolve, understanding non‐price forms of competition is critical to superior performance and survival in the industry.

This exploratory study uses demographics as a framework for examining consumers' perceptions of and likelihood of participation in non‐price retail promotions. The paper is unique because there are few similar empirical studies focused specifically on non‐price retail promotions.

Sales promotions are often conceived as having tactical, rather than strategic, potential. This is accounted for by the sheer diversity of promotions, together with the hectic nature of marketing management. Proposes that promotions can provide strategic direction in guiding, targeting and positioning decisions, and can help to develop and maintain competitive advantage. This can be sustained by building a steady stream of promotions, which support each other, within a strategic plan. Competitive advantage can be achieved through cost leadership or differentiation. But cost leadership is more difficult to sustain. It is felt the best way to sustain advantage is to support differentiation through non‐price‐based promotions. These often provide signals of value, which need careful management.

The surging growth of state export promotion budgets in the United States should be justified by evaluating the effectiveness of the activities they support. This study relates the assessment of export promotion efforts to the level of state export activity. Multiple correspondence analysis was used to analyse the telephone survey data collected from export promotion officials in 45 states. Findings show relationships among the level of state export activity and the level of effort required for evaluation, the size of export promotion budgets, and the use of selected export promotion activities.