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This paper seeks to examine three evolutionary trends that are pushing the boundaries of loyalty marketing in 2006 and beyond. These trends incorporate the power of networks, the power of data, and the power of convergence.

The paper thoroughly describes three new trends in loyalty marketing, which the authors believe have the potential to affect the strategies of all existing loyalty programs. Various programs that represent ongoing experimentation and innovation are used as examples of each of the trends.

The paper suggests that by incorporating some of the components of the three trends in loyalty marketing, marketers will see their boundaries expand and their strategies and tactics change. The results will power profits and growth.

It may be true that the biggest revolutions in loyalty marketing happened in the past. But micro‐revolutions in loyalty marketing are happening everywhere. By examining those programs that are innovative and willing to experiment, marketers can learn strategies that can grow their own programs.

The paper takes a look at evolutionary trends in loyalty marketing, with suggestions on how to incorporate these trends into existing programs.

The purpose of this paper is to examine how the current trends in B2B loyalty, technology and analytics can aid marketers in creating profitable relationships with small business owners by exploring their consumer mind.

This approach takes the form of a discussion, with practical examples and commentary from leaders in the marketing industry, of the top tips and trends for marketers to establish a consumer‐minded B2B relationship with small‐business clients.

Loyalty‐marketing efforts that focus solely on the hard‐benefit tactics still dominate, but companies are beginning to realize that small businesses, estimated at 16.7 million firms in the USA alone, come with individual needs and are not only business‐minded but consumer‐minded as well.

B2B marketers have the tools to delve deeper into their relationships with small‐business clients by examining them as they would consumers – by building a loyalty platform on a foundation of customer data.

The paper employs exclusive interviews with representatives from some of the largest marketing firms in the industry today and reports expert analysis and breakdown on loyalty marketing strategies.

The purpose of this paper is to examine the effectiveness of retail private‐label credit cards in a crowded marketplace. It offers ideas, citing examples from successful retailers, for improving the effectiveness of credit cards as a loyalty tool.

The paper examines the strategy behind Gap Inc.'s private label credit card, which allows customers to earn rewards for shopping at Gap, Banana Republic and Old Navy stores. It also examines other retail card programs, including quotes from program leaders who share their ideas.

Statistics are cited which indicate how crowded the marketplace currently is for private label credit cards. By closely examining successful credit card programs, and by interviewing industry leaders, the importance of competitive differentiation in this marketplace is proved.

The reader will walk away with some specific ideas for improving the effectiveness of their private label credit card program. Armed with the knowledge of the scope and size of the private label credit card market, readers should gain insight that will improve their decision making about their own program.

The paper takes a look at how private label credit cards are currently used as loyalty marketing tools, and follows with suggestions on how to incorporate the strategies of some major retailers into existing programs.

As loyalty marketing programs have reached a state of maturity, the aim of this paper is to outline the key loyalty‐marketing trends for the twenty‐first century that can serve as guideposts as marketers create, expand and revamp their loyalty and customer relationship management (CRM) strategies.

The paper uses data and statistics from numerous loyalty‐marketing programs to support its conclusions.

Five key loyalty‐marketing trends are identified and explored in detail: ubiquity; technology enables but imagination wins; coalition lite; customer analytics; and the Wow! factor

The challenge for marketers is to reinvigorate the market with new strategies, tactics, and technologies backed by imagination, innovation and sound program design. The five key loyalty‐marketing trends for the twenty‐first century identified in this paper can serve as guideposts as marketers create, expand and revamp their loyalty and CRM strategies in the new century.

Provides a view point based on the authors' opinion or interpretation of the key loyalty‐marketing trends for the twenty‐first century.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The paper finds that viral marketing's intended result is word‐of‐mouth (WOM) marketing. It suggests four important tips for employing viral marketing successfully: use tactics to build awareness and trial; no acquisition without identification; look beyond the transactional; and connect your advocates to product development.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Discusses the long existing and confusing problems of establishing the relationship of who is, and who if not, a dependent worker. Reflects developments which have occurred in British law as it affects the employment field, plus an evaluation and analysis of some of the different types of employment relationships which have evolved by examining, where possible, the status of each of these relationships. Concludes that the typical worker nowadays finds himself in a vulnerable position both economically and psychologically owing to the insecurity which exists.

In my first column I gave some anonymous ftp tips on how to read and use index and ‘readme’ files without having to leave your ftp session. This helps you to find the file when you're browsing an ftp site.

A lot has been written on zombies lately and on the rather conservative US-American TV Show The Walking Dead (AMC, 2010–) in particular. A lot less has been written on the SyFy-Show Z Nation (2014–), although it is a sophisticated feminist take on the zombie lore. Centring around a group of survivors, who escort a human–zombie–cyborg across the US and Mexico, the show not only undermines the patriarchalism of its archetype, but also raises questions of post-humanism by the means of Donna Haraway or Rosi Braidotti. With the help of media-self-reflexive parody and pastiche, the series comments on its extradiegetic world as much as on its own genre and offers a deconstruction of stereotypical (gendered) tropes and conventions. In the following chapter, I use a selective close reading of the text and its representation politics to demonstrate how a feminist deconstruction of zombie-horror can come into being and how an (academic) distinction between Quality and Trash TV can be just as regressive as productive in this process.

Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce – not even, in many cases, describing workers as assets! Describes many studies to back up this claim in theis work based on the 2002 Employment Research Unit Annual Conference, in Cardiff, Wales.

This book comprises the second volume in the recently launched New Horizons in Managerial and Organizational Cognition book series. Volume 1 (Sund, Galavan, & Huff, 2016), addressed the topic of strategic uncertainty. This second volume comprises a collection of contributions that variously report new methodological developments in managerial and organizational cognition, reflect critically on those developments, and consider the challenges that have yet to be confronted in order to further advance this exciting and dynamic interdisciplinary field. Contextualizing within an overarching framework the various contributions selected for inclusion in the present volume, in this opening chapter we reflect more broadly on what we consider the most significant developments that have occurred over recent years and the most significant challenges that lie ahead.