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This article aims to study the dual search problem using data on the Norwegian housing market during the financial crisis of 2008 and begin the detailed mapping of the elements in the transmission mechanism from policy to the housing market. Moving owner occupiers face a simultaneous dual search and matching problem, as they must locate both a buyer and a seller with whom to transact. Individual agents solve this optimization under uncertainty by planning to make their bids for a new house partially conditional upon the sale of the old house.

Norway may function as a window into a policy quasi-laboratory since the housing market was turned around in December 2008 in the midst of a worldwide financial crisis and after a year and a half of price decreases. The article proposes that one key dimension in the recovery was the reduced frequency of households with conditional demand involving sell-first strategies and acquires data to shed light on this proposition.

Empirical evidence on the sell-first–buy-first differential, for-sale stock and stock-to-volume supports this proposition, and results indicate that the housing market is affected by sell-first strategies. The article discusses policy alternatives.

The article introduces a miniature model of housing trade sequences and a simple apparatus with which to analyze the consequences of sell-first behavior. It also acquires and combines new data on sell-first–buy-first differential, for-sale stock and stock-to-volume ratio. The article analyzes the co-movement between these time series and the house price index.

This chapter compares and contrasts the application of cognitive ambidexterity by women entrepreneurs in Kenya, Mexico, Nigeria, and the United States of America. It focuses on how women entrepreneurs exhibit entrepreneurial leadership during first customer acquisitions. Analysis of interview data showed that the reasons for venture creation, the choice of venture, and the environmental context faced by women entrepreneurs influence the relative emphasis placed on prediction logic and creation logic. While women entrepreneurs in Kenya, Mexico, and Nigeria thrive with creation logic, those in the USA place more emphasis on prediction logic but cycle between both logics to enhance selling to early customers.

This paper aims to explain the SEC's new Rule 201 and amended Rule 200(g), which are designed to improve the regulations that address harmful shortselling practices.

The paper summarizes Rule 201, discusses the reasoning behind the “alternative uptick rule”, defines “covered securities” to which Rule 201 applies, explains why the commission chose the national best bid as the basis of the execution of short sales during the circuit breaker period, discusses the SEC's policies and procedures approach, explains conditions under which a broker‐dealer submitting a short‐sale order after the circuit breaker is triggered submitting a short sale order after the circuit breaker is triggered may mark the order “short exempt,” explains the reason an exception for market making activities is not included in the rule, and discusses the implementation period and the need for broker‐dealers to develop new policies and procedures.

Broker‐dealers and other market centers will need to dedicate significant compliance and systems resources to develop the policies and procedures and systems enhancements necessary to comply with the rule.

The paper provides practical guidance from experienced securities lawyers.

Customers in business-to-business markets are sellers of goods and services on their own. Thus, business-to-business suppliers may exert an influence on their customers’ buying decisions when performing marketing activities toward the customers of the customers by employing the concept of “multistage marketing”. Multi-stage marketing involves all sales-related measures which are aimed at the subsequent market stages (“customers of the customer”) which follow one or several primary customers in order to influence the buying behavior of these primary customers. Although the positive impacts of such activities are known, business-to-business companies often exclude the customers further along in the downstream supply chain from their marketing plans. But in a business-to-business context, the demand is always derived from buying decisions made further down the supply chain. The primary customers buy products or services because they want to use them – directly or indirectly – for either the production or the sale of other goods and services. Hence, derived demand, which can be traced to the end-user's primary demand, can be seen as the basis of multistage marketing.

The most common form of multistage marketing is ingredient (co-)branding, which occurs when a marketer providing an ingredient or component to an OEM advertises the ingredient to the customer of the assembled product. In addition to ingredient branding, this chapter identifies several other forms of multistage marketing and examines the underlying dimensions and processes of the phenomenon. The design of a marketing strategy using the concept of multistage marketing and its preconditions are discussed on a theoretical basis and are illustrated through concrete examples. The chapter provides a number of best practice examples in order to elucidate the issues concerning multistage marketing and its application in a company's marketing strategy serving business-to-business markets.

Reviews privatization in the Middle East, concentrating primarily on Egypt, Tunisia and Morocco. Traces the (uncertain) moves away from state enterprise and state control towards a more entrepreneurial economy. Discusses the role of external bodies, such as the IMF, as well as internal obstructions to privatization ‐ legal frameworks, political uncertainties, the weakness of local entrepreneurial cultures and so on. Shows that privatization has been a limited undertaking only, noting that caution has been paramount and significant change apparently small, and that there has been no Arab equivalent of the privatizing zeal of, say, recent UK governments. Claims that assessments of success or failure are hampered by a lack of clarity about government targets, as well as by an absence of comparative data.

Discusses the way in which effective management of business processes can deliver improved competitiveness‐via specific reference to engineering in the capital goods (CG) industry. Having defined the critical success factors which differentiate the CG sector, shows how the resulting organizational dynamic is best served by an entirely new multi‐disciplinary approach. This delivers the required outcome by collapsing both lead and response times and facilitating the construction of a fully‐integrated operational and knowledge base.

MAINTENANCE of military aircraft presents a different set of parameters, for example, the aircraft flying rate is much lower with only a few hundred hours per annum compared to airliners which are expected tofly up to 4,000 hours per aircraft per annum. The peacetime military requirement is to meet training objectives whilst maintaining the aircraft ready for war. Civil airlines need to make as much profit as possible — this is not achieved when the aeroplane is on the ground.

This paper aims to detect the most profitable, i.e. optimal turning points (TPs), from the history of time series using a binary integer programming (BIP) model. TPs prediction problem is one of the most popular yet challenging topics in financial planning. Predicting profitable TPs results in earning profit by offering the opportunity to buy at low and selling at high. TPs detected from the history of time series will be used as the prediction model’s input. According to the literature, the predicted TPs’ profitability depends on the detected TPs’ profitability. Therefore, research for improving the profitability of detection methods has been never given up. Nevertheless, to the best of our knowledge, none of the existing methods can detect the optimal TPs.

The objective function of our model maximizes the profit of adopting all the trading strategies. The decision variables represent whether or not to detect the breakpoints as TPs. The assumptions of the model are as follows. Short-selling is possible. The time value for the money is not considered. Detection of consecutive buying (selling) TPs is not possible.

Empirical results with 20 data sets from Shanghai Stock Exchange indicate that the model detects the optimal TPs.

The proposed model, in contrast to the other methods, can detect the optimal TPs. Additionally, the proposed model, in contrast to the other methods, requires transaction cost as its only input parameter. This advantage reduces the process’ calculations.

At the Royal Society of Health annual conference, no less a person than the editor of the B.M.A.'s “Family Doctor” publications, speaking of the failure of the anti‐smoking campaign, said we “had to accept that health education did not work”; viewing the difficulties in food hygiene, there are many enthusiasts in public health who must be thinking the same thing. Dr Trevor Weston said people read and believed what the health educationists propounded, but this did not make them change their behaviour. In the early days of its conception, too much was undoubtedly expected from health education. It was one of those plans and schemes, part of the bright, new world which emerged in the heady period which followed the carnage of the Great War; perhaps one form of expressing relief that at long last it was all over. It was a time for rebuilding—housing, nutritional and living standards; as the politicians of the day were saying, you cannot build democracy—hadn't the world just been made “safe for democracy?”—on an empty belly and life in a hovel. People knew little or nothing about health or how to safeguard it; health education seemed right and proper at this time. There were few such conceptions in France which had suffered appalling losses; the poilu who had survived wanted only to return to his fields and womenfolk, satisfied that Marianne would take revenge and exact massive retribution from the Boche!

This paper aims to study a retailer’s decision on the price and inventory when facing strategic consumer behavior and demand uncertainty. Price protection is a kind of rebate that the retailer provides to consumers when the price drops during the selling season. The research investigates whether price protection can bring the retailer advantages. This paper compares price protection’s impact with price commitment. In addition, the paper studies the price protection’s impacts on supplier of the supply chain.

In this model, there are three alternative strategies for retailer: no price protection policy, full price protection policy and partial price protection policy. The selling season is divided into two periods: regular period and sale period. In the regular period, the products are sold at a regular price. In the sale one, the products are sold at a lower price. By adopting rational expectations equilibrium, this paper analyzes retailer’s optimal price and order quantity under each policy and compares optimal decisions and maximum profits of three policies.

This paper finds that the price protection has a positive influence on the retailer. Strategic consumers are induced to purchase at the regular period. It can simultaneously increase retailer’s profit and reduce inventory risk. Meantime, full price protection is chosen as the optimal policy. By comparing full price protection’s impacts with price commitment, full price protection is considered as the most profitable strategy, while price commitment can bring lower inventory risk. In addition, the profit of supplier would decrease because of price protection.

This research provides a new method to address the negative effects of strategic consumer behavior. It also brings some managerial insights to some retailers, especially online ones, on whether to adopt price protection.