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It is argued that the management of the diverse commercial imperatives of the participants in the value chain is partly achieved by negotiation. Seeks to describe the mechanism by which negotiation achieves satisfactory outcomes, capturing ome of the strategic financial impacts by the cash conversion coefficient and its derivative, the velocity of money.

An analysis of the ways in which negotiation contributes to the mutual benefit of partners in the value chain.

It is demonstrated, using the metric of money, that both parties can be better off, and shows the “value” they bring to the partnership.

A demonstration of why market‐based, negotiated outcomes leave both parties to a transaction better off. Inter alia introduces the concept of the velocity of money in an industrial context.

The purpose of this research is to understand the current developments in business models that are aimed at meeting changing market characteristics, many of which require specific customer service responses.

The paper presents a conceptual model that is based on research into the applications of response management.

This paper suggests validity of the proposed model but also identifies the need for further research.

The paper assumes that management has the awareness and the skills set to manage and deliver added value to customers by implementing a more relevant model.

This paper offers examples of organisations that are responding to market and customer expectations using response management models.

The paper aims to define the most beneficial types of information within a supply chain and their level of value for different partners in the supply chain. A secondary objective of this study is to compare the literature focus with the practitioners' perception concerning the value adding information types and their value level in the supply chains.

In this study, by reviewing published papers and textbooks on functionality and the value of information in supply chains, the most important types of information beneficial for the different partners of the supply chain depending on their position are identified. The value levels are quantified for the different partners through the supply chain by interviews with practitioners in different segments of the chains. A comparison between values of significant information types in the supply chains, concluded from the literature and the practitioners' interviews, is presented in this paper.

The study indicates the warehouse operations information as the most valuable information type from the practitioner's perspective. Also the result of this paper indicates increasing value of information further down the supply chain.

The result of this study could be applied for prioritizing the need for different information types in designing a supply chain.

This paper adds to the literature on the value of information and supply chain information by identifying and categorizing different types of information which are made available to create value for different partners in the supply chain. Also, this study identifies the benefit share of different supply chain partners from information. A comparison of the ideas of the literature and practitioner's on value of information is shown in this study.

This article presents a synoptic view of the dramatic environmental change which presently confronts Australian management educators. Written at the same time as the landmark Karpin Committee’s enquiry into the needs of Australian management into the next century, the discussion echoes many of Karpin’s sentiments although it presents the views of educators, which may not always coincide with the views of practitioners. Important issues discussed include: the underlying “philosophy of management education”; the perennial “theory versus practice” debate; the present role of government in influencing the “shape” of management education; the relationship between universities and their industrial clients; the necessity to continuously renew the curriculum; the desirability of collaboration between universities; appropriate use of technology as a delivery mechanism and in the curriculum; the supply of appropriately qualified academics; accreditation; “students as customers” and, finally, the nature of management itself. As might be anticipated, the necessity for business schools to be innovative, flexible and responsive to the dictates of the changing environment is emphasised as is the importance of developing a national character of Australian management education which reflects Australia’s needs and position in the global and regional marketplace.

The purpose of this paper is to broaden the performance measurements of total supply chain performance.

A conceptual model is presented based on the balanced scorecard. The new model formulates a model for the tangible aspects that measure the success of the total chain which is then extended to incorporate the intangible value adding aspects to measure total value chain success.

A framework is presented showing the importance of intangible value adding aspects of the total value chain.

Future research may address in depth research associated with the five key intangible aspects given in the current model.

The practical implementation of the required metrics in such a dynamic area as the supply chain industry needs to be focused on the aspects most required at particular times depending on the varying levels of market activities.

This paper provides a broader performance model than the balanced scorecard or any other framework currently used in the supply chain literature.

This paper is focused on my search over nearly 60 years for an understanding of marketing – not just as a management technology, but as a social discipline which gives meaning and purpose to the technology.

This paper illustrates my life as an academic in context, which began with a strong focus on marketing in contemporary management and went on to conclude that marketing is much more than management. It was my travels across the world to widely differing markets and marketplaces that led me to this conclusion. I saw individuals, groups and organizations linking with each other in the voluntary exchange of economic and social value, self-organizing into increasingly complex networks that in the end become the institutions that frame marketing action.

I gradually came to see marketing in a much wider, intensely human setting, and to realize some of the complexities of the networks that marketing activities generate.

My story may be of assistance to younger scholars beginning a career in marketing.

Marketing is much more than management and if re-framed should/could stand alongside other social sciences in considering social and economic policy.

To build on my recollections of an unplanned life spent in search of marketing to highlight the need for younger scholars to think about marketing in a dynamic ever-changing systems setting.

An overview of all the elements that go into formulating a business strategy – including received wisdom from the gurus, vision and values, ideas on growth, forecasting, information, objectives, audits, customers, markets, competition, finances, structure, training – with the focus on how to make it happen. Directed at practising managers whose task this is. Making strategic plans is the easy bit; enacting them requires changing things, getting things done through people. Discusses learning, training and development, culture, quality, with the emphasis on real people in real businesses. Underpinned by the philosophy of “action learning”.