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This paper explores and validates the premise that European small‐ to medium‐sized enterprises (SMEs) are less advanced in their adoption of e‐business than their US counterparts. The authors then examine the efforts of the European Information Society Project Office (ECISPO) in encouraging and informing SMEs by using the Internet as an educational, informational and networking tool. The methods employed by the ECISPO are evaluated against an information processing model. The authors then question the validity/usefulness of the site usage statistics which are provided in an aggregated format. The paper concludes that the full interactivity of the Web is being underutilised as an informational tool and proposes an e‐business adoption model for the SME sector. The paper also concludes that site usage statistics need to be presented in a disaggregated form to enable more detailed analysis to be performed.

The purpose of this paper is to consider the potential role of the internet and social networking in the promotion of public houses in general and pub food in particular.

The paper considers various models for the use of the internet in marketing, and tries to place the food offerings of public houses within such frameworks.

The models do not appear to apply to the demands of the small business sector under consideration.

The work is primarily limited to a literature review. More theoretical and empirical research is needed to examine how the internet can actually support the marketing needs of individual public houses.

The paper provides an examination of the potential of the internet and suggests directions which owners/managers could follow to gain commercial benefit.

The purpose of this paper is to analyze the OpenIPO process, vis‐à‐vis traditional bookbuilding, and evaluate the suitability of the OpenIPO for various types of companies, market conditions, and assets.

This paper develops the pros and cons of the OpenIPO process, vis‐à‐vis the traditional bookbuilding method, in light of the recent academic literature on securities auctions and the results of the OpenIPOs Hambrecht has conducted, as of mid‐2004.

The main advantage of the OpenIPO process is that it precludes many of the abuses recently observed in investment banking; however, it is not well suited for complex businesses that are either difficult to value or far removed from the public eye.

Only nine OpenIPOs have been conducted by Hambrecht, or using the Hambrecht method, as of the completion of this paper in mid‐2004.

The paper foresees the OpenIPO process of Hambrecht as supplementing, rather than supplanting, the traditional bookbuilding method. This could come about through the emergence of the OpenIPO as a more viable alternative to bookbuilding, or possibly through some hybrid type of offering in which individual investors play a larger role in price discovery, via the internet, and shares are allocated through both the internet auction and traditional bookbuilding.

Managers considering an initial public offering have a choice between the OpenIPO process of Hambrecht, used in the Google offering, and the traditional bookbuilding process. The choice of the OpenIPO has become more viable not only because of the Google offering, but due to the severe criticism the traditional method has received in recent years for alleged abuses related to the pricing and allocation of shares. This paper assists managers in evaluating this choice IPO offer type while rigorously evaluating the pros and cons of the OpenIPO process and its likely future role in the investment banking industry.

The World Bank's Education Strategy 2020 is the latest in a line of education-related strategies focused on supporting economic development in countries worldwide through systematic and targeted educational reform. Yet, the Bank has many critics and a history of developing educational policies that do as much to create inequality in education as to develop it. This chapter introduces the theme of the volume by focusing on the link between the World Bank's education strategy development and poverty reduction. The key emphasis of this volume is the development of the Bank's Education Strategy 2020 and how it is shaped by empirical evidence, contextualized by national and regional variations in education and the economy, and the legacy of World Bank educational involvement. This introductory chapter concludes by summarizing the ways in which each of the volume's chapters contribute to this theme, and suggests how the debates related to the Bank's education strategies and policies can move forward and contribute to educational improvement, economic development, and poverty reduction worldwide.

By early 2009 Starbucks had nearly 17,000 stores worldwide, with about a third of these outside the United States. Despite multibillion-dollar annual revenues, the giant coffee retailer's yearly growth had declined by half, quarterly earnings had dropped as much as 97 percent, same-store sales were negative, and its stock price was languishing. Factors such as a global economic downturn and increasing competition in the specialty coffee market from large players such as McDonald's and Dunkin' Donuts had driven this decline, resulting in the closings of hundreds of domestic stores already, with many more planned. Founder Howard Schultz, who had recently returned as CEO, and his executive team were convinced that Starbucks's growth opportunities lay overseas, where the firm already had a strong foothold in markets like Japan and the United Kingdom and was preparing to open hundreds of new stores in a variety of locations. But recent international challenges, including the closing of most Australian stores due to sluggish sales, made clear that Starbucks had more to learn about bringing its value proposition—a combination of premium coffee, superior service, and a “coffeehouse experience”—to foreign soil. The key question was not whether Starbucks could transport its value proposition overseas, but how the value proposition's three elements would play in recently entered and new markets. And the stakes of making the right international moves rose with each U.S. store closure. Schultz and his team also faced a broader question, one that applied to both their U.S. and foreign stores: Could they “grow big and stay small,” remaining a huge retailer that delivered both high-quality products and a consistently intimate and enjoyable experience to consumers worldwide? This case presents this challenge in the context of Starbucks's history, well-established value proposition, and domestic and international growth and vision.

The key objectives of the case focus on the successful growth of local city brand, to a country brand, to a global brand, leaving the questions: 1. How much more can it grow? 2. Can it? 3. What is the impact of new competitors in a given market and/or the impact of the global economy on discretionary spending by a loyal customer base? 4. How important is it to the sustain a brand's core value(s) proposition when innovating for new audiences and customer preferences?

This paper aims to explore the state-building attempts in post conflict zones. The neoliberal economic system has dominated the key international organizations such that the latter have designed their approaches for state building based on it. The framework of these approaches focuses on minimal state interventions in the economy and free markets by being as a “one size fits all”. However, several prominent financial institutions such as the United Nations, World Bank and International Monetary Fund that have implemented some of these approaches in various regions resulted in limited success.

This paper is comparing two cases of state building before statehood and sovereignty, and this comparison comes in socioeconomic practices of international players and local governments.

This model has been carried out in Palestine and Kosovo but failed in meeting the expected demands of independence and prosperity. Instead, it resulted in more failures in the markets and caused a decline in the macro and micro economic indicators.

The key reasons for such failures, specifically in Palestine and Kosovo, are believed to be related to the top-down approach of policy-making, the lack of independence and sovereignty and the absence of popular and local participation in policies and plans. In such context, this approach has to be further revised to create a more inclusive participatory and representative model.