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Last year was a busy year for pricers. American Airlines made a much‐publicized bid to simplify the industry's price structure. Procter & Gamble announced that it would drastically simplify its U.S. pricing system and eliminate much of the clutter of coupons, stocking incentives, and discounts. IBM and others announced several new software pricing approaches—such as “modifiedtiered” and “hybrid” pricing—that were intended to deal with the proliferation of channels through which their products are now sold and to better reflect the different levels of use that different customers get from an application. In Brussels, the European Commission (EC) was considering the findings of a report confirming many people's anecdotal impression: Price differentials across Europe are huge—as much as 100% for some electronic capital goods and pharmaceuticals, for example.

This paper considers the nature of the business model and its strategic relevance to negotiations. We elaborate a substantive definition of the business model as decisions enforced by the authority of the firm; this definition enables the analysis of business models through the analysis of individual firm choices. We situate negotiation outcomes within the strategy literature by considering “ambivalent value” – value produced by the interaction of partner firms that does not necessarily accrue to any of them. The extent of “ambivalent value” is unclear, but its persistence, despite changing structural market features, promises to help sustain superior profits in the long run. We conclude with an exploration of some ways in which firms’ business models may impact their negotiation outcomes. Several of the proposed pathways work intuitively through the intrinsic characteristics (motivation, personality, etc.) of agents negotiating on behalf of the firm; others operate independently of those characteristics.

Stuart Price of the Hotel and Catering Research Centre, Polytechnic of Huddersfield, reviews the fast food market which ranges from local fish and chip shops and the increasing number of shops selling sandwiches to the well known franchised chains

Fast‐food and franchising should present a formidable marriage when coping with declining economic performance. Compares the performance of 54 (18 franchisors; 18 fast‐food franchisees; 18 fast‐food companies) between 1987 and 1990 using Taffler′s Z‐score analysis. Finds that franchisors′ performance during the period declined but remained better than that of fast‐food franchisees and fast‐food companies. Fast‐food franchisees have remained buoyant but there are incidences of potential failures. Outlines differing solutions to return these companies to health.

With the pizza food service market becoming increasingly polarized, the independent operators are operating in illiberal market conditions. Presents a taxonomy of competition within the food service market, and suggests that the independent operators could become a member of a consortia to help improve their position. Gives some of the results of a survey of independent operators, which indicates that there are mixed feelings concerning membership.

The pizza food service market is becoming increasingly polarized, the independent operators are operating in illiberal market conditions. Presents a taxonomy of competition within the food service market, and suggests that the independent operators could become members of a consortia to improve their position. Gives some of the results of a survey of independent operators, which indicates there are mixed feelings concerning membership.

The fast food industry has become a focus of media criticism for its apparent lack of interest in environmental and nutritional issues. Demonstrates the scale of the industry′s response and provides an objective assessment of current initiatives which have been specifically designed to improve the image of fast food companies. The greatest momentum for change has inevitably been associated with the major American fast food chains which are introducing more environmentally‐friendly packaging, accessory‐recycling and lower fat products. In the process they are gaining a competitive advantage over smaller domestic fast food companies and this fact alone will ensure the introduction of more initiatives in the future. Care for the environment and for consumer health have consequently become high‐profile marketing concerns.

High‐technology markets are characterized by rapid evolution that alters the emphasis existing in some traditional marketing decisions. This article examines the nature of these markets and suggests certain factors for special consideration in the pricing decision. First, it relates the economic, technological, and competitive factors that affect the firm's objectives. Then, it examines these factors and offers alternative strategies in view of high‐technology dynamics.

Discusses pricing decision making, one of the oldest marketing topics, including several pricing methods. Presents a strategic pricing framework, developed from pricing literature. Presents rules for evaluating strategic pricing alternatives. Offers a model for marketers to explain and improve pricing decision‐making.