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Through a case study of J. Walter Thompson and Kraft’s efforts to market Vegemite in the USA in the late 1960s, this paper aims to explore transnational systems of cultural production and consumption, the US’s changing perception of Australia and the influence of culture on whether advertising fails or succeeds.

This paper draws from archival primary sources, including advertisements and newspapers, as well as secondary literatures from the fields of advertising history, food studies and transnational studies of popular culture.

Although J. Walter Thompson’s advertising contributed to Vegemite’s icon status in Australia, it failed to capture the American market in the late 1960s. In the 1980s, however, Vegemite did capture American interest when it was central to a wave of Australian popular culture that included films, sport and music, particularly Men at Work’s hit song, “Down Under”, whose lyrics mentioned Vegemite. As such, Vegemite’s moment of success stateside occurred without a national advertising campaign. Even when popular, however, Americans failed to like Vegemite’s taste, confirming it as a uniquely culturally specific product.

This paper analyzes a little-studied advertising campaign. The case study’s interdisciplinary findings will be of interest to scholars of advertising history, twentieth century USA and Australian history and food studies.

Viral marketing draws heavily on the success of a few mythic campaigns. However, the viral metaphor limits previous perspectives as to why consumers engage with content and importantly, why they pass it on. The paper aims to discuss this issue.

The authors explore why consumers engaged with Kraft’s “How do you love your Vegemite?” campaign using multiple sources of evidence including interviews, blog post comments, and firm market research.

The choice to engage with content is driven by consumers’ desire for self-authentication, in particular the desire to express one’s identity through an authenticating act, and express membership of a collective via an authoritative performance. In so doing, the authors identify the limits of adopting an epidemiological metaphor for campaigns reliant on consumer agency.

This study is unique because it proposes an alternative focus to a fundamental metaphor and has both conceptual and practical value.

This paper seeks to analyse Foster's Lager advertising since the early 1980s. In particular, it aims to focus on the Foster's Lager “I Believe” integrated marketing communications (IMC) campaign launched in 2000 and the use of “commercial nationalism”.

A close textual analysis consisting of semiotics, shot combination analysis, and content analysis is incorporated into the discussion of the Foster's Lager advertisements examined. These methodologies are helpful for deconstructing mediated representations of this iconic beer brand.

Nationalism and humour have both played an important part in Foster's Lager advertising campaigns. However, campaigns in more recent times have become more sophisticated and ironic. In examining a number of significant advertising campaigns for Australia's flagship beer, the transition from national to global beer brand can be documented. Since 1888 the brand name Foster's has evolved from being just one of a number of beer brands in Australia to the international flagship product of the global beverage giant, and fourth largest brewing company in the world, Foster's Group Limited.

In particular, the Foster's Lager “I Believe” campaign was an excellent example of the witty use of nationalism and patriotism to communicate a message.

Examining how the Foster's Lager brand evolved into a global brand provides lessons for marketers and educators, particularly in the effective use of commercial nationalism.

The paper brings a detailed analysis of the successful use of commercial nationalism.

The purpose of this paper is to make suggestions as to how an organization successfully manage uncertainty and complexity and, ultimately, foster growth in the wake of the recent economic crisis.

The paper recommends three main goals that organizations should concentrate their actions around.

The paper finds that as organizations prepare for a future ripe with uncertainty, there is urgency for companies to take actions to prepare for the key opportunities presented in this post‐crisis environment. Business leaders should start by developing clear scenarios for their industry and the overall situation that can help identify which strategies and business models will best position their organization to succeed across the range of possible future outcomes. By combining an understanding of their current position with a clear set of future scenarios, they can select decisive moves across the three recommendations identified in this study

The paper presents useful information on action an organization can make in order to manage uncertainty and complexity and, ultimately, foster growth.

In Australia, advertising agencies have partially embraced the UK‐originated account planning philosophy. In an exploratory study, six senior account planning directors were interviewed to gain insights into account planning in Australia. It appears that the scale and nature of the Australian advertising industry militates against full acceptance of the UK model. Indeed, the UK model has met resistance from several areas. It was further found that the expectations of the planners’ role probably exceed the individual’s capacity to deliver on that role. Hence, the outlook for planning other than for a small group of “true blues”, to use the Australian argot, may have limited success in Australia.

Reviews the latest management developments across the globe and pinpoints 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.

Following analysis of the interview transcripts, other vital factors identified by researchers as vital for joint ventures included a shared strategic vision, and the establishment of trust and good communication. In the case of the organizations under consideration, a highly positive development was the use of managers who were already part of the set‐ups.

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.

The purpose of this paper is to explore understanding of a graphic equivalent to mandatory nutrition information tables.

The horizontal bar graphic’s single number shows the per cent content of the dominant nutrient, marked “Most”, contrasting with “Least” at the origin. A separate bar for energy is expressed as percentage of 3,700 kJ, the energy in 100 g of fat. Six randomised table and equivalent graph images were shown to subjects who answered questions about the foods’ energy, dominant nutrient and per cent content, and relative abundance of seven mandated nutrients. One trial tested 40 food science students, another 100 online Australasian consumers. Scores were compared by the χ² test. Liking of the two formats was compared by t-test.

Correct online consumer responses were: energy – 18 per cent (tables), 71 per cent (graphics); dominant nutrient – 81, 96 per cent; per cent dominant nutrient – 43, 82 per cent. All differences were highly significant. Relative abundance questions created a 7 nutrient × 6 food matrix (42 combinations) where tables were more accurately understood 14 times (3 significant) and graphics 28 times (12 significant). Responses in the student trial paralleled the consumer trial; differences were less marked but with similar statistical significances. Consumers liked the graphic more.

The graphic format was more understandable than the table format, and would be useful in internet-based applications.

The graphic format represents a huge advance in understanding of mandatory nutrient information.

Managing a large multinational team such as the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project (ongoing since the early 1990s) presents numerous leadership, communication and organization challenges. This chapter discusses the challenges that occurred in the GLOBE project owing to: (a) the long-term nature of the project, (b) the evolving (growing) size of the GLOBE team, (c) the large membership size of the GLOBE team, (d) the virtual nature of the team's communications, and (e) the cultural differences of the GLOBE participants. Survey responses from 50 researchers regarding their experiences in GLOBE help document our experiences. Because these challenges will be encountered by other multinational teams, we provide recommendations for forming and maintaining successful multinational teams.