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From the point of view of a successful scenario writer for Royal Dutch Shell, there are several there are several artful techniques that go into crafting and presenting business scenarios. The first is art of keeping it short. To do this at Shell the author produced two different products based on two distinct mental disciplines: (1) thorough research leading to rich, fully articulated stories (the full scenario book); and (2) the distillation of these stories into essential concepts and images (a little book that was widely read and distributed). Any scenario author seeks to create new patterns of thinking in the mind of the managers. Therefore, model the scenario as if it were a stage set created by words. The managers are the actors who will animate it by their participation in each alternative scenario world. This then is the design goal for any scenario writing: engage the managers to step into the play and make it their own. The author’s method is to stimulate the development of scenarios in their minds to the point that they are just not hearing a memorable story but they are experimenting with it and imagining alternatives.

IN this number, as is our custom at this time of the year, we turn our attention to the coming Annual Meeting of the Library Association. The choice of Leeds as a venue for the Conference, coming as it does after Glasgow and Birmingham, is a proof to those who need it of the earnestness which actuates the Council, and the members, of the Library Association. We note that our colleagues the accountants, surveyors and others, have a weakness for Torquay, Southport and Scarborough for their serious annual deliberations; and such a choice has one advantage: it encourages members of committees to join their officers at the meetings. There are compensations, however, as any wise man will recognise. The library movement succeeds, in so far as it is able to convince the great centres of population of its value. Meeting in them has, therefore, a primary political value, if we may use that term in this connection ; and it has a secondary professional one in that in such great towns a really complete and active application of library work can be seen.

WE offer our readers the best wishes for the gracious season which is immediately in front of us. As each successive year passes we have repeated this wish, and probably have never done so in circumstances more interesting, and perhaps more encouraging, than those in which we write it to‐day. There is, of course, uncertainty as to the way the Government Committee on Libraries will deal with future library policy. Whispers reach us of possible loss of independence or the possible establishment of a new form of central control. It is too soon even to speculate. At all events, we know the old stultifying days of the penny rate have gone; we know the strides that libraries have made since 1919, in spite of financial difficulties, have been greater than those made in the twenty years before; and we believe it will not be long before the library system of England as a whole may, proportionately to its size, compare its work, and the public appreciation with which that work in regarded, with American libraries.

This paper seeks to present a cultural approach to co‐branding. The purpose here is to discuss issues concerning the phenomena of brand and branding with particular focus on the mythological narratives that are at stake in a brand.

This paper conducts a case analysis of a co‐branded product. Provides both a managerial and a cultural reading of the co‐brand in question, before proceeding to make a “neo‐Freudian” analysis of the potentially transgressive meanings involved in the co‐branding in question. This is done not so much to produce an authoritative reading of the cultural and commercial sign of the co‐brand as to make a bold leap and provide a daring reading of a seemingly innocent co‐branded product.

Through the case study of the co‐branded product, the vast amount of cultural meanings that goes beyond the sets of brand identities proposed by the brand managers is explored. Discusses the limitations of traditional strategic branding models and suggests a certain degree of humility towards the mysterious and spiritual forces when trying to exploit mythological levels of social meanings and narratives in the branding process.

For brand managers who seek to co‐operate with other brands in the marketplace, this paper offers an argument for the almost limitless potential of symbolic dimensions that are inextricably linked to combining brand universes. By doing so, a more comprehensive understanding of the meaning management for co‐branded products and potentially a more successful outcome of the branding process may be achieved.

In addition to existing research, this paper illustrates that the practice of co‐branding involves a play with symbolic forces that can be unpredictable and difficult to control for a brand manager. This finding has implications for the degree to which one can expect to be able to manage the social communication processes generated from a co‐branded product.

This author reminds us that strategic thinking is a critical part of every manager's job. Because strategy implies competing and outwitting competitors, so it follows that strategic thinking is the process of finding alternative ways of competing and providing customer value.

Describes how to systematically conduct the search for appropriate alternative strategies. Suggests that this “strategic thinking” should be a continuous process rather than only an annual strategic‐planning process. Explains why coming up with the “right” strategy for a company that might increase stakeholder value, make it a stronger competitor, or find a competitive arena it can dominate can be done only through strategic thinking.

Whether a company has one person, a group, or everyone doing strategic thinking, the important things are that it is being done continuously and that the opportunities, alternative strategies, or different business models are periodically shared with other key people in the company. Only then is the company in a position to take appropriate action and only then can it reap the immense benefits of strategic thinking.

A case study of a strategic thinking initiative, its pitfalls, and its affect on corporate results would be valuable.

Shows how managers can stretch company thinking about different and better ways of competing, delivering customer value, and growing, top managers by exploring five approaches: Being successfully different; Emulating entrepreneurs; Finding new opportunities; Being future‐oriented; Being collaborative

Up‐to‐date overview for top managers who want to encourage their direct reports to practice strategic thinking.

The following classified, annotated list of titles is intended to provide reference librarians with a current checklist of new reference books, and is designed to supplement the RSR review column, “Recent Reference Books,” by Frances Neel Cheney. “Reference Books in Print” includes all additional books received prior to the inclusion deadline established for this issue. Appearance in this column does not preclude a later review in RSR. Publishers are urged to send a copy of all new reference books directly to RSR as soon as published, for immediate listing in “Reference Books in Print.” Reference books with imprints older than two years will not be included (with the exception of current reprints or older books newly acquired for distribution by another publisher). The column shall also occasionally include library science or other library related publications of other than a reference character.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.