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Two trends confront managers in the 1990s. Technology will become increasingly important, and firms will tend to become more “market‐oriented”. This will pose considerable challenge to managers responsible for the development and commercialization of new products. Argues that traditional approaches will not work because time‐to‐market will have to be reduced, product technology content will have to be increased, and competitive intelligence will have increased impact on development efforts. Discusses traditional approaches to product development and commercialization and presents a model which integrates engineering concepts and market‐oriented perspectives.

Focusses on the use of target costing for new product development. This approach concentrates on determining costs for a product during the planning and design stage. Also describes the use of cross‐functional teams made up of industrial marketers, cost accountants and others critical to the design and manufacturing decisions required for determining the price and features with which a product is most likely to appeal to potential buyers. After deducting the desired profit margin from the projected selling price, planners develop estimates of each product element that make up a product′s costs for design, manufacturing, sales and marketing. Further analysis is carried out to identify and estimate the cost of each component that makes up the finished product. Stresses the critical role that management accountants and other members of an organization can play in the design and manufacture of a new product at a specified price.

The key objective of the paper is to present the results of a survey that captured a wide‐ranging view of reuse practices in process industries with the intent of determining current practice and the key managerial issues for reuse in process industries. The paper discusses the sources of products and material for which re‐use decisions must be made in process industry environments. It offers managerial insights for companies that seek opportunities to reduce their operating costs by reusing products, cleaning agents, and ingredients that can become available through a reverse supply chain analysis.

The authors used an exploratory survey methodology with manufacturing plants randomly drawn from a professional organization where the members stated in their profiles that they were employed at a facility that was primarily involved with process manufacturing. Both internal and external returns were analyzed using descriptive statistics techniques.

The results indicate that reverse networks for external returns must consider storage conditions and timing due to degradability. Also, tracking systems are necessary to monitor the product once it has left the facility due to contamination potential. Additionally, managers could benefit from development of a decision model to facilitate re‐use decision‐making.

The emphasis is on exploring the nature of re‐use in process industry plants and on bringing managerial issues to the attention of companies that are handling these returns and seeking to improve their performance on returns.

Examines Just‐in‐Time (JIT) from its evolution as a Japanese concept through to a review of its philosophy and implementation. Cites several techniques of implementation. Includes a review of the early work of various researchers and practitioners. Concludes that JIT is a very effective manufacturing philosophy which is universal in nature encompassing all aspects of manufacturing. Suggests a few deficiencies in current literature.

This special “Anbar Abstracts” issue of the International Journal of Bank Marketing is split into five sections covering abstracts under the following headings: Marketing Strategy; Customer Service; Sales and Promotion; Product Development; Information Technology Strategies.

This special “Anbar Abstracts” issue of the Journal of Business & Industrial Marketing is split into seven sections covering abstracts under the following headings: Marketing strategy; Customer service; Promotion; Product management; Marketing research.

This special “Anbar Abstracts” issue of the Marketing Intelligence & Planning is split into nine sections covering abstracts under the following headings: Marketing Strategy; Customer Service; Sales Management/Sundry; Promotion; Marketing Research/Customer Behaviour; Product Management; Logistics and Distribution.

The purpose of this paper is to examine various aspects related to inter-organizational cooperation and how this phenomenon can be applied to healthcare institutions.

To fulfil the aim, a qualitative investigation was adopted, focussing on the relationship between public hospital and a higher education institution in Portugal.

The study supports health managers and higher education leaders, and other stakeholders involved inter-organizational cooperation drawing up strategies and understanding inter-organizational cooperation’s impact at the regional level.

One contribution is to help fill a gap regarding the empirical research surrounding cooperation between organizations, especially in the health sector, where scientific studies are scarce. It also provides new insights by applying competence-based theory to analyze different approaches to hospital cooperation, which has received scant attention in the health sector.

The purpose of this paper is to understand and identify the nature of evaluation criteria, levels and associations among levels of project success in development projects by NGOs in Sri Lanka.

The setting for this study is Sri Lanka, a country currently recovering from civil war and natural disasters and host to a large number of national and international NGOs involved in development projects. Data collection was conducted using a quantitative survey which obtained 447 responses. Multivariate analysis of data was conducted using confirmatory factor analysis and structural equation modelling.

The study confirmed that overall project success in NGOs could be assessed in three levels: project management (PM) success, project success and NGO success. The results conclude that there are strong associations among the three levels of project success; moreover, PM success and project success are indispensable for achieving NGO success.

This study extends existing research to confirm the presence of the three levels of project success and the interconnections among them. These findings can support subsequent research on development projects and also support the design of holistic evaluation tools to support project practices in NGOs.