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February 22, 1971 Master and Servant — Vicarious liability — Apprentices required to travel to detached place of work — No obligation to use own transport or carry passengers — Mileage allowance paid by employer if own transport used — Passenger allowance payable for carriage of fellow apprentice — Apprentice injured while being driven to work as passenger of fellow apprentice — Whether employer liable for acts of apprentice while driving — Whether acting as employer's servant or agent — Insurance cover for passenger carried “by reason of… contract of employment” — Whether insurers liable.

Focuses on the forthcoming next generation Internet’s address system (IPv6) which will potentially redefine the way marketers approach the segmentation of interactive cybermarkets. Explores the ramifications of Internet‐based purchasing systems to buyer behaviour. Differences and similarities of next generation direct marketing compared with classic and neoclassic direct marketing approaches are evaluated. Sensitivity to changes and differences in customer decision‐loyalty type are explored from the perspective of building high value customer relationships, where decision‐loyalty type is considered to be a key resegmentation variable for personalised interactive cybermarketing.

This paper aims to describe a training program for 300 delivery drivers at UK retailer John Lewis.

The paper deals with the reasons for the program, the form it took and the results it has achieved.

The paper details how John Lewis teamed up with assessment company Cognisco to create the Much More than a Driver program, tailored to meet the individual training and development needs of each driver.

The paper explains that training materials and activity packs with job‐aid cards were created for the drivers. A “day in the life of a John Lewis delivery partner” video is also being created, alongside a work‐book, allowing drivers access to all elements of the training program, even from a remote location.

The paper reveals that, as more and more customers opt to shop online, a company's delivery drivers are increasingly the human face of the organization, so the drivers must have the skills, knowledge and confidence to provide great customer service.

The paper explains that, because the drivers were asked what tools and training they needed before John Lewis embarked on the program, they supported it from the start and really helped to shape the program.

This paper expands upon existing sports sponsorship 'match-up' research by offering an interview-driven, empirically-grounded, 'thick' description of the decision-making processes of sports organisations in developing athlete-sponsor-team relationships. By focusing on a particular NASCAR (The National Association for Stock Car Auto Racing) organisation (BAM Racing), the study offers an in-depth interpretation of the sometimes 'messy' methods employed by executives in grafting an effective, synergistic match-up. The paper concludes with a discussion on the theoretical and practical implications of these findings.

At the annual meeting of Cow & Gate Ltd., in April, the Chairman of the Company said: “I think everyone looks forward to the day when the Ministry of Food ceases to exist. This is not meant in any way to reflect upon the ability with which this Ministry was administered during the war and immediate post‐war years, but a Ministry of Food should not really be necessary in peace‐time. Before the war the milk industry was largely governed by the Milk Marketing Board, and we have great admiration for the Board’s activities; but it was representative only of the producers’ side of this great industry. The distributive and manufacturing trade in the British Isles has grown out of all knowledge since 1939, and this country has relied more and more upon home manufacture as well as home production, both during and since the war. If some of the powers at present delegated to the Ministry of Food are to be placed in other hands, they should in all fairness be shared by the producers, distributors and manufacturers, who have at least an equal stake financially and who should be equally capable of discharging these duties in a conscientious and publicspirited manner. In my opinion, moreover, the day is long outlived when it can possibly be expedient or in the public interest to allow a statutory body representing purely producers’ interests to be the sole arbiter in regard to such a vital matter as the nation’s milk supply.”

Pre‐employment medical examinations with appropriate testing are required in many industries—a basic tenet of Occupational Medicine—and it has long been a recommendation of many in community medicine and environmental health for those food handlers whose close contact with open food, aspects of its preparation, processing, sale, exposure for sale, make their personal health important and in prevention of diseases and may constitute a health hazard to food consumers. Epidemiological studies have revealed too many instances of a human source of disease, especially in milk and water, for this to be denied or under‐estimated. Food poisioning outbreaks caused by a carrier, of chronic or limited duration, enable those investigating such outbreaks to see there could be advantages in medical screening of certain employees especially in certain areas of food trades. The main problem is to decide the extent of the discipline and who should be subject to it. The fact that by far the majority of the examinations and tests will prove negative should not be seen as removing the need for the service. After all, there are a number of similar circumstances in public health. Meat inspection, for example, in which a 100% inspection of all food animals slaughtered for human food is now fully established, it is not suggested that inspections should in any way be reduced despite the fact that a number of the diseases, eg., tuberculosis, no longer occurs as it once did, which was the prime cause of meat inspection being brought into being. Other areas where routine medical examinations reveal satisfactory health with only a few isolated cases requiring attention, is the school medical service. Here, the “de‐bunkers” have had some success, but if children are not regularly examined at vulnerable age levels and especially in between where the occasion demands, there is no question that much will be missed and ill‐health progress to a chronic state.

A marketing‐centric view of the connected enterprise implies that qualitative information in its systems and general document structures share a marketing‐based vocabulary – we propose that this should be founded on POSIT. As any system needs to be accessed and understood by people, the basis of its construction and navigation principles should be transparent even though many component processes will be automated. Based on the use of natural language, a user‐defined glossary stems from a selection of primitives and relationships between them. Semantic mapping employing the reciprocal text‐to‐graphical capability of EXPRESS and EXPRESS G is outlined. The significance of XML and related developments is introduced in the context of qualitative information search and extraction from documents. Consensual language also aids connectivity of intranets and extranets to the Internet.

Soft systems methodology (SSM) is a procedure for achieving improvement in human activity systems which has been applied in a wide variety of practical instances. POSIT ‐ a marketing mnemonic ‐ is a conceptual approach to marketing and its components, which also has been employed to analyse both practical situations and the subject of marketing itself. SSM and POSIT, although distinct, have features in common which are explored in this paper. A reader‐friendly simulation of SSM is taken as an example to show the relationships of the two methodologies in the analysis of marketing as an indicative human activity system.

E‐Business channels are presenting novel opportunities for small vineyards to target new online market segments, to communicate directly with the customer and side‐step the main wine distributors who have traditionally blocked access to substantially wider markets. In the UK, where the majority of wine producers is heavily reliant on direct sales, understanding the role that eBusiness channels can play in the buyer behaviour process could be critical for building effective customer relationships and sales. This paper investigates how competitive advantage can be achieved through B2C channels.