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This paper aims to use doctrinal legal investigative methods combined with economic analysis to investigate the efficacy of the Law.

The purpose of this paper is to explain the inherent absurdity in the modern law of town and village greens (TVGs). The author wishes to show that the public understanding of what constitutes a green worth protecting is incomparable with how the Law currently operates, instead providing a crude vehicle to prevent development.

Applying an efficiency maximisation framework to the law of TVGs the Law fails to protect land worth protecting, as well as prevents allocatively efficient bargaining from taking place.

This research has not presented empirical evidence to suggest the extent of the damage identified. This is a separate question to the marginal impacts of the damage.

A Law and Economics analysis of TVG Law in England and Wales has not been attempted before.

Marks and Spencer, one of the UK's leading retailers, is often cited as an example of British enterprise at its best. Despite increasing competition in the high street, it is profitable, and it has an enviable reputation for the quality of its merchandise. It is also well known as a first class employer which demands high standards from its employees and in return offers unrivalled staff welfare facilities.

The Marks & Spencer case is concerned with the development of the UK’s leading retailer of food and fashion in international markets. Key issues in the process are: (1) the question of the choice of market entry strategies, what strategic routes are available to retail organizations in entering new markets and the extent of strategic fit between acquired companies and the UK business; (2) the development of a retailer brand as an international brand. Significant differences exist between the development of a retailer brand and that of the development of a manufacturer brand in international markets.

To draw parallels between the development of brand identity by successful contemporary artists and the use by mainstream companies of social and ethical factors or product innovation to act as a focus for their brand narrative.

Analyzes the workings of the art market and provides examples of brand development by celebrity artists. Discusses the relationships between social, cultural, and economic capital and shows how this distinction can be profitably used in the development and marketing of consumer products.

Marketing ain’t what it used to be. That tightly controlled brand identity is a thing of the past. In an era dominated by social media, everyone – but everyone – can share their opinion on what your brand stands for. Supporters, detractors, activists […] like them or loathe them, you need to know how this model works if you want to grow the business.

Shows how the development of symbolic capital can subsequently lead to financial success when marketers highlight company characteristics that appeal to their target market rather than emphasizing the profit motive.

Advocates paying less attention to “what the consumer thinks they want” and more to marketing creative concepts.

Proposes a departure from traditional marketing theory and practices. Recommends that companies become more product-focused in order to achieve a higher rate of innovation.

Numerous studies have focused on retailing firms and their activities in foreign markets; however, these have not been able to fully identify factors that influence the process of retail internationalisation. This paper examines the factors that influence the foreign market entry process in retailing firms and develops a conceptual model. The conceptual model is used to analyse two case studies. The case data were collected through in-depth interviews. N*Vivo was used to encode data and corroborate the analysis. The entry strategies of IKEA in China, and Marks & Spencer (M&S) in Hong Kong are examined. Firms planning to enter foreign markets would greatly benefit from our analysis. We provide insights into factors influencing the foreign market entry process and how firms can manage this process.

Internationalisation leads to a radical process of change through which an organisation modifies the focus of its operations, value system and cognitive framework so as to achieve a more internationally responsive structure (Whitehead, 1992). Earlier studies have investigated the internationalisation process considering the internal and external factors of the company and its market (Cavusgil et al., 2002; McGoldrick, 1998, 2002; McGoldrick & Davies, 1995; Treadgold & Davies, 1988). The internationalisation literature based on Uppsala studies about the internationalisation process of Swedish firms, (Johanson & Wiedersheim-Paul, 1975; Johanson & Vahlne, 1977) identified four different internationalisation stages called the “establishment chain”, which also applied to the retail context (Davies & Fergusson, 1995, p. 99). The results show that different stages demand different resource commitment from the company (Johanson & Vahlne, 1977). It is assumed that a company initially lacks knowledge of the local market. The level of local market knowledge affects the company's commitment decisions and its activities. The network approach (Johanson & Mattsson, 1988) could be applied to the study of vertical international relationships. It is, therefore, useful for the international sourcing activities of retailers (Dawson, 1994, p. 270) and provides a competitive advantage as well as flexibility, in which each of the organisations in the network is working towards a common objective (McGoldrick, 2002, p. 571). In the past 20 years, many researchers have paid more attention to network relationships, which have become the main marketing strategy. They agree that the study of network relationships between companies, suppliers and customers is more important than the marketing mix (Ghauri, 1999).

We live in an age of change, unbalanced change. One computer generation succeeds another at the virtual drop of a hat. No sooner have we digested the silicon‐chip than our appetites are whetted with bio‐technology. The rate of technological progress, in the industrialised world is quite shattering. By comparison organisational change is proceeding at a snail's pace. A thousand years ago organisations, that is the church, the government and the army, were formed on hierarchical lines. In other words, there were those who ruled and those who were ruled. Things have changed but slowly since. Our major organizations are still run along largely hierarchical lines. But there are changes in the wind.

Managers as Actors Those of us who manage are playing on an organisational stage every day. We enter early every morning to take up our roles, whether it is as chief executive, marketing manager, personnel adviser, production executive or any of the numerous other roles that have to be performed if work is to be done effectively.

In making the case for Corporate Social Responsibility the UK Government has argued that more transparency in the ways that companies address and manage environmental, economic and social issues can help improve relationships with employees, customers, and other stake holders (Department of Trade and Industry, 2004). The UK’s large food retailers are increasingly keen to report their commitment to CSR (Jones, et al., 2005) and while such reports can be accessed by various stake holders (Snider, et al., 2003) they are generally directed at share holders, investors, consumer pressure groups and policy makers rather than individual customers. This article offers a preliminary examination of the extent to which the UK’s major food retailers currently use CSR as a means of marketing to, and communicating with, customers whilst they are within their stores.