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The purpose of this paper is to demonstrate that applied spatial modelling can inform the planning, delivery and evaluation of retail services, offering improvements over traditional retail impact assessment (RIA), especially within localities which experience seasonal fluctuations in demand.

The paper first describes a new theoretically informed tourist-based spatial interaction model (SIM) which has been custom-built and calibrated to capture the dynamics of the grocery sector in Cornwall, UK. It tests the power of the model to predict store performance for stores not used in the original calibration process, using client data for a new store development. The model is operationalised for the evaluation of various retail development schemes, demonstrating its contribution across a full suite of location decision making application areas.

The paper demonstrates that this highly disaggregate modelling framework can provide considerable insight into the local economic and social impacts of new store developments, rarely addressed in the retail location modelling literature.

Whilst SIMs have been widely used in retail location research by the private sector, the paper shows that such a model can have considerable value for public sector retail planning, a sector which seemed to have abandoned such models from the 1980s onwards, replacing them with often very limited and crude RIA.

The ability to review the forecasting capabilities of a model (termed post-investment review) are very rare in academic research. This paper offers new evidence that SIMs can support the RIA process.

Dockspeed Ltd., features Andy Ingleston, an entrepreneurial graduate with “diesel in his blood” and a passion to create his own business. Part A described Andy's initial business idea, to assist small hauliers avoid wasted driver down time in the congested mid‐1980's Dover port. Parts B & C track the opportunities taken by the entrepreneurial owner to build the company from a single vehicle to a well controlled refrigerated transport fleet, with subsidiaries in France and Spain.

Social Marketing, Entertainment Education Program.

Postgraduate program. Master in Strategic Marketing and Master in Business Administration.

In the midst of the many TV shows that do not provide enlightenment, Kick Andy TV Show appeared to provide answers to the public unrest. In the spirit of “Watch with Heart” Kick Andy serves Entertainment-Education and Social rarely glimpsed by the television station. Success of Kick Andy TV Show made this brand doing brand extension such as Kick Andy Foundation, Kick Andy Magazine, Kick Andy Enterprise and others. Challenge for this program is to maintain the right balance between social, entertainment and education.

This Case Study illustrates that Kick Andy TV Show filled the value gap that viewers experienced from existing TV show. This show is similar to the offer of Oprah Winfrey Show in the USA. Student is expected to understand social marketing primarily related to entertainment-education TV show.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Artists operating under a studio model, such as Andy Warhol, have frequently been described as reducing their work to statements of authorship, indicated by the signature finally affixed to the work. By contrast, luxury goods manufacturers decry as inauthentic and counterfeit the handbags produced during off-shift hours using the same materials and craftsmanship as the authorized goods produced hours earlier. The distinction between authentic and inauthentic often turns on nothing more than a statement of authorship. Intellectual property law purports to value such statements of authenticity, but no statement has value unless it is accepted as valid by its audience, a determination that depends on shared notions of what authenticity means as well as a common understanding of what authenticity designates.

Leadership, and leadership development, in health and human services is essential. This review aims to draw conclusions from practice within the Australian context.

This review is an overview of health leadership development in Australia, with a particular focus on the implementation of the national health leadership framework, Health LEADS Australia (HLA).

Since its inception, the HLA has influenced the development of health leadership frameworks across the Australian states and territories. Both the National Health Leadership Collaboration and individuals with “boundary-spanning” roles across state government and the university sector have contributed to the development of collaborative online communities of practice and professional networks. Innovation has also been evident as the HLA has been incorporated into existing academic curricula and new professional development offerings. Ideas associated with distributed leadership, integral to the HLA, underpin both sets of actions.

The concept of a national health leadership framework has been implemented in different ways across jurisdictions. The range of alternative strategies (both collaborative and innovative) undertaken by Australian practitioners provide lessons for practice elsewhere.

This article adds to the body of knowledge associated with policy implementation and provides practical recommendations for the development and promotion of health leadership development programmes.

Advocacy for child participation has been enhanced by the United Nations Convention on the Rights of the Child (UNCRC) (1989). The UNCRC as a legislative mechanism for countries to implement children's rights to participation is not without problems as argued by many. Children's agency is crucial in enhancing their participation but agency itself cannot guarantee participation as child participation is relational and intersects with the institutional, social, cultural, economic and political landscapes. This is greatly reflected during the coronavirus pandemic when children have played a big part in tackling the national and global crises by showing their resilience, sympathy and willingness in fitting into the unprecedented ways of life and schooling.

This chapter uses a reflective case study to explore the intersection between agency of children and factors that facilitate and also challenge children's participation in homeschooling practices during the COVID-19 pandemic in England. The reflective case study reveals that agency of young children's participation in homeschooling was constrained by the pandemic, which also triggered off possibilities for children alongside family members to interpret learning differently and translate homeschooling practices via creative engagement with learning resources and pedagogical approaches. The reflective case study also tells a family narrative about children's participation in homeschooling during the COVID-19 pandemic as a journey with a prime focus on holistic learning and well-being by addressing the key role of play, friendship and connection with nature.

To review the position of the Finnish mobile phone company Nokia and its strategies to retain a dominant role against increasing competition.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Robert Budden and Christopher Brown‐Humes chart the recent history of Nokia that has witnessed a growing demand for handsets from its main rivals. They set out the challenges facing Nokia and report on how the company is facing them, pointing out that Nokia's fortunes are closely linked with those of Finland where it accounts for about 20 percent of the country's exports. In their second article, they focus on a disappointing reception for N‐Gage, Nokia's new gaming device. Andy Reinhardt, Eric Sylvers and Irene M. Kunii also comment on the reception to N‐Gage – which incorporates a mobile phone, games console, FM radio and digital music player – since it went on sale in October 2003. Their article also looks the latest games available in Japan.

To understand how companies, often described as “market leaders” have to constantly review their strategies in order to maintain their share of an increasingly crowded market and to satisfy increasingly sophisticated consumers.

The following article is a “Q&A interview” conducted by Joanne Pransky of Industrial Robot journal as a method to impart the combined technological, business and personal experience of a prominent, robotic industry engineer-turned successful business leader, regarding the commercialization and challenges of bringing technological inventions to market while overseeing a company. The paper aims to discuss these issues.

The interviewee is Dr Rob Buckingham, Director at UK Atomic Energy Authority (UKAEA) and Robotics Pioneer. Dr Buckingham is an innovator of snake-arm robotics for confined and hazardous environments. In this interview, Dr Buckingham shares some of his 30+ year personal and business experiences of working in industry, academia, co-founding and directing a robotics company and heading up a new UK government-funded organization for remote handling.

Dr Buckingham received his BSc and his MEng in the Special Engineering Programme at Brunel University in London. The program’s objective was to train engineers for the industry by developing problem-solving abilities and decision-making skills of students, which Buckingham accomplished while being sponsored by the UKAEA and as a National Engineering Scholar. After obtaining his PhD in robotics at the University of Bristol, Buckingham, he remained at Bristol for two years as a lecturer in mechanical engineering. In 1997, he co-founded OC Robotics, a private company that designs snake-arm robots specifically to operate in confined spaces. Buckingham directed OC until 2014, when he returned to where he began his early career, UKAEA Culham, this time as a Director and Head of the new Remote Applications in Challenging Environments (RACE) Centre. Under Buckingham’s leadership, RACE is involved in exploring many areas of remote operations, including inspection, maintenance and decommissioning and will be instrumental in developing new remote tools and techniques for academia and industry.

With the unique experience of studying at a university’s distinctive engineering program while working as a young engineer for the UKAEA who sponsored him, Dr Buckingham found his lifelong passion and career in robotics for remote handling. He was one of the creators of the emerging field of snake-arm robotics. He is now applying his innovative, commercial technologies and strategies from working in the nuclear, aerospace, construction and petrochemicals sectors to the industry of nuclear fusion. Dr Buckingham was awarded The Royal Academy of Engineering Silver Medal in 2009. In the same year, his company OC Robotics won the Queen’s Award for Enterprise in the category of Innovation. Buckingham is also a Fellow of the UK Institute of Engineering Technology, a Fellow of the Royal Academy of Engineering and a visiting professor at the Bristol Robotics Laboratory. He was co-chair of the Robotics and Autonomous Systems (RAS) Special Interest Group Steering Group during the preparation of the influential UK RAS strategy, which has since been adopted by UK Government.

Two measures of informational efficiency are applied to the market for paintings. The first is a measure of market efficiency as captured by serial dependency in returns. The serial correlation in an index of art returns suggests the possibility of persistent trends in the art market, however there is no empirical evidence that these trends can be easily exploited. The second is a measure of “price risk,” or instantaneous uncertainty about the immediate resale value of a work of art. The magnitude of the price risk suggests that there is a major role for dealers in the art market. Using historical data, I find that the price risk has been declining since the beginning of the painting market, indicating increasing informational efficiency. Paintings are like stocks and a dealer is like a broker. Someone makes money, then there is someone else who's really good at investing in stocks, and he tells the investor what to buy. If someone tells you to go to a good gallery rather than one that's not so good, you'll get a painting that might turn out to be worth something, a painting you like that's also a good investment. Its like having a broker tell you what stocks to buy. Andy Warhol