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The purpose of this chapter is to offer instructors and students a real managerial dilemma faced by a large Brazilian company in the cosmetics industry as it ventures into the European arena after successful expansion in Latin America.

This is a teaching case for use in class discussion about the advantages and disadvantages of certain courses of internationalization, in particular, standardization versus adaptation of the marketing mix, the choice of entry and operation modes, and the management of international acquisitions.

Since this is a teaching case, there are no “findings” in the usual sense of the word related to traditional empirical studies.

Data for the case came mainly from the manifested perspectives of the company’s Vice-president of International Operations, complemented by the opinions of the company’s Senior Manager of Strategic Planning and of a business analyst of the cosmetic industry, which has been following the company for years. Such data may reflect the particular views of these actors. The authors also used public secondary data from the company’s presentations to the public, consulting companies, and business magazines. Although these accounts may be partial, this is not a severe limitation since a teaching case is expected to provide some information, but not a full set of information, in order to reflect better the real context of managerial decisions.

This teaching case study can help students reflect upon a real managerial dilemma related to international expansion of a firm into psychically distant markets.

This teaching case discusses how an emerging market firm can challenge strong incumbents in developed markets and find a viable positioning, based on a distinctive sales model and value proposition for customers.

This article describes a quality assurance effort aimed at defining the characteristics of the patient population of the Connecticut Mental Health Center, a state‐funded agency that provides comprehensive clinical and rehabilitative services to persons with mental illness. Also described is how this information guided management decisions in both caseload distribution and clinical service development. This “Patient Profile Project” was informed by research principles which view evaluation as continual, rather than terminal activity that involves key stakeholders from all levels within the mental health system of care and makes maximum use of data in ongoing performance improvement initiatives. The service‐need index that the project produced represents our first efforts to accurately capture service need and use it in clinical decision making. This review of the Connecticut Mental Health Center Patient Profile Project illustrates the utility of a continuous evaluation system in promoting improvements in a large mental health treatment system.

This study investigates the differences in purchasing behavior between the US and French cosmetic markets. Our study suggests that a difference should exist due to psychological factors, social influences, and the purchase situation. Our paper will discuss the underlying theoretical perspectives that support our proposition, and illustrate the various components which influence consumer behavior in this particular marketplace. The analysis and investigation is based on the cosmetic industry in terms of comparing US and French consumers and their historical purchase patterns. The results indicate that there are in fact notable differences in purchase behavior. The implications of these findings are important in two primary ways. First, the findings provide support for the theoretical underpinnings. Second, the findings have important managerial implications in terms of developing appropriate product development, distribution and marketing strategies.

This paper aims to examine how managers can respond to recessions and navigate their companies to success looking at the last two recessions in the US.

The research identified those companies that substantially exceeded the performance of their peers in the last two recessions. News stories and publications on these companies were cross case analyzed to establish hypotheses of how managers can best manage through a recession.

The research found those organizations that sustained their focus on revenue growth and market share, and where managers had broad mindset and considered a broad set of options for action were most likely to succeed, in contrast to those who did across the board staff and cost cuts.

This examination of prior strategies offers managers guidelines for navigating recessions. There is little published research on this topic in strategy.

The therapeutic community (TC) is an environmental intervention where principles of working together democratically can enhance self-agency. While availability of inpatient TCs within the UK National Health Service (NHS) has declined, shorter or alternative interventions using core TC approaches have shown promise in enacting change. The purpose of this paper is to report and reflect on the development and running of a pilot nano-TC.

Foundations Group was a 2-h TC group intervention set up and run within the NHS for 18 months in 2021–2022, and taking place on City Farm premises. The group was convened as part of the complex emotional needs service in a mental health NHS Trust in the South West of England. Over the study period, the group comprised 11 members, one peer member and three staff members.

The authors reflected on the TC stance of working democratically with a fluid hierarchy, taking a non-expert approach, and using support and challenge to enhance self-agency and belongingness. The authors have detailed the structure of the group session including use of community meetings, psychoeducation, creative sessions and reviews. Members took on roles within the group including chairing sessions.

This group was a novel service within the NHS Trust where it was conducted and may represent a standalone therapeutic group. The authors hope it will show that core TC principles can be applied in shorter interventions than have previously been used.

Managing sales forces in multinational contexts is a topic about which little empirical work has been done. This article reports the results of a 14‐MNC, 135 subsidiary, survey of multinational sales management practices, focusing in particular on the extent to which head offices influence sales functions in subsidiaries. An industry‐by‐industry analysis shows that electronic data processing affiliates get considerable head office attention while general consumer goods subsidiaries do not.

Aarhus Kommunes Biblioteker (Teknisk Bibliotek), Ingerslevs Plads 7, Aarhus, Denmark. Representative: V. NEDERGAARD PEDERSEN (Librarian).

Superior firms are those which create shareholder wealth. The most direct way to measure shareholder wealth is by examining the worth of dividends plus share‐price appreciation. The authors contend that the companies chosen as excellent by Peters and Waterman, in their book, In Search of Excellence, fail to show superior shareholder wealth creation.

Mary Kay is one of the best-known direct sellers of women's cosmetics in the world. Its channel strategy is to use independent beauty consultants, who are independent distributors, to sell directly to consumers. Its compensation plan is multilevel, providing commissions to distributors on their own sales as well as the sales of the distributors they recruit. At the time of the case, the company is grappling with a well-established change in consumer behavior—the decline of the stay-at-home mom as she returns to the workforce—combined with the opportunities offered by Internet selling. Focuses on the company's efforts to move with consumer demand and behavior, while remaining true to its core goal of “Improving Women's Lives.” Discusses ways Internet technology can be used throughout the company's channel and supply chain structure, not just as a route to market.

The purpose of this paper is to offer a perspective of brand-based analysis on green brand positioning differentiation through a network analysis approach.

This study employs centrality and distinctiveness as bases to develop a matrix framework of green brand positioning differentiation. The two dimensions are measured from the techniques of network analysis, including analysis of the core-periphery structure and adjacency matrix.

The results yield four clusters with different positions in a 2×2 matrix, including 23 core brands with high-positioning distinctiveness, ten core brands with low-positioning distinctiveness, ten peripheral brands with high-positioning distinctiveness, and seven peripheral brands with low-positioning distinctiveness.

The results contribute to providing brand researchers with different analytical perspectives on the existing knowledge about green brand positioning and offer strategic positioning information for green brand practitioners.

This research contributes to the literature in three ways. First, this research is a first attempt to offer a brand-based perspective on differentiation of green brand positioning. Second, this research advances the existing knowledge that uses network analysis on green brand positioning by offering different techniques for brand differentiation analysis. Finally, this research complements the strategic positioning information of the current business environment in the context of green branding.