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Internet based information and communication technology provides the opportunity for small firms to improve their competitiveness. This paper presents a methodology that responds to the needs of small firms whilst overcoming the constraints to their use of these technologies. Key features of this methodology are: provision of a turnkey package of hardware, software, installation and training for Internet connection and operation; identification of opportunities for integrating Internet ICT into business processes that will deliver performance improvement; ongoing IT and business support for a year. The effectiveness of this methodology was examined during its application in 21 SME automotive component suppliers in the West Midlands region of England. This exercise found that 90 per cent of firms continued to use their Internet based ICT capability after a year.

The merger of two giant pharmaceutical businesses inevitably affects staff motivation and morale. Whether leaving or staying, staff need support in these circumstances to enable them to cope with the effects of major change. A model for addressing this problem is explored and the beneficial results — personal commitment, job satisfaction, enhanced performance — emphasised.

The Moore and Wright Multi‐Mike is an adjustable micrometer with a capacity of 0 to 0·5 in. equipped with a set of 13 anvils which allow measurements to be made in many types of slot and cavity normally inaccessible to the micrometer. It can also be used to measure the wall thickness of tubing, eccentricity of bushes and for the location of flats and radii when profiling. The price of the instrument, complete, as shown in FIG. 1, is £7 5s. from the marketers, E. H. Jones (Machine Tools) Ltd., The Hyde, London, N.W.9.

The purpose of this paper is to introduce and provide an insight into the benefits of outsourcing the procurement function for engineering commodity items.

Research into the literature presents the development of outsourcing procurement functions and this manuscript adds to the body of knowledge through introducing the outsourcing of engineering commodity procurement, illustrated with the case study example.

A US Aerospace Fortune 50 company has made savings by outsourcing the procurement of commodity engineering parts. This has occurred in two stages. Firstly the commodity procurement was locally outsourced and staff migrated to the service provider to whom commodity procurement was a core competence enabling them to offer cost savings. Secondly the back office and telephone service was moved to India, further reducing cost whilst enhancing the service through an increased headcount.

The paper provides the first example of the two stages of outsourcing engineering commodity procurement.

The purpose of this paper is to provide an insight into the growth stage of facilities management (FM) in the South East Asia region. A questionnaire study of local and international firms operating in South East Asia was used. South East Asia needs to open up to change, particularly with respect to parity in issues of global competition in FM standards. This study is based on a limited sample size using a self‐reporting methodology. Further research is needed to further investigate the findings. This paper addresses a unique insight into the contrasting approach to FM in the South East Asia region.

Describes the history of the tobacco industry and its emergence as an extremely effective marketer and non-market strategist. After years of success, both publicly and politically, the leaders of the tobacco industry are faced with mounting political pressure and the financial threat of litigation from class-action lawsuits. The leaders face an industry-wide strategic decision of whether to acquiesce to government demands in exchange for immunity, focus on judicial success, or develop a new course of action.

To evaluate the formulation and implementation of non-market strategies in the context of regulatory, legislative, and legal institutions. To understand how various aspects of the non-market environment interact and how these environments not only change over time, but change market competition within an industry. Further, to formulate and decide between firm-specific and industry-wide strategies. Finally, to appreciate and reflect upon the potential conflict between non-market strategies and ethical concerns.

This chapter expresses views prompted by my experience as Specialist Adviser to the UK's House of Lords in their enquiry on globalisation. The un-stated issue was: are the critics of globalisation correct? This paper argues that the critics should be seeking ways of bringing the benefits of globalisation to the poorest countries, not attacking globalisation, which is a necessary, and largely desirable, consequence of the wish for economic development and growth. The key to growth is education (i.e. human not physical capital) and good governance. Inward finance promotes development but tends to go to developing countries that can make best use of it through having an educated labour force and good governance. The critics emphasise trade barriers imposed by developed countries, but the main barriers come from developing countries themselves. Extreme poverty is the greatest immediate concern As this and would be relatively inexpensive to eliminate by aid alone, economic development is necessity. Significantly, countries with the most poverty are also those with the highest inequalities of income.