FOR thirty years Field Aircraft Services, with sister companies in South Africa and Canada, has been one of the leading British aviation support organisations. Last year marked a…
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FOR thirty years Field Aircraft Services, with sister companies in South Africa and Canada, has been one of the leading British aviation support organisations. Last year marked a significant step forward in their expansion programme when three of their divisions were concentrated at Croydon.
Over the next few months a lively image of Dick Whittington and his cat will be making its appearance in the capital. Walking briskly along, with his cat trotting obediently…
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Over the next few months a lively image of Dick Whittington and his cat will be making its appearance in the capital. Walking briskly along, with his cat trotting obediently behind or dashing ahead with its tail in the air, he will stride across the print and posters of the Museum of London as the Museum's new corporate image.
Kimberly A. Whitler, Graham D. Wells and Gerry Yemen
Few cases allow the student to understand the relationship between brand strategy, marketing strategy, implementation, and analysis. While some conceive of the process as being…
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Few cases allow the student to understand the relationship between brand strategy, marketing strategy, implementation, and analysis. While some conceive of the process as being sequential, this case demonstrates that in fact, this process is more fluid, and that implementation and analysis impact subsequent strategy.
This field-based case provides a rare glimpse into the turnaround of a brand that was all but dead. After Buick suffered more than five decades of declining business results and an inferior brand image versus all rivals, few thought that the brand could be resuscitated. This case provides a valuable under-the-hood look at how the Buick team, over time, progresses through a series of marketing improvements all anchored on an evolved strategy. Specifically, Buick introduced a shift in brand strategy behind an evolved brand essence statement (i.e., brand positioning), improved product lineup, new-to-the-world innovation, enhanced dealership service, and more compelling advertising. The results led to a record number of product awards, significantly improved advertising measures, improved service ratings, and better business results.
Despite significant improvement across multiple dimensions of the business, Buick still trailed key competitors on one of the most important measures Buick tracked—the brand momentum rating—suggesting that there was still more work needed to complete the brand turnaround. The case introduces Molly Peck, the new marketing director on Buick, who is wondering what more, if anything, Buick should do. The material allows for instruction around marketing strategy and the process of converting it into implementation through the use of a creative brief.
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What is it about academia anyway? We profess to hate it, spend endless amounts of time complaining about it, and yet we in academia will do practically anything to stay. The pay…
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What is it about academia anyway? We profess to hate it, spend endless amounts of time complaining about it, and yet we in academia will do practically anything to stay. The pay may be low, job security elusive, and in the end, it's not the glamorous work we envisioned it would be. Yet, it still holds fascination and interest for us. This is an article about American academic fiction. By academic fiction, I mean novels whosemain characters are professors, college students, and those individuals associated with academia. These works reveal many truths about the higher education experience not readily available elsewhere. We learn about ourselves and the university community in which we work.
Bridget Harris, Molly Dragiewicz and Delanie Woodlock
Goal 5 of the United Nations (UN) Sustainable Development Goals (SDGs) prioritises gender equality and empowerment of all women and girls. Key to achieving this is addressing…
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Goal 5 of the United Nations (UN) Sustainable Development Goals (SDGs) prioritises gender equality and empowerment of all women and girls. Key to achieving this is addressing violence against women (VAW; see SDG target 5.2) and, we believe, understanding the role of technology in both enacting and combating VAW. In this chapter, we outline how technology-facilitated VAW threatens women's use of technology and discuss policies and practices of support workers and practitioners that aid safe use of digital media. We consider features of technology-facilitated VAW advocacy which differ from traditional VAW advocacy, using examples from the Global North and South. Information communication technologies (ICTs) are used by VAW advocates in a range of ways; to provide information and education about domestic violence, safe use of technology and negotiating the legal and criminal justice systems; collect evidence about abuse; provide support; and pursue social change. As the capabilities and prevalence of ICT and devices increase and access costs decrease, these channels offer new and innovative opportunities capitalising on the spacelessness, cost-effectiveness and timelessness of media. Nonetheless, technological initiatives are not perfect or failsafe. Throughout the pages that follow, we acknowledge the limitations and challenges of technology-facilitated advocacy, which could hinder application of the SDG.
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Molly Ainslie and Gordon Wills
Describes the evolution of an Internet‐driven dynamic quality assurance system for action learning programmes across the world. It replaced a relatively inefficient paper‐based…
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Describes the evolution of an Internet‐driven dynamic quality assurance system for action learning programmes across the world. It replaced a relatively inefficient paper‐based process and was preceded initially by Bulletin Board/ electronic data interchange procedures. Its success was imperative for a global Business School to comprehend how Sets were proceeding while avoiding “controlling” processes that contradict the action learning paradigm. This was further reinforced in the joint venture between International Management Centres and the University of Surrey, as both were required to meet quality assurance monitoring requirements of disparate agencies globally. When the procedures gained ISO 9002‐accredited status, there was an upsurge in concern to improve further the patterns of Faculty induction and continuous training and development for their facilitation skills through Faculty development scholarships and delivery effectiveness workshops. The approach is now operative for North America, Africa, Asia Pacific, Australasia and Europe.
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Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are…
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Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Tenn. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.
Peter A.C. Smith and Judy O’Neil
Many organizations now utilize action learning, and it is applied increasingly throughout the world. Action learning appears in numerous variants, but generically it is a form of…
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Many organizations now utilize action learning, and it is applied increasingly throughout the world. Action learning appears in numerous variants, but generically it is a form of learning through experience, “by doing”, where the task environment is the classroom, and the task the vehicle. Two previous reviews of the action learning literature by Alan Mumford respectively covered the field prior to 1985 and the period 1985‐1994. Both reviews included books as well as journal articles. This current review covers the period 1994‐2000 and is limited to publicly available journal articles. Part 1 of the Review was published in an earlier issue of the Journal of Workplace Learning (Vol. 15 No. 2) and included a bibliography and comments. Part 2 extends that introduction with a schema for categorizing action learning articles and with comments on representative articles from the bibliography.