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The Internet is gaining popularity as a delivery channel in the banking sector. At the same time, customer needs are changing. A total of 12 Internet banking operations in the UK are analysed under customer empowerment functions and Internet banking Web attributes. Internet banking renders location and time irrelevant, and empowers customers with greater control of their accounts. Banks achieve cost and efficiency gains in a large number of operational areas.

Explores the local impact of market reform in a former communist country. Uses the Bialystok voivodship in Poland to discuss the local impact of monetary reform and the banking system, local business development, the impact of Western influences, and finally the problem of unemployment and policies intended to combat it. The voivodship is geographically remote from areas currently favoured by foreign investment which contributes to a growing sense of East‐West inequality. Despite showing ingenuity and entrepreneurialism to work the system many businesses are still struggling to adapt and realize that the market economy has significant individual costs. Highlights the local impact of national policy and re‐emphasizes the potential for local economic opportunities not only between countries but also between different regions within those countries.

A number of central government policy initiatives in the UK are encouraging the sharing of information between government and other partners. A relatively large amount of information is available to enhance social inclusion but this data does not always have the detail (granularity) required to investigate small areas. As a result information sharing of locally generated information is increasing in the UK, particularly for issues such as health and crime where information is not readily available for Local Authorities. Legal and ethical issues associated with sharing locally generated information are frequently perceived as problematical. Examples of methods and protocols to overcome these problems are reviewed. It is possible that the activities of the Cabinet Office Committee on data sharing (MISC31) will act as an incentive for data sharing. However, an equally important catalyst will be commitment and support across UK central government and at the local level by Chief Executives and members to the principles and benefits of information sharing for better informed policymaking.

This chapter uses the pandemic crisis to explore the social processes that structure happiness and shape fantasies of living a happy life. Considered herein are issues of human potential, gendered and classed possibility and people's differing chances in cultivating a sense of satisfaction in ‘being happy’, despite living through COVID-19. Interviews with 40 Australian women living during lockdown restrictions with varying levels of social, cultural and economic capital are utilised to make sense of women's happiness. Vastly different avenues for achieving a happiness fantasy outside of drinking alcohol were possible for more privileged women than for those in middle and working classes. The classed differences in women's gendered roles in managing emotions (their own and other people's) and their chances to be happy are exemplified in how the changes to the structure of the day that resulted from COVID-19 restrictions did not devastate or cause stress (as we heard from working-class women) or need to be filtered or blocked out using alcohol in order to retain balanced emotions (as we heard from middle-class women) but rather provided an opportunity to celebrate the achievement of their happiness fantasy. We deduce that for those with less agency available to control their chances of living a happy life, prevailing COVID-19 discourse that places happiness within individual responsibility and focuses on personal resilience rather than tending to the conditions for flourishing, is problematic.

Most entrepreneurs are continually concerned about their finances. Their companies perhaps not yet profitable, they may have a fear of “running out of dry powder.” These entrepreneurs often have fallen in love with their company's technologies, products, and potential markets, but they require more resources. Invariably these emerging ventures shroud their fear of the grueling capital raising marathon by presenting voluminous business plans to potential investors. They often flaunt their “optimized business models.”” Investors, however, typically want to know why the potential investment is such a good deal. The entrepreneur often wants guidance regarding what to say to whom in a changing financing environment.

In this article, our “Practitioner's Corner” associate editor Joe Levangie collaborates with a long-time colleague Paul Broude to address how businesses should “make their capital-raising initiatives happen.” Levangie, a venture advisor and entrepreneur, first worked with Broude, a business and securities attorney, in 1985 when they went to London to pursue financing for an American startup. They successfully survived all-night drafting sessions, late-night clubbing by the company founder, and even skeet shooting and barbequing at the investment banker's country house to achieve the first “Greenfield” flotation by an American company on the Unlisted Securities Market of the London Stock Exchange. To ascertain how the entrepreneur can determine what financing options exist in today's investing climate, read on.

The level of contact by government and non‐government organisations with local companies has intensified in recent years. Sheffield is used as a case study to show that the level of contact with local businesses can be considerable. This level of contact has led to a growing chorus of complaints from many businesses about the increasing burden of information collection. One way to resolve these problems is through collaboration by those involved in information collection. In Sheffield six organisations have been working together for more than a year to collaborate in the collection, analysis and dissemination of company information. An independent organisation, the Employment and Training Information Consortium (ETIC) has been established to co‐ordinate the sharing of information.