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In the continuing credit squeeze, sovereign wealth funds (SWFs) are still active in international lending and are eagerly sought out by large, cash‐strapped companies in the West. The purpose of this paper is to examine their nature and strategies before and after the onslaught of the credit crunch and global economic downturn in order to advise corporates on how best to design their strategies and terms in approaching the SWFs for funds.

An analysis is made of SWFs in their dealings with Western corporate borrowers and a case study made of Barclays Bank which, faced with three major options in 2008 to raise a large amount of cash, chose to attract funding from three Gulf SWFs.

SWFs certainly qualify as lenders of last resort (“white knights”), providing ready loans, albeit on premium terms, at a current time of severely restricted credit supply from other sources. Alternative sources of funds – stockholders and government bail‐out – also suffer from disadvantages relating to the characteristics of their loans.

Corporate borrowers should currently view SWFs as attractive “white knight” sources of loans when other providers are constrained. The analysis in this paper, including the experience of a major borrower, Barclays Bank, suggests that SWFs are demanding tougher terms as a result of their strong bargaining positions and historical losses, and that companies should tailor SWF loan contracts to contain maximum incentives and safeguards to produce successful results.

This is the first paper to analyse the new role and strategies of SWFs in the credit crisis context, as well as the required response of cash‐strapped companies seeking loans from them.

The (A) case describes the evolution between 1999 and 2005 of an unusual innovation team within the office of the chief information officer at oil and gas giant BP. This team helped business units conceive, develop, and implement novel, value-added applications for emerging information technologies. The team leader, vice president and chief technology officer Phiroz Darukhanavala (“Daru”), eschewed a large group and venture budget in favor of a small, lean team intimately engaged with BP's business units. The case describes several mechanisms created by the CTO office during its early evolution: “Blue Chalk” events that expanded executives' appreciation of emerging technology capabilities, a network of relationships through which emerging technologies were scouted and vetted, a structured technology transfer process, and annual “game-changer” projects.

The (B) case describes how the CTO office team members in 2011 again solicited advice from their ecosystem of thought leaders and held workshops to significantly enhance their impact. As a result, they began developing solutions for broader, more fundamental business problems that came to be known as Grand Challenges: extremely difficult business problems whose solutions could potentially create hundreds of millions—or billions—of dollars in business value.

After reading and analyzing the case, students will be able to:

• Understand the management challenges associated with realizing the business value of new technologies

• Explore how innovation management evolves as an innovation team learns from its successes and failures and, more importantly, builds a reputation within and outside the company

• Examine a prototypical “advocate” model of corporate entrepreneurial practice

• Explore a leading example of a successful internal innovation program

Understand the management challenges associated with realizing the business value of new technologies

Explore how innovation management evolves as an innovation team learns from its successes and failures and, more importantly, builds a reputation within and outside the company

Examine a prototypical “advocate” model of corporate entrepreneurial practice

Explore a leading example of a successful internal innovation program

The last two years have witnessed what may justly be described as a revolutionary change in the packaging and marketing of goods, of which pre‐packed food constitutes a substantial part, but as far as public reaction goes, it has largely been a silent witness. There has been none of the outcry such as accompanied metrication, sufficient to call a halt to the process, and especially to the introduction of the decimal currency, of which most shoppers are convinced they were misled, “conned”. Every effort to make the changeover as smooth as possible was made; included was the setting up within the Department of Trade of a National Metrological Co‐ordinating Unit charged with co‐ordinating the work of 91 local weights and measures authorities in Great Britain in enforcing the new law, the Weights and Measures Act, 1979. This Act replaced the net or minimum system of the old law, the traditional system, re‐enacted in the Weights and Measures Act, 1963 with the average system, implementing EEC Directives and bringing weights and measures into line with Member‐states of the European Community.

This special “Anbar Abstracts” issue of the Journal of Product & Brand Management is split into six sections covering abstracts under the following headings: Marketing strategy; Customer service; Pricing; Promotion; Marketing research, customer behavior; Product management.

This special “Anbar Abstracts” issue of the Marketing Intelligence & Planning is split into seven sections covering abstracts under the following headings: Marketing Strategy; Customer Service; Sales Management/Sundry; Promotion; Marketing Research/Customer Behaviour; Product Management; Logistics and Distribution.

This special “Anbar Abstracts” issue of the International Journal of Bank Marketing is split into five sections covering abstracts under the following headings: Marketing Strategy and PR; Customer Service; Sales and Promotion; Product Development; Information Technology Strategies.

This paper has two purposes. First, it is to highlight the importance of customer retention and bonding in the context of twenty‐first century banking environment. Second, it is to propose a conceptual model of the customer‐bank bond.

The paper is written based on both extant literature and the author's observation. The paper begins by discussing the context of UK retail banking industry and stressing the importance of retaining bank customers. It then discusses various perspectives of interaction, relationship and bond between customers and providers of services, particularly between retail banking customers and banks. Finally, the paper proposes a conceptual model of bond between retail banking customers and their banks and discusses the implications for managers and theories.

A conceptual model – a triplex bond, which comprises three categories: the primary, secondary, and superlative bond.

The paper acknowledges that further research is needed to validate the relevance of various dimensions to those proposed categories of bond and to test the power of related measuring instruments.

The proposed model of a bond could potentially help UK bank managers in mapping out a plan for strengthening customer‐bank bond and, ultimately, in retaining their customers.

The key contribution of this paper is a conceptualisation of customer‐bank bond that takes into account customer non‐personal interactions with their banks.

There has been virtually no explication of poetry-writing pedagogy in historical accounts of Australian distance education during the 1930s. The purpose of this paper is to satisfy this gap in scholarship.

The paper concerns a particular episode in the cultural history of education; an episode upon which print media of the 1930s sheds a distinctive light. The paper therefore draws extensively on 1930s press reports to: contextualise the key educational debates and prime-movers inspiring verse-writing pedagogy in Australian education, particularly distance education, in order to; concentrate specific attention on the creation and popular reception of Brave Young Singers (1938), the first and only anthology of children's poetry written entirely by students of the correspondence classes of Western Australia.

Published under the auspices of the Australian Council for Educational Research (ACER) with funds originating from the Carnegie Corporation, two men in particular proved crucial to the development and culmination of Brave Young Singers. As the end result of a longitudinal study conducted by James Albert Miles with the particular support of Frank Tate, the publication attracted acclaim as a research document promoting ACER's success in educational research investigating the “experiment” of poetry-writing instruction through correspondence schooling.

The paper pays due critical attention to a previously overlooked anthology of Australian children's poetry while simultaneously presenting an original account of the emergence and implementation of verse-writing instruction within the Australian correspondence class curriculum of the 1930s.

The combined heat and power dispatch (CHPD) aims to optimize the outputs of online units in a power plant consisting thermal generators, co-generators and heat-only units. Identifying the operating point of a co-generator within its feasible operating region (FOR) is difficult. This paper aims to solve the CHPD problem in static and dynamic environments.

The CHPD plant operation is formulated as an optimization problem under static and dynamic load conditions with the objectives of minimizations of cost and emissions subject to various system and operational constraints. A novel bio-inspired search technique, grey wolf optimization (GWO) algorithm is used as an optimization tool.

The GWO-based algorithm has been developed to determine the preeminent power and heat dispatch of operating units within the FOR region. The proposed methodology provides fuel cost savings and lesser pollutant emissions than those in earlier reports. Particularly, the GWO always keeps the co-generator’s operating point within the FOR, whereas most of the existing methods fail.

The GWO is applied for the first time to solve the CHPD problems. New dispatch schedules are reported for 7-unit system with the objectives of total fuel cost and emission minimizations, 24-unit system for economic operation and 11-unit system in dynamic environment. The simulation experiments reveal that GWO converges quickly, consistent and the statistical performance clears its applicability to CHPD problems.