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The purpose of this paper is to audit the efforts made around the support of indigenous players within the Australian Football League (AFL).

Content analysis of the publicly available information on websites of organizations associated with the AFL was undertaken to identify the extent of programs and policies around indigenous representation, inclusion, and development.

The AFL, as an organization, has a high percentage of indigenous players (employees) in comparison to the wider Australian workforce representation. Largely, indigenous representation within the AFL is merit based, prioritized on an individual’s ability to play football at an elite level. The website audit identified a number of inconsistencies in the public personas portrayed by the AFL and organizations aligned to it such as the AFL Players Association and clubs. The findings raise a number of questions for future research.

The main limitation is that the website audit represents a very small insight into the current situation and does not provide a depth of analysis into the circumstances around indigenous inclusion within the AFL. The audit also is very focused on one sporting organization which may or may not be representative of the sport industry.

The research introduces a number of questions for future discovery.

This paper aims to identify how integrated marketing communications (IMC) was applied to a major multi-cultural sporting event, the Asian Cup 2015, through event ambassadors integrating the Kliatchko (2008) four-pillars model of IMC.

Semi-structured interviews were conducted with 14 people involved with the event, with questions designed to ascertain ways in which the multicultural communication occurred.

The four-pillars model is applicable in this case. Interviews identified that while the cultural and football issues being faced by the organisers introduced many challenges, ambassador communication proved to be an extremely effective process of IMC. The integration of ambassador communications overcame many cultural barriers with respect to language, ticketing and communication, enabling engagement of communication channels.

This research addressed a specific multicultural event in one specific market. While providing insights into how this event managed its IMC programme, investigation into other events is required to identify whether similar results would apply.

The way in which the event incorporated community members into the IMC programme provides a strong opportunity to examine whether this approach could be applied by marketing managers more broadly.

An examination of the IMC conducted in conjunction with a major event has not featured previously, and the original way in which this event conducted its communications highlights aspects that are relevant to marketers in all organisations.

The view is put forward that the effective sourcing and management of information is critical in the search for a winning business strategy. Such information will be secured from environmental and market analysis and will be matched with the company′s competitive advantage in the generation of strategic marketing options. Well‐managed information streams will be important in all aspects of the marketing mix as well as in market selection. Information will allow a company to decide on an effective supply posture to meet a market demand opportunity.

The advent of space travel and long‐term space dwelling has precipitated the need for the development of Space Exercise Science. Because of the uniqueness of weightlessness conditions, microgravities, and isolation in space – special considerations for career planning in space exercise science must be initiated. The current trends, by many countries, to establish long‐term space ventures, by many countries, gives impetus to develop various new areas of study in space exercise science. The career implications for future exercise space‐scientists are many, including space nutrition, robotics, and exercise prescription and space cell physiology. Current Earth studies concerning radiation, immunology, and stress are linked with future space endeavours. Seeks to give an overview of current happenings in space physiology; and how these conditions transpose to create a new field for career planning in Space Exercise Science.

Product management is a complex process: the effective management and development of products can be a critical factor in determining whether a company will succeed in winning business from the major account market. Four key areas in the process – product definition; product development; demand forecast and resource allocation; and cross‐over strategy – are analysed. The view is then put forward that by involving major account users in a joint product partnership, suppliers can achieve both product and company differentiation.

Considers the challenges facing people developing talent strategy in global organizations and ways of overcoming them.

Describes how to maximize the potential of a multi-generational, multi-cultural, cross-organizational, inclusive-talent workforce.

Examines the importance of: highlighting the value of people to organizational success; making the business case; ensuring that the whole organization buys into the concept; having an inclusive/selective talent strategy with equal emphasis on each area; making the chief executive the chief talent officer; joining up talent-management activity with business activity and other people-management strategies; delivering talent management well; and making sure there is involvement from all of the organization’s stakeholders.

Considers that people management works best when the interests of the organization coincide with the interests of individual employees. For the organization this, means achieving its stakeholder objectives. For the employee, it means satisfaction at work, a balanced life and visible career prospects.

Advances the view that the focus on talent has rarely been sharper and so the concept of “make your people before you make your products” is important.

Emphasizes that the attraction, development, management and retention of talented people is critical to the success of all organizations.

The capacity of managers to perform in a constantly changing environment is a critical factor in achieving competitive advantage. Describes how the TSB Group Management College is addressing this priority. Details how it intends to become the preferred supplier of residential management education and development to the TSB Group, by putting theory and practice into a unique TSB context, and achieve business school and professional accreditation.

By the late 1980s, Japanese business corporations had achieved international competitive advantage in several industry sectors and the strategies of the Kaisha were frequently analysed as sources of good practice. In the financial services sector, such a strategy of international market penetration had led to Japanese banks becoming the largest in the world. By 1993, however, the strategies of the financial services organizations were somewhat different. Retrenchment was as prevalent in the 1990s as had been diversification and expansion in the 1980s. Summarizes these contrasting positions and describes a broad spectrum of business experiences for the period 1985 to 1993.