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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09590559010144765. When citing the article, please cite: Roger M. Hill, (1990), “MEASURING STOCK SERVICE LEVELS”, International Journal of Retail & Distribution Management, Vol. 18 Iss: 3.

While there is no question that women on movie screens are frequently eroticised, with countless shots of heaving bosoms or curvaceous rear ends, action stars do occasionally get a reprieve. Pam Grier, the first female action star, was not so lucky. While Grier's Amazonian status should be celebrated, the dark side of her career should also be noted as a cautionary tale of just how much misogyny and racism lurks behind Hollywood doors and intertwined into American cinema history. This chapter examines how Grier's career forces us to rethink both femininity and racism, as well as action films themselves.

Most retailers would agree that stock availability is one of the keys to success but few make serious attempts to measure their current performance with any precision. Why it is important to measure the customer stock service actually achieved, possible measures which can be used and the problems of extracting the data needed from a company′s information systems are all examined. The underlying causes of stock‐outs and how stock availability in the warehouse affects the overall customer stock service are also discussed. The assumed environment is that of a retail chain which buys into central/regional warehouse(s) from which branch stocks are replenished.

Film digitisers and writers allow quantitative information to be extracted from photographic material. One such digitiser is in Joyce Loebl's Scandig range.

EPoS has been around for some years. However, it is only within the last year or two that the major retail chains have committed themselves to the widespread introduction of full data capture systems in conjunction with scanning. Based on the author's experience of inventory systems in the builders' merchanting sector, gained primarily while working with CCB (Cheltenham Computer Bureau) on such systems, this article considers the extent to which control policies need to be re‐thought in the light of this new technology.

Many retail chains allow stock transfers to take place between branches. Considers the special case where one branch, out of stock of a particular line, faced with a customer wanting that specific product and unable to obtain it (in a sufficiently short period of time) through the normal distribution channels, obtains it from another branch in the chain. Argues that this process can be managed and controlled more effectively than is often the case at present, particularly if branch access is made available to central databases.

Presents the use of a 3D eddy current FE procedure for the analysis and design of two different induction machine structures: a radial and an axial machine. In the first case, attention is devoted to the simulation of locked rotor conditions and a linear 3D time harmonic eddy current FE analysis has been employed. The obtained results have been compared to 2D analysis and experimental data. The axial flux machine is analyzed under fixed speed conditions and a 3D time‐stepping and velocity eddy current problems are solved to evaluate machine performances. Different design configurations are analyzed in order to define the best solution.

Describes the winning formula at Neiman Marcus that has made it the No. 1 luxury retailer in the United States in terms of sales per square foot and profitability. Highlights Neiman Marcus' efforts to define who its customers are and are not and to achieve superior focus on its customers by aligning location, price, service, and merchandise to fulfill these customers' every need. Describes ways in which Neiman Marcus prevents typical silo behavior between merchandising and selling and how it ensures that the right merchandise gets to the right customer, despite the challenge of doing this in 36 micromarkets.

To show how a company integrates two strong high-performance functions—merchandising and sales—to get the right merchandise to each customer in more than 30 diverse selling locations while consistently providing exceptional customer service.

Environmental determinants of International Business Negotiations: A Strategic Planning Model Negotiation is a skill which can be learned. Most American and Western executives do not, however, devote sufficient time or effort to learn the art of negotiation or to understand the cultural differences among nations. The accelerating interdependency among global societies and the growing role of U.S. and Western countries in international trade, especially with Third World governments, strongly necessitate learning, experience, and training in this important task. True understanding of environmental determinants, styles, and tactics of international business negotiations is a must, if one is to achieve desirable outcomes. The old attitude of bargaining overseas and the John Wayne approach will not work anymore. “Go native” and “adaptibility” will be the key words for successful international business negotiations in the future.

We can think of those with a cynical turn of mind who might consider not a little of the present output of the parliamentary machine as “harem scarem” law, but the indecent haste, the freak urgency of some politically inspired laws apart, it is only too obvious that law is being made under rush conditions, and the reasons are not far to seek. A hectic, over‐active party executive, feverishly pushing ahead with its policies produces impossible working conditions for the parliamentary draftsmen. Law, whether it is statute or regulation, has never been more complex than it is today; time allowed for parliamentary debate is completely inadequate; too many and varied interests have to be taken into account, to say nothing of the vast range of delegated legislation. The urgency of some legislation is doubtful; it is difficult to see the need for all the hurry; a little more time in proper debate would prevent some of the loopholes which subsequently appear and render the law more comprehensible; incomprehensibility and justice are rarely compatible. As Diplock L J., said in the Court of Appeal in Rex. v. Industrial Injuries Commissioner ex parte Cable (1968) 1 A.E.R., 9, a few months ago—“Judges have been at their wits' end to know what some of the provisions mean. It would be a good thing if time could be found to remedy the blemishes.”