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The purpose of this paper is to provide longitudinal case history data from an investigation into the practices of an enterprising individual associated with two firms in the UK tourism industry. The first business had to be closed down despite the partners employing turnaround strategies to recover from a lack of planning, since an effective work/life balance was not achieved; the second has proved to be more successful due to entrepreneurial learning in overcoming earlier errors.

The methodology involved multiple in‐depth interviews with the key business owner and his partners in the two respective businesses together with supplementary interviews with staff and viewing documentation for triangulation purposes.

The findings based on a longitudinal case history suggest that some enterprising individuals may learn from certain past mistakes but could still need others to support particular business practices for them to succeed. The results also suggest that, even if a badly performing business can be turned around, owner/managers must be aware of the potential social costs that can be incurred in implementing strategies. As such, it demonstrates the need to learn from experiences and plan for social as well as work‐related issues to maintain a work/life balance, particularly in a “lifestyle” business.

The implications of the findings suggest that advisors (including university teaching) involved with assisting entrepreneurs make them aware of the need for effective planning. In particular, that the widely reported hard work and long hours involved in running a business can take a toll on personal lives and the work/life balance of enterprising individuals must be managed.

The main aspect of originality of the paper comes from the study of social costs of running an entrepreneurial venture, but the longitudinal nature of the study provides a further aspect of originality in this field of research.

This case followed Todd Duncan, Chairman of Duncan Aviation, as he considered which international locations Europe, Latin America, or Asia were most important in positioning Duncan to benefit from continued internationalization of the maintenance, repair, and overhaul (MRO) industry. The company had the option to hire Regional Managers to actively manage these areas, recruiting new customers and building relationships with existing ones. The case provides students with an opportunity to identify the core competencies of a company, and to recognize ways in which employee engagement contributes to Duncan's core competencies. Optionally, the case may be used to introduce students to Dunning's eclectic paradigm.

The research for this case was obtained from a combination of primary research, secondary research, and personal experiences. One of the research assistants for this case was employed at the company for over two years, and reflections thus obtained, supported with supplementary research, enriched and deepened the paper. Duncan's Debrief magazine and news releases were important secondary sources, in addition to industry web sites, industry journal articles, reference books, and newspaper articles.

This case is intended to be taught in undergraduate international business or marketing courses.

This case is an illustration of the complexity, and strategic importance, of considering whether, and how, to build customer relationships outside the firm's home country. Such decisions confront many companies facing increasingly global industry environments. The eclectic paradigm, developed by John Dunning, explains why companies expand and participate in international markets.

The “born global” phenomenon of hi-tech small and medium size enterprises (HSMEs) has been explored over the past 15 years. Until today, too little attention has been paid to intellectual property (IP) in knowledge-related processes, and the business models of HSMEs in their market globalization processes. This chapter aims partly to fulfill this gap by exploring the role of IP in the “knowledge-market” development trajectories involved in becoming global. To present a theoretical background for this topic, this chapter maps the main processes involved in global breakthroughs, as well as a “knowledge-market” framework for the globalization of HSMEs. An empirical study is based on four case-studies representing ICT and biotech companies of Estonian origin: Regio, Icosagen, Skype, and Asper Biotech). Results demonstrate four very different globalization trajectories named Regio, Icosagen, Skype, and Asper Biotech (see Figure 3). All cases are characterized by different types of knowledge accumulation preceding their globalization, and the selection of various business models. The results of the study provide for a better understanding of the strategic options that can be followed during the internationalization process.

The software industry, especially software development (SD), in Estonia is at the present moment in the phase of expansion: first level of life cycle of the industry. Initial maturity level of the industry is among other factors characterized by lower maturity level of development process in companies/development teams. The goal of this paper is to analyze the maturity level of SD process in Estonian companies. Usually, poorly managed processes and low‐development performance are the major reasons for overrun deadlines and insufficient competitive advantages. Therefore, improved performance is the key factor of SD industry competitiveness.

The methodology used in the paper is semi‐structured interviews with experienced software developers/project managers in Estonian SD enterprises. On the basis of the interviews, authors were analyzing the usability of capability maturity model integration (CMMI) in Estonian SD companies to perform/apply the software process improvement (SPI).

Results based on self‐evaluation are describing the current level of SD process maturity in sense of CMMI in Estonian SD enterprises. Also, the difficulties of collecting process performance data were discovered. SD companies did not find it necessary to collect and save development process performance data, such as number of (corrected) errors, number of lines of code, etc.

The paper describes structured performance as SD process maturity in sense of CMMI together with development process performance as project characteristics: product quality, cycle‐time, development effort, product maintainability, etc.

This paper seeks to explore approaches to consumer‐driven optimization of package design utilizing a novel modified conjoint analysis approach. The approach allows for dynamic creation and testing of a large number of design prototypes with consumers and finds optimal solutions on an aggregated, segmented (pattern‐based latent mindset segmentation) and individual basis.

The approach extends the consumer insights‐driven process, Rule Developing Experimentation (RDE), introduced by the authors (AG and HM) and developed in cooperation with Wharton School of Business (University of Pennsylvania), to graphical concepts.

Disciplined experimentation based on individual permuted experimental designs produces more targeted package designs with higher appeal to the consumers. The proposed steps describe fast, parsimonious and actionable process of application of RDE to package optimization, which provides valuable input for designers about consumer preferences.

The paper demonstrates that consumer research could and should be a central part not only at the final stages of the package design but at the initial stage as well. The steps of fitting the research into the package design process are shown providing a parsimonious way to include consumers in the early stages of package design.

The approach could help the marketers efficiently create better packages that consumers like and which will help marketers to differentiate their respective products from the competition.

Seven million Weetabix biscuits are produced every day. The company is private and all‐British and the product is number two in the cereals charts.

The paper seeks evaluate to the comparative progress of Asda in the UK since its surprise takeover by Wal‐Mart in 1999. Wal‐Mart expected to become the number 1 retailer in the UK and many commentators saw massive problems ahead for local retailers. These expectations were not met; this paper investigates why.

Asda's progress is considered through a brief discussion of the company's history to 1999, an investigation of the changes Wal‐Mart subsequently made to Asda's operations, the comparative impact of these changes and then a consideration of the restrictions on impact deriving from organisational, competitive and environmental factors.

Despite the strong rhetoric on entry, the commercial reality has seen only moderate success for Asda and a widening gap to the market leader, Tesco. Explanation for this includes competitive strategy and reactions, market restrictions particularly in land‐use planning and unwillingness by Asda (Wal‐Mart) to alter their focused store format strategy in line with competitor actions and market directions.

The analysis is at a macro corporate and national level, drawing mainly on published data. Research implications include the rebalancing of considerations of organisational competence and market environment factors on international success. A focus on political and non‐market activities is suggested, though an unwillingness of companies to reconsider strategic directions is also indicted as a key factor.

Implications for national and international strategic decision making at the corporate and governmental levels are identified. Businesses can use the findings to re‐consider their positioning and actions. Reflections on hyperbolic reactions to takeovers might also be provoked.

No other paper has considered the market level changes in connection with Asda since its take‐over by Wal‐Mart and sought explanations for the relative (lack of) performance. The conclusion, that Asda has not been as successful as reported in the literature and the media, is original.

This paper aims to summarize the results of an empirical project to understand the perceptions of consumers of the future high end products in the USA. This project was a precursor of a larger global project on the topic.

The approach utilizes the consumer insights‐driven process, rule‐developing experimentation (RDE), introduced by the senior authors and developed in cooperation with Wharton School of Business (University of Pennsylvania). The empirical part was conducted with qualified US consumers (middle‐ and upper‐middle class respondents). Based on a series of in‐depth qualitative interviews with global leaders of luxury and premium companies, star designers and thought leaders, five dimensions of high end offering were identified, with each dimension having a unique set of four factors (elements). The second part included a quantitative survey based on RDE (modified conjoint analysis) conducted in the USA with 373 qualified middle‐ and upper‐middle class respondents to discover the driving forces behind their perceptions of high end.

There are four distinct consumer mindsets towards future high end products. The segmentation is based on a disciplined experimentation afforded by RDE and produces a more targeted understanding of the consumer mind.

The paper provides insights of what might drive the consumer perception of high end products in the near future. The pattern‐based consumer mind‐set segmentation creates actionable directions for corporations in answering today's big question “How can brands migrate from being cost‐driven commodities to higher margins and profits?” The answer is in the high end.

The approach offered here could help designers and brand managers to efficiently create better products that consumers like and perceive as high end. This will result in higher margins and help marketers to differentiate their respective products from the competition.