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The author, from the London Business School, sums up the arguments contained in a recent research project produced by himself and two colleagues for the ICAEW’s Centre For Business Performance, on how intangibles should appear on the balance sheet and how analysts should assess the disclosures. He argues from the findings that more market metrics would be welcomed in the form of published figures and should be backed up with guidance from the current process revising company law in the UK.

China’s economy is transforming at a brisk pace. A partially dismantled command economy and introduction of competition have fueled consumer demand for a greater selection of innovative new products in the retail market. The challenge for retail buyers is to adjust their procurement processes to respond to consumer needs in an efficient and effective manner. This study examines factors influencing buyer‐supplier relationships in a transition economy. We present a model to explain the factors driving retail buyer dependence on suppliers. We find that retailer evaluation of supplier credibility mediates the relationship between retailer perceptions of a supplier ability to add value to its business and the ability to achieve its desired goals. In part, this is due to the supplier’s market orientation. Interestingly, guanxi ties have no impact on the retailer perceptions of the supplier credibility, but have a positive affect on retailer dependence on its supplier partners.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/02634509610152664. When citing the article, please cite: Tim Ambler, Chris Styles, (1996), “Brand development versus new product development: towards a process model of extension decisions”, Marketing Intelligence & Planning, Vol. 14 Iss: 7, pp. 10 - 19.

Looks at the evidence from the Food Standards Agency (FSA) in the UK that marketing of junk foods is responsible for child obesity, and surveys the FSA website. Queries the soundness of the FSA’s claims to be authoritative in matters of food and healthy diet, focusing on the “comprehensive review of research“ which the FSA commissioned from the Centre for Social Marketing (CSM). Criticises the approach and methodology of the CSM report as being biased against advertising: for example, it ignores research which shows that advertising of alcohol has negligible effect on overall alcohol consumption, it uses loaded language, circularity of argument, unclear criteria for assessing the “relevance“ of the literature selected, and fails to explain why obesity is increasing when advertising on food brands is falling. Concludes that the taxpayer’s money is being wasted on such uninformative research.

Reviews relational research in marketing and makes suggestions for its application internationally. Issues relating to nature and role of relationships are highlighted. Specifically, suggests looking more widely, and to other cultures, for relational constructs. We illustrate this by considering the parallel Chinese literature on guanxi. Also argues that relationships should be seen merely as conduits; necessary but not sufficient for improved performance. Information and “animal spirits” are the two key factors that flow through these conduits. Finally, suggestions are made for applying relationship marketing internationally, relating to dynamics, dyads, contextual moderators, model completeness and culture.

Considers the managerial processes that lead to the launch of successful line and brand extensions. Seeks to clarify the role, if any, that brand equity considerations have in the extension decision process. Uses a case study approach. Data relating to 11 extension launches were collected from major fast‐moving customer goods (FMCG) manufacturers in Europe, the USA, and Australia by The Boston Consulting Group (BCG). The output of the analysis is a set of propositions about the extension process, summarized in the form of a process model. Concludes overall that extension decisions are more about brand development than new product development.

Considers the managerial processes that lead to the launch of successful line and brand extensions. Seeks to clarify the role, if any, that brand equity considerations have in the extension decision process. A case study approach is used. Data relating to 11 extension launches was collected from major fast‐moving customer goods (FMCG) manufacturers in Europe, the USA, and Australia by The Boston Consulting Group (BCG). The output of the analysis is a set of propositions about the extension process, summarized in the form of a process model. The overall conclusion is that extension decisions are more about brand development than new product development.