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Egghead Software, Inc. was a successful computer software and hardware multi‐channel retailer in the USA until the mid 1990s. Then, in 1998, they closed down their retail operations and Egghead Software, Inc. became Egghead.com – an eCommerce only retailer. This paper presents the key decisions, management changes, and environmental factors resulting in Egghead.com’s ultimate demise. Conclusions are made that can help retail and other sales channel managers and executives learn from Egghead’s mistakes, so that they can increase their market presence, strengthen their relationship with customers, and increase their power in the supply chain.

This paper aims to present the observations of an Italian expatriate who has made China his home. It provides insights into the reasons he has been successful, which will help western firms learn how to better do business with the Chinese.

This paper is based off an intensive interview with a Western entrepreneur.

This paper reviews the case of JESA industrial limited featuring comments and the perspective of its expatriate founder as he leads the further evolution of JESA from roots as an industrial market research and outsourcing consultancy focusing primarily on small and medium sized enterprises in Italy, to one that combines western and Chinese knowledge and experience with technical expertise and competency to serve a growing base of western businesses and Chinese expatriates.

This study is original in that it provides insight from the perspective of a successful business person who has gone through the process of integrating into the Chinese business world. Linkages are made to other studies, and literature. The paper helps foreign executives in small, medium, and large enterprises understand some of the nuances involved in doing business in and with China from the perspective of a successful western expatriate.

The purpose of this paper is to provoke further research and analysis into what it takes to successfully start and grow a new global venture, which sources a product in China, and resells it in Europe and the USA.

This paper explores the early stages of the establishment of a new venture, and a new brand. The venture – Zelective, was founded by two MBA students working on an applied research project that was then turned into a company located in the Principality of Monaco. Importing their cashmere clothing from Inner Mongolia, China, this small firm has enjoyed significant success by designing a line of clothing that is colorful, sexy, and distinctive, while also executing a sales and marketing strategy that has increased their brands awareness, and consequently, their sales to some top tier retailers in Europe.

The next challenge for the firm is to expand their efforts, while maintaining the provocative edge.

This case provides insight into the challenges of starting up a new venture which sources product from China. Students have a series of questions which are designed at having them research the opportunities for Zelective moving forward, helping them determine the firms growth strategy. This case can be used in a wide range of context, from marketing, sales, and brand management, to strategy and logistics.

This paper aims to reviewsa case study on Monaco based company Zelective and its clothing brand The Cashmere Collection.

This briefing is prepared by an independent writer, who adds their own, impartial, comments.

A major component of the MBA degree is the practical application of a new business idea. These projects, of which there are thousands every year, aim to teach students to put their theoretical knowledge into practice. They give students the chance to deal with the unpredictable in a real business setting, as well as the opportunity to show that they have learned to strategize effectively. Often these projects result in a valuable learning curve that gives the graduate some real experience to take into the job market. But now and again a student hits gold.

This paper offers a useful case study for the MBA classroom, giving students a strategy for success in the projects but also posing questions on how they would take a new company like Zelective forward.

This paper provides insight into a successful start up that imports from China to sell to the West. Seeks to engage students with the challenges the company now faces.

This paper critically examines the affect of the Internet on industrial sales channels. The technology and strategy of industrial exchanges is discussed. Recent critiques of B2B activities are reviewed within the context of the motion control industry. Conclusions are provided that should assist managers in this industry.

Throughout the past 30 years, major economic reforms have been implemented in China; in 2001, China's accession to the World Trade Organization (WTO) was a major step, since it enabled the country to formally join the globalised world. But China entered the WTO without market economy status (MES), meaning that other countries can easily use the WTO international settlement body in antidumping procedures against Chinese firms. Since joining the WTO, Chinese authorities have repeatedly attempted to gain this status, arguing that considerable progress has been made in dealing with dumping, and that the transition process from a planned to a market economy (ME) has been considerable. This paper aims to explore the issues surrounding this situation.

The authors searched the literature in order to understand the reasons why China has been denied the MES until now, according to previous analyses, in order to confront those findings with their own ideas on the subject. Moreover, they list the criteria used by the USA and the European Union (EU) in order to justify the non‐recognition of China as an ME, and they question whether the Chinese economy meets those criteria.

The paper assesses the extent of the reforms implemented, and determines the further stages that are needed in the transition process.

This paper is a viewpoint that enables readers to have a more precise idea of the present situation of the Chinese economy in terms of being or not an ME, an issue that is often raised but with no clear‐cut conclusion.

As we engaged in this research, we returned to the earliest uses of the term curriculum making that we could find. We were not surprised to learn that curriculum making is most commonly used to refer to making the planned or mandated curriculum (Jackson, 1968) and not in reference to the curriculum making in which teachers and children engage in classroom and schools (Clandinin & Connelly, 1992). However, in our search, we read Cremin (1971), who drew our attention to William Torrey Harris, a school superintendent in the St. Louis school system in the United States during the 1870s. As Cremin wrote,What is of special interest is rather the analytical paradigm. There is the learner, self-active and self-willed by virtue of his humanity and thus self-propelled into the educative process; there is the course of study, organized by responsible adults with appropriate concern for priority, sequence, and scope; there are materials of instruction which particularize the course of study; there is the teacher who encourages and mediates the process of instruction; there are the examinations which appraise it; and there is the organizational structure within which it proceeds and within which large numbers of individuals are enabled simultaneously to enjoy its benefits. All the pieces were present for the game of curriculum-making that would be played over the next half-century; only the particular combinations and the players would change. (p. 210)

The following definitions and standards for food products have been adopted as a guide for the officials of this Department in enforcing the Food and Drugs Act. These are standards of identity and are not to be confused with standards of quality or grade; they are so framed as to exclude substances not mentioned in the definition and in each instance imply that the product is clean and sound. These definitions and standards include those published in S. R. A., F. D. 2, revision 4, and those adopted October 28, 1936.

ALL who have visited Liverpool for any length of time have affection for her. She lies alongside a noble river, watched over by the lofty Liver building and the perhaps more architecturally perfect offices of the Mersey Dock authorities. Even in these days, when the very largest ships have been diverted to Southampton, splendid vessels come from and go to the ends of the earth almost daily. The river is the essential fact about Liverpool; she was born of the river and her waterfront is one of the world's rendezvous. As a city she compares favourably with any English town, and perhaps excels most in her few splendid buildings, amongst which the new and rapidly growing Cathedral takes first rank.