David Lane

Purpose: The overall objective to this study was the creation of a transferable strategic process model, designed to aid the implementation of e-commerce within UK SMEs. The proposed model seeks to identify and clarify the stages an SME should undertake in order to implement e-commerce more effectively and successfully within its business activities. It is further envisaged that the proposed model will allow the SME to take full advantage of the benefits to e-commerce whilst attempting to minimise or overcome the identified barriers to implementation. Design/Methodology/Approach: A total of 93 postal surveys returned from sample 500 firms; firms selected from Sunday Times Enterprise Network Business Directory and the British Chambers of Commerce Directory. In addition, 22 face-to-face semi-structured interviews were conducted across the UK from this sample examining detailed strategic and implementation issues. Fifty respondents also replied commenting on the strategic process model developed from the research, with a significant majority identifying appropriateness and ease of use. Findings: The responses were selected into two categories; “successful” and “unsuccessful”, based upon a series of strategic e-commerce criteria. Reasons for using e-commerce in the interviews were split between; innovation, natural progression, competitive pressure, the exploitation of opportunity and to a lesser extent; customer service, natural fit and differentiation. Barriers to and benefits of implementation are examined in detail for each interviewee identifying prior research, considering future expansion, considering full integration and the need for thorough planning as key factors in the implementation process. Issues following implementation were also considered as part of the model development process. Implications: The development of a detailed transferable strategic process model for e-commerce implementation amongst SMEs. The model consists of nine phases, with clear and detailed advice for the SME in terms of knowledge acquisition, identification of purpose, competitor analysis, e-commerce strategy formulation, technical delivery, promotional strategy, launch and ongoing development and analysis. Originality/Value: The creation of a transferable strategic process model for e-commerce adoption amongst SMEs, evaluated by SMEs. The transferability analysis conducted here can be considered an indicator as regards the effective use of the model by other small firms within the UK. Key Words: SME, e-commerce, adoption, transferability, process, model

Utilising a holistic approach to portfolio analysis, brought into play by the European Foundation for Quality Management Excellence Model, the Ethical Business Portfolio matrix draws on earlier developmental work on the green business portfolio matrix (Illinitch and Schaltegger, 1995). As with the growth in environmental awareness, there has been a similar growth in the ethical approach to business – taking into account corporate responsibility. Therefore firms can no longer ignore the social and ethical impact of their operations. Taking the framework developed by Illinitch and Schaltegger, it is clear that the term 'green' can apply to more than environmental issues. The term 'green' is better renamed 'ethical' and 'dirty' renamed as 'unethical' due to the additional factors involved in the adaptation. The segments within the model are: Ethical Question Mark, Unethical Question Mark, Ethical Star, Unethical Star, Ethical Cash Cow, Unethical Cash Cow, Ethical Dog and Unethical Dog, taking the earlier Illinitch and Schaltenegger work onto a wider scale. Strategically, the organisation has to decide its ethical position. An unethical stance is an acceptable strategic option yet it will attract negative publicity which must be managed carefully. Ethical organisations have an opportunity to use consumers' goodwill to build brand reputations - organisations such as the Body Shop and Ben & Jerry's have taken just such a stance. The paper identifies a range of organisations and maps either current portfolio on an ethical stance in additional to traditional approaches. Do they now stand up ethically? Is there an imbalance in their portfolio? How is this portfolio managed? These questions are raised and answers presented within the paper.

Advertising encapsulates both the realities and fantasies of the world in which we live (Cortesse, 1999). Dating back to the Roman era, advertising has been used as a communications medium, revolutionising the way in which people view the world around them and changing the lifestyle of those who surrender to its calls. However, the power of this medium is grossly underestimated. To many, advertising is seen as an enjoyable form of persuasive artwork, capable of igniting ones’ emotions irrespective of age, gender or socio-economic status. To others, advertising presents a platform for advertisers to exploit their creative talents, formulating deceiving, provocative and highly controversial advertisements, staged before our very own eyes or ears. Sadly, this is a truer depiction of the advertising world. Although many choose to concentrate on the positive influence it continues to provide and the reward it holds for this who use it respectfully. Many however choose to neglect the damaging effects advertising has had on the moral and ethical high grounds on which some elements of society rest. Fundamental misconceptions and distorted truths can often be blamed on advertising campaigns that choose to shock their audience for the sake of generating publicity. The debate argued within this paper seeks to decipher whether shock advertising is predominately justifiable, based as it is upon the frequent misuse and exploitation of sensitive and delicate issues. The paper also questions whether the intentions were morally and ethically justified (Wnek, 2003), in spite of causing widespread public offence. More often than not, advertising agencies are oblivious to the damaging effects that shock advertising continues to have on society. It leaves those responsible to grapple with the burdening question of whether images and literature used in advertising campaigns pose a risk of introducing messages that contain impurities into the most vulnerable elements of society and our society as a whole. This paper draws in views gathered during interviews with the Advertising Standards Authority and OfCom, based in the United Kingdom, together with perspectives from advertising agencies to present a consideration of both the reasons for and the impact of using shock tactics within advertising. Do advertisers perceive that a highly controversial and offensive advertisement is a success if publicity and profit were generated, despite considerable public complaints? Are agencies lowering their standards of advertising through the use of such controversial material? Where do they, and the regulatory bodies, see advertising progressing in the future and what effect might this have on society as a whole? Concern for the future of advertising is therefore in need of much attention, since the consequences of neglect may be damaging to our future prosperity. The study highlights the much-needed role for a greater responsibility to be exercised throughout the industry, together with an effective regulatory framework, void of any potential loopholes.

The concept of brand extension has been considered for several decades, drawing of work by Tauber (1981). Effective branding requires an understanding of areas such as segmentation, targeting and positioning which are critical in developing a successful brand management strategy. This research has focused on the unique nature of the highly competitive confectionery market, looking at recent brand activity by Masterfoods with emphasis on the launch of the Mars Delight, a brand extension recently launched in the UK and Ireland. The methodology utilised both qualitative and quantitative techniques to satisfy the research objectives. Initially the core purpose of this study was to investigate the alternative brand strategies available to drive growth in the competitive UK confectionery market. However, in conducting the initial research it became apparent that a particular model used as a basis to support brand strategy development was not adequate for this highly competitive, dynamic market sector. Therefore this study strove for a better understanding of brand management with the aim of providing an updated framework to guide brand strategy. The proposed Jigsaw Brand Matrix aims to extend the existing literature on brand portfolio strategy, and is hoped that it will be a valuable contribution to marketing theory.

The use of portfolio matrices has been of great popularity since their first outing in the 1960’s. However, recent criticisms have been leveled at their inaccuracy and inability to include flexibility. As such, this working paper proposes the use of the Family Portfolio Matrix, designed to consider many of the criticisms aimed at portfolio matrices, yet still being flexible in its use and application. The model is one which has been developed, and a methodology for its’ testing and further development is included within the paper. It is not immune from criticism, and will still be open to some of the inabilities associated with portfolio analysis. However, in creating a model which is designed to be easily accessible to all, the Family Portfolio Matrix aims to draw in new visitors to strategic analysis and provide an insight into the benefits such analysis provides.

The concept of brand extension has been considered for several decades, drawing of work by Tauber (1981). Effective branding requires an understanding of areas such as segmentation, targeting and positioning which are critical in developing a successful brand management strategy. This research has focused on the unique nature of the highly competitive confectionery market, looking at recent brand activity by Masterfoods with emphasis on the launch of the Mars Delight, a brand extension recently launched in the UK and Ireland. The methodology utilised both qualitative and quantitative techniques to satisfy the research objectives. Initially the core purpose of this study was to investigate the alternative brand strategies available to drive growth in the competitive UK confectionery market. However, in conducting the initial research it became apparent that a particular model used as a basis to support brand strategy development was not adequate for this highly competitive, dynamic market sector. Therefore this study strove for a better understanding of brand management with the aim of providing an updated framework to guide brand strategy. The proposed Jigsaw Brand Matrix aims to extend the existing literature on brand portfolio strategy, and is hoped that it will be a valuable contribution to marketing theory.

The climate for business is changing. In today’s competitive market environment, corporate social responsibility (CSR) represents a high-profile notion that has strategic importance to many companies. CSR can be much more than a cost, a constraint, or a charitable deed. It can be a source of opportunity, innovation, and competitive advantage. To make CSR a competitive advantage it is essential to understand how CSR influences consumer decision-making process. This paper has attempted to distinguish perspectives on CSR between emotional and rational purchase decisions within Norwegian consumers. The methodology utilised two organisational interviews and two focus groups, all conducted in Stavanger, Norway, aimed at understanding actual behaviour. The findings of this paper suggested some advantages of CSR efforts to be brand attitude, purchase intentions, differentiation strategy, financial performance, and employee’s motivation. Furthermore, the findings suggested that emotional products are more likely to have a higher direct effect on consumers purchase behaviour in correlation to companies’ CSR efforts. This is a result of consumer perception of rational and high involvement products being too important to be influenced by external factors, in this case CSR efforts.

Students’ need and requirements for feedback is an ever-increasing process, reflected in the National Student Survey results (National Student Survey, 2008). Audio feedback for assignments, either as a group or individual has developed in recent years (Merry & Orsmond, 2007; Rotherham, 2008) yet no study of individual examination feedback by audio has been conducted. The use of individual examination feedback amongst final year undergraduate and postgraduate students studying Strategic Marketing and Strategic Marketing Management was conducted between May 2008 and January 2009 as part of a Sounds Good 2 pilot project. Each student received both a personal 2-3 minute MP3 audio feedback commentary on their own examination paper plus a generic Microsoft Word feedback for the entire cohort. All students received an invitation to complete an open-ended questionnaire outlining their perception of the use of the MP3 audio feedback mechanism. Responses from students to this method were positive and it is recommended that the study is expanded to other marketing subject areas and other institutions.

A revolution is under way, possibly of the same magnitude as the 19th Century industrial revolution. The information age is upon us at an unparalleled rate of growth. The Internet spearheads the drive forward towards a world where knowledge that shapes our lives is truly common, affecting every culture on the planet. Commercial advertising is the science of disseminating information in a meaningful way and it is therefore relevant to wonder how this new-world order will affect both advertising and the underlying cultures. When will it happen? Who will it affect? What form will it take? How will it affect our national cultures and what benefits or disbenefits will follow? What will happen to the advertising industry? Where will the opportunities be? This study has aimed to answer these questions and to apply them to our underlying consumer culture, targeting the impact of the Internet on advertising and its’ direction.

Faced with problems in forecasting at Morphy Richards, this research represents an investigation into their forecasting methodology following the hypothesis that the current forecasting system was no longer sufficient to ensure guaranteed supply to customers, or to enable forward planning. The purpose of the research was to identify any requirements for change within the forecasting system and to identify the ‘best practice’ within the industry. Primary research was carried out using a variety of methods with each method being chosen as the most appropriate for the purpose. It was found that the forecasting system in use at Morphy Richards was actually in line with those used by the organisations that took part in the benchmarking operation. Morphy Richards’ forecasting system, with a few minor amendments, should be sufficient for use. However, it was found that the main problems experienced by Morphy Richards actually related to inventory control and the cultural issues of change management and leadership. As such, the recommendations of this research are divided to focus separately on forecasting and cultural issues. These will include recommended amendment to the system, to the procedures for product launch and withdrawal and to the approach to change within the organisation.

Leadership is perceived to be derived or developed from a range of situations. However, little literature has devoted attention to the development and later influence of leadership amongst infants. This working paper develops initial perceptions identified in the observation of a group of three year-olds, taken over the period of two-and-a-half years. It was identified that a natural leader developed from the group, together with a deputy leader, adviser, followers and a group outcast. Yet this was not in any organisational setting amongst adults. The setting was that of a nursery, with roles appearing by the age of one. These roles were then held throughout the period of observation. If this demonstration of leadership and other roles are carried through into later life, then by the age of three, potentially even at two or one, leadership potential can be identified. This then should be nurtured and developed, rather than being pulled into mainstream. Similarly, the role of a creative adviser was also identified which also warrants further development. This working paper identifies aspects for further longitudinal research and asks whether roles can be nurtured from an early age.

Since its’ establishment in 1963, the Young Enterprise Company Programme has generated a large amount of interest and currently operates each academic year in the majority of secondary schools and colleges within the United Kingdom. It has often been incorporated as a core part of the curriculum, especially within GNVQ and the new AVCE courses. The programmes provided have expanded to include international operations, Team Enterprise plus Project Business UK. The main aim of Young Enterprise are to encourage young people to establish and run a small business, together with allowing them to develop a range of business and entrepreneurial skills. The Young Enterprise programme may provide an ability for participating schools to complete parts of the AVCE curriculum, but how far does it go to developing the next generation of entrepreneurs within the United Kingdom, one of this government’s aims (Nicholson, 1998). A core component of the programme is the availability of mentors and advisors (BIC, 1988; Curtis, 1999b), without whom the programme would not exist and their involvement is greatly encouraged (DTI, 1988; BIC, 1988; Garavan & O’Cinneide, 1994; Curtis, 1999b). This research is examining a range of aspects including the reasons behind link teacher and Young Enterprise Business Adviser participation. This phase of the research occurred in early 2003, and evaluated reasons for involvement and participation together with background and previous experience of Young Enterprise. Link Teachers facilitate the Company Programme within schools and colleges and were identified as a lynchpin of the Company Programme. However, many do not have formal business experience, particularly in a small business setting. Business Advisers were found to come from a range of backgrounds. As such these possessed a range of skills and experience, although experience in a small business setting was found to be lacking. In addition, reasons for participation varied from wanting to assist the creation of entrepreneurs to employers sending the Business Adviser, even if they did not want to participate.Recommendations from this research centre around greater training for Business Advisors and Link Teachers in entrepreneurial development and core business skills. In addition, further recommendations are made regarding the recruitment and motivation of Business Advisors, who hold a key role within the Young Enterprise Company Programme.

The role of entrepreneurs has been raised within education circles (Davies, 2002), is covered in the media and is one of the focal points of the current government (Nicholson, 1998). Does this profile-raising of entrepreneurs cover all entrepreneurs or only a section? This paper sets out to investigate female entrepreneurship. Could it be that only men are born with the entrepreneurial drive and Ms Roddick is a genetic exception; or could it be that entrepreneurs are made, but women do not fit the mould? According to the song, “behind every great man, there has to be a great woman” (Lennox, 1985), are then potential female entrepreneurs suppressing their drive in order to support their husbands’ careers? Or are the “sisters doin’ it for themselves” (Lennox, 1985) but just not being recognised for doing so? This paper is not intended as a feminist diatribe, nor a veneration of ‘girl power’, but it does set out to investigate the potential for female entrepreneurship, together with its’ incidence in wider society. Reflecting upon current theoretical perspectives regarding entrepreneurial creation and/or development, the existence and opportunities for female entrepreneurs are investigated. A disparity was identified between that of US and UK women entrepreneurs, citing clear differences between recognition and typology of male and female entrepreneurs (McManus, 2000), although a distinct lack of empirical evidence exists regarding female entrepreneurship. Gender differences alone did not explain the reasons for differing rates of entrepreneurship, nor did the existence of a ‘glass ceiling’ (Fryer, 1997) or other discriminatory factors (Brindley and Ritchie, 1999). In addition, differences between male and female entrepreneurs were highlighted (Deakins, 1999) which agreed with the work by Cromie and Hayes (1988). As such, the recommendations of this paper are for a greater empirical analysis of female entrepreneurs incorporating all of Rees’ 1992 definitions due to the gender differences which exist. In addition, a strategy for the raising of the recognition of female entrepreneurs in wider society is proposed within the paper – identifying the need and potential routes for the amplified recognition of female entrepreneurs. This aims to ‘break’ some of the panes of both the glass ceiling and the ‘greenhouse’ which provides the pressure on recognised female entrepreneurs.

Existing since before mentors took the title (Homer, tr. 1997), the process of mentoring has affected the lives and careers of many successful and unsuccessful individuals. With many Fortune 500 CEO’s citing their mentor(s) as one of their keys to success, do mentors allow entrepreneurs develop to their full potential? The Young Enterprise Programme, a charity operating in Britain’s schools since 1963 (Curtis, 1999a), has championed the cause of our nations’ youth in the development of business abilities and entrepreneurial skills. Throughout its operation, a considerable level of involvement has existed on the part of sponsoring companies, providing both funding and the availability of business advisors, without whom the programme would lose considerable value (BIC, 1988; Curtis, 1999b). Since the inception of Young Enterprise in the United Kingdom in 1959, with the first company operating in 1963 (Curtis, 1999a), over 25,000 companies are formed each year, with the aim of developing business skills in young people aged between 15 and 19 years (BIC, 1988). A core component of the programme is the availability of mentors and advisors (BIC, 1988; Curtis, 1999b), without whom the programme would not exist and their involvement is greatly encouraged (DTI, 1988; BIC, 1988; Garavan & O’Cinneide, 1994; Curtis, 1999b). Taking the role of a community Mentor (Parsloe & Wray, 2000), the impact of the mentoring role on the Young Achievers is assessed, drawing on research from current Business Advisors. A resulting series of recommendations are proposed for involvement of advisors within the mentoring of young people, together with recommendations for the Young Enterprise programme itself. These cover the advisor plus the relationship between the advisor and their protégés designed to improve the operation of youth enterprise programmes as a whole.