Target marketing in a social marketing context: gender differences in importance ratings of promoted intrinsic and extrinsic restricted exchange benefits of military enlistment

Social marketing involves influencing voluntary behaviour of people towards a social end. Examples of social marketing range from campaigns to encourage healthy physical behaviour to efforts to encourage tax support for public education, overcome racism, or stimulate ‘patriotic’ behaviour. Using data from a summer 2001 telephone survey of 600 young adults, this paper investigates how recruitment campaigns may benefit from considering gender differences in importance ratings of a variety of benefits promoted by the military in the USA. Importance ratings are assessed using differences in means and variances tests. Findings identify gender specific differences that may be used to enhance recruitment campaigns. Copyright © 2004 Henry Stewart Publications     

Global Integration in Primary Equity Markets: The Role of U.S. Banks and U.S. Investors

We examine the costs and benefits of the global integrationof initial public offering (IPO) markets associated with thediffusion of U.S. underwriting methods in the 1990s. Bookbuildingis becoming increasingly popular outside the United States andtypically costs twice as much as a fixed-price offer. However,on its own, bookbuilding only leads to lower underpricing whenconducted by U.S. banks and/or targeted at U.S. investors. Formost issuers, the gains associated with lower underpricing outweighedthe additional costs associated with hiring U.S. banks or marketingin the United States. This suggests a quality/price trade-offcontrasting with the findings of Chen and Ritter, particularlysince non-U.S. issuers raising US$20 million–US$80 millionalso typically pay a 7% spread when U.S. banks and investorsare involved.     

Professionalisation or incarceration? Household engineering, accounting and the domestic ideal

Social constructionist theories of gender are utilised to explore the relationship between household accounting and patriarchy during the early twentieth century in the USA and Britain. This period witnessed a reformulation of the ideology of domesticity founded on precepts derived from modish scientific management. It is argued that the suite of calculative techniques prescribed by ‘household engineers’ merely attempted to occupy middle class women in the domestic sphere. Rather than offering a source of professionalisation and liberation, the practice of financial management, costing, record keeping and time and motion study, contributed to a reassertion of private patriarchy, confirmed the gendered nature of spatiality, reinforced the role of woman as a consumer and diverted attention from career building outside the home.     

Bivariate and multivariate scaled association models. An application to homogamy of social origin and education in Hungary between 1930 and 1979

In this article we compare bivariate and multivariate models for homogamy of social origin and education to test whether bivariate models of homogamy lead to biased results. We use data on Hungarian couples married between 1930 and 1979 and loglinear models of scaled association. The results indicate some differences between bivariate and multivariate analyses. At each point of time bivariate models overestimate homogamy, both with respect to education and social origin. However, results on trends in time do not differ much between the two analyses. The exception is the period 1940–1959, in which bivariate analysis showed decreasing educational homogamy, and multivariate analysis showed an increasing trend. The latter finding can be explained by declining homogamy of social origin, as well as the weaker reproduction and cross-effects in this period.     

Regulation of Corporate Governance: Will it Improve Corporate Performance?

In 1995, the New South Wales Court of Appeal handed down a significant judgment on directors' duties in Daniels v Anderson¹ (the AWA case), following the landmark decision of Rogers CJ (Comm. D.)². In the same year, the Australian Stock Exchange introduced a listing rule under which listed Australian companies will for the first time be required to disclose their corporate governance practices. This article places the important decision in AWA and the ASX's corporate governance rule in the context of recent research in the United States on whether there is a link between corporate governance and corporate performance.     

Corporate social responsibility in the European Communities — The Scandinavian viewpoint

Two of the Scandinavian countries, Sweden and Finland have recently joined the European Communities. Together with a third Scandinavian country, Denmark, which joined the Communities two decades ago it seems likely that Scandinavian views and attitudes will make a great impact on the future work of the European Communities — including the on-going harmonisation in the field of corporate social responsibility.This article provides an examination of the Scandinavian view on the five best known models for achieving corporate social responsibility and it shows the likely impact of the admittance of the Scandinavian countries on the future work in the European Communities with regard to corporate social responsibility.The article concludes that the most likely impact of the increased Scandinavian participation in the European Communities is that the regulation and enforcement model is given significantly increased support and that the non-shareholder interest representation model is given increased support at least with regard to employee representation.Mr. Broberg is a research scholar in the Faculty of Law of the University of Copenhagen.     

Econometric Cost Structure Estimates for Cellular Telephony in the United States

This article estimates economies of scale for a sample of five cellular telephony firms in the United States. We reject constant returns to scale for all but the smallest firm studied; the remaining firms exhibit decreasing returns to scale. This finding suggests that scale economies cannot be used to justify the current regulated duopoly structure of United States cellular markets.     

LESSONS FROM A MIDDLE MARKET LBO: THE CASE OF O.M. SCOTT

In 1986 The O.M. Scott & Sons Company, the largest producer of lawn care products in the U.S., was sold by the ITT Corporation in a divisional leveraged buyout. The company was founded in Marysville, Ohio in 1870 by Orlando McLean Scott to sell farm crop seed. In 1900, the company began to sell weedfree lawn seed through the mail. In the 1920s, the company introduced the first home lawn fertilizer, the first lawn spreader, and the first patented bluegrass seed. Today, Scott is the acknowledged leader in the “do-it-yourself” lawn care market, with sales of over $300 million and over 1500 employees. Scott remained closely held until 1971, when it was purchased by ITT. The company then became a part of the consumer products division of the huge conglomerate, and operated as a wholly-owned subsidiary for 14 years. In 1984, prompted by a decline in financial performance and rumors of takeover and liquidation, ITT began a series of divestitures. Over the next two years, total divestitures exceeded $2 billion and, after years of substandard performance, ITT's stock price significantly outperformed the market. On November 26, 1986, in the midst of this divestiture activity, ITT announced that the managers of Scott, along with Clayton & Dubilier (C & D), a private firm specializing in leveraged buyouts, had agreed to purchase the stock of Scott and another ITT subsidiary, the W. Atlee Burpee Company. The deal closed on December 30. Clayton & Dubilier raised roughly $211 million to finance the purchase of the two companies. Of that $211 million, almost $191 milion, or 91% of the total, was debt: bank loans, subordinated notes, and subordinated debentures. The $20 million of new equity was distributed as follows: roughly 62% of the shares were held by a C & D partnership, 21% by Scott's new subordinated debtholders, and 17.5% by Scott management and employees. After this radical change in financial structure and concentration of equity ownership, Scott's operating performance improved dramatically. Between the end of December 1986 and the end of September 1988, sales were up 25% and earnings before interest and taxes (EBIT) increased by 56%. As shown in Table 1, this increase in operating earnings was not achieved by cutting back on marketing and distribution or R & D. In fact, spending on marketing and distribution increased by 21% and R & D spending went up by 7%. Capital spending also increased by 23%.