Brand Valuation: A Model and Empirical Study of Organisational Implications

This paper presents a model concerned with the organisational and behavioural implications associated with accounting for brand values. A series of propositional statements concerning the internal implications of brand value accounting are formulated and the relative strength of each proposition is analysed using data collected via a mailed survey. In interviews conducted with senior management in strongly-branded companies it was found that beneficial managerial implications are expected to result from a brand valuation. Interviewees saw these implications as primarily strategically, rather than operationally, orientated. This view was provided with some support by the survey data. Evidence is also provided that marketing directors perceive greater benefits arising from brand valuation than do finance directors.     

Deducing a state-of-the-art presentation of the Eclectic Paradigm from four decades of development: a systematic literature review

Management Review Quarterly - For over four decades the Eclectic Paradigm has experienced a myriad of interdisciplinary advancements and evolved into an ever-broader and complex accumulation of...     

A stake in the business

When Chris Sullivan and three friends opened the first Outback Steakhouse in March 1988, in Tampa, Florida, they were hoping it would be successful enough to spawn a few more and maybe some other kinds of restaurants as well. Since then, their chain of Australia-themed restaurants has grown to some 900 locations and counting-plus another 300 or so "concept" restaurants that operate from under Outback's corporate umbrella. Growth like that doesn't happen accidentally, Sullivan says, but it certainly wasn't part of the original plan. In this first-person account, Outback's chairman describes the organization's formula for growth and development, which is consciously rooted in the founders' belief in putting people first. They've created an organizational model in which field managers make most of the decisions, garner the rewards, and live with the consequences. Specifically, the founders believe that the most effective way to make customers happy is to first take care of the people who cook for them, serve them, and supervise operations at the restaurants. Outback servers have fewer tables to worry about than those at other restaurant chains; the cooks have bigger, cooler, better-equipped kitchens; and the supervisors work their way up the ranks toward an equity stake in the restaurant or region they run. There are no administrative layers between field managers and the executives at headquarters. Giving employees good working conditions and the chance to become owners has proved to be good business: Turnover among hourly employees is low, and Outback and its subsidiaries opened 120 restaurants last year, increasing sales by 20.1%. The company must grow in order to keep offering career opportunities to its workers; in turn, those opportunities ensure that Outbackers remain committed to making customers happy and the company successful.     

Brand value accounting: an international comparison of perceived managerial implications

Data concerned with the managerial implications of brand value accounting were collected from accountants and marketing managers working in strongly branded companies in New Zealand (N.Z.), the United Kingdom (U.K.) and the United States (U.S.). Since the external reporting climate in the U.S. prohibits the inclusion of brand value as a separate asset in the published balance sheet, it was anticipated that U.S. managers would be the least positively disposed to the potential of beneficial managerial implications deriving from brand valuation. Contrary to this expectation, managers in the U.K are the least positively disposed to potential managerial implications associated with brand value accounting. This result is particularly interesting as brand value accounting has commanded considerable attention from the U.K. accounting profession since the late 1980s when several large U.K. companies elected to capitalize brand values in their external financial statements. In addition to the international differences noted, the degree of commonality of findings across the three countries is also noteworthy. The data reported provide strong support for the view that there is considerable potential for positive managerial implications from brand value accounting.     

Agency Working in Britain: Character, Consequences and Regulation

Debate over the nature of temporary agency work has intensified in recent times, spurred on by a proposed European directive and by speculation about links with the much heralded ‘knowledge’ economy. This paper examines the debate, focusing on the current character of agency work in Britain. Using data from the Labour Force Survey (LFS), we assess some of the claims commonly made about agency work, relating to the personal and employment characteristics of those engaged in such work, the motives of agency workers and the prospects for those who take up agency jobs. In considering the arguments surrounding regulatory change, we find there is a strong case for regulation, but that this rests on the continued disadvantage associated with agency work, with little evidence of an impact from the purported ‘knowledge’ economy.     

旅游对传统村落的影响研究——以安徽齐云山为例

旅游影响一直是国内外旅游研究的重要课题,旅游地居民对旅游发展的感知是研究旅游影响的重要途径。此次调查以安徽省黄山市休宁县齐云山为例,采用问卷调查和现场访谈相结合的方式,运用SPSS、CATPACTM等软件对调查结果进行数理统计,从居民与游客角度分析了旅游开发给齐云山居民带来的经济、社会文化、环境的若干影响,以及居民对旅游业所持的态度。文章着重于探讨居民对于因旅游开发所带来的村落影响的感知,以及他们对于当前旅游影响的评测和对未来旅游发展的期待。     

Healthcare costs for Crohn’s disease patients treated with infliximab: a propensity weighted comparison of the effects of treatment adherence

Objective:

The objective for the research was to evaluate the direct healthcare costs for Crohn’s disease (CD) patients categorized by adherence status.

Methods:

Adult patients with ≥1 claim for infliximab and ≥2 claims for CD who were continuously insured for 12 months before and after their first infliximab infusion (index date) were identified in a 2006–2009 US managed care database. Patients were excluded if they had rheumatoid arthritis claims, received infliximab billed as a pharmacy benefit, or received another biologic drug. Patients were categorized as being either adherent or intermittently adherent to infliximab using a pre-defined algorithm. Total and component direct costs, CD-related costs, rates of surgery, and days of hospitalization were estimated for the 360-day post-index period. Propensity weighted generalized linear models were used to adjust the cost estimates for potential confounding variables.

Results:

The total propensity weighted cost for infliximab adherent patients was $40,425 (95% CI?=?[$38,686, $42,242]), compared to $41,082 (95% CI?=?[$38,163, $44,223]) for the intermittently adherent (p?=?0.71). However, adherent patients had lower total direct medical costs, exclusive of infliximab, that were $13,097 (95% CI?=?[$12,141, $14,127]) compared with $20,068 (95% CI?=?[$17,676, $22,784]) for intermittently adherent patients as a result of substantially lower hospital and outpatient costs (p?Conclusions:

Greater drug-related costs for infliximab adherent patients were offset by lower costs from hospitalization and outpatient visits. These findings indicate that adherent patients have improved clinical outcomes, at a similar aggregate cost, than patients who are only intermittently adherent to therapy.