Agricultural land use in the era of climate change: The challenge of finding ‘Fit for Purpose’ data

The paper examines drivers of change in agricultural land use in order to identify data requirements and assess data suitability. In order to assess the fitness for purpose of available data, the paper provides an overview of the sources of data for agriculture and land use in the UK, in both a contemporary and historical context. It provides a brief assessment of the state of scientific knowledge on the analysis of land use change, combined with a consideration of some of the possible advances promised by the new land use science.     

International business standards: The competitive imperative

The global marketplace is a reality, and standards for business behavior should be as well. Isolated laws and sanctions do not allow for a level playing field. We believe that adoption of international business standards would provide a better and truly competitive business environment. Unifying the efforts of multinational businesses would intensify the potential impact and hopefully reduce the need for government mandates. © 1999 John Wiley & Sons, Inc.     

Baumol's Law and Verdoorn's Regularity

This paper tests the laws of Verdoorn and Baumol for the Netherlands in order to assess whether these laws provide an appropriate framework to interpret developments of output, employment, and wages and prices in the manufacturing industry and the services sector. The empirical evidence is not conclusive with respect to Verdoorn's law, but strongly supportive of Baumol's law.     

Research and development with publicly observable outcomes

This paper studies the simultaneous evolution of costs and research incentives in a model in which two firms research each period by purchasing a draw from a stationary distribution of possible production costs. Research decisions each period are based on the results of previous research which are common knowledge. When research stops a Bertrand pricing game occurs. We give conditions under which the perfect equilibrium of this game involves a race by both firms to reach some endogenously determined critical cost level. The first firm to reach this critical level wins the race, capturing the entire market, and continues to research until a second critical cost level is reached.     

Marketers expressing the future: Scenario planning for marketing action

Thomas Friedman exhorts us to imagine the future [1] - we urge marketers to invent the future, to learn the future faster, and to deliver the future earlier. Marketers are asked to develop scenarios about emerging technologies such as broadband wireless but more often than not have no education or training in scenario planning. Also marketers are often stuck in a strategic planning mindset based on successful replication of past marketing strategies. Strategic management and marketing learning has ventured into futures and foresight methodologies, but with strong focus on conventional macroscopic high-level scenario planning methods.This paper positions scenario planning as a method to express the future vision, both tacit and explicit, of business, products and services in a clear succinct story form, to underpin all elements of a marketing strategy (goals, position and execution). The scenario planning for marketing action (SPMA) model is introduced and discussed incorporating eight principles: moderation and time compression; storytelling led new product and service development; customer orientation; iterative dynamic scenarios; complexity science to foster non-linear thinking; risk weighted scenarios; participant hosted scenario workshops; springboard consolidation.The SPMA method was proven and evolved within postgraduate Executive education courses in Sydney and Bangkok from 2003 to 2007. This approach is fundamental for marketers to gain competences in “learning the future faster”, thus possessing capabilities to imagine and invent the future and deliver the future earlier.