Mutual,non‐profit or public interest company? An evaluation of options for the ownership and control of water utilities

The purpose of this paper is to evaluate various organizational models for the ownership and control of natural monopolies – specifically the infrastructure of water and sewage provision in England and Wales. First, it summarizes recent discussion of who should own water assets in Britain. The paper notes the opportunity that has arisen for increased consumer involvement, and examines the relative merits of three models that have been suggested as alternatives: a non‐profit trust or company, a public interest company, and a consumer mutual. Five criteria are suggested for evaluating the merits of each type: its ability to safeguard the interests of the most important stakeholder, the consumer; avoid the necessity for a heavy regulatory regime; incentivize management to manage efficiently but without ‘producer capture’; raise capital relatively cheaply; and resist pressures to demutualize. The paper agrees with the recent paper in this Journal by Morse (2000) that, in theory, the consumer mutual has advantages. It draws on Hansmann’s work that suggests consumer ownership of water would be less costly than investor‐ownership, providing there are no large conflicts of interest between different types of consumer. Hansmann’s thesis is expanded to consider the likely benefits from wider member participation, and the hidden costs of not taking members into account. It then tests out whether customers would be motivated in practice to be active members, introducing a theoretical model of what motivates members of co‐operatives and mutuals to participate. The conclusions are that provided managers and board members are committed to encouraging member participation, the consumer mutual model would work well. It would need only light regulation, would avoid producer capture, and would be able to raise capital fairly easily, both from money markets and from members. It would need legislation to prevent it from being demutualized at some time in the future. However, if a participatory corporate culture cannot be guaranteed, or if there is a risk of decline of participation over time, other options such as a non‐profit trust or a public interest company would be less risky.     

Some poor and invisible women: Farm labourers in South Africa

This article presents the results of a prevalence survey carried out in 1994 to assess the socio‐economic significance of waged farmwork in parts of the Eastern Transvaal (now Mpumalanga). The survey was designed to shed light on the question of how many rural households depend for their survival on the availability of wage employment opportunities for women on farms. The results support the view that economists and statisticians in South Africa have paid insufficient attention to the importance of unrecorded, or statistically ‘invisible’ agricultural wage employment to the rural population. In particular, the importance of women's work as waged farm labourers has not received the attention it deserves for policy purposes. Women's wages and working conditions on all types of farms are probably the critical determinants of the standard of living of many tens of thowsands of households in Mhala and Mapulaneng, and of many millions of the poorest households in South Africa as a whole.     

Lateral influences and vertical authority in organizational buying

Eight hypotheses are developed to guide research on the prediction of two structural dimensions of organizational buying behavior. The structural dimensions examined are: (1) the extent of lateral influence on buying decisions; and (2) the distribution of vertical authority for buying decisions. Predictor variables include organizational size, environmental diversity, environmental uncertainty, and the scope, complexity, and newness of the purchases themselves. Some implications of the hypotheses for industrial marketing management are also developed.     

Double-fortified salt reduces anemia,benefit:cost ratio is modestly favorable

Iron deficiency is very widespread, with adverse consequences for health and cognition. Iron supplementation is not popular for long-term use, and cereal fortification is not feasible where milling occurs locally. Double-fortified salt (DFS: using both iron and iodine) is an alternative. The study undertakes a literature survey to find the effect of DFS on hemoglobin, and then uses a previous algorithm to make calculations for India. The benefit:cost ratio was estimated as 2.4:1 if only the benefits to children and women were included, and between 4:1 and 5:1 if anemia levels for men also decreased. This is just a little lower than the median ratio estimated for iron fortification of cereal staples (6.7:1), for home fortification for children less than two (37:1), and for biofortification – breeding for high iron – of cereals (high, but no exact figure available). Double-fortified salt is therefore a good alternative for improving iron status in populations where fortification of other staple foods does not achieve desired coverage.     

What's next in key account management research? Building the bridge between the academic literature and the practitioners' priorities

This research contrasts the academic literature on key account management (KAM) with the topics in this subject that are most critical to practitioners. Sixty four academic articles published in 17 journals, and ninety practitioners' articles appearing in the Velocity Magazine — published by the Strategic Account Management Association — were content analyzed and classified under ten ‘topic’ categories. Similarities and differences in the results for academics and practitioners are discussed. In addition, two specific topics were identified as being extremely important to managers but still under-researched by academics: the role of senior management in KAM, and the importance of internal alignment in determining KAM success.     

Industrial buying behavior: A need for an integrative approach

In recent years many conceptual and methodological developments have contributed to our understanding of industrial organizations as consumers. Yet there is still a lack of purpose and no sense of direction to much of the research in the area of industrial marketing/organizational buying. This paper develops a framework for approaching organizational buying research in a more conceptually rigorous and methodologically sound fashion. Within the proposed framework current problems in the area are discussed and needed research is highlighted.