The CIM Handbook of Strategic Marketing targets senior executives responsible for shaping and managing the company's strategic direction. The strategic dimensions of marketing management are emphasised along with the critical importance of matching the company's capabilities with genuinely attractive market sectors. The Handbook's strategic perspective and pragmatic outlook pervade the text and underpin its practical foundations.

The rise of global competition and continuous innovation have redefined market structures, reshaped industries and given customers unprecedented value and choice. In this era of customer sovereignty there is a tremendous amount of pressure on organizations to adopt the principles of the marketing concept and to develop a much sharper strategic focus.
The CIM Handbook of Strategic Marketing is a reference source to guide effective marketing practice. It provides supportive material for managers and employees who are building their marketing competence by attending training programmes, and includes contributions from leading academics - such as, Peter Doyle, Malcolm McDonald, Nigel Piercy
The book amounts to a firm blueprint written by leading marketing thinkers for designing and implementing effective marketing strategies and improving business performance.
Colin Egan is Professor of Strategic Management at Leicester Business School.
Michael J Thomas is Professor of Marketing at the University of Strathclyde Business School.
Reference source to guide effective marketing practice
Supportive material for managers and employees who are building their marketing competence by attending training programmes
Includes chapters written byleading authors in their field - Malcolm McDonald, Nigel Piercy and Peter Doyle

Creating Organizational Advantage presents a critical appraisal of fashions and fads in management theory. It exposes the strategic weaknesses of change programmes such as Total Quality Management and Business Process Re-Engineering and explains why so many companies fail to become 'market-led' or 'customer-focused'.

An examination of global competitive forces and the internationalization pressures faced by companies provides insight into key strategic challenges as we approach the 21st century.
Creating Organizational Advantage analyses: how globalization is forcing organizations to address their 'strategic sloppiness', why companies seek 'panacea' solutions to basic business problems, the strategic dimensions of organizational change programmes, the role of joint ventures and strategic alliances in compensating for shortfalls in core competencies.
These key themes are integrated within a framework which proposes balanced solutions for organizational survival and strategic prosperity.
Many of the ideas for the book came from the author's research consultancy and executive development experience with international organizations, including:
Bass Taverns, British Steel, BT, Burmah Castrol, Cadbury Schweppes, CAMAS, Coopers & Lybrand, Coral, ECC, GPT, Grace Dearborn, Hitachi, Kodak, KPMG, Lucas Aerospace, Northern Telecom, Philips, Raychem, Reed Elsevier, Rolls-Royce plc, Shell Chemicals, Siemens-Nixdorf.
Winner of the 1995 MCA Management Prize
Presents critical appraisal of fashions and fads in management theory

Creating Organizational Advantage presents a critical appraisal of fashions and fads in management theory. It exposes the strategic weaknesses of change programmes such as Total Quality Management and Business Process Re-Engineering and explains why so many companies fail to become 'market-led' or 'customer-focused'. An examination of global competitive forces and the internationalization pressures faced by companies provides insight into key strategic challenges as we approach the 21st century.Creating Organizational Advantage analyses: how globalization is forcing organizations to address their 'strategic sloppiness', why companies seek 'panacea' solutions to basic business problems, the strategic dimensions of organizational change programmes, the role of joint ventures and strategic alliances in compensating for shortfalls in core competencies.These key themes are integrated within a framework which proposes balanced solutions for organizational survival and strategic prosperity.Many of the ideas for the book came from the author's research consultancy and executive development experience with international organizations, including:Bass Taverns, British Steel, BT, Burmah Castrol, Cadbury Schweppes, CAMAS, Coopers & Lybrand, Coral, ECC, GPT, Grace Dearborn, Hitachi, Kodak, KPMG, Lucas Aerospace, Northern Telecom, Philips, Raychem, Reed Elsevier, Rolls-Royce plc, Shell Chemicals, Siemens-Nixdorf.

This book constitutes the refereed proceedings of the 11th Asia-Pacific Computer Systems Architecture Conference, ACSAC 2006, held in Shanghai in September 2006.

The 60 revised full papers presented together with 3 invited lectures were carefully reviewed and selected from numerous submissions and they address issues as processor and network design, reconfigurable computing and operating systems, including both low- level design issues in hardware and systems. There are papers describing large and significant computer-based infrastructure projects and also many papers which reflect the move to concurrency on chip in multi-core devices and many more are concerned with the significant problems industry will face with stricter budgets in power dissipation.

Conventional paleontology, solely based on the body fossil record, had claimed - if not imposed - that the entire contemporary Mammal Class, from mice to whales, including primates from whom we stem, had evolved from a small group of shrew-like early mammals known as Morganucodonts, following the demise of the dinosaurs 65 million years ago. This theory had surmised that predatory dinosaurs, known as Theropods, had fed upon early mammals from the beginning of the Jurassic to the end of the Cretaceous, hereby keeping their size and numbers small, rare, nocturnal, and insectivores. And that the only ones that managed to survive this intense predation up until the demise of the dinosaurs were these very small and fossorial Morganucodonts.
This book describes the discovery made in the late 1990's in southeastern Utah that challenges, if not confirms, that early mammals had not only diversified by the very beginning of the Jurassic from very small prey animals to fairly large carnivorous species, but were, numerically speaking, the dominant terrestrial species from the Jurassic onward to modern times. This book further heralds the use of inter-disciplinary determinations to solve complex issues as the one posed by the dinosaurs-mammals relationship.