It was an age of adventure. An age of sorcery. An age of unrelenting horror. Sword and sorcery and pulp horror go hand-in-hand. Sinister enchanters working foul magic. Hideous beasts lurking in shadowy dungeons. Blasphemous elder gods uncoiling from forgotten and forbidden temples SWORDS IN THE SHADOWS features twenty-one stories with a bloody stake driven into the heart of both the horror and fantasy camps. Herein, you will find fantasy worlds, brave warriors, fabulous creatures, wondrous magic. But you will also uncover bloodcurdling chills, spine-tingling horror, and an examination of those things that truly terrify.

For manufacturers of complex engineering equipment, the focus on service and achieving outcomes for customers is the key to growth. Yet, the capability to provide service for complex engineered products is less understood. Taking a trans-disciplinary approach, Complex Engineering Service Systems covers various aspects of service in complex engineering systems, with perspectives from engineering, management, design, operations research, strategy, marketing and operations management that are relevant to different disciplines, organisation functions, and geographic locations. The focus is on the many facets of complex engineering service systems around a core integrative framework of three value transformations - that of material/equipment, information and people. Complex Engineering Service Systems is the outcome of the EPSRC/BAE Systems S4T (Service Support Solutions: Strategy and Transition) research programme of 10 universities and 27 researchers, which examined how high-value manufacturers of complex engineering products adapt to a multi-partnered environment to design and deliver value in a service system. Complex Engineering Service Systems aims to be the main source of knowledge for academics and professionals in the research and practice of contracting, managing, designing, leading, and delivering complex engineering service systems. The book takes a value-based approach to integrating equipment and human factors into a total service provision. In doing so, it aims to advance the field of service systems and engineering.

Service Design and Delivery provides a comprehensive overview of the increasingly important role played by the service industry. Focusing on the development of different processes employed by service organizations, the book emphasizes management of service in relation to products. It not only explores the complexity of this relationship, but also introduces strategies used in the design and management of service across various sectors, highlighting where tools, techniques and processes applicable to one sector may prove useful in another. The implementation methods introduced in the book also illustrate how and why companies can transform themselves into service organizations. While the book is primarily intended as a text for advanced-level courses in service design and delivery, it also contains theoretical and practical knowledge beneficial to both practitioners in the service sector and those in manufacturing contemplating moving towards service delivery.

"Service Design and Delivery" provides a comprehensive overview of the increasingly important role played by the service industry. Focusing on the development of different processes employed by service organizations, the book emphasizes management of service in relation to products. It not only explores the complexity of this relationship, but also introduces strategies used in the design and management of service across various sectors, highlighting where tools, techniques and processes applicable to one sector may prove useful in another. The implementation methods introduced in the book also illustrate how and why companies can transform themselves into service organizations.

While the book is primarily intended as a text for advanced-level courses in service design and delivery, it also contains theoretical and practical knowledge beneficial to both practitioners in the service sector and those in manufacturing contemplating moving towards service delivery.

Over the past 100 years the European Automotive Industry has been repeatedly challenged by best practice. First by the United States, through the development of 'mass production' pioneered by Henry Ford and more recently by 'lean production techniques' as practised by the leading Japanese producers, particularly Toyota. It has consistently risen to these challenges and has shown it can compete and even outperform its competitors with world-class products. However, the European - dustry is now faced with growing competition and growth from new emerging low-cost countries and needs to re-define its competitive advantage to remain at the forefront of the sector. Automotive growth is driven by two factors, new m- kets and new technologies. Global competition is increasing, with technology and product differentiation becoming the most important sales factors, but with c- tinued cost pressure. Within the market the winners will be more profitable and the losers will disappear. The Automotive Industry makes a significant contribution to the socio-economic fabric of the European Union. Manufacturing output represents EURO700 billion and research and development spending EURO24 billion. European automotive suppliers number 5000 member companies and represent 5 million employees and generate EURO500 billion in revenues. These are significant figures that generate wealth and high value employment within the EU. European firms must consistently improve their competitive position to ensure that the industry does not migrate to growing new markets.

Over the past 100 years the European Automotive Industry has been repeatedly challenged by best practice. First by the United States, through the development of 'mass production' pioneered by Henry Ford and more recently by 'lean production techniques' as practised by the leading Japanese producers, particularly Toyota. It has consistently risen to these challenges and has shown it can compete and even outperform its competitors with world-class products. However, the European - dustry is now faced with growing competition and growth from new emerging low-cost countries and needs to re-define its competitive advantage to remain at the forefront of the sector. Automotive growth is driven by two factors, new m- kets and new technologies. Global competition is increasing, with technology and product differentiation becoming the most important sales factors, but with c- tinued cost pressure. Within the market the winners will be more profitable and the losers will disappear. The Automotive Industry makes a significant contribution to the socio-economic fabric of the European Union. Manufacturing output represents EURO700 billion and research and development spending EURO24 billion. European automotive suppliers number 5000 member companies and represent 5 million employees and generate EURO500 billion in revenues. These are significant figures that generate wealth and high value employment within the EU. European firms must consistently improve their competitive position to ensure that the industry does not migrate to growing new markets.