Burton Holmes travelogues : with illustrations from photographs by the author.

v. 1. Into Morocco. Fez. The Moorish empire. -- v. 2. London, Paris. Berlin -- v. 3. Olympian games. Grecian journey. The wonders of Thessaly. -- v. 4. Cities of the Barbary coast. Oases of the Algerian Sahara. Southern Spain -- v. 5. Hawaiian islands. Edge of China. Manila -- v. 6. The Yellowstone National Park. The Grand canon of Arizona. Moki land -- v. 7. Through Europe with a camera. Oberammergau. Cycling through Corsica -- v. 8. St. Petersburg. Moscow. The Trans-Siberian railway -- v. 9. Down the Amur. Peking. The forbidden city -- v. 10. Seoul, capital of Korea. Japan, the country. Japan, the cities -- v. 11. Egypt. Southern Italy. Switzerland -- v. 12. Norway. Sweden. Denmark.

al-ʻĀdāt fī al-ziyārāt wa-al-walāʼim wa-al-aʻrās wa-al-maʼātim wa-ādāb al-maḥāfil wa-ghayrihā mimmā huwa jārin wa-muṣṭalaḥ ʻalayhi ʻinda al-shuʻūb al-mutamaddinah [microform] /

Microfilm.

Burton Holmes travelogues,

v. 1. Into Morocco. Fez. Through the heart of the Moorish empire.--v. 2. London. Paris. Berlin.--v. 3. The Olympian games in Athens. Grecian journeys. The wonders of Thessaly.--v. 4. Cities of the Barbary coast. Oases of the Algerian Sahara. Southern Spain.--v. 5. The Hawaiian islands. The edge of China. Manila.--v. 6. The Yellowstone national park. The Grand cañon of Arizona. Moki land--v. 7. Through Europe with a camera. Oberammergau. Cycling through Corsica.--v. 8. St. Petersburg. Moscow. The Trans-Siberian railway.--v. 9. Down the Amur. Peking. The forbidden city [imperial or Manchu Peking]--v. 10. Seoul, the capital of Korea. Japan, the country. Japan, the cities.--v. 11. Egypt. Southern Italy. Switzerland.--v. 12. Norway. Sweden. Finland. Denmark.

Eventos culturais para a recordação da marca: estudo do evento Tim Festival

Este estudo analisa o papel dos eventos culturais como um potente elemento socializador na estratégia da comunicação da marca com o mercado. os principais objetivos são retratar o uso da comunicação integrada de marketing como um diferencial sustentável, o marketing cultural frente às novas formas de comunicação com o mercado, a contextualização da marca e os eventos culturais como instrumento de branding. A metodologia desta pesquisa constitui-se em bibliografia, pesquisa documental, entrevistas e o estudo de caso da empresa Tim com o recorte Tim Festival edição 2005 em São Paulo. Dentre as conclusões encontradas, confirmou-se que a propaganda tradicional vem perdendo espaço para os eventos, mas ao mesmo tempo, por si só não se bastam, havendo a necessidade de atrelá-los a outras atividades promocionais. Verificou-se também que os eventos culturais comunicam a mensagem de forma envolvente e finalmente a consideração sobre a relação gratificante do evento com a lembrança de marca.(AU)

Servitization capabilities for advanced services:a multi-actor perspective

Servitization is the process by which manufacturers add services to their product offerings and even replace products with services. The capabilities necessary to develop and deliver advanced services as part of servitization are often discussed in the literature from the manufacturer’s perspective, e.g., having a service-focused culture or the ability to sell solutions. Recent research has acknowledged the important role of customers and, to a lesser extent, other actors (e.g., intermediaries) in bringing about successful servitization, particularly for use-oriented and results-oriented advanced services. The objective of this study is to identify the capabilities required to successful develop advanced services as part of servitization by considering the perspective of manufacturers, intermediaries and customers. This study involved interviews with 33 managers in 28 large UK-based companies from these three groups, about servitization capabilities. The findings suggest that there are eight broad capabilities that are important for advanced services; 1) personnel with expertise and deep technical product knowledge, 2) methodologies for improving operational processes, helping to manage risk and reduce costs, 3) the evolution from being a product- focused manufacturer to embracing a services culture, 4) developing trusting relationships with other actors in the network to support the delivery of advanced services, 5) new innovation activities focused on financing contracts (e.g., ‘gain share’) and technology implementation (e.g., Web-based applications), 6) customer intimacy through understanding their business challenges in order to develop suitable solutions, 7) extensive infrastructure (e.g., personnel, service centres) to deliver a local service, and 8) the ability to tailor service offerings to each customer’s requirements and deliver these responsively to changing needs. The capabilities required to develop and deliver advanced services align to a need to enhance the operational performance of supplied products throughout their lifecycles and as such require greater investment than the capabilities for base and intermediate services.

Identifying (territorial) tensions in the servitization value chain

Purpose: To understand the tensions that servitization activities create between actors within networks. Design/methodology/approach: Interviews were conducted with manufacturers, intermediaries and customers across a range of industrial sectors. Findings: Tensions relating to two key sets of capabilities are identified: in developing or acquiring (i) operant technical expertise and (ii) operand service infrastructure. The former tension concerns whom knowledge is co-created with and where expertise resides. The latter involves a territorial investment component; firms developing strategies to acquire greater access to, or ownership of, infrastructures closer to customers. Developing and acquiring these capabilities is a strategic decision on the part of managers of servitizing firms, in order to gain recognized power and control in a particular territory. Originality/value: This paper explores how firms’ servitization activities involve value appropriation (from the rest of the network), contrasting with the narrative norm for servitization: that it creates additional value. There is a need to understand the tensions that servitization activities create within networks. Some firms may be able to improve servitization performance through co-operation rather than competition, generating co-opetitive relationships. Others may need to become much more aggressive, if they are to take a greater share of the ‘value’ from the value chain.

Capabilities for advanced services:a multi-actor perspective

Servitization involves manufacturers developing service offerings to grow revenue and profit. Advanced services, in particular, can facilitate a more service-focused organization and impact customers' business processes significantly. However, approaches to servitization are often discussed solely from the manufacturer's perspective; overlooking the role of other network actors. Adopting a multi-actor perspective, this study investigates manufacturer, intermediary and customer perspectives to identify complementary and competing capabilities within a manufacturer's downstream network, required for advanced services. Interviews were conducted with 24 senior executives in 19 UK-based manufacturers, intermediaries and customers across multiple sectors. The study identified six key business activities, within which advanced services capabilities were grouped. The unique and critical capabilities for advanced services for each actor were identified as follows: manufacturers; the need to balance product and service innovation, developing customer-focused through-life service methodologies and having distinct, yet synergistic product and service cultures; intermediaries, the coordination and integration of third party products/services; customers, co-creating innovation and having processes supporting service outsourcing. The study is unique in highlighting the distinct roles of different actors in the provision of advanced services and shows that they can only be developed and delivered by the combination of complex interconnected capabilities found within a network.

Interactively developed capabilities:evidence from dyadic servitization relationships

Purpose – The paper challenges the focal firm perspective of much resource/capability research, identifying how a dyadic perspective facilitates identification of capabilities required for servitization. Design/methodology/approach – Exploratory study consisting of seven dyadic relationships in five sectors. Findings – An additional dimension of capabilities should be recognised; whether they are developed independently or interactively (with another actor). The following examples of interactively developed capabilities are identified: knowledge development, where partners interactively communicate to understand capabilities; service enablement, manufacturers work with suppliers and customers to support delivery of new services; service development, partners interact to optimise performance of existing services; risk management, customers work with manufacturers to manage risks of product acquisition/operation. Six propositions were developed to articulate these findings. Research implications/limitations – Interactively developed capabilities are created when two or more actors interact to create value. Interactively developed capabilities do not just reside within one firm and, therefore, cannot be a source of competitive advantage for one firm alone. Many of the capabilities required for servitization are interactive, yet have received little research attention. The study does not provide an exhaustive list of interactively developed capabilities, but demonstrates their existence in manufacturer/supplier and manufacturer/customer dyads. Practical implications – Manufacturers need to understand how to develop capabilities interactively to create competitive advantage and value and identify other actors with whom these capabilities can be developed. Originality/value – Previous research has focused on relational capabilities within a focal firm. This study extends existing theories to include interactively developed capabilities. The paper proposes that interactivity is a key dimension of actors’ complementary capabilities.