title: Strategic marketing in action: A comparison of higher and lower performing manufacturing firms in the UK

authors: Brooksbank, Roger

subjects: business performance

abstract: Purpose – To contrast the role and practical application of strategic marketing in higher and lower-performing firms. 
Design/methodology/approach – In-depth personal interviews with senior marketing executives in three matched high/low performing manufacturing firms in the UK were recorded, transcribed and analysed. The interview agenda was derived from the authors' own previous research studies, plus precedents in the literature. 
Findings – These are structured around four key strategic marketing activities previously found to be characteristic of higher performing firms. They clearly show that such companies implement them with a far greater degree of skill, sophistication and ingenuity than do their lower performing counterparts. Above all, for the higher performers, strategic marketing is a truly cross-functional activity. 
Research limitations/implications – The methodology of this study indicates a fruitful approach to further research aimed at extending and refining the findings and recommendations, though details requiring methodological attention are identified. 
Originality/value – As an aid to marketing practitioners and educators alike, these findings and conclusions identify and describes a number of specific, applicable characteristics of successful strategic marketing.

text: Strategic marketing in action: A comparison of higher and lower performing manufacturing firms in the UK Purpose – To contrast the role and practical application of strategic marketing in higher and lower-performing firms. 
Design/methodology/approach – In-depth personal interviews with senior marketing executives in three matched high/low performing manufacturing firms in the UK were recorded, transcribed and analysed. The interview agenda was derived from the authors' own previous research studies, plus precedents in the literature. 
Findings – These are structured around four key strategic marketing activities previously found to be characteristic of higher performing firms. They clearly show that such companies implement them with a far greater degree of skill, sophistication and ingenuity than do their lower performing counterparts. Above all, for the higher performers, strategic marketing is a truly cross-functional activity. 
Research limitations/implications – The methodology of this study indicates a fruitful approach to further research aimed at extending and refining the findings and recommendations, though details requiring methodological attention are identified. 
Originality/value – As an aid to marketing practitioners and educators alike, these findings and conclusions identify and describes a number of specific, applicable characteristics of successful strategic marketing.

year: 2007

title: State-dominant and non-state-dominant ownership concentration and firm performance: Evidence from China

authors: Hess, Kurt

subjects: business performance

abstract: Purpose – This paper aims to investigate the relationship between ownership structure and performance for a comprehensive sample of Chinese listed firms for the years 2000-2004. In particular, the paper seeks to explore the effect of the dominance of state and private blockholders and control on firm performance. It aims to use a more differentiated approach than previous research on the subject, which has mainly focused on the effects of the pervasive state ownership on firm values. Accordingly, the main theme of the paper intends to relate to the analysis of the effects of private blockholders on firm value. 
Design/methodology/approach – The paper tests the ownership-performance relationship for the state and for sub-samples with predominantly private shareholders. The paper uses both an ordinary least squares and a two-stage least squares analysis, which treats ownership concentration as endogenous. 
Findings – The paper finds evidence that large private blockholdings are to the benefit of firm value for the full sample. Conversely, for smaller samples of companies without or with very low shareholdings by the various state players, there is some evidence that large private block shareholdings might be to the detriment of firm value. 
Originality/value – The study contributes to the literature by presenting a more comprehensive treatment of the ownership-performance relationship of listed firms in China. The main theme of the paper relates to ownership concentration and the effects of private blockholders on the performance of firms, in addition to the endogeneity of ownership. It also contributes by utilising the alternative ownership classification system developed by the National University of Singapore.

text: State-dominant and non-state-dominant ownership concentration and firm performance: Evidence from China Purpose – This paper aims to investigate the relationship between ownership structure and performance for a comprehensive sample of Chinese listed firms for the years 2000-2004. In particular, the paper seeks to explore the effect of the dominance of state and private blockholders and control on firm performance. It aims to use a more differentiated approach than previous research on the subject, which has mainly focused on the effects of the pervasive state ownership on firm values. Accordingly, the main theme of the paper intends to relate to the analysis of the effects of private blockholders on firm value. 
Design/methodology/approach – The paper tests the ownership-performance relationship for the state and for sub-samples with predominantly private shareholders. The paper uses both an ordinary least squares and a two-stage least squares analysis, which treats ownership concentration as endogenous. 
Findings – The paper finds evidence that large private blockholdings are to the benefit of firm value for the full sample. Conversely, for smaller samples of companies without or with very low shareholdings by the various state players, there is some evidence that large private block shareholdings might be to the detriment of firm value. 
Originality/value – The study contributes to the literature by presenting a more comprehensive treatment of the ownership-performance relationship of listed firms in China. The main theme of the paper relates to ownership concentration and the effects of private blockholders on the performance of firms, in addition to the endogeneity of ownership. It also contributes by utilising the alternative ownership classification system developed by the National University of Singapore.

year: 2010

title: Te Karauna Hou: the senior Ngati Rahiri rangatira

authors: Hart, Philip

abstract: Te Karauna Hou, the principal Ngati Rahiri rangatira living at Te Aroha in 1880, had a distinguished whakapapa linking him to several hapu. Before settling permanently at Te Aroha in the 1870s he lived in several places, especially at Kaitawa, on the southern outskirts of Thames. One of the principal rangatira in Hauraki, he was loyal to the Crown during the Waikato War, and later assisted Pakeha settlement. To emphasize his mana and that of his hapu, he held big festivities at Kaitawa and at Omahu pa at Te Aroha. 
In 1871, when Ngati Haua won a (temporary) victory in the land court over the ownership of the Aroha Block, Karauna took control of it on behalf of the Marutuahu confederation, and subsequently kept Ngati Haua at bay. For a time he opposed road-making on this block, but later agreed to it, for financial reasons. Like all rangatira, he sought to maximize his ownership of as many blocks of land as possible, sometimes having his lies exposed through his contradicting his earlier evidence. He also denied receiving money for land when his denials were easily disproved. Despite leasing and selling land, selling timber and gum, and opening his land to miners, he often struggled financially.  
Karauna claimed to have found gold in Hauraki in 1852, and was willing to open his land at Thames to miners, but did not invest in any claims before the Te Aroha rush, when he attempted to extract a bonus of £1,000 from the government for opening the field. After his death in 1885, Pakeha remembered with gratitude his friendly attitude to them, but they also remembered his drunkenness, which meant he lost the respect of both Maori and Pakeha in his latter years.

text: Te Karauna Hou: the senior Ngati Rahiri rangatira Te Karauna Hou, the principal Ngati Rahiri rangatira living at Te Aroha in 1880, had a distinguished whakapapa linking him to several hapu. Before settling permanently at Te Aroha in the 1870s he lived in several places, especially at Kaitawa, on the southern outskirts of Thames. One of the principal rangatira in Hauraki, he was loyal to the Crown during the Waikato War, and later assisted Pakeha settlement. To emphasize his mana and that of his hapu, he held big festivities at Kaitawa and at Omahu pa at Te Aroha. 
In 1871, when Ngati Haua won a (temporary) victory in the land court over the ownership of the Aroha Block, Karauna took control of it on behalf of the Marutuahu confederation, and subsequently kept Ngati Haua at bay. For a time he opposed road-making on this block, but later agreed to it, for financial reasons. Like all rangatira, he sought to maximize his ownership of as many blocks of land as possible, sometimes having his lies exposed through his contradicting his earlier evidence. He also denied receiving money for land when his denials were easily disproved. Despite leasing and selling land, selling timber and gum, and opening his land to miners, he often struggled financially.  
Karauna claimed to have found gold in Hauraki in 1852, and was willing to open his land at Thames to miners, but did not invest in any claims before the Te Aroha rush, when he attempted to extract a bonus of £1,000 from the government for opening the field. After his death in 1885, Pakeha remembered with gratitude his friendly attitude to them, but they also remembered his drunkenness, which meant he lost the respect of both Maori and Pakeha in his latter years.

year: 2016