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This chapter shows how the firm can choose new product designs and pricing strategies when primary data (i.e., intentions studies, conjoint experiments, auctions, simulated test markets, and test markets) are available. It shows how the firm can use the MCT methodology to quantify the effects of competitive reaction and measure cannibalization and market-growth effects when it introduces new products into the market. In particular, it shows how the firm can filter out response error in the data from conjoint and intentions studies to obtain unbiased demand and market share estimates for new products.

This chapter introduces key financial tools necessary for measuring the long-run effects of marketing policy under uncertainty. It distinguishes the cases where the firm sells multiple products or has multiple divisions. Specifically, it analyzes how the firm can evaluate the effects of strategic flexibility in decision making; in particular, it shows how the firm can use the real options methodology to measure and reward managers so that they focus on long-run performance.

Democratic theorists often place deliberative innovations such as Citizen's Juries, Consensus Conferences, Planning Cells, and Deliberative Polls at the centre of their hopes for deliberative democratization. This chapter charts the ways in which such mini-publics can impact on the ‘macro’ world of politics. Impact may come in the form of actually making policy, being taken up in the policy process, informing public debates, market-testing of proposals, legitimation of public policies, building confidence and constituencies for policies, popular oversight, and resisting co-option. Exposing problems and failures is all too easy; the chapter highlights instead cases of success along each of these dimensions.

This chapter explores business model innovation, which can be as essential to enterprise growth as anything discussed to this point. Within the context of the management framework, business model innovation must occur early on in parallel with user-centered design and prototype development. After the market test is completed, a team may then find it necessary to fine tune or, in some cases, fundamentally revise its business model. An innovative business model can be a clear point of competitive differentiation, providing value to both customers and shareholders. Changing an established business model is often necessary if one aims to capture the full benefits of a new market application. However business model innovation is something that many innovation teams fail to consider. For executives, this can be particularly challenging, given the many years they have spent growing the established business. Seeing the prototype is one thing; visualizing the business behind that prototype is something else.

This chapter reviews the social and political context in which English and Welsh prisons now operate, the effect of successive reforms of management and reorganisation, and the culture and attitudes of prison staff. It examines the implications of the latest proposals for reform and considers the factors on which their success will depend, including influences on prisoners' own behaviour and the effect of wider public attitudes towards prisoners and imprisonment. Prisons are to become ‘places of hard work and industry’ along with offending-behaviour, drug-treatment and violence-reduction programmes, followed by integrated offender management after release. It is anticipated that, with the cooperation expected from the private sector, the work done in prisons will generate an income to pay for prison programmes, support prisoners' families and help compensate victims. The Prison Service has had similar aspirations in the past, but the disciplines needed for productive and profitable industry have always demanded a significant change in a prison's priorities and character. The chapter compares and contrasts public and private sector prisons and argues for a parallel agenda to accompany current proposals for prison reform, one which focuses on relationships and on legitimacy, responsibility, rehabilitation, citizenship and community.