Courts-Martial Jurisdiction and Civilian Dependents: Constitutional Restrictions

Services are intangible in their nature. When product oriented companies seeks to expand their industrial offerings with services they encounter many problems, one of which is the challenge of selling these intangible services. The sales team needs to be able to show the value of the service in order to successfully reach out to the customers. Embracing “service logic” has proven successful for this type of company. Its perspective on value creation is very different from the perspective traditionally employed by product companies i.e. through “product logic”. One must turn to customer day-to-day activities and look at their value creating processes in order to understand what value can be created from a service. This is because customers will not be interested in complex, intangible aspects of an offering. They want to know how a supplier can improve their business. The purpose of this study is to develop a framework for value communication through value assessment (and segmentation) of a product related service in a B2B business relation. A qualitative single case study was employed involving the multinational Swedish garden and forestry company Husqvarna (i.e. the supplier) and their soon-to-be-released IT-based fleet management service called Husqvarna Fleet Services (i.e. the service). Seven customer interviews were held in France, one in Sweden. The value hierarchy is used as an approach to value creation and the laddering technique is consequently employed in order to assess the potential customer value deriving from use of the service. On an attribute level, the elements are approximated to the categories of information represented in the user interface. Primary ladders are comprised of 4 end‐states and 22 consequences that should be seen as potential benefits from use of the service. Screening them for low frequencies, 11 consequences and 2 end‐states (‘Productivity & Efficiency’ and ‘Cost Reduction/Control’) remain. Preliminary cost savings are given (as examples) in four cases although these lack significant information to be considered as important findings. Attempting value based segmentation, a basic non‐statistical segmentation gives rise to seven variables by which the identified benefits are thought to vary. Employing the idea of communicating through a resonating focus, the findings suggest that depending on customer characteristics the 11 identified benefits, each of which will have varying degrees of importance. Due to the fact that no realized value is found, these benefits are still regarded intangible. Finally, the complexity, novelty and intangibility of the offering point toward an increasing need for a communication strategy that serve the purpose of providing solutions to customers’ major issues. The results from our study suggest that the supplier rigorously attempts more pilot studies on a few selected targets in order to realize substantial value and develop business cases

Stakeholders' views on the global guidelines for the sustainable use of non‐native trees

A large number of non‐native trees (NNTs) have been introduced globally and widely planted, contributing significantly to the world's economy. Although some of these species present a limited risk of spreading beyond their planting sites, a growing number of NNTs are spreading and becoming invasive leading to diverse negative impacts on biodiversity, ecosystem functions and human well‐being. To help minimize the negative impacts and maximize the economic benefits of NNTs, Brundu et al. developed eight guidelines for the sustainable use of NNTs globally—the Global Guidelines for the Use of NNTs (GG‐NNTs). Here, we used an online survey to assess perceptions of key stakeholders towards NNTs, and explore their knowledge of and compliance with the GG‐NNTs. Our results show that stakeholders are generally aware that NNTs can provide benefits and cause negative impacts, often simultaneously and they consider that their organization complies with existing regulations and voluntary agreements concerning NNTs. However, they are not aware of or do not apply most of the eight recommendations included in the GG‐NNTs. We conclude that effectively managing invasions linked to NNTs requires both more communication efforts using an array of channels for improving stakeholder awareness and implementation of simple measures to reduce NNT impacts (e.g. via GG‐NNTs), and a deeper understanding of the barriers and reluctance of stakeholders to manage NNT invasions. Read the free Plain Language Summary for this article on the Journal blog

Vad är nästa steg? : Om återkoppling och lärande i tekniksalen.

Utvecklingsarbetets studieobjekt, formativ bedömning, är mycket stort och har beforskats rikligt under de senaste 30 åren. Med ett sociokulturellt perspektiv på lärande är det dock angeläget att belysa kontextspecifika parametrar såsom skolämne, geografi, åldersgrupper med mera. Därmed krymper den tillgängliga forskningen dramatiskt när man, som i det här arbetet, vill tillämpa formativ bedömning i klassrumsmiljö i teknikämnet i årskurs 7.   Studien syftar till att utveckla kunskap om elevers erfarenheter av formativ återkoppling i teknikämnet samt hur eleverna relaterar återkopplingen till sitt lärande. Ansatsen är abduktiv och metoden kvalitativ genom att en tematisk analys gjordes på enkätsvar från elever som upplevt formativ återkoppling i tre olika former samt en bedömningsmatris på processnivå. Detta i ett konstruktionsarbete i teknikämnet. Det ska också noteras att ingen träning i att delta i återkopplingsaktiviteterna hade genomförts varken före eller under studiens gång.   Tre teman har identifierats (1) ökat lärande tack vare återkoppling, (2) ökad förståelse för den egna prestationen och (3) hinder för att bli hjälpt. Generellt gäller att den lärarledda återkopplingen som svarade för två av formerna, upplevts som mer positiv och behjälplig av eleverna. Kamratåterkopplingen gav ett varierat utfall, sannolikt som en konsekvens av för lite träning i att genomföra denna aktivitet. Det finns indikationer på att matrisen ledde till spontan självbedömning samtidigt som det också här märktes att träning är nödvändig.   Det finns relativt få studier om elevers upplevelser av formativ återkoppling generellt och i synnerhet inom teknikämnet vilket motiverar studiens syfte

Means-end value assessment

Services are intangible in their nature. When product oriented companies seeks to expand their industrial offerings with services they encounter many problems, one of which is the challenge of selling these intangible services. The sales team needs to be able to show the value of the service in order to successfully reach out to the customers. Embracing “service logic” has proven successful for this type of company. Its perspective on value creation is very different from the perspective traditionally employed by product companies i.e. through “product logic”. One must turn to customer day-to-day activities and look at their value creating processes in order to understand what value can be created from a service. This is because customers will not be interested in complex, intangible aspects of an offering. They want to know how a supplier can improve their business. The purpose of this study is to develop a framework for value communication through value assessment (and segmentation) of a product related service in a B2B business relation. A qualitative single case study was employed involving the multinational Swedish garden and forestry company Husqvarna (i.e. the supplier) and their soon-to-be-released IT-based fleet management service called Husqvarna Fleet Services (i.e. the service). Seven customer interviews were held in France, one in Sweden. The value hierarchy is used as an approach to value creation and the laddering technique is consequently employed in order to assess the potential customer value deriving from use of the service. On an attribute level, the elements are approximated to the categories of information represented in the user interface. Primary ladders are comprised of 4 end‐states and 22 consequences that should be seen as potential benefits from use of the service. Screening them for low frequencies, 11 consequences and 2 end‐states (‘Productivity & Efficiency’ and ‘Cost Reduction/Control’) remain. Preliminary cost savings are given (as examples) in four cases although these lack significant information to be considered as important findings. Attempting value based segmentation, a basic non‐statistical segmentation gives rise to seven variables by which the identified benefits are thought to vary. Employing the idea of communicating through a resonating focus, the findings suggest that depending on customer characteristics the 11 identified benefits, each of which will have varying degrees of importance. Due to the fact that no realized value is found, these benefits are still regarded intangible. Finally, the complexity, novelty and intangibility of the offering point toward an increasing need for a communication strategy that serve the purpose of providing solutions to customers’ major issues. The results from our study suggest that the supplier rigorously attempts more pilot studies on a few selected targets in order to realize substantial value and develop business cases