the classic CRM models that have been much discussed in the literature need to be adapted for such a specialist sector. 1,3 The unique characteristics of the sport and its fans need consideration when developing or implementing CRM techniques. As a result, a new CRM framework which applies learning from other industries and considers the THE NEED FOR CRM IN FOOTBALLThe football industry lags behind other industries in implementing customer relationship management CRM techniques and so it has 'follower' advantages in learning from mistakes made elsewhere. There are, however, crucial differences in football compared with conventional businesses; as a result Abstract In this paper, the authors develop a conceptual and implementation framework for 'fan relationship management' (FRM) that learns from the successes and failures of conventional customer relationship management (CRM) but considers the special nature of football. Although often not explicitly described as such, in reality most CRM is a mixture of transaction and relationship marketing, often leaning towards the former. Here, the authors examine the current state of CRM implementation within the football industry based on information collected from football club business managers. Based on existing knowledge about supporter behaviour the notion of FRM is developed. The authors believe that FRM provides an appropriate balance between transaction and relationship approaches. The paper discusses the football industry's approach to CRM and includes an in-depth case study into one football club's attempt to implement CRM. These results suggest that the football industry may be replicating mistakes already made by mainstream business sectors, reinforcing the need for FRM.

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Briefly reviews the literature on the role of business schools in corporate management development and reports on the conduct, results and conclusions of a survey of private sector management development in the south‐ west of England. Taking a predominantly quantitative approach, by means of a self‐completion postal questionnaire, examines 97 responses from managing directors of medium and large companies in this region. Finds that the results of this survey support those of other studies with regard to a growing corporate sector requirement for tailor‐made programmes. Concludes that south‐western companies are looking to business schools to provide programmes and processes which are: demonstrably able to provide value for money as measured in terms of strategic level outcomes; designed and delivered in the context of an open, well‐managed relationship; grounded in an understanding of corporate cultures; flexible and responsive to managers’ needs and work schedules; and staffed by skilled facilitators able to work on real issues in the group setting.

to Bergeron 4 and Crosby, 5 CRM is a strategy for managing the relationships among people within the organisation and between customers and the organisation, cementing long-term, collaborative relationships which are based on mutual trust with those customers. From this, as stated by Ryals, 6 strategies that increase customer value and customer satisfaction are developed. The most valuable customer segments are identified and retention strategies to is a consultant employed with Marketing Databasics and is one of the developers and users of the DATASTEPS evaluation tool.Abstract Customer revenue management (CRM) is widely recognised as beneficial, yet many organisations who have used this approach have not found the results they had hoped for. This paper reports a survey of businesses using CRM to assess if activity in this area can be correlated with business success and to allow verification of the findings of Woodcock 1 who found a positive correlation. Interviews with managers responsible for CRM and scoring are reported and their effort in customer data collection, maintenance, segmentation and modelling are assessed. This analysis and planning is perceived to be the foundation of CRM. It is found that companies who scored well in analysis and planning also performed well in regard to business performance metrics.

Bushfires are the leading cause of death and injuries from natural disasters in Australia, are responsible for hundreds of millions dollars in economic losses every year and seriously affect the country's ecosystems. National data shows that half of these fires are deliberately lit with a significant proportion of these ignitions due to arson. This indicates the importance of arson research in any attempt to reduce unplanned fires. Strategies to prevent bushfire arson are examined from a criminological perspective. Much of the research on bushfire arson to date has focussed on identifying the motivations of arsonists and the paper shows the lack of utility of this approach. The difficulty of screening arsonists from employment with fire agencies is also discussed. More productive strategies include identifying and working with communities with high arson potential and early interventions with known arsonists or those at high risk of becoming one. The deterrence value of higher penalties is examined. The paper concludes that better data on bushfire ignitions and working with high risk communities and individuals offer the best chance of minimising bushfire ignitions in Australia at the present time.