Nexus: Spring 2011 focuses on innovation and creativity, with features by Grier Palmer, Bridgette Sullivan-Taylor, Layla Branicki, Professors Qing Wang and Nick Chater, and Honorary Professor Kevin Morley. Plus the latest news from WBS and updates from other graduates.

1. 1
Warwick Business School Alumni Association magazine: spring 2011

2. First in the UK
Our BSc Accounting & Finance is rated
number one in all three major UK university
guides. Now we’re launching our pathbreaking
MSc Accounting & Finance.
Don’t settle for mediocrity.
Strive for excellence.
Professor Mark P Taylor
Dean, WBS
Ex Managing Director, BlackRock
First in the world
I came first in the world in two of my
professional chartered accounting exams
thanks to my previous studies with WBS.
Hannah Monkman
BSc Accounting & Finance 2009
KPMG
ICAEW Order of Merit 2010
WBS – we mean business
wbs.ac.uk/go/afmasters

3. 3
message from the dean 3
In the previous edition, • Kevin Morley, eminent business leader and a WBS
I laid out the new honorary professor explores innovation and its potential
and ambitious vision positive impact on UK manufacturing on page 14.
for Warwick Business • Our groundbreaking new Behavioural Science group
School: to be the provides, on page 15, what I hope will be the first of
leading university- many briefing articles on how innovative and challenging
based business school research into human behaviour could unlock the secret to
in Europe. I am business and economic success.
pleased to report that
work continues apace Teaching and Learning
to make this goal a We continue to explore new ways to deliver business
reality. The WBS Senior education to respond to the needs of our students, as well
Management Team as to the emerging needs of employers, the economy and
and I held a strategy society.
away day on 29 November to flesh out the key initiatives
which will underpin the vision and allow us to challenge Grier Palmer, WBS Academic Director for Teaching and
our competitors, to further establish WBS as an innovative, Learning, discusses another initiative, the Working Capital
research-led, teaching-excellent school, and to continue to project, drawing on the expertise of academic colleagues
provide career-defining business education to future leaders across the University as well as our alumni working in
and managers. By working with our University colleagues, the creative, arts and media sectors to create innovative
advisory boards, key volunteers, alumni and associates, I am teaching and learning (see pages 10–11).
sure we will succeed. We will keep you informed of progress.
You can find out more about all of the new research and
This edition of nexus focuses on innovation and creativity – activities happening at Warwick via the Knowledge Centre
values which WBS has always had at its heart. w go.warwick.ac.uk/knowledge, where you can also add
your own contribution.
Innovation and business
• We highlight on page 13 a number of WBS initiatives
around the role of innovation and creativity in building
resilient organisations, which are more crucial now than
ever in the current adverse climate.
contents
In this edition of nexus we focus on Creativity and Innovation
6–7 New logo, new vision, new WBS
8–9 WBS research news and reviews
10–11 Creativity at WBS
Grier Palmer
12 Innovation capabilities in the emerging economies: toward
a research agenda
Professor Qing Wang
13 Innovation & the UK manufacturing industry
Kevin Morley
14 The mind is flat: the illusion of depth in human behaviour 6 22
Professor Nick Chater
15 The role of innovation & creativity in building resilient 22 26
organisations
Dr Bridgette Sullivan-Taylor and Dr Layla Branicki
16 Take control of your personal brand
Lesley Everett
17 Introducing the Knowledge Centre
18–19 Alumni supporting the WBS experience
20 Giving back, getting involved
21 Global impact
22–25 Global & professional networks and event reviews
26–27 Alumni news and appointments
27 17

4. 44 nexus: spring 2011
from the Alumni Relations Office
2011 lies before us, and
with it come challenges and
Most of us are being
opportunities for all of us. asked to do more with
less. Being creative and
Businesses, whether for-profit
looking for new ways
or non-profit, are facing change
like never before. There are of working may well be
numerous driving forces behind the key. Here at Warwick
this change including a rapidly Business School, we
expanding and shifting global
are ‘looking at things
market, increasing competition
in all arenas, new technologies differently’.
and a huge pressure on added-
value and cost-efficiency. groups of individuals coming together
to make things happen. The power of a
Creativity and innovation are often key group lies in its diversity.
to the success of any type of business,
particularly in times of pressure and Our WBS Alumni Network is true
change, and I hope that you will find this testament to the power of creative
edition of nexus insightful and useful, as groups. Never before has our network
you consider how to navigate yourself been stronger and more diverse. We
and your organisation through this crucial now have networks in China, India, the
year. Middle East, Europe, North America and
South-East Asia, groups who work on
Most of us are being asked to do more mentoring, on the sustainable world, Our message to you is clear... We need
with less. Being creative and looking for on strategy and on global energy, and your help... to strengthen our network
new ways of working may well be the key. student and cohort representatives across further and to take forward our vision.
Here at Warwick Business School, we are the network. Our recent innovation, Do get in touch.
‘looking at things differently’. ‘Joining the Conversation’, is a great
example of where our alumni are taking Alison Bond
Creativity is not only about individuals the lead to engage with the School and Head of Alumni Relations
doing innovative things. It is about each other.
thank you to previous
board members
From left: David Allan, Navdeep Athwal,
Manny Coulon, Issam Hamid, Richard
Hughes, Rob McCulloch, Ronan Morrissey
contact details Alison Bond Tracy Lynch Claire Stevens In–house photography by
Head of Alumni Relations Alumni Relations Officer Alumni Relations Assistant John Weatherly
The Alumni Association T +44 (0)24 7652 4176 T +44 (0)24 7652 8487 T +44 (0)24 7652 8487
Warwick Business School E alison.bond@wbs.ac.uk E tracy.lynch@wbs.ac.uk E claire.stevens@wbs.ac.uk nexus is the magazine of the Alumni
University of Warwick Association, Warwick Business School
Coventry CV4 7AL Kathryn Chedgzoy Jen Young Renate Mason T +44 (0)24 7652 4306
United Kingdom Alumni Relations Officer Alumni Relations Events and Alumni Relations Assistant
t +44 (0)24 7652 2813 T +44 (0)24 7615 0515 Office Co-ordinator T +44 (0)24 7615 0371 The views contained in nexus are those of
f +44 (0)24 7652 3719 E kathryn.chedgzoy@wbs.ac.uk T +44 (0) 24 7615 0171 E renate.mason@wbs.ac.uk contributors and not necessarily those of
E alumni@wbs.ac.uk E jennifer.young@wbs.ac.uk Warwick Business School or the University
W www.wbs.ac.uk/alumni Ann Jackson Emily Jamieson of Warwick
Alumni Relations Officer Alumni Relations Assistant Design by Morse–Brown Design
T +44 (0)24 7652 8197 T +44 (0)24 7652 2987 w www.morsebrowndesign.co.uk
E ann.jackson@wbs.ac.uk E emily.jamieson@wbs.ac.uk

5. 55
alumni board
world class business leaders, and year here with us. Finally, Matt Stocker’s
producing an ever-increasing return on group will continue to look at how we can
investment for our alumni and students. improve the way we communicate with
our students and alumni, building on the
In support of these changes, your Alumni recent improvements to our web site and
Board is working with the new leadership introducing further enhancements across
team and the Alumni Relations team to many other channels.
support both revisions to the governance
structure of WBS and the development of In closing this column, I am drawn
our strategic plan. to reflect on the recent changes to
the Alumni Board membership. Rob
Operationally, we have four key McCulloch, Manny Coulon, David Allan,
Over the last nine months since the workstreams in development for 2011. Richard Hughes and Issam Hamid have
appointment of Professor Mark Taylor Supportive of the rebranding of WBS, made an immense contribution to the
as Dean of WBS, there has been an Hilary Robertson is leading a team work of your Board over the last six years
enormous amount of change within focussed on the Alumni Association’s and their enthusiasm and commitment
WBS – which continues unabated. Most brand. Alison Watts has a team looking will be sorely missed. With their parting
visibly of course, is the recent rebranding at how our alumni can be better served comes the opportunity to welcome
of WBS with the associated ‘we look at across the full range of continuous Rowena Hilton, Bernie Ritchie, Paul
things differently‘ strap-line, emphasising learning opportunities, and Julia Cruise, and Francis Davis who bring fresh
the innovative nature of our offering Evans continues to develop the work perspectives from local and national
and underpinning the Dean’s vision of of improving the interaction with our government, industry, and commerce;
becoming Europe’s leading university- recent graduates and current students. I look forward to working with them as
based business school. An example of the work of this group we meet the challenges of delivering our
is the recent launch of our ‘buddying’ 2011 commitments.
Our new strategy emphasises the need to programme for the Warwick MBA by
enhance our research reputation, further full-time study, which will enhance the Nick Jessett (EMBA 1985–89)
develop our reputation for developing relationship with this group during their Chair of the WBS Alumni Board
new board members
alumni members: student members:
Paul Cruise Rowena Hilton Will Skillman
(MMBA 2003–09) (MMBA 2005–09) Current FTMBA student.
Head of Manufacturing Deputy Chief Executive, I am very excited to
Improvement – Rolls Chesterfield Borough join the Alumni Board.
Royce. Council. I believe that it is
I really enjoyed my MBA I am passionate about important for a top
study at Warwick and I am passionate lifelong learning, and am looking business school like Warwick to have
about the development of the global forward to working with the Board as an active Alumni network. As a current
alumni network. I want to maximise the it continues to develop enhanced links participant on the full-time Warwick
level of participation in the world-wide between WBS, businesses and the public MBA I am looking forward to engaging
network and ensure that the Warwick sector. both current and past students in
experience goes well beyond the initial building the WBS brand.
qualification. Francis Davis
(MPA 2009–10)
Bernie Ritchie Policy Advisor, The Abed Abu-Snaineh
(FTMBA 1997–99) Big Society and Current MPA student.
Brand, Marketing & Decentralisation. It is my honour to be
Business Consultant, I’m especially keen to elected onto the WBS
Management Sushi Ltd. find fresh ways to support alumni from Alumni Board. I wish
My MBA and links with the MPA, all the MBAs and the other to make an impact and
WBS ever since have proved of immense programmes who have come from the positively contribute to such a great
value in my communications career. voluntary sector or who have gone on community.
Being part of the Alumni Board and its to the social enterprise, government and For more information about the key role
Communications Group will allow me NGO sectors across the world. Warwick of the WBS Alumni Board
to make a contribution that I hope will needs to make a difference in every sense w www.wbs.ac.uk/alumni/
add value in return. of the word. alumniboard.cfm

6. 6
new logo, new vision, new WBS
In recent months, the Dean has shared
widely his vision for WBS: to be the leading
university-based business school in Europe,
with a clear mission statement:
a To produce and disseminate world-
class, cutting edge research capable of
shaping the way organisations operate
and businesses are led and managed.
b
To produce world-class, socially
responsible, creative leaders that think
on a global scale, regardless of the size
of their organisation.
c To provide a return on investment for
our students and alumni over their
entire careers.
One of a number of initiatives underlying this
vision is the creation of the first behavioural
science group in a European business school.
Behavioural science, and its applications in
A
s global competition for students, faculty, and funding business, the economy, and finance is emerging as one of the
increases, the challenges for WBS are to maintain most exciting intellectual and practical areas in the world’s
excellence in research and teaching and to build an leading business schools. See page 15 for more information.
unassailable position in the market.
We’ve recently re-launched ourself with a distinctive new look Our vision is straightforward.
– you might have noticed! Changing a logo is always risky –
there’s a possibility you might alienate your current customer
What underlies everything is academic
base and throw away hard-won brand recognition. But with excellence with critical and creative
Professor Mark Taylor in place as Dean, with vision, ambition,
and a mandate for change, it was clear that we needed reflection.
something new, fresh, and bold. We needed to evolve our logo
in order for it to reflect who we are and where we’re going. A Another element of the new strategy will be strong initiatives in
rebrand provided the opportunity for revitalisation of the way teaching and learning, which will link to new research agendas
we are seen in the marketplace.
Clean but with an edge. Enquiring yet
certain. Youthful but credible. The straplines,
‘we look at things differently’ and ‘WBS – we
mean business’, convey our ambition and
our refreshed commitment to creativity and
innovation. We are reasserting our ability
to challenge convention – an ability which
has become synonymous with WBS and the
University.
The rebranding and national media
advertising campaign (pictured here and
most notably in The Financial Times, The
Guardian and The Economist) has been very
positively received externally and internally
and is emblematic of the new vision set out
by the Dean. WBS – we look at things differently
wbs.ac.uk/go/different

7. 7
and will push us to be more creative and innovative in the way we teach and therefore
how our students learn. A key project will be the creation of a WBS portfolio of cases, new appointments
competing with Harvard’s in the use of blended learning, based on WBS research and
Warwick’s critical skills. More information on creativity can be found on pages 10–11. Dr Holly Birkett – Assistant Professor of
Organisational Behaviour
The new approach will also include building
new stimulating relationships with our creative Professor Andrew Brown – Professor of
colleagues across the University (the Arts We’re absolutely Organisational Behaviour
Faculty, the Arts Centre), and with WBS creative thrilled the Professor Nick Chater – Professor of
alumni – in digital media, art, film, music, and
performance. new logo and Behavioural Science and Associate Dean
Corporate Relations
The University is especially enthusiastic about
the advertising Dr John Craner – Senior Teaching Fellow
WBS helping develop educational creativity campaign have met
and innovation at Warwick, and we will be Dr Elisabeth Dedman – Associate
increasing our interdisciplinary work via IATL
with such a positive Professor of Accounting
(the new Institute for Advanced Teaching and response. Customer Dr Jimmy Donaghey – Associate Professor
Learning), which offers a special role for both
our new Behavioural Science group and our reaction is, of in Organisational Behaviour
vanguard corporate social responsibility work course, the ultimate Professor Bruno Frey –WBS Distinguished
Professorship in Behavioural Science
led by Dr Andreas Rasche.
test – we look
For more information see Dr Andrea Gamba – Associate Professor
w warwicknetimpact.org
forward to hearing of Finance
your feedback. Dr Louise Gracia – Principal Teaching
In order to realise our vision, we will build Fellow
on our outstanding reputation, striving after
academic excellence in teaching and research You can contact the Dean in Professor Andrew Lockett – Professor in
in every aspect of WBS: research led, teaching confidence at Enterprise
excellence. We will also equip alumni to employ e strategy@wbs.ac.uk
Dr Jenny Maynard – Senior Teaching
a range of skills for life and to become part of
More information on our new Fellow
our global network, feeding back issues to us
and continuing to engage with us for ongoing vision w wbs.ac.uk/go/different
Professor Kamel Mellahi – Professor of
professional development. Strategic Management
Professor Jonothan Neelands
Professor of Creative Education
Professor Margit Osterloch – Professor in
Management Science
Professor Martin Parker – Professor of
Industrial Relations and Organisational
Behaviour
Dr Juliane Reinecke – Assistant Professor
of Organisational Behaviour
Dr Graham Sara – Senior Teaching Fellow
Professor Deniz Ucbasaran – Professor in
Entrepreneurship

8. 8 nexus: spring 2011 WBS news
raising the profile of WBS local feedback for the MPC from stakeholders
in the area.
efficiency?’ She commented afterwards, ‘I
wanted to challenge the audience not just
to think about cost reduction, but more
In mid-November, Professor Simon Collinson on waste reduction focusing on delivering
was one of just two speakers invited to advise value and quality rather than cutting corners
MPs at a working breakfast at the House and reducing service. There is no greater
of Commons, hosted by the Industry and opportunity than a crisis, and the current
Parliament Trust (IPT) on the Future of economic climate is certainly that for the
Government Support for British Industry. public sector organisations in the UK.’
Simon’s talk focused on the changing nature
of trade and foreign direct investment (FDI) On the ever-popular topic of football, Dr Sue
Sue Bridgewater Simon Collinson
into and out of the UK. Discussions around Bridgewater has been commissioned to write
In 2010, our faculty have been involved in the appropriate Government response a monthly update in The Times on a football
several high-level events which have taken to these broad trends followed the two league with a difference – The Times Financial
place on campus and beyond. presentations. Fair Play League. This League attempts to
take into account the resources available to
Two members of the Bank of England Dr Zoe Radnor is making a name for herself football clubs in the English Premier League
Monetary Policy Committee (MPC), WBS on the application of ‘Lean’ in the public in achieving their points and league position.
Professor Andrew Sentance and Paul Fisher, sector. In October, she addressed an audience Data on clubs’ wages and gross transfers are
spoke to an invited audience of students, of over 200 delegates from a range of public used as the basis of the Financial Fair Play
staff, academics and business leaders at WBS sector organisations and consultancies on index, which is used to adjust the actual
in October. The meeting was opened by the topic of Lean in Government at The league position and points totals of clubs and
the Dean and chaired by Professor Andrew Barbican Centre, London. She challenged to show a financially-adjusted league ranking.
Oswald. The aim was to spread the word on them to address the question ‘Is Lean just
the policies and actions of the MPC and get for efficiency, can it only ever be just for
new professors at WBS Kamel Mellahi internal promotions
Kamel joins us
We welcome five new professors below, from Sheffield; his
in addition to Nick Chater, page 15, and research focuses
Jonothan Neelands, page 10. In 2011 we will on organisational
also welcome: Steve Brammer, Graeme Currie, failure and renewal,
and Richard Taffler. business ethics and
sustainability, and
Andrew D Brown international business strategy. He has
Andrew has worked published three books and over 60 papers in
at Manchester, world-class journals.
Peter Corvi André Spicer
Nottingham,
Cambridge, and Bath; Martin Parker As well as excellent external appointments,
his research draws Martin’s research two existing members of faculty have been
on disciplines from explores an eclectic promoted. For the start of the academic year,
literary theory to range of topics Peter Corvi and André Spicer were promoted
anthropology and discursive psychology to including social and to the top academic level of ‘Professor’. Peter
theorise processes of organising and explores organisational theory, is also taking on the role of Associate Dean
topics including organisational narcissism, market managerialism for the WBS Undergraduate Programme.
individual and organisational identities, and and higher education, André has made strong contributions in
storytelling in organisations. popular culture, utopianism, conspiracy teaching as an effective doctoral supervisor, as
theory, the Apollo space programme, business well as contributing to administrative duties.
Andy Lockett ethics, and alternative organisations. He has
Andy joins us from written or edited 13 books and is working WBS Dean Mark Taylor commented, ‘I am
Nottingham; he has on a new one about ‘economic outlaws’ – particularly proud to be the first Dean of WBS
written two books and including pirates, cowboys, and the mafia. to see through the promotion of a Teaching
published in over 60 Fellow – Peter – to the highest level as it
articles. His research Deniz Ucbasaran underlines the importance that we attach to
relates to new ways Deniz joins us from teaching excellence in fulfilling our mission
of creating value Nottingham; her and achieving our vision as a leading business
(economic, social, cultural) and encompasses research explores school. André has in recent years emerged as
entrepreneurship through new venture entrepreneurial activity, a leading international scholar in the field
creation; entrepreneurship in established looking at identification of organisational behaviour, with important
organisations; and the resource-based view of and exploitation of contributions to the study of power and
the firm. opportunities for new resistance in organisations, in which he has
value creation. It draws on both economic developed a unique conception of power and
and social psychological theories, for resistance in organisational life.’
example: cognitive processes including those
relating to expertise, heuristics and biases,
sense-making, emotion and intuition.

9. WBS news nexus: spring 2011 9
the Chinese connection focusing explicitly on the politics of the
global financial crisis and its links to the
real economy in OECD economies, as well
Shortly after Mark Taylor officially took
as questions of representation for emerging
up the reins as WBS Dean, he presented at
market economies within international
The Warwick Commission on International
financial reform debates.
Financial Reform, held in China. The
Commission launched in 2009, bringing
Just three months later, the Dean was again in
together a range of world-class economists,
China. Together with Professor Qing Wang,
political scientists, and lawyers from both
Associate Dean (Internationalisation), and
the scholarly and policy worlds, to explore
Alison Bond, Head of Alumni Relations, he
how international financial reform can move
visited several higher education institutions
beyond questions of architecture and towards
with a view to developing collaborations.
how it may be possible to build consensus.
Two alumni events were held in Shanghai
and Beijing at the same time.
The Commission is especially concerned
with the political economy of reform, The Warwick Commission on
w www2.warwick.ac.uk/research/
International Financial Reform
warwickcommission/about/
hot off the press
Next Generation Talent Organisation Culture: Implementing Models of
Management: Talent Getting it Right Financial Derivatives:
Management to Survive Naomi Stanford PhD Object Oriented
Turmoil (Warwick) 1998 published Applications with VBA
Andrés Hatum PhD by Profile Books Ltd. Dr Nick Webber published
(Warwick) 1998 A book full of real by John Wiley & Sons.
published by Palgrave life examples from This book teaches students
Macmillan. Andrés companies including Ikea, and practitioners the
considers the ways firms McDonald’s, Ford, and numerics and design
are confronting critical Toyota and with a series of a powerful pricing tool in VBA. It leads
issues such as attraction, development of wide-ranging practical the reader through the basics, from simple
and retention when new generations are exercises to help managers analyse and make procedural code to the advanced design of
coming into their companies during a time their organisation’s culture a powerful driver systems and object-style applications. It also
of economic turmoil. Andrés is Associate of success. Naomi is the author of numerous covers Monte Carlo and lattice methods and
Professor at IAE Business School, specialising articles and two books on organisation their implementation. Full implementation
in organisational flexibility and talent design, including The Economist Guide to methods and code are provided, making this
management. w tinyurl.com/33w6o9g Organisation Design. w tinyurl.com/2vo43ja an invaluable guide for portfolio managers,
risk managers, and fund managers.
The United Nations Global The Handbook of Decision w tinyurl.com/2ufzo7t
Compact: Achievements, Making co-edited by
Trends and Challenges Professor David C Wilson Global Sourcing of
co-edited by Associate published by Wiley- Information Technology
Professor Andreas Rasche. Blackwell. This book is a and Business Processes
Published by Cambridge vital reference text for all co-edited by Associate
University Press. This students and professionals Professor Julia Kotlarsky
book reviews the first of management, published by Springer.
ten years of the United organisation and decision- This book contains 14
Nations Global Compact’s making. It offers a wide carefully reviewed and
existence (2000–2010) by presenting range of theoretical and empirical approaches selected papers from the
exclusively commissioned chapters from to the understanding of organisational and 4th Workshop on Global
well-known scholars, practitioners from the strategic decisions. To purchase, please order Sourcing, held in Zermatt, Switzerland,
business world and civil society, and Global via Amazon. w tinyurl.com/3xmy4o7 in March 2010. These have been gleaned
Compact staff. w tinyurl.com/3x7zbj3 from a vast empirical base brought together
by leading researchers of outsourcing and
Small Business and
Corporate Governance: offshoring and this volume is intended for
Entrepreneurship
Principles and Issues use by students, academics and practitioners
co-authored by Professor,
Donald Nordberg MBA interested in the outsourcing and offshoring
David Storey and
(Warwick) 1990 published of information technology and business
Associate Professor
by Sage. This book draws processes. w tinyurl.com/2v6qd5a
Francis J Greene
on the author’s many published by Financial
years as a journalist and Times/Prentice Hall.
his academic research to This exciting new book
develop a strong narrative provides the ‘big picture’ on small business
to draw both students and entrepreneurship and explores both the For more information about WBS faculty,
and practitioners into the story of corporate prevalence and importance of small and start- disciplines and publications
governance. w tinyurl.com/3xf7xqg up businesses. w tinyurl.com/367rzbl w www.wbs.ac.uk/faculty

10. 10 nexus: spring 2011 creativity and innovation
working capital: creativity, the arts and
performance for innovative teaching and learning
Grier Palmer explains a major new project for WBS
Jonothan Neelands
Jonothan Neelands joined WBS
Our strategy at WBS is clearly to be He says, ‘OSL works to open up issues in November 2010 as WBS
world-class. But we don’t have to be like with creative criticality and illustrates Professor of Creative Education.
everyone else to achieve this; therefore how the Arts can facilitate originality, He is also Chair of Drama and
Theatre Education at Warwick’s
‘We see things differently’ and we can higher levels of learning, and stimulate a
Institute of Education. In addition
help others to do so too. Our new multi- person’s deeper development.’ to his academic profile, he is an
project programme, Working Capital, experienced drama practitioner
encompasses the approaches of the ‘My lifetime’s experiences, research, and and coach, with ‘acting to learn
Arts, creative people, and the creative practice have been in theatre, linking and learning to act’ as a key feature
sector, and applies these to the world of to democracy and education. And this of his workshop leadership, which
business to develop stronger creativity triangle underpins my interest in the has helped to create a national
and international reputation for
and innovation in WBS teaching, nurturing and stimulus that drama can creating and delivering high quality pedagogic, professional
learning, and research. bring to people’s development.’ and student training, education and development in the
USA, Canada, Australia, Asia as well as the UK.
Jonothan Neelands, our new Professor Through Working Capital, we will link
of Creative Education, jointly leads this up the work of individuals at WBS to Jonothan has a close working and research relationship
project with myself. His work includes a enable more collaboration and synergy, with the Royal Shakespeare Company, and has advised
government on the identification and training of
mantra of ‘acting to learn and learning and we will link up WBS itself with a
exceptionally able and motivated young performers. He
to act’, especially demonstrated in kaleidoscope of creative communities. is Research Consultant for the theatre industry’s National
his coaching of both school drama Since August we have been inviting Council of Drama Training and a member of the RSC
teachers and ensembles of professional faculty, staff, students, alumni, and Education Advisory Group. His research interests include
actors. His commitment also to Open creative partner organisations to join Open-space Learning in Real World Contexts – the theory
Space Learning (OSL) has helped our our new network to aid our new strategic and practice of drama and theatre education; models of
undergraduates and participants on the thrust. cultural and creative learning; a pro-social pedagogy of arts
education and artists’ work as reflective practitioners.
Warwick MBA.
launch event
In November, we officially launched
our new initiative in London at a very
lively event. Some 40 people heard the
Dean’s vision and passion for the Arts
to become integral to WBS, and then
explored the links between creativity,
innovation, and business through a
variety of guest speakers.
The artist’s craft
Internationally renowned painter Contrarily, he argued what does not case studies: the first explored an invention missing
and sculptor Nasser Azam shared his transfer is: the market, until the potential consumer prompted
insights about what, of an artist’s craft, • the insularity of the artist small but significant changes in the product’s
could be transferred to business. An ex- • aesthetic judgement. design and use; the second was a striking story of
Merchant Banker, Nasser has recently collaboration, with design process incorporating
taken over and re-launched the Zahra Is design the link between creativity & users plus simple prototyping.
Modern Art Foundries in London. innovation?
w www.assam.com From his wide and pioneering Together we are stronger
experiences at the Design Council, Chris Bilton is the Director of Warwick’s Centre for
His stimulating list of possible transfers David Kester, as its CEO, proposed Cultural Studies, and author of Management and
included: the wider application of design, not Creativity. Chris interestingly critiqued as myths a
• observation – the learning and ideas only in product but also to service number of conventional ideas about creativity, artists
that come to the artist from scrutiny and organisation; not only in business and executives, referencing Koestler’s ‘bi-association’,
• striving for the highest achievement but also in public and not-for-profit arguing that the two different cultures of Art and
• commitment – art must succeed enterprises. Business can spark a bigger idea by coming together,
because of the cost of expensive and that an oscillation between idea-generation and
materials and processes. David argued the power of design in two idea-implementation is the optimum process.

11. nexus: spring 2011 creativity and innovation 11
I am convinced that
engagement with the
Arts is a way of nurturing
the creative impulse
that is within every
one of our students
in order to help them
how is all this being applied at on and performing dramatised case studies.
become outstanding
WBS? Jonathan says, ‘OSL is experiential: it’s using
a kind of play space, in which they have to
business leaders. It’s
Many of our faculty are exploring how do it’. Rachel adds ‘We give the students a different way of
a toolbox to create, and then explore with
to introduce creativity and innovative
teaching into their students’ learning – them the language and terminology used in approaching business
from undergraduate to doctoral level. We the module. We provide a chance for them to
try things, to take a creative risk.’ and management
also have a new writing programme being
scoped to aid writing creatively, for academic
Working across the University
education.
publication and study.
We are also designing an innovative series of
Expanding accounting interdisciplinary modules for undergraduates Professor Mark Taylor, Dean, WBS
Louise Gracia, Director of our largest across the University. These will encompass
undergraduate degree course, BSc in different subject areas but focus around
Accounting & Finance, explains her single themes like decision-making with
literature and accountancy project. ‘There Professor Nick Chater, or creativity. This the author in minute
is a conception of accounting as a bounded, will give students a variety of perspectives
objective (cognitive), professional regulatory and learning experiences, and encourage Grier
more original and richer interpretations of
or reporting practice with well-defined
material and issues.
Palmer
rules and regulations giving rise to a single
truth – ie ‘the true and fair view’. I have Grier leads the
begun to use creative materials like poetry New partnerships Creativity and
and texts to support students in challenging We are working with Alan Rivett, Director Innovation
of Warwick Arts Centre (WAC), to explore initiatives as
existing accounting knowledge and practice. Academic
Through the written and spoken word we relationship opportunities with this
Director, WBS
are beginning to consider whether we can extraordinary facility, networked as he
Teaching &
find aspects/views of accounting that are says with, ‘vibrant... contemporary, often Learning. He is
otherwise obscured.’ international artists’. WAC’s Chair, Professor the first Warwick
Susan Bassnett , says it demonstrates, academic to gain
A new type of case study ‘a University-wide commitment to the their Masters in
importance of creativity to our well-being Higher Education
Stephen Roper and I are leading an and, as well as teaching undergraduates and
interdisciplinary project to generate new and that of contemporary society.’
supervising masters students and participants on
types of cases for teaching and learning at the Warwick MBA, he develops PhDs as teachers,
WBS, exploiting the research being done We will also be working with other partners trains executives, and coaches entrepreneurs.
by WBS staff with doctoral researchers, and from the creative sectors and the Arts to help His research is pedagogic, including teaching
participants on the Warwick MBA. We aim generate a creative atmosphere to stimulate with case studies, and explores how to develop
innovation. students’ ‘critical creativity’.
to help introduce new formats and media as
well as a different kind of content in order to
create more challenging studies, closer to the
complex and dynamic situations executives how can you help?
actually face.
Our alumni have been very supportive and many have stepped forward to collaborate
Taking creative risks including:
Jonathan Heron of Fail Better Productions Simon M Wood, a movie entrepreneur w www.movie-zine.com
and Rachel King, a Warwick PhD and gallery owners like Peter Quintana, w www.oc-eo.com
researcher and drama practitioner/coach, and Olga Nefedova, w www.russianart4u.co.uk
have been using OSL with our third year
undergraduates to support and stimulate the Please do get in touch with us if you feel you would like to be involved.
students’ creative criticality through working e alumni@wbs.ac.uk

12. 12 nexus: spring 2011 creativity and innovation
innovation capabilities in the emerging economies:
toward a research agenda
Professor Qing Wang introduces some of the capabilities of firms in emerging economies and suggests ways in which
they will need to develop in order to meet the changing demands of the consumer.
The historical reliance of emerging For more details contact
economies on low cost production and low e qing.wang@wbs.ac.uk Professor of
value-added economic development paths Marketing & Innovation, Associate Dean
has created bottle necks for sustainable (Internationalisation), WBS.
growth. Recognising this problem, emerging
economies have stepped up the effort to Join the discussion online in February
develop innovative capabilities – evidenced Qing will be online at
by the rapid increase in the number of patent w www.wbs.ac.uk/jointhedebate from the
filings by applicants from China. Between 1–5 February 2011. Come and swap ideas and
2005 and 2006, the number of filings from discuss the issues she raises in this article.
China increased by 32.1 percent. The US is
still the largest recipient of patent filings with • What do you see as the opportunities for
a total of 425,966 filed in 2006, followed by firms in emerging economies to ‘leap
Japan (408,674), and China (210,501). There frog’ the multi-nationals, particularly in
has been an increase in the level of patenting technology and marketing?
activity in other emerging countries such
as India, Brazil, and Mexico, but, for these • What are the differences between the
emerging countries, non-resident applicants type of innovative capabilities for firms
accounted for the largest share of total competing at the lower and higher ends of
filings in these countries, lagging behind the market?
leading emerging economies like China in
developing their innovative capabilities. • What are the roles of users, particularly
those in the emerging markets, and their
Historically, emerging economies such as A number of Chinese brands have emerged behaviours in the innovation adoption
China have been developing their economy either through own development (Huawei, process?
based on low cost production and processing Haier, Baido, China Mobile, ZTE) or merger
trade. However, processing trade is greatly and acquisition of foreign brands (Lenovo,
dependent on western countries to handle Volvo). The Chinese automobile industry’s
the author in minute
the upstream (R&D and innovation) and new target is to increase own-brand market
downstream parts (marketing and sales) of share in the domestic passenger cars market Qing is Professor
the supply chain. In 2009, China’s exports to 40 percent by 2013, and own-brand of Marketing and
Associate Dean for
exceeded US$1.19 trillion, of which 50 automobile exports to 10 percent. In the
Internationalisation.
percent was still classified as processing trade. context of stimulating domestic demand, She gained her PhD
There are variations across sectors and firm the increase in the sales of own-brand cars at Warwick and was
ownership; those sectors that are relatively in the domestic market will lead to quality a faculty member at
sophisticated, such as electronic devices, improvement and innovations. Sussex before joining
have particularly high foreign content (about WBS. She has also been
80 percent). Foreign-invested firms also To ensure this target is achieved, it is a Visiting Professor at universities including Duke,
Tsinghua, and INSEAD.
tend to have higher foreign content in their important that firms in the emerging
exports than domestic. economies develop superior products Her research draws on psychology, innovation
characterised by both technological and studies, and neuroscience to understand
Many of the final products are sold under marketing superiority. These firms have consumer behaviour in the adoption of radical
foreign brand names, even in such low-tech the huge comparative advantage of being new products; the co-evolution of consumer
sectors as clothing. Nearly 200 Chinese closer to their large domestic market and learning and firm strategies; and the innovative
capabilities and branding strategies of Chinese
products are top of the list in the quantities their customers. To unleash this potential,
high-tech firms.
of production, but none is on the list of the these firms must combine their innovative
world’s top 100 most valuable brands. 90 capabilities with a strong market orientation Qing is a Member of the Marketing Science
percent of ‘Made in China’ products do not to reduce the risks of innovation and to meet Institute, and Director of MICE (Marketing,
have their own brands. However, brands the changing demands of consumers in Innovation and Chinese Economy network).
mean profitability; for example, 80 percent of the emerging markets, as their income and She has published in leading journals including
Volkswagen profit comes from the Chinese standard of living increase and their needs Journal of Marketing Research, Journal of Product
Innovation Management, and Research Policy. She
market. GM makes US$145 on every car it become more sophisticated. There is clearly a is also Associate Editor for Journal of Research in
sells in the US, but US$2,400 on every car it research agenda for academics in this area to Interactive Marketing and International Journal of
sells in China. contribute to a better understanding of this China Marketing.
process.

13. nexus: spring 2011 creativity and innovation 13
innovation & the uk manufacturing industry
Kevin Morley looks at how a concentration on specialised, innovative short-run manufacturing could be the answer to
the UK’s current financial woes.
Almost the entire focus of Chinese development capital stock, and this growth is
manufacturing is on Long Run a continual curve.
Manufacturing. If you want a million
mobile phones a month, indeed, if you The motor industry is often used as the bell
want a million of anything a month, go to weather of the health of manufacturing
China. And this is likely to continue despite industry and indeed no self-respecting
economic competitors claiming increased country that purports to be a leading force
demand will lead to higher wages and a in the economic world would be without
subsequent loss in price competitiveness. its motor industry. It is no surprise that the
When I was on the Board of a company with BRIC countries have been playing catch up
a factory producing electronics in Shinzhen with their own individual manufacturing
Province and wage increases became an issue plants. As an example; China’s car industry
because of increased demand for labour, we grew by over 60 percent in the last 12
simply moved production further inland to months and it is clear that even motor
Guandong Province, where wages were much manufacturing will migrate Eastwards
lower. China is so huge and populous that over time. It will then be left to the more
this process can be repeated for decades. specialised and innovatory industries to
provide the West’s manufacturing output.
If this current recession has taught us So we in the West have to focus our
nothing else, it’s that over-reliance on one manufacturing energies on the Short Run
sector in the economy can be dangerous, end of the spectrum. This will involve the As the old proverb
especially if that sector happens to be more specialised and therefore high end
financial services. It’s no coincidence that manufacturing processes and must be led so accurately states,
casinos also use the word ‘bank’ to describe by innovation. Many studies have shown
the House. there is a strong and enduring link between innovate or die!
innovation and productivity growth. The
The current small but significant spurt seminal study by Solow found that nearly And with manufacturing employing about
in growth in the UK economy is almost 90 percent of the increase in US labour 2.6 million people in the UK and accounting
entirely down to one long-forgotten sector production in the twentieth century was for 13 percent or over £150 billion of our
– manufacturing. Germany powered out of caused by innovation and technical change. National Economic Output, it is clear that it’s
this recession simply because of its strong A recent study by Coe and Holpman an industry to be cherished and this has to be
manufacturing base which shows the way for (1993) estimated that the elasticity of UK done by innovation and new technology. As
the rest of the West, despite more and more manufacturing output is around 0.2 for the old proverb so accurately states, innovate
manufacturing heading towards China. every 1 percent increase in research and or die!
on the knowledge centre... the author in minute
the digital future of manufacturing designing for the 21st century Kevin started his working
Britain has been The use of tensioned fabric in architecture life with Ford and was head-
hunted to Rover where he
described as necessitates a collaboration between quickly climbed the ranks to
a ‘knowledge engineers and designers from the become Managing Director
economy’, but beginning. Professor Lewis has been and a member of the Board.
is this an over- researching tensioned fabric structures, Having regained Rover’s
profitability, he left to set
simplification? co-ordinating the ‘Design for the 21st
up his own marketing agency which became the
Professor Lord Kumar Bhattacharyya, Century’ project and exhibition as a 6th largest in Europe before it was purchased by
Director of WMG, believes that the collaboration between Warwick’s School Interpublic.
importance of manufacturing has been of Engineering and the Courtauld
overlooked in the UK and that the future of Institute in 2009. Since then, her research Kevin is Chairman of one PLC and Non-executive
Director of two others, owns three marketing
manufacturing lies in digital technology. has become focused on the potential of agencies, a five-star hotel, and has interests in a
WMG’s Digital Lab has proven that rigid minimal forms. number of smaller companies. He continues to
there are opportunities for British-based w tinyurl.com/3afwcky work as a consultant in marketing, and speaks
manufacturing that need to be exploited, at events worldwide. He is Vice President of
the British Dyslexia Association, and a Charter
and that our universities have a crucial role
Member of the Duke of Edinburgh Award
to play. w tinyurl.com/38yof9y Scheme. Kevin is an Honorary Professor at
Warwick Business School.

14. 14 nexus: spring 2011 creativity and innovation
the mind is flat:
the illusion of depth in human behaviour
Nick Chater
A new Behavioural Science group at WBS, headed intrinsically interdisciplinary, lying at the nexus
by Professor Nick Chater, has been formed to study of applied psychology, organisational behaviour,
behavioural science and its applications in business, neuroscience, sociology, management science,
the economy, and finance. Behavioural science is economics, and finance.
a relatively new research and teaching field that is
When we choose a car, vote, or make a moral whether the answer was (a) 0–1h, (b) 1h–2h, et al. 2005). Petter asks people to choose
choice, we imagine ourselves driven by deep (c) 2h–3h, (d) 3h, (e) more than 3h. Your which of two faces they think is most
motivations and desires. But one of the inner statistician should, of course, look attractive; and then by a conjuring trick,
insights of modern behavioural science is deep within your experience, and select (a). presents the person with the face they didn’t
that this feeling is almost entirely an illusion. But there is no inner statistician, peering choose saying ‘Tell me why you chose that
Rather than consulting our ‘inner selves’, into your mental depths—indeed, there are one.’ This shocking thing is: (i) people don’t
we are, rather desperately, attempting to no mental depths to peer into! Instead, with notice the switch; (ii) they are perfectly
figure out, there and then, what we should either set of options, you actually think – happy to provide an explanation for the
do and feel. Rather than drilling down into ’Help, I’ve no idea! I suppose I watch a bit choosing face B, a few seconds after actually
some stable bedrock, we cook up a credible- less TV than the average person; and these choosing face A.
sounding story about our behaviour, on the options probably cover the population at
spot. large. So perhaps I’m a (c).’ And you do this What does this mean for running a
both times. Even though the answers are corporation? Don’t try to look deep inside
Let’s take an example. Suppose I ask how wildly inconsistent. your customers, or your employees, or
much TV you watch each night. I might yourself. Do focus on the moment-by-
give you options such as (a) 0–15 mins, This phenomenon, prospect relativity moment processes of buying, working or
(b) 15–30 mins, (c) 30–45 mins, (d) 45–60 (Stewart, et al., 2003), is ubiquitous. Perhaps living that people find rewarding, and create
mins, (e) more than 60 mins. Suppose you it doesn’t matter much whether I know how more of them.
consult your ‘inner statistician’ and select much TV I watch. But the same problem
(c). Now, I might, though, have asked you arises everywhere. We can be induced, Johansson, Petter; Lars Hall, Sverker Sikström, A.
Olsson (2005). ‘Failure to Detect Mismatches Between
by similar trickery, to favour wildly risky
Intention and Outcome in a Simple Decision Task’.
investments (if the others are even riskier) or
on the knowledge centre... stodgily safe ones; to favour fuel efficiency
Science, 310, 116–119.
over performance in a new car, or the reverse; Stewart, N., Chater, N., Stott, H. P., & Reimers, S.
emotional prosperity to focus on quality, or price, when in the (2003). Prospect relativity: How choice options
It is the desire influence decision under risk. Journal of Experimental
supermarket. There is no point trying to Psychology: General, 132, 23-46.
to increase GDP figure out what I really want, and providing
that informs it – I don’t know what I want myself.
the economical the author in minute
decisions of Western There are limits to our flexibility and
countries. Professor confusion. As I mentioned, one way we
cook up stories about what we want is by Nick Chater joined WBS
Andrew Oswald however, argues that it in 2010, after holding
is time to change our way of thinking. considering what we normally do. If I usually
chairs in psychology at
Global warming and diminishing natural buy quality audio equipment, I have some Warwick and then at UCL.
resources means that is now necessary to evidence that this matters to me – so I’d He has over 200 hundred
create fewer products rather than more, better do when next in the store. I’m like publications to his name,
an author flicking back in my manuscript has won four national
and the evidence is also stacking up to awards for psychological
to remember a character’s hair colour; to be
prove that old suspicion correct – perhaps research, and has served
consistent, I have to check what I like and
more money doesn’t make people (or feel, and stick with it.
as Associate Editor for the
countries) happier after all. journals Cognitive Science, Psychological Review,
and Psychological Science. He was elected a Fellow
w tinyurl.com/3alm8zb Experiments on choice blindness by my of the Cognitive Science Society in 2010.
collaborator Petter Johansson show this
process in operation very neatly (Johansson

15. nexus: spring 2011 creativity and innovation 15
the role of innovation & creativity in building
resilient organisations
Dr Bridgette Sullivan-Taylor and Dr Layla Branicki summarise some of the current research emanating from the
Strategy, Organisational Learning & Resilience research unit.
flexibility to cope with extreme Social networking technologies
threats and events is a key Layla’s new two-year inter-institutional
theme in SOLAR research. project combines qualitative and
quantitative approaches to examine the
Strategic capabilities impact of technological innovations, such
Bridgette’s project was the first as social networking technologies, upon
to examine the state of play of emergency management. It looks to explore
UK organisational resilience, smarter and more creative solutions for city
and initial findings have wide evacuation.
reaching consequences not Contact e Layla.Branicki@wbs.ac.uk
only for those organisations
operating in high risk contexts Organisational learning
but for all organisations A new PhD project which explores how
operating within the UK public companies have managed during times of
Private, public, and voluntary organisations and private sector context. crisis. Gareth’s research focuses on how
are facing significant challenges as the real companies learn and whether, during
impact of the global financial crisis and This research investigates intra- and inter times of extreme events, companies learn
government retrenchment are felt. Findings organisational relationships and challenges more efficiently when working with
from the Strategy, Organisational Learning traditional business continuity approaches direct government input (public private
& Resilience (SOLAR) research unit, a leader to planning and preparedness which is partnership-style) or if they are more
in the field of organisational resilience, predicated upon individual organisations efficient when operating independently.
highlight how organisations can create operating in isolation and one size fits all Contact e Gareth.Owen@warwick.ac.uk
capabilities to better respond to adverse and organisation solutions to managing extreme
austere conditions. events. Instead our research highlights SOLAR research themes remain timely and
the need for strategic decision-makers its research activities continue to attract
The contemporary relevance of the research to think creatively about the resources academic, government, and industry
is reflected in an expanding portfolio of high and capabilities across critical national support. It is only through academia,
impact projects. In 2010, Sullivan-Taylor and infrastructure and international supply industry, and government working creatively
Branicki disseminated research findings to chains. together that innovative solutions can be
a wide range of practitioner (AIRMIC, Bank found to the problems challenging a post
of England, BCM World, IPT) and academic This includes the use of creative scenarios financial crisis landscape.
audiences (SMS, EGOS). New SOLAR using ‘Lego Serious Play’ to map out the
Research Associates also include Steyer, strategic landscape as well as potential
Stephenson, Cohen, Von Schwanewede, and dependencies and inhibitors to achieving on the knowledge centre...
Stolz. overall resilience.
risky business
The exploration of strategy, in terms of To engage further with strategy in The 21st century
both human behaviour and organisational practice, an Advisory Board has been set has been a time
processes, has become increasingly pertinent up with senior corporate and government fraught with
not only to the UK’s recovery from extreme representatives, chaired by a member of the concerns about
financial shocks but also to the potential House of Lords. safety, from
impact and increasing frequency of events the micro level
ranging from terrorists acts to severe weather Contact
of identity theft and credit card fraud
events. The need for creative solutions and e Bridgette.Sullivan-Taylor@wbs.ac.uk
to the threat of terrorism at the macro
level. Dr Bridgette Sullivan-Taylor has
For more information SOLAR events for 2011 recently completed a Leverhulme Trust
on SOLAR research and • Organisational Resilience Project: policy and practice funded research project that examined
activities see the SOLAR impact events, hosted by partner organisations, Summer. the intricate relationships between
web site or contact Dr • Secure Outcomes Breakfast Series: organised jointly by international tourism and terrorism,
Bridgette Sullivan-Taylor, SOLAR, the Industry & Parliamentary Trust (IPT), and the and looked at how managers in the
Director, Solar University of Warwick, held at Westminster, Jan-June. travel and tourism sector cope with the
w www.wbs.ac.uk/go/solar • Security Conference, June, Westminster uncertainties caused by the terrorist
Contact Bridgette or Gareth for further information. threat. w tinyurl.com/356aao3

16. 16
personal & career development
take control of your personal brand
If you’re serious about your Stride 3: Dress like you mean it
career, you need to take control Style and grooming are the packaging of your brand. Do you
present yourself in a way that invites trust and credibility? Your
of your ‘Brand Me’. dress should be an extension of your personality and brand.
We all have a personal brand; it’s just like
a corporate or product brand. It’s how
Stride 4: Silent indicators
‘Body Talk’ speaks volumes. A genuine smile, a good handshake
you make others feel about you, what
and positive eye contact are essential – you will be judged on
people say about you, and the words they
them so take time to get them right.
use to describe you.
We don’t always cultivate our brand image though. It’s often Stride 5: Speak easy
left to chance. But, the impact of considered branding cannot What does your voice convey about your brand? Have you
be underestimated –just look at the success of brands like David listened to your voicemail message, to hear how professional
Beckham, Apple, Coca Cola, and even the Queen. you sound? Don’t underestimate the power and influence of
your voice.
Take control of your brand with these essential tips, 7
Big Strides to Walking TALL®, from personal branding Stride 6: Be interested & visible
Being genuinely interested in others will make you more
expert Lesley Everett. interesting, and more memorable.
Stride 1: Who you really are How visible are you? Do people know you or do others have to
Uncover your personality, values, individuality and your unique describe you in detail for people to know who you
selling points. We often lose track of our identity in a busy are? Having a great brand is not enough; you
business world and when we’re focused on career progression. need to manage your visibility to project it.
It’s important to get feedback from others on how they see you It’s not always about seeing people face to
– analyse appraisals and personal development plans. face; you can be visible in other ways. Think
about your profile online and how you interact and
Ask others around you for three words to describe you. Do these contribute your expertise.
correlate to how you see yourself? Are you happy with them?
This collection of perceptions from others is your brand, so Stride 7: Each time, all the time
make sure you manage them. Consistency is crucial. For any brand to be 100 percent
successful, it has to be 100 percent consistent.
Stride 2: The first seven seconds
It takes just seven seconds for people to judge us. Lesley Everett is author of Walking TALL – key steps to total image
impact and founder of Walking Tall – The Personal Branding
How often do people get the wrong Company. w www.walkingtall.org
impression?
There are three steps to a first Special offer
impression:
1 What you look like Access over two hours of unique video
2 What you sound like training from Lesley, separated into 12
3 What you say modules and delivered to your inbox over four
weeks via the 8.45 Club, for the discounted
First we take in non-verbal
communication, then we assess rate of £27 (normal price £47)
vocal quality, and finally we hook
into content if we like what we To purchase, login to your Alumni website, click
see and how we hear it. First
impressions are incredibly powerful
on the careers link under Develop and click on
in defining how we feel about ‘Buy Services Online’.
somebody.