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Add ons are features or services that can enhance the functionality or quality of base goods. They are pervasive. Yet we know little about the behavior of add‐on prices over the business cycle. We use 10 years of data from a nationwide Canadian retailer to investigate the local cyclicality of extended warranty prices, a classic add on. We find base prices are acyclical. Warranty prices are procyclical because local stores use warranties to make demand for durable goods less price‐elastic. We show add ons amplify responses to national business cycles and study the implications for inflation rate bias. [ABSTRACT FROM AUTHOR]

An amazing development of sport business has been present in the past decades. This trend started in the mid-twentieth century. One of the basic reasons for this state is the marketing, media and PR conversion of major sports events into spectacles with properties of a short-term global phenomenon. Benefits of such a global expansion of sports mega-events are not purely financial, although the financial benefit is the most obvious one. The positive effect of PR of sports mega-events is generating the positive attitude of sport and sport practice. Trend of actively spending one's leisure time is derived from a general interest in sport activities today (though this is not necessarily followed by practicing sport activities). Therefore, there is an emphasized need for further development of Public Relations and Communication strategies, knowledge and understanding of the communication management of sports events. The coordinated implementation of PR activities and communication methods in sports reduces potential negative social impacts and any financial losses on the one hand, but it more commonly increases the benefits of the aforementioned elements. Analyses and research in this field are rare and therefore this paper represents initial theoretical contribution. The paper analyzes the special event-sporting spectacle as an instrument of PR communication in the broader social context.

The paper analyses the developments of the labour market policies in Montenegro from the perspective of social investment. Montenegro is a candidate country for the European Union membership and there is a need of harmonisation of normative framework. Social investment is gaining considerable attention of EU policy makers and is positioned highly on the social policy agenda. Consequently, the paper examines whether Montenegrin labour market performs in the similar fashion as in the EU. The aim of the research is to show whether Montenegrin labour market will be ready for the accession, both normatively and in practice. Active labour market policies are in the focus of the paper, as they are one of the most representative social investment measures in this policy area. There is also an analysis of two specific policies: so called "mothers' allowances" and the "apprentice programme". This analysis shows that Montenegro has a good starting point in terms of the legal framework it has enacted, but in practice, social investment is not present. [ABSTRACT FROM AUTHOR]

Protection and inclusion have for long been some of the guiding principles of the European welfare states. The crisis of 2008 placed social investment high on the social policy agenda in the EU and specific policies that the new paradigm embraces have been in focus. Unfortunately, little attention is paid to administering policies. Creating one-stop shops, as a new way of easier and more efficient use of available resources for citizens, is perceived as the most suitable way for administration of specific policies. This paper is a contribution to this debate, looking at ways social policy is administered across the EU, from a double perspective. First, having social investment as the theoretical but also practical approach and second, looking at different welfare state regimes. This approach should point to major differences in social policy administration but also present which models perform the best. Most importantly, the paper aims to show how administering social care influences implementation of policy changes across the European Union. [ABSTRACT FROM AUTHOR]

The main function of sports organizations is the implementation of the training process, which also leads to the integral development of an athlete, i.e. participant in sports activities. One of the crucial prerequisites for achieving the necessaiy qualify of the training process is appropriate management in sports organizations. However, we cannot discuss stable and successful organization without successful management. The structure of sports organization is its statics, while its processes stand for dynamics. Main challenge for coaches and managers in a sports organization is to connect them both into a functional unify through management functions, and therefore contribute to the quality and continuity of the training process as an essential mission of a sports organization. This paper highlights the specificities of the training process in sport, the complexity and responsibility of the role of coaches in its implementation, as well as the management's responsibility in providing necesany conditions for the management of the training process. [ABSTRACT FROM AUTHOR]