In motion systems with timescales ranging from hours up to and including the diurnal cycle, gravity and inertio‐gravity waves are dominant. The influence of the Earth’s rotation is discernible, but geostrophic balance does not prevail and Rossby wave propagation and dispersion do not play a dominant role in the dynamics.

A coherent introduction to generative syntax by a leader in the field, this textbook leads students through the theory from the very beginning, assuming no prior knowledge. Introducing the central concepts in a systematic and engaging way, it covers the goals of generative grammar, tacit native-speaker knowledge, categories and constituents, phrase structure, movement, binding, syntax beyond English and the architecture of grammar. The theory is built slowly, showing in a step-by-step fashion how different versions of generative theory relate to one another. Examples are carefully chosen to be easily understood, and a comprehensive glossary provides clear definitions of all the key terms introduced. With end of chapter exercises, broader discussion questions, and annotated further reading lists. Beginning Syntax is the ideal resource for instructors and beginning undergraduate students of syntax alike. Two further textbooks by Ian Roberts, Continuing Syntax and Comparing Syntax, will take students to intermediate and advanced level.

A coherent introduction to generative syntax by a leader in the field, this textbook leads students through the theory from the very beginning, assuming no prior knowledge. Introducing the central concepts in a systematic and engaging way, it covers the goals of generative grammar, tacit native-speaker knowledge, categories and constituents, phrase structure, movement, binding, syntax beyond English and the architecture of grammar. The theory is built slowly, showing in a step-by-step fashion how different versions of generative theory relate to one another. Examples are carefully chosen to be easily understood, and a comprehensive glossary provides clear definitions of all the key terms introduced. With end of chapter exercises, broader discussion questions, and annotated further reading lists. Beginning Syntax is the ideal resource for instructors and beginning undergraduate students of syntax alike. Two further textbooks by Ian Roberts, Continuing Syntax and Comparing Syntax, will take students to intermediate and advanced level.

Tropical weather systems with timescales shorter than a few weeks can be divided into three broad categories: equatorially trapped waves, off‐equatorial waves, and tropical vortices.

Some of the most influential general circulation papers in the late 1940s, 1950s, and 1960s involved the formulation and diagnosis of balance requirements that can be applied to any scalar, conserved quantity.

The prominence of the stratosphere in general circulation research derives from

• its role as a reservoir for dangerous radioactive debris from nuclear explosions and reflective sulfate aerosols from volcanic eruptions,

• its role in mediating ozone photochemistry, which shields life on Earth from harmful effects of solar ultraviolet radiation,

• its distinctive low frequency variability, which is seen as a possible vehicle for extending the range of useful weather prediction,

• its relative simplicity as a dynamical system in which the interactions between waves and the zonally symmetric flow play a central role.

This chapter considers the strategy development process in the context of the radical and disruptive effects of digital technologies. In an uncertain and dynamic environment many organisations question whether it is appropriate to fashion a strategy at all, or whether they should simply respond to events as they occur. This dynamic approach, if professionally managed, allows for the rapid testing of the tactical tools of product and price to boost customer engagement, and develops actionable intelligence for the organisation, enabling it to adapt, manoeuvre, and dominate its chosen markets.

This chapter builds upon the internal view of marketing organisation in Chapter 5 to give an external perspective of how organisations sit within their wider marketing ecosystem to provide benefits to customers across a range of channels through a co-ordinated variety of activities. Digital technologies have forced a reconfiguring of traditional businesses who are vulnerable due to the high levels of resources committed to staff, accommodation, and facilities. Additionally, these established, incumbent businesses may feel that they do not need to change and that the market will eventually come around to their way of thinking, a misunderstanding of the wave of customer empowerment that runs throughout this book. So far in this book we have highlighted the risk of ignoring change, and the speed and certitude with which it is occurring to the benefit of agile, often newer, organisations, and to the detriment of more bureaucratic, often older, businesses. Let us explore how value networks have changed.

This chapter considers the mechanics of how customers and suppliers interact online to deliver a high-quality experience for the customer and an efficient sales operation for the supplier. It connects principally with Chapter 4, where we considered customer interests and priorities, one of which was for close communication. It also links to the customer service elements of Chapter 3 and the analytics that are used to track and provide information on these interactions as discussed in Chapter 2. We will explore the ‘bigger picture’ of the processes for customer relationships and how these develop and progress over time. We will also consider the detail of individual transactions and how these can be identified and improved to create a ‘frictionless’ experience for customers.

This chapter considers how organisations reinvent both themselves and the marketing relationship with their chosen customers. Creativity can occur at the microscale with improvements and breakthroughs from promotional taglines and product enhancements and through transformational changes which may create new product ranges and access new customer segments. Creativity is often considered to be a random or serendipitous event which occurs with no clear advanced planning, but this is misleading. Organisations and individuals can organise themselves, and create cultural mindsets, that open the door to creative opportunities which may fail – causing the organisation to question its priorities and approach – or succeed, thus creating value for the organisation and its customers. Many organisations realise the importance of the reinvention opportunities that creativity brings, but struggle to nurture sustained sources of worthy ideas that can be transformed into solid customer offerings at a speed and scale that achieves widespread commercial success.

This chapter considers why and how customers make decisions, so that we can understand, anticipate, and influence their needs in a way that makes it easy for them to engage in a positive manner. Customer attitudes can be identified within subgroups of individuals or organisations with common needs, known to marketers as segments. These groups have a role to play in agreeing, articulating, sharing, and promoting the needs of the group and offer an efficient research and communication channel for any organisation seeking to market to it. However, there is a dark side to digital marketing, and here we consider the motivations and means of customer misbehaviour and the need to ensure the digital wellbeing of all the organisation’s audiences.

This chapter considers some key digital trends and how they are affecting the ways in which we live, work, and play. The core focus is upon technological trends, but this discussion would be incomplete if it did not recognise other trends – political, economic, and social – that both feed into and are affected by digital change. The chapter largely takes a macro-level view of the immediate future and lays the foundation for a micro-level view in Chapter 10, where the implications for digital marketing practice will be explored. Since the future is by nature uncertain, we offer no firm models or theories to interpret ‘reality’. Instead, this is a place for consideration of past developments, their trajectories and pace of development, and how they might combine to present consumers, commercial organisations, and regulators with challenges to be managed and opportunities to be explored.