Abstract
The fashion industry is nowadays characterized by an accelerated rhythm of production and high materialism, which stimulates consumer needs, clearly creating excessive consumption. Textile products, or clothes, tend to have a very short life span, which leads to a lot of waste along different dimensions. For this reason, it is necessary to innovate and question the way we think about fashion. The main objective of this study was to understand how the fashion industry might be restructured so as to guarantee production and consumption patterns which would not have such a negative environmental impact. To this end, the current characteristics of the textile and clothing industry were analysed together with the content of the selected YouTube channels focused on the slow fashion concept. The proposed solutions seem relevant for the environment, promoting recycling and the reuse of items, as well as affecting transport and the education of the consumer. Factories to transform clothing for reutilization need to be built, more shops selling second-hand clothing need to be opened, and packaging needs to be more ecological. Consumers need to be geared towards using second-hand clothes and need more education and awareness in this direction. Slow fashion is a new concept, which we would like to see introduced as opposed to fast fashion proving that it is possible to innovate in our production and consumption patterns, while aiming for profit in a more balanced way and while respecting employees, society and the environment. Slow fashion emphasizes quality and not quantity, while also slowing down production and purchasing habits.

Abstract
Organizations of the agro-industrial sector, are now increasingly investing in the development of technological systems that allow the computerization of all its processes. Recently the methods and techniques of computer vision have been widely used for monitoring and inspection during the production and harvesting, allowing detect problems early and thus, improve the quality of products. In the field of mushroom production one of the most important aspects, and perhaps most prevalent, is to be able to predict its production. To this end it is proposed an Intelligent System Mushroom Harvest Forecast (SIPCC), based on techniques and methods of computer vision and Artificial Neural Networks (ANN). This paper presents an architecture of a SIPCC functional and technical level, complemented with the analysis and presentation of data demonstrating its viability.

Abstract
Internal marketing at the European Union (EU) level needs to involve training and motivating the younger generation to want to be a part of something bigger than themselves and than their nations. It should involve the creation of a unified and identifiable European culture - knowing that culture, along with leadership, continues to be one of "the least understood topics in the social sciences" (Chhokar et al., 2008, p. 1). Schein (1992, p. 5) wrote that "leaders create and change cultures" and so, in this respect, the EU needs to act much as a company does, preparing its "staff" [EU members], in particular the future generation, to work together towards a common goal - towards a more competitive Europe, with improved quality of life. Too little is being done though, we argue, and indeed our study shows. One important internal EU marketing initiative is the Euroscola day whose objective is to "allow thousands of young Europeans to be in the shoes of Members of European Parliament for a day!" (EU, 2014). In March 2015, 24 Portuguese students, in the 11th and 12th grades at high school and all studying in Porto, went to the Euroscola day. Divided into large groups in Strasbourg, they did an ice-breaker activity to bring the various youths of different nationalities closer together and then discussed a number of important political issues which were subsequently discussed and voted on in the "European Parliament" where hundreds of other students in the same age group were gathered and seated in the hemicycle, having come from their nations to participate. Cooperation across cultures is a main focus and this EU internal marketing activity is fully EU-funded. Eight students of the aforementioned Portuguese contingent were approached for their views on the event (one of the group leaders was interviewed and seven others answered a qualitative survey, with the same questions as the interview). The results show that the students appreciated, learned from, and enjoyed the Euroscola day and indeed are willing to be EU ambassadors, as was suggested and asked of them at the event. However, on the other hand, the students are not aware of any other EU internal marketing activities being performed and so not enough is being done to create a unified culture with EU citizens becoming more cohesive as time goes by. This article discusses what other pro-EU educational activity could take place for the younger generation, discussing also the different views of Portuguese, British, and German citizen interviewees (in 33 individual interviews) concerning the future of the EU in itself. EU marketing needs to go beyond the electoral act and time frame and it needs to forge a future where EU citizens will want to cooperate with each other - and this will inevitably involve a new approach to educating our youths. "What must be common. such that they may be ruled through the same institutions?" (White, 2011, p. 1).

Abstract
Academia has been criticized for being in an "ivory tower", somewhat distant from what is going on in the practical world. How should we measure the return of investment in education worldwide? One such measure could be the satisfaction and preparedness felt by students when making the transition from classroom to the practical world of entrepreneurial and corporate business. Herein we analyse how three companies have been approaching internationalization, in order to increase the comprehension of what is going on in the real world, and to then tie it to curricula in higher education institutions on the subject. There is seen to be a necessity to perhaps also include lower-level material in internationalization curricula, as graduate students will tend to be involved in lower-level front-and back-office activities in organizations seeking to internationalize; but perhaps more important is specific sales training, for commercial contacts [1], but also to prepare for partnerships with universities and to promote mobility within the network. Effective collaboration with a number of entities, up-and down-stream, is a growing requirement in organizations. Finally, our research confirms other findings with regards to firms in Portugal following a gradual internationalization process.

Abstract
In an increasingly globalized world, companies face the challenge of expanding into foreign markets. In the internationalization process there are cultural, governmental, geographic and economic issues that can affect the success of the company in its implementation process overseas. Marketing strategies and the standardization or adaptation levels of each element of the marketing mix can be seen as critical success factors that directly affect business success in the new market. Companies must decide between adapting their marketing strategy to local markets or rather standardizing them globally. Some companies use as a competitive advantage the adaptation of their strategy (partially or totally) through knowledge of the culture of the country to which they are internationalized. Adaptation has been the key to success for a number of brands, and L'Oréal is one of them. This study intends to focus on the internationalization strategy and knowledge of the culture of the countries to which they are internationalized, applied to cultural differences. It also aims to highlight the importance of product innovation in consumer markets at present, and to analyse beauty satisfaction and tendencies amongst millennials.

Abstract
Over the last decade, for those teaching marketing, it has been a decade of profound change. The importance of digital marketing changed a lot for organizations in this period. WhatsApp had just been founded, in February 2009; but was very far from its over 1 billion users, in more than 180 countries, of today. Instagram did not exist yet. The iPhone was less than two years old. Smartphones were still not accessible to everyone, nor were there so many apps to help solve our day-to-day problems. This article is an application of autoethnography and explains the emotional journey as a marketing lecturer that the author has experienced between 2009 and 2019. It is thus a personal account, based on the experience of the author, about the change which has occurred in the classroom, as well as outside it, during that period. Higher education is an intangible service which has been very affected by technology, the result being a culture with greater proximity and where students seek to have positive experiences.