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Unfortunately we have received very few photographs worthy of consideration for the photograph competition announced in our April issue and are, therefore, only able to reprint two photographs, one of which receives the first prize of ten guineas and the second, which receives the prize of five guineas. The winner of the competition is Mr. BRIAN NEWTON COX, of P.R.E.S.S. Ltd., 13–17 Rathbone Street, London, W.1, for his photograph of the remains of a chain on a drum. The runner‐up is Mr. L. BATES, of Robert Dempster & Sons Ltd., Elland, Yorks., for his photograph showing the neglect of protective treatment to steel plate.

This case is intended to introduce undergraduate entrepreneurship students to business models via an entrepreneur who has two businesses: a used-car dealership, which he owns with his father, and a used-sport-bike dealership, which he solely owns. Although these businesses seem similar, there are subtle differences in business model that make the sport-bike business much more attractive. Case analysis involves a step-by-step comparison of the two firms' revenue models, cost structures, and investment needs and leaves students with two decision: first, how to best grow the sport-bike business, and second, whether to continue operating the used-car business once his father retires.

Primary interviews, company document review, secondary market research.

Undergraduate introduction to entrepreneurship.

This article has been provided by the National Skills Academy for Social Care (www.nsasocialcare.co.uk) as part of a regular series for The International Journal of Leadership in Public Services. The Academy is an employer‐led organisation supporting excellence in learning and training in adult social care with a specific remit to develop leadership, management and commissioning skills in the sector. It is the first welfare‐related Skills Academy in the National Skills Academy network.

This short paper raises the question of ‘how can a leadership development centre provide leadership for established and experienced leaders in the care sector?’ Leadership development needs to attract and retain the commitment and interest of existing senior leaders, while at the same time providing a development experience and a direction that is clear and progressive. The National Skills Academy for Social Care intends to support the development of a stronger leadership voice for the social care sector and this paper sets out a partnership approach between the Academy and leaders from across the private, not‐for‐profit and statutory elements of the sector. The notion of ‘leading leadership’ is discussed and a way of working that both leads and follows is outlined, together with detail of the Academy's planned leadership development activity.

The challenge of developing leadership in a mass public service where previous notions of leadership have been narrow and limited only to senior positions is being taken up by the National Skills Academy for Social Care. This article describes the leadership development challenge in the English adult care sector, which is undergoing major policy and organisational change as a result of greater control of resources passing directly to people who need care support. The author sets out the initial guiding principles of the Skills Academy for Social Care and their approach to leadership development rooted in the values of the care sector and the reality of care and support work ‐ dispersed, low status, highly skilled and with a strong commitment to rights, entitlements and empowerment. In particular the Academy is adopting an emphasis on behaviours and personal attributes in its leadership approach that are informed by people who use care services who demand more responsive and personalised support. The article sets out a number of key principles on which the Academy will seek partnerships and collaboration to deliver greater engagement with leadership development across all who work in the sector.

The preparation of this paper was prompted by publicity and research evidence of neglect/abuse of older persons in residential care. It sets out to present a new way of combating neglect/abuse of individual residents, drawing also on preliminary findings from a long‐term research project on guardianship. This project, provisionally entitled Guardianship Relations: Models for ground rules, looks at the situations of all vulnerable persons irrespective of settings whereas the following notes concentrate on the need for guardians for persons who reside in homes for the elderly (residential care homes/RCHs).

The Jason Bourne series of films (2002–2016) are widely acknowledged with helping to successfully re-invent the action thriller genre in the 2000s by focusing more on motivation and plot than over-the-top spectacle. Featuring a profoundly wounded son figure in the titular character, the films are indicative of an awareness of the vulnerabilities and reactions of a fatherless masculinity within a post-Cold War political reality.

This chapter will argue that Bourne's onscreen pain and subsequent violent responses to his various narrative predicaments are a result of being repeatedly betrayed by a series of older males, in many cases, father surrogates. Bourne's experience of this paternal disruption and betrayal is the key psychological motivating factor, with the films and the story arc of the character only being resolved when both he and the audience finally discover and reconcile the role that his biological father played in shaping his destiny and his life. This ‘father hunger’ – in effect a need for a continuative masculinity – that Jason Bourne experiences, and that is arguably at the heart of the franchise, will be analysed and explored within the contexts of post-Jungian screen theory. Alongside the deliberately casting of ‘quality’ actors (such as Brian Cox, Joan Allen, Tommy Lee Jones, David Strathairn) and other formalist elements of the text, archetypal energies and symbolism are also rife throughout the film, and can be, in part, credited with the critical and commercial success of the films. Finally, the films are put in their cinematic context in terms of the influence they subsequently exerted on other action film franchises – particularly James Bond (1962 to present).

Contemporary practitioners of content marketing (CM) often suggest their discipline is an ancient one, yet mainly limit its origins to the custom-published magazines of the late 1800s. The purpose of this paper is to synthesize some of the many definitions of CM and to report the first scholarly history of its development and practice.

This study’s purposes led to the following research questions: To what extent were CM strategies and tactics used before the 20th century? How have the uses and characteristics of CM changed or remained the same over time? Sources included general histories focusing on the earliest uses of advertising and promotions and edited book chapters and journal articles on the histories of branding and early print advertising, marketing and advertising practices in ancient and medieval periods and the development of consumer cultures around the world.

Research findings support three conclusions: CM existed much earlier than often acknowledged; has emerged as a unique marketing discipline, strategically and tactically distinguishable from the others (e.g. advertising and sales promotion); and possesses objectives, strategies and tactics that have remained remarkably consistent in practice across the millennia.

The research supports several insights to the history of marketing and the practice of CM. Some of the CM strategies and tactics identified in this paper, for instance, have previously been concluded to be part of advertising’s history. Findings also reveal that many of advertising’s American pioneers actually used CM to persuade 19th-century businessmen to adopt widespread advertising. In addition, the emphasis on interactive, digital media in CM definitions offers a likely explanation for the recent enthusiasm behind CM as a response to global trends in consumer preferences and global competition, as well as why contemporary CM practitioners have often failed to recognize they are practicing a “new” discipline that has actually been in use for thousands of years.

This article follows on from the interview with Will Hutton in the December 2009 issue of The International Journal of Leadership in Public Services (Davison, 2009) to give a more detailed outline of the results of Exceeding Expectation: The principles of outstanding leadership, a major piece of research undertaken by The Work Foundation and to explore the implications of this for the public sector.