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The main purpose of this study is twofold: first, to analyze how risk is considered and managed by entrepreneurial SMEs, where the original founder is still the entrepreneur running the business, and second to understand if risk management is integrated with decision making.

This research is based on a multiple case study. Three entrepreneurial SMEs based in the North-West of Italy were selected to obtain a heterogeneous sample. They operate in the manufacturing sector and they have different size and corporate ownership.

The risk management process cannot be always formalized but an unconscious risk analysis is always carried out. Risk is intertwined with decision and entrepreneurial orientation. Nowadays, rethinking risk management means enhancing and improving the decision-making process and integrating the phases of the two processes by introducing an alternative new model (RM-DM) that stands for “risk management-decision making”.

Conclusions can be generalized at a theoretical level even though this multiple case study represents a contingent analysis.

This research enhances the understanding of the potential benefits for entrepreneurial SME owners of a risk mind-set while making decisions. RM-DM model is an alternative tool to manage risks properly in SMEs, especially when a formalized process is not implemented, as it improves the way decisions are made and introduces a more reasoned approach to manage risks.

This empirical study introduces a unique model (RM-DM) that helps to rethink risk management in entrepreneurial SMEs, by integrating it with the decision making and by proposing an alternative tool to manage risks with a more structured approach.

Describes research undertaken to evaluate the appropriateness of strategic performance measurement (PM) system development processes for small‐ and medium‐sized enterprises (SMEs). An evaluation is undertaken of ten PM approaches found in the literature. To facilitate this evaluation a typology is presented which synthesises current theory. This evaluation resulted in the identification of a process, based on its congruency to the theoretical model, which is used for an empirical investigation. Empirical data from SMEs is collected and analysed using the typology. This indicates a discontinuity between current theory and the requirements of practitioners in small companies. The paper concludes with a number of recommendations to facilitate the development of appropriate PM processes for SMEs.

To investigate whether strategic orientation affects the evaluation of specific market research projects in for‐profit firms.

A small‐scale follow‐up survey was conducted, building on qualitative and quantitative research among a sample of the top‐1,000 marketing managers in Australia. The study used an existing market research evaluation tool, the USER scale and items generated from the qualitative research, to investigate the firm's most recent market research project.

Four market research performance factors were identified – market research as a knowledge enhancing (KE) function, the internal political use of market research, the misuse of market research and the generation of market understanding. The Miles and Snow strategy types were related to these factors, with Prospector types more likely to use market research rationally and less likely to use it for internal political purposes. Tactical projects were more likely to be misused than were those with a strategic orientation. Prospectors were far less likely and Analyzers far more likely to misuse tactical research projects. Prospectors were more often satisfied with the performance of their most recent market research. The Porter typology was less successful in predicting market research performance.

The study was based on a small sample of market research projects in Australian for‐profit firms. Future studies need to study these phenomena more intensively using ethnographic methods and more extensively using larger multi‐country samples.

Market research suppliers should learn the nature of their client's strategic intent to improve their effectiveness. Defender firms should carefully monitor the use of market research, especially that of a tactical nature, which may be wasted or misused.

The paper contributes to an understanding of how strategic orientation relates to the ways market research information is used within the firm.

Online shopping is unattractive to many people, because they prefer a fuller social interaction engaging senses other than sight and sound prevalent in most online shopping channels. Advances in information and communications technologies (ICTs) will permit online multi‐sensory engagement between people, and between people and products, providing opportunities for new marketing channels and enhancing existing marketing channels. The aim of this paper is to provide an overview for retail marketing managers of some developments in ICTs that will enhance the online shopping experience, so that they can make informed choices when designing their marketing strategies.

Dates: 29–31 May 1991 Venue: De Doelen Conference Centre, Rotterdam, The Netherlands The Benelux Chapter of the International Society for Hybrid Microelectronics will be organising the 8th European Microelectronics Conference. The event will take place at ‘De Doelen’, Rotterdam, The Netherlands, from 29 to 31 May 1991.

Analysis of Philippine society has largely turned on the collectivist/individualist binary. Taking off from this dualism and from the notion and practice of siblingship (Aguilar, 2013). This chapter looks at two contemporary Filipino family films – Kung Ayaw Mo, Huwag Mo! (If You Don’t Want, So Be It) and Four Sisters and a Wedding. These films articulate and resolve the tensions, ambivalences, and conflicts between self and family, autonomy and dependence, and individualism and collectivism. This chapter also shows how the collectivism–individualism binary has broader political resonance, touches on the relationship between family and democracy, and proposes the family as a complementary point from which to theorize democracy in the Philippines.

The purpose of this paper is to understand and identify the marketing strategies and specific promotional tools used by film commissions to attract the production of films and television.

The paper involves in‐depth interviews with film commissions worldwide and a content analysis of their promotional materials.

Film commissions employ three key strategic marketing approaches when promoting their locations to film producers – product differentiation, service differentiation, and cost advantages. They use six main specific promotional tactics – advertising, sales promotions, joint promotions, public relations, online marketing, and direct marketing and personal selling. A model explaining the relationship between film commissions and film producers involving these strategies and promotional tools is suggested.

The marketing of film locations is under‐researched and has to be further addressed in the marketing literature. Future research can seek to identify the specific marketing activities that will lead to success for the marketing of film locations.

Examples of the best marketing practices amongst film commissions are highlighted.

This is an original contribution in that it is the first academic paper to address the marketing of film locations. It will be of significant value to film locations seeking to attract production to their locations.