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The entrepreneurial marketing paradigm is open to several interpretations. One such is that we should consider, in particular, the behaviour of small firms, and in…
The entrepreneurial marketing paradigm is open to several interpretations. One such is that we should consider, in particular, the behaviour of small firms, and in particular, small entrepreneurial firms; another interpretation is to argue for the building of a completely new, and substantive, paradigm that builds upon, for example personal contact network development and focuses upon marketing activity being compressed, non‐linear in outlook and application, and informal. In this article the author asks a fundamental question highly pertinent to the developing subject of marketing within small firms. Is conventional marketing theory and practice from the “classical school” applicable to all types of organisations no matter what their size, or do smaller firms need a different sort of marketing, more suited to their particular needs? The paper concludes that in many cases the central core hub of marketing that has become known as the classicist philosophy of strategic marketing management (see Brennan, Baines, and Garneau, 2003) is appropriate and can often be employed to the smaller enterprise with beneficial commercial effects. However there may be some reluctance on the part of small firms to accept the notion that conventional marketing is of particular use. The author hopes that this short paper will provoke a subsequent debate about the current “state of play” concerning the entrepreneurial marketing paradigm.
The purpose of this paper is to suggest a framework for sales forecasting more suitable for smaller firms. The authors examine the sales forecasting practices of small…
The purpose of this paper is to suggest a framework for sales forecasting more suitable for smaller firms. The authors examine the sales forecasting practices of small firms and then proceed to discuss the application of Bayesian decision theory in the production of sales forecasts, a method arguably more suited to the smaller firm. The authors suggest that many small firm entrepreneurs are inherently “Bayesian” in their thinking approach to predicting events in that they often rely on subjective estimates at least for initial starting values.
A triangulated approach which uses qualitative group discussions and thematic content analysis, a reasonably large‐scale questionnaire sample survey administered by post and analysed using descriptive statistics and non‐parametric tests of association and a case study approach based on the authors own consultancy activities to illustrate the practical application of the forecasting model suggested.
That many small firms use no formal sales forecasting framework at all. That the majority of small firm owners and/or managers rate sales forecasting skills very low in their list of priorities when given a choice of course to attend at subsidised rates. That there is no significant difference in the importance small firm owners and/or managers attach to formal sales forecasting skills.
Information has been gained from one geographic area in the north of England although the results may have a wider application to all small firms in the UK and elsewhere. Only the region's six most important industry sectors were included as stratification variables in the sample survey. Other regions will have a different mix of industries and will be stratified differently.
The article addresses the sales forecasting needs of small firms specifically within the marketing for small business context and offers a realistic option with a clear rationale.
The work of Scott, Bruce and Cooper on small firm growth and development is reviewed. It is shown that by adapting exponential smoothing forecasting procedures it is…
The work of Scott, Bruce and Cooper on small firm growth and development is reviewed. It is shown that by adapting exponential smoothing forecasting procedures it is possible to monitor the commercial health of a small firm. This is achieved by ‘tracking’ key indicators and producing an exception message when a signal exceeds certain predetermined control limits. The procedure is equally effective for either a step or ramp change in the underlying input data. This suggested approach requires little sophistication in either data or technique and has a practical application to small firm management, while adding to our understanding of the process of growth of small businesses.
The cardinal point to note here is that the development (and unfortunately the likely potential) of area policy is intimately related to the actual character of British…
The cardinal point to note here is that the development (and unfortunately the likely potential) of area policy is intimately related to the actual character of British social policy. Whilst area policy has been strongly influenced by Pigou's welfare economics, by the rise of scientific management in the delivery of social services (cf Jaques 1976; Whittington and Bellamy 1979), by the accompanying development of operational analyses and by the creation of social economics (see Pigou 1938; Sandford 1977), social policy continues to be enmeshed with the flavours of Benthamite utilitatianism and Social Darwinism (see, above all, the Beveridge Report 1942; Booth 1889; Rowntree 1922, 1946; Webb 1926). Consequently, for their entire history area policies have been coloured by the principles of a national minimum for the many and giving poorer areas a hand up, rather than a hand out. The preceived need to save money (C.S.E. State Apparatus and Expenditure Group 1979; Klein 1974) and the (supposed) ennobling effects of self help have been the twin marching orders for area policy for decades. Private industry is inadvertently called upon to plug the resulting gaps in public provision. The conjunction of a reluctant state and a meandering private sector has fashioned the decaying urban areas of today. Whilst a large degree of party politics and commitment has characterised the general debate over the removal of poverty (Holman 1973; MacGregor 1981), this has for the most part bypassed the ‘marginal’ poorer areas (cf Green forthcoming). Their inhabitants are not usually numerically significant enough to sway general, party policies (cf Boulding 1967) and the problems of most notably the inner cities has been underplayed.
In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This…
In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.
The complexity of customer relationships has been recognized in the relationship marketing literature. Yet, the understanding of how this complexity impacts on the…
The complexity of customer relationships has been recognized in the relationship marketing literature. Yet, the understanding of how this complexity impacts on the formation and development of different relationship forms is limited. Focusing on the development of customer‐service provider relationships in a financial services context, this paper aims to critically examine the nature and formation of business‐to‐consumer service relationships.
Qualitative methods were employed, with in‐depth interviews undertaken with a sample of UK bank customers.
The complexity of customer relationships was documented by approaching relationships as multidimensional, dynamic and contextual. A relationship typology based on four key relationship components (trust, commitment, buyer‐seller bonds, and relationship benefits) is proposed. This typology suggests that for a relationship to exist it does not necessarily have to encompass an emotional dimension. Moreover, the paper demonstrates the importance of the fit between customers' relational expectations and their experiences with service providers in developing long‐term committed relationships.
The study was limited to the UK context. The extension of this study to other sectors or financial institutions operating in different regulatory and technological environments needs to be tested.
It is crucial that relationships are viewed as multidimensional, taking into account various relationship components. Since different relationship components influence relationships differently, organisations need to develop different relationship marketing strategies for each consumer segment according to consumers' relational expectations.
Building on preceding research, this paper broadens understanding of the complexity of customer‐firm relationships by presenting insight into the affective element of relationships and highlighting the role of the fit between customers' relational expectations and their experiences in relationship development.
Investigates the differences in protocols between arbitral tribunals and courts, with particular emphasis on US, Greek and English law. Gives examples of each country and…
Investigates the differences in protocols between arbitral tribunals and courts, with particular emphasis on US, Greek and English law. Gives examples of each country and its way of using the law in specific circumstances, and shows the variations therein. Sums up that arbitration is much the better way to gok as it avoids delays and expenses, plus the vexation/frustration of normal litigation. Concludes that the US and Greek constitutions and common law tradition in England appear to allow involved parties to choose their own judge, who can thus be an arbitrator. Discusses e‐commerce and speculates on this for the future.
This article considers that one way to help the small‐ and medium‐sized enterprise (SME) to survive is to offer it a robust but simple monitoring and control technique…
This article considers that one way to help the small‐ and medium‐sized enterprise (SME) to survive is to offer it a robust but simple monitoring and control technique that would help it manage the business effectively and this, in turn, should help to increase its chances of survival. This technique should also be of interest to all people involved with monitoring or advising a large number of small enterprises or business units within a larger organization. For example, a bank manager or a small business consultant responsible for a portfolio of firms. The authors utilize process control techniques more often used in production and inventory control systems to demonstrate how one might monitor the marketing “health” of small firms.