Issues which Impact upon Marketing in the Small Firm

Defining the small firm is somewhat arbitrary as criteria used to classify entities as such include size, number of employees, sales volume, asset size, type of customer, capital requirements and market share. There is, however, general agreement that smallness and newness create specific difficulties for business. Furthermore, there is widespread acceptance of the notion that small firms typically possess certain characteristics, which serve to differentiate them from larger organisations. These characteristics include inherent weaknesses with respect to capitalisation and marketing awareness and practice. Small firms are perceived as vulnerable yet valuable entities, important both economically and socially. High failure rates of small firms are largely attributed to weaknesses in financial management and marketing. Many classical management concepts are unsuitable for application in a small firm context, with research suggesting non-implementation of theoretically based marketing practice is the rule rather than the exception in the small firm. This paper reviews issues pertaining to marketing practice in the small firm. It examines the absence of agreed definitions of "the small firm" and "success" or "failure" of such entities, offers definitions for these terms, acknowledges the importance of small firms to the economy, reviews small firm characteristics, acknowledges inherent weaknesses with regard to finance and marketing in small firms, reviews marketing practice in the context of small firm characteristics, and considers the roles of marketing educators and owner/managers in improving small firm's marketing practice.     

Case management: an evaluation at Childrens Hospital Los Angeles

This prospective, quantitative, and qualitative evaluation of the case management program at CHLA clearly demonstrated the value of professional service coordination of care for children with complex, special health needs. Most specifically, the program documented improvement in three discrete areas of evaluation: 1. Financial, with decreased unnecessary expenditures and increased revenue. 2. Patient satisfaction, documented with validated questionnaires. 3. Clinical process improvement, using quantifiable clinical outcomes. At the very least, case management is an extremely valuable service in the present managed health care environment, and may in fact be indispensable.     

Clinic visit and waiting: patient education and satisfaction

Teaching should be part of every patient's health care. Even though this study did not show that teaching improves patient satisfaction with the clinic visit, it did indicate that subjects who were taught by the nurse were more satisfied with the education received during that visit.$     

Mavericks and Mavens of Business History: Miriam Beard and Henrietta Larson

This is the story of two women with differing visions aboutbusiness who have largely been forgotten. Miriam Beard, themaverick daughter of Progressive reformers Charles and MaryBeard, wrote the first international cultural history of thebusinessman in 1938. Henrietta M. Larson was Harvard BusinessSchool's first lady, the first female faculty member and thefirst woman to be tenured there. The two women never met orinteracted. Yet their lives and histories were entangled whenone woman, Henrietta, wrote a critical review about the contributionsof the other. This article uses their untold story to tracethe contentious process of professionalization that sidelinedone maverick outsider and kept a maven insider on the marginsof a fledgling discipline she had helped to create. Its significanceis to make gender central to the reintegration of business andculture and of women's roles in the historiography of business.