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MARKETING ANDOPERATIONS

MANAGEMENT

Marketing and Operations Management Page 1


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WORD COUNT 3,494



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EXECUTIVE SUMMERY

Premier Electrical Services has been a successful company for

a number of years but during the last year it has seen a declinein orders. This decline is forcing the company to re-think its

business plan and strategy. It has been suggested by the

Director that a new venture and direction is needed in order for

a steady work flow to be produced.

This report argues the case for PES to enter the domestic

electrical areas and concentrate some of its labour and

resources in carrying out inspection and testing of privately

owned and rented properties. It is also suggested that

installation work in these areas should also be carried out.

The report gives reasoned arguments for the new direction and

backs this up with academic under pinning

The report argues that unless the company develops a more

cohesive service which offers the customers a wide variety of

work at reasonable prices then it will enter a downward spiral

which will affect its position and cause a loss of employees

forcing it to downsize its operations and in to a position that it

may never recover from.



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Contents

Executive summery

Page 1

Contents Page

Page 2

1. Introduction

Page 4

1.1Company Structure

Page 4

1.2The Problem

Page 4

2. A New Venture

Page 6

2.1Product Life Cycle

Page 6

2.2The Proposal

Page 7

2.3Part P

Page 7

2.4Examples of work needing certification

Page 8

2.5Costs to the customer

Page 10



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3. SOSTAC

Page 11

3.1Situation Analyse

Page 11

3.1.1 BCG Matrix

Page 12

3.2Objectives

Page 13

3.2.1 Product and Market MatrixPage 13

3.2.2 Organisational Development

Page 14

3.3 Strategy

Page 15

3.4 Tactics

Page 16

3.4.1 Effective Advertising

Page 16

3.4.2 Promoting the Company

Page 17

3.5 Action

Page 18

3.6 Control

Page 18

3.6.1 SERVQUAL

Page 19



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4. Marketing

Page 20

4.1 4 Ps

Page 20

4.1.1 Products

Page 20

4.1.2 Place

Page 20

4.1.3 PricePage 21

4.1.4 Promotion

Page 21

5. Operations

Page 22

5.1 Operations Strategy

Page 22

5.2 Service Profit Chain

Page 23

6. How will Marketing and Operations work

together? Page 23

6.1 Marketing and Operations Functions

Page 24

7. What are the risks?

Page 25

7.1 Porters 5 Forces

Page 25



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7.1.1 Porters 5 Forces Definitions

Page 26

7.2 SWOT Analysis

Page 27

8. Recommendations

Page 28

9. Conclusion

Page 29

10. ReferencesPage 30

11. Personal Development

Page 32

Premier Electrical Services

1. Introduction

Premier Electrical Services (PES) are an electrical contracting

company specialising in commercial work such as office and

shop refurbishments. The company has been trading for a

number of years and has built up a reputation as being a

company that delivers a quality service that produces work of ahigh standard on time. The company employs 24 people and

the structure is as follows,

1.1 Structure



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1.2 The problem

During the last year PES has felt the impact of the current

economic climate and has seen a decline in orders being placed

as other companies are no longer refurbishing their offices andshops. Due to its previous success PES has avoided

redundancies and has managed to keep the company afloat

with less work coming in but unless it alters its strategic

approach to its future then the company may be forced in to an

unrecoverable market position and will not be able to support

its self in its current form.

The Director has asked for a management report to be

prepared to offer advice on how the company can develop a

more cohesive service which will attract new customers

ensuring the companys future and which may allow for future

development.



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The following management report was prepared for the

Director.

Premier Electrical Services

2. A new venture

Premier Electrical Services (PES) has provided a high level of

electrical installation work in commercial premises during its 15

year existence; the first 14 have proven to be extremely



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successful enabling the company to expand its operations and

its workforce. The past year has not been so fruitful, and was it

not for the companies previously successful years it may have

found itself in financial trouble. This situation may be down to

the current economic climate but also to the product life cycle

as explained by Anderson and Zeithaml (1984)

2.1 Product life cycle

loft.diaryis.com

The product life cycle shows that a product or in PESs case a

service has a natural life cycle and that in order to stay

competitive and to meet the needs of both new and existing

customers then at a certain time the company must alter its

services to meet these needs.



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2.2 The proposal

It is proposed that PES expands the services it currently offers

and moves in to the electrical installation, inspection and

testing of domestic properties.

Each year, on average, 10 people die and around 750 are

injured in accidents involving unsafe electrical installations in

the home. In addition to this, 2,336 house fires were caused by

faulty installations in 2003. (partp.co.uk)

In the future, risks will increase with the rising consumer

ownership of portable and fixed electrical appliances and the

extra demand for extensions and alterations to existing

electrical installations.

The risks posed by unsafe electrical installations and portable

appliances are electric shock, burns and other injuries arisingfrom fires in buildings ignited by electrical components

overheating or building up dangerous currents . Installations

that are properly designed, fitted, tested and commissioned in

accordance with British Standard BS 7671 (17th Edition IEE

Wiring Regulations) will help minimise these risks.

2.3 Part P

To help enforce this in 2005 the government introduced Part P

of the building regulations. Part P states that if a person is

having certain types of electrical work carried out then they will

have to notify the local building control body unless it is being

carried out by an electrical contractor registered with an

authorised competent person self-certification scheme. The



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electrical contractor will complete relevant certificates to show

that the electrical work that has been carried out has been

designed, installed and tested to the current regulations.

Whilst the following table is not exhaustive it does show the

variety of work, some of which is of a very basic nature, that is

carried out regularly in households that falls under a notifiable

situation under Part P. This shows the need for a trusted

electrical contractor who are authorised to certify their work

and comply with Part P.

2.4 Examples of work needing certification

Examples of

Electrical work (not

exhaustive)

Notifiable? Notifiable?

Areas not including

bath/shower rooms &

kitchens

Within a

bath/shower roomor kitchen (speciallocation)

Complete new/rewire

of installation

Yes Yes

Installing a new circuit

in an extension or loft

Yes Yes

Consumer unit change Yes Yes

Installing a new shower

circuit

Yes Yes

installing an additional

socket on an existing

circuit

No see note [1]

below

Yes

Installing an additional

light No see note [1] Yes



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below

Addition of fused

connection unit to ring

main circuit

No Yes

installing a new cooker

circuit

Yes Yes

Connection of a cooker

to an existing

connection point

No No

Installing or upgradingmain or supplementaryequipotential bonding

No Yes

Replacing a damaged

cable for a single

circuit

No see note [2]

below

No see note [2]

below

Replacing a damaged

socket outlet or

replacing a light fitting

No No

Installation and fit of a

storage heater,

including final circuit

Yes Yes

Installing extra low

voltage lighting (not CEmarked sets)

Yes Yes

Installing a socket ornew supply in agarden, shed ordetached garage

Yes N/A

Installing a light fittingin a greenhouse

Yes Yes

Installing ceiling or

floor heatingYes Yes



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[1] Only if the existing circuit protective device is suitable andprovides protection for the modified circuit, and other relevant

safety provisions are satisfactory.

[2] On condition the replacement cable has the same currentcarrying capacity, follows the same route and does not servemore than one sub-circuit through a distribution board.(www.2halton.gov.uk)

2.5 Costs to the customer

If the person who carries out the electrical work isnt able to

certify the installation then they must notify building control

and pay a fee of 350 to enable a competent person to inspect

the installation. This cost is just for inspecting and issuing a

certificate no actual work would be carried out. This obviously

is not ideal for the customer who is paying two people to do a

job PES could do on their own. They may also be paying more

for the inspection than the actual work.

http://www.2halton.gov.uk/http://www.2halton.gov.uk/http://www.2halton.gov.uk/


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3. SOSTAC

In order to fully understand and appreciate the new suggested

venture a SOSTAC PR Smith (1997) marketing frame work

has been put together.

SOSTAC marketing framework

www.stratenet.com

3.1 Situation Analysis- where are we now?

PES is currently carrying out inspection, testing and installation

of electrical work in offices and factories; by doing this the

company has built up a good reputation and could be regarded



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as a star on the BCG matrix (Boston Consulting Group

1974)as locally it has a large amount of the market share in

what was an expanding business however the market has now

slowed down and whilst PES is still a leading name in the local

area in its current form it will not generate enough work or

income to become a cash cow for long.

3.1.1 BCG Growth-Share Matrix

Cash Cow - a business unit that has a large market share in a

mature, slow growing industry. Cash cows require little

investment and generate cash that can be used to invest in

other business units.

Star - a business unit that has a large market share in a fast

growing industry. Stars may generate cash, but because the

market is growing rapidly they require investment to maintain

their lead. If successful, a star will become a cash cow when its

industry matures.



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business, or part of a business can choose which strategy to

employ, or which mix of strategic options to use. This is one

simple way of looking at strategic development options:

existing products new products

existing

markets

market

penetration

product

development

newmarkets

marketdevelopment

diversification

Market penetration - Developing your sales of existingproducts to your existing market(s).

Product development - Developing or finding new products

to take to your existing market(s).

Market development - Developing new markets for yourexisting products.

Diversification - taking new products into new markets.

As it is proposed that PES expands in to the domestic electrical

market under Ansoffs matrix it will be fall under marketdevelopment. Ansoff regards this as an attractive strategy as it

involves using established avenues for sourcing items such as

materials and services and by staying close to the known

market areas it allows a lot of existing internal industrial

knowledge to transfer to the new area



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It is axiomatic that all change begins with the perception or

experience of some environmental threat, loss or opportunity

Lundberg (1986). In this case the company realises that the

income from its existing operations is declining and will no

longer support the company in its current form.

3.2.2 Organisational Development

By entering the domestic market it is opening up more

possibilities which can help build on the foundations alreadybuilt up by the company.

In order to take advantage of the new market that part P has

created the organisation needs to change and develop itself

from just a commercial outfit to a domestic one as well. The

relationship between organisational development and change is

emphasised by Hamlin et al (2001) who state that

For organisations that do manage change effectively, change itself becomes

the driving force that perpetuates future success and growth. In theses

organisations, every change becomes welcomed as an opportunity for

increasing efficiency and building new organisational success

Hamlin et al 2001 p13

3.3 Strategy-how are we going to get there?

The strategy is for PES to start carrying out safety tests on

domestic premises and providing the householder with a

Periodic report on the property. Initially the report will be

relatively cheap and ensure that costs are covered but little



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more. As part of the report the electrician will make certain

recommendations on any follow up work that may be required

and the company will give a free no obligation quote for these

works. The idea being that these tests will lead to more work

which is where the profits will come from and also give the

company a chance to cement its reputation in the domestic

electrical services sector.

The customer liaison officer will be in charge of making the

appointments, the operations manager in charge of making

sure that electricians are available and the electrical supervisor

ensuring that all certification is valid and that any extra works

recommendations are relevant and in line with the current

regulations

The current electricians have a good range of electrical

knowledge and some are compliant with the current regulations(BS 7671 17TH edition). The remainder will be sent on courses to

update their knowledge. The courses cost up to 280

depending on when the electrician previously passed the 16th

edition. The courses can be booked at a weeks notice at a local

training centre and last 14 weeks at one 2 hour session per

week. This will be carried out in the electricians own time so noon the job time will be lost.

The strategy is a relatively simple one but one that requires

planning. Strategic Planning of any new venture is a matter of

vital importance and shouldnt be over looked

Mullins (2007) describes the importance of planning as



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Planning what is desired involves clarification of the aims to be achieved. It is

important that people understand exactly what should happen and what is

required of them.....Planning provides the framework against which the process

of control takes place

(Laurie J Mullins2007 p680)

3.4 Tactics the details of the strategy

As part of the strategy is to start testing and providing reportson domestic installations the company has to target home

owners and business renting out properties.

To appeal to the homeowner the company will advertise in a

local paper although as we are trying to enter this market as a

relatively unknown company the adverts will have to be

attractive and unusual in order to stand out from the others.

3.4.1 Effective advertising

As Assael (1990) points out the advert must communicate the

objectives through an appropriate message. This is known as

encoding and forms the first stage of preparing an effective

advert. The second stage is known as decoding the message.

Decoding involves the potential customer: noticing the

message (awareness); interpreting and evaluating it

(comprehension); and, retaining it in memory (recall).

Tuncalp S (2001)



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Two necessary conditions require satisfaction before

advertising can result in effective communication. One, the

medium used for transmitting the advertisings message must

be able to reach the targeted consumers. Two, there should be

no variation between the communication objectives carried by

the encoded message and the targeted consumers responses

to the decoded message, Cundiff and

Hilger (1984). In other words, if the consumers would not

become aware of the message, or if they would have no

comprehension of the message, then the communication was

not effective.

The marketing manager will source an advert designer who can

offer advice on the development of the ideas for the advert and

ensure they give out the correct message to the potential

customers.

3.4.2 Promoting the company

The advert its self will run on a night when properties are for

sale or rent as the people looking for these properties will be

the type of people who will have an interest in the condition of

a properties wiring. These people may also be unaware that

some electrical work carried out after 2005 under Part Pregulations needs to be certified

If they are looking to move they may also be looking to sell a

house so they may need that houses electrics testing to show

potential buyers they are buying a house whose electrics have

been tested and certified as satisfactory. As the cost of rewiring



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a typical three bedroom house is around2500 then a house

that doesnt require it will be more attractive to buyers.

A 2006 survey carried out by the Woolwich building society

showed that more than 70% of buyers would negotiate up to

10,000 off the asking price if the survey report highlighted key

issues such as faulty electrics (clickpress.com)

As the company is already working in offices and shops a flyer

will be produced and with the permission of the owners these

will be distributed to its staff members by the electricians whocan give the potential customer a quick insight in to what the

company is offering.

These electricians will have known some of these staff

members for a number of years and will have built up a rapport

with them. This will lead to the staff member feeling more at

ease as they will feel they are talking to a friend rather than a

sales person.

3.5 Action putting the plan in to place

In order for the plan to work the marketing and the operations

must be put in to place.

The electricians should all be put on the correct training

courses to extend and upgrade their knowledge, they will need

to be supplied with a number of flyers and be given training on

what the company is offering and how to promote it in a

friendly but informative manner.



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The adverts to appear in the paper and the flyers should be

written and a sample produced to be modelled by an advert

designer in order for them to most effective in producing new

customers and promoting our new service.

The biggest action to plan is to inform people of their roles as

Mullins (2001) said earlier ... people should understand what is

required of them... Everybody in the company should be aware of

the importance of the success of this new venture and how

their role can affect its development.

3.6 Control- measuring, monitoring and reviewing

To ensure the success of the new venture its development

needs to be measured and monitored. To find out whether the

marketing ideas are working each advert will have a different

word for the customer to quote in order to receive a discount

on the work. This will show which advert managed to sell the

service and where it was placed. If a certain advert or

publication produces little or no work then the company will no

longer use it. Likewise if an advert produces a lot of work this

should be used again.

The whole process will constantly be reviewed, updated and

modified to ensure that the service remains viable and

profitable.

3.6.1 SERVQUAL



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One method of doing this is to ask customers to fill out

customer satisfaction forms. These will be based on the

SERVQUAL model developed by Parasuraman et al (1988).

This model is based on the difference between the expected

services and the actual perceived service.

4 Marketing

To become established in the new market PES will have toadvertise and market itself. This marketing will be based on

The Marketing Mix devised by Borden N (1964) which is

commonly known as the 4 Ps

4.1 The 4 Ps of Marketing



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4.1.1 Product

As has been established the product/service that PES is going

to offer is electrical testing, inspecting and installation work indomestic homes.

4.1.2 Place

PES is a local firm working in the Midlands area for the past 15

years. It is the intention to carry on working in this area using

its established name and reputation in the commercialenvironment to pave away in to the domestic area.

4.1.3 Price

As PES is entering in to a new market it will have to price itself

accordingly. When carrying out the periodic testing of the



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properties it will price this service at the lower end of the

market ensuring that customers are attracted to the service we

are offering. During this test if further work is needed this will

be priced separately and a no obligation quote will be given.

Whilst this price will be competitive with other electrical firms

it will also be realistic and will ensure that PES makes a profit in

the long term.

4.1.4 Promotion

Each advert and flyer used in a different area will have a

promotional word on it such as periodic, testing, electrician,

toolbox etc. When booking the customer should state this word

and be given a discount on the work they are requesting. The

discount will be around 10%. By doing this it gives the

customers an incentive to use our services and they are also

carrying out free market research for PES by informing the

company which adverts and locations work better.

When a customer books a periodic inspection of their property

they will be given a list of recommended work, they will be

offered an incentive to book this work. The customer will not be

expected to book the work there and then but a quote will be

sent to them within 5 working days and if they book the work

within 10 working days they will receive a 10% discount. This

will encourage the work to be booked in quicker enabling the

companies work load to be planned out and controlled.

Customers who recommend a friend will also receive

discounted work in the future or vouchers for some of the many



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retail outlets we currently work in. Some of these outlets have

been approached and have offered PES vouchers at a

discounted rate as they understand that this encourage

customers in to their shops.

5 Operations

The operations side of the company will continue to be run by

the operations manager. He will also work closely with others

within the company to ensure the overall company strategy of

moving in to the domestic market whilst keeping a foothold inthe commercial area. The strategy is also customer focused so

that their happiness should guarantee more work in the future

helping to develop the companies name and reputation.

5.1 Operations Stategy

localenterprise.files.wordpress



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As Meredith and Roth (1998) point out that there has been

an increase in the number of efforts to capture the concepts

that distinguish breakthrough service organisations from their

competitors.

5.2 Service-Profit Chain

One model being tested by a number of researchers is Heskettet al (1997) service- profit chain. The service profit chain is a

simple but powerful model that ties together the central ideas

from hypothesized, causal logic about how to develop and

manage superior services. The key to this superior service is a

happy and content workforce who feels the company is part of

them and they carry out their work with this in mind thereforegiving a superior service to the customer.

6 How will marketing and operation work together?



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PES needs to develop a new strategic approach to its work and

the services it currently offers in order to enable the company

to develop in the market place and move forward.

For this to be successful marketing and operations must work

together in a cohesive manner and complement each other.

This is not as easy as it sounds as some people see the two as

different entities that do not need to work together as there is

still a potential conflict between operations and marketing in

practice. Operations prefers stable production of a narrowerproduct line to encourage operational efficiency, while

marketing frequently focuses on satisfying customers quickly,

at any cost Malhotra and Sharma (2002). While Cooket

al. (1999) note that the characteristics associated with the

process and product are operations and marketing-oriented,

respectively, they suggest that research should consideroperations and marketing-oriented aspects of services

together. In general, there is still a lack of investigation of

operations issues that are important to service organisations

and the creation and delivery of services Wright and

Mechling, (2002).

However if managed correctly the two functions can work

together as can be seen below the organisational performance

can be enhanced by the functions understanding their roles

and how the overlap in both strategic and tactical forms.

6.1 Marketing and operations functions

http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0240270501.html#b36http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0240270501.html#b8http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0240270501.html#b8http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0240270501.html#b8http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0240270501.html#b8http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0240270501.html#b60http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0240270501.html#b60http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0240270501.html#b36http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0240270501.html#b8http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0240270501.html#b8http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0240270501.html#b60http://www.emeraldinsight.com/Insight/ViewContentServlet?contentType=Article&Filename=Published/EmeraldFullTextArticle/Articles/0240270501.html#b60


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http://openlearn.open.ac.uk

7 What are the risks?

As with any new business there are risks but in order for the

company to not only survive but to grow it must move from its

existing market in to a new one.

By entering into this new market PES is going to come across

new, more established companies and become their rivals.

Porter. M.E (1980) describes 5 major forces that influence a

firms ability to compete and represents them in a model.

http://openlearn.open.ac.uk/http://openlearn.open.ac.uk/


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7.1 Porters 5 forces

The Porter's 5 Forces is a simple but powerful tool for

understanding where power lies in a business situation. This is

useful, because it helps you understand both the strength of

your current competitive position, and the strength of a

position you're looking to move into.

7.1.1 Porters 5 Forces Definitions

Supplier Power: Here you assess how easy it is for suppliers

to drive up prices.

Buyer Power: Here you ask yourself how easy it is for buyers

to drive prices down.



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Competitive Rivalry: What is important here is the number

and capability of your competitors.

Threat of Substitution: This is affected by the ability of your

customers to find a different way of doing what you do.

Threat of New Entry: Power is also affected by the ability of

people to enter your market.

www.mindtools.com

What Porter is showing is that by entering a market thatalready has a number of players you have to bring something

new to make you stand out from the others. Some may bring

new ideas and approaches, some cheaper prices by either

having more bargaining power or by making less profit others

different materials.

PES will bring with it an envious reputation and a good value

service. It is hoped that this will help establish the company.

The largest threat to PES is not just its rivals but its pricing

structure, by going in low on the initial work the company is

relying on getting the follow up work. In some cases customers

may ask PES to test the property knowing the test price will be

extremely competitive but then use the information they are

given to seek quotes elsewhere.

It is expected that this will happen but with the customer

service training that will be given to the electricians and the

reasonable prices that will be charged for extra work it is

http://www.mindtools.com/http://www.mindtools.com/


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anticipated that PES will start to gain extra work on regular

basis.

7.2 SWOT Analysis

By carrying out a SWOT (Mullins L 2007 p 541) analysis of

the company it shows the areas it needs to improve in, in order

to become competitive

Strengths

A good electrical knowledge

within the company.

A content and willing

workforce.

Vans, tools and test equipmentalready present.

Weaknesses

Lack of knowledge in domestic

sector.

Not all electricians up to

current regulations.

Opportunities

Introduction of Part P

New Markets opening as

people no longer moving

house but extending

properties.

Building on current reputation.

Threats

Rival firms starting a price war

Customers only requesting

tests with no additional work



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The SWOT analysis provides information that is helpful in

matching the firm's resources and capabilities to the

competitive environment in which it operates. As such, it is

instrumental in strategy formulation and selection

This also shows that the weaknesses that are highlighted will

soon disappear as the electricians will gain on the job

experience and will also be sent on training courses to extend

their knowledge. This will quickly turn the weaknesses in to

strengths.

8. Recommendations

It is recommended to the Director of Premier Electrical Services

that the company moves from just being a commercially based

electrical company in to one that operates within both thecommercial and domestic environment.

It is felt that unless this is agreed upon the company will no

longer be able to sustain its current work force and continue to

build the company as it has done in the past.

The company needs to quickly acknowledge the findings in this

report and begin to draw up marketing and operations plans

based on the evidence and academic underpinnings presented.

By carrying out a few simple changes the company can operate

in different markets ensuring a healthy long term future that

allows for growth and expansion and would align itself with the



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10. References

Anderson, C., Zeithaml, C (1984), "Stage of the product life cycle, business

strategy and business performance",Academy of Management Journal, Vol. 27

pp.5-24.

Assael, H. Marketing Principles and Strategy, Orlando, Florida: The Dryden

Press, 1990, pp.436-438.

Ansoff, I. H. (1957), Strategies for diversification,Harvard Business Review

Vol 35, Issue 2 pp113-124

Borden, N.H. (1964), The Concept of the Marketing Mix,Journal of

Advertising Research Vol 4 pp 2-7

Cook, D.P., Goh, C.H., Chung, C.H. (1999), "Service typologies: a state of the

art survey",Production and Operations Management, Vol. 8 No.3, pp.318-38

Cundiff, E.W. and Hilger, M.T., Marketing in the International Environment,

Englewood Cliffs, New Jersey: Prentice-Hall, Inc., 1984, pp.324-326.

Hamlin B., Keep, J and Ash, K Organisational Change and Development,

Financial Times Prentice Hall (2001), p. 13.



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