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I HAVE been asked by the Editor, whose powers of persuasion are great, not merely to write an article for the LIBRARY REVIEW but to write one on “The Murray Tradition.” Thus is my labour set and my duty defined—a pleasant labour and an honourable duty. I am grateful to Mr. Macleod, not for extracting a promise to write but for easing that extraction by naming the subject on which I am most willing, and at the same time without a specific invitation should have been most diffident, to write.

“We are really a family concern,” said Mr. John Carter, referring to Routledge & Kegan Paul of which he is chairman; and the same, in different degrees, could be said of the three other London publishing houses which I have been visiting. Longmans and Murrays are eminent examples.

This is a brief study of the life and work of the celebrated antiquarian bookseller Bernard Quaritch (1819‐1899). Born in Germany and having served his apprenticeship as a bookseller there, he came to London in 1842 with a letter of introduction to John Murray. After a short period in Paris he finally settled in London in 1845, setting up his own business there in 1845. This flourished and in his Victorian heyday Quaritch had an international fame, priding himself on being bookseller to many “eminent Victorians”. In 1859 he was also first to venture to publish Edward Fitzgerald’s somewhat daring “Rubaiyat of Omar Khayyam”. Quaritch had a firm and lasting influence on books and literature of his time. Apart from his enormous influence on private libraries he helped decisively to build up the collections of the British Museum and of the H.C. Folger Library in the USA. He illustrates how the book trade in Victorian England made its own forceful contributions to the advancement of literature, learning and libraries of all sorts.

Marketing practice varies among firms. However, the prescriptive literature emphasises a universal view of practice, a “one‐size‐fits‐all” view. This paper addresses the issue of explaining diversity in competitive space and over time. Diversity in competitive space reflects the existence of different routes to high performance. Diversity over time reflects some combination of change in the individual firm and change in a population of firms. In the former case, diversity is shaped by organisational change; in the latter by the disbandment and founding of firms in the population. Miles and Snow’s typology is taken as a main point of departure in the search for explanation, and ecological and evolutionary concepts are also drawn upon. The paper starts by examining the discussion of diversity in the literature of strategic management and organisation theory, and then finds evidence of an emerging interest in diversity in the domain of marketing. Based on a number of cross‐sectional and longitudinal case studies, it proceeds to explore diversity in company marketing practice. How such variety evolves at industry level is then addressed. Finally, a view of industries as business systems with complex adaptive mechanisms, enabling both evolutionary and revolutionary changes in marketing practice, is offered.

As the title suggests, the purpose of this paper is to provoke. Provocation is usually aimed at generating reaction, and in this case, it is hoped that reaction will be in the form of some self‐questioning, some reappraisal, of the context within which marketing decisions are made, and indeed, of the very concept of marketing which influences contemporary activity in the area. An alternative framework for analysing marketing activity is suggested, not so much for its own value, but for its ability to demonstrate that there may be many unexplored alternative approaches to the study and design of marketing systems.

Sales management is one of the most complex functions that exists in a bank. Its complexity has to do with the job′s content: it is multifaceted, incorporating strategic and organisational elements – including the ever‐challenging task of managing individual officers. In this article the complexity of the function is resolved by proposing a model that highlights the key elements in the sales management job and their interrelationships. The use of the model as a planning tool is also illustrated. Recognising that understanding the job is only the first, albeit an important step in making sales management an effective instrument in strategy implementation, the typical problems encountered in managing the process that impede effectiveness are also identified. The model is based on the authors′ experience with sales management systems and approaches in banks in Europe.

THERE was a rather remarkable statement made at the Royal Institute of British Architects by Mr. Berwick Sayers last month. He affirmed that so far as the recorded issues of the reference libraries in the municipal libraries of London were concerned, only 8,880 books were consulted daily. This, as the statistical account of twenty‐nine public libraries, shows an average of a fraction over 302 books daily. To some this may seem not an inadequate issue, if all the books recorded are books which the student and the searcher for information have used. The point of the meeting at which the remark was made was that the reference libraries of London should do more in co‐operation with industry, and it was argued by the representatives of ASLIB who took part in the conference that our London reference libraries should be strengthened in the science and technology departments, even at the expense of the lending libraries. The experience of the public librarian seemed to be that few people lived in London near their work; and that they had command of the special libraries in London in a way that provincial industrialists had not, and therefore they did not make any use that mattered of London reference libraries. The Chambers of Commerce in the various boroughs of London consist of small traders as a rule whose main purpose is “to keep down the rates,” and who have very little connection with industry on the scale in the minds of the ASLIB representatives. In short, the chief function of the London public libraries is mainly that of home reading. Ultimately the solution of the reference problem may be the establishment of one or two great regional reference libraries supported by the co‐operation of the boroughs. Co‐operation, however, is in its initial stages yet, and it will probably be some time before such an ideal, if it be an ideal, is achieved.

AT the Exeter Conference, Dr. Kenyon, in his presidential address, touched upon an aspect of library work in such a manner as found a ready agreement in my mind as to its importance and far‐reaching effects. His address was based upon the solid ground of the public utility of libraries, and he proved, right to the hilt, the necessity of the advancement of the library movement on wide lines.

WE have now received the skeleton programme of, and the invitations to, the Annual Meeting of the Library Association which opens at Harrogate with a service at the Parish Church on Sunday, September 17th. The arrangements that are to be made locally are attractive; the picture of the interior of the Royal Hall, which we receive with the list of hotels and boarding houses, seems to promise a useful meeting place where perhaps the acoustics will be better than those to which we are normally accustomed at conferences. The Majestic Hotel, which has been chosen as headquarters, is not quite so expensive as some hotels which have hitherto been chosen although it is not cheap, and it has the advantage of being quite near to the meeting place.

THE Newcastle school, like most others, was established after the second world war to provide full‐time education in librarianship as an alternative to the part‐time system which until 1946 was the only one available to the majority of librarians. At first most of the students were returning servicemen whose library careers had been interrupted by the war and they were followed by students direct from libraries, universities and schools. From a handful of students and one full‐time member of staff in the first year the school has grown steadily until there were 53 students and five staff during the session 1962–3 which was the last course held for the Registration Examination.