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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000004748. When citing the article, please cite: Angela M. Rushton, David J. Carson, (1985), “The Marketing of Services: Managing the Intangibles”, European Journal of Marketing, Vol. 19 Iss: 3, pp. 19 - 40.

The marketing planning process is reviewed in two separate works. The first treats it as a “composite” model, comprehensively handled at both the strategic and the operational planning levels of management. The second emphasises the current lack of follow‐through by implementation of marketing strategies and plans and the consequent schism existing between researchers and practitioners.

Looks at the recent development of the teaching of marketing to the owners and managers of small business. Considers the requirements of education of small businesses and the differences that arise. Investigates the attempts of the marketing group of the University of Ulster, Northern Ireland, to meet these requirements. Concludes that success for marketing educators can only be achieved by practising marketing in the design and conduct of their programmes.

The purpose of this study is to fill a gap in the literature by examining a medium-sized firm. Most modern economies are characterized by a significant group of middle-sized firms, still owner-managed, but with multimillion naira turnovers. Many of these remain family companies and constitute an important reservoir of business initiative. One such family business is the focus of this research. The results of the study suggest that neither the existing typologies of small firm approaches to marketing nor the formal models of marketing attributed to big companies necessarily characterize the marketing planning and management of family business in Nigeria.

Considers the characteristics of small firms from a marketing perspective. Examines the marketing undertaken by firms at different stages of development from start‐up to the medium‐sized firm. Proposes that this normally consists of four stages: initial marketing strategy; reactive selling; the DIY Marketing approach; and integrated proactive stages. Looks at these stages, suggesting that these provide a framework and starting point for further analyses of small businesses.

In recent years there has been a marked development of the “service company”, first in North America and now in Western Europe. Much attention has been given to the marketing of services, but little in the sense of how to do services marketing. This is changing as more and more services begin to take the question of marketing seriously. This article looks at the theory, practice, and future of services marketing.

Investigates the concept of product intangibility, considers its implications for marketing, and examines the way in which managers view intangibility and cope with its marketing consequences. Draws on existing literature and results of interviews with managers in service industries across a broad range. Provides evidence which strongly suggests that product intangibility has a profound effect on the marketing of services. Suggests, also, that there is a lack of guidance for service managers in relation to tackling the problems and making use of the opportunities created by intangible products. Proposes that marketing needs to address these problems by suitably adapting existing tools and providing new concepts to explain and manage intangibility correctly.

Focuses on the international marketing of services and the need for service marketers to be aware ofbarriers to international marketing unique to the service sector, as well as of management strategies for overcoming such barriers. Describes fundamental barriers to the successful international marketing of services. Includes a discussion of the significance of GATT. Explores managerial implications of tariff and non‐tariff barriers for international services marketing.