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The purpose of the case study is to ascertain how future users of an expert system would like the system to be designed and the problems associated with this, and to find out why design of the system has stopped.

This article reviews the role of the facilitator, commencing with the work of Kurt Lewin. It then goes on to describe a project on which a facilitator was engaged in a large British company. Facilitation in this case is concerned with communications and “clearing the air”, as well as operating mainly on a one‐to‐one basis. It concludes that before people can be helped to help themselves, communications must be unblocked and misconceptions cleared away. The article also discusses some of the issues in relationship to facilitation.

Puts forward a framework for carrying out user evaluations of expert systems, which is based on user evaluations carried out in a large British company over a period of three years. The aim of this framework is to ensure that the aims of the expert system designers and the users of the system are congruent. This in turn will make it more likely that the expert system will be a success. The framework covers aspects such as user type, updating knowledge, training, the value of the system and the human/computer interface.

Suggests that, though user involvement in the design and implementation of expert systems (ES) is generally encouraged in the literature, the incidence of successful user participation continues to be low. Draws on research carried out for a large British company on four expert systems projects, to illustrate the problems, and penalties, of not involving the users. Company culture has a bearing on why participation is difficult. Penalties of not involving the users include non‐implementation and poor interfaces. Suggested advantages of involving users are that happy users are the best advertisement for future systems and that users can make useful suggestions to the designers. Concludes that the concept of participation needs a strong push so that it will become a familiar part of management.

There are many practical difficulties facing managers who decide to venture into the field of Expert Systems. They will have to cope with both technological and human problems. Care must be taken in choosing the application, software house, hardware and software. A company may decide to build an Expert System in‐house, in which case it will need the right sort of Knowledge Engineer(s). The system must be of obvious benefit to the user otherwise it will fail. Knowledge Acquisition for Expert Systems is difficult, but possible if handled properly. The users of the system must be involved in its design and evaluation and a methodology for doing so is suggested. Managers can no longer pay lip service to the concept of user involvement in the design and implementation of new technology.

Looks at the current state of marketing through the mediating eyes of Milton, Machiavelli, Monet and Mussorgsky. Mussorgsky’s emotional and relational music Pictures at an Exhibition is used as a interlinking inspirational pastiche of characters and events as we promenade and observe some of the remorseless characters and creative passion that drives marketing ever onward. Milton is perceived as the great mediator and defender of the true faith, and is symbolised by the music portraying the Great Gate of Kiev through which truth passes to gain entry to paradise, symbolising our discipline’s ultimate goal. Machiavelli reflects the enquiring mind, enlightenment and is perceived as the true advocate of the realities of the discipline and the search for power. Monet provides the creative guiding light and insight into the perceived image. Contemporary marketing concepts are also added to the thoughts of the mediators. Marketing needs to regenerate itself and not fear change or ambiguity in its quest to seek the truth. It needs to avoid shibboleths, false and unarmed prophets, learn from history and show passion and courage or be deemed beyond redemption.

Globalisation as a competitive marketing strategy can only offer a limited explanation for the behaviour of organisations. This is particularly applicable in the case of business and marketing strategies for small and medium‐sized organisations in the retail sector. Terms such as “localisation” have been coined by researchers but the concept is yet to receive a valid interpretation as a marketing strategy from the perspective of the small retailer. This paper seeks first, to understand how “localisation” impacts on the business practices and marketing strategy of small retailers in Spain and Scotland. Second, the results should help lessen the gap between the concepts of globalisation and the localisation.

This explorative, comparative qualitative paper explores business practices and marketing strategies by small retail business owners in Seville (Spain) and Perth (UK) and the role of localisation, using three key themes – place, people and promotion.

This paper suggests that place attractiveness, word‐of‐mouth customer‐to‐customer marketing, customer service beyond simple product advice, community embeddedness and informal but meaningful interpersonal relations between shop owner and customers are some of the key pillars of the “localisation” strategic marketing approach pursued by small retailers in Perth and Seville. This indicates a counterbalance to globalisation.

The pursuit of a deliberate localisation approach by small retailers may be key to their sustainable competitiveness in the knowledge that these elements would not be easily replicated by larger or global retailers.