Nonfinancial Components of the Transport Service (Goodwill, Exposure, and Branding)
By evaluating engineering firms in the United Kingdom, Maclaran and McGowan2 made several observations of importance to small business that must compete in a market that includes competitors of varying sizes.
Maclaran and McGowan evaluated how small firms that are disadvantaged owing to size compete favorably with larger firms able to take advantage of economies of scale and major investment in research and development. They determined that small firms differentiated themselves by providing better customer care and quality of service. Smaller firms maintained closer relations with clients, and as a result, they understood the client's philosophy and approach to business. When problems occurred, clients were able to approach a person at small firms directly and obtain rapid resolution. Because direct communication was possible, problems were solved quickly, and the client and the firm were more flexible. This improved customer care resulted in a positive image and significant customer loyalty.The health care industry, in general, and transport services, in particular, could learn from these findings. Transport teams, by virtue of the fact that they are often relatively small-budget subsidiaries of larger organizations, are similar to the small businesses studied by Maclaran and McGowan.2 Because transport teams deal with a finite and usually small number of referral centers, the opportunities to use personal interaction to improve customer care and, thereby, create loyalty and a positive image are significant. By association, it is reasonable to assume that the base or sponsoring facility will make gains in loyalty and image as well. In a sense, if this pattern is followed, improved customer care will result in promotional and marketing success, leaving the transport team and its sponsoring facility with a branded image associated with quality service.