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high-risk situations, 93 4 modalities, 24 9 Australia alcohol availability and, 225 6 licensed environments and, 236 safe environments, 242 4 autobiographies, 93 availability controls on, 213 229 cross-sectionality studies, 222 4 days of sale, 225 7 harm and, 218 25 hours of sale, 225 7 legal drinking age, 220 1 longitudinal studies, 224 5 outlet density, 221 2 regulation of harm, 227 8 road crashes and, 743 4 availability theory, 215 7 versus single distribution theory, 219 20 aversion therapies, 12, 76 7 behavioural assessment, 76 behavioural change, 325 6 behavioural therapy, interventions, 76 9 see also cognitive-behavioural therapy benzodiazepines, 45, 63 4 detoxi cation and, 43 best practice, safe environments, 245 6 biographical drawing, natural recovery and, 167 ( g.) biological measures, 27 biopsychosocial assessment, 75 6 biopsychosocial models, addictive behaviours and, 71 bipolar disorder, 147 blood alcohol concentration (BAC) limits, road crash prevention and, 269 70 breath-test devices, road crash prevention and, 268 brief interventions, 10 11, 117 33 assessment for, 21 31 brief treatment, 119 26 de nition of, 119 broadcast media, commercialized, 341 2 buspirone, 62 CAGE, 23 calcium acetyl homotaurinate, 60 2 calcium carbimide, 54, 77 carbamazepine, 63 detoxi cation and, 44 cardiovascular disease (CVD), local level prevention, 285 6 catch-up drinking, 57 checkpoints, road crash prevention and, 266

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Box 32 Case study: ABCO Systems Ltd Andrew Barclay, MD of ABCO Systems Ltd, considered his good fortune Sales had grown by 26 per cent to 2m in the year to March 1998 and pro ts were at 200 000 Not only were the directors able to pay a dividend, even the bank manager was happy ABCO s products were aimed at the banking and nance industry in the City of London, with a number of sales coming from smaller corporates in other sectors ABCO s software engineers had developed a niche software product that made backof ce transactions highly ef cient The full service comprised a networked computer system including hardware, software, cabling, training, maintenance and support Sales leads were mostly generated by Sue White, sales director, getting out and about to meet decision makers at seminars and City events.

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Portions: 25 Portion size: 4 oz (125 g)

She led a small eld sales force who regularly performed demos ABCO was widely known in its market for rapid response and high quality, but it was thought to be cold, uncommunicative and not very innovative Some put this down to Sue s computer engineering background Events leading up to March 1999 Andrew had one niggling concern: ABCO was dependent on three banking customers, who accounted for 78 per cent of sales Another 40 smaller customers made up the balance The former insisted on very tough delivery deadlines and bug-free software ( right rst time quality standards were essential in the banking sector), but they paid their bills on time and the sales staff found them easy to service.

The small accounts were the opposite: the hassle factor was higher (they typically wanted a customized service without paying a commensurate premium) and they took up a lot of time arguing about the bill Although credit procedures were rigorously enforced, payments were very slow and there was a persistent bad debt problem Sue White had drawn up a marketing plan, which she agreed with Andrew, to reduce dependency on the large customers In October 1998, she mailed every bank in the City of London, as well as banking and nance companies headquartered in Zurich and Frankfurt A sprinkling of UK insurance companies and nancial services companies was included for good measure The existing lists produced a few leads, but only three responses came from the new ones Sue attributed this to seasonal factors and tried again in November, with equally poor results Competition started to affect existing business.

Previously six sales leads on average produced a con rmed order Although the number of leads had risen, more estimates were necessary to achieve the same level of con rmed orders Regular customers continued to demand lower prices and the company responded by offering discounts on orders received before March In this way, it hoped to retain these customers loyalty In January 1999, Andrew and Sue went to see the new prospects in Zurich and Frankfurt and to their delight were given a trial order by a Frankfurt bank Some customization was required and, although they had to give away margin to secure the order, they felt that getting a toehold in Europe would help to reduce their dependence on London Unexpected development problems arose with the Frankfurt order, which ran late, so there was no question of invoicing the customer yet.

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