Marketing Budgeting in Nonprofit Hospital Discussion

Marketing Budgeting in Nonprofit Hospital Discussion

I’m working on a marketing writing question and need guidance to help me learn.

John Baker, chief engineer of the Caribbean Bauxite Company of Barracania in the West Indies,

was making his final preparations to leave the island. His promotion to production manager of Keso

Mining Corporation near Winnipeg—one of Continental Ore’s fast-expanding Canadian enterprises

had been announced a month before and now everything had been tidied up except the last vital

interview with his successor—the able young Barracanian, Matthew Rennalls. It was vital that this interview be a success and that Rennalls should leave his office uplifted and encouraged to face the challenge of his new job. A touch on the bell would have brought Rennalls walking into the room but Baker delayed the moment and gazed thoughtfully through the window considering just exactly what he was going to say and, more particularly, how he was going to say it.

John Baker, an English expatriate, was 45 years old and had served his 23 years with Continental Ore in many different places: in the Far East; several countries of Africa; Europe; and, for the last two

years, in the West Indies. He hadn’t cared much for his previous assignment in Hamburg and was

delighted when the West Indian appointment came through. The climate was not the only attraction.

Baker had always preferred working overseas (in what were termed developing countries)

because he felt he had an innate knack—better than most other expatriates working for Continental

Ore—of knowing just how to get on with regional staff. Twenty-four hours in Barracania, however, soon made him realize that he would need all of this “innate knack” if he was to deal effectively with the problems in this field that now awaited him.

At his first interview with Hutchins, the production manager, the whole problem of Rennalls and his future was discussed. There and then it was made quite clear to Baker that one of his most important tasks would be the “grooming” of Rennalls as his successor. Hutchins had pointed out that, not only was Rennalls one of the brightest Barracanian prospects on the staff of Caribbean Bauxite— at London University he had taken first-class honors in the B.Sc. Engineering Degree—but, being the son of the Minister of Finance and Economic Planning, he also had no small political pull.

The company had been particularly pleased when Rennalls decided to work for them rather than for the government in which his father had such a prominent post. They ascribed his action to the effect of their vigorous and liberal regionalization program which, since the Second World War, had produced 18 Barracanians at the mid-management level and given Caribbean Bauxite a good lead in this respect over all other international concerns operating in Barracania. The success of this timely regionalization policy had led to excellent relations with the government—a relationship that had been given added importance when Barracania, three years later, became independent—the occasion which encouraged a critical and challenging attitude toward the role of foreign interests would.

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