CONSUMER BEHAVIOR AND MARKET SEGMENTATION FOR WORKPLACE SAFETY
CONSULTANTS OF SMALL BUSINESS
Tonny Kerley de Alencar Rodrigues
Federal University of Rio de Janeiro (Coppead), Brazil
E-mail: tonny.rodrigues@coppead.ufrj.br
Átila de Melo Lira
Universidade Paulista, Brazil
E-mail: atilalira@hotmail.com
Irenilza de Alencar Naas
Universidade Paulista, Brazil
E-mail: irenilza@gmail.com
Submission: 01/04/2014
Revision: 17/04/2014
Accept: 30/04/2014
ABSTRACT
The research aims to use marketing
principles to address the proper techniques that can be usefully applied by
security consultant’s work for small businesses. This research can be
classified as qualitative, descriptive where were analyzed information’s
contained the Work Accident Statistical Year book also can be characterized how
descriptive, since it describes the
marketing activities to be used with small businesses, and is a cross-sectional
study involving several cases in which data were collected in a single chronological
step. The literature was developed using marketing authors and Work safety.
Data were analyzed using the factors that influence consumer behavior proposed
by Chisnall (1995), the model of process
of purchasing decision described by Kotler (1967), the stages of growth
proposed by Churchill and Lewis (1983) and the definitions of specific
strategic to small business enterprises described by Rodrigues (2012). It was
identified that small businesses have characteristics that are centered around
the owner. As a marketing strategy, personal selling can be effective.
Keywords:
Marketing, Consultants, Small business.
Contributors
and Supporting Agencies: Capes,
CNPq and Associação Teresinense de Ensino.
1. INTRODUCTION
There
is growing recognition among researchers and practitioners that successful
organizations actively manage all aspects of their business, including job
security (BOUYER; BARBOSA, 2010; COSTELLA, 2009; FREITAS; SOUZA, 2009; OLIVEIRA
SALLES, 2012; WEBER, 2012), thus, there is evidence to show that small
businesses cannot as effectively as the large security companies. So it is not
surprising that it has been shown that there are higher rates of accidents (at
least in some categories) in small businesses (BRAZIL, 2012).
The
influence of external groups and organizations on the performance of the safety
of small businesses is a current topic of debate and research (ZILLI et al., 2012). A group that has been
overlooked in this debate are the consultants for job security, as few studies
in this area have shown. However, evidence suggests that consultants work
safety is perceived by small businesses as being expensive and often provide
insufficient methodologies and solutions (CLARO, 2011). As a result, they are
not widely used.
Consultants
could perhaps make a greater contribution to the health system and worker
safety, addressing small businesses with more alternative forms. Management
techniques could usefully be applied to develop these approaches. A more
systematic use of marketing could, for example, increase the effectiveness of
security consultant’s work in dealing with small businesses. Starting from the
point that they do not have much access to them, this research aims to use
marketing principles to address the appropriate techniques can be usefully
applied by security consultants to work with small businesses.
Marketing
techniques that are supported by economic, psychological and sociological
studies were in regular use for many decades in a variety of marketing
situations. Work safety, such techniques are routinely used by large
organizations in Brazil (WEBER, 2012).
Marketing
is concerned with a process of exchange between two parties. These parts can,
in many circumstances, be a vendor and a buyer, but in others they may be, for
example, doctor and patient, lawyer and client, teacher and student or
consultant and company. Chisnall (1995) proposed a definition of marketing that
covers this wide range of situations: marketing is the management process
responsible for identifying, anticipating and satisfying customer requirements
in accordance with the organization's goals.
The
shift from a product-oriented approach to the management of an organization, in
which attention was focused primarily on product quality and price, to the
latest customer oriented approach, took first place in marketing. Industrial
and service organizations have been slow with regard to the ability to execute
changes. Service companies have become increasingly important to the national
economy in recent years and as a result, much attention has been focused on
marketing for the service sector (CHISNALL, 1975).
Experiences
in managing the marketing for workplace safety in small businesses are a clear
example of marketing services. Thus this study will also examine how the
marketing services can be combined with the demands of the small business
manager.
2. THEORETICAL FRAMEWORK
2.1.
Consumer
behavior
Before
discussing the general marketing and job security in particular, some
information is provided about consumer behavior and on some of the factors that
influence it.
2.2.
Factors
influencing the buying behavior of the consumer
A
number of factors influence the buying behavior of the consumer. Some of these
are internal to the individual consumer, e.g. attitude and motivation, while
others are external. External factors derive from cultural, sociological, and
economic influences that are exerted on the individual. Some of these factors
will enter into discussions in later sections of this article.
Chisnall
(1995) illustrated this situation. The cultural factors (cultural beliefs and
values, and lifestyle), sociological factors (social class, family influence,
lobbying groups, and opinion leaders) and economic factors (price, payment
method, delivery, and services) influence the psychological factors individual
(cognition, perception, learning, attitude, motivation, and personality) and
they influence the consumer behavior. This summarizes the various internal and
external factors that influence the behavior of the potential buyer.
2.3.
Consumer
behavior - a simple model
In
order to gain an understanding of this behavior, a model of the buying decision
process is also necessary. The model adopted for the present discussion is to
Kotler (1967) that part of the felt need, then the activity of pre-purchase,
then the purchase decision, later the “use”, to reach the post-purchase
feelings.
The
consultants need to develop a sense of need for their services towards small
business managers. When this happens, the potential buyer begins to
pre-purchase activity. The objective is to identify and evaluate assets or
services that can meet the perceived need. The effort expended in the activity
of pre-purchase and in making purchasing decision varies greatly. In some
cases, great care is taken, while in others the buyer simply chooses a known
brand, or even makes an impulse purchase (NASCIMENTO; TEIXEIRA, 2012).
The
pre-purchase activity has the function of reducing the perceived risks involved
in making a purchase. The place of the risk reduction strategy pre-purchase
behavior has been studied by several authors (REIS, 2011). The type of
financial risk may be related to the performance related to chance,
psychological (inconsistency with the self-image of the person) or social (open
to criticism or ridicule from others) (KOTLER, 1967).
Post-purchase
feelings can be significant. The buyer may feel concern that if the choice made
was correct and that the purchase amounted to previous expectations. This
interest may be decreased by using guarantee techniques (AFONSO, 2010). Worry
can also be due to real disappointment with the purchase. In these
circumstances, repeat purchase is less likely, unless effective measures are
taken. Moreover, such repetition is more likely if the buyer is completely
satisfied with the purchase. This very general description will be valid in a
wide range of marketing situations. On the other hand, the systematic
differences in behavior can be recognized depending on the nature of purchase.
2.4.
Marketing
of services
The
distinction between goods and services is not always as clear as it might at
first be thought. Many artifacts are accompanied by after-sales services, while
service delivery can often contain a well. However, Payne (1993) showed that it
is possible to identify service elements by means of certain characteristics.
They
are immaterial and variables typically produced and consumed at the same time.
Furthermore, the potential buyer can not usually prove. These features have the
potential buyer a number of problems during pre-sale, especially as regards the
perception of risk (PAYNE, 1993).
Financial
risk is a particular problem. Losses can go far beyond the cost of the service,
as there may be all sorts of consequential losses if the service is defective.
These losses can often be recovered by means of expensive and time consuming
actions with legal disputes in courts. Consumers will often accept an offer,
although not the cheapest, if they think this will ensure higher standards. In
many cases, the consumer will have personal recommendation to make your choice.
Personal selling techniques are also of particular importance in the marketing
services (PAYNE, 1993).
A
series of measures are taken by service providers to reduce the perceived
risks. They make use of staff with formal qualifications and can offer a
service that complies with the standard set by an external professional or
trade association. Care is taken to give a detailed description of what is and
is not included as part of the service offered. In some cases, the service
level targets are specified, for example, to highs of service.
After
a positive decision to purchase, production and consumption often occur
simultaneously, so a guarantee can be provided at this stage, periodically
checking if the service is satisfactory. Where dissatisfaction not, the
post-purchase concerns should be dealt with swiftly and effectively. Answers to
personal grievances will depend on the market situation (AFONSO, 2010). In some
cases, a free service may be appropriate, in others only the cash back can be
enough, because in certain circumstances a more complete compensation is
required. Thus, a satisfactory result is important in services marketing, where
personal recommendation to other potential customers can then happen.
When
consumers are satisfied with a service they are likely to submit a high degree
of brand loyalty, they are very likely to return to the same service when they
have other requirements. This led to a shift in emphasis from marketing
services out of the trade marketing (focusing on single sale) for relationship
marketing, where a long-term high quality is the goal (NASCIMENTO; TEIXEIRA,
2012).
2.5.
Market
segmentation
The
previous section focused on the consumer behavior of certain categories of
services. Moreover, it is necessary to categorize groups of people for whom
marketing efforts are targeted specifically. This market segmentation allows a
connection between the product being produced and the demands of their
consumers (MUNHOZ; KIRINUS, 2012). For example, the style of goods, the style
of presentation, content of advertising and will be located where the company
becomes different when the marketing is directed to correct the consumer's age
or gender, income, marital status, and others.
This
simple example uses consumer characteristics as a basis for segmentation. There
are many of these bases, relating both consumers and the type of market. Some
segmentation bases uses are: geographic, demographic, cultural and social. In a
particular situation, marketing, more than one base may be employed. Chisnall
(1995) pointed out that targeting can be effective when the sub is clearly
identifiable, of known size, affordable to the target market and commercially
viable.
2.6.
Marketing
of job security for small business: a market segment
In
this section, this study discusses the marketing of safety can be successfully
targeted in order to provide better service to the small business manager. The
segmentation is based, in this case, the size of the company. Other bases could
be added because the marketing strategy can be taken depending on the nature of
the activities undertaken by small business or geographical area in which small
businesses are located.
The
bases of consumer segmentation adopted are geographical (location, population
size, population density) and demographic (age, income, education, occupation,
size of the organization) and cultural/social (culture, subculture, lifestyle,
social class, and others).
For
simplicity, attention is restricted to the size of the company only in the
present study. Criteria Chisnall (1995) for effective market segmentation were
applied. To make the judgment, it is necessary to look carefully at both small
businesses as their own managers.
2.7.
Small
businesses
Table
1 illustrates the contribution made by micro and small enterprises to the
Brazilian economy in 2012, both in terms of employment and in terms of economic
importance (RODRIGUES, 2012).
Table 1 – Small enterprises in Brazilian Economy
|
Company Size |
|||
Micro |
Small |
Average |
Large |
|
Percentage
of enterprises |
94.8 |
4.2 |
0.7 |
0.3 |
Percentage of total employment accounted for |
40.2 |
24.5 |
7.4 |
27.9 |
Percentage of total business generated represented |
13.1 |
6.4 |
32.4 |
48.1 |
Micro
and small businesses operating in all sectors, however, over 15% are in
manufacturing, more than 32% in business services and 43% in retail and
wholesale operations (RODRIGUES, 2012). Significantly, many small businesses
are contracted to perform dangerous or specific risks that have already been
performed tasks within large organizations. However, the size of the company
clearly cannot be correlated with the degree of risk or danger.
2.8.
Managers
of small enterprises
Managers
of small enterprises, as well as any other group of individuals, present a wide
range of attitudes, beliefs and motivations. Within this broad range,
significant sub-groupings can be discerned when specific aspects of the
management of small enterprises are studied.
For
example, Santos and Silva (2012) analyzed the motivation to create small
businesses. They suggest that employees make up a business employing their
expertise to achieve a satisfactory way to make a living; managers looking to
build a successful organization in order to obtain recognition for the high
quality management, and the classic entrepreneur is driven by desire for financial
success.
Rodrigues
(2012) suggested that the situation is somewhat more complex, since the
motivation stems from a mixture of factors. These may include the need for
approval, need for independence, need for personal development and desire to
create wealth both for themselves and for the community.
Have
the further development of the business has been modeled by a number of authors
in the area of marketing, including Churchill and Lewis (1983) who identified
five stages of growth. The first stage is the “existence” which consists of the
initial period after the company is formed. The main task of the manager is to
keep the company alive. Little or no planning will be evident and the manager
will need to spend much time looking for clients and producing goods and
services. Finances are a consequence of managing cash flow.
The
second stage is “survival” in the organization within the company is still at a
basic level and is not yet recommended a high level delegation of activities.
Attention will be focused on the control of costs and revenues. Marketing
focuses on obtaining a niche market and constancy in repeat sales. The third
stage is the “success” in that there is a stable customer base. Employees can
be recruited to undertake particular functions and management system shall have
a degree of formalization. Efforts to develop a competitive market position and
external financing may still be necessary are made.
The
fourth stage is the “expansion” in which the company is now able to grow
rapidly from a funding availability. The professional management system is
evolving. The marketing effort is directed to the search for new markets and
beat the competition. The fifth stage is the “maturity” in which the company
operates an increasingly formalized management system. The return on investment
becomes important in financial management.
This
model described above is widely accepted as being necessary to study the
development of the company. However, many organizations are only limited
through the five stages before weakening growth progress. Other, so-called
business “lifestyle”, are specifically designed to provide a comfortable life
for the owner - manager, whose company growth will stop once this is achieved,
and it seems the third stage. Others, again due to their individual
circumstances, may have little or no experience in the early stages before
moving quickly to the rear. The true entrepreneur, in general, want to reach
stages 4 and 5, as soon as possible.
The
relevance of Churchill and Lewis (1983) model for the present study, it is
evident when attention is focused on the role of manager. This individual is
absolutely essential for the growth and development of the company, especially
in the early stages. The management style is usually informal, but it must
adapt to new circumstances and new problems while the company develops.
Indeed,
Santos and Silva (2012) suggested that the inability of the manager to adapt is
an important factor that may cause business failure. Important decisions must
often be made within a short period of time and under conditions where the risk
is present. The risk environment makes external financing from banks and other
sources become expensive. All these factors have a direct effect on the
marketing strategy to be adopted by the security consultants for small
businesses.
3. METHODOLOGY
For
the implementation of the research qualitative research approach was used in
small businesses based in a national study conducted by these organizations
Rodrigues (2012). The research literature is using marketing authors and
safety; document through AEAT – Workplace Accident Statistical Yearbook (BRAZIL,
2012), also has descriptive character by describing the marketing activities to
be used with small businesses, and is a cross-sectional study involving
multiple cases in which data were collected in a single chronological step, for
example, it is like a photograph of that scene at that time (GIL, 2010;
RODRIGUES, 2012; SUAREZ; CASOTTI 2013; VERGARA, 2013).
Regarding
data collection, for the number of accidents faced by small businesses in
Brazil, as well as accident rates, the Ministry of Labor in conjunction with
the Ministry of Social Security publishes the Statistical Yearbook of Accidents
(BRAZIL, 2012). It is noteworthy that this study collected data in the first
quarter of 2013 and until that time the latest AEAT was referring to the year
2011, published in 2012.
Data
were analyzed using the factors that influence consumer behavior Chisnall
(1995), the model of buying decision process described by Kotler (1967), the
stages of business growth proposed by Churchill and Lewis (1983), and the
specific strategic definitions for small businesses described by Rodrigues
(2012).
4. RESULTS AND DISCUSSION
4.1.
Marketing
strategies for security consultants work for small businesses
Turning
now to the criteria of Chisnall (1995) for effective market segmentation is
evident that the small business segment can be clearly identified in terms of
specific marketing requirements Churchill and Lewis (1983) in stages 1-3 ,
where most small businesses is. The segment size is huge and, according to AEAT
(2012), a considerable part of these small businesses had no contact with
security consultants work to improve their management processes concerning the
theme.
Small
businesses are certainly accessible in principle. Many are located in
industrial areas, business or facilities provided by the drive for economic
development of the municipality and could easily be contacted directly parks.
Directories such as the Yellow, a brief query in Google, at the site
Telelistas.net, dial 102 or the local trade directories, Pages (phonebook
companies) would provide contact information for a large number of small
businesses.
Intermediary
organizations such as trade associations, trade relations, training and
enterprise councils can also provide a route of indirection. Usually it is
relatively simple in a small business identify the right person for this
approach. If the segment is commercially viable, will require greater care at
first contact.
Considering
the evolution of the last three years of work accidents liquidated, for
example, those whose administrative proceedings the National Social Security
Institute (INSS) has already closed, note the stability in the number of
accidents during this period with a decline of 3% between 2009 and 2010 and an
increase of 0.16% between 2010 and 2011. However, despite the stability in
number during this period, it is still quite high, because divided as the
730,585 accidents of 2011 by the number of companies 4,530,583, given for the
same year according to IBGE (2012), the result of 16% means that 100 companies
every 16 accidents occur.
Table 2 – Number
of accidents at work settled therefore in Brazil - 2009/2011
Consequence
|
2009 |
2010 |
2011 |
Health
care |
103.029 |
97.698 |
101.314 |
Less
than 15 days |
306.900 |
303.193 |
309.631 |
Over
15 days |
325.027 |
309.827 |
301.945 |
Permanent
disability |
14.605 |
15.942 |
14.811 |
Death
|
2.560 |
2.753 |
2.884 |
Total |
752.121 |
729.413 |
730.585 |
In
these circumstances, the need to address the issues of safety must be
frequently stimulated. Other managers will perceive a degree of necessity, but
will repeatedly postpone a decision regarding safety at work by understanding
other issues as priorities. So it is important to create a need.
Therefore
it is necessary to find an approach that is likely to create a clear need and
thus motivate the manager of the small business create an effective system of
safety management work. With the relative rarity of accidents small business
manager and familiarity with taking risks in a more general context, the
negative appeals as the threat of dire consequences of accidents at some future
time is unlikely to be effective. In any case negative appeals must be used
very carefully.
The
process of human perception tends to filter and distort information input,
which is perceived as dissonant or unacceptable. Pereira Filho (2011) discusses
ways in which an unwanted message may then be neutralized or at least
attenuated at the recipient's mind. The credibility of the bearer of the
message can also be questioned, thus negating the whole approach. In some
situations, the negative approach may be the only viable means of achieving the
action, but in general, a positive approach to be most effective may be
expected. Chisnall (1995) provided an overview of this complex subject.
Managers
of small companies tend to be wary of outside interference. They operate with
informal management systems and some start their own company specifically to
obtain a high level of independence. In those circumstances, the obligation to
comply with the rules of safety of the work itself is not likely to generate
motivation. On the other hand, several factors can be discerned can help create
the necessary awareness of need. Melo (2012) reports the results of several
studies of small scales of management attitudes to safety in small businesses.
The study identified that there are several factors that motivate managers of
small businesses to manage safety at work, although the subject is not
understood, generating a need for more research.
Moral
considerations and a desire to care for their workforce were identified as
particularly important motivators. Caring for employees includes caring for the
health and well-being, reducing absenteeism due to illness and injury. These
types of motivators reflect an appreciation of the dependence of small firms on
individual workers, where factors such as absenteeism, low morale, conflict and
staff turnover have much more impact than in a large organization. Promoting
motivation is something that drives the business commercially. Small businesses
are tied to laws or often need to maintain a reputation for high standards of
safety and health in order to get contracts with large companies with demands
linked to the theme (WEBER, 2012).
In
addition, large organizations are now placing requirements on safety supply
companies. In these situations, the manager of the small business will be
highly motivated to ensure high standards of safety management at work. Thus,
the cost of accidents not appear as a key motivating factor (COSTELLA et al.,
2009). This is understandable in the context of the rarity of accidents in most
small businesses. Moreover, these companies, in some cases, lose significant
amounts of money through incidents of faults of workplace safety (AEAT, 2012).
Safety
standards in work management, loss control and quality control are
interconnected through their demand for adequate standards of training and
supervision. A simple explanation of this link and the commercial advantages to
be obtained with the best global standards can prove to be an effective
motivating aspect for small business managers. The importance of the link is
already clearly recognized by many large Brazilian companies (MELO, 2012). The
marketing makes extensive use of promotional methods, depending on personal
contact. This is likely to be productive in the work of the security services
marketing, both in terms of personal recommendation as a private consultant in
personal selling.
The
previous section focused a lot on the marketing approach for small firms, while
this section attention turns to marketing service. Thus, as discussed above,
the purchase of services is perceived by the potential buyer as a risky
venture. To minimize the perceived risk be careful to offer appropriate service
and to give a comprehensive and understandable description of what is proposed.
In
the above description of how the typical small enterprise operates, it is
suggested that it offered them a low-cost service, tailored to the needs of
those managers who manage their business so not so formal, so to some extent
because their resources are scarce. Instructions should therefore be simple and
documentation that accompany should be brief and to the point, because these
managers will be reluctant to find time and money to conduct trainings for
themselves, so the service offered should be designed to provide if possible, a
management system of job security that the manager can easily understand and
operate without special training.
Oliveira
and Salles (2012) note that managers are not willing to offer training to their
employees. Interviewing staff in small organizations, they report that many
small business managers seem to be unaware of the need for training, or if they
are aware, they consider it very expensive or time consuming. The main
motivator for the formation to be taken is a visit or other contact with
enforcement authority.
Carvalhais
and Campos (2012) did an extensive review of training provision in small
businesses. They concluded that market factors, instead of ignorance is the
cause of poor acceptance, it is not easy to introduce training in small
business management system. Should be strongly recommended, but only when there
is a definite need.
All
these considerations should be fully discussed with the prospective purchaser
along with a better indication of the time and cost implications of the
proposed service.
Through
the survey of techniques of marketing services is suggested that a good contact
must be maintained after purchase in order to monitor progress in the
introduction and operation of the new system of safety management at work to
deal effectively with the difficulties and complaints. Service levels for
post-purchase these activities must be agreed in advance, it will help to
reduce the perceived risk to the buyer.
Already
discussed the use of relationship marketing in the services market, but may
also be of direct relevance to the discussion of their marketing tools in
security management for small businesses. In this sense, conventional detailed
intervention by security consultant can be replaced by a series of shorter
interventions and therefore less costly, spread over several periods (PEREIRA et
al., 2009).
A
good alternative would be to start with advice on the initial purchase of the
necessary equipment, then go for the provision of safety standards at work,
subsequently, develop and formalize the management system since the company was
fully established and then make occasional visits to monitor the established
standards (QUINTAL, 2012).
Thus,
the basic information is provided to managers of small businesses to help them
conduct risk assessments produce policy statements of job security and simple
management systems. The reactions found managers of small companies for this
kind of approach were positive in several respects. The effectiveness of this
approach is being evaluated by the authors at the time.
5. CONCLUSION
This
study analyzed the current practice of marketing in order to see how the
experience of security work management for the managers of small businesses can
be enhanced. There are a number of indications that can be usefully derived
from this debate.
Small
businesses represent a clearly identifiable segment of the market that can be
targeted by security consultants at work. In order to develop an approach that
tends to prove compelling for small firms, security consultants would benefit
from a greater understanding of some characteristics of small businesses. They
might then be in a position to offer small businesses a better service that
suits your needs.
Small
businesses have characteristics that are generally centered around the owner or
manager who, in addition to using the expertise related to the product or
service, also participates in all aspects of the business. They often adopt an
informal approach to managing and working in an environment where time and
money are scarce.
It is
important to develop a clear and effective strategy to get in touch with small
businesses. The previous discussions have identified appropriate marketing
techniques that can be used by security consultants’ work. Personal
recommendation and personal selling, for example, are susceptible to a high
return on this strategy.
A
personal recommendation from a previous customer, a colleague or an
intermediary organization, such as business and trade associations are often
useful in creating customer confidence. The notion of personal recommendation
is somewhat important in this market, because it can be perceived as an element
of endorsement of the organization therefore recommends would be particularly
powerful if the recommendation came from a great organization.
The
personal selling may be effective or as an initial or as an immediate follow-up
to a recommendation approach, once the initial contact with a potential
customer has been reached. Create a perceived or motivate the manager of small
business needs at an early stage is important. This is likely to be best
achieved through the adoption of positive arguments, as the potential reduction
in improving the welfare of officials, absence of disease, maintaining good
reputation and improve control. A positive approach can be compared with the
negative involving non-compliance with legislation or the cost of accidents.
Experience suggests that the negative arguments are commonly used by security consultants’
work.
The
service provided by these consultants would be more successful if tailored to
the needs of the owner or manager. This may include an uncomplicated approach
to providing documentation that is short and easy to understand and implement, representing
a less expensive intervention.
Experience
in other areas of services marketing suggests that an ongoing relationship with
small businesses can be attractive. This can be promoted by a careful and
continuous approach, which also has the merit of spreading costs over time.
These systems and service quality can only be achieved where the consultants
develop the appropriate skills. However, little is known about how consulting
firms are established and operate, as well as training and qualification of
consultants.
A
large number of them gained knowledge and experience by working in a large
company or government organizations. Many have professional qualifications in
the area, however, the initial research of the authors stressed that the
courses leading to qualifications in Brazil safety at work usually contains
little or no training is in safety requirements for small businesses or
appropriate marketing techniques.
It
seems that specific training can be used to solve this problem. Furthermore, the
guidelines of the competent authorities of the Ministry of Labor could well be
useful for consultants who have been working with small businesses. However, to
define the detailed training for programmers and the development of guidance
requirements, more studies need to be conducted on the theme of
characterization of those consultants and about the ways they come into contact
and interact with small businesses. These research themes are being addressed
by the authors.
Finally,
the marketing subjects discussed in this research were presented in the context
of the management and implementation of work safety in Brazil. However, the
authors feel that the discussion has relevance in other countries and could be
useful once adjustments are made for different work environments.
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