The article is a summary of a small-scale research project which considers the formation of Co-operative Trust Schools. This was carried out in 2013 at a time when the number of schools becoming Academies and Trust Schools through the Co-operative College was burgeoning. Through questionnaire, interview, documentary analysis and exploration of websites, the research has sought to build up a picture of this Movement. A number of emergent issues are identified. These include the nature of new spaces for schools to form networks which provide a half-way house between the much tighter academy chains and the individual stand-alone academies and trust schools and the ‘places’ within the governance landscape within which they can do this. Perhaps the most challenging is the sometimes tenuous link between the value-centric Co-operative Movement and the values declared by these academies. It is suggested that the development of these academies with a connection with Co-operativism is more an association than a movement.

This chapter outlines the principles of an effective stock management system, which can be applied not only to the management of stocks of drugs and medicines intended for resale to clients, but also to stocks of consumables intended for use within the veterinary practice.

This chapter discusses four key characteristics that distinguish services from products: intangibility, inseparability, variability and perishability. The discussion is placed in the context of veterinary services.

This chapter discusses the seven elements of the marketing mix (product, price, place, promotion, people, physical evidence, and process) in the context of marketing veterinary services.

This chapter explains the different components (fixed assets, depreciation of fixed assets, current assets, current liabilities, and capital) of a sample balance sheet of a veterinary practice.