Examines the huge voluntary sector contribution and shows that vast numbers of the population involve themselves in voluntary work at some time or another. Estimates that the value of their contributions could be as high as £40 billion. This huge sum is generated by dedicated people who nevertheless are for the most part not managed or badly managed, are a constantly shifting group and are not subject to the normal disciplines of business. Sets out how human resource management, as adopted by industry, can be adapted sensitively for the volunteer work‐force, despite the fact that normal levels of management ‐ control and direction ‐ are either unusable or so weak that they can be accepted or ignored, according to mood and conditions.

Discusses the link between AIDS and marketing for companies, and the effect this has had on conventional and unconventional products. Defines three levels of marketing “unmentionables”: taste, ethical and legal. Owing to the subject‐matter, language and images used in anti‐AIDS campaigns, marketing has new freedom and can use its power to shock the public. Concludes that, although some topics which were previously unmentionable are now acceptable, society continues to produce new taboos.

In 1981, in a Harvard Business Review feature, we described a marketing condition which we called "unmentionabilityl' and, through a series of case studies, showed how it could frustrate the marketing of a wide range of products and services, despite the fact that many of them need to be actively marketed. AIDS and the massive anti-AIDS promotional campaigns that it spawned have dramaticaly accelerated the pace of change and created a new environment in which products, services, concepts and ideas that were previously regarded as unmentionable can now be marketed openly and explicitly. The marketing climate has changed profoundly and, although not always for the better, the added freedom and punch that the AIDS campaigns have engendered in the marketing world, have been eagerly accepted by those who feel it can enhance their marketing programmes.

Worldwide professional, trade, research and other associations are losing membership because of increasing economic stringency and the failure to demonstrate the benefits they can deliver. This is a vicious circle, because loss of membership reduces their critical representational and protection of standards function. Shows how associations, by adopting marketing techniques adapted to their specific needs, can obtain and retain members, ensure corporate support and, as importantly, increase the level of membership involvement within the association. Gives examples of how two associations establish and monitor member need and the values they place on the services provided.

Internal marketing in itself is not new, but is only recently becoming widespread in public and private sector organisations. Whilst the principles of internal and external marketing are the same, there are some differences – in targeting, politics, incentives, skills, motivation and interpersonal factors. Case examples are drawn on, from financial services, outplacement and management consultancy.