Introducing change into an organisation usually raises resistance from those who have the most to lose because of the introduction of the envisaged change. This article looks at the introduction of change in the management structure produced in a large public organisation. The key to successful introduction of the change was seen to lie in effective communication. The customary cascading down of information from the top of the organisation to the rank and file managers was found to be ineffective when a large‐scale structural reorganisation programme was being introduced and this led to a search for more effective ways of communication. The partial answer appeared to lie in providing information from the top directly to all employees through the means of new technology – an intranet and extensive use of e‐mail. While this provided a substantial solution to the problem, it still left some questions better answered by management training initiatives.

Purpose – The purpose of this paper is to present and discuss information accessibility in today’s world alongside the accompanying demise of corporate invisibility. This is an ever-present communications reality for businesses and consumers in the twenty-first century. Design/methodology/approach – This paper reviews the relevant extant literature relating to economic, social and technological developments and their impact on the post-modern world of marketing communications. It discusses the rip tides of change that impact on that world. Discussion focuses on the changing global environment as a backdrop to observing new trends in the marketplace underpinned by an information explosion. Consumer typologies and their significance are considered generationally in terms of X, Y and Z and explored in the context of postmodernism. Findings – The pace of change in marketplaces and market-spaces everywhere is continuous and accelerating. Inexorably – and perhaps inevitably – marketing communications are changing shape, metamorphosing into new configurations and forms as a result of underlying technological changes and in the face of ongoing recessionary influences. For the first time in history, people are exerting more influence and control over marketing processes. Medias are moving in tandem with the technological drivers, implying that managers, brands and companies should all be proactive in taking advantage of the changing times. Practical implications – Different communications are needed for different markets, but always based on a sound understanding of the dynamics of the markets they address. Not only is an understanding of the needs and wants of different generations important, but also the different economic, social and cultural settings in which consumption takes place. Social implications – Constant technological change is here to stay and has consequences for the ways companies design and implement marketing communications. Originality/value – This paper is original in its assessment of the problems of creating effective marketing communication and in highlighting the issues facing companies in today’s post-modern world. Using generational types presents an interesting way of examining and addressing different markets with different needs.

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -Seeks to examine important characteristics that go hand-in-hand with successful public-private partnerships. Design/methodology/approach -A grounded theory approach is adopted involving interviews and group discussions with executives of the organisations involved. The rationale behind the reduction of the data collected was based on the commonalty of the words, themes and concepts being produced by the respondents through the written and oral research data.Findings -A descriptive model is presented which identifies five key characteristics: good communication, openness, effective planning, ethos and direction. It is argued that all contribute to the success of a joint venture. Research limitations/implications -Further research might examine other examples of public-private partnerships since the research reported here comprises only a single case studythe major limitation of this research. While utilising the findings of this research may improve the chances of a successful venture, they cannot of their own accord guarantee success since other factors are at play. Originality/value -The paper presents a valuable insight for both academics and practitioners who are keen to appreciate executives' concerns that can arise in evolving a joint venture between a public and a private sector organisation.

Successful marketing strategies in the twenty‐first century require successful communication strategies and this requires more creative thinking allied to an integrated approach to all communication activities. A postmodernist perspective and the influence of societal pressure now challenge the assertion that marketing is a rational formal process of analysis, planning, implementation and control.

The article examines how customer needs are represented within the training evaluation framework of an organisation. The authors assert that meeting customer needs on time, every time, is a route to achieving and sustaining competitive advantage, and training is a tool that organisations should use to succeed at this. Information on good practice from the National Training Awards case studies was used as the basis of the research. The authors conclude that customers’ needs/wants are often not given the attention they deserve but that there is the potential for enhancing practice. Two gaps in the evaluation process are revealed: the ability to relate customer satisfaction to organisational aims and the ability to recognise the behavioural changes necessary to achieve these aims. The authors speculate that successful outcomes are most likely to be achieved if case‐study material is analysed rigorously, if outcomes are carefully articulated, if a range of measurement opportunities are employed and if managers are closely involved in action research processes.