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The purpose of this paper is to describe the journey of a young person with severe and complex communication needs from no formal expressive communication system, to a point where he is motivated and able to use a text based voice output communication aid for a range of communication functions, in a variety of settings, and with a range of communication partners.

The paper is a descriptive single case study, documenting long‐term changes in speech, language, and communication needs and use, and discontinuation of use, of range of Augmentative and Alternative Communication (AAC) tools.

The paper describes the different AAC interventions and their success or otherwise in supporting the young person. It also describes key educational and therapeutic aspects of his management. Changes in the young person's interaction, language and literacy skills, and how his family and the professionals around him perceived the changes in his communication are highlighted.

The paper is a description of one person without a known underlying diagnosis of his severe and complex communication impairment and might, therefore, be of restricted use when generalized.

There are few published longitudinal descriptions concerning how, why, and when young people use or discard AAC tools. This paper highlights the multiple and various factors of the factors that can be at work when actually providing intervention.

All the indications are that the recession, having savaged industry mercilessly over the last couple of years, has turned its baleful attention on the consumer. Since March 1981 real incomes have been falling, and the forecast (by Capel‐Cure Myers) is that this erosion of real incomes will continue this year. Unemployment — the most tragic affliction of society — is, as is well known, around the 3 million mark; the significant point here is that regional variations are not only substantial but that they create a marked discrepancy between employment levels in the north and north‐west as opposed to the south and south‐east. The national unemployment average stands at 11.7% — but it is 14.8% in the north and only 8.7% in the south east. Even an area such as the Midlands, traditionally prosperous, is now having to receive assistance. This gap will continue to widen. The DoE forecasts that only 1% of new jobs will be created in the north‐west to 1986, 2% in the north and 3% in Wales — as against 34% in the south‐east. There is also clear evidence that investment increasingly favours the south and south east at the expense of the north and west; rental growth south of the Humber/Severn line is now several points higher than in the north. How is the retail sector responding to this economic polarisation? At a conference on Merchandising organised by the Retail Management Development Programme in March, it was evident that it is going to be a factor at the forefront of retail management awareness when planning capital investment programmes. As David Malpas of Tesco commented: “it is as interesting to speculate about Asda's enthusiasm for obtaining planning consents in the south, as it is to note that much of Sainsbury's strength has turned on concentrating their business in the south and east.” And the type of premises developed may well begin to show marked differences in line with this economic polarisation. Three years ago Tesco forecast that retailers in the more depressed areas would trade increasingly out of stripped‐down, limited range discount stores. The effects of the polarisation will inevitably spread to the types of merchandise; Tesco have already announced they are extending their test market for generics further south, to Yorkshire and the north‐east following their initial test in Scotland. But while the larger supermarket groups continue to major on fresh foods, there seems — inexplicably — no market yet for downmarket fresh food. Yet, with women being thrown out of work at a faster rate than men, and with real incomes declining, it would seem logical that more time and less money should prompt more careful shopping and cooking. When the question was put to David Malpas at the conference, he confessed himself baffled. “It's a paradox,” he said, “I see women piling up their trolleys with expensive convenience foods when they should buy better ingredients at cheaper cost.” With economic reality becoming harsher, will the price of such capriciousness soon affect spending patterns? Looking at the country as a whole, what will people be spending their money on in the immediate future? John Richards of Capel‐Cure forecast a rosy future for home entertainment, especially video, audio and photography; and for sports equipment and clothing. And DIY still looks good. But he was doubtful about clothing, women's cosmetics and jewellery. And the beer market looks cloudy. In this report on the merchandising conference we concentrate our attention on two papers only — the economic background provided by Tony MacNeary and John Richards of Capel‐Cure Myers, and the implications of this for the retailer by Tesco's David Malpas. These papers, we feel, are deeply significant for everybody in the retail and distribution sector.

The latest in our series of Management Classics features an article by the founding father of action learning. Professor Reg Revans. It originally appeared in the Malaysian Management Review.

The purpose of this article is to provide an interview with the Director of Product Management at LogiXML.

The article is an interview with David Abramson.

The interview highlights that, in the past, reporting and business intelligence (BI) was IT‐centric – an organisation's IT department was in charge of delivering reports to the user of that output. However, as the workforce has become increasingly sophisticated in terms of data so the actual consumers of that information want to interact with the data and develop individualized reports for themselves.

The interview highlights the changes in the business intelligence sector.

This case is about a small bottling plant which until recently operated in a protected market. Recently, foreign players such as Coca‐Cola and Pepsi have appeared, eager to engulf little players. S. David is under attack, but he had a competitive advantage in a niche market.

Describes the use of CASE tools in manufacturing as a means of reducing lead times. Discusses the requirements of manufacturing through the 1990s, as well as two leading‐edge CASE tools. Surmises that until all issues concerning CASE in manufacturing are resolved, adequate techniques with computer support will remain more productive than more appropriate techniques with no support.

This Masterclass considers the lessons of two recent important books have contrasting but complementary insights to offer to company leaders and strategists on how to improve the odds for developing successful innovations in response to game changes in markets.”

In Dual Transformation: How to Reposition Today’s Business While Creating the Future (2017), disruptive innovation experts, Scott Anthony, Clark Gilbert and Mark Johnson offer corporate leaders a “dual transformation” template for simultaneously repositioning the traditional core business in the face of disruptive change, while also creating new businesses to harness the growth potential typically unlocked by such disruption. In The Power of Little Ideas: A Low-Risk, High-Reward Approach to Innovation (2017), innovation guru, David Robertson, and his collaborator, Kent Lineback, offer companies a “third way” for coping with historic market inflections by innovating around a core product to make it more compelling, rather than having to choose between attempting the radical or incremental innovation of the product itself.

The most powerful message that both books featured in this masterclass have to offer is that while it may be true, as they go on to observe, that large companies can’t innovate faster than the market, they can learn “to innovate better than the market,” through more imaginative use of legacy products, platforms and assets.

A “third way” to cope with market disruption is based on innovating around the core product, by surrounding it with a set of complementary innovations, rather than re-featuring the product itself. All of the complementary innovations operate together with the product “as a system or family to satisfy a compelling promise to the customer.”

Both Dual Transformation and The Power of Little Ideas, present different, but far from mutually exclusive, innovation strategies that can help many more great companies to survive disruptive competition.

A relatively new chief executive has been impressed by the increased efficiency and profitability of firms, similar to his own, which have reorganized. Prior to the change, these firms suffered from slow growth, high fixed costs, and excessive bureaucracy—ills that still plague the executive's organization. He intends to make similar changes to his own company—quickly, to put his stamp on the organization and show a real gain in profits as soon as possible.

The purpose of this paper is to explore the consumption of a personal community and its role in the everyday life of the home‐confined consumer.

Using a Radical Constructivist approach, three cases of home confinement were explored in depth over a period of two years. Ongoing “conversations” captured the consumption experiences with personal communities.

In relation to the home‐confined context, the ability to attain individuality, empowerment and creativity are all heightened as a result of personal community construction. An underlying concern for home‐confined consumers is their removal from independent living to institutionalized living, and, as a result the need to construct, manage and maintain a personal community is of major concern.

Although the study addresses a home‐confined context, it is nevertheless reflective of concerns that are significant to all consumers, namely the attainment of individuality and independence irrespective of marginalization or not.

The importance of a personal community in terms of both self‐empowerment and self‐identity with respect to marginalized groups and vulnerable individuals should not be underestimated. The supporting role of a personal community provides, in times of uncertainty, a framework to maintain self‐identity and independence.

This paper provides a better understanding of the role of a personal community in the consumption experiences of those consumers marginalized and vulnerable as a consequence of context. Home‐confined consumers are “invisible” in the marketplace and the personal community is a means of redressing this imbalance by empowering such individuals.