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PurposeThis paper aims to explore how organizations use annual reporting for legitimacy purposes in the context of the ten recently privatised regional water companies in the UK. Although privatization required the water plcs to establish a distinctly different organizational legitimacy for themselves as customer‐focused companies commensurate with their new private sector status, it was clear from the nature of their privatization that they would experience difficulties in achieving this. Privatization did little to change their previous monopoly character, and this created discrepancy with the model of private sector companies operating in customer‐led competitive markets.Design/methodology/approachThe paper uses a content analysis of statements concerning customer service in annual reports. The analysis examines the variety of ways in which the ten water plcs deployed both assertive and defensive impression management techniques in their attempts to gain, maintain and repair their legitimacy as customer‐focused companies.FindingsThe analysis emphasises the importance of the role of corporate reporting as a resource in legitimacy management. The paper also argues that, despite sustained efforts, the water plcs did not wholly succeed in persuading all their customers that the privatization of water was “a good thing”.Originality/valueThe paper will be valuable to researchers and practitioners alike, as it attempts to take further one's understanding of how organizations use corporate reporting for legitimacy purposes by examining a much more extreme case of the legitimacy problem than has been previously considered in the literature: namely, the need for an entirely new basis for corporate legitimacy.

Company financial managers, when confronted with a change in accounting regulations, may face a change in their economic environment as a result of the reaction of users to the reported accounting information. In 1990 a requirement for lessees to capitalize finance leases was introduced in Spain. Reports the results of a survey in Spain of two key groups, company financial managers and bank financial analysts. The study concludes that leasing companies successfully lobbied for changes in the accounting rules which actually proved adverse to their economic interests; and company managers and bank analysts misunderstand each other′s reactions to the capitalization of finance leases. Indicates that managers can benefit from studying research on economic impact issues before determining their own response.

The purpose of this article is to demonstrate how useful information about the structure of markets, and in particular the pricing of products, can be achieved by simple and economical research techniques. Two fields of pricing research are covered: simple pricing questions which can be added to research designed primarily for other purposes and custom‐built pricing studies. The work is derived entirely from actual pricing and other research conducted for a number of clients by the Oxford Research Agency.

The pricing off products in the marketplace is of crucial importance to market share and profitability, yet often little is known about the effects of price changes on a brand's performance. Manufacturers cannot afford to ignore the contribution pricing research can make to their marketing decisions.