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MCR_session_8_-_supprting_the_management_of_corporate_reputation.pdf

MCR_session_8_-_supprting_the_management_of_corporate_reputation.pdf

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MCR_session_8_-_supprting_the_management
MCR_session_8_-_supprting_the_management

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03/26/2014

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Chartered postgraduate diploma in marketing

Supporting the management of corporate reputation Session 8

Learning outcomes
Propose changes to enhance the systems, structure and processes necessary to support the management of corporate reputation:
– – – – – – Communication audits Targeting stakeholder groups Targeting employees Reputation platforms Corporate stories and story telling Corporate positioning

Syllabus ref: 2.2.2
Friday, 29 April 2011 Spporting the management of corporate reputation 2

essential communication practices.org/WorkingPaper1.’ (Coffman. either formal or informal.pdf Friday. what is not.mediaevaluation. 29 April 2011 Spporting the management of corporate reputation 3 . or performance of. and what might work better if adjustments are made.Communication audit • ‘a systematic assessment. of an organisation’s capacity for. 2004) A whitepaper by Julia Coffman (2004) is posted at www. It determines what is working well.

Planning Launching Observing & evaluating Interviews Focus groups Surveys Reporting Friday. 29 April 2011 The communication audit process 4 Spporting the management of corporate reputation .

Communication audit survey instruments • Organisation communication (OC) scale by Roberts & O’Reilly (1973) • Communication satisfaction questionnaire (CSQ) by Downs & Hazen (1977) • Communication audit survey – formerly the International Communication Association (ICA) Audit by Goldhaber & Rogers (1979) • Organisational Communication Audit (OCA) Questionnaire by Wiio & Helsila (1974) • Organisational communication profile by Pace & Peterson (1988) For a summary of these and more communication audit instruments visit http://www.edu/sampsow/Measures.htm Friday. 29 April 2011 Spporting the management of corporate reputation 5 .uwec.

The Corporate Reputation Chain Satisfaction Employee view The brand Customer view Satisfaction Loyalty Retention Identity Image Source: Gary Davies. Rui Vinhas Da Silva and Stuart Roper Friday. 29 April 2011 Spporting the management of corporate reputation Sales 6 . Rosa Chun.

Reputation platform • Is the root positioning that a company adopts when it presents itself to internal and external observers Van Riel & Fombrun. 29 April 2011 Spporting the management of corporate reputation 7 . 2007. p136 Friday.

• The Platform Pillars allow you to leverage the drivers of your reputation through actions and communications (reputing) that will make you relevant to your stakeholders Friday.Reputation platform • A reputation platform brings "The Big Idea" to life by framing and defining the types of activities you will focus on as a company in order to build your reputation. 29 April 2011 Spporting the management of corporate reputation 8 . • The reputation platform is composed of "pathways to relevance" or "Reputation Platform Pillars".

An emotional theme seeks to establish a personal connection or emotional bond with target audiences. ICE is in training • What the organisation offers: the benefits of attractive outcomes offered by or through the organisation’s activities e. A benefits theme emphasises value. Volvo focuses on safety. 29 April 2011 Spporting the management of corporate reputation 9 .g. advantage and desirability. quality and service.g. in order to inspire allegiance • What the organisation represents: the values and emotions the organisation stands for e. through empathy and identification Friday. DHL is in the logistics business.Core positioning themes • The core positioning themes that serve as reputation platforms may be: • What the organisation does: the key activities or business areas it is involved in e. M&S is about trust.g.

Reputational Platforms Reputational Platforms are the basis upon which an organisation positions itself strategically. These are based around the following three themes: Activity Themes Benefit Themes Emotional Themes Shell = the energy business 'Eureka' Film Sony = entertainment World of Sony : Sony J&J = family About Johnson & Johnson Johnson & Johnson . From Reputational Platforms organisations can tell stories.

It is built up by identifying the unique elements of the company. and successfully positions the company against rivals. and presenting them in an appealing fashion’ (van Riel & Fombrun. 29 April 2011 Spporting the management of corporate reputation 11 . 2007. p144) Friday.Corporate stories ‘Is a structured textual description that communicates the essence of the company to all stakeholders. creating a plot that weaves them together. helps strengthen the bonds that bind employees to the company.

How does the company come across 4. Link to corporate reputation Promise (or positioning statement) = distinctive strengths. Plot the corporate story 5. CSR as in rankings of ‘Top brands with conscience’.g.Creating a corporate story 1. etc. youthfulness. excitement. proof points = evidence of e. Monitor the story’s effectiveness Friday. Check for relevance & realism with stakeholders. 29 April 2011 Spporting the management of corporate reputation Source: van Riel & Fombrun (op cit. tone of voice = humour. p149-158) 12 . Implement the story 6. modesty. Position the company 2. Link to corporate identity 3.

YouTube . .US Airways plane crash on the Hudson River Archived narratives an organisation’s collection of stories which trace its history and development.recall how a company started.Storytelling Categories Myths and origins . what its principles are and how it overcame early difficulties and achieved success eg HP and the garage Corporate prophecies are predictions about an organisation’s future Hero stories recall people from the organisation who confronted and overcame a dilemma.

product or service name. pricing strategy etc. Positioning is not what you do to a product • Positioning is what you do to the mind of the prospect Friday.What is positioning? • While positioning may well involve changes in packaging. 29 April 2011 Spporting the management of corporate reputation 14 .

Monitoring the decision Irwin/McGraw-Hill Friday. Making the positioning decision 6. Determining competitors' positions 4. Assessing consumers' perceptions of competitors 3. Analyzing consumers' preferences 5.Determining the Positioning Strategy 1. 29 April 2011 Spporting the management of corporate reputation Slide 2-6 15 . Identifying competitors 2.

29 April 2011 Small gap (perceived) Spporting the management of corporate reputation 16 . 2002) Friday.Corporate Perception Gap Large gap (perceived) Targeted adjustment Few Stakeholders Information provision and correction Many Stakeholders Monitoring Incremental (Chris Fill.

as opposed to communicating in terms of the benefits that are most meaningful to key audiences.Success Criteria of a Brand To grow into a strong identity. from how you train employees to the way you deal with consumers. 29 April 2011 Spporting the management of corporate reputation 17 . of messages each day. even thousands. your brand must incorporate four fundamental building blocks: • 1. using their own internal jargon. And can you communicate it consistently through the name. • 4. Legitimacy—what is your key audience's concept of you? Your positioning must be built around a promise on which you can legitimately deliver. Relevancy—the messages must be meaningful to key audiences. Consistency—Can you live the message consistently? A consideration is whether you can deliver on all of these messages through all the things you do. Many companies spend a lot of time talking to themselves. • 2. Distinctiveness—Consumers are bombarded with hundreds. The purpose of a brand is not to describe. brand structure and design? Friday. Your name and identity must be distinctive enough to cut through the clutter. the positioning must be consistent with how audiences think of you. • 3. but to distinguish. In addition.

storytelling and the use of symbols are regarded as critical aspects upon which organisations can develop durable positions. Friday. 29 April 2011 Spporting the management of corporate reputation 18 . Essentials of Corporate Communication • Task: Identify 5 different well known organisations. understand any stories about the organisations that might have been found. the strapline plus any corporate stories and any other aspect of their nomenclature that can be identified. how the company got started. • • This workshop activity involves identifying the reputational platform.Workshop • Many of the stronger corporate brands are often anchored around a discernable reputational platform. name. organisational origin –that is. The overall goals are to: – – – Introduce you to the ideas concerning reputational platforms and corporate storytelling as a means of developing positions for corporate brands Confirm the importance of nomenclature in corporate brands and positioning Establish the importance of symbolism and messaging in managing corporate brands. See chapter six of Van Riel & Fombrun. Collect basic information of their logo. and from there identify the position an organisation occupies. Indeed. which provides the foundation for a series of corporate stories.

Essential reading • Van Riel. • Davies.B. G. and Fombrun. Abingdon. London. 29 April 2011 Spporting the management of corporate reputation 19 . Routledge. (2007) Essentials of corporate communications.M.J. C. et al (2003) Corporate reputation and competitiveness. Friday. C. Routledge.

29 April 2011 Spporting the management of corporate reputation 20 .com/ http://www.corporate-marketing.corebrand.com/ www.brandingasia.interbrand.com/ Friday.org/ http://www.wolffolins.Web search • • • • • www.com/ http://www.

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