Slezská univerzita v Opavě
Obchodně podnikatelská fakulta v Karviné
CORPORATE COMMUNICATION
Janusz Karpeta
Karviná 2014
Projekt OP VK č. CZ.1.07/2.2.00/28.0017
„Inovace studijních programů na Slezské univerzitě,
Obchodně podnikatelské fakultě v Karviné“
Obor: Jazykověda.
Anotace: Opora Corporate Communication je určena pro studenty prezenční formy studia a svým
rozsahem odpovídá výuce komunikačně zaměřeného předmětu v anglickém jazyce z oblasti
firemní komunikace na ekonomických fakultách. Opora je rozvržena do devíti tematických
okruhů – Essentials of Communication, Essentials of Corporate Communication, Evolution of
Corporate Communication, Main Forms of Corporate Communication, Corporate Identity,
Corporate Image, Brands, Organisation of Corporate Communication in a Company a Mixed
Corporate Communication Test. Navíc obsahuje také anotaci, včetně klíčových slov. Kapitoly
jsou rozčleněny do následujících části: slovní zásoba, text a otázky k textu, mluvení a na konci
každé kapitoly následuje test. Jednotlivé kapitoly si kladou za cíl procvičit, prohloubit
a zdokonalit si znalosti v anglickém jazyce v oblasti týkající se komunikace, firemní
komunikace, vývoje firmení komunikace, hlavních forem firemní komunikace, firemní identity,
firemní image, značek, organizace firemní komunikace ve firmě a také procvičení si všech
získaných znalosti z výše uvedených kapitol v souhrnném testu z oblasti foremní komunikace.
K tomu je přizpůsobená slovní zásoba a cvičení. Vybraná komunikačně zaměřená témata
připravují svou odbornou slovní zásobou, nácvikem lexika a testů na konci kapitol na
typizované a z velké části autentické komunikačně zaměřené situace v moderním firemním
prostředí. Závěrečná část se věnuje aktivnímu nácviku všech nejběžnějších situací z oblasti
foremní komunikace. Materiál celkově tvoří základ pro zvládnutí jednotlivých komunikačněfiremních
problematik v praxi a usnadní posluchačům lépe se adaptovat na cizojazyčné firemní
prostředí a pochopit tak jeho specifika. Jedním z klíčových výstupů opory Corporate
Communication je kromě zvládnutí slovní zásoby, cvičení vybraných komunikačních oblastí
a také umění pracovat s odborným textem a v neposlední řadě posílení komunikativních
dovedností v moderním profesním podnikatelském prostředí.
Klíčová slova: Communication, Corporate Coomunication, Evolution of Corporate Communication, Main
Forms of Corporate Communication, Corporate Identity, Corporate Image, Brands, The
Organisation of Corporate Communication in a Company.
Autor: Mgr. Janusz Karpeta
Recenzenti: Mgr. Jana Hejtmánková, PhD. a PhDr. Julie Švábová
ISBN 978-80-7248-966-4
3
CONTENT
ÚVOD ........................................................................................................................................ 5
1 ESSENTIALS OF COMMUNICATION ..................................................................... 6
1.1 VOCABULARY .......................................................................................................................... 6
1.2 INTRODUCTION......................................................................................................................... 7
1.3 SPEAKING............................................................................................................................... 11
1.4 TEST ....................................................................................................................................... 11
1.5 KEY ........................................................................................................................................ 13
2 ESSENTIALS OF CORPORATE COMMUNICATION......................................... 14
2.1 VOCABULARY ........................................................................................................................ 14
2.2 SCOPE AND DEFINITIONS........................................................................................................ 15
2.3 KEY CONCEPTS IN CORPORATE COMMUNICATION ................................................................. 16
2.4 SPEAKING............................................................................................................................ 19
2.5 TEST ....................................................................................................................................... 19
2.6 KEY ........................................................................................................................................ 21
3 EVOLUTION OF CORPORATE COMMUNICATION......................................... 23
3.1 VOCABULARY ........................................................................................................................ 23
3.2 EVOLUTION OF CORPORATE COMMUNICATION...................................................................... 24
3.3 SPEAKING............................................................................................................................ 28
3.4 TEST ....................................................................................................................................... 28
3.5 KEY ........................................................................................................................................ 30
4 MAIN FORMS OF CORPORATE COMMUNICATION....................................... 32
4.1 VOCABULARY ........................................................................................................................ 32
4.2 DIVISION OF CORPORATE COMMUNICATION .......................................................................... 33
4.3 SPEAKING............................................................................................................................... 39
4.4 TEST ....................................................................................................................................... 39
4.5 KEY......................................................................................................................................... 41
5 CORPORATE IDENTITY .......................................................................................... 43
5.1 VOCABULARY ........................................................................................................................ 43
5.2 SCOPE AND DEFINITIONS........................................................................................................ 44
5.3 SPEAKING............................................................................................................................ 51
5.4 TEST ....................................................................................................................................... 51
5.5 KEY ........................................................................................................................................ 53
6 CORPORATE IMAGE................................................................................................ 55
6.1 VOCABULARY ........................................................................................................................ 55
6.2 SCOPE AND DEFINITIONS........................................................................................................ 56
6.3 SPEAKING............................................................................................................................ 62
6.4 TEST ....................................................................................................................................... 62
6.5 KEY ........................................................................................................................................ 64
7 BRANDS........................................................................................................................ 66
7.1 VOCABULARY ........................................................................................................................ 66
7.2 SCOPE AND DEFINITIONS........................................................................................................ 67
7.3 SPEAKING............................................................................................................................... 74
7.4 TEST ....................................................................................................................................... 74
7.5 KEY ........................................................................................................................................ 76
4
8 THE ORGANISATION OF CORPORATE COMMUNICATION IN
A COMPANY................................................................................................................ 77
8.1 VOCABULARY ........................................................................................................................ 77
8.2 SPEAKING............................................................................................................................ 86
8.3 TEST ....................................................................................................................................... 86
8.4 KEY ........................................................................................................................................ 88
9 MIXED CORPORATE COMMUNICATION TEST............................................... 90
9.1 MIXED CORPORATE COMMUNICATION TEST .......................................................................... 90
9.2 KEY ........................................................................................................................................ 99
ZÁVĚR.................................................................................................................................. 108
SLOVNÍK (SLOVNÍ ZÁSOBA)......................................................................................... 109
5
ÚVOD
Opora Corporate Communication je určena pro studenty prezenční formy studia a svým
rozsahem odpovídá výuce komunikačně zaměřeného předmětu v anglickém jazyce z oblasti
firemní komunikace na ekonomických fakultách. Opora je rozvržena do devíti tematických
okruhů – Essentials of Communication, Essentials of Corporate Communication, Evolution of
Corporate Communication, Main Forms of Corporate Communication, Corporate Identity,
Corporate Image, Brands, Organisation of Corporate Communication in a Company a Mixed
Corporate Communication Test. Navíc obsahuje také anotaci, včetně klíčových slov. Kapitoly
jsou rozčleněny do následujících části: slovní zásoba, text a otázky k textu, mluvení a na
konci každé kapitoly následuje test. Jednotlivé kapitoly si kladou za cíl procvičit, prohloubit
a zdokonalit si znalosti v anglickém jazyce v oblasti týkající se komunikace, firemní
komunikace, vývoje firmení komunikace, hlavních forem firemní komunikace, firemní
identity, firemní image, značek, organizace firemní komunikace ve firmě a také procvičení si
všech získaných znalosti z výše uvedených kapitol v souhrnném testu z oblasti foremní
komunikace. K tomu je přizpůsobená slovní zásoba a cvičení. Vybraná komunikačně
zaměřená témata připravují svou odbornou slovní zásobou, nácvikem lexika a testů na konci
kapitol na typizované a z velké části autentické komunikačně zaměřené situace v moderním
firemním prostředí. Závěrečná část se věnuje aktivnímu nácviku všech nejběžnějších situací
z oblasti foremní komunikace. Materiál celkově tvoří základ pro zvládnutí jednotlivých
komunikačně-firemních problematik v praxi a usnadní posluchačům lépe se adaptovat na
cizojazyčné firemní prostředí a pochopit tak jeho specifika. Jedním z klíčových výstupů opory
Corporate Communication je kromě zvládnutí slovní zásoby, cvičení vybraných
komunikačních oblastí a také umění pracovat s odborným textem a v neposlední řadě posílení
komunikativních dovedností v moderním profesním podnikatelském prostředí.
1 Essentials of communication
6
1 ESSENTIALS OF COMMUNICATION
1.1 VOCABULARY
accuracy přesnost
achieve dosáhnout
appearance vzhled
audience publikum, obecenstvo
behaviour chování
clarification objasnění
clue stopa, vodítko, nápověda
convey sdělit, vyjádřit, tlumočit
decode dekódovat, rozluštit
describe popsat
desired požadovaný
distinction
carry
rozdíl, odlišení
nést
encode zakódovat
essenatial podstatný
guide nasměrovat, vést, ovlivňovat
include zahrnovat
inteaction výměna informací, vzájemné působení
intended plánovaný, určený
intentionally úmyslně, záměrně
interfere rušit
interference rušení
involve zahrnovat
mankind lidstvo
meaning význam
message zpráva, sdělení, vzkaz
negotiate vyjednávat
noise šum, rušení
overlap přesahovat, překrývat se
participant účastník
perceive vidět, vnímat, chápat
predict předpovídat
propose navrhovat, plánovat
relationship vztah
respond reagovat
root kořen
serve
emphasis
illustrate
phenomena
adjust
recognize
sloužit
vliv
ukázat, objasnit
jev, fenomén
přizpůsobit, upravit
pochopit, přijmout
share sdílet
speech řeč, mluva, styl mluvení
stimulus podnět
support podpořit, podpora
turn-taking
source
střídání, výměna
zdroj
unintentionally neúmyslně
valuable cenný, hodnotný
Janusz Karpeta; Corporate communication
7
1.2 INTRODUCTION
In our first unit we are going to have a closer look at the way communication is
perceived in professional literature. Communication itself is one the most traditional
disciplines in the history of our mankind. In communication discussions many theories have
been proposed to describe, predict, and understand the behaviors and phenomena of which
communication consists. When it comes to communicating in business, we are often less
interested in theory than in making sure our communications generate the desired results. But
in order to achieve results, it can be valuable to understand what communication is and how it
works.
The root of the word communication in Latin is communicare, which means to share,
or to make common”1
. Communication is defined as “the process of understanding and
sharing meaning”2
.
At the center of our study of communication is the relationship that involves
interaction between participants. This definition serves us well with its emphasis on the
process, which we’ll examine in depth across this text, of coming to understand and share
another’s point of view effectively.
The first key word in this definition is process. According to Pearson and Nelson “a
process is a dynamic activity that is hard to describe because it changes”3
.
There are eight essential components of communication. In order to better understand
the communication process, we can break it down into a series of eight essential components:
1. Source
2. Message
3. Channel
4. Receiver
5. Feedback
6. Environment
7. Context
8. Interference
Source
The source imagines, creates, and sends the message. In a public speaking situation,
the source is the person giving the speech. He or she conveys the message by sharing new
information with the audience. The speaker also conveys a message through his or her tone of
voice, body language, and choice of clothing. The speaker begins by first determining the
message—what to say and how to say it. The second step involves encoding the message by
choosing just the right order or the perfect words to convey the intended meaning. The third
step is to present or send the information to the receiver or audience. Finally, by watching for
1
Weekley, E., (1967). An etymological dictionary of modern English (Vol. 1, p. 338). New York, NY: Dover
Publications.
2
Pearson, J., & Nelson, P., (2000). An introduction to human communication: Understanding and sharing (p. 6).
Boston, MA: McGraw-Hill.
3
Pearson, J., & Nelson, P., (2000). An introduction to human communication: Understanding and sharing.
Boston, MA: McGraw-Hill.
1 Essentials of communication
8
the audience’s reaction, the source perceives how well they received the message and
responds with clarification or supporting information.
Message
As McLean states “the message is the stimulus or meaning produced by the source for
the receiver or audience”4
. When you plan to give a speech or write a report, your message
may seem to be only the words you choose that will convey your meaning. But that is just the
beginning. The words are brought together with grammar and organization. You may choose
to save your most important point for last. The message also consists of the way you say it—
in a speech, with your tone of voice, your body language, and your appearance—and in
a report, with your writing style, punctuation, and the headings and formatting you choose. In
addition, part of the message may be the environment or context you present it in and the
noise that might make your message hard to hear or see.
Channel
As stated by McLean “the channel is the way in which a message or messages travel
between source and receiver”5
. When you speak or write, you are using a channel to convey
your message. Spoken channels include face-to-face conversations, speeches, telephone
conversations and voice mail messages, radio, public address systems, and voice over Internet
protocol (VoIP). Written channels include letters, memorandums, purchase orders, invoices,
newspaper and magazine articles, blogs, e-mail, text messages, tweets, and so forth.
Receiver
In line with the words of McLean “the receiver receives the message from the source,
analyzing and interpreting the message in ways both intended and unintended by the source”6
.
As a receiver you listen, see, touch, smell, and/or taste to receive a message. Your audience
“sizes you up,” much as you might check them out long before you take the stage or open
your mouth. The nonverbal responses of your listeners can serve as clues on how to adjust
your opening. By imagining yourself in their place, you anticipate what you would look for if
you were them. You too can recognize the interaction between source and receiver in
a business communication context. All of this happens at the same time, illustrating why and
how communication is always changing.
Feedback
When you respond to the source, intentionally or unintentionally, you are giving
feedback. Leavitt and Mueller point out that “feedback is composed of messages the receiver
sends back to the source. Verbal or nonverbal, all these feedback signals allow the source to
see how well, how accurately (or how poorly and inaccurately) the message was received”7
.
Feedback, as we know, also provides an opportunity for the receiver or addressees to demand
an explanation, to agree or disagree, or to indicate that the source could make the message
more interesting. What results from that is that as the amount of feedback increases, the
accuracy of communication also increases.
4
McLean, S., (2005). The basics of interpersonal communication (p. 10). Boston, MA: Allyn & Bacon.
5
McLean, S., (2005). The basics of interpersonal communication (p. 10). Boston, MA: Allyn & Bacon.
6
McLean, S., (2005). The basics of interpersonal communication (p. 10). Boston, MA: Allyn & Bacon.
7
Leavitt, H., & Mueller, R., (1951). Some effects of feedback on communication. Human Relations, 4, 401–410.
Janusz Karpeta; Corporate communication
9
Environment
The environment is “the atmosphere, physical and psychological, where you send and
receive messages”8
. The environment can include the tables, chairs, lighting, and sound
equipment that are in the room. The room itself is an example of the environment. The
environment can also include factors like formal dress that may indicate whether a discussion
is open and caring or more professional and formal. People may be more likely to have an
intimate conversation when they are physically close to each other, and less likely when they
can only see each other from across the room. In that case, they may text each other, itself an
intimate form of communication. The choice to text is influenced by the environment. As
a speaker, your environment will impact and play a role in your speech. It’s always a good
idea to go check out where you’ll be speaking before the day of the actual presentation.
Context
According to McLean “the context of the communication interaction involves the
setting, scene, and expectations of the individuals involved”9
. A professional communication
context may involve business suits (environmental cues) that directly or indirectly influence
expectations of language and behavior among the participants.
Interference
Interference, also called noise, can come from any source. “Interference is anything
that blocks or changes the source’s intended meaning of the message”10
. Psychological noise
is what happens when your thoughts occupy your attention while you are hearing, or reading,
a message. Noise interferes with normal encoding and decoding of the message carried by the
channel between source and receiver. Not all noise is bad, but noise interferes with the
communication process.
Two Models of Communication
Researchers have observed that when communication takes place, the source and the
receiver may send messages at the same time, often overlapping. You, as the speaker, will
often play both roles, as source and receiver. You’ll focus on the communication and the
reception of your messages to the audience. The audience will respond in the form of
feedback that will give you important clues. While there are many models of communication,
here we will focus on two that offer perspectives and lessons for business communicators.
Rather than looking at the source sending a message and someone receiving it as two
distinct acts, researchers often view communication as a transactional process (Figure 1
"Transactional Model of Communication"), with actions often happening at the same time.
The distinction between source and receiver is blurred in conversational turn-taking, for
example, where both participants play both roles simultaneously.
8
McLean, S., (2005). The basics of interpersonal communication (p. 11). Boston, MA: Allyn & Bacon.
9
McLean, S., (2005). The basics of interpersonal communication (p.11). Boston, MA: Allyn & Bacon.
10
McLean, S., (2005). The basics of interpersonal communication (p. 11). Boston, MA: Allyn & Bacon.
1 Essentials of communication
10
Figure 1 Transactional Model of Communication
Source: http:// images.flatworldknowledge.com/mclean/mclean-fig01_003.jpg
In the constructivist model (Figure 2 "Constructivist Model of Communication"), we
focus on “the negotiated meaning, or common ground, when trying to describe
communication”11
,12
.
Figure 2 Constructivist Model of Communication
Source: http:// images.flatworldknowledge.com/mclean/mclean-fig01_004.jpg
In order to communicate, one has to realize what the term means to the other person,
and establish common ground, in order to fully understand the request and provide an answer.
Because we carry the multiple meanings of words, gestures, and ideas within us, we can use
a dictionary to guide us, but we will still need to negotiate meaning.
11
Pearce, W. B., & Cronen, V., (1980). Communication, action, and meaning: The creating of social realities.
New York, NY: Praeger.
12
Cronen, V., & Pearce, W. B., (1982). The coordinated management of meaning: A theory of communication.
In F. E. Dance (Ed.), Human communication theory (pp. 61–89). New York, NY: Harper & Row.
Janusz Karpeta; Corporate communication
11
QUESTIONS
1. What are some common definitions of communication?
______________________________________________________________________
2. What are eight components of communication?
______________________________________________________________________
3. Explain in detail all of them and provide some practical examples.
______________________________________________________________________
4. Clarify the difference between transactional and constructivist model of
communication.
______________________________________________________________________
5. Provide some practical examples for both models.
______________________________________________________________________
1.3 SPEAKING
1. One group will look up some more definitions of communication in all available
resources and present them to the class. Then discuss further the presented ideas. The
other group will look up some relevant definitions of corporate communication and in
all available resources and present them to your class. Discuss the similarities and
differences of both of the terms communication and corporate communication.
1.4 TEST
1. When it comes to communicating in business, we are often … interested in theory
than in making sure our communications generate the desired results.
• less
• more
• supplementary
2. Communication is a … process.
• static
• dynamic
• constant
3. The source imagines, creates, and sends the ….
• memo
• letter
• message
4. The message is the . . . or meaning produced by the source for the receiver or
audience.
• heart
• stimulus
• soul
5. The channel is the way in which a message or messages … between source and
receiver.
• are lost
• are disconnected
• travel
1 Essentials of communication
12
6. The receiver … the message from the source, analyzing and interpreting the message
in ways both intended and unintended by the source.
• receives
• dispatches
• mails
7. When you … the source, intentionally or unintentionally, you are giving feedback.
• ignore
• respond to
• return to
8. The environment is the …, physical and psychological, where you send and receive
messages.
• atmosphere
• air
• appearance
9. …, also called noise, can come from any source.
• background
• context
• interference
10. A … process is the process with actions often happening at the same time.
• constructional
• transactional
• constructivist
Janusz Karpeta; Corporate communication
13
1.5 KEY
1. When it comes to communicating in business, we are often … interested in theory
than in making sure our communications generate the desired results.
• less
• more
• supplementary
2. Communication is a … process.
• static
• dynamic
• constant
3. The source imagines, creates, and sends the ….
• memo
• letter
• message
4. The message is the . . . or meaning produced by the source for the receiver or
audience.
• heart
• stimulus
• soul
5. The channel is the way in which a message or messages … between source and
receiver.
• are lost
• are disconnected
• travel
6. The receiver … the message from the source, analyzing and interpreting the message
in ways both intended and unintended by the source.
• receives
• dispatches
• mails
7. When you … the source, intentionally or unintentionally, you are giving feedback.
• ignore
• respond to
• return to
8. The environment is the …, physical and psychological, where you send and receive
messages.
• atmosphere
• air
• appearance
9. …, also called noise, can come from any source.
• background
• context
• interference
10. A … process is the process with actions often happening at the same time.
• constructional
• transactional
• constructivist
2 Essentials of corporate communication
14
2 ESSENTIALS OF CORPORATE COMMUNICATION
2.1 VOCABULARY
affect ovlivnit
aim at zaměřit se na
anticipate očekávat, předvídat
approach přístup
arrange zařídit, sjednat, uspořádat
brand značka
claim tvrdit, prohlašovat
code of conduct zásady chování
commitment závazek
competitor konkurent, konkurence
concept pojetí
concern starost, obava, znepokojení
consistent stálý, pevný, důsledný
delivery dodání, dodávka
deny popírat
disseminate šířit
enhance zvýšit, zvednout
evidence doložit, dokazovat
excel vynikat
goal cíl, meta
harness použít
highlight zdůraznit
human rights lidská práva
interdisciplinary mezioborový
interest group zájmová skupina
intervene zasahovat
maintain zachovat, uchovat
mission úkol, poslání
objective cíl
oversee dohlížet, kontrolovat
principle
ensure
zásada
zajistit
protect chránit, pojistit
reputation pověst
resident občan
scope rámce, rozsah
skill dovednost
stakeholder podílník
substantiate odůvodnit, dokázat
superior
be in demand
vynikající, nadprůměrný
být žádaný
sustainability udržitelnost
tailor upravit, přizpůsobit, udělat na zakázku
unsettled nedořešený
value hodnota
various různý, rozmanitý
violate porušit, narušit
vision vize
Janusz Karpeta; Corporate communication
15
2.2 SCOPE AND DEFINITIONS
Having introduced briefly the basic components of communication in the first unit, let
us now pay attention to the scope and some definitions of corporate communication provided
by international corporate experts. As C.B.M. van Riel notices “…few writers have had the
courage to try to define corporate communication. Welcome exceptions are the Dutch
publications of Blauw, and Thomas and Kleyn (1989)…” 13
. As C.B.M. observes further
“Blauw describes corporate communication as the integrated approach to all communication
produced by an organization, directed at all relevant target groups. Each item of
communication must convey and emphasize the corporate identity”14
.
Expanding on those ideas we can continue studying some more approaches to the
definition of corporate communication. Jackson’s definition is one of the first to appear in the
international literature and he says that “…corporate communication is the total
communication activity generated by a company to achieve its planned objectives” (Jackson,
1987)15
.
As said by C.B.M. van Riel “…the ultimate goal of corporate communication is the
creation of a positive basis for relationships with the groups upon which the company
depends… corporate communication is an instrument of management by means of which all
consciously used forms of internal and external communication are harmonized as effectively
and efficiently as possible, so as to create a favorable basis for relationships with groups upon
which the company is dependent”16
.
Furthermore, as it has been demonstrated by Cornelissen “…corporate
communication, in other words, can be characterized as a management function that is
responsible for overseeing and coordinating the work done by communication practitioners in
different specialist disciplines, such as media relations, public affairs and internal
communication”17
.
Having defined it that way, we can agree that corporate communication must include
a whole set of ‘managerial’ activities, such as planning, coordinating and counselling the CEO
and senior managers in the organization as well as ‘tactical’ skills involved in producing and
disseminating messages to relevant stakeholder and other target and interest groups. What is,
more, we can notice at this point visible traits of interdisciplinary fields, which mix
knowledge and skills related to management, marketing and enterprises.
These words can be again evidenced by Cornelissen who claims that “…one
consequence of these characteristics of corporate communication is that it is likely to be
complex in nature. This is especially so in organizations with a wide geographical range, such
as multinational corporations, or with a wide range of products or services, where the
coordination of communication is often a balancing act between corporate headquarters and
the various divisions and business units involved. However, there are other significant
challenges in developing effective corporate communication strategies and programs.
Corporate communication demands an integrated approach to managing communication.
Unlike a specialist frame of reference, corporate communication transcends the specialties of
individual communication practitioners (e.g., branding, media relations, investor relations,
13
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p. 25.
14
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p. 25.
15
Jackson, P., (1987). Corporate Communication for Managers, Pitman. London
16
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p. 26.
17
Cornelissen, J., (2008). Corporate Communication: A Guide to Theory and Practice. London. SAGE
Publications Ltd, p.5.
2 Essentials of corporate communication
16
public affairs, internal communication, etc.) and crosses these specialist boundaries to harness
the strategic interests of the organization at large”18
.
The aforementioned is substantiated by Richard Edelman, CEO of Edelman, the
world’s largest independent PR agency, highlights the strategic role of corporate
communication as follows “…we used to be the tail on the dog, but now communication is the
organizing principle behind many business decisions”19
.
What conclusion can be drawn from that? Certainly, we can agree with the words of
Cornelissen who states that “…the sustainability and success of a company depends on the
way how key stakeholders and other constituencies view it, along with communication, which
is a critical part of building, maintaining and protecting such reputations”20
.
2.3 KEY CONCEPTS IN CORPORATE COMMUNICATION
As it has been already pointed out corporate communication is complex in its nature,
however according to Cornelissen there can be found some universal concepts that apply to
corporate communication across various methodologies in the world. Let us apply the
concepts put forward by Cornelissen in British Airways, which serves as a good example of
the following concepts of corporate communication21
.
Concept 1 – mission
Overriding purpose in line with the values or expectations of stakeholders.
Example: ‘British Airways is aiming to set new industry standards in customer service
and innovation, deliver the best financial performance and evolve from being an airline to
a world travel business with the flexibility to stretch its brand into new business areas’.
Concept 2 – vision
Desired future state: the aspiration of the organization.
Example: ‘To become the undisputed leader in world travel by ensuring that BA is the
customer’s first choice through the delivery of an unbeatable travel experience’.
Concept 3 – corporate objectives and goals
Precise statement of aims or purpose.
Example: ‘To be a good neighbor, concerned for the community and the environment’,
‘to provide overall superior service and good value for money in every market segment in
which we compete’, ‘to excel in anticipating and quickly responding to customer needs and
competitor activity’.
Concept 4 – strategies
The ways or means in which the corporate objectives are to be achieved and put into
effect.
18
Cornelissen, J., (2008). Corporate Communication: A Guide to Theory and Practice. London. SAGE
Publications Ltd, pp.5-6.
19
‘Public Relations in the recession: Good news’, The Economist, 14 January 2010, p. 59.
20
Cornelissen, J., (2008). Corporate Communication: A Guide to Theory and Practice. London. SAGE
Publications Ltd, pp.5-6.
21
Cornelissen, J., (2008). Corporate Communication: A Guide to Theory and Practice. London. SAGE
Publications Ltd, pp.7-9.
Janusz Karpeta; Corporate communication
17
Example: ‘Continuing emphasis on consistent quality of customer service and the
delivery to the marketplace of value for money through customer-oriented initiatives (on-line
booking service, strategic alliances) and to arrange all the elements of our service so that they
collectively generate a particular experience’...‘building trust with our shareholders,
employees, customers, neighbors and with our critics, through commitment to good practice
and societal reporting’.
Concept 4 – corporate identity
The profile and values communicated by an organization.
Example: ‘The world’s favorite airline’ (this corporate identity with its associated
brand values of service, quality, innovation, cosmopolitanism and Britishness is carried
through in positioning, design, livery, and communications).
Concept 5 – corporate image
The immediate set of associations of an individual in response to one or more signals
or messages from or about a particular organization at a single point in time.
Example: ‘Very recently I got a ticket booked to London, and when reporting at the
airport I was shown the door by BA staff. I was flatly told that the said flight in which I was
to travel was already full so my ticket was not valid any further and the airline would try to
arrange for a seat on some other flight. You can just imagine how embarrassed I felt at that
moment of time. To make matters worse, the concerned official of BA had not even a single
word of apology to say’ (customer of BA).
Concept 6 – corporate reputation
An individual’s collective representation of past images of an organization (induced
through either communication or past experiences) established over time.
Example: ‘Through the Executive Club programme, British Airways has developed
a reputation as an innovator in developing direct relationships with its customers and in
tailoring its services to enhance these relationships’ (long-standing supplier of BA).
Concept 7 – stakeholder
Any group or individual who can affect or is affected by the achievement of the
organization’s objectives.
Example: ‘Employees, consumers, investors and shareholders, community, aviation
business and suppliers, government, trade unions, NGOs, and society at large’.
Concept 8 – public
People who mobilize themselves against the organization on the basis of some
common issue or concern to them.
Example: ‘Local residents of Heathrow Airport appealed in November 2002 against
the Government and British Airways concerning the issue of night flights at Heathrow airport.
The UK Government denied that night flights violated local residents’ human rights. British
Airways intervened in support of the UK Government claiming that there is a need to
continue the present night flights regime’.
Concept 9 – market
A defined group for whom a product is or may be in demand (and for whom an
organization creates and maintains products and services).
2 Essentials of corporate communication
18
Example: ‘The market for British Airways flights consists of passengers who search
for a superior service over and beyond the basic transportation involved’.
Concept 10 – issue
An unsettled matter (which is ready for a decision) or a point of conflict between an
organization and one or more publics.
Example: ‘Night flights at Heathrow Airport: noise and inconvenience for local
residents and community’.
Concept 11 – communication
The tactics and media that are used to communicate with internal and external groups.
Example: ‘Newsletters, promotion packages, consultation forums, advertising
campaigns, corporate design and code of conduct, free publicity’.
Concept 12 – integration
The act of coordinating all communication so that the corporate identity is effectively
and consistently communicated to internal and external groups.
Example: ‘British Airways aims to communicate its brand values of service, quality,
innovation, cosmopolitanism and Britishness through all its communications in a consistent
and effective manner’22
.
Some of the aforementioned concepts will be discussed in more detail in the
subsequent units.
Source: *Extracted from British Airways annual reports and the web by Cornelissen.
QUESTIONS
1. Which corporate authors defined and provided some first definitions of corporate
communication and when was it?
______________________________________________________________________
2. Explain the definition of corporate communication made by C.B.M. van Riel.
______________________________________________________________________
3. Explain the definition of corporate communication made by J. Cornelissen.
______________________________________________________________________
4. What do the aforementioned definitions have in common and what differences can
you find?
______________________________________________________________________
5. Based on the definitions, how should modern enterprises manage their corporate
communication?
______________________________________________________________________
6. Based on twelve concepts of corporate communication offered by Cornelissen name
all of them and then select the three most relevant in your opinion and clarify them in
the class to your classmates, let us use different examples as those listed in the article.
______________________________________________________________________
22
Cornelissen, J., (2008). Corporate Communication: A Guide to Theory and Practice. London. SAGE
Publications Ltd, pp.7-9.
Janusz Karpeta; Corporate communication
19
2.4 SPEAKING
1. In small groups first, go online or go to the library and try to find some of the latest
books, articles or journals dealing with the concepts of corporate communication.
Second, gather the most interesting ones and present them to your classmates in your
Corporate Communication seminar. Third, discuss them in small teams and sum up the
key concepts of corporate communication.
2.5 TEST
1. According to professional literature on corporate communication… writers have had
the courage to try to define corporate communication.
• none of
• some
• few
2. The ultimate goal of corporate communication is the creation of a … basis for
relationships with the groups upon which the company depends.
• neutral
• positive
• impartial
3. Corporate communication … an integrated approach to managing communication.
• demands
• relinquishes
• abandons
4. In corporate communication the desired future state: the aspiration of the
organization is referred to as….
• mission
• vision
• strategy
5. In corporate communication stakeholders are ….
• People who mobilize themselves against the organization on the basis of some
common issue or concern to them.
• Employees, consumers, investors and shareholders, community, aviation business and
suppliers, government, trade unions, NGOs, and society at large.
• The immediate set of associations of an individual in response to one or more signals
or messages from or about a particular organization at a single point in time.
6. Newsletters, promotion packages, consultation forums, advertising campaigns,
corporate design and code of conduct, free publicity are referred to as . . .
• issue
• communication
• integration
2 Essentials of corporate communication
20
7. A defined group for whom a product is or may be in demand (and for whom an
organization creates and maintains products and services).
• market
• public
• integration
8. The ways or means in which the corporate objectives are to be achieved and put into
effect are called:
• objectives
• strategies
• intentions
9. The profile and values communicated by an organization are referred to as ….
• corporate identity
• corporate image
• corporate culture
10. The immediate set of associations of an individual in response to one or more
signals or messages from or about a particular organization at a single point in time.
• corporate identity
• corporate image
• corporate culture
Janusz Karpeta; Corporate communication
21
2.6 KEY
1. According to professional literature on corporate communication… writers have had
the courage to try to define corporate communication.
• none of
• some
• few
2. The ultimate goal of corporate communication is the creation of a … basis for
relationships with the groups upon which the company depends.
• neutral
• positive
• impartial
3. Corporate communication … an integrated approach to managing communication.
• demands
• relinquishes
• abandons
4. In corporate communication the desired future state: the aspiration of the
organization is referred to as….
• mission
• vision
• strategy
5. In corporate communication stakeholders are ….
• People who mobilize themselves against the organization on the basis of some
common issue or concern to them.
• Employees, consumers, investors and shareholders, community, aviation business
and suppliers, government, trade unions, NGOs, and society at large.
• The immediate set of associations of an individual in response to one or more signals
or messages from or about a particular organization at a single point in time.
6. Newsletters, promotion packages, consultation forums, advertising campaigns,
corporate design and code of conduct, free publicity are referred to as . . .
• issue
• communication
• integration
7. A defined group for whom a product is or may be in demand (and for whom an
organization creates and maintains products and services).
• market
• public
• integration
8. The ways or means in which the corporate objectives are to be achieved and put into
effect are called:
• objectives
• strategies
2 Essentials of corporate communication
22
• intentions
9. The profile and values communicated by an organization are referred to as ….
• corporate identity
• corporate image
• corporate culture
10. The immediate set of associations of an individual in response to one or more
signals or messages from or about a particular organization at a single point in time.
• corporate identity
• corporate image
• corporate culture
Janusz Karpeta; Corporate communication
23
3 EVOLUTION OF CORPORATE COMMUNICATION
3.1 VOCABULARY
advisory poradenský
awareness povědomí
board vedení
buffer nárazník, tlumič nárazů
buoyant rostoucí
common ground společný zájem
competetive konkurenční
consumption spotřeba
current aktuální
deepen prohloubit
denounce odsoudit, kritizovat
discipline obor
exclude vyloučit
executive výkonný
external vnější
favour obliba
handle zvládnout, vypořádat se
harsh tvrdý
horizontal vodorovný
incentive popud, podnět
internal vnitřní
location umístění
mediate zprostředkovat
merge spojit
muckrake odhalovat špínu, skandály, korupci
narrow zúžit
on the verge of na pokraji
outright naprostý
paradigm vzor, příklad
press agent tiskový mluvčí
promote propagovat, udělat reklamu
public veřejný
publicity pozornost, publicita
rampage bouře
reference zmínka, odkaz
reflect odrazit
require vyžadovat
seek hledat
stable stabilní
tool nástroj
uproar rozruch, povyk
vertical svislý
3 Evolution of Corporate communication
24
3.2 EVOLUTION OF CORPORATE COMMUNICATION
In the following unit we are going to pay closer attention to some of the most noticable
stages of the development of corporate communication. In this light we are going to narrow
our discussion into the most relevant stages in the USA and partly in the UK.
Some of the first references made to corporate communication can be found 150 years
ago, as we can discern communication disciplines and techniques applied by companies with
the aim of promoting, publicizing, and informing individuals or groups within society about
some of the current affairs. As Cornelissen points out “…from the Industrial Revolution until
the 1930s, an era predominantly characterized by mass production and consumption, the type
of communications that were employed by organizations largely consisted of publicity,
promotions and selling activities to buoyant markets. The move towards less stable, more
competitive markets, which coincided with greater government interference in many markets
and harsher economic circumstances, resulted from the 1930s onwards in a constant
redefining of the scope and practices of communication in many organizations in the Western
world. Communication practitioners had to rethink their discipline and developed new
practices and areas of expertise in response to changing circumstances in the markets and
societies in which they were operating”23
.
Typical features of modern corporate communication, as known these days, are not
completely new, as in the past companies informed, persuaded and related to individuals and
groups in the environment both internally and externally. However, as a result of far reaching
social and corporate changes, which had been reflected in companies and their organization
structures too, we can notice extensive changes in the needs of companies to mediate different
messages to different publics in much more complex and global environments.
As it has been demonstrated by Marchand24
who observes that the large industrial
corporations that occurred in the course of the Industrial Revolution in the 19th century in the
UK, in the USA and soon after in the rest of the Western world required, in contrast to what
had gone before, new professional entities, who Marchand calls professional communication
officers and a more organized form of handling publicity and promotions. These big and
compound industrial businesses searched for the sustained support of government, customers
and the general public, which wanted them to invest in public relations and advertising
campaigns.
Another stage of the development of corporation can be found in the work by
Cornelissen “…in those early years and right up until the 1900s, when industrial corporations
hired publicists, press agents, promoters and propagandists for their communication
campaigns. These individuals often played on the gullibility of the general public in its
longing to be entertained, whether they were being deceived or not, and many advertisements
and press releases in those days were in fact exaggerated to the point where they were outright
lies. While such tactics can perhaps now be denounced from an ethical standpoint, this
‘publicity-seeking’ approach to the general public was taken at that time simply because
organizations and their press agents could get away with it. At the turn of the nineteenth
century, industrial magnates and large organizations in the Western world were answerable to
no one and were largely immune to pressure from government or public opinion. This
situation is aptly illustrated by a comment made at the time by William Henry Vanderbilt,
23
Cornelissen, J., (2008). Corporate Communication: A Guide to Theory and Practice. London. SAGE
Publications Ltd, p. 14.
24
Marchand, R., (1998). Creating the Corporate Soul: The Rise of Public Relations and Corporate Imagery.
Berkeley, CA: University of California Press.
Janusz Karpeta; Corporate communication
25
head of the New York Central Railroad, when asked about the public rampage and uproar that
his company’s railroad extensions would cause. ‘The public be damned,’ he simply
responded”25
.
That period ended subsequently, on the other hand mostly industrial companies began
to experience some new challenges in the form of encountering investigative journalists often
referred to as “muckrakers“. Their job was to show different realities connected with
scandalous issues related to doing business at that time. Certainly many of those were on the
verge of unethical behaviour. Those journalists attacked companies for their wrongdoing,
corruption and unethical action. Companies realized quickly that they needed some
“buffers“to respond and mitigate such action. For that reason a lot of companies opted for
employing writers and former journalists to be spokespeople for the company and to publicize
general information to these ‘muckraking’ groups and the public at large so as to gain public
approval for their decisions and behavior as Gruning and Hunt state26
. Later on companies
started to hire advertising agents to promote their products with existing and prospective
customers.
From that time on there was a strong need to employ rather than hire some
professional practitioners and offer them a full-time job. This obviously gave an incentive to
bring more professionalism into the area of corporate communication and create two
fundamental fields of marketing and public relations.
As evidenced by Cornelissen “…both marketing and public relations emerged as
separate ‘external’ communication disciplines when industrial organizations realized that in
order to prosper they needed to concern themselves with issues of public concern (i.e., public
relations) as well as with ways of effectively bringing products to markets (i.e., marketing).
Both the marketing and public relations disciplines have since those early days gone through
considerable professional development, yet largely in their own separate ways. Since the
1980s, however, organizations have increasingly started to bring these two disciplines
together again under the umbrella of a new management function that we now know as
corporate communication. This trend towards ‘integrating’ marketing and public relations was
noted by many in the field, including Philip Kotler, one of the most influential marketing
figures of modern times”27
.
Later in 1978 Kotler and William Mindak28
deepened the debate regarding the
distinctions between marketing and public relations, suggesting five different paradigms, in
which the two disciplines were either a separate paradigm or a merged one serving then as
a single external communication function.
Further in professional literature we can study the evolvement of marketing and public
relations. According to Ehling and White and Grunig29
, who observe that until the 1980s,
25
Cornelissen, J., (2008). Corporate Communication: A Guide to Theory and Practice. London. SAGE
Publications Ltd, pp.15-16.
26
Grunig, J.E. and Hunt, T., (1984). Managing Public Relations. New York: Holt, Rinehart & Winston.
27
Cornelissen, J., (2008). Corporate Communication: A Guide to Theory and Practice. London. SAGE
Publications Ltd, p.16.
28
Kotler, P. and Mindak, W., (1978). ‘Marketing and public relations: should they be partners or rivals?’,
Journal of Marketing, 42 (10): 13–20, quote on p. 20.
29
Ehling, W.P., White, J. and Grunig, J.E., (1992). ‘Public relations and marketing practices’, in Grunig, J.E.
(ed.), Excellence in Public Relations and Communication Management. Hillsdale, NJ: Lawrence Erlbaum
Associates, pp. 357–383; Ehling, W.P., (1989). ‘Public relations management and marketing management:
different paradigms and different missions’, paper presented at the meeting of the Public Relations Colloquium,
San Diego.
3 Evolution of Corporate communication
26
marketing and public relations were regarded as rather different in their intentions and
activities, each of them have gone through their own professional development.
However, later on, i.e. after the 1980s it turned out that both marketing and public relations
shared the common ground and overlapped to a certain extent. Thus, we can find the following
terms commonly used in professional literature, such as “...corporate advertising (advertising by
a firm where the company, rather than its products or services, is emphasized), direct marketing
(direct communication via post, telephone or email to customers and prospects) and sales
promotions (tactics to engage the customer, including discounting, coupons, guarantees, free gifts,
competitions, vouchers, demonstrations and bonus commission), distribution and logistics, pricing
and development of products, ‘corporate’ public relations (public relations activities towards
‘corporate’ stakeholders, which excludes customers and prospects in a market); includes issues
management, community relations, investor relations, media relations, internal communication
and public affairs, ‘marketing’ public relations (the use of what are traditionally seen as public
relations tools within marketing programs); includes product publicity and sponsorship and mass
media advertising (advertising aimed at increasing awareness, favour or sales of a company’s
products or services)”30
.
There is another observation that can be made and that is a visible shift in the
orientation to corporate communication, which can be seen from the tactical to the strategic
one. Whereas in the 1900s emphasis was put on publicity seeking, in the 1930/40s on
information dissemination, in the 1960/70s on relationship management, then in the 1980/90s
it was organizational positioning.
Today corporate communication forms an integration communication model and it is
based on the management framework to guide and coordinate marketing communication and
public relations. The aforementioned integration requires coordination between different
departments in companies. The following are part of the integrated framework for managing
communication in companies as Cornelissen has proved “…public affairs, issues
management, investor relations, media relations, advertising, direct marketing, sales
promotion, internal communication, community relations, and publicity/sponsorship”31
. For
that reason some companies promote corporate communication practitioners to higher
positions in the organization’s hierarchical structure. In some organizations, senior
communication practitioners are even members of their organization’s management team,
which supports the significance of corporate communication in modern companies.
In large companies we can find two types of placing corporate communication tasks
within the company structure, i.e. the vertical and horizontal one. As evidenced by
Cornelissen “…the vertical structure refers to the way in which tasks and activities (and the
disciplines that they represent) are divided and arranged into departments (defined as the
departmental arrangement) and located in the hierarchy of authority within an organization…
Within such vertical lines, the occupant of the higher position has the authority to direct and
control the activities of the occupant of the lower position. A major role of the vertical lines of
authority on the organization chart is thus to depict the way in which the work and output of
specialized departments or units are coordinated vertically, that is by authority in reporting
relationships. The location of the communication department close to senior management also
means that staff of this department directly report to the CEO and executive team. Most
multidivisional and multinational corporations have a communication department linked to
the CEO and executive team in an advisory capacity. In practice, this typically means that the
30
Cornelissen, J., (2008). Corporate Communication: A Guide to Theory and Practice. London. SAGE
Publications Ltd, p.20.
31
Cornelissen, J., (2008). Corporate Communication: A Guide to Theory and Practice. London. SAGE
Publications Ltd, p.25.
Janusz Karpeta; Corporate communication
27
communication department is a staff function at corporate headquarters, from where it can
advise the senior decision-making team, and that the most senior communications practitioner
has a direct reporting or advisory relationship to the Chief Executive Officer or even a seat on
the executive board or senior management team”32
.
In the end we can agree with Cornelissen who claims that “…however, such vertical
specialization, and the spreading out of tasks over different departments, requires some
coordination or integration of work processes. This coordination or integration is achieved
through so-called horizontal structures, which ensures that tasks and activities, while spread
out over departments, are combined into the basic functions (i.e., human resources, finance,
operations, marketing, and communication) that need to be fulfilled within the
organization”33
.
QUESTIONS
1. When did corporate communication begin to exist?
______________________________________________________________________
2. Discuss the development stages of corporate communication in the English speaking
countries.
______________________________________________________________________
3. What was corporate communication like at its early times?
______________________________________________________________________
4. What change took place is corporate communication in relation to other
developments in society and companies?
______________________________________________________________________
5. What was the role of muckrakers?
_____________________________________________________________________
6. How did companies respond to muckrakers?
______________________________________________________________________
7. What is the relationship between public relations and corporate communication?
______________________________________________________________________
8. What is different between marketing and public relations?
______________________________________________________________________
9. Explain the following terms in simple English: public affairs, issue management,
investor relations, media relations, advertising, direct marketing, sales promotion,
internal communication, community relations, publicity and sponsorship.
______________________________________________________________________
10. Explain the shift in the orientation to corporate communication from the 1900s to
1980/90s.
__________________________________________________________________
11. How is corporate communication today, explain it in your own words and
examples.
_____________________________________________________________________
12. How do modern companies place corporate communication, explain the two
approaches.
______________________________________________________________________
32
Cornelissen, J., (2008). Corporate Communication: A Guide to Theory and Practice. London. SAGE
Publications Ltd, pp.25-26.
33
Cornelissen, J., (2008). Corporate Communication: A Guide to Theory and Practice. London. SAGE
Publications Ltd, pp.27-28.
3 Evolution of Corporate communication
28
3.3 SPEAKING
1. One group will look up in some accessible corporate communication resources some
relevant information, facts and data about the status quo of corporate communication in
some selected companies in the Czech Republic or any other country and report your
findings to your friends’ teams. The second team will look up some some relevant
information, facts and data about the development of corporate communication in some
selected companies in the Czech Republic or any other country. Then both teams will
compare their findings and discuss the details.
3.4 TEST
1. Some of the first references made to corporate communication can be found ... years
ago, as we can discern communication disciplines and techniques applied by
companies with the aim of promoting, publicizing, and informing individuals or
groups within society about some of the current affairs.
• 250
• 150
• 50
2. The large industrial corporations that emerged during the Industrial Revolution in
the nineteenth century in the UK, in the USA and later on in the rest of the Western
world … , in contrast to what had gone before, professional communication officers
and a more organized form of handling publicity and promotions.
• did not require
• were not interested
• required
3. … industrial corporations hired publicists, press agents, promoters and
propagandists for their communication campaigns.
• until the 1900s
• until the 1920s
• until the 1930s
4. Muckrakers were … journalists.
• inventive
• innovative
• investigative
5. As a result of “muckraking action“ in the pre-world war in America many
corporations decided to … writers and former journalists to be spokespeople for the
organization and to disseminate general information to these ‘muckraking’ groups
and the public at large so as to gain public approval for their decisions and
behaviour.
• fire
• hire
• bribe
6. The trend towards ‘integrating’ marketing and public relations was noted by many
in the field, including …, one of the most influential marketing figures of modern
times.
• Janis Forman
• Paul A. Argenti
• Philip Kotler
Janusz Karpeta; Corporate communication
29
7. Corporate advertising is ….
• aimed at increasing awareness, favour or sales of a company’s products and services
• advertising by a firm where the company, rather than its products or services, is
emphasized
• public relations activities towards ‘corporate’ stakeholders, which excludes customers
and prospects in a market
8. The … refers to the way in which tasks and activities are divided and arranged into
departments (defined as the departmental arrangement) and located in the hierarchy
of authority within an organization.
• vertical structure
• horizontal structure
• diagonal structure
9. … ensure that tasks and activities, while spread out over departments, are combined
into the basic functions.
• vertical structures
• horizontal structures
• perpendicular structures
10. Public relations practice as we know it began in the USA and the UK in the …
century.
• mid-nineteenth
• mid-eighteenth
• twentieth
3 Evolution of Corporate communication
30
3.5 KEY
1. Some of the first references made to corporate communication can be found ... years
ago, as we can discern communication disciplines and techniques applied by
companies with the aim of promoting, publicizing, and informing individuals or
groups within society about some of the current affairs.
• 250
• 150
• 50
2. The large industrial corporations that emerged during the Industrial Revolution in
the nineteenth century in the UK, in the USA and later on in the rest of the Western
world … , in contrast to what had gone before, professional communication officers
and a more organized form of handling publicity and promotions.
• did not require
• were not interested
• required
3. … industrial corporations hired publicists, press agents, promoters and
propagandists for their communication campaigns.
• until the 1900s
• until the 1920s
• until the 1930s
4. Muckrakers were … journalists.
• inventive
• innovative
• investigative
5. As a result of “muckraking action“ in the pre-world war in America many
corporations decided to … writers and former journalists to be spokespeople for the
organization and to disseminate general information to these ‘muckraking’ groups
and the public at large so as to gain public approval for their decisions and
behaviour.
• fire
• hire
• bribe
6. The trend towards ‘integrating’ marketing and public relations was noted by many
in the field, including …, one of the most influential marketing figures of modern
times.
• Janis Forman
• Paul A. Argenti
• Philip Kotler
7. Corporate advertising is ….
• aimed at increasing awareness, favour or sales of a company’s products and services
• advertising by a firm where the company, rather than its products or services, is
emphasized
• public relations activities towards ‘corporate’ stakeholders, which excludes customers
and prospects in a market
Janusz Karpeta; Corporate communication
31
8. The … refers to the way in which tasks and activities are divided and arranged into
departments (defined as the departmental arrangement) and located in the hierarchy
of authority within an organization.
• vertical structure
• horizontal structure
• diagonal structure
9. … ensure that tasks and activities, while spread out over departments, are combined
into the basic functions.
• vertical structures
• horizontal structures
• perpendicular structures
10. Public relations practice as we know it began in the USA and the UK in the …
century.
• mid-nineteenth
• mid-eighteenth
• twentieth
4 Main forms of corporate communication
32
4 MAIN FORMS OF CORPORATE COMMUNICATION
4.1 VOCABULARY
accomplish dosáhnout, splnit
advertising
appear
reklama
objevit se
anchor upevnit, ukotvit
benefit výhoda
budget rozpočet
cause příčina
compassion soucit
conduct vést, organizovat, řídit
consent souhlas
consistency zásadovost, důslednost
cover zahrnovat, pokrýt
dearth nedostatek
demonstrate ukázat
denote označit
desirability vhodnost, potřebnost
devoted to věnovaný
distinguishing charakteristický
division rozdělení
empower zmocnit
estimate odhad
exploit využít
extensive rozsáhlý
figurehead loutka
fulfill splňovat
hamper omezovat, rušit
improve zdokonalit
incorporate začlenit, připojit, zahrnout
lip service jen slovní podpora
patently očividně
persuade přesvědčit
pervasive všudypřítomný
relieve ulehčit, zmírnit, uvolnit
remedy opravit, napravit
rough hrubý
selectivity volitelnost, selektivnost
solve řešit
strive usilovat se
subdivision pododdělení
subordinate podřízený
superior nadřízený
support podpora, podpořit
transmit předávat, přenášet, šířit
trust důvěra
Janusz Karpeta; Corporate communication
33
4.2 DIVISION OF CORPORATE COMMUNICATION
In the following unit, we are going to have a closer look at the division of corporate
communication. As it has been demonstrated in the aforementioned examples corporate
communication involves interdisciplinary fields. According to C.B.M. van Riel34
“…communication takes many forms. In industry, ‘public relations’ and ‘advertising’ are the
oldest terms denoting particular forms of communication, and they are still the most
frequently used. However, they are no longer the only ones that appear in the job titles of
communication staff. The desirability of this trend is open to question; empirically, it appears
that the original areas of operation of both public relations and marketing have been
increasingly split into specialized subdivisions”35
.
As he has noted “…it seems at first sight that, as far as marketing communication is
concerned, subdivision into specialized areas is not especially far-reaching in its
consequences. This is because all elements in the promotional mix are ultimately the
responsibility of the marketing director. However, the subdivision of what was originally
public relations can have adverse effects. Here, there is no one person – outside central
management – who bears ultimate responsibility both for communication policy and for
communication in practice, except in the case of sales promotion. This hampers the resolution
of internal conflicts”36
.
In his professional works C.B.M. van Riel often refers to the three main forms of
corporate communication: marketing communication, organizational communication and
management communication. As he has proved marketing communication covers advertising,
sales promotions, direct mail, sponsorship, personal selling and other (communications)
elements in the promotional mix. Organizational communication involves public relations,
public affairs, investor relations, labour market communication, corporate advertising,
environmental communication and internal communication.
Now let us pay attention to the particular forms of corporate communication as
suggested by C.B.M. van Riel.
Management communication
One of the most essential components of corporate communication is management.
Management itself is the core of all existing and future communication related relationships.
As C.B.M. van Riel states “…managers fulfil key functions in organizations. Management is
often described as “accomplishing work through other people”37
. Typically this includes
functions like “planning, organizing, commanding, coordinating and controlling”38
. C.B.M.
van Riel believes that “…management is only possible with the consent of the managed. In
other words, we cannot really manage anyone who does not want to be managed. As
a consequence, one of the manager’s roles is to continuously persuade individual subordinates
that the goals of the organization are desirable”39
. As Timm stresses in his book
34
Professor in Corporate Communication at the Business School of the Erasmus University Rotterdam in the
Netherlands, and Director of the Corporate Communication Centre, a research institute at the same university.
35
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p. 8.
36
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p. 8.
37
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p. 9.
38
Fayol, H. (1949). General and Industrial management. Pitman: New York.
39
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p. 9.
4 Main forms of corporate communication
34
“…communication, therefore, is vitally necessary to an organization, not only to transmit
authority, but also to achieve cooperation (Timm, 1986)”40
.
Further C.B.M. van Riel adds “…the responsibility for communication stretches
across all levels of an organization. Senior management, but also middle and junior
management, use communication to achieve desired results such as:
1. developing a shared vision of the company within the organization;
2. establishing and maintaining trust in the organizational leadership;
3. initiating and managing the change process; and
4. empowering and motivating employees.”41
As far as external communication is concerned C.B.M. van Riel adds that
“…management (especially the CEO) has to be able to communicate the vision of the
company in order to win support of external stakeholders”42
.
Based on extensive research Rice observes that “…several authors tend to be critical
about the effectiveness of communication by managers”43
. However, as C.B.M. van Riel
notices further “…more and more people are convinced that organizational success often
depends upon good communication by managers. As a consequence there is a growing need
for better communication. Most authors, both in academic and in management literature,
underline the figurehead role of the CEO. Pincus has defined four principles of (internal)
communication for the CEO. In addition to the ‘symbolic’ role of the CEO, middle and junior
management play an important role in communication”44
.
Source: Four principles of CEO internal communication strategy45
.
40
Timm, P.R. (1986). Managerial Communication: A finger on the pulse. London: Prentice Hall, Englewood
Cliffs.
41
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p. 9.
42
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p. 9.
43
Rice, F., (1991). “Champions of communication“, Fortune, 123, 3 June, pp.111-120.
44
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p. 10.
45
Pincus, J.D., A.P.R. Robert, A.P.R. Rayfield and J.N. DeBonis, (1991). “Transforming CEOs into Chief
Communications Officers“, Public Relations Journal, November.
Janusz Karpeta; Corporate communication
35
On the word of Allen “…they must understand how those above them are likely to act
because of their organizational position and how those below them are similarly motivated
and limited by their placement in the organizational space”46
. As he notices further the
essential assignment of middle and lower management is to interpret organizational aims, or
lead subordinates to do so, in ways which improve organizational functioning. Allen says that
as soon as the goals are determined and the principles understood, management (in discussion
with communication specialists) must work on and decide upon a more detailed set of
communication policies.
In accordance with C.B.M. van Riel “…communication appears to be too vital for
organizational success to leave it solely to managers. Experts both in marketing and in
organizational communications are necessary to support managers in improving the
effectiveness of their communication responsibilities, by supplying developed programs
which increase the involvement of employees and elicit the support of external stakeholders.
General Managers should never consider hiring communication experts as the panacea of
organizational communication”47
.
As said by Allen “…such a communication specialist quickly becomes the resident
expert and a feeling seems to creep over the rest of the management team that they no longer
need worry about the problem. The danger is, of course, that it is patently absurd to expect
one person (or department) operating out of one position, to solve a problem that is
organizationally pervasive. This kind of lip service to remedy of organizational ills will not
relieve anyone in the organization of their own proper communication role, any more than the
presence of a training executive relieves individual managers of their responsibility for
training”48
.
Marketing communication
As many other professional corporate experts C.B.M. van Riel also notices that “…in
the familiar works on marketing communication, a distinction is often drawn between the
promotional mix and the public relations mix, see e.g. Verhage and Cunningham (1989).
Floor and van Raaij (1993) and Gusseklo (1985) make a distinction between the corporate
communication mix and the marketing communication mix. Marketing communication
consists primarily of those forms of communication that support sales of particular goods or
services”49
.
In professional literature we can come across the works of Rossiter and Percy (1987)
who “…regard advertising as a process of relatively indirect persuasion, based on information
about product benefits, designed to create favorable impressions that ‘turn the mind toward’
purchase”50
. Jefkins views sales promotion “…additional activities to above-the-line media
advertising which support sales representative and distributor”51
. Direct mail is currently one
46
Allen, R.K., (1977). Organisational Management through Communication. Harper & Row: New York.
47
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p. 10.
48
Allen, R.K., (1977). Organisational Management through Communication. Harper & Row: New York.
49
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p. 10
50
Rossiter, J.R. and L.Percy, (1987). Advertising & Promotion Management, McGraw Hill: New York.
51
Jefkins, F., (1983). Dictionary of Marketing, Advertising and Public Relations, International Textbook
Company: London.
4 Main forms of corporate communication
36
of the growth sectors in marketing expenditure. Knecht and Stoelinga describe it as “…any
form of direct advertising distributed by addressed mail”52
.
The above mentioned writers refer to sponsorship as “…an activity in which an
institution (the sponsor) gives material (usually financial) support to (a) an association or
individual for the presentation of sporting or artistic performances, or other performances of
a kind interesting to a particular public, or (b) the organizers of a cultural or sporting event, in
exchange – as a minimum – for mention of its brand name”53
.
We can definitely agree with the fact that “…the element in the promotional mix to
which by far the greatest share of money is devoted is personal selling, or the directly related
activity of sales management. The distinguishing feature of this form of marketing
communication is the direct personal contact between the seller and the prospective buyer,
which facilitates adjustment to the needs of the individual client”54
. Kotler defines personal
selling as “…oral presentation in a conversation with one or more prospective purchasers for
the purpose of making sales”55
. In line with the words of C.B.M van Riel “…a number of
authors regard marketing-oriented public relations – or, to use Kotler´s term, publicity – as an
instrument of marketing communication”56
. Kotler defines publicity as “…non-personal
stimulation of demand for a product, service or business unit by planting commercially
significant news about it in a published medium or obtaining favorable presentation of it upon
radio, television or stage that is not paid for by the sponsor”57
. We can all agree that the
largest share of a company’s total communication budget is devoted to marketing
communication. When we consider the great amounts of money involved, it is certain that
a great deal of information has now become available on both qualitative and quantitative
aspects of marketing communication, such as “…financial data (e.g. advertising expenditure),
information on target groups (e.g. patterns of media consumption) and data on the quality of
external agencies (e.g. advertising agencies) which provide companies with services relating
to various forms of marketing communication”58
.
Organizational communication
According to C.B.M. van Riel “…organizational communication is used here as
a general term to cover public relations, public affairs, investor relations, labour market
communication, corporate advertising, environmental communication and internal
communication. It denotes a heterogeneous group of communications activities which have
only a few characteristics in common”59
.
All forms of organizational communication are aimed principally at so-called ‘target
groups’, i.e. groups with which the organization has an interdependent relationship, usually
indirect. As C.B.M. van Riel emphasizes “…unlike marketing communication, the various
forms of organizational communication are less obvious in their attempts to influence the
behaviour of groups on which the organization depends. Examples of such relationships are
those with, say, pubic authorities (which may exercise the power to implement regulations
52
Knecht, J. and B.Stoelinga, (1988). Communication begrippenlijst, Kluwer Bedrijfswetenschappen: Denveter.
53
Knecht, J. and B.Stoelinga, (1988). Communication begrippenlijst, Kluwer Bedrijfswetenschappen: Denveter.
54
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p. 11.
55
Kotler, P., (1988). Marketing Management: Analysis, planning, implementation and control, Prentice Hall:
Englewood Cliffs.
56
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p. 11.
57
Kotler, P., (1988). Marketing Management: Analysis, planning, implementation and control, Prentice Hall:
Englewood Cliffs.
58
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p. 11.
59
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p.12.
Janusz Karpeta; Corporate communication
37
unfavorable to the organization) or with financial journalists. When dealing with such groups
(civil servants or financial journalists), it is unwise to employ styles that are, say, generally
accepted in other areas of marketing communication activity, e.g. expansive references to
product benefits. A business-like approach is much more likely to be effective. It will
nevertheless be clear to all concerned that whatever forms of communication the company
uses, it should strive to create for itself the most favorable position possible”60
.
C.B.M. van Riel points out that “…another characteristic of all forms of organizational
communication, in the sense in which the term is used … is the fact that the different forms of
communication manifested remain firmly rooted within the organization. It is obvious that
they will not all fall within the functional management area of marketing. From this point of
view, organizational communication could be described as ‘all forms of communication used
by the organization, other than marketing communication’. In many companies, most of the
forms of organizational communication already mentioned fall within the sphere of activity of
the public relations department. Companies differ greatly in the ways in which organizational
communication is incorporated into the organizational structure. The organization chart of an
imaginary company shows how, in practice, many forms of organizational communication
can develop outside the PR department. This can happen when the need arises in a particular
functional management area for a special form of communication directed at an identifiable
‘organization-related target group’. The immediate cause of this ‘external development’ is the
undesirability, on grounds of content or strategy, of incorporating the newly recognized
communication requirement into the existing PR department. It might, for example, be
strategically important to service a new organizational target group by means of a special
department created specifically to serve its needs. As regards content, it is often said that
a given mode of communication can be better exploited if it is anchored within a relevant
(knowledge-generating) functional management area. Investor relations, for example, may be
conducted from the finance department, or labour market communication may be linked with
human resource management. Another content-based argument is the necessity for
harmonizing the total mix of management tools available, including communication, within
a functional management area, in order to further company goals as effectively as possible”61
.
As proved by C.B.M van Riel’s estimates “…in contrast to the state of affairs in
marketing communication, there is a dearth of hard figures on organizational communication
at an aggregated level. In some commercial companies and non-profit organizations, this
holds true even domestically, at the individual micro level of the organization itself. Such
figures as are available should therefore be viewed in perspective. First and foremost, it is
clear that figures relating to organizational communication are much lower than those relating
to marketing communication. This applies both to finance and to personnel. At a rough
estimate, figures for both expenditure and personnel are at most about a fifth of those for
marketing communication”62
.
In our next unit we will pay attention to the most visible manifestations of corporare
communication today such as corporate identity, corporate image and brands.
60
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p.12.
61
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p.12.
62
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, pp.12-14.
4 Main forms of corporate communication
38
QUESTIONS
1. What are the three major forms of corporate communication?
______________________________________________________________________
2. Explain the role and tasks of management communication.
______________________________________________________________________
3. Explain the role and tasks of marketing communication.
______________________________________________________________________
4. Explain the role and tasks of organizational communication.
______________________________________________________________________
5. Explain the following terms: public relations, public affairs, environmental
communication, investor relations, labour market communication, corporate advertising,
and internal communication.
______________________________________________________________________
6. Discuss the similarities and differences in terms of the way how corporate
communication is viewed and used today in modern companies in this country and
elsewhere. Provide some tangible examples and discuss them in the class. Does the
discussed division of corporate communication apply to them? If there are some other
areas it penetrates, describe them and explain the details.
Janusz Karpeta; Corporate communication
39
4.3 SPEAKING
1. In pairs brainstorm again the basic three divisions of corporate communication
offered by C.B.M. van Riel and explain them in your own words and provide some
examples with existing companies. Do you think you can find some different ones, if yes,
discuss then which ones you have found.
4.4 TEST
1. Management includes functions like ….
• designing, organizing, commanding and caring
• planning, organizing, commanding, coordinating and controlling
• planning, organizing, observing, cooperating and controlling
2. Pincus has defined … principles of (internal) communication for the CEO.
• two
• three
• four
3. Management is only possible with the … of the managed. In other words, we cannot
really manage anyone who does not want to be managed.
• consent
• discontentment
• disagreement
4. Marketing communication consists primarily of those forms of communication that
support … of particular goods or services.
• lease
• purchase
• sales
5. Sponsorship is ….
• an activity in which employees give material (usually financial) support to their
superiors.
• an activity in which the sponsor is given material (usually financial) support by the
institution.
• an activity in which an institution (the sponsor) gives material (usually financial)
support.
6. The element in the promotional mix to which by far the … share of money is devoted
is personal selling, or the directly related activity of sales management.
• greatest
• least
• slightest
7. Organizational communication is used here as a general term to cover ….
• foreign affairs, public affairs, investor relations, labour market communication,
corporate advertising, environmental communication and internal communication.
• public relations, public affairs, investor relations, labour market communication,
corporate advertising, environmental communication and internal communication.
• public relations, public affairs, management relations, labour market communication,
corporate advertising, environmental communication and internal communication.
4 Main forms of corporate communication
40
8. In many companies, most of the forms of organizational communication already
mentioned fall within the sphere of activity of the … department.
• public relations
• marketing
• human resources
9. Investor relations, for example, may be conducted from the … department.
• marketing
• finance
• labour market
10. At a rough estimate, figures for both expenditure and personnel are at most about
a … of those for marketing communication.
• sixth
• third
• fifth
Janusz Karpeta; Corporate communication
41
4.5 KEY
1. Management includes functions like ….
• designing, organizing, commanding and caring
• planning, organizing, commanding, coordinating and controlling
• planning, organizing, observing, cooperating and controlling
2. Pincus has defined … principles of (internal) communication for the CEO.
• two
• three
• four
3. Management is only possible with the … of the managed. In other words, we cannot
really manage anyone who does not want to be managed.
• consent
• discontentment
• disagreement
4. Marketing communication consists primarily of those forms of communication that
support … of particular goods or services.
• lease
• purchase
• sales
5. Sponsorship is ….
• an activity in which employees give material (usually financial) support to their
superiors.
• an activity in which the sponsor is given material (usually financial) support by the
institution.
• an activity in which an institution (the sponsor) gives material (usually financial)
support
6. The element in the promotional mix to which by far the … share of money is devoted
is personal selling, or the directly related activity of sales management.
• greatest
• least
• slightest
7. Organizational communication is used here as a general term to cover ….
• foreign affairs, public affairs, investor relations, labour market communication,
corporate advertising, environmental communication and internal communication.
• public relations, public affairs, investor relations, labour market communication,
corporate advertising, environmental communication and internal
communication.
• public relations, public affairs, management relations, labour market communication,
corporate advertising, environmental communication and internal communication.
8. In many companies, most of the forms of organizational communication already
mentioned fall within the sphere of activity of the … department.
• public relations
• marketing
• human resources
9. Investor relations, for example, may be conducted from the … department.
• marketing
• finance
• labour market
4 Main forms of corporate communication
42
10. At a rough estimate, figures for both expenditure and personnel are at most about
a … of those for marketing communication.
• sixth
• third
• fifth
Janusz Karpeta; Corporate communication
43
5 CORPORATE IDENTITY
5.1 VOCABULARY
apparent zřejmý, patrný
broaden rozšířit
circumstance okolnost
clear srozumitelný
cognitive poznávací
commission zadat zakázku apod.
comprehensive všeobecný
confidence důvěra
considerable značný
constitute tvořit
contribute to přispět k
convincing přesvědčivý
credibility spolehlivost, důvěryhodnost
description popis
impact vliv
impression dojem
justify odůvodnit
laborious pracný, namáhavý
long-term dlouhodobý
manifestation projev
medium prostředek
offer nabízet
parent company mateřská společnost
performance výkon
prevailing panující, běžný, obecný
proceed from vyplývat z
rite ceremoniál
short-term krátkodobý
stand for znamenat
strengthen posílit
stress zdůraznit
subsidiary pobočka
survey průzkum
ultimately nakonec
unconsciously nevědomky, neúmyslně, mimovolně
unified sjednocený
utilize využít
visual optický, vizuální
whole celek
5 Corporate identity
44
5.2 SCOPE AND DEFINITIONS
In this chapter we are going to study some relevant and latest approaches to corporate
identity. In professional literature “identity” is applied in descriptions of communication
strategies in companies. We can begin with the definition provided by C.B.M. van Riel whos
claims that “…identity” itself is seen as “the way in which a company presents itself to its
target groups”63
.
Yet in the past corporate identity was linked with logos, company house style, and
other forms of symbolism used by an organization. As C.B.M. van Riel notices “…the
concept has gradually been broadened and become more comprehensive, and is now taken to
indicate the way in which a company presents itself by the use of symbols, communication
and behaviour. These three elements constitute the so-called corporate identity (CI) mix. All
elements in the CI mix can be used both internally and externally to present the personality of
an enterprise, according to an agreed company philosophy”64
.
Another question, which is often a subject to many professional debates, is the
relevance of corporate identity in modern companies these days. What holds true is that
corporate identity, which shows convincing features, can contribute to the effectivity in terms
of achieving much more with different target groups. Let us now study the positives of
a strong corporate identity put forward by Keller who has identified the following ways and
suggests “Corporate identity raises motivation among employees – and adds the internal
effect of corporate identity. A strong corporate identity creates a ‘we-feeling’. It enables
employees to identify with their company. Their increased commitment to the company
affects their behaviour, which then has an external impact. This leads to better use of the
company’s ‘human capital’. Corporate identity inspires confidence among the company’s
external target groups - when a company presents a powerful corporate identity, the various
external target groups can develop a clear picture of it. A purposefully deployed corporate
identity, based on consistent signals, is essential, since a company that conveys conflicting
messages risk losing credibility. This is true in relation to all the company’s target groups, but
those mentioned in the next two points in particular receive special attention in the literature.
Corporate identity acknowledges the vital role of customers - many companies see their
customers as their most important target group, since they ultimately justify the existence of
the company. The use of a well-defined corporate identity to inspire customer confidence
establishes the basis of a continuing relationship, thus securing the future of the company.
Corporate identity acknowledges the vital role of financial target groups - suppliers of capital
are often perceived as a company’s second most important target group. They must have
confidence in the company, because they usually take the highest risks in supplying
potentially considerable sums of money”65
.
63
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p.28.
64
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p.28.
65
Keller, I., (1990). Das CI-Dilemma. Abscied von Falschen Illusionen, Gabler Management Perspectiven:
Wiesbaden.
Janusz Karpeta; Corporate communication
45
Searching for definitions of corporate identity
Before finding the proper definition of corporate identity, we can begin with the
findings of the study where the meaning of the term corporate identity was put to the test in
different European countries by means of a MORI survey commissioned by Henrion, Ludlow
& Schmidt in London in 1993. The results show various approaches to the meaning of
corporate identity. For instance in the United Kingdom, corporate identity was most often
defined as corporate communication or design; in Germany and Austria, as the total internal
and external image; in Spain and Scandinavia, as external image and corporate culture. The
findings are the result of telephone interviews with 260 people who bore ultimate
responsibility for corporate identity in companies that numbered among the top 500 in the
countries concerned. The interviewees were asked: ‘How, briefly, would you define corporate
identity?’ It is clear that virtually no-one knew exactly what ‘corporate identity’ meant, and
that this confusion greatly hampers communication of the concept. The fact that many people
also believe that corporate identity is the same as image (see MORI survey) does not help
matters.66
Now let us compare different definitions available in international literature:
K. Birgikt, and M.M. Stader state “Corporate identity is the strategically planned and
operationally applied internal and external self presentation and behaviour of a company. It is
based on an agreed company philosophy and, long term company goals, and a particular
desired image, combined with the will to utilize all instruments of the company as one unit,
both internally and externally”67
.
R. Antonoff deals with corporate identity “as the sum of all methods of portrayal
which the company uses to present itself to employees, customers, providers of capital, and
the public. According to organisational units, CI is the sum of all the typical and harmonised
methods of portrayal of design, culture and communication”68
.
W. Margulies expains identity “…as the sum of all the ways a company chooses to
identify itself to all its publics”69
.
E. Blauw expands more on the definition of corporate idenity “as the total of visual
and non-visual means applied by a copmany to present itself to all its relevant traget groups
on the basis of a corporate identity plan”70
.
W. Olins determines that “Corporate identity is the tangible manifestation of the
perosnality of a company. It is the identity which reflects and projects the real perosnality of
the company”71
.
66
See more Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, pp.30-31.
67
Birgikt, K. and M.M. Stader, (1986). Corporate Identity, Grundlagen, Funktionen und Biespielen, Verlag,
Moderne Industrie: Landsberg an Lech.
68
Antonoff, R., (1985). CI-Report 85: Identität und Image excelennter Unternehmen, Verbände, Städte:
Analyse-Projekte, Trench: Frankfurt.
69
Margulies, W., (1977). “Make the most of your corporate identity“, Harvard Business Review, July-August,
pp.66-72.
70
Blauw, E., (1994). Het Corporate Image, vierde geheel herziene druk, De Viergang: Amsterdam
71
Olins, W., (1989). Corporate Identity: Making business strategy visible through design, Thames & Hudson:
London.
5 Corporate identity
46
E. Selame, and J.Selame perceive “The corporate identity is the firm’s visual
statement to the world of who and what the company is – of how the company views itself –
and therefore has a great deal to do with how the world views the company”72
.
Finally O. Hannebohn, and S. Blöcker conclude “Corporate identity is the strategy
which helps to increase the conomic performance and the efficiency of a company. It
coordinates achievements, values and information, and leads to integration in the sense of
cooperation”73
.
As we can study the definition of the term identity in a dictionary it refers to identity
as a term which itself comes from Latin and refers to the adjective the same (idem) and
identidem, which means repeatedly or the same. Originally it was connected with design,
logo, house style and staff clothing. Later on symbols were involved in the definition of
corporate identity stressing positive impression on the given target groups. In the course of
time, German scholars Bikigt and Stadler broadened the term corporate identity and added
“the planned and operational self-presentation of a company, both internal and external, based
on an agreed company philosophy”74
.
They also came up with the following ways of developing the self-presentation of
a company:
1. “Behaviour - By far the most important and effective medium through which
corporate identity is created is the behaviour of the company. Ultimately, target groups will
judge the company by its actions. However, it is possible to emphasize particular aspects of
company behaviour by means of communication and/or symbols.
2. Communication - By ‘communication in the narrow sense’, Birkigt and Stadler
mean the sending of verbal or visual messages. This is the most flexible CI instrument, and it
can quickly be put to tactical use. The flexibility of communication lies in the fact that more
abstract signals can be transmitted directly to target groups. A company can, for instance,
inform its target group directly that it is innovative. If the same message were to be conveyed
only by the behaviour of the company, the process would be much longer and more laborious.
At the same time, there is no point in telling the target group things that are not also apparent
in the company’s behaviour.
3. Symbolism - According to Birkigt and Stadler, this tool should harmonize with
the other expressions of corporate identity. It gives an implicit indication of what the
organization stands for, or at least what it wishes to stand for.
4. Personality is described by Birkigt and Stadler as ‘the manifestation of the
company’s self-perception’. This implies that the company must know itself well, i.e. it must
have a clear picture of its real situation, in order to present itself clearly through its behaviour,
communication and symbolism”75
.
As we could see above the communication, behaviour and symbolism of a company
are in fact the real forms into which the company’s personality crystallizes. The CI media
72
Selame, E. and J.Selame, (1975). Developing a Corporate Identity: How to stand out in the crowd, Wiley:
New York.
73
Hannebohn, O. and S. Blöcker, (1993). “Corporate communications“, Werbeforum, May.
74
Birgikt, K. and M.M. Stader, (1986). Corporate Identity, Grundlagen, Funktionen und Biespielen, Verlag,
Moderne Industrie: Landsberg an Lech.
75
Birgikt, K. and M.M. Stader, (1986). Corporate Identity, Grundlagen, Funktionen und Biespielen, Verlag,
Moderne Industrie: Landsberg an Lech.
Janusz Karpeta; Corporate communication
47
explained above might be seen as the outer forms of expression, whereas the personality is the
deeper element which lies behind them.
Birkigt and Stadler provide a significant starting point for developing the concept of
corporate identity. Their definition of corporate identity involves two fundamental elements:
1. “… the strategically planed and operationally applied self-presentation of the
company
The strategically planned self-presentation of the company can be described as the
identity considered to be ideal under prevailing circumstances, i.e. a ‘desired-identity’.
2. … on the basis of a desired image - The object of all corporate identity policies
is to create a certain desired image, or ‘should-image’”76
.
In order to expand on the aforementioned definitions we can add some more provided
by other authors. According to Tanneberger corporate identity is “…abstractable and
relatively constant features by means of which one individual can be distinguished from
others”.77
Lux states that “…the distinguishing features of personality form the core of the
underlying characteristics through which a company gains its non-exchangeable identity”78
.
Similarly, Williams suggests that “…descriptions of identity are only significant if they
contain a verb or a verb clause”. According to Walsh and Ungson “…to obtain a complete
picture, the journalist’s questions ‘who, what, when, where, how, and why? should be asked
in relation to every activity. The questions ‘where, when and how?’ yield a concrete
description of the activity; the question ‘why?’ leads to deeper values, and permits us to
construct a ‘ladder’ of attributes, characteristics, objectives and values”79
.
As a final point we can mention the definition of corporate identity of Van Rekom,
van Riel and Wierenga who claim “…corporate identity is the self-presentation of an
organization; it consists in the cues which an organization offers about itself via the
behaviour, communication, and symbolism which are its forms of expression”.80
Now we can continue our discussion in terms of functions in strengthening the links
between an organization and its internal and external target groups. According to Olins, it is
“…primarily visual elements that can increase short-term attachment to an organization. The
question is, how the visual style of a company influences its place in the market, and how the
company’s goals are made visible in its design and behavior”81
. The identity of a company
can be traced through the names, logos, colors and rites of passage that the company uses in
order to distinguish itself, its brands and its associated companies.
House style
According to Olins and Carter “…house style is the best-known application of
symbolism for promoting the unity and recognizability of a company. A unified visual
76
Birgikt, K. and M.M. Stader, (1986). Corporate Identity, Grundlagen, Funktionen und Biespielen, Verlag,
Moderne Industrie: Landsberg an Lech.
77
Tanneberger, A., (1987). Corporate Identity. Studie zur theoretischen Fundierung und Präzisierung der
Begriffe Unternehmnespersönlichkeit und Unternehmensidentität, Dissertation Universität Freibourg,
Switzerland.
78
Lux, P.G.C., (1986). Zur Durchführung von Corporate Identity Programmen, in K.Birgikt and M.Stadler,
1986, pp.515-37.
79
Walsh, J. and G.Ungson, (1991). “Organizational Memory”, Academy of Management Review, 16 (I), pp.57-
91.
80
Rekom, J.van, C.B.M.van Riel and B.Wierenga, (1991). “Corporate Identity. Van vaag concept naar hard
feitenmateriaal”, working paper, Corporate Communication Centre: Erasmus University Rotterdam.
81
Olins, W., (1989). Corporate Identity: Making Business strategy visible through design, Thames & Hudson:
London.
5 Corporate identity
48
presentation creates a coherent picture, and a well-designed house style contributes to the
establishment and maintenance of corporate identity. The introduction of a house style
initiates a process of self-awareness within the company. The visible signs of belonging
together increase the ‘company pride’ of the employees, and produce a demonstrable increase
in the readiness of different parts of the concern to cooperate”82
.
Company name
As we all know one of the most indispensable symbols of a company is its name.
Sometimes a company changes so much that it is desirable to choose another name.
According to C.B.M. van Riel “…the symbolism of an organization consists of the
images which strengthen and support its actions and communication. These are visual images:
photographs, illustrations, non-verbal graphics, brand marks, logos, and house style.
Symbols are signs that people use to communicate with each other. At a very early
age, children become familiar with the signs and shapes that are most commonly used in
communication. People react to signs in different ways. Many reactions are cognitive:
meaning, in this context, that one thinks consciously, then acts in a certain way. In others
cases, one reacts unconsciously to a signal. Reactions of this kind have been learned over
a period of time. The power of a symbol lies in the increased attention that it attracts to the
communication output of the organization. It is the key that sets the short-term memory
working, without the need for a long exposition on the company and what it has to offer.
A good symbol reduces the redundancy in communication to a minimum. This is one of the
purposes for which companies use a brand mark (logo). In many cases, the logo is
accompanied by a vignette. The two together function as a signal. They should have a direct
association in people’s minds with everything that the company is trying to communicate”83
.
Types of corporate identity
In professional literature we can find some practical approaches to the classification of
corporate identity. The classifications provided by Olins and Kammerer are practical for
discussing corporate identity in a broad sense, i.e. one that goes beyond brand policy. In their
classifications, the choice of corporate identity proceeds directly from company structure or
company strategy. Olins distinguishes three kinds of corporate identity. In other words, there
are three possible kinds of ‘corporate shell’: according to him there are:
1. “Monolithic identity (Shell, Philips, BMW), in which the whole company uses
one visual style. The company can be recognized instantly, and it uses the same symbols
everywhere. Such companies have usually developed as a whole entity within a relatively
narrow field.
2. Endorsed identity (General Motors, L’Oréal), in which the subsidiary
companies have their own style, but the parent company remains recognizable in the
background. The different divisions can be recognized, but it is clear which the parent
company is. These are diversified companies, the parts of which have retained parts of their
own culture, traditions, and/or brands.
3. Branded identity (Unilever), in which the subsidiaries have their own style, and
the parent company is not recognizable to ‘the uninitiated’. The brands appear to have no
82
Carter, D.E., (1982), Designing Corporate Identity Programs for Small Corporations, Art Direction Company:
New York.
83
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, pp. 38-39.
Janusz Karpeta; Corporate communication
49
relation to each other or to the parent company. The separation of the brand from the identity
of the parent company limits the risk of product failure, but it also means that the brand
cannot benefit from any favorable reputation which the parent company may enjoy.”84
Kammerer indicates how these identity structures are related to the goals of the parent
company. The form of the company’s ‘shell’ is ultimately determined by its strategy. At the
widest, ‘corporate’ level, he distinguishes four types of identity strategy, which he names
‘action types’ and specifies” the following: “Financial orientation - the subsidiaries are
viewed as purely financial participants. They retain their own full identity, and the
management of the parent company does not interfere in the day-to-day running or in the
strategy of the subsidiary. Organization-oriented corporate identity - the parent company
takes over one or more management functions of the divisions. According to Kammerer the
sharing of organizational rules by the parent company and the subsidiaries is of central
importance. In this situation, the parent company influences the culture of the subsidiaries to
a far greater extent than in the case of functional orientation. However, the functioning of
corporate identity at the level of the whole organization is strictly internal, and not directly
visible to the outside world. Communication-oriented corporate identity - the fact that the
subsidiaries belong to one parent company is clearly expressed in advertising and symbolism.
One of the most important reasons for choosing this kind of corporate identity is to convey to
the target groups the size of the concern. This can increase confidence in the subsidiaries, or
respect for the whole company. It also means that goodwill achieved by one subsidiary can be
exploited by others. Communication-oriented corporate identity can proceed from
organization-directed corporate identity, but this does not necessarily have to be so. It may be
that nothing more than a common façade is created. Single company identity - the unity of
action goes much further than with the other types. It is really monolithic identity: all actions,
messages and symbols come across as one consistent whole.”85
In the following unit we will discuss corporate image.
84
Olins, W., (1989). Corporate Identity: Making Business strategy visible through design, Thames & Hudson:
London
85
Kammerer, J., (1988). Beitrag der Produktpolitik zur Corporate Identity, SBI-Verlag: München.
5 Corporate identity
50
QUESTIONS
1. How is identity understood in professional literature?
______________________________________________________________________
2. What was identity linked with in the past? What was added to identity later on?
______________________________________________________________________
3. Explain the differences in terms of understanding corporate identity in some
European countries listed in the survey above. How is it understood in your country?
______________________________________________________________________
4. What are four internal effects of corporate identity according to Keller?
______________________________________________________________________
5. Explain in your own words some of the definitions of corporate identity cited in
international literature.
______________________________________________________________________
6. What did German scholars Bikigt and Stadler add to the then existing concept of
corporate identity?
______________________________________________________________________
7. What is meant by behaviour, communication, symbolism and personality as Keller
suggested?
______________________________________________________________________
8. What are three basic types of corporate identity according to Olins?
______________________________________________________________________
9. What are four types of identity strategy according to Kammerer?
______________________________________________________________________
10. Explain the importance of house style and company name.
______________________________________________________________________
______________________________________________________________________
Janusz Karpeta; Corporate communication
51
5.3 SPEAKING
1. Repeat the main approaches to corporate identity mentioned above in the article and
provide some existing examples with the selected companies on your own.
5.4 TEST
1. Unlike today, in the past corporate identity was linked with ….
• brands, house style, philosophy
• logos, company house style, and other forms of symbolism used by an organization
• symbols, communication, behaviour
2. … constitute corporate identity mix.
• different forms of symbolism, marketing, and behaviour
• symbolism, brands and organization
• symbols, communication and behaviour
3. According to Keller corporate identity ….
• raises motivation among employees
• prevents more money in a company from employees
• contributes to the decreased commitment among employees
4. According to Keller corporate identity ….
• inspires confidence among the company’s internal target groups
• inspires confidence among the company’s external target groups
• inspires confidence among the company’s internal and external target groups
5. According to Keller corporate identity ….
• acknowledges the vital role of managers
• acknowledges the vital role of customers
• acknowledges the vital role of employees
6. According to Keller corporate identity ….
• acknowledges the vital role of financial target groups
• acknowledges the vital role of public target groups
• acknowledges the vital role of internal public groups
7. Based on the results of the aforementioned survey corporate identity is defined as
corporate communication or design in ….
• Germany
• France
• the United Kingdom
8. Based on the results of the aforementioned survey corporate identity is defined as the
total internal and external image in ….
• Austria and Germany
• the United Kingdom
• Spain
5 Corporate identity
52
9. … broadened the term corporate identity and added the planned and operational selfpresentation
of a company, both internal and external, based on an agreed company
philosophy.
• Bluaw
• Bikigt and Stadler
• Olins
10. . . . gives an implicit indication of what the organization stands for, or at least what
it wishes to stand for.
• communication
• symbolism
• personality
Janusz Karpeta; Corporate communication
53
5.5 KEY
1. Unlike today, in the past corporate identity was linked with ….
• brands, house style, philosophy
• logos, company house style, and other forms of symbolism used by an
organization
• symbols, communication, behaviour
2. … constitute corporate identity mix.
• different forms of symbolism, marketing, and behaviour
• symbolism, brands and organization
• symbols, communication and behaviour
3. According to Keller corporate identity ….
• raises motivation among employees
• prevents more money in a company from employees
• contributes to the decreased commitment among employees
4. According to Keller corporate identity ….
• inspires confidence among the company’s internal target groups
• inspires confidence among the company’s external target groups
• inspires confidence among the company’s internal and external target groups
5. According to Keller corporate identity ….
• acknowledges the vital role of managers
• acknowledges the vital role of customers
• acknowledges the vital role of employees
6. According to Keller corporate identity ….
• acknowledges the vital role of financial target groups
• acknowledges the vital role of public target groups
• acknowledges the vital role of internal public groups
7. Based on the results of the aforementioned survey corporate identity is defined as
corporate communication or design in ….
• Germany
• France
• the United Kingdom
8. Based on the results of the aforementioned survey corporate identity is defined as the
total internal and external image in ….
• Austria and Germany
• the United Kingdom
• Spain
5 Corporate identity
54
9. … broadened the term corporate identity and added the planned and operational selfpresentation
of a company, both internal and external, based on an agreed company
philosophy.
• Bluaw
• Bikigt and Stadler
• Olins
10. . . . gives an implicit indication of what the organization stands for, or at least what
it wishes to stand for.
• communication
• symbolism
• personality
Janusz Karpeta; Corporate communication
55
6 CORPORATE IMAGE
6.1 VOCABULARY
appreciate ocenit
ascribe to připisovat
assess posoudit
attitude postoj
attribute vlastnost, znak
average průměrný
be familiar with znát něco, být obeznámen
cohesive soudržný
complex složitý
constraint omezení
consumer spotřebitel
credible důvěryhodný, spolehlivý
determine určit
distinctive typický, charakteristický
endorsement propagace, podpora
expectation očekávání
fabricate vyrobit, vymyslet
guideline vodítko, směrnice
holistic holistický
chain řetězec
imprint vrýt se do paměti
inability neschopnost
insufficient nedostatečný
involvement zapojení, angažovanost
judge posoudit
memory paměť
object předmět
onlooker přihlížející, divák
overall celkový, souhrnný
particular konkrétní
precondition předpoklad
provide poskytovat
relate to spojovat s něčím
reliable spolehlivý
reliance důvěra
retailer maloobchodník
service služba
siginificance význam
simplify zjednodušit
sound stabilní, pevný, důkladný
substitute nahradit
tangibility hmatatelnost
via skrze, pomocí čeho
6 Corporate image
56
6.2 SCOPE AND DEFINITIONS
This following unit will deal with the various levels of image analysis, the importance
of corporate image and a number of definitions.
In the foregoing unit we dealt with corporate identity and presented it as the selfpresentation
of a company, which consists of the signals offered by an organization via its
‘behaviour’, ‘communication’ and ‘symbols’. Such signals are finally received by key people
with whom the companies need to interact to varying degrees. In line with the words of
C.B.M. van Riel “…as more signals are received and the interest and involvement of the
‘receiver’ increase, a clearer picture or image of a certain object will appear. This object could
be a product, a retailer, an organization or company or even a country”86
.
Further C.B.M. van Riel perceives an image “…as a photographic film which is on the
point of ‘developing’ in people’s minds. It provides the receiver (an individual) with a means
by which to simplify the reality of objects through concepts such as ‘good-bad’ and pleasantunpleasant’.
The image of an object develops through a set of impressions that individuals
experience when they directly or indirectly, are confronted with that object”87
.
Now let us use the following definition of image by Dowling according to whom
“…an image is the set of meanings by which an object is known and through which people
describe, remember and relate to it. That is the result of the interaction of a person’s beliefs,
ideas, feelings and impressions about an object”88
.
The extreme interest in ‘images’ can be seen in the fact that a positive image is the
basic criterion for establishing a direct or indirect commercial relationship with different
kinds of target groups. As C.B.M. van Riel observes “…originally, that interest centered on
images focused primarily on selling products/brands (brand image). Gradually, the focus
widened and, particularly over the course of the last decade, there has been an explosion in
publications about corporate image”89
.
Interest in the concept of image can be found mainly in the field of marketing and
shows a certain development from a product level more towards the organizational level
(corporate image).
To continue our discussions regarding corporate image let us list some more relevant
definitions:
K.E. Boulding says that “Image is subjective knowledge”90
.
P. Martineau claims that “Image is the sum of functional qualities and psychological
attributes in the mind of the consumer”91
.
E.M. Enis adds that “Image is the result of the way in which the individual assesses
the object in the following terms: tangibility, personal relevance and degree of
correspondence with the self-image”92
.
86
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p.73.
87
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, pp.73-74.
88
Dowling, G.R., (1986). “Managing Your Corporate Image“, Industrial Marketing Management, 15, pp.109-
15.
89
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p.74.
90
Boulding, K.E., (1956). The Image, Ann Arbor: University of Michigan Press.
91
Martineau, P., (1958). “The Personality of the retail store”, Harvard Business Review, January-February,
pp.47-55.
92
Enis, E.M., (1967). “An analytical approach to the concept of image”, California Management Review,
summer 1967, pp.51-8.
Janusz Karpeta; Corporate communication
57
“Image is used to refer to a memory code or associative mediator that provides
spatially parallel information that can mediate overt responses without necessarily being
consciously experienced as a visual image”93
.
A. Paivio notices that “Image is the profile of the object, meaning the sum of
impressions and expectations as gathered in the memory of an individual”94
.
G.M. Erickson, J.K. Johanssen and P.Chao conclude that “Image is a combination of
product aspects that are distinct from the physical product characteristics but are nevertheless
identified with the product. Examples are the brand-name, symbols used in advertising,
endorsement by a well-known figure, and country of origin”95
.
T.J. Reynolds, and J.Gutman understand “Image as hierarchical meaning structure
consisting of means-end (/value) chains”96
.
R.P. Ford explains image “as the sum of experiences that someone has with the
institution”97
.
G. Fauconnier claims that “Image is a subjective and multi-dimensional form of
representation or imprint of reality in the human brain, as a consequence of which this reality
is presented in a reduced, colored and thus often transformed manner”98
.
M. Alvesson states that “Image refers to a holistic and vivid impression held by
a particular group towards a corporation, partly as a result of information processing (sensemaking)
carried out by the group’s members and partly by the aggregated communication of
the corporation in questions concerning its nature, i.e. the fabricated and projected picture of
itself”99
.
Image levels
Now let us consider the image levels. Based on the works of Knecht100
we can find
there principally seven levels of image: product class image, brand image, company image,
sector image, shop image, country image and user image. At product level, he makes
a difference between the image of a product class, such as beer, and the image of a particular
brand, such as Budweiser. At organizational level, differences should be made between the
image of a company within a subsidiary, the image of the company, and the image of an
industrial sector, and this is what Knecht refers to as the corporate image.
93
Paivio, A., (1971). Imagery and Verbal Process, Holt, Reinhart & Winston: New York.
94
Topalian, A., (1984). “Corporate Identity: Beyond the visual overstatements”, International Journal of
Advertising, 3 (1), pp.55-62.
95
Erickson, G.M., J.K. Johanssen and P.Chao, (1984). “Image variables in multriattribute product evaluations:
“Country-of-origin effects”, Journal of Consumer Research, 11, pp. 694-9.
96
Reynolds, T.J. and J.Gutman, (1988). “Laddering theory: Method, analysis and intepretation”, Journal of
Advertising Research, February/March, pp.11-31.
97
Ford, R.P., (1987). “The importance of image”, The Bankers Magazine, September/October, pp.72-5.
98
Fauconnier, G., (1988). Het imago als placebo: niet ernstig, maar het werkt, Kongresboek Ondernemen Deel
II.
99
Alvesson, M., (1990). “Organisation: From substance to image?, Organization Studies, 11, (3), pp.373-94.
100
Knecht, J., (1986). Zin en onzin over images en reklame, Toespraak tijdens corporateimage/identity
symposium, georganiseed door ESPRIT/MOTIVACTION: Amsterdam.
6 Corporate image
58
In professional literature, generally the term ‘corporate image’ is used to refer to the
image of an organization. Let us look into some practical examples. With the aim of
signifying the image of an industrial sector, the terms ‘industry image’ or ‘sector image’
might be used. As C.B.M. van Riel says and provides some more examples “…the image of
Akzo Nobel is therefore a corporate image, while the image of the chemical industry is the
sector image. The company image can be the image of a subsidiary; with regard to Akzo
Nobel, this would be the image of Organon. An example of an image on a retail level would
be the image of the local Tesco store. However, the overall image of ‘Tesco’s’ is a corporate
image. Images at national and international level are important for companies that also
operate abroad. Images that people have of a country can wield great influence in
international trade. The image that people have of solid, reliable German quality has
a favorable influence on sales of German products. Finally, there is the user image. Many
people think of the average owner of a BMW, for instance, as a middle-aged man with a pot
belly and a cigar! Images at different levels influence each other. People form a picture of an
object by means of chains or networks of associations, which are built up over a period of
time as a result of slowly accumulating stimuli. This leads to the formation of a mosaic of
impressions, which as whole constitutes the image. Indeed, an image might well be compared
to a classical Roman mosaic. Over two thousand years or so several of the smaller, yellow or
blue stones from the mosaic that originally formed a cohesive artistic expression will be lost.
Nevertheless, the onlooker continues to appreciate the artist’s general idea behind the creation
of the mosaic, and hence to appreciate its artistic value. In other words, a ‘receiver’ does not
have to have a highly elaborate image of an object to be able to describe, remember and relate
to it”101
.
As stated by Holzhauer, it often happens that we develop “…the knowledge which we
have of a company as a result of being confronted by forms of advertising. We know nothing
about the company which owns the Marlboro cigarette brand. However, we should not be
surprised if the company strongly resembled the cigarettes. We often develop a company
image on the basis of the image we have of its products, i.e. the brand image. The brand
image is formed on the basis of the only information we have about the company, namely,
brand advertising. In other words, brand advertising can determine the image of the company.
Conversely, the picture we have of a company (Woolworth, Philips, and Braun) can
determine what we think of the products of that company”102
.
The significance of the corporate image
We can notice an increasing trend for some time, which evidences the significance of
the corporate image in many domestic and international companies. As indicated by C.B.M.
van Riel “…the image is extremely important both to the source of the image (the image
object), and to the receiver (the subject). The source (the organization) considers that the
transmission of a positive image is an essential precondition for establishing a commercial
relationship with target groups. It is the best way to enter the ‘evoked set’ of the target group.
For the subject, the image constitutes a way of summarizing the ‘truth’ about the object in
terms of a set of simplifications (good-bad, usable-unusable, and so forth). There is
a relationship between the importance of the corporate image to the source and its importance
101
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p.75.
102
Holzhauser, F.F.O., (1991). “Corporate Imageen brand image”in C.B.M. van Riel and W.H. Nijhof (eds),
Handboek corporate communication, Van Loghum Slaterus: Deventer.
Janusz Karpeta; Corporate communication
59
to the recipient. The greater the reliance that the subject places on the (corporate) image when
making decisions, the more important it is for the company to build up a sound reputation” 103
.
In the context of the consumers and products offered by a large number of companies
today, we can also study the importance of corporate image from that perspective. As it has
been correctly observed by Poiesz “… without the help of images, consumers have difficulty
in deciding which products to buy. Consumers are steadily losing their ability to act
rationally. They are not familiar with all the alternatives on the market. They are not aware of
all the features of a particular product. They are not able to judge all those features in the
correct way. They cannot make use of all their previous experience, because their memories
are not perfect. Furthermore, they are not always able to process and store new experiences.
This inability to act rationally leads consumers to seek other grounds on which to make their
decisions. They are inclined to base decisions on earlier, imperfect consumption experiences;
feelings; incomplete information; simple guidelines; symbolic information; and unconscious
processes”104
.
If we consider further functions by the image we can agree with Poiesez who lists
a number of different functions performed for the consumer by the image. According to him
the following can be differentiated “…the knowledge function, the expectation function and
the consistency function. In doing so, as observed by Lilli, “…the image simplifies
information processing”105
. Modern consumers pay attention towards objects with a positive
image. As evidenced from consumers’ behaviour the image can also serve as a simple rule for
making decisions for consumers, as consumers usually turn to purchasing the product with the
most favorable image.
Some other corporate writers such as e.g. Pruyn (1990) stress the importance of the
source. According to C.B.M. van Riel “…there is an increasing uniformity among products
and brands and companies”106
. As Pruyn observes “…people look for ways of making value
distinctions based on subjective, non-observable features of the product. This mainly involves
symbolic aspects which the subject ascribes to the object by associative processes”107
.
Now let us consider some relevant definitions which can be found in international
literature. Dowling comes up with the following definition of corporate image “…an image is
the set of meanings by which an object is known and through which people describe,
remember and relate to it. That is, it is the net result of the interaction of a person’s beliefs,
ideas, feelings and impressions about an object”108
.
As C.B.M. van Riel observes correctly “…for ‘object’, we can substitute ‘brand’,
‘organization’, etc., so as to make the definition appropriate to different levels. It follows from
this definition that different people may have a different picture of the same object. It appears
also that the image is determined both by the person who perceives the image and by the
object. There are, therefore, two ways in which an image can be adjusted. First, the object
103
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, pp.76-77.
104
Poiesz, T.B.C., (1985). Competive Advantage: Creating and sustaining superior performance, The Free
Press: New York.
105
Lilli, W., (1983). “Perzeption, Kognition, Image”, in M. Irle and W.Bussman (eds), Handbuch der
Psychologie, 12. Band, 1.
106
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, pp.77.
107
Pruyn, A.T.H., (1990). “Imago: een analytische benadering van het begrip en de implacaties daarvan voor
onderzoek”, in C.B.M. van Riel and W.H.Nijhof (eds), Handboek Corporate Communciation, Van Lohgum
Slaterus: Deventer.
108
Dowling, G.R., (1986). “Managing Your Corporate Image”, Industrial Marketing Management, 15, pp.109-
15.
6 Corporate image
60
itself can be changed. Second, one can adjust communication to the target groups, and try to
change people’s beliefs, ideas, feelings and impressions about an object”109
.
The importance of a favorable image
As we have already clarified the position and functions of corporate communication
today, which also covers the area of a strategy in companies, in a similar way we can perceive
a positive corporate image as part the continuity and strategic success. This is evidenced by
De Soet who says “…it is no longer solely the field of attention of marketing, but rather
a strategic instrument of top management”110
.
At this point let us list some the most relevant approaches taken by other international
corporate writers.
E. Blauw says that “A sound corporate image is an incentive for the sale of products
and services. It helps the company recruit the right employees, it is important to the financial
world and to investors and it generates faith among internal and external target groups.
A sound corporate image provides a company with authority and forms the basis for success
and continuity”111
.
J.D.F. Brinkerhof explains it in the following manner “A sound corporate image
creates emotional added value for a company which ensures that a company is always one
step ahead of its competitors. A sound corporate image is competitive, which means
distinctive and credible”112
.
C. Chajet adds “A good image helps a company attract the people necessary for its
success: analysts, investors, customers, partners, and employees. Identity management can
secure that good image”113
.
D. Bernstein claims that “Image is a representation in the mind. It affects attitudes
which in turn affect behaviour. No company can afford to ignore image. The impression it
creates – consciously or unconsciously, whether it wishes to or not – inevitably affects people
who do business with it”114
.
Based on research by Mackiewicz “…9 out of 10 consumers reporting that when
choosing between products that are similar in quality and price, the reputation of the company
determines which product or service they buy”115
.
Poiesz adds some more important features of corporate image, according to him
“…images are particularly helpful when information on the basis of which people have to
109
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, pp.79.
110
Blauw, E. and O.Maathius, (1994). “Corporate communication: de stand van zaken in de praktijk, verslag van
den telefonische en quete”, working paper, Corporate Communication Centere, Ersasmus University Rotterdam.
111
Blauw, E., (1994). Het Corporate Image, vierde gerheel herziene druk, De Viergang: Amsterdam.
112
Brinkerhof, J.D.F., (1990). “Corporate Image als concurrentieewapen”, Holland Harvard Review, 22, pp.46-
54.
113
Chajet, C., (1989). “The making of a new corporate image”, The Journal of Business Strategy, May/June,
pp.18-20.
114
Bernstein, D., (1986). Company Image and Reality: A Critique of corporate communications, Holt, Reinhart
& Winston: Eastbourne.
115
Mackewicz, A., (1993). Guide to Building a Global Image, The Economist Intelligence Unit, McGraw-Hill
Inc.: New York.
Janusz Karpeta; Corporate communication
61
make decisions is complex, conflicting and/or incomplete, information is either insufficient or
too wide-ranging to be able to judge, people have a degree of involvement that is too low to
be able to go through an extensive information-processing process, there are certain
conditions in the environment that obstruct the decision-making process, such as time
constraints”116
.
QUESTIONS
1. What is the difference between corporate identity and corporate image?
______________________________________________________________________
2. Explain in simple English basic characteristics of corporate image based on a number
of various approaches in corporate literature.
______________________________________________________________________
3. Explain individual image levels provided by Knecht and provide some more practical
examples.
______________________________________________________________________
4. Why is corporate image important in modern companies?
______________________________________________________________________
5. Why is it important for modern companies to have a favorable image?
______________________________________________________________________
116
Poiesz, T.B.C., (1988). “The image concept: Its place in consumer psychology and its potential for other
psychological areas”, paper presented at the XXIVth International Congress of Psychology, Sydney, Australia.
6 Corporate image
62
6.3 SPEAKING
1. Summarize in groups the main features of corporate image and find some practical
examples in existing companies and present them in the class.
6.4 TEST
1. According to Boulding image is … knowledge.
• subjective
• objective
• neutral
2. A self-presentation of a company is ….
• corporate image
• corporate identity
• corporate brand
3. Knecht distinguishes … image levels.
• five
• six
• seven
4. The image is extremely important both to the … of the image (the image object), and
to the … (the subject).
• source – receiver
• source - sender
• source - down
5. According to Knecht image levels involve …
• product class image, brand image, company image, sector image, shop image, country
image and user image
• products, brands, images
• product brands, company brands, sector brands, country brands, user brands
6. As Holzhauer says the brand image is formed on the basis of the only information we
have about the company, namely…
• brand advertising
• brand identity
• brand relations
7. Poiesz claims that without the help of images, consumers have … in deciding which
products to buy.
• difficulty
• simplicity
• ease
Janusz Karpeta; Corporate communication
63
8. … is unique design, sign, symbol, words, or a combination of these, employed in
creating an image that identifies a product and differentiates it from its competitors.
• product
• corporate image
• brand
9. The process involved in creating a unique name and image for a product in the
consumers' mind, mainly through advertising campaigns with a consistent theme is
called ….
• branding
• imaging
• creating identity
10. According to Blauw a … corporate image is an incentive for the sale of products and
services.
• weak
• sound
• feeble
6 Corporate image
64
6.5 KEY
1. According to Boulding image is … knowledge.
• subjective
• objective
• neutral
2. A self-presentation of a company is ….
• corporate image
• corporate identity
• corporate brand
3. Knecht distinguishes … image levels.
• five
• six
• seven
4. The image is extremely important both to the … of the image (the image object), and
to the … (the subject).
• source – receiver
• source - sender
• source - down
5. According to Knecht image levels involve …
• product class image, brand image, company image, sector image, shop image,
country image and user image
• products, brands, images
• product brands, company brands, sector brands, country brands, user brands
6. As Holzhauer says the brand image is formed on the basis of the only information we
have about the company, namely…
• brand advertising
• brand identity
• brand relations
7. Poiesz claims that without the help of images, consumers have … in deciding which
products to buy.
• difficulty
• simplicity
• ease
8. … is unique design, sign, symbol, words, or a combination of these, employed in
creating an image that identifies a product and differentiates it from its competitors.
• product
• corporate image
• brand
Janusz Karpeta; Corporate communication
65
9. The process involved in creating a unique name and image for a product in the
consumers' mind, mainly through advertising campaigns with a consistent theme is
called ….
• branding
• imaging
• creating identity
10. According to Blauw a … corporate image is an incentive for the sale of products and
services.
• weak
• sound
• feeble
7 Brands
66
7 BRANDS
7.1 VOCABULARY
addiction závislost
alliteration aliterace
attached to spojen s
attempt pokusit se
attention pozornost
be constrained to spojen
brag about chlubit se
brand značka
conjure vyčarovat, vykouzlit
dismiss zavrhnout, odmítnout
downfall pád, zhroucení
encourage podpořit
endure vydržet, vystát
escape uniknout
fetch vynést
front line klíčová pozice
guarantee zaručit, garantovat
charcoal dřevěné uhlí
imbue vštípit
incongruent neshodný
infringement porušení, narušení
lasting trvalý
launch zavést, uvést
leverage pákový efekt
loyalty věrnost, loajalita
memorable nezapomenutelný
neglect zanedbat
peer vrstevník
perception vnímání
pizzaz elán, verva, nadšení
preconceived
alleviate
předpojatý, zaujatý
odlehčit, ulehčit
pros and cons klady a zápory
purchase koupit, pořídit
realm oblast, doména
recall vybavit si
reside spočívat
retention
overwhelming
zadržení
ohromný
separate odlišný, různý
shared sdílený
tie vazba
undermine zničit, podrýt
unique jedinečný
weak slabý
Janusz Karpeta; Corporate communication
67
7.2 SCOPE AND DEFINITIONS
A brand is a unique characteristic that sets a product or service apart from all other
service or products in that category. This uniqueness allows a customer to purchase
a commodity in a vast sea of sameness.
A brand is also an expectation, it represents some form of shared quality amongst all
products with its name. It represents top of the line, average or economy. People trust brands
and dismiss others because of previous quality. If the previous performance of a brand was
low, the guarantee upon purchasing becomes rather weak.
Branding is not simply the consumer’s awareness of a name. Branding is the creation
of an emotional and lasting impact with a customer. It is the fundamental attribute of
a product, service or organization. If a customer has a strong emotional tie to a brand, they
will go through hell to purchase more of their products. They will tell their friends about the
product, brag about it, and encourage others to purchase it.
Brands are also stories. These stories are specific to each individual, the Hitachi
Plasma used to watch the big game, the tax service that got them a $3,000 dollar return, the
diet food that actually works. People’s lives revolve around objects, and a good object has
a place in their life.
Companies believe they can leverage completely incongruent line extensions with the
brands name. People create realms of acceptance in their minds for Brands. When brands
stray outside these perceptions they often fail miserably. For example, Jack Daniels has
attempted to get into the Charcoal market, clear whiskey market and wine cooler marker, all
of which have not faired well. By line extending themselves to other categories, Jack Daniels
is attempting to persuade people who may already have an emotional tie to a given brand.
A consumer may love Kingsford charcoal, and may love Jack Daniels whiskey, however in
their minds they are two separate entities – there is a line that should not be crossed.
Once a brand has a certain perception in the minds of consumer it is fairly hard to
change. If the Gap were to suddenly covert to a high end electronics chain, would their
consumer base still shop there? Most likely not. Chances are those consumers already have
a brand loyalty to an electronics store and the GAP would fall apart. It is possible to change
the emotional tie to products with enough time and money, but it may be just as easy to
launch an entirely new brand. (As the GAP did for its “lower” end clothing line with Old
Navy, and for its “higher” end clothing line with Banana Republic) They didn’t do the GAP 2,
or the GAP: High End, because differentiating their lines was important. And it has proven to
be extremely successful.
Brands are not consumer addictions. People can and will leave a product if given the
opportunity. Just because a product may be superior does not guarantee customer loyalty. If
a company neglects their base, it provides an opportunity for other brands to steal from them.
Quite often people will choose a given brand in a taste test for example. Miller and Pepsi
products both consistently rank higher in blind taste tests than competitors Bud and Coke. Yet
Coke and Budweiser dominate their market place. People often have a deep rooted
connection to their preferred products… “That’s what my dad drank” “We only drank Bud in
college.” These reminders of feelings and emotions can make it almost impossible for one
brand to become a new favorite. It can take years of persuasion to finally remove a customer
from their original brand of choice.
Jingles, colors and logos will help with consumers’ ability to recall brands. However,
if a competitor comes along with an even more flashy campaign, a product will lose. Again
this is why emotional branding is such an important aspect. Creating customer loyalty
requires more than just pizzazz, it requires a story. These elements are extremely important to
the perception of a brand.
7 Brands
68
Forms of branding
There are 5 distinct forms of branding, each of which has some advantages and
disadvantages.
A mega-brand is a brand which places its name upon everything it creates. Asian
companies are known for doing this (Sony, Hitachi, LG, Mitsubishi, Toshiba). For example,
anything created by Sony, whether it be a personal computer or a plasma TV has Sony’s name
on it. There are separate names for differing technologies, but the principle is that all
products created by them are imbued with the Sony name prominently in the front.
Other examples include Hitachi, Panasonic, And an American example being Most
GE products and acquisitions.
A primary brand is one that has no off-shoots. The brand name is also the company
name in this instance, and as such negative publicity or stigma attached to a product offering
can be the downfall of an entire company. The inability for a company to distance itself from
the name can cause major problems in the event of a crisis. Many fast food restaurants are
good examples of this concept. It would be terribly hard for Wendy’s, Burger King or
McDonalds to spin off any other restaurant chains using their brand names. As such Primary
brands do not have much in the area of line extensions and are fairly limited to domains they
currently occupy.
Sub-brands are those with an overarching name in one product category with
differing varieties. Ruffles the potato chip maker has several subbrands branching from their
“original” including the baked line, the light line, and various flavors in each.
House of Brands are quite a bit more complicated. In a house of brands, one company
creates individual brand identities - rarely using the original company’s name on the product.
Procter and Gamble is the most cited example of this form. Procter & Gamble owns
over 300 brands, many of which are household names. In the laundry aisle alone, they own
Dreft, Era, Cheer, Bounce, Ivory, Febreze, Tide, Gain, and Downy. A truly remarkable
portfolio. The benefit to a House of brands approach is that it offers a nearly unlimited
amount of expansion potential. Whenever a new product segment appears, an entirely new
product can be created for that area. The downfall is that every new brand must be heavily
promoted to establish itself initially
Branded houses are constrained to one product area. They are capable of producing
different lines, but only within a certain realm. For example, HP creates multiple lines of
computers, notebooks, pads and printers. However, they are almost entirely confined to the
realm of personal computing. Another example is Levi Strauss Jeans. They create a vast array
of different pant sizes, cuts and washes and even some upper body clothing, but are limited to
that particular segment of the market. You will never see Levi Strauss coffee or printers, and
if you do – they will almost certainly fail miserably.
Establishing brands
There are 5 major ways a brand is established. Advertising, word our mouth, logos, the
products packaging and a products name. Each of these contributes greatly to how a brand is
perceived. Brand image is synergistic in nature, the image is greater than the sum of the
individual pieces.
Logos
Abstract logos such as Nike’s Swoosh are often used by brands, yet most have
a horrifically low recollection rate, why is this? The problem is that consumers have to
consciously link both the brand name, the abstract symbol and the product all together. This is
Janusz Karpeta; Corporate communication
69
instead of a 1:1 mental map, and such this approach can create more problems. Without the
kind of money Nike has to link symbols to consumers’ minds it can be difficult to separate the
brand name and symbol completely.
Organic
Less abstract but still difficult for consumers to remember are organic logos. Retention
and recollection rates are only slightly higher with consumers regarding organic logos. Again
a considerable effort must generally be placed into a given organic avatar in order for it to
register with consumers. Some creative uses can greatly increase recollection rates such as
the Aflac duck which boats one of the best recall rates in the logo kingdom. There are of
course exceptions to this, where an organic name directly reflects the company’s name, such
as Apple computers or Greyhound or John Deere
Name
An overwhelming majority of companies simply use their names as their logos. This
is the lowest overall in cost as people simply need to recall the name of the company to recall
the brand. These also require the least amount of advertising as only one association needs to
be made (Amazon.com is an extremely large online site that deals with books and other
merchandise like a large jungle) instead of going from category  abstraction  brand name.
Naming process
Memorable – Obviously a name has to be memorable in some aspect else the
customers will quickly forget the advertising placed into it. Not being able to recall
newspaper articles or recommendations of friends can lead to an untold amount of loss
revenue and income.
Protectable – Some words and phrases cannot be copyrighted or be used as
trademarks, without these essential aspects, anyone can use a given name or product, even for
a near identical product. As such, names must be unique enough to protect and to keep.
Changing a name is rarely an option, it must endure to keep customers coming back
Fits with product - Some brands have been able to escape this seemingly important
aspect by using excessive amounts of advertising to cause a name to by synonymous with
a product. However, a vast majority of businesses place some clue as to what their product is
in their name. This again helps to increase recollection and retention rates causing more
return business. It should bring about an understanding, people should be able to visualize the
product or service in their heads. If a name itself does not provide these essential features, it
is relatively imperative that they be given through various mediums.
Conjures images.
Types of brand names
What is in a name? Often in the realm of products, whatever is placed into it.
Advertising, peers, and personal experiences all can create an emotional attachment to brands.
There are five ways Brand names are typically constructed, each with certain pros and cons.
Shortness and a sense of strong more consonant dominated words are preferred for brand
names. If longer names are used, alliteration becomes a great technique to increase retention.
Many names cross the lines between the categories, these are just some examples of those that
reside mainly in one.
Synthetic brand names are those that are created in order to have a stand-alone right.
These made up words are typically devoid of meaning and significant amounts of money must
often be used to create a specific feeling for the brand in the eyes of the consumer.
Accenture, a synthetic name created to replace Arthur Anderson Consulting’s name was
7 Brands
70
completely made up by one of the employees. In order for customers to respond, accept and
place faith in the new brand, Accenture used a 150 million dollar advertising campaign. The
benefit to this type of naming is that because consumers typically do not have any
preconceived notions about the brand, any meaning the company wishes to place can be
achieved if careful steps are taken. Additionally, portions of names can be used to create
a new effect. When Intel created Pentium they took the name from two different areas. Pent
from its fifth line or processors and attached the “ium” to make it sound like an element. The
result is name which sounds like it belongs on the periodic table. And is unique enough that
few other brands sound similar. Other well-known examples include Prozac and Levitra.
Metaphoric names are those that borrow from another object or existing phrase to
create their names. Sprint borrows from running, Oracle is a web service that creates “futures”
for companies. Greyhound takes the concept of racing dogs into bus transportation.
Descriptive names essentially tell you what you are going to get before ever using
a product or stepping into a business. Most of these name are fairly self-explanatory and as
such a great amount of power already resides in them. Having intrinsic meaning with
a company’s name can help alleviate advertising budgets for the entire life of a company.
Proper names are the least imaginative of the lot. These names are strictly named
after certain individuals or are sometimes a synthesis of a few individual's names. Mercedes
was the granddaughter of the man who created it. Benz was another proper name start up.
Proper names are typically the easiest way to avoid trademark and copyright infringements.
These names are generally also devoid of meaning and must have considerable time and
money placed into them in order to receive a positive public response. Additionally,
popularized names with negative connotations (anything Hitler, Gacy, Dahmer, Fagg) will
almost never be used as a public product.
Acronyms are generally names that were too long for printing, were commonly
referred to as by customers by their initials, had low recollection rates, or were purposely
done by a company. Federal express for packages was commonly referred to as “fed exing” so
they adopted the name.
Another portion of the brand image is given by word of mouth. Word of mouth
marketing is sometimes referred to as viral marketing. It is quickly becoming an answer to
increased callousness by consumers. TiVo’s, interactive media and satellite radio are
increasingly making it harder and harder for anyone message to stand out in the noise. The
beauty of word of mouth is that it costs nearly nothing to produce. And a friend’s opinion of
a service is much more powerful than any of the noise produced by the media today. The
stories consumers pass onto one another – both good and bad can shape a brand’s image
before a consumer has ever had the opportunity to use a service or item. How many times
have you avoided a movie or a restaurant because a friend told you “it sucked” and then
passed that same judgment on to others as “I heard that place was terrible.” This same
principle works in the branding industry, and positive word of mouth can greatly help
consumer loyalty and new customers. Negative word of mouth advertising can destroy
a potential sale before it ever has a chance to occur. As such, some companies have begun
programs that involve word of mouth. Some brands rely upon word of mouth sales entirely,
completely avoiding mass media altogether. Monster cables is a multimillion dollar company
that uses no mainstream media advertising whatsoever. Most of its promotion comes from
electronics stores, trade journals, and industry awards. Many internet companies rely on word
of mouth advertising, a popular example is Facebook. Completely word-of-mouth for those
colleges and high schools it contains, the site has exploded to the 7th
most visited site on the
internet in just over 3 years. No-Ad is a company that advertises in its name that it does not
advertise. It does fairly well, and although not a multimillion dollar company, still produces
decent revenue. The frontline represents the direct interaction customers have with a brands
Janusz Karpeta; Corporate communication
71
sales, help, or service lines. This in itself is a form of advertising the values of a company. If
people have a great experience in person, they are likely to tell others or if a negative
experience the same. The best products, advertising and promotions can be decimated by
poorly chosen employees, thus it is extremely important to place those who will reflect
positively on the front lines.
Packaging also plays a vital role in the ability for customers to recall a product at the
point of purchase. A study done at a university asked students what they were willing to pay
for a set of 24k gold 1kt diamond earring from Wal-Mart, and from Tiffany’s. The Wal-Mart
pair averaged $110, the tiffany’s pair fetched prices of near $500. A considerable difference
due a little blue box. Color is an essential portion of packaging. A company attempting to
stand out often chooses colors that differ greatly from other competitors. Brands attempting
to leech off the success of another brand may imitate the more established brand’s colors.
Bright colors attract attention, and are easier to remember. Some brands have one upped
Tide’s bright orange packaging with neon green or pink bottles. Many of these do stand out
more than tide, however Tide’s overall shelf space typically dwarf’s other brands, so one sees
a giant sea of orange, and a few scattered islands of other colors. The larger the contrast
between a products logo and background, the more visible it is. Having non-contrasting colors
on a package makes it easy for consumers to overlook and ignore the brands that blend in.
Entire majors are devoted to each of these topics and advertising is no exception.
These four basic aspects, however, are some the basic skeletal structure behind a brand. New
brands must be established in the minds of consumers. Advertising does this by quickly
getting word out about a product or service, and not relying on word-of-mouth to accomplish
this. Additionally brands may do what is referred to as “kiting.” They place a large amount of
money into a given campaign, which is typically large in breadth and short in length, and then
ride out the increased awareness for a few months or even years. Once consumer awareness
starts to decline, they launch a new campaign, pulling the string tight and reestablishing the
brand in consumer’s minds. Advertising also reinforces loyalty amongst current consumers of
a product. By showing how their favorite product is still the “coolest,” “most technologically
advanced”, “fastest”, or “longest lasting brand in a category”, people will be less inclined to
pull away and try competitors. Repetition is a key component of branding. Creating a large
household penetration of a name is generally a good thing. People rarely remember
something they hear a few times throughout the year. In many categories, consumers simply
have no preference for a product. They have no brand loyalty or at least no established brand
loyalty. Humans tend to remember the last thing they have heard with the most clarity. Thus,
the last ad for a particular frozen dinner a consumer saw may make them more likely to
purchase it. Sometimes it only takes one time for a customer to try a brand to leave their old
love. Other times it may take several detours from a customer’s original preferred brand or
a lifetime of offers and advertisements before a new brand is tried.
Maintaining a brand
Line extensions can be powerful additions to a brand’s dominance, if used carefully.
The main thing a company must decide when making a choice between a new brand, and
using an existing brand to leverage the product is this: “Does this make sense with the parent
brand’s name attached?” Will consumers accept this broadening of horizons or will they see it
as outside the realm and completely ignore the product? Keeping the story of a brand alive in
the hearts and minds of consumers is important. Riding on one’s previous success does not
last forever. With the thousands upon thousands of brands out there competing for the exact
same spot in a customer’s wallet, it’s important to give the consumer a reason to keep coming
back. By having them place an emotional stake in your product and integrating it into their
lives, a brand becomes more than just a name, it becomes part of the consumer. Additionally,
reminding consumer of a product is necessary, as other brands are vialing for their attention.
7 Brands
72
Even the most loyal consumers can be enticed away from a product with enough prodding,
and as such it is imperative that a brand remind its consumers why they need it. Handle any
crisis- Any crisis that occurs needs to be handled in such a manner that the brand image is
reflected upon positively. Without a positive light, negative publicity can quickly kill and
destroy years upon years of brand creation. Silence can be deadly and is rarely a viable
option. No answer is often taken as “I have something to hide” Trimming brand extensions, is
the cutting off of brands that are weak and show little chance of recovering. It can be a good
thing. Rather than dumping millions of dollars of advertising revenue, simply cutting off
a brand, as painful as it may be, can often save massive amounts of money. There are some
occasions where a massive push can revitalize a brand, but it is generally only temporary, and
then more money must be pushed at it. Products can limp on for years like this, causing
massive losses.
Repackaging and remarketing the same product for two different conditions is an
example of sub segmentation and a way to increase a product’s value. Sub segmentation
allows specific brands and marketing campaigns to be developed that appeal to a smaller
more focused audience. This allows more penetration in the areas of interest. Instead of
creating a catch all category, companies market a specific attribute of a product to appeal to
certain sub segments. The results have been extremely profitable. Benadryl was found to
cause sleepiness in those who consumed pills, and often they had a very good night’s sleep.
Pfizer realized this and remarketed a double dose as Unisom, a sleep aid Identical in chemical
structure (Diphenhydramine) Pfizer has effectively tapped two completely separate market
segments. Following the same trend is Eli Lilly and Company. Originally creating Prozac for
depression they found it functioned to reduce extreme menstrual related mood swings and
cramping. Remarketing it as Sarafem, Eli Lilly enjoys separate revenue streams for the same
chemical pill. While testing Wellbutrin on those suffering from depression, GlaxoSmithKline
noticed that those smokers on the pill could often lost most of their nicotine cravings.
Realizing the potential money in a stop smoking aid, GlaxoSmithKline launched the same
chemical under Zyban. Both are the chemical bupropion, and Zyban costs a premium.
Ironically, some insurers only cover one version of the product, typically Wellbutrin. People
are forced to take the Smokers not covered must often take wellbutrin instead of Zyban, yet
consistently do not quit as effectively as they do on Zyban. A testament to the placebo effect
and what branding can do to the minds of consumers who do not feel they are getting the
“real” treatment.
Undermining brands
Poor line extensions can decimate the brand. An example is when a line extension is
introduced (Coors Light) to compete with established extensions (Miller, Bud Light.) The
typical customer of that extension (Coors Light) is a typical customer of the parent brands
(Coors). As such, it cannibalizes its own people. The result is now two brands that share
nearly the same consumer base as before, causing extra overhead and lower profits. Changing
the quality with a brand’s name on it can quickly undermine how it does. RCA and
Oldsmobile were at one point nearly the best brands in their given segments in America.
Overtime, corners were cut to keep costs down and as such quality diminished. Oldsmobile
vanished and RCA is now one of the least respected makers of televisions. RCA has to sell
products near cost where as other manufactures such as Sony can demand a considerable
markup and profit for a very similar item. K-mart adapted too slowly as some of its main
competitors reinvented and created distinct identities for themselves. Wal-Mart undercut
them in prices and target went to higher end good. This left k-mart with low quality goods at
higher prices. Sears is an example of a company that lost focus. Sears attempts to dabble in
everything, from clothing to automotive, to high / low end electronics, to tools. Sears does
not have a true identity anymore – due to its attempt to become everything, consumers no
Janusz Karpeta; Corporate communication
73
longer see it as the first choice in any category. For car care people will go to an automotive
place like Pepboys, for electronics to Best Buy, for clothes to any local mall. Being the first
in a consumers mind allows higher prices to be charged and generally generates more traffic.
Sears growth has slowed to a near halt over the last decade while the market segments they
have ventured into have seen phenomenal growth.
Source: http://www.slideshare.net/rohithasankar/branding-17281069
QUESTIONS
1. What is a brand?
______________________________________________________________________
2. What is branding?
______________________________________________________________________
3. Name all forms of branding and explain them in detail.
______________________________________________________________________
4. How are brands established?
______________________________________________________________________
5. Explain the naming process using brands.
______________________________________________________________________
6. Why are packaging and advertising important in the context of brands?
______________________________________________________________________
7. Explain the naming process using brands.
______________________________________________________________________
8. How are brands maintained?
______________________________________________________________________
9. What can lead to undermining brands, explain that in your own words and provide
some examples?
______________________________________________________________________
7 Brands
74
7.3 SPEAKING
1. One group will search for the well-known brands and prepare a short presentation on
some of them, then explain in your class all different aspects of brands from the points
of view described in the aforementioned article. The other group will try to come up
with their own brand. The members of the team will discuss all necessary steps involved
in this process, which they will explain and discuss in the Corporate Communication
class.
7.4 TEST
1. A brand is a … characteristic that sets a product or service apart from all other
service or products in that category.
• unique
• common
• corporate
2. Branding is the creation of an emotional and lasting impact with a customer.
• sensitive and evanescent
• emotional and lasting
• superficial and long-term
3. … is a brand which places its name upon everything it creates.
• sub-brand
• primary-brand
• mega-brand
4. According to the aforementioned article there are … major ways a brand is
established.
• three
• four
• five
5. An … majority of companies simply use their names as their logos.
• small
• overwhelming
• common
6. A name has to be … in some aspect else the customers will quickly forget the
advertising placed into it.
• memorable
• protectable
• forgettable
7. Synthetic brand names are ….
• are created in order to have a stand-alone right
• that borrow from another object or existing phrase to create their names
• tell you what you are going to get before ever using a product or stepping into a
business
8. … can be powerful additions to a brand’s dominance, if used carefully.
• line expanded
• line expansions
• line extensions
Janusz Karpeta; Corporate communication
75
9. … also plays a vital role in the ability for customers to recall a product at the point of
purchase.
• packaging
• marketing
• branding
10. … line extensions can decimate the brand.
• poor
• strong
• powerful
7 Brands
76
7.5 KEY
1. A brand is a … characteristic that sets a product or service apart from all other
service or products in that category.
• unique
• common
• corporate
2. Branding is the creation of an emotional and lasting impact with a customer.
• sensitive and evanescent
• emotional and lasting
• superficial and long-term
3. … is a brand which places its name upon everything it creates.
• sub-brand
• primary-brand
• mega-brand
4. According to the aforementioned article there are … major ways a brand is
established.
• three
• four
• five
5. An … majority of companies simply use their names as their logos.
• small
• overwhelming
• common
6. A name has to be … in some aspect else the customers will quickly forget the
advertising placed into it.
• memorable
• protectable
• forgettable
7. Synthetic brand names are ….
• are created in order to have a stand-alone right
• that borrow from another object or existing phrase to create their names
• tell you what you are going to get before ever using a product or stepping into a
business
8. … can be powerful additions to a brand’s dominance, if used carefully.
• line expanded
• line expansions
• line extensions
9. … also plays a vital role in the ability for customers to recall a product at the point of
purchase.
• packaging
• marketing
• branding
10. … line extensions can decimate the brand.
• poor
• strong
• powerful
Janusz Karpeta; Corporate communication
77
8 THE ORGANISATION OF CORPORATE
COMMUNICATION IN A COMPANY
8.1 VOCABULARY
account for být zodpovědný
assign přidělit, uložit
availability
resources
dosažitelnost, dostupnost
zdroje
baseline základní čára
be aware of uvědomovat si
bottom line
overheads
consider
rozhodující faktor
režijní náklady
považovat, chápat
consequence následek, důsledek
consideration uvážení, zvážení
demand požadavek
distinguish lišit se
driving force hnací síla
effectiveness účinnost
equal rovný, stejný
evaluate vyhodnotit
familiarize oneself seznámit se
input vstup
lack postrádat, chybět
linkage spojení, vazba
mainstream hlavní proud
measure měřit
output výstup
perform vykonávat
presupposition předpoklad
primarily hlavně
privileged důvěrný, služební
proper vhodný, náležitý
purpose účel
reserved obsazen
responsibility zodpovědnost
retain ponechat, udržet, uchovat
solely výhradně, pouze
specialism specializace
starting point výchozí bod
steer řídit
subsequent následný
synergy spolupráce, synergie
target cílit
task úkol
throughput výkon
undeniably nepopiratelně
uniformity jednotnost
within v rámci
workload pracovní zátěž
8 The organisation of corporate communication in a company
78
Text
INTRODUCTION
As in any other field corporate communication itself targets synergy, which can be
evidenced by C.B.M. van Riel “… description of corporate communication emphasizes the
need for harmonization of all forms of internal and external communication”117
.
Modern companies are searching for the proper forms of how to coordinate and
integrate communication in their business. In practice they relate to efficient and effective
decision-making procedures and related organizational structures. They should make
successful linkages between the organization’s strategy and the structure and implementation
of the overall communication strategy.
As C.B.M. van Riel says “…until now, ‘organization of communication’ as a subject
has received little attention in the literature. The few publications dedicated to the topic deal
mainly with the organization of communication campaigns. Examples are the many planning
models, operational plans, checklists and so forth … academic knowledge in this area is
relatively limited, with some exceptions Grunig, 1989, Adema, van Riel and Wierenga, 1993,
and van Riel, 1994”118
.
Some of the outcomes of these studies and debates in professional literature suggest
there is a deeper understanding of the particular problems presented by the organization of
communication, which relate to strategic management.
Now let us pay more attention to the organization of communication. According to
C.B.M. van Riel “…it consists of four interrelated themes. The first is the location of the
communication function within organizations, i.e. what are the tasks that properly belong to
communication and what organizational structures or departments should be created to
implement them? The second is the organization of the communication process, i.e. the
planning of all forms of internal and external communication used by the organization. The
third is the coordination of both the function and the process of all communication activities
in a company. The fourth is the establishment of critical success factors for effective and
efficient organization of both the communication function and the communication process”119
.
Organization of the communication function
In modern companies all staff members are involved in communication. Many modern
businesses engage communication experts who specialize in a particular communication task.
Based on the initial classification of corporate communication we can also approach the
organization of communication from that point of view of management communication,
organizational communication and marketing communication. According to C.B.M. van Riel
“…however, in most organizations, a dominant position is still reserved – and rightly so – for
public relations”120
. According to him the communication function is performed then by
a centrally operating PR department.
117
Van Riel, C.B.M. (1990). “Corporate Communication: een plaatsbepalig“, in C.B.M. van Riel and
W.H.Nijhof (eds), Handboek Corporate Communication, Van Loghum Slaterus: Deventer.
118
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p.142.
119
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p.143.
120
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p.143.
Janusz Karpeta; Corporate communication
79
PR communication
C.B.M. van Riel states that “…public relations might be built into the organizational
scheme in different ways. The positioning of this department within the organization depends,
of course, on the weight of the tasks assigned to it”121
. De Roode refers to five main tasks:
1. “Determining the position of the organization in society.
2. Formulating and establishing PR policy.
3. Selecting and developing PR strategy.
4. Constructing and implementing an internal and external PR program (external
presentation of the organization, establishing and monitoring media channels, personal
representation, sponsorship, etc.)
5. Evaluation of PR activities (monitoring etc.)” 122
.
As C.B.M. van Riel claims “…in practice, public relations encompasses a great variety
of tasks, and therefore of organizational forms. However, it seems to be generally accepted
that public relation is a staff function. In the management literature, a staff function is
a function where the manager has no direct executive power over the primary process or
responsibility for it, but fulfils an advisory role, based on specific expertise, to all departments
within the organization. Rigidly speaking the distinction between line and staff managers is
‘giving orders versus giving advice’. More positively expressed, this means that the job of
a PR staff officer is to advise staff managers and to support and assist line managers. This
implies a loyal, service-oriented attitude on the part of PR managers, but it also means that the
PR manager should have a privileged position with respect to the flow of information: they
must have access to all communication channels which connect the organization as a system
with external and internal subsystems. In organizations in which public relations is seen as
communication output only, the function becomes routine and highly structured. Practitioners
work primarily as communications technicians in these settings, dealing with ‘programmed
decisions’, such as issuing weekly news briefings and publishing the monthly employee
newsletter. When public relations operates in the realm of programmed decisions, it is seen as
part of organizational routine and overheads. On the other hand, when it participates in ‘nonprogrammed’
decisions, it will be an important player in achieving organizational goals and
contributing to the bottom line”123
.
Marketing communication
As stated by C.B.M. van Riel “… marketing communication is an integral part of the
functional management area of marketing. Unlike public relations, it is usually a typical line
function. The main difference here from a staff function is that line managers are considered
completely responsible for their role in carrying out the primary process. As with public
relations, the ideal position in the organizational scheme depends on the nature and scale of
the tasks that the department is expected to perform. In addition to formulating and fixing the
policy for marketing communication, and developing and implementing the marketing
communication strategy, the department must evaluate the effects of marketing
121
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p.144.
122
Roode, H. de, (1986). Public Relations, Interne en externe communicatie voor organisatie en beleid, Kluwer:
Deventer.
123
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, pp.144-145.
8 The organisation of corporate communication in a company
80
communication”124
. According to Kotler “…the communications manager deals with mass
media communication and promotion, and specializes in the development of messages, media
and publicity”125
.
According to Verhage and Cunningham126
there are only four types of marketing
organizations. Within these four types, marketing communication appears either as a separate
specialization or as an integrated part of the total set of tasks of the marketing manager. The
four organizational forms of the marketing function may be described as follows:
1. The functional organization This is the simplest structure, often used by young
companies. Within the department there are functional specialists who are responsible for
product planning, advertising, sales, etc. Since nobody has exclusive responsibility for
a product or market, this structure does not promote coordination.
2. The market-oriented organization The company groups its marketing
department around the markets in which it is active, or around industrial purchasers who
account for a large proportion of sales. The marketing manager, who must serve the specific
needs of purchasers, is supported by specialists in sub-disciplines.
3. The product-oriented organization In this structure, one employee is
responsible for all activities connected with the marketing strategy for a particular product.
While this product manager carries the responsibility for the success of the product, they lack
the line authority needed to make the decisions basic to this success.
4. The matrix organization This is in fact a combination of the three
organizational forms just described. In this case, the company first divides its marketing
department according to the specific markets that it wishes to serve. Each market has its own
manager, whose task is to plan and coordinate marketing activities for their own market
segment. Using this division as a basis, the company then proceeds to apply the traditional
system of product management. As a result, the functional specialist reports not only to the
manager responsible for that market, but also to a brand manager or marketing manager. The
advantage of a matrix organization is that equal attention can be paid to products and to
market segments. The disadvantage is the high cost of the structure; this is a result of the large
number of specialists needed. It means also that there are many links in the decision-making
chain.
Communication in other functional management areas
Undeniably, in modern companies communication is no longer limited to PR and/or
marketing communication. According to C.B.M. van Riel there are some “…other functional
management areas are becoming increasingly aware of the importance of communication. In
human resource management, communication is used as one of the management tools for
recruiting and retaining valuable personnel. In addition to labour market communication, the
HRM manager is also concerned with internal motivation programs, aimed at raising the
quality of the primary work process. Financial management deals with communication
directed towards obtaining, retaining and sometimes disposing of funds which are vital to the
survival of the company. In addition to external investor relations, the financial manager also
uses communication for internal objectives, such as encouraging (prompt) input of correct
124
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p.145.
125
Kotler, P., (1988). Marketing Management, Analysis, planning, implementation and control, prentice Hall:
Eaglewood Cliffs.
126
Verhage, B. and W.H. Cunningham, (1989). Grondslagen van de Merketing, Stenfert Kroese: Leiden.
Janusz Karpeta; Corporate communication
81
data for internal control purposes, or promoting financial self-control. The production
management field uses communication for improving contacts with suppliers, and for ‘bench
working’ with co-producers. Within their own organization, production managers are also
involved in quality programs and, more recently, environmental communication”127
.
There is another observation made by C.B.M. van Riel “…the broad acceptance of the
value of communication as an instrument within all functional management areas implies that
the financial manager, the HRM manager and others must accept full responsibility for the
communication function. It does not, however, imply complete decentralization of the
communication function to the various parts of the company. There is almost always a PR
department at organizational level, which can support other communication units operating
within line functions. In addition, such a view of the role of communication has three
implications. First, it implies a conscious inclusion of the professional use of communication
among the tools of line managers in the functional management areas. The line manager does
not have to be a communication specialist, but he does advise those affected by its use,
whether inside or outside the company. Second, a corporate or overall communication policy
needs to be carried out at a central level, i.e. at the level of company management, so that the
communication activities of the different parts of the company can be coordinated. The third
factor is related: it concerns awareness of the consequences of one’s ‘individual’
communication input for the ‘overall’ communication policy”128
.
Organizing the communication process
In order to provide for the best possible and efficient communication process we can
apply the ITO model provided by C.B.M. van Riel. According to him “…the organization of
the communication process can be described as the planning of all forms of internal and
external communication used by the organization. In systems terminology, the
communication process can be divided into three sequential phases: the input phase, the
throughput phase, and the output phase. The input phase is concerned with the preparation of
communication activities (analysis and strategy); the throughput phase is concerned with the
execution of the plans adopted (decision-making and implementation); the output phase deals
with the final expressions of all the forms of communication, and their effects on the target
group. … For practical purposes, the distinction drawn here is only between organizational
and marketing communication. Each phase in the ITO model is characterized by controllable
and uncontrollable factors. This balance varies considerably between phases. In general, the
activities in the phase of analysis and strategy formation tend to be controllable, but the level
of control decreases in the subsequent phases. This results from internal contradictions within
the company and intervening external factors” 129
.
As demonstrated by C.B.M. van Riel “…the communication process could become
much more controllable if there were an unambiguous demand for an ‘ideal’ approach for
each phase of the ITO model. Many such ‘nominative protocols’, indicating the best way of
working to achieve an optimal result, are available for the input phase of the ITO model, for
example the many variants of multiphase plans for formulating company communication
strategy. Protocols for the output phase are mainly implicit. Traditionally, three approaches
are distinguished in measuring the effects of communication. In most cases, effective
communication is identified with success in changing the knowledge, attitudes and behavioral
127
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p.146.
128
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p.146.
129
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p.147.
8 The organisation of corporate communication in a company
82
intentions of the target group. In other cases, communication is only considered effective if it
is demonstrably related to an increase in sales. Finally, success (not effectiveness) is
sometimes judged according to creative criteria (professional awards).
Unlike the input and output phases, the throughput phase is almost without normative
protocols. This phase consists of complex activities. It is concerned with an ‘ideal outcome’
approach to implementing the communication strategy devised in the input phase. This
includes execution of the creative strategy, the choice of message and medium, the level of
integration of the means of communication being used and, last but not least, the decisionmaking
process in which all those involved address the coordination of communication policy
across all its manifestations130
”.
Now let us study in detail the following three phases as described by C.B.M. van
Riel131
.
Protocol input phase: ITO model
A Defining the problem
A.1 The problem is written down in a formal document.
A.2 The problem is analyzed within the context of current competitive activity.
A.3 The definition of the problem is discussed with the external agency (strategy and
creative director).
A.4 All internal and external participants familiarize themselves with the definition of the
problem.
B Designing communication strategy
B.1 Clear definition of priorities for goals; what, who and when?
B.2 Is it clear how to achieve these goals; tone of voice, media, format, etc.?
B.3 Selection of target groups based on availability of resources?
B.4 Is the message a logical consequence of corporate strategy?
B.5 Is the message unique and does it distinguish the company from its competitors?
B.6 Will the message be applicable for long-term communication (at least five years?
B.7 Has the formulation of the message been influenced by the specific ‘demands’ of the
audiences to be communicated with?
Protocol throughput phase: ITO model
C Implementation
C.1 All internal and external communication managers support the chosen goals, target
groups, message concept, etc.
C.2 Top management is involved.
C.3 Business unit management is involved.
C.4 Use common starting points as the baseline for the communication campaign.
C.5 Decide on key issues through a corporate campaign coordinating committee.
C.6 Quality of decision-making in coordinating committee.
C.7 Quality of concept development process: problem definition has been written down in
a briefing document, the creative debriefing has been checked by the company’s
130
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, pp.148-149.
131
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, pp.148-149.
Janusz Karpeta; Corporate communication
83
communication department before it was executed, creative director had to work within the
framework of strict rules formulated by the company.
Protocol output phase: ITO model
D Evaluating
D.1 Measure the effectiveness of the program’s preparation.
D.2 Measure the effectiveness of the program’s implementation by evaluating changes in
knowledge, attitude and behaviour among selected target groups.
Working with external agents
C.B.M. van Riel points out the importance of both internal and external subjects
participating in the organization of communication which is evidenced by him “…the leading
role in the organization of the communication process is played by people inside the company
who are involved in communication and corporate policy. However, no company exclusively
handles all its communications internally. At the very least, companies use ‘suppliers’ for the
production of promotional materials. Usually, however, the involvement of suppliers goes
well beyond this. For example, external consultants may be used to give advice on
communication strategy. Mergers or acquisition, corporate restructuring, down-sizing and reengineering
have reshaped the communication function dramatically during the last decade in
both commercial and not-for-profit organizations. Many organizations shifted part of the
workload to outside agencies. As a consequence, internal communication departments
decreased in size and – although to a comparatively lesser extent – in budget. Communication
departments have begun increasingly to specialize in offering strategic advice on
communication issues and ‘buying’ in from outside suppliers’ elements such as creative
concepts and promotional materials (advertisements, brochures, internal magazines, etc.). The
shift from ‘making’ to ‘buying’ has resulted in a tremendous increase in the turnover of the
PR and advertising agencies”132
.
Cooperation with external agencies
At the present time different communication related activities are gradually outsourced
or handed over to external experts. When considering the financial aspects, it is neither
possible nor desirable to hire all necessary communication expertise within one’s own
company. These words are substantiated by C.B.M. van Riel who suggests that “…most
companies and government organizations do not carry out their own research, development of
creative concepts, production of promotional materials, or media planning. This implies,
however, that communication managers can concentrate on their ‘core business’, which is
drawing up the general communication strategy, and proceeding to implement and evaluate it.
… The communication function in both PR and marketing communication is being
progressively further divided into subspecialisms. The consequence of this is the appearance
of progressively more specialized consulting agencies which have contact with the various
subspecialisms. In other words, supplying services to communication departments is no
longer only the province of advertising and/or PR agencies, but extends across a whole range
of external advisers, for example agencies that specialize in labour market communication,
environmental communication, investor relations, or producing audio-visual materials”133
.
132
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, pp.156-157.
133
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p. 157.
8 The organisation of corporate communication in a company
84
Coordination of all forms of communication
On the word of C.B.M. van Riel “…the variety of specialisms in communication and
the diversity of hierarchical and geographical responsibilities in communication in general
require organizations to develop a clear policy with respect to the degree of freedom that
communication managers are allowed to exercise. Organization can use several methods to
simulate ‘cooperation’ between all relevant communication specialists: introducing a uniform
house style, working with common starting points in communication, guiding decisionmaking
by strict budgeting rules, negotiating about vital communication decisions in
coordinating bodies and, last but not least, defining the baseline of corporate communication
by choosing one of the three factors central to corporate identity (uniformity, variety or
endorsement) as the ‘mainstream’ corporate identity policy for the organization”134
.
Defining the baseline in corporate communication policy: choosing a ‘mainstream’
corporate identity policy
As C.B.M. van Riel demonstrates “….a company can choose among three theoretical
options for corporate identity policy: the uniformity model (corresponding to corporate
profile, BU, and product level), the variety model (all three factors different) and the
endorsement model (compromise). The final choice in favour of a particular type of corporate
identity policy can be derived from the so called SIDEC model. SIDEC stands for Strategy,
Internal organization, internal Driving forces, Environment and Communication policy. The
presupposition of the SIDEC model is that the final choice of a particular type of
communication policy is determined by consideration of the interrelationships among: the
nature of the corporate strategy, the homogeneity or heterogeneity of the driving forces at
a group and BU level, the way in which the internal organization operates (in particular as
regards ‘planning and control’ from the head office with respect to the BUs) and the nature of
the environments in which the organization operates. To arrive at a final choice of mainstream
in corporate identity policy, the management of a company has to formalize three key issues
in corporate communication policy:
1. Definition of common starting points.
2. Establishment of quality standards for a ‘common operating system’.
3. Coordination of decision-making in communication (e.g. working with coordinating
bodies)”135
.
134
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p.161.
135
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p.161.
Janusz Karpeta; Corporate communication
85
Coordination of decision-making in communication
Different methods of coordination are being tried in practice. A study by van Riel and
Nedela136
showed “…that large American and European financial institutions were using
several different forms of coordination to try to orchestrate their total communication output.
In practice several types of coordinating bodies appear to exist:
1. Coordination by one person, solely in charge of all communication departments. This
type of coordination will occur especially in small organizations with a limited
number of communication departments.
2. Coordination by a steering committee in which representation of all communication
departments participate, sometimes extended with representatives of managers with
a commercial line function. Coordination is based on the guidelines of a common
communication policy.
3. Coordination by ad hoc meetings. Meetings are only organized situations where
problem arise that need to be solved collectively.
4. Coordination by grouping several communications managers together in one location,
so they will be ‘forced’ to interact frequently, both privately and professionally.
5. Combination of 1, 2, 3 and 4.”137
In the final unit we will test and repeat all knowledge we have gained so far.
QUESTIONS
1. What does synergy mean in the context of corporate communication?
______________________________________________________________________
2. Name and explain the four areas necessary for organizing corporate communication
according to C.B.M. van Riel.
______________________________________________________________________
3. PR communication is referred to as a staff function and marketing communication is
then a line function - explain the difference with your own words.
______________________________________________________________________
4. Explain the four types of marketing organization by Vergahe and Cunningham.
______________________________________________________________________
5. Explain communication in some other functional management areas. Provide some
examples.
______________________________________________________________________
6. Explain the ITO model used for organizing the communication process.
______________________________________________________________________
7. Explain the cooperation with external agents in the context of organizing corporate
communication, what is important to do?
______________________________________________________________________
136
Riel, C.B.M. van and J. Nedela, (1989). Profiles in Corporate Communication in Financial Institutions,
Eburon: Delft.
137
Van Riel, C.B.M. (1995). Principles of Corporate Communication. London: Prentice Hall, p.163.
8 The organisation of corporate communication in a company
86
8. What methods can a company use to simulate “cooperation“between all relevant
communication specialists when it comes to the coordination of all forms of
communication?
______________________________________________________________________
9. What does the SIDEC model stand for? Explain it in your own words.
______________________________________________________________________
10. Based on the study by Nadela and C.B.M. van Riel name the five different forms of
coordination of total communication output.
______________________________________________________________________
8.2 SPEAKING
1. Imagine you are responsible with your team for the organization of corporate
communication in a selected company on your own. Discuss in your team which
organization related methods you would apply and demonstrate them to your class.
Then analyze them in detail and explain some of them in more detail.
8.3 TEST
1. Synergy is …
• the interaction of two or more agents or forces so that their combined effect is smaller
than the sum of their individual effects
• the interaction of two or more agents or forces so that their combined effect is greater
than the sum of their individual effects
• the interaction of two or more agents or forces so that their combined effect is as great
as the sum of their individual effects
2. In modern companies … staff members are involved in communication.
• all
• no
• only some
3. Public relation is a … function.
• staff
• line
• staff and line
4. Marketing communication is … function.
• staff and line
• line
• staff
5. The functional organisation refers to ….
• the company groups its marketing department around the markets in which it is active,
or around industrial purchasers who account for a large proportion of sales.
• the simplest structure, often used by young companies, within the department
there are functional specialists who are responsible for product planning,
advertising, sales, etc.
• one employee who is responsible for all activities connected with the marketing
strategy for a particular product.
Janusz Karpeta; Corporate communication
87
6. ... deals with communication directed towards obtaining, retaining and sometimes
disposing of funds which are vital to the survival of the company.
• Production management
• Human resource management
• Financial management
7. SIDEC stands for ….
• Strategy, Internal management, internal Driving forces, Environment and
Communication practice
• Strategy, Internal organization, internal Driving forces, Environment and
Communication policy
• System, Internal organization, internal Driving forces, Environment and
Communication policy
8. At the present time different communication related activities are gradually …
external experts.
• sourced and handed down
• insourced and handed in
• outsourced or handed over to
9. The ITO model stands for ….
• input, throughput and output
• intake, throughput and output
• input, throughput and out-take
10. The correct order in the ITO model is ….
• defining the problem, designing communication strategy, implementation, and
evaluating
• designing communication strategy, implementation, defining the problem and
evaluating
• implementation, defining the problem, evaluating and designing communication
strategy
8 The organisation of corporate communication in a company
88
8.4 KEY
1. Synergy is …
• the interaction of two or more agents or forces so that their combined effect is smaller
than the sum of their individual effects
• the interaction of two or more agents or forces so that their combined effect is
greater than the sum of their individual effects
• the interaction of two or more agents or forces so that their combined effect is as great
as the sum of their individual effects
2. In modern companies … staff members are involved in communication.
• all
• no
• only some
3. Public relation is a … function.
• staff
• line
• staff and line
4. Marketing communication is … function.
• staff and line
• line
• staff
5. . . . The functional organization refers to ….
• the company groups its marketing department around the markets in which it is active,
or around industrial purchasers who account for a large proportion of sales.
• the simplest structure, often used by young companies, within the department
there are functional specialists who are responsible for product planning,
advertising, sales, etc.
• one employee who is responsible for all activities connected with the marketing
strategy for a particular product.
6. ... deals with communication directed towards obtaining, retaining and sometimes
disposing of funds which are vital to the survival of the company.
• Production management
• Human resource management
• Financial management
7. SIDEC stands for ….
• Strategy, Internal management, internal Driving forces, Environment and
Communication practice
• Strategy, Internal organization, internal Driving forces, Environment and
Communication policy
• System, Internal organization, internal Driving forces, Environment and
Communication policy
Janusz Karpeta; Corporate communication
89
8. At the present time different communication related activities are gradually …
external experts.
• sourced and handed down
• insourced and handed in
• outsourced or handed over to
9. The ITO model stands for ….
• input, throughput and output
• intake, throughput and output
• input, throughput and out-take
10. The correct order in the ITO model is ….
• defining the problem, designing communication strategy, implementation, and
evaluating
• designing communication strategy, implementation, defining the problem and
evaluating
• implementation, defining the problem, evaluating and designing communication
strategy
9 Mixed corporate communication Test
90
9 MIXED CORPORATE COMMUNICATION TEST
9.1 MIXED CORPORATE COMMUNICATION TEST
1. Some of the first references made to corporate communication can be found ...
years ago, as we can discern communication disciplines and techniques applied
by companies with the aim of promoting, publicizing, and informing individuals
or groups within society about some of the current affairs.
• 250
• 150
• 50
2. Based on the results of the aforementioned survey corporate identity is defined as
corporate communication or design in ….
• Germany
• France
• the United Kingdom
3. The trend towards ‘integrating’ marketing and public relations was noted by
many in the field, including …, one of the most influential marketing figures of
modern times.
• Janis Forman
• Paul A. Argenti
• Philip Kotler
4. A name has to be … in some aspect else the customers will quickly forget the
advertising placed into it.
• memorable
• protectable
• forgettable
5. Newsletters, promotion packages, consultation forums, advertising campaigns,
corporate design and code of conduct, free publicity are referred to as . . .
• issue
• communication
• integration
6. … industrial corporations hired publicists, press agents, promoters and
propagandists for their communication campaigns.
• until the 1900s
• until the 1920s
• until the 1930s
7. … broadened the term corporate identity and added the planned and
operational self-presentation of a company, both internal and external, based on
an agreed company philosophy.
• Bluaw
• Bikigt and Stadler
• Olins
8. … is a brand which places its name upon everything it creates.
• sub-brand
• primary-brand
• mega-brand
Janusz Karpeta; Corporate communication
91
9. Poiesz claims that without the help of images, consumers have … in deciding
which products to buy.
• difficulty
• simplicity
• ease
10. In many companies, most of the forms of organizational communication already
mentioned fall within the sphere of activity of the … department.
• public relations
• marketing
• human resources
11. Investor relations, for example, may be conducted from the … department.
• marketing
• finance
• labour market
12. As Holzhauer says the brand image is formed on the basis of the only
information we have about the company, namely…
• brand advertising
• brand identity
• brand relations
13. At a rough estimate, figures for both expenditure and personnel are at most
about a … of those for marketing communication.
• sixth
• third
• fifth
14. … can be powerful additions to a brand’s dominance, if used carefully.
• line expanded
• line expansions
• line extensions
15. Marketing communication consists primarily of those forms of communication
that support … of particular goods or services.
• lease
• purchase
• sales
16. As a result of “muckraking action“ in the pre-world war in America many
corporations decided to … writers and former journalists to be spokespeople for
the organization and to disseminate general information to these ‘muckraking’
groups and the public at large so as to gain public approval for their decisions
and behaviour.
• fire
• hire
• bribe
17. Pincus has defined … principles of (internal) communication for the CEO.
• two
• three
• four
18. At the present time different communication related activities are gradually …
external experts.
• sourced and handed down
• insourced and handed in
• outsourced or handed over to
9 Mixed corporate communication Test
92
19. The source imagines, creates, and sends the ….
• memo
• letter
• message
20. The message is the . . . or meaning produced by the source for the receiver or
audience.
• heart
• stimulus
• soul
21. The channel is the way in which a message or messages … between source and
receiver.
• are lost
• are disconnected
• travel
22. The environment is the …, physical and psychological, where you send and
receive messages.
• atmosphere
• air
• appearance
23. A … process is the process with actions often happening at the same time.
• constructional
• transactional
• constructivist
24. Public relation is a … function.
• staff
• line
• staff and line
25. When it comes to communicating in business, we are often … interested in
theory than in making sure our communications generate the desired results.
• less
• more
• supplementary
26. The receiver … the message from the source, analyzing and interpreting the
message in ways both intended and unintended by the source.
• receives
• dispatches
• mails
27. The ultimate goal of corporate communication is the creation of a … basis for
relationships with the groups upon which the company depends.
• neutral
• positive
• impartial
28. Corporate communication … an integrated approach to managing
communication.
• demands
• relinquishes
• abandons
Janusz Karpeta; Corporate communication
93
29. A defined group for whom a product is or may be in demand (and for whom an
organization creates and maintains products and services).
• market
• public
• integration
30. The ways or means in which the corporate objectives are to be achieved and put
into effect are called:
• objectives
• strategies
• intentions
31. The profile and values communicated by an organization are referred to as ….
• corporate identity
• corporate image
• corporate culture
32. The immediate set of associations of an individual in response to one or more
signals or messages from or about a particular organization at a single point in
time.
• corporate identity
• corporate image
• corporate culture
33. Muckrakers were … journalists.
• inventive
• innovative
• investigative
34. Corporate advertising is ….
• aimed at increasing awareness, favour or sales of a company’s products and services
• advertising by a firm where the company, rather than its products or services, is
emphasized
• public relations activities towards ‘corporate’ stakeholders, which excludes customers
and prospects in a market
35. … ensure that tasks and activities, while spread out over departments, are
combined into the basic functions.
• vertical structures
• horizontal structures
• perpendicular structures
36. Public relations practice as we know it began in the USA and the UK in the …
century.
• mid-nineteenth
• mid-eighteenth
• twentieth
37. Management is only possible with the … of the managed. In other words, we
cannot really manage anyone who does not want to be managed.
• consent
• discontentment
• disagreement
9 Mixed corporate communication Test
94
38. The element in the promotional mix to which by far the … share of money is
devoted is personal selling, or the directly related activity of sales management.
• greatest
• least
• slightest
39. Organizational communication is used here as a general term to cover ….
• foreign affairs, public affairs, investor relations, labour market communication,
corporate advertising, environmental communication and internal communication.
• public relations, public affairs, investor relations, labour market communication,
corporate advertising, environmental communication and internal communication.
• public relations, public affairs, management relations, labour market communication,
corporate advertising, environmental communication and internal communication.
40. Unlike today, in the past corporate identity was linked with ….
• brands, house style, philosophy
• logos, company house style, and other forms of symbolism used by an organization
• symbols, communication, behaviour
41. … constitute corporate identity mix.
• different forms of symbolism, marketing, and behaviour
• symbolism, brands and organization
• symbols, communication and behaviour
42. In corporate communication the desired future state: the aspiration of the
organization is referred to as….
• mission
• vision
• strategy
43. According to professional literature on corporate communication… writers have
had the courage to try to define corporate communication.
• none of
• some
• few
44. According to Keller corporate identity ….
• inspires confidence among the company’s internal target groups
• inspires confidence among the company’s external target groups
• inspires confidence among the company’s internal and external target groups
45. According to Keller corporate identity ….
• acknowledges the vital role of managers
• acknowledges the vital role of customers
• acknowledges the vital role of employees
46. According to Keller corporate identity ….
• acknowledges the vital role of financial target groups
• acknowledges the vital role of public target groups
• acknowledges the vital role of internal public groups
47. . . . gives an implicit indication of what the organization stands for, or at least
what it wishes to stand for.
• communication
• symbolism
• personality
Janusz Karpeta; Corporate communication
95
48. According to Boulding image is … knowledge.
• subjective
• objective
• neutral
49. A self-presentation of a company is ….
• corporate image
• corporate identity
• corporate brand
50. Knecht distinguishes … image levels.
• five
• six
• seven
51. The image is extremely important both to the … of the image (the image object),
and to the … (the subject).
• source – receiver
• source - sender
• source - down
52. According to Knecht image levels involve …
• product class image, brand image, company image, sector image, shop image, country
image and user image
• products, brands, images
• product brands, company brands, sector brands, country brands, user brands
53. … is unique design, sign, symbol, words, or a combination of these, employed in
creating an image that identifies a product and differentiates it from its
competitors.
• product
• corporate image
• brand
54. The process involved in creating a unique name and image for a product in the
consumers' mind, mainly through advertising campaigns with a consistent theme
is called ….
• branding
• imaging
• creating identity
55. According to Blauw a … corporate image is an incentive for the sale of products
and services.
• weak
• sound
• feeble
56. A brand is a … characteristic that sets a product or service apart from all other
service or products in that category.
• unique
• common
• corporate
57. In modern companies … staff members are involved in communication.
• all
• no
• only some
9 Mixed corporate communication Test
96
58. According to the aforementioned article there are … major ways a brand is
established.
• three
• four
• five
59. An … majority of companies simply use their names as their logos.
• small
• overwhelming
• common
60. … also plays a vital role in the ability for customers to recall a product at the
point of purchase.
• packaging
• marketing
• branding
61. … line extensions can decimate the brand.
• poor
• strong
• powerful
62. Synergy is …
• the interaction of two or more agents or forces so that their combined effect is smaller
than the sum of their individual effects
• the interaction of two or more agents or forces so that their combined effect is greater
than the sum of their individual effects
• the interaction of two or more agents or forces so that their combined effect is as great
as the sum of their individual effects
63. Marketing communication is … function.
• staff and line
• line
• staff
64. The functional organization refers to ….
• the company groups its marketing department around the markets in which it is active,
or around industrial purchasers who account for a large proportion of sales.
• the simplest structure, often used by young companies, within the department
there are functional specialists who are responsible for product planning,
advertising, sales, etc.
• one employee who is responsible for all activities connected with the marketing
strategy for a particular product.
65. ... deals with communication directed towards obtaining, retaining and
sometimes disposing of funds which are vital to the survival of the company.
• Production management
• Human resource management
• Financial management
66. SIDEC stands for ….
• Strategy, Internal management, internal Driving forces, Environment and
Communication practice
• Strategy, Internal organization, internal Driving forces, Environment and
Communication policy
• System, Internal organization, internal Driving forces, Environment and
Communication policy
Janusz Karpeta; Corporate communication
97
67. The ITO model stands for ….
• input, throughput and output
• intake, throughput and output
• input, throughput and out-take
68. The correct order in the ITO model is ….
• defining the problem, designing communication strategy, implementation, and
evaluating
• designing communication strategy, implementation, defining the problem and
evaluating
• implementation, defining the problem, evaluating and designing communication
strategy
69. In corporate communication stakeholders are ….
• People who mobilize themselves against the organization on the basis of some
common issue or concern to them.
• Employees, consumers, investors and shareholders, community, aviation business and
suppliers, government, trade unions, NGOs, and society at large.
• The immediate set of associations of an individual in response to one or more signals
or messages from or about a particular organization at a single point in time.
70. The large industrial corporations that emerged during the Industrial Revolution
in the nineteenth century in the UK, in the USA and later on in the rest of the
Western world … , in contrast to what had gone before, professional
communication officers and a more organized form of handling publicity and
promotions.
• did not require
• were not interested
• required
71. …, also called noise, can come from any source.
• background
• context
• interference
72. When you … the source, intentionally or unintentionally, you are giving
feedback.
• ignore
• respond to
• return to
73. Based on the results of the aforementioned survey corporate identity is defined
as the total internal and external image in … .
• Austria and Germany
• the United Kingdom
• Spain
74. Synthetic brand names are ….
• are created in order to have a stand-alone right
• that borrow from another object or existing phrase to create their names
• tell you what you are going to get before ever using a product or stepping into a
business
75. Communication is a … process.
• static
• dynamic
• constant
9 Mixed corporate communication Test
98
76. Branding is the creation of an emotional and lasting impact with a customer.
• sensitive and evanescent
• emotional and lasting
• superficial and long-term
77. Sponsorship is ….
• an activity in which employees give material (usually financial) support to their
superiors.
• an activity in which the sponsor is given material (usually financial) support by the
institution.
• an activity in which an institution (the sponsor) gives material (usually financial)
support
78. The … refers to the way in which tasks and activities are divided and arranged
into departments (defined as the departmental arrangement) and located in the
hierarchy of authority within an organization.
• vertical structure
• horizontal structure
• diagonal structure
79. Management includes functions like ….
• designing, organizing, commanding and caring
• planning, organizing, commanding, coordinating and controlling
• planning, organizing, observing, cooperating and controlling
80. Cornelissen identifies in his book Corporate Communication: A Guide to Theory
and Practice …. concepts of corporate communication.
• eight
• ten
• twelve
Janusz Karpeta; Corporate communication
99
9.2 KEY
1. Some of the first references made to corporate communication can be found ...
years ago, as we can discern communication disciplines and techniques applied
by companies with the aim of promoting, publicizing, and informing individuals
or groups within society about some of the current affairs.
• 250
• 150
• 50
2. Based on the results of the aforementioned survey corporate identity is defined as
corporate communication or design in ….
• Germany
• France
• the United Kingdom
3. The trend towards ‘integrating’ marketing and public relations was noted by
many in the field, including …, one of the most influential marketing figures of
modern times.
• Janis Forman
• Paul A. Argenti
• Philip Kotler
4. A name has to be … in some aspect else the customers will quickly forget the
advertising placed into it.
• memorable
• protectable
• forgettable
5. Newsletters, promotion packages, consultation forums, advertising campaigns,
corporate design and code of conduct, free publicity are referred to as . . .
• issue
• communication
• integration
6. … industrial corporations hired publicists, press agents, promoters and
propagandists for their communication campaigns.
• until the 1900s
• until the 1920s
• until the 1930s
7. … broadened the term corporate identity and added the planned and
operational self-presentation of a company, both internal and external, based on
an agreed company philosophy.
• Bluaw
• Bikigt and Stadler
• Olins
8. … is a brand which places its name upon everything it creates.
• sub-brand
• primary-brand
• mega-brand
9. Poiesz claims that without the help of images, consumers have … in deciding
which products to buy.
• difficulty
• simplicity
• ease
9 Mixed corporate communication Test
100
10. In many companies, most of the forms of organizational communication already
mentioned fall within the sphere of activity of the … department.
• public relations
• marketing
• human resources
11. Investor relations, for example, may be conducted from the … department.
• marketing
• finance
• labour market
12. As Holzhauer says the brand image is formed on the basis of the only information
we have about the company, namely…
• brand advertising
• brand identity
• brand relations
13. At a rough estimate, figures for both expenditure and personnel are at most
about a … of those for marketing communication.
• sixth
• third
• fifth
14. … can be powerful additions to a brand’s dominance, if used carefully.
• line expanded
• line expansions
• line extensions
15. Marketing communication consists primarily of those forms of communication
that support … of particular goods or services.
• lease
• purchase
• sales
16. As a result of “muckraking action“ in the pre-world war in America many
corporations decided to … writers and former journalists to be spokespeople for
the organization and to disseminate general information to these ‘muckraking’
groups and the public at large so as to gain public approval for their decisions
and behaviour.
• fire
• hire
• bribe
17. Pincus has defined … principles of (internal) communication for the CEO.
• two
• three
• four
18. At the present time different communication related activities are gradually …
external experts.
• sourced and handed down
• insourced and handed in
• outsourced or handed over to
19. The source imagines, creates, and sends the ….
• memo
• letter
• message
Janusz Karpeta; Corporate communication
101
20. The message is the . . . or meaning produced by the source for the receiver or
audience.
• heart
• stimulus
• soul
21. The channel is the way in which a message or messages … between source and
receiver.
• are lost
• are disconnected
• travel
22. The environment is the …, physical and psychological, where you send and
receive messages.
• atmosphere
• air
• appearance
23. A … process is the process with actions often happening at the same time.
• constructional
• transactional
• constructivist
24. Public relation is a … function.
• staff
• line
• staff and line
25. When it comes to communicating in business, we are often … interested in theory
than in making sure our communications generate the desired results.
• less
• more
• supplementary
26. The receiver … the message from the source, analyzing and interpreting the
message in ways both intended and unintended by the source.
• receives
• dispatches
• mails
27. The ultimate goal of corporate communication is the creation of a … basis for
relationships with the groups upon which the company depends.
• neutral
• positive
• impartial
28. Corporate communication … an integrated approach to managing
communication.
• demands
• relinquishes
• abandons
29. A defined group for whom a product is or may be in demand (and for whom an
organization creates and maintains products and services).
• market
• public
• integration
9 Mixed corporate communication Test
102
30. The ways or means in which the corporate objectives are to be achieved and put
into effect are called:
• objectives
• strategies
• intentions
31. The profile and values communicated by an organization are referred to as ….
• corporate identity
• corporate image
• corporate culture
32. The immediate set of associations of an individual in response to one or more
signals or messages from or about a particular organization at a single point in
time.
• corporate identity
• corporate image
• corporate culture
33. Muckrakers were … journalists.
• inventive
• innovative
• investigative
34. Corporate advertising is ….
• aimed at increasing awareness, favour or sales of a company’s products and services
• advertising by a firm where the company, rather than its products or services, is
emphasized
• public relations activities towards ‘corporate’ stakeholders, which excludes customers
and prospects in a market
35. … ensure that tasks and activities, while spread out over departments, are
combined into the basic functions.
• vertical structures
• horizontal structures
• perpendicular structures
36. Public relations practice as we know it began in the USA and the UK in the …
century.
• mid-nineteenth
• mid-eighteenth
• twentieth
37. Management is only possible with the … of the managed. In other words, we
cannot really manage anyone who does not want to be managed.
• consent
• discontentment
• disagreement
38. The element in the promotional mix to which by far the … share of money is
devoted is personal selling, or the directly related activity of sales management.
• greatest
• least
• slightest
Janusz Karpeta; Corporate communication
103
39. Organizational communication is used here as a general term to cover ….
• foreign affairs, public affairs, investor relations, labour market communication,
corporate advertising, environmental communication and internal communication.
• public relations, public affairs, investor relations, labour market communication,
corporate advertising, environmental communication and internal
communication.
• public relations, public affairs, management relations, labour market communication,
corporate advertising, environmental communication and internal communication.
40. Unlike today, in the past corporate identity was linked with ….
• brands, house style, philosophy
• logos, company house style, and other forms of symbolism used by an
organization
• symbols, communication, behaviour
41. … constitute corporate identity mix.
• different forms of symbolism, marketing, and behaviour
• symbolism, brands and organization
• symbols, communication and behaviour
42. In corporate communication the desired future state: the aspiration of the
organization is referred to as….
• mission
• vision
• strategy
43. According to professional literature on corporate communication… writers have
had the courage to try to define corporate communication.
• none of
• some
• few
44. According to Keller corporate identity ….
• inspires confidence among the company’s internal target groups
• inspires confidence among the company’s external target groups
• inspires confidence among the company’s internal and external target groups
45. According to Keller corporate identity ….
• acknowledges the vital role of managers
• acknowledges the vital role of customers
• acknowledges the vital role of employees
46. According to Keller corporate identity ….
• acknowledges the vital role of financial target groups
• acknowledges the vital role of public target groups
• acknowledges the vital role of internal public groups
47. …gives an implicit indication of what the organization stands for, or at least what
it wishes to stand for.
• communication
• symbolism
• personality
48. According to Boulding image is … knowledge.
• subjective
• objective
• neutral
9 Mixed corporate communication Test
104
49. A self-presentation of a company is ….
• corporate image
• corporate identity
• corporate brand
50. Knecht distinguishes … image levels.
• five
• six
• seven
51. The image is extremely important both to the … of the image (the image object),
and to the … (the subject).
• source – receiver
• source - sender
• source - down
52. According to Knecht image levels involve …
• product class image, brand image, company image, sector image, shop image,
country image and user image
• products, brands, images
• product brands, company brands, sector brands, country brands, user brands
53. … is unique design, sign, symbol, words, or a combination of these, employed in
creating an image that identifies a product and differentiates it from its
competitors.
• product
• corporate image
• brand
54. The process involved in creating a unique name and image for a product in the
consumers' mind, mainly through advertising campaigns with a consistent theme
is called ….
• branding
• imaging
• creating identity
55. According to Blauw a … corporate image is an incentive for the sale of products
and services.
• weak
• sound
• feeble
56. A brand is a … characteristic that sets a product or service apart from all other
service or products in that category.
• unique
• common
• corporate
57. In modern companies … staff members are involved in communication.
• all
• no
• only some
58. According to the aforementioned article there are … major ways a brand is
established.
• three
• four
• five
Janusz Karpeta; Corporate communication
105
59. An … majority of companies simply use their names as their logos.
• small
• overwhelming
• common
60. … also plays a vital role in the ability for customers to recall a product at the
point of purchase.
• packaging
• marketing
• branding
61. … line extensions can decimate the brand.
• poor
• strong
• powerful
62. Synergy is …
• the interaction of two or more agents or forces so that their combined effect is smaller
than the sum of their individual effects
• the interaction of two or more agents or forces so that their combined effect is
greater than the sum of their individual effects
• the interaction of two or more agents or forces so that their combined effect is as great
as the sum of their individual effects
63. Marketing communication is … function.
• staff and line
• line
• staff
64. The functional organization refers to ….
• the company groups its marketing department around the markets in which it is active,
or around industrial purchasers who account for a large proportion of sales.
• the simplest structure, often used by young companies, within the department
there are functional specialists who are responsible for product planning,
advertising, sales, etc.
• one employee who is responsible for all activities connected with the marketing
strategy for a particular product.
65. ... deals with communication directed towards obtaining, retaining and
sometimes disposing of funds which are vital to the survival of the company.
• Production management
• Human resource management
• Financial management
66. SIDEC stands for ….
• Strategy, Internal management, internal Driving forces, Environment and
Communication practice
• Strategy, Internal organization, internal Driving forces, Environment and
Communication policy
• System, Internal organization, internal Driving forces, Environment and
Communication policy
67. The ITO model stands for ….
• input, throughput and output
• intake, throughput and output
• input, throughput and out-take
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68. The correct order in the ITO model is ….
• defining the problem, designing communication strategy, implementation, and
evaluating
• designing communication strategy, implementation, defining the problem and
evaluating
• implementation, defining the problem, evaluating and designing communication
strategy
69. In corporate communication stakeholders are ….
• People who mobilize themselves against the organization on the basis of some
common issue or concern to them.
• Employees, consumers, investors and shareholders, community, aviation business
and suppliers, government, trade unions, NGOs, and society at large.
• The immediate set of associations of an individual in response to one or more signals
or messages from or about a particular organization at a single point in time.
70. The large industrial corporations that emerged during the Industrial Revolution
in the nineteenth century in the UK, in the USA and later on in the rest of the
Western world … , in contrast to what had gone before, professional
communication officers and a more organized form of handling publicity and
promotions.
• did not require
• were not interested
• required
71. …, also called noise, can come from any source.
• background
• context
• interference
72. When you … the source, intentionally or unintentionally, you are giving
feedback.
• ignore
• respond to
• return to
73. Based on the results of the aforementioned survey corporate identity is defined as
the total internal and external image in ….
• Austria and Germany
• the United Kingdom
• Spain
74. Synthetic brand names are ….
• are created in order to have a stand-alone right
• that borrow from another object or existing phrase to create their names
• tell you what you are going to get before ever using a product or stepping into a
business
75. Communication is a … process.
• static
• dynamic
• constant
76. Branding is the creation of an emotional and lasting impact with a customer.
• sensitive and evanescent
• emotional and lasting
• superficial and long-term
Janusz Karpeta; Corporate communication
107
77. Sponsorship is ….
• an activity in which employees give material (usually financial) support to their
superiors.
• an activity in which the sponsor is given material (usually financial) support by the
institution.
• an activity in which an institution (the sponsor) gives material (usually financial)
support
78. The … refers to the way in which tasks and activities are divided and arranged
into departments (defined as the departmental arrangement) and located in the
hierarchy of authority within an organization.
• vertical structure
• horizontal structure
• diagonal structure
79. Management includes functions like ….
• designing, organizing, commanding and caring
• planning, organizing, commanding, coordinating and controlling
• planning, organizing, observing, cooperating and controlling
80. Cornelissen identifies in his book Corporate Communication: A Guide to Theory
and Practice …. concepts of corporate communication.
• eight
• ten
• twelve
9 Mixed corporate communication Test
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ZÁVĚR
Touto kapitolou končí opora Corporate Communication, která vás jazykově
a komunikačně připravila pro odbornou komunikaci v oblastech: Essentials of
Communication, Essentials of Corporate Communication, Evolution of Corporate
Communication, Corporate Identity, Corporate Image, Brands, the Organisation of Corporate
Coomunication in a Company. Uvedenou slovní zásobu je možné použít v jakémkoli
firemním či obchodním prostředí. Dále je možné v rámci prohlubování jazykových znalostí
využít řadu lexikálních a testových cvičení, které jsou opatřeny klíčem. A v neposlední řadě
jsou v textu uvedeny další aktuální odkazy, které slouží k dalšímu prohloubení znalosti
v oblasti firemní komunikace. Všem studentům přeji hodně úspěchů a chuti se dále jazykově
rozvíjet.
Janusz Karpeta; Corporate communication
109
SLOVNÍK (SLOVNÍ ZÁSOBA)
accomplish dosáhnout, splnit
account for být zodpovědný
accuracy přesnost
addiction závislost
advertising
appear
reklama
objevit se
advisory poradenský
affect ovlivnit
achieve dosáhnout
aim at zaměřit se na
alliteration aliterace
anchor upevnit, ukotvit
anticipate očekávat, předvídat
apparent zřejmý, patrný
appearance vzhled
appreciate ocenit
approach přístup
arrange zařídit, sjednat, uspořádat
ascribe to připisovat
assess posoudit
assign přidělit, uložit
attached to spojen s
attempt pokusit se
attitude postoj
attention pozornost
attribute vlastnost, znak
audience publikum, obecenstvo
availability
resources
dosažitelnost, dostupnost
zdroje
average průměrný
awareness povědomí
baseline základní čára
be aware of uvědomovat si
be constrained to spojen
be familiar with znát něco, být obeznámen
behaviour chování
benefit výhoda
board vedení
bottom line
overheads
consider
rozhodující faktor
režijní náklady
považovat, chápat
brag about chlubit se
brand značka
brand značka
broaden rozšířit
budget rozpočet
buffer nárazník, tlumič nárazů
buoyant rostoucí
cause příčina
circumstance okolnost
claim tvrdit, prohlašovat
clarification objasnění
clear srozumitelný
clue stopa, vodítko, nápověda
code of conduct zásady chování
cognitive poznávací
cohesive soudržný
9 Mixed corporate communication Test
110
commission zadat zakázku apod.
commitment závazek
common ground společný zájem
compassion soucit
competetive konkurenční
competitor konkurent, konkurence
complex složitý
comprehensive všeobecný
concept pojetí
concern starost, obava, znepokojení
conduct vést, organizovat, řídit
confidence důvěra
conjure vyčarovat, vykouzlit
consent souhlas
consequence následek, důsledek
considerable značný
consideration uvážení, zvážení
consistency zásadovost, důslednost
consistent stálý, pevný, důsledný
constitute tvořit
constraint omezení
consumer spotřebitel
consumption spotřeba
contribute to přispět k
convey sdělit, vyjádřit, tlumočit
convincing přesvědčivý
cover zahrnovat, pokrýt
credibility spolehlivost, důvěryhodnost
credible důvěryhodný, spolehlivý
current aktuální
dearth nedostatek
decode dekódovat, rozluštit
deepen prohloubit
delivery dodání, dodávka
demand požadavek
demonstrate ukázat
denote označit
denounce odsoudit, kritizovat
deny popírat
describe popsat
description popis
desirability vhodnost, potřebnost
desired požadovaný
determine určit
devoted to věnovaný
discipline obor
dismiss zavrhnout, odmítnout
disseminate šířit
distinction
carry
rozdíl, odlišení
nést
distinctive typický, charakteristický
distinguish lišit se
distinguishing charakteristický
division rozdělení
downfall pád, zhroucení
driving force hnací síla
effectiveness účinnost
empower zmocnit
encode zakódovat
encourage podpořit
Janusz Karpeta; Corporate communication
111
endorsement propagace, podpora
endure vydržet, vystát
enhance zvýšit, zvednout
equal rovný, stejný
escape uniknout
essenatial podstatný
estimate odhad
evaluate vyhodnotit
evidence doložit, dokazovat
excel vynikat
exclude vyloučit
executive výkonný
expectation očekávání
exploit využít
extensive rozsáhlý
external vnější
fabricate vyrobit, vymyslet
familiarize oneself seznámit se
favour obliba
fetch vynést
figurehead loutka
front line klíčová pozice
fulfill splňovat
goal cíl, meta
guarantee zaručit, garantovat
guide nasměrovat, vést, ovlivňovat
guideline vodítko, směrnice
hamper omezovat, rušit
handle zvládnout, vypořádat se
harness použít
harsh tvrdý
highlight zdůraznit
holistic holistický
horizontal vodorovný
human rights lidská práva
chain řetězec
charcoal dřevěné uhlí
imbue vštípit
impact vliv
impression dojem
imprint vrýt se do paměti
improve zdokonalit
inability neschopnost
incentive popud, podnět
include zahrnovat
incongruent neshodný
incorporate začlenit, připojit, zahrnout
infringement porušení, narušení
input vstup
insufficient nedostatečný
inteaction výměna informací, vzájemné působení
intended plánovaný, určený
intentionally úmyslně, záměrně
interdisciplinary mezioborový
interest group zájmová skupina
interfere rušit
interference rušení
internal vnitřní
intervene zasahovat
involve zahrnovat
9 Mixed corporate communication Test
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involvement zapojení, angažovanost
judge posoudit
justify odůvodnit
laborious pracný, namáhavý
lack postrádat, chybět
lasting trvalý
launch zavést, uvést
leverage pákový efekt
linkage spojení, vazba
lip service jen slovní podpora
location umístění
long-term dlouhodobý
loyalty věrnost, loajalita
mainstream hlavní proud
maintain zachovat, uchovat
manifestation projev
mankind lidstvo
meaning význam
measure měřit
mediate zprostředkovat
medium prostředek
memorable nezapomenutelný
memory paměť
merge spojit
message zpráva, sdělení, vzkaz
mission úkol, poslání
muckrake odhalovat špínu, skandály, korupci
narrow zúžit
neglect zanedbat
negotiate vyjednávat
noise šum, rušení
object předmět
objective cíl
offer nabízet
on the verge of na pokraji
onlooker přihlížející, divák
output výstup
outright naprostý
overall celkový, souhrnný
overlap přesahovat, překrývat se
oversee dohlížet, kontrolovat
paradigm vzor, příklad
parent company mateřská společnost
participant účastník
particular konkrétní
patently očividně
peer vrstevník
perceive vidět, vnímat, chápat
perception vnímání
perform vykonávat
performance výkon
persuade přesvědčit
pervasive všudypřítomný
pizzaz elán, verva, nadšení
preconceived
alleviate
předpojatý, zaujatý
odlehčit, ulehčit
precondition předpoklad
predict předpovídat
press agent tiskový mluvčí
presupposition předpoklad
Janusz Karpeta; Corporate communication
113
prevailing panující, běžný, obecný
primarily hlavně
principle
ensure
zásada
zajistit
privileged důvěrný, služební
proceed from vyplývat z
promote propagovat, udělat reklamu
proper vhodný, náležitý
propose navrhovat, plánovat
pros and cons klady a zápory
protect chránit, pojistit
provide poskytovat
public veřejný
publicity pozornost, publicita
purchase koupit, pořídit
purpose účel
rampage bouře
realm oblast, doména
recall vybavit si
reference zmínka, odkaz
reflect odrazit
relate to spojovat s něčím
relationship vztah
reliable spolehlivý
reliance důvěra
relieve ulehčit, zmírnit, uvolnit
remedy opravit, napravit
reputation pověst
require vyžadovat
reserved obsazen
reside spočívat
resident občan
respond reagovat
responsibility zodpovědnost
retailer maloobchodník
retain ponechat, udržet, uchovat
retention
overwhelming
zadržení
ohromný
rite ceremoniál
root kořen
rough hrubý
scope rámce, rozsah
seek hledat
selectivity volitelnost, selektivnost
separate odlišný, různý
serve
emphasis
illustrate
phenomena
adjust
recognize
sloužit
vliv
ukázat, objasnit
jev, fenomén
přizpůsobit, upravit
pochopit, přijmout
service služba
share sdílet
shared sdílený
short-term krátkodobý
siginificance význam
simplify zjednodušit
skill dovednost
solely výhradně, pouze
solve řešit
9 Mixed corporate communication Test
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sound stabilní, pevný, důkladný
specialism specializace
speech řeč, mluva, styl mluvení
stable stabilní
stakeholder podílník
stand for znamenat
starting point výchozí bod
steer řídit
stimulus podnět
strengthen posílit
stress zdůraznit
strive usilovat se
subdivision pododdělení
subordinate podřízený
subsequent následný
subsidiary pobočka
substantiate odůvodnit, dokázat
substitute nahradit
superior
be in demand
vynikající, nadprůměrný
být žádaný
superior nadřízený
support podpořit, podpora
support podpora, podpořit
survey průzkum
sustainability udržitelnost
synergy spolupráce, synergie
tailor upravit, přizpůsobit, udělat na zakázku
tangibility hmatatelnost
target cílit
task úkol
throughput výkon
tie vazba
tool nástroj
transmit předávat, přenášet, šířit
trust důvěra
turn-taking
source
střídání, výměna
zdroj
undermine zničit, podrýt
ultimately nakonec
unconsciously nevědomky, neúmyslně, mimovolně
undeniably nepopiratelně
unified sjednocený
uniformity jednotnost
unintentionally neúmyslně
unique jedinečný
unsettled nedořešený
uproar rozruch, povyk
utilize využít
valuable cenný, hodnotný
value hodnota
various různý, rozmanitý
vertical svislý
via skrze, pomocí čeho
violate porušit, narušit
vision vize
visual optický, vizuální
weak slabý
whole celek
within v rámci
workload pracovní zátěž
Janusz Karpeta; Corporate communication
115
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Název: Corporate Communication
Autor: Mgr. Janusz Karpeta
Vydavatel: Slezská univerzita v Opavě
Obchodně podnikatelská fakulta v Karviné
Určeno: studentům SU OPF Karviná
Počet stran: 118
Vydání: on-line
ISBN: 978-80-7248-964-0