Professional Documents
Culture Documents
1. Terms of reference 2. Justification scenario in the brief 2. Understanding the elements bullet point 1 3. Determining gap between elements (standard theory) and organisation performance bullet points 2&3
4. Recommendation/strategy of improving reputation point 4 5. Measurement point 4
MCR Brief June-Sept 2013
The aims of this report are to identify to what extent there are any gaps or discrepancies between your organisations corporate identity and corporate image and, in the light of this analysis, to make recommendations as to how these might be realigned further to strengthen the organisations corporate reputation.
CHOSEN ORGANISATION
Write a brief background to the organisation, (include its customer base and product/service range, turnover, profits, structure) you will be using for this assignment (two sides of A4 maximum)
Presentation
Would you present this submission to a CEO?
Has the assignment been written well, has it been checked? (grammar, punctuation, in English and not SMS, spacing, font size, not multicoloured)
Does this assignment benefit from the inclusion of copied diagrams and different fonts? Does this answer the question?
MCR Brief June-Sept 2013
Evaluation
Has the candidate evaluated the validity of the models, concepts, and frameworks.....and of the way the organisation currently performs? Has the candidate reflected upon the potential of the recommendations? Has the assignment been written objectively, using a present, business tense, not subjectively, from a personal, I, we orientation?
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Application
Has the candidate used concepts and frameworks to understand and interpret corporate practice? Has the candidate used evidence to support their comments, models, and recommendations? (e.g Harvard APA, Company/Market Reports, Blogs, Weblinks)
Is there an awareness of any political and financial implications arising from any of the recommendations?
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Knowledge
Is there sufficient and appropriate use of conceptual and theoretical materials? Have any corporate materials been incorporated and evidenced? Is there evidence of the use of relevant trade or market research, reports and associated data?
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Goodish Practice
Figure 8: Consolidated evaluation of stakeholder perceptions What do all groups want? What unique things do they want? How XXXX is perceived (common themes) How top competitors are perceived Stakeholder
Consumers
Awareness is low
financially strong Lack of awareness is an Clear, simple communication Quality, choice & flexibility Common expectations should feature Help navigating complex regulatory and business model issues Help managing and promoting employee pension schemes issue in terms of reassuring employees in company pension schemes
generic &
undifferentiated for each stakeholder group. So improved identity management could boost differentiation
IFAs
strongly in personality
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Good Practice
Cobweb diagrams can illustrate personality (van Riel and Fombrun, 2008) and brand expectations relative to competitors, as shown in figure 9 using previous XXXXXX brand research (XXXXXX, 2010c). The consumer and corporate decision maker brand maps of key competitors are broadly similar in shape, rating successful, professional and dependable as important. Competitors score higher than XXXXXX across most other attributes. These findings suggest that a more strategic approach to corporate identity and message XXXXXX conveys, could improve XXXXXXs ratings relative to its competitors and reputation.
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GOOD PRACTICE
Should the organisation decide to rebrand, managerial and colleague engagement via multi-channel communication will be essential. According to van Riel and Fombrun (2007) there are 4 key factors which drive managerial support for corporate branding: strategy (being publicly available), organisational drivers (and the degree of centralisation), employees (identification breeds support for corporate branding) and value (local managers need to believe it is valuable). Intuitively, these principles are sensible from a branding perspective however they require significant crossdisciplinary coordination and management resource.
Monday, April 08, 2013 MCR Brief June-Sept 2013
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GOOD PRACTICE
Cultural considerations are important. For example, what is the extent of customer orientation within each business? Senior manager interviews conducted as part of the research for this paper highlight that a powerful and dominant sales culture has pervaded XXXXXX resulting in the prioritisation of new business over retention. Over this time this culture, coupled with limited investment in IT infrastructure, has created complicated and expensive legacy service issues which our distribution partners and customers are now being made aware of. Should these issues publicly damage the reputation of XXXXXX, maintaining Company Xs existing brand could help protect its own brand equity.
Monday, April 08, 2013 MCR Brief June-Sept 2013
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THE BASICS
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DEFINITIONS
Image is taken to mean the view of the company held by external stakeholders, especially that held by customers Identity is taken to mean the internal, that is the employees, view of the company, following Albert Whettens (1985) notion of How do we see ourselves Reputation is taken to be a collective term referring to all stakeholders views of corporate reputation, including identity and image
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CORPORATE IDENTITY
Symbolism
Corporate Personality
Corporate Identity
Communication
Chris Fill
Behaviour
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C O R P O R AT E I D E N T I T Y
Logo TM Name typeface Slogan or tagline Packaging and uniforms Colour and semiology
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I M A G E F O R M AT I O N
Communications
Quality of goods & services
Organisation Structure & Culture
Communities
Attitude & behaviour of employees
Corporate Image
Experience
Financial Performance
Monday, April 08, 2013
Physical Environment
MCR Brief June-Sept 2013
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Outcomes Reputation
Culture history
Strategy
Environment
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Corporate communication
Corporate Personality Corporate Identity or Brand Corporate Image Corporate Reputation
Corporate Communication
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Corporate personality
Corporate identity Products & services Where made and distributed How it communicates with stakeholders How it behaves
Corporate image
Influenced by identity Values, beliefs and attitudes held about the organisation
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Corporate personality
Corporate identity
Corporate reputation
Fombrun 1996
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DRIVERS O F RE P UTAT I ON
Indicators Indicators Cash flow Earnings Costs Capital expenditure Market growth
Financial performance Sustainability
Shareholders Number of shareholder resolutions Results of shareholder satisfaction survey Customers Satisfaction survey Customer complaints Third-party ratings and awards Employees Employee turnover Employee profiles (ability, gender, race) Employee satisfaction Society Boycotts, marches, incidents License to operate Direct action Media reports Partners Quantity of partnerships accepted, sanctioned or rejected on basis of stewardship criteria Health and safety records of partners
Indicators of reputational value taken adapted from: eCFO; C. Read et al, p115, Wiley, 2001
Monday, April 08, 2013 MCR Brief June-Sept 2013
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SOME REFERENCES
Davies, G. et al (2003) Corporate reputation and competitiveness. London, Routledge. Van Riel, C.B.M. and Fombrun, C.J. (2007) Essentials of corporate communications. Abingdon, Routledge.
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CRITICAL EVALUATION OF THE NATURE AND IMPORTANCE OF CORPORATE BRANDS & THE IMPACT THEY HAVE ON CORPORATE REPUTATION (10MARKS)
Discussion needs to be based on ideas about corporate branding, as indicated in the syllabus. Explore the debates or arguments regarding corporate branding, the rise in importance of the corporate brand, and the impact it can have on corporate reputation
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CRITICAL EVALUATION OF THE ROLE OF TRUST IN CORPORATE BRANDS & HOW IT CAN BE CREATED AND MAINTAINED
Examine the role of trust in corporate brands, including elements of trust such as honesty, fairness and openness and forces that influence trust.
You may also consider the concept of trustworthiness and explore what strategies organisations can adopt to create confidence in their corporate brand and build up a perception in their stakeholders that they are trustworthy
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CRITICAL ASSESSMENT OF THE ORGANISATIONS CORPORATE BRAND & THE EXTENT TO WHICH IT IS TRUSTED BY ITS STAKEHOLDERS
Critically assess the chosen organisations corporate brand and evaluate what type of brand it is and the way it is communicated to various stakeholder groups.
It is also necessary to assess the extent to which the corporate brand is currently trusted by its stakeholders
In situations where the organisation does not have a strong corporate brand, candidates should consider why this is and how it can be rectified
Monday, April 08, 2013 MCR Brief June-Sept 2013
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RECOMMENDATIONS, WITH JUSTIFICATION, OF A STRATEGY TO POSITION THE CORPORATE BRAND MORE STRONGLY IN ORDER TO MAINTAIN & IMPROVE LEVELS OF TRUST & SHIELD ITS REPUTATION FROM CRITICISM
Make recommendations, with justification, as to how the organisation can strategically develop and position its corporate brand in order to both maintain and improve levels of trust amongst stakeholders. These recommendations may include suggestions concerning reputation platforms and corporate positioning, or other changes that will support the corporate brand and protect the corporate reputation
Monday, April 08, 2013 MCR Brief June-Sept 2013
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SOME REFERENCES
BPP (2013) Managing Corporate Reputation, Bpp Publishing Davies, G. et al (2003) Corporate reputation and competitiveness. London, Routledge. David A. Aaker (1996) Building strong brands, CPI Bath Press, Bath Van Riel, C.B.M. and Fombrun, C.J. (2007) Essentials of corporate communications. Abingdon, Routledge.
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