Communicating CSR is More Challenging than Paying CSR
|
|
- Hector Chapman
- 7 years ago
- Views:
Transcription
1 Communicating CSR is More Challenging than Paying CSR Supriya Motwani Institute of Management Studies, Bundelkhand University, Jhansi , (U.P.), India starwithsupriya@yahoo.com Abstract - In spite of the research on CSR being 50 years old, there is still no common definition of CSR. This field of study is not only theoretical & conceptually poor, but is also empirically unexplored. This is also true for CSR communication. CSR activities need to communicate because they may influence opinion leader s behavior regarding a target organization. This potential for exploring CSR communication has lead us to develop a study that focuses on CSR communication practice & it s challenges. Communicating CSR means not only communicating a company s behavior through standards or codes of conduct, but also communicating about very long projects. From this argument, we draw the conclusion that conscious communication of CSR is difficult, but necessary. Since creating stakeholder awareness & managing stakeholder attributes are key prerequisite for reaping the strategic benefits of any business initiative, it is imperative for board members & senior executives instituting a CSR program to have deeper understanding of key issues related to CSR communication. These include questions surrounding what to communicate, where to communicate, as well as an understanding of the factors that influence the effectiveness of a CSR campaign. Communicating CSR is a very delicate matter, & a key challenge of CSR communication is how to minimize stakeholder skepticism & to convey intrinsic motives in a company s CSR activities. This paper explores the various communication channels for CSR, their communication objectives, & challenges posed by the companies for communicating CSR. I. INTRODUCTION The idea of CSR is very old, and it has successfully implemented in many of the companies at the world level and in India too. Some of the major drivers of CSR in India have been Tata, Birla, SAIL, ONGC, NTPC, BPCL, and WIPRO. What are these companies does under CSR? They simply return to the stakeholders, what they are receiving. Nowadays it is becoming more and more important for companies to communicate their CSR. Thus, the basic purpose of the paper is to verify the issues in CSR communication & identify the challenges faced by it. Global communication creates a context where public opinion does not trust organizations that overstate their social behavior. CSR communication is therefore becoming increasingly important. II. OBJECTIVES Theoretically, poor & empirically less explored area attract us to lead the research. In spite of growing IT revolution, CSR communication did not get substance in recent past. To understand every stakeholders perception toward CSR communication. Aware organizations to reap the benefits through sound CSR communication strategy. Identify challenges posed by companies regarding CSR communication. III. LITERATURE REVIEW 3.1 Issues and channels in CSR communication The communication of CSR issues is reported without consideration of how they are communicated. Issues as mission, vision and values, workplace climate, social dialogue, human rights, community involvement, development of the local economy, environment, market relations, and ethics must be communicate to make CSR an effective activity. Looking at recent studies, three channels particularly have been investigated and discussed: i). Social reports are the main channel for communicating CSR, The social and environmental effect of organizations economic actions to particular interest groups within society and to society at large (Gray et al., 1996). Stakeholders often accused 41
2 companies of writing arbitrary reports. To avoid this, the adoption of international reporting standards and thirdparty certification is helpful. ii). CSR communication via web is the second channel considered in CSR communication. According to the results obtained by recent studies, even though the exact relationship between websites agendas and the public agenda has not yet been discovered, there is strong evidence of the fact that they converge (Ku, Kaid and Pfau; 2003). Using corporate websites to influence public opinion on issues has great potential that few companies seem to have understood in the past (Esrock and Leichty, 1998). iii). Advertising; in fact campaigns containing social elements have been abundantly used in the last decades, but the evaluation of their success has been quite controversial. The public for the social dimension itself often criticizes these campaigns Apart from these three channels, empirical surveys investigate other channels as -thematic reports, codes of conduct, stakeholder consultation, internal communication, prizes and events, cause-related marketing, communication on product packaging, interventions in the press and on TV, communication at points of sale CSR Communication objectives with regard to Strategic stakeholders To have conscious CSR communication, it is necessary to define clear communication objectives for each stakeholder. Three specific types of stakeholder are clients, employees, and shareholders. i). Communication objectives with regard to clients depend on the industry and typology of product. Such objectives may help the organization to respond to a client s request for information. A first objective can be to improve reputation through CSR. With regard to consumers, a good reputation affects consumer satisfaction. A second objective with regard to consumers is to achieve product differentiation through CSR. A third objective is to reach a high level of customer loyalty through CSR. As Jacoby and Kyner (1973) and Keller (1993) underline, socially-responsible organizations increase customer loyalty since such organizations relate to clients with greater respect, monitor client satisfaction giving fast responses to their claims, and have high standards of security as well as transparent communication about their products. ii). CSR communication with regard to employees may leverage on internal communication (Dawkins & Lewis 2003). The first objective concerning employee CSR communication is to create publicity and a good reputation through word of mouth using CSR. Employees represent a powerful channel through which it is possible to communicate in positive terms about the company. The second objective of CSR communication with regard to employees is to increase employees satisfaction and commitment through CSR. So employees working in an ethical and socially responsible company are more committed to it (Joyner & Payne, 2002). The third objective discussed in the literature with regard to employees is to increase the appeal of the company as a future employer through CSR. The fourth CSR communication objective is to reduce employee turnover through CSR. When employees consider their organization as socially responsible, they are less likely to leave (Bevan & Wilmott, 2002). iii). CSR communication objectives involving shareholders are linked to overall financial communication objectives. A literature review highlights the following two main objectives of CSR communication that support such financial communication objectives. The first CSR objective is to increase the awareness of socially responsible investing (SRI) in the company. SRI takes place when shareholders are willing to consider corporate behavior in terms of its response to multiple stakeholders (Hockerts & Moir, 2004). The second communication objective is to communicate the tangible advantages of the company s CSR strategy. Despite a lack of strictly scientific confirmation, empirical evidence suggests that socially responsible organizations produce more profit than others do CSR Communication Framework- Since creating stakeholder awareness and managing stakeholder attributions are key prerequisites for reaping the strategic benefits of any business initiative, it is imperative for board members instituting a CSR program to have a deeper understanding of key issues related to CSR communication. These include questions surrounding what to communicate (i.e., message content), where to communicate (i.e., message channel), as well as an understanding of the factors (internal and external to the organization) that influence the effectiveness of a CSR campaign. Figure 1 presents a conceptual framework of CSR communication. i). Message Content- CSR communication typically focuses on a company s involvement in various social causes. There are several factors a company can emphasize in its CSR communication, as: CSR commitment - A company can support a social cause in various ways, including donating funds, inkind contributions, or providing other corporate resources such as marketing expertise, human capital and R&D capability. 42
3 CSR impact - Instead of the input side of its involvement in a social cause, a company can focus on the actual benefits that have accrued to the target audience of a social cause CSR fit - It is the perceived congruence between a social issue and the company s business. Stakeholders often expect companies to sponsor only those social issues that have a high fit, with their core corporate activities. CSR fit may result from common associations that the brand, shares with the cause, such as, product dimensions, affinity with specific target segments, or corporate image associations created by the brand s past conduct in a specific social domain. ii). Corporate Message Channels- There are a variety of communication channels through which information about a company s CSR activities or record can be disseminated. A company can communicate its CSR activities through official documents, such as an annual corporate responsibility report or press releases, and dedicate a section of its official corporate website to CSR; it can also use TV commercials, magazine or billboard advertisements, and product packaging to communicate its CSR initiatives. iii). Independent Message Channels - The external communicators of CSR that are not entirely controlled by the company are: Media Coverage -Researches shows that consumers react more positively to a company s CSR activities when they learn about activities from a neutral source (i.e., an independent organization as media).therefore, although getting media cooperation is often difficult, companies should try hard to get positive media coverage from independent, unbiased sources, such as editorial coverage on TV or in press. Stakeholder word-of-mouth - Companies should try to encourage informal communication channels such as word of mouth by stakeholders. Since employees have a wide reach among other stakeholder groups, companies should tune up their internal CSR communication strategy to convert them into companies CSR advocates. Other powerful stakeholder group is consumers who also serve as an informal communication channel. iv). Company Characteristics - Company specific factors are likely to influence the effectiveness of CSR communication. The influence of these factors is expected to be greater for company-controlled communication than for third-party communication. Corporate reputation - Reputation will moderate the effectiveness of CSR communication because it often serves as a pre-existing schema upon which stakeholders rely to interpret ambiguous information about the company, including its CSR activities. Corporate Industry - The industry in which a company operates will also moderate the effectiveness of CSR communication. For instance, stakeholders are often suspicious of companies in certain industries (e.g., tobacco, oil), an attitude that can pose a major challenge to communication strategists. Marketing Strategies - Refers to the extent to which a company relies on its CSR activities to position itself, relative to competition, in the minds of consumers. v). Stakeholders Specific Factors - Certain characteristics of stakeholders also has the potential to moderate the effectiveness of CSR communication. Stakeholder type - One unique characteristic of CSR communication is that it often has many potential audiences ranging from legislators, business press, investors, non-governmental organizations, local communities, consumers, and employees. Their expectations of businesses and their information needs vary, and thus they respond differently to CSR messages. Therefore, it is imperative for a company to tailor its CSR communication to the specific needs of multiple stakeholder groups. Issue support - Stakeholders support the focal issue of a company s CSR initiative to the extent. Since, 43
4 issue support reflects stakeholders personal needs and values. CSR information on initiatives that stakeholders deem important or personally relevant is more likely to break the media clutter and receive support. vi). Communication outcomes - After having a sound communication strategy companies may be benefited by two ways. The internal outcome is the awareness which company gained through CSR communication while the external outcome would appear in the form of increased loyalty from different stakeholders. IV. CHALLENGES FOR COMMUNICATING CSR CSR goals are abstract and difficult to communicate to stakeholders. Many corporate equate CSR with corporate philanthropy; this complicates the CSR communication process. For what the companies are actually responsible? How should companies communicate their CSR efforts? How to communicate CSR issues without being criticized? Stakeholder s skepticism in some industries (i.e., Tobacco, chemical), poses difficulties in CSR communication. How to meet different expectations of different stakeholders? Stakeholder s opinion may change overtime. CSR expectations are different across countries and cultures. CSR issues are becoming more unpredictable. There is broader view of social responsibility for corporate to be fulfilled. There exists an authenticity gap between pledges & actual fulfillment of those. V. FINDINGS & CONCLUSION Corporate Social Responsibility has become the new dimension for today s corporate to serve people, however it should be clearly distinguished from corporate philanthropy. CSR is the desirable term to describe the role of business in developing countries as opposed to corporate citizenship, corporate sustainability, or stakeholder management. To make CSR an effective activity issues as mission, vision and values, workplace climate, community involvement, development of the local economy, environment, market relations, and ethics must be communicated. Moreover, the message content of CSR communication is also very important issue for communicating CSR. CSR communication not only achieves various stakeholders loyalty & confidence but it also makes aware the company about its public image & attributions.csr activities have to face many challenges in developing economies like in India. Appropriate channel must be selected for each stakeholder group because employees, clients & shareholders each have different perception towards CSR activities of company. Finally CSR communication is as important for companies as other policy matters, because no firm can last long without pay due consideration for society as a whole, in which it is surviving. VI. REFERENCES [1] Bevan, S. & Wilmott M. (2002), The Ethical Employee, London: The Work Future Foundation/The- Future Foundation. [2] Dawkins, J. & Lewis, S. (2003) CSR in stakeholder expectations: and their implication for company strategy, Journal of Business Ethics, 44: [3] Esrock, S. & Leichty G. (1998) Social Responsibility and Web Pages: Self Presentation or Agenda Setting? Public Relation Review, 24(3), [4] Gray, R., Owen, D. & Adams C. (1996) Accounting and Accountability; Changes and Challenges in Corporate Social and Environmental Reporting. Harlow: Prentice Hall Europe. [5] Hockerts, K. & Moir, L. (2004) Communicating Corporate Responsibility to Investors: The Changing Role of the Investor Relation Function, Journal of Business Ethics, 52: [6] Hopkins, M. (1999), The Planetary Bargain: Corporate Social Responsibility Comes of Age, London: Macmillan. [7] Joyner B. & Payne D. (2002) Evolution and implementation: A Study of Values, Business, Ethics and Corporate Social Responsibility, Journal of Business Ethics, 41: [8] Keller, K.L. (1993) Conceptualizing, Measuring and Managing Customer Based Brand Equity, Journal of Marketing, 57(1):1-22. [9] Ku, G., Lee Kaid, L. & Michael Pfau (2003) The Impact of Web Site Campaigns on Traditional News Media and Public Information Processing, Journalism and Mass Communication Quarterly 80: [10] Morsing, M. / Schultz, M. / Nielsen, U. (2008): The Catch 22 of communicating CSR: Findings from a Danish Study, in: Journal of Marketing Communications, Vol. 14,No. 2, pp
5 [11] Suzanne C. Beckmann Strategic CSR Communication - Djoef Publishing. [12] Watts P. and Holme L. (2000), Corporate social responsibility: making good business sense. 45
A Service of SRI World Group, Inc. 74 Cotton Mill Hill A-255 Brattleboro, VT 05301 (802) 251-0110
A Service of SRI World Group, Inc. 74 Cotton Mill Hill A-255 Brattleboro, VT 05301 (802) 251-0110 www.csrwire.com Printed on recycled paper Introduction Today, forward-thinking companies understand that
More informationEXECUTIVE MASTER IN. Increasing corporate value in today s complex digital world through reputation management and communication with stakeholders.
EXECUTIVE MASTER IN CORPORATE COMMUNICATION Increasing corporate value in today s complex digital world through reputation management and communication with stakeholders. COURSE DESCRIPTION At a Glance
More informationOptimizing Rewards and Employee Engagement
Optimizing Rewards and Employee Engagement Improving employee motivation and engagement, and identifying the right total rewards strategy to influence workforce effectiveness. Kevin Aselstine, Towers Perrin
More informationCorporate Responsibility Corporate Citizenship Guidelines
Page 1 Corporate responsibility corporate citizenship Companies have to assume responsibility for the social environment in which they operate. We at Deutsche Börse Group see corporate responsibility (CR)
More informationNorthwards Housing s Communications Strategy 2014-16
Northwards Housing s Communications Strategy 2014-16 Executive Summary 1. The purpose of this strategy is to ensure a fully integrated approach to communications; one which is aligned with Northwards business
More informationWhat private equity can learn from public companies
What private equity can learn from public companies Limited partners are looking for clear, differentiated strategies, with relevant and proven capabilities. In January 2015, Antoine Drean, founder and
More informationJob Description. Director of Fundraising and Marketing
Job Title: Brand Manager Salary and Pay Band: Band F, Level 2 Hours: Job Holder: Team (Directorate/ Nation): Location: Manager: 35 hours per week Vacant Fundraising and Marketing, MS National Centre North
More informationThe Balanced Scorecard. Background Discussion
The Balanced Scorecard Background Discussion Contents History and Evolution Important Business Drivers Key Concepts Case Studies & Success Stories 1 Business Intelligence (BI) and Knowledge Management
More informationRETURN ON WORD OF MOUTH
RETURN ON WORD OF MOUTH SPONSORS PREFACE By 2014 WOMMA Chairman, Brad Fay Many companies -- from McKinsey and Boston Consulting Group to Nielsen and my own company, the Keller Fay Group -- have produced
More informationTHE IMPORTANCE OF STANDARDS HOTELS SUB SECTOR OF THE AND BRANDING FOR SMALL REGION
THE IMPORTANCE OF STANDARDS AND BRANDING FOR SMALL HOTELS SUB SECTOR OF THE REGION PRESENTATION The importance and impact of Standards and Branding in general for the small hotel sub-sector The Brands
More informationWorkplace Spirituality, Spiritual Leadership and Performance Excellence
Workplace Spirituality, Spiritual Leadership and Performance Excellence Fry, L. W. & Matherly, L. L. (In Press). Encyclopedia of Industrial/Organizational Psychology. San Francisco: Sage A major change
More informationUNDERSTANDING YOUR TARGET AUDIENCE AND DEFINING YOUR VALUE PROPOSITION
57 Stage 3: Set Up and Start Up Theme 6: Marketing UNDERSTANDING YOUR TARGET AUDIENCE AND DEFINING YOUR VALUE PROPOSITION Now that you re ready to turn your idea into a reality and begin defining your
More informationCORPORATE SOCIAL RESPONSIBILITY FACTORS OF PERFORMANCE AND COMPETITIVENESS SVOČ FST 2008
CORPORATE SOCIAL RESPONSIBILITY FACTORS OF PERFORMANCE AND COMPETITIVENESS SVOČ FST 2008 Marcela Srchová, West Bohemia University, Univerzitni 8, 306 14 Pilsen Czech Republic ABSTRACT Corporate Social
More informationCourse Description Applicable to students admitted in 2015-2016
Course Description Applicable to students admitted in 2015-2016 Required and Elective Courses (from ) COMM 4820 Advertising Creativity and Creation The course mainly consists of four areas: 1) introduction
More informationResearch Grant Proposals-Sample Sections. Implications for HR Practice - examples from prior proposals:
Research Grant Proposals-Sample Sections Implications for HR Practice - examples from prior proposals: Example 1: The research proposed will be of direct value to HR practitioners in several ways. First,
More informationImpactful Employee Engagement
Impactful Employee Engagement Maureen Flynn Senior Director, Changing Our World, Inc. Michael Carren Director, Employee Engagement and Volunteerism, JPMorgan Chase Caroline Taylor Ellerson Senior Manager,
More informationCommunications Strategy
Communications Strategy 2014-2017 Classification: Internal/Stakeholder 1. Introduction Good communication is central to the perception of City Property (Glasgow) LLP and our credibility. It is at the core
More informationCSR Strategy for PKN ORLEN
CSR Strategy for PKN ORLEN 0 3 F e b r u a r y 2 0 1 5 ORLEN. FUELLING THE FUTURE. ORLEN VALUES constitute the foundation for the CSR Strategy of PKN ORLEN Our values Responsibility We respect our customers,
More informationCommunications Strategy 2015-16
Communications Strategy 2015-16 Communication leads to community, that is, to understanding, intimacy and mutual valuing [Rollo May, 1909-1994, American Psychologist] Introduction The WWM CRC is a provider
More informationCOMMUNICATION POLICY. Adopted by the Board of Directors on 6 March 2008 NORDIC INVESTMENT BANK
COMMUNICATION POLICY Adopted by the Board of Directors on 6 March 2008 NORDIC INVESTMENT BANK Communication policy 1. Purpose... 3 2. Goals... 3 3. Guiding principles... 3 4. Target groups... 4 5. Messages...
More informationTHE CORPORATE SOCIAL RESPONSIBILITY- AN IMPORTANT ASPECT FOR CONSUMERS
Scientific Bulletin Economic Sciences, Volume 13/ Issue 1 THE CORPORATE SOCIAL RESPONSIBILITY- AN IMPORTANT ASPECT FOR CONSUMERS Victoria-Mihaela BRÎNZEA 1, Olimpia OANCEA 2, Marinela BĂRBULESCU 3 1 University
More informationWHAT WORKS IN INNOVATION AND EDUCATION IMPROVING TEACHING AND LEARNING FOR ADULTS WITH BASIC SKILL NEEDS THROUGH FORMATIVE ASSESSMENT STUDY OUTLINE
WHAT WORKS IN INNOVATION AND EDUCATION IMPROVING TEACHING AND LEARNING FOR ADULTS WITH BASIC SKILL NEEDS THROUGH FORMATIVE ASSESSMENT STUDY OUTLINE The OECD s Centre for Educational Research and Innovation
More informationPerspectives. Employee voice. Releasing voice for sustainable business success
Perspectives Employee voice Releasing voice for sustainable business success Empower, listen to, and act on employee voice through meaningful surveys to help kick start the UK economy. 2 Releasing voice
More informationCity with a Voice STRATEGIC COMMUNICATION PLAN
STRATEGIC COMMUNICATION PLAN Our City s Vision, Mission, Values Vision A growing, world-class community bringing talent, technology and a great northern lifestyle together. Mission We provide excellent
More informationReport of the Delaware School Library Survey 2004
1 Report of the Delaware School Library Survey 2004 On behalf of the Governor s Task Force on School Libraries Delaware USA Prepared by Dr Ross J Todd Director of Research, Center for International Scholarship
More informationFirst Dimension: Political, Social, Economic and Cultural Environment
Different factors affect the performance of these collaboration projects. These factors are related either to the project's macro, meso or micro environments, to the partners involved, to the collaboration
More informationInternational Journal of Advance Research in Computer Science and Management Studies
Volume 3, Issue 11, November 2015 ISSN: 2321 7782 (Online) International Journal of Advance Research in Computer Science and Management Studies Research Article / Survey Paper / Case Study Available online
More informationInfluence of Social Media on the Indian Automotive Consumers: Primary Study in National Capital Region
IOSR Journal of Business and Management (IOSR-JBM) e-issn: 2278-487X, p-issn: 2319-7668. Volume 17, Issue 8.Ver. IV (Aug. 2015), PP 01-05 www.iosrjournals.org Influence of Social Media on the Indian Automotive
More informationFactors Influencing Laptop Buying Behavior a Study on Students Pursuing Ug/Pg in Computer Science Department of Assam University
Commerce Factors Influencing Laptop Buying Behavior a Study on Students Pursuing Ug/Pg in Computer Science Department of Assam University Keywords Laptop, Buying behavior, Students of computer science,
More informationINVESTIGATION OF EFFECTIVE FACTORS IN USING MOBILE ADVERTISING IN ANDIMESHK. Abstract
INVESTIGATION OF EFFECTIVE FACTORS IN USING MOBILE ADVERTISING IN ANDIMESHK Mohammad Ali Enayati Shiraz 1, Elham Ramezani 2 1-2 Department of Industrial Management, Islamic Azad University, Andimeshk Branch,
More informationCustomer Relationship Management: an Organizational Survival Approach to Perceive Customer Loyalty
Customer Relationship Management: an Organizational Survival Approach to Perceive Customer Loyalty Dr. Mehran Molavi1, Ayub Nahardah2 1-Department of Public Administration, College of Human Sciences, Mahabad
More informationDetailed Knowledge, Skills and Abilities Tested on the Computerbased Examination for Accreditation in Public Relations (effective January 2016)
Detailed Knowledge, Skills and Abilities Tested on the Computerbased Examination for Accreditation in Public Relations (effective January 2016) Objective 1 Researching, Planning, Implementing and Evaluating
More informationA social marketing approach to behaviour change
A social marketing approach to behaviour change An e-learning course in using social marketing to change or sustain behaviour About The NSMC Established by Government in 2006, we are the centre of excellence
More information2014 EMAN Conference From Sustainability Reporting to Sustainability Management Control 27-28 March 2014 Rotterdam, The Netherlands
2014 EMAN Conference From Sustainability Reporting to Sustainability Management Control 27-28 March 2014 Rotterdam, The Netherlands Access to this paper is restricted to registered delegates of the EMAN
More informationISSN: 2321-7782 (Online) Volume 2, Issue 4, April 2014 International Journal of Advance Research in Computer Science and Management Studies
ISSN: 2321-7782 (Online) Volume 2, Issue 4, April 2014 International Journal of Advance Research in Computer Science and Management Studies Research Article / Paper / Case Study Available online at: www.ijarcsms.com
More informationSurvey Results on perceptions between managers and employees
Survey Results on perceptions between managers and employees Our Aim Retention of talent remains one of the greatest challenges to organizations today. Likewise, one of the most salient variables influencing
More informationQUALITY ASSURANCE POLICY
QUALITY ASSURANCE POLICY ACADEMIC DEVELOPMENT & QUALITY ASSURANCE OFFICE ALPHA UNIVERSITY COLLEGE 1. BACKGROUND The Strategic Plan of 2003-2005 E.C of Alpha University s defines the direction Alpha University
More informationCOMMUNICATION STRATEGY FOR THE UNIVERSITY OF GOTHENBURG
STYRDOKUMENT Dnr F V 2014/71 COMMUNICATION STRATEGY FOR THE UNIVERSITY OF GOTHENBURG Published Decision-maker Responsible body medarbetarportalen.gu.se/styrdokument Vice-Chancellor Kommunikationsenheten
More informationUpdating the New Zealand Emissions Trading Scheme: Consultation Document
Updating the New Zealand Emissions Trading Scheme: Consultation Document submission: Updating the New Zealand Emissions Trading Scheme: A Consultation Document 11 May 2012 John Johnston Head of Government
More informationInternal Communications Strategy
Internal Communications Strategy 2011 2013 Alison Cummins Communications Manager January 2011 INTRODUCTION 3 AIMS AND OBJECTIVES 5 EVALUATION OF THE INTERNAL COMMUNICATIONS STRATEGY 2007-2009 6 TARGETS
More informationMarketing Science Institute 2014-2016 Research Priorities
Marketing Science Institute 2014-2016 Research Priorities Source: www.msi.org Every two years, the Marketing Science Institute asks member companies to help select the priorities that will drive research
More informationThe Concept of City Marketing and Place Brand Management
The Concept of City Marketing and Place Brand Management City Marketing Seminar 16 th of April, 2012 Sønderborg, Denmark Sebastian Zenker, PhD, Senior Researcher Erasmus School of Economics, Erasmus University
More informationOnline MBA and Post Graduate programs in International Hospitality and Service Industries Management
Online MBA and Post Graduate programs in International Hospitality and Service Industries Management Specializations: General Management for Service Industries Asset and Revenue Management Marketing and
More informationCommunications strategy refresh. January 2012. 1 c:\documents and settings\mhln.snh\objcache\objects\a654473.doc
Communications strategy refresh January 2012 1 c:\documents and settings\mhln.snh\objcache\objects\a654473.doc Contents 1. Introduction p 3 a. SNH: corporate aims and objectives b. SNH and communications
More informationCreating Economic Value through Reputation Management
Creating Economic Value through Reputation Management Dr. Charles Fombrun Founder & CEO Reputation Institute When quality is not enough, lead by reputation Pontifica Universidad Católica de Chile August
More informationA Shot in the Arm for Medicare Part D: Four Ways for the Government to Boost its Customer Communications
A Shot in the Arm for Medicare Part D: Four Ways for the Government to Boost its Customer Communications By Marian V. Wrobel, Jeffrey R. Kling, Sendhil Mullainathan, Eldar Shafir, and Lee Vermeulen Executive
More informationSOCIAL CUSTOMER RELATIONSHIP MANAGEMENT (SCRM) IN INDIAN RETAIL INDUSTRY
SOCIAL CUSTOMER RELATIONSHIP MANAGEMENT (SCRM) IN INDIAN RETAIL Dr. A.R. Annadurai* INDUSTRY Abstract: Social CRM is an advanced form of customer relationship management that uses social media services,
More informationReputation Management A social environmental perspective
Reputation Management A social environmental perspective Prepared for the Corporate Communication Institute Symposium May 14, 2002 Meghan Connolly Director, CSRwire www.csrwire.com Overview CSR Corporate
More informationBrand & Reputation: A Leadership Perspective Reputation Conference 2008 Henley Business School John Madejski Centre for Reputation November 25, 2008
Brand & Reputation: A Leadership Perspective Reputation Conference 2008 Henley Business School John Madejski Centre for Reputation November 25, 2008 Elliot S. Schreiber, Ph.D. Clinical Professor Bennett
More informationstakeholder communications
stakeholder communications t h e t o o l k i t Stakeholder engagement plans cannot work without stakeholder communications. Every time you engage or communicate with stakeholders, there are implications
More informationNational Standards for Disability Services. DSS 1504.02.15 Version 0.1. December 2013
National Standards for Disability Services DSS 1504.02.15 Version 0.1. December 2013 National Standards for Disability Services Copyright statement All material is provided under a Creative Commons Attribution-NonCommercial-
More informationStrategies for Marketing, Sales, and Promotion
Introduction to e-commerce Strategies for Marketing, Sales, and Promotion Objectives In this chapter, you will learn about: When to use product-based and customer-based marketing strategies Communicating
More informationWho is in charge: Corporate Communications or Corporate Marketing?
Who is in charge: Corporate or Corporate Marketing? A European survey amongst the top reputation leading companies i Markus Will, Malte Probst and Thomas Schmidt, ii Centre for Corporate, mcm institute
More informationStakeholder Engagement Planning Overview
Stakeholder Engagement Planning Overview Welcome to the Stakeholder Engagement Planning Toolkit We have built a Toolkit a set of Steps, Actions and Tools to support our engagement efforts and to build
More informationTHE IMPORTANCE OF KNOWLEDGE MANAGEMENT IN ORGANIZATIONS WITH EMPHASIS ON THE BALANCED SCORECARD LEARNING AND GROWTH PERSPECTIVE
THE IMPORTANCE OF KNOWLEDGE MANAGEMENT IN ORGANIZATIONS WITH EMPHASIS ON THE BALANCED SCORECARD LEARNING AND GROWTH PERSPECTIVE Danijela Jelenic Faculty of Economics, University of Nis, Republic of Serbia
More informationMarketing (Marketing Principles)
Marketing (Marketing Principles) Main Aim(s) of the Unit: To provide students with a foundation for the analysis of marketing within organizations including decision making processes, segmentation, the
More informationThe Impact of Corporate Social Responsibility on Employees
2011 International Conference on Information and Finance IPEDR vol.21 (2011) (2011) IACSIT Press, Singapore The Impact of Corporate Social Responsibility on Employees Alin Stancu 1, Georgiana Florentina
More informationFood & Coffee Offers New Ideas to Drive Non Fuel Income
RPS Energy is part of RPS Group, a FTSE 250 company with a turnover of $700m. RPS Energy is one of the world s leading suppliers of independent commercial advisory services, project management support,
More informationMasterclasses in Science Communication: An international training programme for scientists and other professionals
Research & Applications Masterclasses in Science Communication: An international training programme for scientists and other professionals Valentina Daelli SISSA Medialab Trieste, Italy daelli@medialab.sissa.it
More informationMARK 3323 - IMC Dr. Freling EXAM II REVIEW
MARK 3323 - IMC Dr. Freling EXAM II REVIEW Chapter 5 Advertising, Integrated Brand Promotion, & Consumer Behavior Chapter 6 Market Segmentation, Positioning, and the Value Proposition Chapter 7 Advertising
More informationReputation Analysis. Chapter 17
Reputation Analysis Chapter 17 Short Description Background Strategic Rationale & Implications Strengths & Advantages Weaknesses & Limitations Process for Applying Technique Summary Case Study: FAROUT
More informationINSPIRING THE NEXT GENERATION WORKFORCE THE 2014 MILLENNIAL IMPACT REPORT EXECUTIVE SUMMARY
INSPIRING THE NEXT GENERATION WORKFORCE THE 2014 MILLENNIAL IMPACT REPORT EXECUTIVE SUMMARY ABOUT THE RESEARCH For the 2014 Millennial Impact Report, Achieve gathered information from two different sources:
More informationBuilding Loyalty in a Web 2.0 World
Building Loyalty in a Web 2.0 World A Consona CRM White Paper By Nitin Badjatia, Enterprise Solutions Architect Over the last decade, a radical shift has occurred in the way customers interact with the
More information1. Writing a Degree Profile
The University of Edinburgh Medical Teaching Organisation Dr Michael Ross, Vilnius Thursday 29th April 2010 1. Writing a Degree Profile Overview & context Terminology & key concepts Two examples Components
More informationThe Bangkok Charter for Health Promotion in a Globalized World
The Bangkok Charter for Health Promotion in a Globalized World Introduction Scope The Bangkok Charter identifies actions, commitments and pledges required to address the determinants of health in a globalized
More informationFOSTERING DIALOGUE AND MUTUAL UNDERSTANDING
FOSTERING DIALOGUE AND MUTUAL UNDERSTANDING The crucial role of young women and men in advancing intercultural dialogue and understanding is increasingly recognized within the global development agenda.
More informationCommunity Partnerships Strategic Plan
Community Partnerships Strategic Plan Vision The Office of Community Partnerships (OCP), an office in the Chancellor s division of the University of North Carolina Wilmington (UNCW) will become a national
More informationBuilding a Unique Total Rewards and HR System For A Unique Company At
Building a Unique Total Rewards and HR System For A Unique Company At Since Starbucks isn t your typical company, this isn t a typical case study. Rather than focusing on a single reward program or even
More informationPSM Lecture. I. What is MC? Trends in MC
PSM Lecture I. What is MC? Trends in MC MC mix Integrated MC II. What is personal selling and sales management? Trends in Sales Management/Personal selling Definitions and overview III. What is Marketing
More informationHUMAN RESOURCE MANAGEMENT IN MAKE IN INDIA. Dr. NIRU SHARAN Assistant Professor Amity Law School, Noida
HUMAN RESOURCE MANAGEMENT IN MAKE IN INDIA Dr. NIRU SHARAN Assistant Professor Amity Law School, Noida A country is what its people are, and therefore definitely the success of a project will depend on
More information1.1 Motivation and positioning of the study
1 1 Introduction The strategic situation of most companies is constituted by an intense national as well as international competition. Due to the ongoing globalization, companies have to fight globally
More informationSERVICE QUALITY DIMENSION COMPARISON BETWEEN PUBLIC AND PRIVATE LIFE INSURANCE COMPANIES
MADRAS UNIVERSITY JOURNAL OF BUSINESS AND FINANCE ISSN: 2320-5857 Refereed, Peer-reviewed and Bi-annual Journal from the Department of Commerce Vol. 2 No. 1 January 2014 Pp. 63-68 www.journal.unom.ac.in
More informationCHAPTER 3 - CUSTOMER RELATIONSHIP MANAGEMENT (CRM)
CHAPTER 3 - CUSTOMER RELATIONSHIP MANAGEMENT (CRM) 3.1 INTRODUCTION The most important purpose of any service orientated organisation is to retain customers. It is critical for any organization to keep
More informationAdWords Google AdWords Setup and Management
levelmarketing.co.uk 2 AdWords Google AdWords Setup and Management Level Marketing is a full service marketing agency that offers a full range of traditional and digital services. If you re reading this,
More informationRISK BASED INTERNAL AUDIT
RISK BASED INTERNAL AUDIT COURSE OBJECTIVE The objective of this course is to clarify the principles of Internal Audit along with the Audit process and arm internal auditors with a good knowledge of risk
More informationExecutive summary. Climate change assessments Review of the processes and procedures of the IPCC
Executive summary Climate change is a long-term challenge that will require every nation to make decisions about how to respond. The Intergovernmental Panel on Climate Change (IPCC) was established by
More informationthe Defence Leadership framework
the Defence Leadership framework Growing Leaders at all Levels Professionalism Loyalty Integrity Courage Innovation Teamwork Foreword One of the founding elements of Building Force 2030, as outlined in
More informationPerformance Management System Using Linkage Analysis: Case Study. Entire Contents 2013 Hansa GCR
Performance Management System Using Linkage Analysis: Case Study Entire Contents 2013 Hansa GCR Introduction Hansa GCR has provided support to a client over a nine-year period in conducting a global brand
More informationAn Empirical Study of Customer Relationship Management Practices in Axis Bank with Reference to Raipur City
Journal of Ravishankar University, Part-A, 19-20, 54-62, 2014-15 ISSN-0970-5910 An Empirical Study of Customer Relationship Management Practices in Axis Bank with Reference to Raipur City Archi Dubey a
More informationAnalyzing the Impact of Social Media From Twitter to Facebook
Analyzing the Impact of Social Media From Twitter to Facebook Analyzing the Impact of Social Media: From Twitter to Facebook Engaging and monitoring the new world of social media are the big first steps,
More informationSeparation -A Better Tomorrow-Economy A Study of Marketing Strategies On Automobile
Separation -A Better Tomorrow-Economy A Study of Marketing Strategies On Automobile Ekta Chakravarty Gauhati Commerce College, Gauhati University, E-mail : addictedlife24@gmail.com Abstract - Automobile
More informationManaging for Results. Purpose. Managing for Results Practitioner-level Standards
Managing for Results Practitioner-level Standards Managing for Results Purpose In all sectors and at all levels managers must have the knowledge, understanding and skills to enable them to grasp the right
More informationModernisation of the IPR System
Modernisation of the IPR System Project Component Number: C3 Activity Cluster: Key Activity Code: Title:, Beneficiary/ies: MANAGEMENT AND STAFF ROSPATENT Subject(s): QUALITY MANAGEMENT Proposed Location(s):
More informationServices Competitive Product Strategy Leadership Innovation Award and Leadership Award
2013 2014 2014 Global Governmental 2013 North American Online Voting SSL Certificate and Election Modernization Services Competitive Product Strategy Leadership Innovation Award and Leadership Award Frost
More informationBranding a Business School: the Intersection of Scholarship and Practical Experience
Branding a Business School: the Intersection of Scholarship and Practical Experience OVERVIEW Christine Wright-Isak, Ph.D. Assistant Professor of Marketing Florida Gulf Coast University Branding is a business
More informationThe Future is Now: HR Competencies for High Performance
The RBL White Paper Series The Future is Now: HR Competencies for High Performance WAYNE BROCKBANK, DAVE ULRICH, JON YOUNGER, AND MIKE ULRICH The Future is Now: HR Competencies for High Performance * Wayne
More informationEvaluating Public Information and Advocacy Campaigns
Evaluating Public Information and Advocacy Campaigns Glenn O Neil Evaluation consultant - Owl RE, Switzerland Lecturer - International University in Geneva, Switzerland PhD candidate - Methodology Institute,
More informationAcquire with retention in mind.
White Paper A Driver of Long-Term Profitability for Personal Auto Carriers Acquire with retention in mind. Use data and analytics to help identify and attract prospects with the highest potential for long-term
More informationMASTER OF ARTS MANAGEMENT
The Master of Arts Management degree is taught at the world renowned Sydney Opera House. MASTER OF ARTS MANAGEMENT COURSE STRUCTURE To become eligible to graduate with a Master of Arts Management degree,
More informationHow To Manage Social Media In The Workplace
SHRM Foundation Executive Briefing Social Media in the Workplace: Issues and Strategic Questions By Robert E. Ployhart, Ph.D. sponsored by Spherion Social media is revolutionizing the way people connect
More informationCOMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015
COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015 NWAS Communication and Engagement Strategy 2013-2015 Page: 1 Of 16 Recommended by Executive Management Team Communities Committee Approved by Board of Directors
More informationMarketing Tactics & Measures for the Medical Practice JULIE AMOR APRIL 22, 2015
Marketing Tactics & Measures for the Medical Practice JULIE AMOR APRIL 22, 2015 Amor Consulting Julie Amor President Strategy. Health. Marketing. Engagement. Merchandise Strategic Marketing & Communication
More informationOrganizational Change: Managing the Human Side
Organizational Change: Managing the Human Side Based on findings from the American Productivity & Quality Center s 1997 Organizational Change consortium benchmarking study Changing Regulatory or Legal
More informationTurnover. Defining Turnover
Retaining Talent A guide to analyzing and managing employee turnover; By David G. Allen, Ph.D., SPHR SHRM Foundation s Effective Practice Guidelines Series Defining Turnover Turnover is defined as an employee
More informationThe Basics of a Compensation Program
The Basics of a Compensation Program Learning Objectives By the end of this chapter, you should be able to: List three ways in which compensation plays a role in the management of the enterprise. Describe
More informationInternal Marketing Orientation in Cultural Change Management for Organisation Development
MEB 2008 6 th International Conference on Management, Enterprise and Benchmarking May 30-31, 2008 Budapest, Hungary Internal Marketing Orientation in Cultural Change Management for Organisation Development
More informationOECD on Intellectual Assets Based Management Strategies to improve organizational strengths at Kao
OECD on Intellectual Assets Based Management Strategies to improve organizational strengths at Kao 1) Use of employee attitude surveys 2) Spread of corporate principles Kao Corp. Human Resource Development
More informationSurvey of the relation of Customer Value with CRM function. (Case study of Cement Factory of Hormozgan)
2011 3rd International Conference on Information and Financial Engineering IPEDR vol.12 (2011) (2011) IACSIT Press, Singapore Survey of the relation of Customer Value with CRM function (Case study of Cement
More informationHRM. The importance of HRM. Why Human Resource Management (HRM) is important for organizations today to make
HRM The importance of HRM Why Human Resource Management (HRM) is important for organizations today to make their Human Resource into a competitive advantage Mr. CHUOP Theot Therith (2009), MBA, BIT, DPA
More informationHow Can HR Impact Productivity and Business Results? Leonardo Sforza Tartu, 7 April 2011
How Can HR Impact Productivity and Business Results? Leonardo Sforza Tartu, 7 April 2011 Focus Underlying Trends Influencing Business and Management Economic and Social Context HR Achievements and Business
More information