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MARK322 Final Assessment

Solution:

QUESTIONS AND ANSWERS

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• I understand that if I am found in violation of this agreement that I will be subject to university Academic Misconduct Procedures.

By submitting this assessment, I acknowledge that I agree and will abide by the above statements.

Q1. Corporate Branding and Identity is a subject in the Public Relations major, so the study of corporate communications across stakeholder groups is central to the key learning outcomes required in this subject.

Communication is vital and almost all firms will ultimately arrive at the stage at which they understand they have to spend in developing a corporate communications group responsible for such many operations. All business organizations and companies cannot overestimate the value of strong communication. Consumers understand a firm’s products or services and what distinguishes companies from their rivals through successful communication (Urde, 2013). It is the process through which managers and staff organize their operations to assure that the entire company is moving in the same direction. It also describes how CEOs communicate major strategic advances to stakeholders, the press, and the community. The phrase “corporate communications” denotes the responsibilities and responsibilities of the communication department, as well as an examination of the importance, abilities, and changing trends affecting the information and communication within the business (Langer, 2009). Corporate communications describe how organizations and corporations interact with their both internal and external participants. The three primary aspects of corporate communication are managerial interaction, advertising messages, and organizational communication, and they all connect to produce a strategic plan for information exchange towards the company (van Riel, 1997). Corporate communications can accomplish numerous purposes and be delivered through a range of mediums such as advertisement, video, infographics, website copy, reports, etc. Corporate communication has provided several effective lessons for the future to manage the relationship with the internal and external audiences of business organizations. The lessons provide beneficial advantages to the firms and it includes that :

  • Decision Making – Handling strategic decisions is not ever simple, and doing it as a collective is considerably more difficult. Usually, effective corporate communication necessitates some level of collective decision-making ability, and selecting the best strategy for resolving a business issue is situational (Thøger Christensen, 2002). Failure to make a prompt choice usually leads to poorer productivity and profitability. Successful communication requires everybody to feel at ease talking out and being noticed by the others in the team. If the team needs confidential and distant input to make a smart choice, the Delphi method assists members in exploring options.
  • Leadership – One of the most essential variables influencing corporate performance is leadership interaction. Understanding how to have favorable organizational discussions is crucial if we wish to execute modifications and get meaningful business outcomes. Strong leadership engagement is more than a corporate phrase. It has an obvious and significant influence on a company’s bottom line (Steyn, 2004). Information on business culture and shared values, norms, and beliefs include leadership communications in the corporate world. Those elements are critical to key stakeholders managing activities as well as communication processes.  The impact of corporate communication helps leaders to identify employee satisfaction, motivation, and commitment toward the work.
  • Competitiveness – Corporate communication is essential for the success of an organization and it helps to identify the competing factors involved in the target market and the organization make decision-making process to overcome competitiveness (Argenti, 1996). Corporate communication helps the company and its leaders to show their strength and opportunities available in the corporate surrounding and it is beneficial to interact within the environment.

To successfully follow corporate communication within an organization it will adopt the practices of logical health methodology. Logic Health is an online service offering that helps businesses identify risks, control return-to-work processes, and preserve wellness programs (Nordenfelt, 2004). If you want your business to prosper, you must understand the different factors that could impact its success. Because of the advancement of 5G technology, they are now able to organize and analyze the files and information with the success of the organization as well as evaluate employees’ wellbeing. Logic Health will be well-positioned to communicate with companies about their employees’ compensation potential (Mharakurwa and Goboza, 2019). Administrators must follow all relevant provincial, regional, and federal laws, guidelines, and restrictions to prevent incidents and diseases. Logic Health’s key priorities are to “handle the entire business efficiency and efficacy of present services, increase the services supplied through a move into newer markets, and drive improvements.” While improving the practices of logical health within the organization, the managers will communicate the information with their stakeholders. The true essence of Logic Health is an organization that collaborates with its customers to safeguard the well-being of its workforce. It effectively communicates with its stakeholders and it includes that :

  • Clients – The track record of Logic’s Health is ascertained by the firm’s customers. if a client has a positive engagement with Logic Health, they are more likely to discuss their expertise with other people and attain out to potential customers through virtual assessments, and become a supporter for Logic Health (Abduh et al., 2007). As indicated in the ‘Internal Context assessment’ section, evaluations are a helpful technique for organizations to determine how they performed in the mind of their customers, and whether they fulfilled, didn’t meet, or surpassed requirements.
  • Employees – While meeting consumers’ needs and desires is still a key driver underlying company choices, there has been a significant move in recent times to worth generation for stakeholders. Workers are indicated as major core stakeholders in the Internal Environment scan mentioned. Employees develop, produce, distribute, and transport goods and services to customers, and are deeply involved in the companies where they operate to provide stable employment and salaries (Chuang And Liao, 2010). Logic Health has over 13,000 autonomous medical providers and 70 community hospitals working together to rapidly evaluate all requests submitted to safeguard their users’ well-being. Personnel is critical to maintaining and aligning business identity, marketing, charisma, culture, organizational leadership, history, hierarchy, and architecture.

REFERENCES

Abduh, M., D’Souza, C., Quazi, A. and Burley, H.T. (2007). Investigating and classifying clients’ satisfaction with business incubator services. Managing Service Quality: An International Journal, 17(1), pp.74–91. doi:10.1108/09604520710720683.

Argenti, P.A. (1996). Corporate Communication as a Discipline. Management Communication Quarterly, 10(1), pp.73–97. doi:10.1177/0893318996010001005.

CHUANG, C.-H. and LIAO, H. (2010). STRATEGIC HUMAN RESOURCE MANAGEMENT IN SERVICE CONTEXT: TAKING CARE OF BUSINESS BY TAKING CARE OF EMPLOYEES AND CUSTOMERS. Personnel Psychology, [online] 63(1), pp.153–196. doi:10.1111/j.1744-6570.2009.01165.x.

Langer, R. (2009). Corporate Communication. A Guide to Theory and Practice20091Joep Cornelissen. Corporate Communication. A Guide to Theory and Practice. London: Sage 2008. , ISSN: 1356-3289 2nd ed. Corporate Communications: An International Journal, 14(1), pp.119–120. doi:10.1108/13563280910931117.

Mharakurwa, E.T. and Goboza, R. (2019). Multiparameter-Based Fuzzy Logic Health Index Assessment for Oil-Immersed Power Transformers. Advances in Fuzzy Systems, 2019, pp.1–12. doi:10.1155/2019/2647157.

Nordenfelt, L. (2004). The Logic of Health Concepts. Handbook of Bioethics, pp.205–222. doi:10.1007/1-4020-2127-5_10.

Steyn, B. (2004). From strategy to corporate communication strategy: A conceptualisation. Journal of Communication Management, 8(2), pp.168–183. doi:10.1108/13632540410807637.

Thøger Christensen, L. (2002). Corporate communication: the challenge of transparency. Corporate Communications: An International Journal, 7(3), pp.162–168. doi:10.1108/13563280210436772.

Urde, M. (2013). The corporate brand identity matrix. Journal of Brand Management, 20(9), pp.742–761. doi:10.1057/bm.2013.12.

van Riel, C.B.M. (1997). Research in Corporate Communication. Management Communication Quarterly, 11(2), pp.288–309. doi:10.1177/0893318997112005.

Q2. Discuss the scope of place branding, with emphasis on the importance of understanding multiple stakeholders for those managing “destinations”. How is place branding relevant to the constructs used for branding for corporations? Illustrate with examples.

The establishment of a brand for a specific location is known as place branding. A brand’s identity, ideals, and attributes must be incorporated and conveyed with location branding. The way a place communicates with the rest of the globe is crucial in times in which everybody is connected and competition is intensifying daily, particularly amongst countries, towns, and regions. The purpose of place branding projects is to help a city, county, or region attract visitors, boost its domestic economy and prominence, entice potential investors, and even develop ties with other nations (van Ham, 2008). Paris is known for its romantic, Rome for its heritage, and Tokyo for its technology. Such seemingly innocuous relationships aren’t. They are the result of a location branding initiative. Place branding is the activity of integrating strategic plans and other strategies and practices into the economical, societal, geopolitical, and cultural advancement of cities, provinces, and nations. The place branding information is derived from commercial practice, while others are newly formed (Kavaratzis, 2005). Place branding professionals and researchers must thus be able to scan perspectives much beyond those connected with traditional brand management and brand development. Due to the growing worldwide rivalry that countries and locations currently confront in both their internal and exterior marketplaces and the implementation of branding strategies in countries and locations is becoming more common (Anholt, 2008). Nowadays, governments must control and supervise their branding for several reasons, notably the requirement to attract visitors, industries, businesses, and creative individuals, as well as locate markets for commodities. The reputation of a nation is critical to the success of businesses, as well as the products and services they provide (Cleave et al., 2016). For example, Germany is connected with competency and reliability, and German manufacturers are assumed to have these characteristics. However, this link is reciprocal because firms and their brands are also major contributors to a nation’s identity. Place branding may help to create a distinctiveness that influences perceived aesthetics and so meets the purposes for which it was developed. Several principles influence the place branding activity of the business firms and countries such as :

  • Uniqueness – When discussing a location as a brand and its identification, it is critical that it correctly identifies the distinct character that sets this region apart from others.
  • Truthfulness – When conveying a brand, we must discover what people believe of the brand. In-place branding, must also precisely and accurately establish the elements that will constitute the core of the brand image. It may be sincere and true to actuality in this manner.
  • Iconic – People who visit places will remember if they are honest and one of a kind. A reoccurring experience in which the product is the first thing that springs to the thoughts which focus on the visit or explore the place (Kavaratzis and Ashworth, 2006). 
  • Co-Creation – All stakeholders engaged in the process collaborate to create branding. The ideal method to operate on place branding is to renounce things and collaborate with all stakeholders, including the government, businesses, and the community.
  • Place Fixing – This concept includes two components such as building, and designing products. It implements effective actions that reinforce the brand’s commitments,  cooperating, and identifying common goals and points of agreement among all those engaged with the place contributors.

When it comes to cities, the most recognizable emblem in New York City is that of this promotion. It’s simple, international, and completely in sync with the town. As part of its tourism marketing effort in the 1970s, New York City offered unique package holidays, nationwide advertising campaigns with renowned personalities such as Frank Sinatra and Liza Minelli, and Milton Glazer and it is a more recognizable logo in the historic center (Álvarez, 2020). Steve Karmen wrote a song to support the promotion, which is now one of the most emblematic of the community, and, at the time,  it helped them recover from the financial catastrophe into which they were thrown. Effective place branding may set a neighborhood, town, or territory on the map which links personals and fosters cooperation (Mariutti, 2015). It increases individuals’ and companies’ sense of identity and satisfaction in a community and directs the next stage of growth. Resonance generates place brands through a three-step process that begins with a review of existing brand attitudes and communication systems, then chose to engage the attention of the audience. Resonance generates place brands through a three-step process that begins with a review of existing brand attitudes and communication systems, then chose to engage the attention of the audience (Melewar and Dennis, 2014). The companies, manufacturers, residents, and destination marketing agencies have to recognize their perspectives of the qualities and traits. Peru has been engaging in its nation’s destination marketing since 2009, updating its own brand identity in 2011, when its new look was introduced. It was influenced by Peruvian flavors, colors, and culture. The design was modified to accent the letter P, which is represented by a spiral inspired by one of the patterns shared by all historic Peruvian cultures. Thus, only by movement can they portray both tradition and progress and transformation. Place branding consists of considerably more than a symbol or a promotional strategy. It’s a laborious task in which even the natives are participating (Govers, 2011). A method for the world as a whole to see who we are and what they can do with any of us. As a brand, we are intimately connected to the product of the location where we are located. Becoming an active participant is as crucial as it is profitable to all players since effective place branding draws not only tourists but also businesses and helps local companies to develop (Zenker and Martin, 2011).

REFERENCES

Álvarez, C. (2020). What’s place branding and some examples of it. [online] wildwildweb.es. Available at: https://wildwildweb.es/en/blog/whats-place-branding-and-some-examples-it.

Anholt, S. (2008). Place branding: Is it marketing, or isn’t it? Place Branding and Public Diplomacy, 4(1), pp.1–6. doi:10.1057/palgrave.pb.6000088.

Cleave, E., Arku, G., Sadler, R. and Kyeremeh, E. (2016). Place Marketing, Place Branding, and Social Media: Perspectives of Municipal Practitioners. Growth and Change, 48(4), pp.1012–1033. doi:10.1111/grow.12189.

Govers, R. (2011). From place marketing to place branding and back. Place Branding and Public Diplomacy, 7(4), pp.227–231. doi:10.1057/pb.2011.28.

Kavaratzis, M. (2005). Place Branding: A Review of Trends and Conceptual Models. The Marketing Review, 5(4), pp.329–342. doi:10.1362/146934705775186854.

Kavaratzis, M. and Ashworth, G.J. (2006). City branding: An effective assertion of identity or a transitory marketing trick? Place Branding, 2(3), pp.183–194. doi:10.1057/palgrave.pb.5990056.

Mariutti, F. (2015). Magical Touch of Marketing: Matching Promotion with the 4 R’s of Place Branding. Archives of Business Research, 3(6). doi:10.14738/abr.36.1541.

Melewar, T.C. and Dennis, C. (2014). Special Issue on Place Marketing and Nation Branding: 3rd International Colloquium on Place Management, Marketing and Nation Branding. International Journal of Tourism Research, 18(3), pp.209–209. doi:10.1002/jtr.1996.

van Ham, P. (2008). Place Branding: The State of the Art. The ANNALS of the American Academy of Political and Social Science, 616(1), pp.126–149. doi:10.1177/0002716207312274.

Zenker, S. and Martin, N. (2011). Measuring success in place marketing and branding. Place Branding and Public Diplomacy, 7(1), pp.32–41. doi:10.1057/pb.2011.5.

Q3. A corporate brand may be an organization’s principal asset. Discuss this statement using an example of your choice. Be sure to reflect on the elements [components] of a brand’s promise and how culture can ‘eat strategy for breakfast (and impact a brand’s ability to deliver on their promise).

A corporate brand serves to define an entire company. Its purpose is to create a coherent corporate identity through the integration of strategic activities, commercial interests, and brand perception phrases. Corporate branding is a wide term that refers to all of a business firm’s promotional operations and contacts with other businesses. In a more technical sense, a corporate brand is a notion or underlying security of a firm that is linked to a notion (Aaker, 2004). Corporate branding is how a company portrays itself to the outside community as well as to its internal workforce. All profitable companies employ symbols, words, or icons that represent their offerings or services. These might take the shape of commitments, legacies, or personal identity. In a competitive market, a corporate branding strategy will assist businesses in developing an identity and positioning for their products and/or services (Harris and de Chernatony, 2001). Companies may always add new characteristics to their brand to build relationships with consumers. It is strongly advised to seek expert advice at every stage. As a result, transforming the corporate brand necessitates a change in tactics and a new firm engagement, as well as top executive collaboration. Creating the corporate brand identity to make the company more identifiable and accessible to company customers is an efficient strategy to differentiate a company from competitors. The company may establish relationships with clients and position the company as a reputable company in the sector by developing a corporate branding plan (Argenti and Druckenmiller, 2004). This may help the business firm to differentiate itself from the rivalry, raise brand recognition, and promote client retention. The corporate brand identity is interconnected with brand promises and cultural management activities. A brand promise is a characteristic or performance that customers may expect from a company every time they interact with it. The stronger a company’s capability to deliver on that promise, and it has the higher the brand value from the perspective of customers and employees (Foreman and Argenti, 2005). A brand promise educates the consumers, either explicitly or indirectly, on what they may anticipate from their product or service. It builds their preconceptions about the excellence of the firm’s products or services. Coca-Cola is one example of introducing their brand promises as “To inspire moments of optimism and uplift” and Coca-brand Cola’s commitment takes a slightly separate path. It does not refer to the product or service but rather attempts to portray an attitude shared by everyone in the firm. Coca-Cola portrays itself as a trendsetter that is about much more than simply making famous refreshments with a marketing commitment such as this. A brand promise is more than simply ideas; it must be put into practice to be relevant and accomplish its goal (Yang, 2010). It is vital to highlight that the objective of a brand message extends beyond its customers and impacts a complete business, from top executives to the lower level. As a company progresses in a similar path with a single objective, a marketing message is a helpful roadmap for it to pursue and reach its objectives and targets (Caroll, 2000). A well-crafted brand promise has the potential to positively influence the culture of the firm. The brand promises to consider the cultural impacts such as norms, beliefs, values, attitudes, and diversity forces for building commitments towards the customers as well the society. The brand promises impacted the communication language and it related to the cultural practices of the community because the use of universally accepted language helps the customers worldwide to convey the brand message and they are willing to purchase the products for their uses (Urde, 2013). Apple company uses a simple way to communicate brand promises to show that “think differently”. Apple’s marketing message is without a question the most well-known term in history, and it is the key to Apple’s spectacular success in the technology industry. Apple’s marketing strategy is important for two reasons: they promise to create goods based on innovative methods of experiencing the world, and they promise to inspire their customers to do the same. As a result, successful brand commitments are reinforced by understanding the cultural characteristics that present in the globalized world (Gupta and Kumar, 2013).

REFERENCES

Aaker, D.A. (2004). Leveraging the Corporate Brand. California Management Review, 46(3), pp.6–18. doi:10.1177/000812560404600301.

Argenti, P.A. and Druckenmiller, B. (2004). Reputation and the Corporate Brand. Corporate Reputation Review, 6(4), pp.368–374. doi:10.1057/palgrave.crr.1540005.

Caroll, C. (2000). The Expressive Organization: Linking Identity, Reputation and the Corporate Brand. Corporate Reputation Review, 3(3), pp.276–278. doi:10.1057/palgrave.crr.1540120.

Foreman, J. and Argenti, P.A. (2005). How Corporate Communication Influences Strategy Implementation, Reputation and the Corporate Brand: An Exploratory Qualitative Study. Corporate Reputation Review, 8(3), pp.245–264. doi:10.1057/palgrave.crr.1540253.

Gupta, S. and Kumar, V. (2013). Sustainability as corporate culture of a brand for superior performance. Journal of World Business, 48(3), pp.311–320. doi:10.1016/j.jwb.2012.07.015.

Harris, F. and de Chernatony, L. (2001). Corporate branding and corporate brand performance. European Journal of Marketing, 35(3/4), pp.441–456. doi:10.1108/03090560110382101.

Urde, M. (2013). The corporate brand identity matrix. Journal of Brand Management, 20(9), pp.742–761. doi:10.1057/bm.2013.12.

Yang, Y. (2010). The Construction of Brand Culture Based on Corporate Culture. International Journal of Business and Management, 5(4). doi:10.5539/ijbm.v5n4p223.

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