One of the most critical areas within any corporate communication function is the media relations department. The media are both a constituency and a conduit through which investors, employees, and consumers receive information about and form images of a company. (Argenti pg, 155)
Reading this chapter dealing with media relations gave me some more insight towards the topic. In my work place it is kind of difficult for me to relate to because I only had two jobs. These two jobs weren't that large and they rarely dealt with the media. The media relations department just consisted of the head supervisor and the department board directors. As stated in the last couple blogs I work for a small but community size learning center. (daycare) The group that took care of media relations dealt with articles, commercials, public speaking, interviews, and etc. The group was very small, it only consisted of five to six members. They handled everything that dealt with the public and media. The group made sure they maintained the image of the business.
Sunday, October 10, 2010
Sunday, October 3, 2010
Ch.5: Corporate Responsibility
In today's competitive environment and with a mature customer base, organizations need to go beyond providing high quality products and efficient services in order to sustain customer loyalty and retain their reputation in the market. A key differentiator today among organizations worldwide is what are their efforts towards improvement of the very community it operates in, rather than simply coming out with a new and innovative product and/ or a useful service. Customers and more importantly non-customers (people and institutions other than the organization's target market) are today more educated and have access to multiple information sources and expect profitable organizations to make sustainable contributions towards the general well-being of the community. They also take a very keen interest in the functioning of the organizations than what they did a few years ago. Hence, organizations today have a much greater accountability and responsibility towards their actions other than those related to its operations alone. Corporate actions today go a long way in conveying a strong message that the organizations do not simply serve or support a community but are essentially a very part of the community itself.
One of the examples of Corporate Responsibility that comes to my mind is about an Indian business powerhouse, ITC which is active in multiple business streams. It being a very profitable and well-known company realized early that its operations are beyond products and services, and hence as a part of its corporate responsibility and leveraging the power of information technology launched a social initiative, e-Choupal. “e-Choupal, is a knowledge portal providing farmers with a range of information and services. Designed to enable them to bargain collectively and enhance their transitive power. Today, it is a vibrant and rapidly growing zone of business and interaction for over 4 million farmers." (Source: ITC website- http://www.itcportal.com/sustainability/lets-put-india-first/home.aspx) It is similar to a social networking interface in rural India empowering Indian farmers to interact with other farmers and share better farming tools and technology to grow improved crops that can be used as inputs to organizations to generate sustainable value benefitting customers, farmers and the entire community. They can also discuss trends in the markets for their crops and price them accordingly and also sell directly rather than taking help of middlemen to help reach their produce to the markets.
One of the examples of Corporate Responsibility that comes to my mind is about an Indian business powerhouse, ITC which is active in multiple business streams. It being a very profitable and well-known company realized early that its operations are beyond products and services, and hence as a part of its corporate responsibility and leveraging the power of information technology launched a social initiative, e-Choupal. “e-Choupal, is a knowledge portal providing farmers with a range of information and services. Designed to enable them to bargain collectively and enhance their transitive power. Today, it is a vibrant and rapidly growing zone of business and interaction for over 4 million farmers." (Source: ITC website- http://www.itcportal.com/sustainability/lets-put-india-first/home.aspx) It is similar to a social networking interface in rural India empowering Indian farmers to interact with other farmers and share better farming tools and technology to grow improved crops that can be used as inputs to organizations to generate sustainable value benefitting customers, farmers and the entire community. They can also discuss trends in the markets for their crops and price them accordingly and also sell directly rather than taking help of middlemen to help reach their produce to the markets.
Chapter 5: Corporate Responsibility - Ryan Kirsch
Before I left my previous employer, there was a huge push for corporate sustainability efforts across all offices. The company showcases their corporate sustainability program to the public on their website. The company “recognizes its obligations to encourage sustainability and to exemplify sustainable practices, both within the organization and through service to clients. This includes active processes for environmental preservation, community outreach, employee wellness, and business improvement.”
The program had clear internal visibility during office meetings where staff and managers would brainstorm ideas on how to improve the program locally. Offices would post their sustainability accomplishments on the company’s internal website for other employees to see and to give advice. The idea was to get the entire company involved with program communication and each office had a “Green Ambassador” which administered the program.
According to company statistics, during 2009, more than 90% of their offices were engaged in recycling campaigns, including nationwide participation with electronics suppliers. Styrofoam use has been discontinued or dramatically curtailed in 75% of offices. More than half of company offices were involved in community outreach, both locally and globally. And key offices are addressing sustainability through “green” national vendor contracts and electronic procurement and AP/AR. The company plans to issue its first annual sustainability report in 2011, to include objective review of efforts in 2010, applicable quantitative analysis, and goals for future improvement.
I believe the impact of “going green” will be the future business norm for organizations. I believe to be competitive, companies must initiate these programs; not only because of the added benefits, but because clients, customers, and constituencies will demand it.
The program had clear internal visibility during office meetings where staff and managers would brainstorm ideas on how to improve the program locally. Offices would post their sustainability accomplishments on the company’s internal website for other employees to see and to give advice. The idea was to get the entire company involved with program communication and each office had a “Green Ambassador” which administered the program.
According to company statistics, during 2009, more than 90% of their offices were engaged in recycling campaigns, including nationwide participation with electronics suppliers. Styrofoam use has been discontinued or dramatically curtailed in 75% of offices. More than half of company offices were involved in community outreach, both locally and globally. And key offices are addressing sustainability through “green” national vendor contracts and electronic procurement and AP/AR. The company plans to issue its first annual sustainability report in 2011, to include objective review of efforts in 2010, applicable quantitative analysis, and goals for future improvement.
I believe the impact of “going green” will be the future business norm for organizations. I believe to be competitive, companies must initiate these programs; not only because of the added benefits, but because clients, customers, and constituencies will demand it.
Chapter 5 Corporate Responsibility- Terry Smith
Corporate responsibility constitutes an organization's respect for society's interests, demonstrated by taking ownership of the effect its activities have on key constituencies including customers, employees, shareholders, communities, and the environment, in all parts of their operations.
In my opinion I am going to try and discuss my answer for this question the best I can. In Pittsburgh I work for a local learning center with children from ages infant through pre-kindergarten. Our job as an organization is to maintain and ensure the safety, healthy, and positive experiences for each child. We are to teach and interact with the different ages of children. The corporate responsibility is to create the best experiences for these different age groups of children. Making sure children are safe, having fun, and learning are the main goals for this organization. Creating a positive effect for the community will attract more parents, more children, and more money. If this is damaged it will hurt the organization in many ways.
There was a huge incident that occurred at the learning facility last year. An incident with a 1 year old created an ugly experience for the organization. Allegations that there were clues of the neglect almost tarnished the reputation of the learning center. A mother accused the facility and staff of neglect claiming her child got injured at the center. I feel as though the situation was handled poorly between the two parties. The mother was kicked out of the program; she created posters, had community speeches, meetings, newspaper articles, anything in her power was used to tarnish the early learning center. This was hurting the program and organization because parents started to doubt the organization. Kids were being pulled from the learning center rapidly week in and week out.
The organization created a week dedicated to the parents, children, and community to impose that they still were legit and cared about the families. This week consisted of fun days, carnivals, pizza parties, movie nights, raffles, and free food. The families who participated found out that the organization never injured any child. They re-stated why they existed which was to ensure the positive health of each child. It was the organization's job to re-create a positive image towards the parents and community. This week showed that they cared what went on throughout the community.
In my opinion I feel as though corporate responsibility can impact reputation from many things. In my situation the responsibility of the organization was to carry out their jobs and ensure safety and knowledge towards each and every child. Problems happen and the reputation of the organization was damaged. The responsibility was damaged and the reputation was tarnished, but the organization created positive experiences to help fix those problems.
In my opinion I am going to try and discuss my answer for this question the best I can. In Pittsburgh I work for a local learning center with children from ages infant through pre-kindergarten. Our job as an organization is to maintain and ensure the safety, healthy, and positive experiences for each child. We are to teach and interact with the different ages of children. The corporate responsibility is to create the best experiences for these different age groups of children. Making sure children are safe, having fun, and learning are the main goals for this organization. Creating a positive effect for the community will attract more parents, more children, and more money. If this is damaged it will hurt the organization in many ways.
There was a huge incident that occurred at the learning facility last year. An incident with a 1 year old created an ugly experience for the organization. Allegations that there were clues of the neglect almost tarnished the reputation of the learning center. A mother accused the facility and staff of neglect claiming her child got injured at the center. I feel as though the situation was handled poorly between the two parties. The mother was kicked out of the program; she created posters, had community speeches, meetings, newspaper articles, anything in her power was used to tarnish the early learning center. This was hurting the program and organization because parents started to doubt the organization. Kids were being pulled from the learning center rapidly week in and week out.
The organization created a week dedicated to the parents, children, and community to impose that they still were legit and cared about the families. This week consisted of fun days, carnivals, pizza parties, movie nights, raffles, and free food. The families who participated found out that the organization never injured any child. They re-stated why they existed which was to ensure the positive health of each child. It was the organization's job to re-create a positive image towards the parents and community. This week showed that they cared what went on throughout the community.
In my opinion I feel as though corporate responsibility can impact reputation from many things. In my situation the responsibility of the organization was to carry out their jobs and ensure safety and knowledge towards each and every child. Problems happen and the reputation of the organization was damaged. The responsibility was damaged and the reputation was tarnished, but the organization created positive experiences to help fix those problems.
Chapter 5: Corporate Responsibility - Cynthia Wolfel
For this question I am going to reference a gas and oil company that I used to work for, which had been started by private owners. Outside appearances or reputation were completely different than image in some cases for a brief time period. This was primarily due to the owners stepping back and relinquishing management to their upper management employees that did not adhere to their prior ethical stance. However, this was starting to catch up with the company when I said farewell. The company was roughly deemed an industry standard for their proper and ethical environmental practices before this was even publicly seen as an issue. When they drilled an oil or gas well the surrounding land was left in pristine condition - almost as though the company had never been there with the exception of a well and storage tank. The company, when I was hired, portrayed itself as a company that cared about its employees. Additionally, the company hosted events at future drilling locations to promote a good relationship with land owners, since in this business they are a very important constituency for leasing. Employees would actually volunteer to man these events without pay due to their loyalty to the company.
The company identity was still very much intact as far as management was concerned; however the owners and various other constituents were starting to receive hints that all was not as it seemed. Scrimping and making a site appear pristine was becoming standard practice in the field and any employees involved in that part of the process new this. They were also more than willing to pass the information on to the coworkers at the office that they deemed ‘trustworthy’. Several court cases ensued concerning run off from wells and improper land management of sites. ‘Shmoozing’ with government officials become standard policy to try to remedy this situation with the DEP as well as address the old adage of taxes. Also, internally there was employee unrest in several departments. Most employees were not happy and complained to each other whenever possible. Management now was actually autocratic and was not truly interested in the welfare of their employees. Many good employees were lost do to the crass treatment they received. I personally opted not to sue this particular company for personal reasons, although the state wanted me to pursue litigation. A final blow to company reputation was the selling off of well sites to other companies, which left the previously loyal land owners in an uproar. This is far from all that I could describe, but the company managed to take a great reputation that had been established by the owners and turn it into a negative image for all constituencies and in the end gain a negative reputation in the industry. Had management continued on the same track as the owners had done, the company would have built upon a great reputation by utilizing several factors of corporate responsibility.
The company identity was still very much intact as far as management was concerned; however the owners and various other constituents were starting to receive hints that all was not as it seemed. Scrimping and making a site appear pristine was becoming standard practice in the field and any employees involved in that part of the process new this. They were also more than willing to pass the information on to the coworkers at the office that they deemed ‘trustworthy’. Several court cases ensued concerning run off from wells and improper land management of sites. ‘Shmoozing’ with government officials become standard policy to try to remedy this situation with the DEP as well as address the old adage of taxes. Also, internally there was employee unrest in several departments. Most employees were not happy and complained to each other whenever possible. Management now was actually autocratic and was not truly interested in the welfare of their employees. Many good employees were lost do to the crass treatment they received. I personally opted not to sue this particular company for personal reasons, although the state wanted me to pursue litigation. A final blow to company reputation was the selling off of well sites to other companies, which left the previously loyal land owners in an uproar. This is far from all that I could describe, but the company managed to take a great reputation that had been established by the owners and turn it into a negative image for all constituencies and in the end gain a negative reputation in the industry. Had management continued on the same track as the owners had done, the company would have built upon a great reputation by utilizing several factors of corporate responsibility.
Sunday, September 26, 2010
Chapter 4: Identity, Image, Reputation and Corporate Advertising - Cynthia Wolfel
I have seen new logo contests in multiple work environments over the years. There is a flurry of activity and enthusiasm surrounding the creation and the choosing of the new logo. After the new logo is chosen there is an official release and ‘unveiling’. Everyone seems excited to produce and use the new logo and for awhile it is effectively plastered all over everything with great pride and emphasis. The new logos I have personally witnessed seemed to be viewed as band aids that would cure all ills. Unfortunately, they slowly become a standard addition to letterhead and websites that are ignored by everyone just like their predecessors.
Not as much planning and consideration seem to go into the new logo’s long term use or its potential influence on future branding as was concentrated on its development and current representation of management’s perception of the organization, i.e. corporate identity. Possibly, the continued promotion of the logo’s rationale for being chosen would help it not become just another meaningless symbol. Organizational (corporate) advertising depicting a positive image reflecting the new logo should continue as long as the logo is utilized. The scenario reminds me of a parent’s reaction to a newly acquired activity of their child’s. At first a huge fuss is made, whether the child is actually good or not, and then eventually it is just another activity to be fit into the to do list.
Having personally observed the above scenario more than once, I would definitely agree with the book that an organization’s vision should be represented by all aspects such as logos, mottos and employee behavior. Employees can have a negative or positive effect on branding and reputation. If employees continue to remember the logo’s positive message; the meaning will be passed on to other existing constituencies as well as future ones. Identity, image and reputation must all be considered for successful advertising outcomes to occur – singling out one will not be productive in the long run.
Not as much planning and consideration seem to go into the new logo’s long term use or its potential influence on future branding as was concentrated on its development and current representation of management’s perception of the organization, i.e. corporate identity. Possibly, the continued promotion of the logo’s rationale for being chosen would help it not become just another meaningless symbol. Organizational (corporate) advertising depicting a positive image reflecting the new logo should continue as long as the logo is utilized. The scenario reminds me of a parent’s reaction to a newly acquired activity of their child’s. At first a huge fuss is made, whether the child is actually good or not, and then eventually it is just another activity to be fit into the to do list.
Having personally observed the above scenario more than once, I would definitely agree with the book that an organization’s vision should be represented by all aspects such as logos, mottos and employee behavior. Employees can have a negative or positive effect on branding and reputation. If employees continue to remember the logo’s positive message; the meaning will be passed on to other existing constituencies as well as future ones. Identity, image and reputation must all be considered for successful advertising outcomes to occur – singling out one will not be productive in the long run.
Chapter 4: Identity, Image, and Reputation
In my personal experience of working with a small but highly profitable Indian outsourcing firm, I had the opportunity to witness its merger with IBM. Being a global behemoth in terms of its diverse businesses across the world and being a well-known corporate brand, IBM was not new to managing mergers and acquisitions; and transcending its universal corporate culture and philosophy across its various entities.
Prior to the deal being announced in the media, all employees were informed about the merger through an elaborate e-mail from our CEO highlighting the reasons and logic behind the move to merge with IBM. He also provided the specific Human Resources contact information to address any concerns or questions that we may have and encouraged us to personally write to him if our concerns were not fully addressed.
The next few days saw a flurry of activities at our workplace with our senior managers meeting their respective production teams and formally announcing the merger in person in presence of HR executives and senior IBM officers. The CEO intricately explained to all the employees by video-conference as to how our existing mission, vision and values were in sync with the IBM values and that there would not be a monumental change in our day to day operations. There would be no job losses, transfers or role changes within the next six months.
I witnessed regular communications from our Corporate Human Resources team that kept us abreast with the changes in terms of the new aesthetics of the facility, our identities and attire in line with IBM corporate culture. Also, a new logo and a new name were announced. This gave us a very professional outlook that boosted our self-confidence and made us feel proud to be a part of a global corporation. The employee turnover was very low post the merger as the identity of IBM as a corporation was well-known. Also, all employees had a very high regard for IBM being a leader in our industry and were well aware of its reputation in the corporate world. Hence, IBM's image and identity played an important role in reinforcing its reputation and corporate values among our staff.
IBM and our top management worked tirelessly to interact with our suppliers and customers in updating them about our new corporate identity and our brand. The existing communication media vehicles were used to the maximum (courtesy of IBM) to communicate the merger and reinforce the IBM brand and our new identity in the marketplace.
In my opinion, IBM and our senior management handled the merger in a very smooth and efficient manner.
Prior to the deal being announced in the media, all employees were informed about the merger through an elaborate e-mail from our CEO highlighting the reasons and logic behind the move to merge with IBM. He also provided the specific Human Resources contact information to address any concerns or questions that we may have and encouraged us to personally write to him if our concerns were not fully addressed.
The next few days saw a flurry of activities at our workplace with our senior managers meeting their respective production teams and formally announcing the merger in person in presence of HR executives and senior IBM officers. The CEO intricately explained to all the employees by video-conference as to how our existing mission, vision and values were in sync with the IBM values and that there would not be a monumental change in our day to day operations. There would be no job losses, transfers or role changes within the next six months.
I witnessed regular communications from our Corporate Human Resources team that kept us abreast with the changes in terms of the new aesthetics of the facility, our identities and attire in line with IBM corporate culture. Also, a new logo and a new name were announced. This gave us a very professional outlook that boosted our self-confidence and made us feel proud to be a part of a global corporation. The employee turnover was very low post the merger as the identity of IBM as a corporation was well-known. Also, all employees had a very high regard for IBM being a leader in our industry and were well aware of its reputation in the corporate world. Hence, IBM's image and identity played an important role in reinforcing its reputation and corporate values among our staff.
IBM and our top management worked tirelessly to interact with our suppliers and customers in updating them about our new corporate identity and our brand. The existing communication media vehicles were used to the maximum (courtesy of IBM) to communicate the merger and reinforce the IBM brand and our new identity in the marketplace.
In my opinion, IBM and our senior management handled the merger in a very smooth and efficient manner.
Subscribe to:
Posts (Atom)