CHAPTER 7 l CORPORATE AFFAIRS

CHAPTER
7
LE AR NI NG OUTC OMES
Corporate
What Affairs
is Ethics

By the end of this topic, you should be able to:

1. Explain the nature of public vaffairs and lobbying;

2. Differentiate between public affairs and lobbying;

3. Identify the tools of the lobbyist;

4. Explain public affairs activity;

5. Explain brand management;

6. Discuss co-branding;

7. Analyse steps involved in brand management;

8. Discuss crisis management.

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 CORPORATE AFFAIRS l CHAPTER 7

INTRODUCTION
Corporate Affairs is a marketing communications
and events that company specialises in out source
project management. Companies can delegate re-
sponsibility for understaffed projects to a talented
and qualified team. Whether your company needs
a special event or an entire marketing communica-
tions program, Corporate Affairs can get the job
done for you (http://www.corporate-affairs.net/).
Thus this chapter focuses on the nature of public
affairs and lobbying, difference between public af-
fairs and lobbying, tools of the lobbyist, public affairs activity, the importance of brand, com-
ponents of brand and co-branding.

7.1 The Nature of Public Affairs and Lobbying

In the 1950s, the concept of corporate public affairs was only beginning to come into vogue,
Figure 7.1: Public affairs
Source: http://www.andersen.af.mil/shared/
media/photodb/photos/070725-F-5770R-
001.jpg
of companies and associations have them.
and at the time meant mostly legislature watching
and corporate community involvement. Today, the
definition of Public Affairs is much broader, en-
compassing political involvement, lobbying (gov-
ernment relations), paces, corporate community
involvement, issues management, grassroots advo-
cacy, and public relations. This broadening of the
field of public affairs as shown in figure 7.1 and an
increased understanding of the importance of po-
litical involvement has been demonstrated in the
growth of formal corporate and association public
affairs programs. In the 1950s, only a handful of
companies had formal programs. Today, thousands

Since its founding, the expansion of the Public Af-

fairs Council as shown in figure 7.2 and its opera-
tions has mirrored the growth of the public affairs
profession. In the beginning, the Council offered
only a few limited services and a monthly newslet-
ter, but today, the Public Affairs Council offers a
comprehensive program of public affairs and gov-
ernment relations services, several monthly and Figure 7.2: Public affairs council
annual publications, and dozens of annual confer- Source: http://seoul.usembassy.gov/uploads/
images/vtuBNODlej8JVw2r95Sebw/114_05
ences.
2708d.jpg

2
 CHAPTER 7 l CORPORATE AFFAIRS

The term lobbyist came into

usage in the 19th century, and
was first used in Britain. There
are different stories about its
origin, but several versions de-
POLITICS
scribe how individuals spent
hours waiting for lawmakers in
areas known as a lobby. Lob-
Benjamin Franklin
bies have been part of Ameri-
can history ever since Benja- Figure 7.3: Lobbyism
min Franklin as shown in fig- Source: http://www.thepracticeofleadership.net/wp-content/
ure 7.3 appealed to the British uploads/2007/06/180px-benjamin-franklin-by-jean-baptiste-greuze.jpg
parliament to remove a tax on stamps in 1757. Thus, even before America became a nation, the
Pennsylvania colonial assembly sent Franklin to England to lobby legislators not to pass the
Stamp Act (a tax for official seals on newspapers and legal documents that colonists would have
to pay). In some countries there has not been a well-established tradition of lobbying, and there
is no single word for lobbying.

Lobbying includes all attempts to influence legislators and officials, whether by other legisla-
tors, constituents or organised groups. Governments often define and regulate organised group
lobbying.
Public affairs today are more than just politi-
PR IN PRACTISE SERIES cal lobbying. It requires working with other
policy-making bodies, such as regulators,
Public Affairs in Practise commercial organisations and other interested
A Practical Guide to Lobbying parties. Public Affairs in Practice as shown
Stuart Thompson in figure 7.4 is the first book to examine the
and Steve John
methods public affairs professionals use to
make an impact. It covers each aspect of the
industry and examines the tools needed to
deliver an effective public affairs program. It
also highlights the potential benefits of public
affairs, including protection from perceived
threats of new regulation, identifying new
market opportunities and raising the profile
of an organisation. Not only do the authors
consider established markets (the US, UK and
Western Europe), but also the opportunities
presented to companies by the EU accession
Figure 7.4: First book of public affairs states and China, where there are currently
Source: http://www.pria.com.au/sitebuilder/shop/
medium/78/publicaffairs.jpg
very few public affairs professionals. With
case studies and tips from industry profes-
sionals, this is a practical how-to guide for both practitioners and students.

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 CORPORATE AFFAIRS l CHAPTER 7

Writing a letter to a representative,

signing a petition and speaking at
a town hall forum are examples of
lobbying as shown in figure 7.5 in
its most basic form. By lobbying,
constituents tell lawmakers how
proposed legislation or regulations
will affect their community or busi-
ness.

However, as government has grown

and become more complex, so has Figure 7.5: Example of lobbying
Source: http://www.pr-options.com/img/Publicity_Camps.jpg
lobbying. Professional lobbying
can come at the federal or state level. At the state level, lobbying is more concentrated during
certain times of year. Most state legislatures except for in larger states such as New York or
California only meet for a few months out of the year.

The rest of the year, state representatives live and work in their communities and are accessible
and close to the issues that affect their constituents.

Although lobbying is constitutionally protected, it is subject to legal restrictions and registra-

tion requirements. There are different rules for different types of lobbyists. State lobbyists must
adhere to different rules than federal lobbyists, and Congress treats lobbying by businesses dif-
ferently than lobbying by tax-exempt charities.

Except for nonpartisan educational activities, charities are limited in the amount of lobbying
they can do. Corporate interests, on the other hand, can lobby as much as they want, but they
have a different set of accounting rules for their lobbying activities, as opposed to their other
corporate activities.

ACTIVITY
Get a pen and paper. Write down all the inaccurate news and information you
have heard about public relations activities. Include negative images and why
you think these images and inaccuracies have arisen.

WEBSITE 1. http://www.target.com/gp/detail-tab-popup.html/ref=in_de_detail-item-tab-
struct/602-6341907-3270210?ie=UTF8&parentStoreItem=&asin=07494447
2X&tabToSelect=description
2. http://www.lobicilik.com/LobbyingBasics.htm
3. http://www.lobicilik.com/Unit1.htm

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 CHAPTER 7 l CORPORATE AFFAIRS

Difference between Public Affairs and

7.2
Lobbying
Public relation is a
management func-
tion which estab-
lishes and maintains
mutually beneficial
relationships be-
tween an organisa-
tion and those pub-
lics on whom its
success or failure
depends. As such,
public relations en-
compasses a broad
Figure 7.6: Public affairs
range of communica-
tions activities including advertising, publicity, press relations, public affairs, lobbying, issues
management, investor relations and development. CPR is a full-service public relations firm
which specialises in media relations, press releases, media planning, executive media training,
publicity, web content development, writing services, crisis management, speech writing, and
corporate marketing strategies. Figure 7.6 shows some of the public affairs.

In the U.S., lobbying is an activity protected by the First Amendment of the Constitution, as
shown in figure 7.7 which guarantees against interference with freedom of speech and the right
to petition the government: Congress shall make no law...abridging the freedom of speech...
or the right of the people peaceably to assemble, and to petition the government for a redress of
grievances. Lobbying is viewed as a necessary part of the U.S. democratic political process.

Charitable Organizations Corporate Agencies

Figure 7.7: Public relations communication activities

Source: http://www.andersen.af.mil/shared/media/photodb/photos/070725-F-5770R-001.jpg

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 CORPORATE AFFAIRS l CHAPTER 7

Public relations (PR) as shown in figure 7.8 is

a general term describing the wide variety of
techniques used by corporations, government Dont leave your public
agencies, institutions, charitable organisations, relations to chance
political and trade groups, in order to present
themselves in a favorable light to the general
public and to specific audiences. Target au-
diences can also be the business community,
potential customers, the travel industry, con-
ference and exhibition organisers, legislators,
etc.

Before launching public relations campaigns in Figure 7.8: Public affairs Source:
order to create a hospitable environment, these http://jesustorrespr.com/images/Dice and words 2.jpg
firms usually undertake research into public opinion. Public relations specialists frequently are
involved in assisting the formulation of policies and practices that must be communicated to
the public.

Public Relations can also be considered as the prac-

tice of creating, promoting, or maintaining goodwill
s

s
tion

avi titude
t
managemen

and a favorable image among the public towards an

Counseling

rs
Ma unica
ting

ou
t
ga
Sp

institution, country, product, etc. The basic compo-

rke
m
ec

an chin
eh
com

ns
ia
le

tio
db

nents of public relations as shown in figure 7.9 are

ear

Mu a
ve

ltic l
ult re
n

Res

ura a
ts

di
l re
lat
ion
s Components
Me counseling management; researching attitudes and
ity
Public
Fund-raising of Public
behaviors; media relations; publicity; employee re-
Emplo
tion
s Relation C
y e e relati
ons lations; community relations; public affairs; govern-
rela om
stry m
ment affairs; issues management; financial relations;
ns

d u u
ent

In ni
Government affairs
io

Pu

ty
at

re
bli
em

industry relations; fund-raising; multicultural rela-

el

la
r

tio
ca
al

nag

ns
i
nc

ffa

tions; special events; and marketing communica-

na

ma

irs
Fi

ues

tions. Other terms used for PR: corporate commu-

Iss

nications, public affairs, communication, corporate

Figure 7.9: Basic components of public relation
relations, corporate public affairs, corporate market-
ing and communications, public information, com-
munity relations, or media relations.

The common objectives of these firms are to seek favorable publicity for the products, services,
or personnel of client organisations. The media as shown in figure 7.10 is used in particularly
newspapers, magazines, television, and radio, as well as trade and business publications. Public
relations firms are often associated with advertising agencies. Although advertising and PR are
two different disciplines, many advertising agencies promote themselves as marketing com-
munications firms who provide both public relations and advertising services (note: while
advertising agencies pay the media to present their message, PR firms do not pay for coverage
in the media and PR firms rely on a greater number of communication tools).

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 CHAPTER 7 l CORPORATE AFFAIRS

Figure 7.10: Advertising media

Source: http://www.artsjournal.com/bookdaddy/newspaper.jpg
http://www.acpmedia.co.nz/Portals/0/images/ACP Media Magazine Collage2.JPG
http://www.slipperybrick.com/wp-content/uploads/2007/10/lg-32pc5rv.jpg
http://www.techfresh.net/wp-content/uploads/2007/10/asustek_internet_radio_air_1.jpg

Other differences between PR activities and advertising: advertising is addressed to external

audiences (primarily consumers of goods and services), whereas PR directs its message to spe-
cialised external audiences (environmental groups, community leaders, stockbrokers, etc.) and
employees. Advertising is more narrowly focused on selling goods and services, whereas PR
aims to create an environment in which the organisation can thrive. Although marketing and PR
may overlap, PR is distinct from marketing in many ways. In most cases, PR is concerned with
generating good will and building relationships for an organisation, in contrast to marketing
which is concerned with customers and selling products and services.

Lobbies use public relations campaigns in order to inform the public about their objectives and
to create favorable public opinion (or at least neutral climate of opinion). The extent and meth-
ods of publicity depend on the financial resources of the lobby.

One difference between advertising and public relations activities is that PR specialists place
messages within the editorial context that are integrated in a unique way so as to inform rather
than psychologically coerce.

The company placing the public relations material makes no payment. Nor does the company
control the way in which the material will be used, or whether it will be used at all. PR therefore
functions as a source of information.

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 CORPORATE AFFAIRS l CHAPTER 7

In this way, the integrity and independence of the media are not compromised. Public relations
activities have a wide-range of targets and need to analyse problems and opportunities, whereas
advertising targets are usually more limited. Table 7.1 describes the difference between public
relation activities and advertisement.

Table 7.1: Difference between Public Relation Activities and Advertisement

Technology M-Commerce
Message to specialised external audiences
It is addressed to external audiences (primar-
(environmental groups, community leaders,
ily consumers of goods and services).
stockbrokers, etc.) and employees.
Aims to create an environment to bloom. Focused on selling goods and services.

A wide-range of targets. Limited targets.

PR experts who can generate publicity, and send positive messages about business opportuni-
ties, trade, and tourism are needed. Daily press releases are sent throughout the world by PR
people. Many large corporations operate their own PR departments. The material is extremely
professional and expertly written. Leaders of these groups are also able to appear without charge
on many television and radio shows.

In addition to press releases, PR firms frequently send ready-for-use videotapes, films, slides,
photographs, CD-ROMs, and DVDs to broadcasting stations. Publishing and broadcasting me-
dia, with small budgets, appreciate the freely offered contribution of such professionally or-
ganised information. Due to recent technological developments, the rapid exchange of data,
images, and information has enhanced human communication. Those who are best able to use
these technologies, are best able to rapidly provide the information they select to societies
around the world. Thus, succeeding in effectively influencing their audiences.

Lobbyists also play an important role in electoral politics as candidates increasingly rely on
them for fund raising, direct contributions and tactical advice in the electoral contest. The nega-
tive image of lobbyists largely derives from three public criticisms: 1) their established connec-
tion to money and power; 2) their reliance on manipulative marketing techniques in the courting
of public opinion; and 3) the judgment that they are political hired guns at the service of the
highest bidder. To what extent this disreputable image is deserved is a matter of heated debate.
Figure 7.11 shows the public criticisms against lobbyiest.

Public criticisms against lobbyiest

Their established connection to money and power.

Their reliance on manipulative marketing techniques in the courting of public

opinion.

8
 CHAPTER 7 l CORPORATE AFFAIRS

The judgment that they are political hired guns at the service of the highest
bidder.

Table 7.11: Public criticisms against lobbyiest

SELF-CHECK
Discuss the differences between corporate communication, lobbying and adver-
tising promoting organisational images and products.

WEBSITE 1. http://woodstock.georgetown.edu/publications/report/r-fea72.htm
2. http://www.lobicilik.com/Unit13.htm
3. http://www.lobicilik.com/Unit13.htm/Public
4. http://www.blackapolis.com/cpr/faq.htm

7.3 Tools of the Lobbyist

Lobbies as shown in figure 7.12 are often made up of full-time paid professionals, but there
are also volunteer independent lobbyists, such as individuals who act as lobbyists and lobby
members of Congress (this site refers to them as citizen lobbyists). Any citizen of the U.S. can
lobby members from a specific district, and in this manner assist Washington-based profes-
sional lobbies.

Retiring members of Congress,

and staff members, often become
the most sought after lobbyists
and consultants due to their fresh
connections, insider knowledge,
networks of associates, and their
understanding of legislative strat-
egy. Some of their activities are
referred to as insider lobbying,
because of their connections to
elected and appointed officials.
Another advantage these sought Figure 7.12: Lobbyist
after lobbyists have is that former Source: http://ec1.images-amazon.com/
members of Congress are allowed images/P/0749443820.01._SCLZZZZZZZ_V56156444_.jpg
on the Senate and House floors. Some critics charge that these individuals exploit their period
of public service in order to earn large sums of money. They also charge that these potential lob-
byists may be attempted to appease corporate interests while they are in power so as to ensure
that they are offered good positions (calling this deferred bribery). These and other issues are
a source of debate on whether the political process and democracy are being corrupted.

9
 CORPORATE AFFAIRS l CHAPTER 7

Different lobbies lobby on behalf of corporate interests, heath care, tax policy, foreign policy,
oil and gas, defense, abortion, gun control, lawyers, pharmaceutical interests, insurance, real-
tors, manufacturers, farmers, veterans, environmental watch groups, unions, womens rights,
gay rights, ideological issues, the handicapped, historic preservation, elderly persons, food
safety... and on almost every conceivable issue.

Lobbying basically involves preparation, information, and communication. The various ser-
vices offered by lobbyists include: contacting officials, legal knowledge, research and advice,
issues and legislation monitoring, economic and political consulting, grassroots lobbying, co-
alition building, public relations, media strategies, advertising, fund-raising, event planning,
developing indirect lobbying strategies, polling, direct mail, hiring experts such as lawyer-
lobbyist specialists, and training staff with communications and technical skills.

Lobbying strategies as shown in figure 7.13 include proactive and counteractive strategies. Un-
der a proactive strategy, a group presents information in an effort to change a lawmakers policy
position. Under a counteractive
strategy, a lobby presents infor- Lobbying strategy
mation in an effort to prevent an
opposing group from changing
the lawmakers position. When Proactive Counteractive
a group selects a strategy, it
must anticipate what opposing Effort to prevent a op-
groups will do. Strategies can Effort to change a
posing group from
lawmakers
focus on the accuracy of the policy position
changing the lawmak-
information presented by one ers position
side, and whether there is evi- Figure 7.13: Lobbying strategy
dence of the misrepresentation
of facts. A good strategy by a lobby should be able to uncover and launch an investigation of
any deliberate misrepresentation, misleading claims, or unfounded allegations. Encouraging the
public to demand to know the sources of misleading information is in the interests of a healthy
democracy. The use of such strategies would reveal unreliable lobbies, and discourage lobbyists
from misrepresenting the facts because they would be under greater scrutiny. Legislators who
fail to verify information would also be known. Negative publicity would also be generated by
the media regarding the lobbying group and lawmakers who may have been deceived.

Study the following web sites:

1. The American League of Lobbyists www.alldc.org
WEBSITE
2. Public Campaign: Clean Money, Clean Elections www.publicampaign.org
3. Center for Responsive Politics www.opensecrets.org
4. Center for Public Integrity www.publicintegrity.org
5. Alliance for Better Campaigns www.bettercampaigns.org
6. http://www.lobicilik.com/Unit1.htm

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 CHAPTER 7 l CORPORATE AFFAIRS

7.4 Public Affairs Activity

Public Affairs purpose is to deal with the media and community issues. The term is also used for
numerous media relations activities. The Public Affairs Officer (PAO) as shown in figure 7.14
is responsible for developing a working relationship with reporters and other media representa-
tives, maintaining a robust community relations
program, keeping contact with other govern-
ment agencies, and keeping internal and external
publics informed on issues that may affect them.
Known as PAs for short, they are expected to
coordinate with the appropriate agencies prior
to contacting and releasing information to the
media on conditions that might result in favor-
able or unfavorable public reaction, including
releases and public statements involving local,
regional and national news. Figure 7.14: Public affairs officer
Source: http://images.google.co.in/imgres?imgur
Public affairs officers are responsible for preparing information relative to unit participation in
military operations, world events, and environmental matters through news releases, special
activities, photographs, radio and television, and other informational material. They also review
materials such as speeches, news articles, and radio and television shows for security policy re-
view and integration with the objectives of the military, and determine appropriate topics. Addi-
tionally, they produce base newspapers, magazines, and internal information television stations.
Bandsmen, broadcasters, and visual information specialists are also part of public affairs.

7.5 BRAND MANAGEMENT

According to the American Marketing Association (AMA),
as shown in figure 7.15 brand is a name, term, sign, sym-
bol, or design, or a combination of them, intended to iden-
e Te tify the goods and services of one seller or group of sellers
m rm
Na and to differentiate them from those of competition. Tech-
nically speaking, whenever a marketer creates a new name,
logo, or symbol for a new product or service, he or she has
bol

created a brand.
Sym

n
Sig

Brand management is the philosophy and core behind all

Design
Figure 7.15: American marketing
association Source: http://www2.
hawaii.edu/~ibc/pictures/clubs/ama.jpg
business development. The rallying cry defines and makes
for both an internal and external image/presence. Constant-
ly refining the rallying cry is part of brand management.
Branding is the arena that puts the big picture perspec-
tive into focus and determines where the company takes
and makes its future.

11
 CORPORATE AFFAIRS l CHAPTER 7

Brand management is the application of marketing techniques to a specific product, product

line, or brand. It seeks to increase the products perceived value to the customer and thereby
increase brand franchise and brand equity. Marketers see a brand as an implied promise that the
level of quality people have come to expect from a brand will continue with future purchases
of the same product. This may increase sales by making a comparison with competing products
more favorable. It may also enable the manufacturer to charge more for the product. The value
of the brand is determined by the amount of profit it generates for the manufacturer. Figure 7.16
shows the principle of a brand name.

A good brand name should include:

Be protected (or at least protectable) under trademark law.

Be easy to pronounce.

Be easy to remember.

Be easy to recognize.

Be easy to translate into all languages in the markets where the brand will be
used.

Attract attention.

Suggest product benefits (e.g., Easy-Off) or suggest usage (note the tradeoff with
strong trademark protection).

Suggest the company or product image.

Distinguish the products positioning relative to the competition.

Be attractive.

Stand out among a group of other brands.

Figure 7.16: Principle of a brand name

Table 7.2: Example of University of Memphis Wordmark

The logo is the primary brand of the University of Memphis. It must ap-
pear on all communications (printed, broadcast or electronic).
The secondary logo is a unit reserved for use on business stationery only
(letterhead, business cards and envelopes).
The university seal may only be used on official documents such as tran-
scripts, major report and research covers, diplomas, contracts, formal in-
vitations and engraved notecards. It may also appear on selected wearing
apparel and gift items upon proper licensing. For further information,
or for approval to use the seal on other materials, contact the marketing
and communications office.

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 CHAPTER 7 l CORPORATE AFFAIRS

The athletic logo may only be used for promotion of our athletic depart-
ment and its licensed suppliers. Additional information regarding this
symbol may be obtained by calling the athletic department.
Adapted from: http://www.memphis.edu/logo/the_brand.html

SELF-CHECK

What are the characteristics of good brand name?

ACTIVITY
How do you determine what products to buy, what services to use, and what
sources you can trust?

WEBSITE

http://1000ventures.com/business_guide/marketing_brands.html

7.6 BRAND CHARACTERISTICS AND DIMENSIONS

Brand management is consciously providing a product Brand Management

with an identity that is understood on all levels as shown
in figure 7.17. This means both internally and externally
and includes customers, employees, suppliers, and ven- Internal External
dors. Understanding the niche in which the product re-
sides gives it a Relevant Differentiated Benefit (RDB).
This translates into the purchase of that product over that Customers, Employees,
Suppliers and Vendors
of a competitor.
Figure 7.17: Levels in Brand Management

WEBSITE

http://techdivas.com/strategi.htm

The Importance of Brand: The Role

7.7
of PR and IMC
Good branding begins with knowing what makes the product special and exploiting its ad-
vantages. Branding may be for a specific product or could cover an entire corporate image. As
an example, Bavarian Motor Works (BMW) as shown in figure 7.18 is known as the ulti-
mate driving machine. This rallying cry applies to all its products to include automobiles,

13
 CORPORATE AFFAIRS l CHAPTER 7

motorcycles, and sport utility vehicles. BMWs communica-

tion strategy and brand equity comes with its message about
speed, driving, and handling.

Branding is a cyclic process with three elements. First, there

is the brand reality. This consists of the products identity, its
differentiating features, and its niche. It is the What I am
about the product. Second, the brand reality gets exposure
from communications. This comes in many venues to include
the media, advertising, public relations, and training. Every
communications outlet/forum should consistently commu- Figure 7.18: Bavarian motor works
nicate the same message about the product. Third, product Source: http://upload.wikimedia.org/
wikipedia/en/thumb/f/f9/BMW_Logo.
development follows and considers the future. Product de- svg/564px-BMW_Logo.svg.png
velopment is built upon year after year and is predicated on
brand identity. It is difficult to alter what the public perception of a product is, so changing im-
age can happen only incrementally with smart communications. Figure 7.19 shows the quotes
of Jeff Bezos.

A brand for a company is

like a reputation for a per-
son. You earn
reputation by trying to do
hard things well.

Jeff
Jeff Bezos
Bezos

Figure 7.19: Quotes of Jeff Bezos

Source: http://www.conversionrater.com/wp-content/uploads/2006/11/bezos.jpg

Strategic Brand Management

Why do Brands Matter?
Roles that brand play
Consumers Manufacturers
1. Identification of source of product. 1. Means of identification to simplify han-
dling or tracing.
2. Assignment of responsibility to product
maker. 2. Means to legally protecting unique fea-
tures.
3. Risk reducer.
3. Signal of quality level to satisfied custom-
4. Search cost reducer. ers.
5. Promise, bond, or pact with maker of 4. Means of endowing products with unique
product. associations.

14
 CHAPTER 7 l CORPORATE AFFAIRS

6. Symbolic device. 5. Source of competitive advantage.

7. Signal of quality. 6. Source of finiancial returns.

Strategic Brand Management Process: Four Steps

1. Identifying and establishing brand positioning and values

2. Planning and implementing brand marketing programs

3. Measuring and interpreting brand performance

4. Growing and sustaining brand equity

Figure 7.20: Strategic brand management

Source: http://1000ventures.com/business_guide/marketing_brands.html

WEBSITE

http://techdivas.com/strategi.htm.

Components of Brand: Name, Slogan,

7.8
Identity, Personality

Certain brands (e.g., Coca-Cola, McDonalds) as

shown in figure 7.21 are considered to possess
high brand equity, resulting in higher market
shares and prices than competing products (Baden-
hausen, 1996). They typically have high customer
loyalty, name awareness, perceived quality, strong
brand associations, and other assets (Aaker, 1991). Figure 7.21: Logos of some products
A key reason for their strength is the existence of Source: http://bp3.blogger.com/_ZImdYAiry8/
favorable, strong, and unique associations about SEd-LdytunI/AAAAAAAAGY4/
them in consumers memories (Keller, 1993). qsIrzuAJxeM/s320/mcdonalds_logo.jpg

A brand can be a name, a symbol or a combination of text and

image that is used to identify a product and distinguish it from
e Sl
og
m an that of its competitors. A successful brand doesnt just tell con-
Na
sumers about the productit tells them about the company
components of brand itself, its employees and the values that guide their decisions
Pe
rs
on ity and actions. A successful brand is made up of many different
al nt
ity Id
e components as shown in figure 7.22 that work together to cre-
ate the image of a company. After becoming familiar with the
companys image and through interaction with the product and
Figure 7.22: Components of brand

15
 CORPORATE AFFAIRS l CHAPTER 7

employees, consumers come to associate certain qualities with each brand that they encounter.

7.9 Goals of Branding Exercise

The goals of branding are to:

1. Create a memorable brand associated with our organisation and products.

Increase adoption of products through marketing campaigns reinforced by

a memorable brand.

2. Create a brand that conveys inherited values among all the products.

Leverage the success of one product to others.

3. Understand need for ecosystem component naming.

Need handle on components (like Cosmo) that will be grabbed from outside
the ecosystem. For example, a strong brand like Chevrolet can have many
models within the brand.

Figure 7.23: Goals of branding

When you think of slogans, what comes to mind? What brand can you recite a slogan for im-
mediately? Take for example the following slogans as shown in figure 7.24 that have made their
way into the memory of thousands:

Just Do it This Buds for you Have it Your Way!

Figure 7.24: Slogans of a product

Source: http://www.tribalevents.co.uk/Budweiser%20logo.jpg
http://sportsandcooking.com/wp-content/burger-king.jpg

Among the characteristics need to be considered before selecting a slogan as shown in figure
7.25.

Characteristics of a Slogan
Make it Memorable:
Your slogan must be memorable. Make it easy to remember, something they want to
brand in their memory and possibly even repeat to others. Take for example the above
slogans, when you first heard them what was it that made them stick with you?

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 CHAPTER 7 l CORPORATE AFFAIRS

Key Benefits:
Your slogan must contain a key benefit of the product or service. Give them a reason to
remember it.
Differentiate Your Brand:
It must differentiate your brand. Does it bring out the character of the product or ser-
vices that sets it apart from your competitors?
Solidify the Brand:
It must recall the brand name otherwise who cares who remembers it. The brand can
be depicted in the words you use or in the image of your logo.
Rhythm and Rhyme:
Create rhythm and rhyme. Does it rhyme? Does it have a ring to it? The rhythm of the
tagline will help to stick in the memories of those that read it or hear it.
Warm and Fuzzy Effect:
Make it warm and fuzzy. Does your slogan leave people feeling warm and fuzzy? Does
it bring a smile to their face or perhaps even a little chuckle? A slogan is more likely to
stick in the minds of others if it imparts a positive feeling or emotion.

Figure 7.25: Characteristic of slogans

Source: http://marketing.about.com/od/plantutorialsandsamples/ht/stickyslogans.htm

Besides, you also need to:

Define your objectives. What questions need to be answered?
Conduct qualitative and quantitative research.
Define the brand create the brand identity.
Develop the brand strategy and communications plan.
Execute an integrated marketing communications plan use the brand identity.
Manage the brand and track it to build brand equity.

What makes up a brand identity? A typical brand iden- Brand

tity as shown in figure 7.26 includes a brand name, po- name
sitioning statement, category descriptor, organisational Brands
Positioning
key purchase
values, brand archetype, and the brands key purchase statement
factors
factors with their tangible and emotional benefits (brand Brand
identity
associations). Brand Category
archetype descriptor
A good brand name gives a good first impression, is easy
to remember, and evokes positive associations with the Organisational
values
brand. The positioning statement tells, in one sentence,
what business the company is in, what benefits it pro-
vides and why it is better than the competition. Imag- Figure 7.26: Brand identity
ine youre in an elevator and you have 30 seconds to
answer the question, What business are you in? The category descriptor lets your customers
know what hook to put your branding on in their mind. Linking your internal organisational
values with your brand builds trust with your customers. Brand archetype and personality adds

17
 CORPORATE AFFAIRS l CHAPTER 7

emotion, culture and myth to the brand identity by the use of a famous spokesperson as shown
in figure 7.27 (Bill Cosby - Jello), a character (the Pink Panther), an animal (the Merrill Lynch
bull) or an image (Youre in good hands with Allstate).

Bill Cosby

Figure 7.27: Brand archetype and personality

Brand associations are the attributes that customers think of when they hear or see the brand
name. Ideally, you want customers to think of what they want from the brand (e.g., reliability
and the benefits of reliability) and then associate that attribute with your brand as shown in
figure 7.28.

The major elements for measuring and building brand equity:

Brand identity: brand name, brand associations, messages, images, symbolism.

Brand name awareness; Perceived quality; Brand extension potential.Be easy to

remember.

Brand loyalty/switching; Proprietary brand assets (trademarks, patents, etc.).

Figure 7.28: Elements to measure brand equity

An effective brand name will be appropriate for the category, memorable, and available as a
trademark and domain name. Here are a few brand name strategies.
The shorter the name, the better. Example: Apple.
Keep the name simple. Use fewer letters of the alphabet by repeating letters. Example:
Google.
Be suggestive of the category. Example: Play station.

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 CHAPTER 7 l CORPORATE AFFAIRS

Use alliteration (the recurrence of the same letter and sound in accented parts of words).
Example: Volvo. Note: a repeated sound is more effective and memorable than repeated let-
ters.
Be easy to say and read (spoken as spelled). Test: do you have to spell the name over the
phone?
Be shocking! Examples: Yahoo, Virgin.
Personalise the brand name. Example: Craigslist.org.
Avoid negative connotations. People often associate inappropriate ideas and things with
names. Do market research to make sure that there are no negative connotations with your
name.
Use a name, not an acronym (a word formed from the initial letters of a name). Names are
60% more memorable than an acronym. Comments from a recent Brand Solutions? survey
on acronyms: I do not like names with abbreviations in them. I prefer the name written out,
rather than an acronym. I like names that are not abbreviated. They are simpler to under-
stand.
The brand name is usually the most emotional component of brand identity. I advise clients not
to get too attached to any one name during the brand naming process because trademark and
domain name conflicts will probably eliminate most potential brand name candidates. Testing
of the final names is essential to find the name that is most compelling and credible to custom-
ers. Figure 7.29 shows the list of company identities.

List of company identities

Values:
Do you stand for stability, like Prudential insurance? Innovation, like 3M? Educatiocal
curiosity, like the Discovery Channel? Social consciousness, like Ben & Jerrys Ice Cream?
Child-friendliness, like McDonalds? Rugged individualism, like Marlboro cigarettes?
Personal freedom, like Harley-Davidson motorcycles? Serendipity and tradition, like the
local hardware store whose owner knows where everything is and has parts and tools
dating back to the previous century?
Personality:
If the company were a vegetable, which one would it be? If it were a cartoon character,
would it be Bugs Bunny, Wonder Woman, Road Runner or Dick Tracy? If it were someone
in a high school yearbook, would it be Most Likely to Succeed, the Homecoming Queen,
the Nerd or the Class Clown? From the companys personality can flow ad campaigns,
kinds of special events to sponsor, company colors and typefaces, corporate gift selec-
tion, even the talent chosen to record company voice mail messages.
Behavior:
Your companys image includes not only how you promote yourselves but also how you
act toward customers and the public. Things like how you answer the phone, how you
greet shoppers, how cheerfully you correct mistakes or accept returns, how aggres-
sively you negotiate contracts all become bound up in one composite image.

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 CORPORATE AFFAIRS l CHAPTER 7

Price:
How much you cost in comparison to competitors often becomes part of your image.
If youre tempted to keep price out of the equation until someone expresses a desire
to buy, think twice. When youre candid about pricing, you cut down on the number of
tire-kickers you need to deal with. Above all, make sure your pricing fits with the other
components of your image.
Range:
Customers should understand the spectrum of products and services that you sell. If
you handle only, say, commercial cleaning accounts and not residential, or only, say,
bookings of locally based and not nationally prominent speakers, make sure your spe-
cialty becomes part of your company image. If its not part of your company name or
company slogan, include your focus in your ads, brochures, sales letters and other pro-
motional pieces.
Geographical roots:
Where did your company come from? If youre a locally owned family business compet-
ing with multinational giants, make sure people know that. If youre selling nationally
but rooted in a picturesque corner of the country, make hay out of that. The state of
Vermont determined that companies linked to it were able to charge more for their prod-
ucts than companies headquartered elsewhere, and it took steps to make sure outsiders
dont try to horn in on its brand equity.
Longevity:
Moody and Regan, a printing company in Waltham, Massachusetts, wisely and impres-
sively uses as its tag line, Established 1898. Whenever youve been around much lon-
ger than competitors, you can profitably incorporate that into your image.
Slogan:
Which brand tastes good like a cigarette should? Which car is the ultimate driving
machine? What product are you not supposed to leave home without it? Even local or
specialised companies can achieve this kind of awareness with their clientele.
Benefits:
What do buyers get when they purchase from you? Most companies provide intan-
gible, emotional benefits (Volvo cars: safety; Hallmark cards: friendship; Victorias Se-
cret: sensuality) as well as tangible, practical ones (Burger King: inexpensive, satisfying
meal; Boston Pops: a fun night out; Kodak: photos with true-to-life colors).

Figure 7.29: List of company identities

Source: http://www.namedatlast.com/branding2.htm

A brand can be a name, a symbol or a combination of text and image that is used to identify a
product and distinguish it from that of its competitors. A successful brand doesnt just tell con-
sumers about the productit tells them about the company itself, its employees and the values
that guide their decisions and actions. A successful brand is made up of many different compo-
nents that work together to create the image of a company. After becoming familiar with the
companys image and through interaction with the product and employees, consumers come to

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 CHAPTER 7 l CORPORATE AFFAIRS

associate certain qualities with each brand that they encounter. What good is a logo if no one
sees it? Or if it appears differently from one application to the next? In order for a company to
successfully brand itself, guidelines must be in place to ensure that the corporate image is being
accurately, consistently, and enthusiastically promoted. From the sign on a building or the name
on a truck right down to the forms and business cards that employees use, each component
works to strengthen a companys identity. A consistent branding system doesnt just provide
brand recognition; it can help to establish brand loyalty.

SELF-CHECK
1. What are the characteristic of good brand name?
2. What makes a brand an identity?

WEBSITE
1. http://chandlerproject.org/Projects/BrandingExercise
2. http://www.brand.com/BrandNamingBlog.htm
3. http://www.rutherfordcontrols.com/assets/branding manual_R0408.pdf

7.10 Co-branding

The combination of two or more well-known brands for

marketing purposes, to strengthen one anothers prefer-
ence or purchase intentions, or to reach a broader audi-
ence as shown in figure 7.30.

Figure 7.30: Amalgamation

Co-branding as shown in figure
7.31 is the practice of using mul-
tiple brand names together on a
single product or service. The term
can also refer to the display of
multiple brand names or corporate Figure 7.31: Co-branding
logos on a single Web site, so that Source: http://www.qsrweb.com/coverimages/Taco_Bell_
people who visit the site see it as Pizza_Hut_BJ.jpg
http://thebrightlights.net/wp-content/uploads/2008/05/axe-
a joint enterprise. When effectively coke.jpg

21
 CORPORATE AFFAIRS l CHAPTER 7

done, co-branding provides a way for companies to combine forces so that their marketing ef-
forts work in synergy.

On the Internet, co-branding can provide benefits to the involved businesses by enhancing
product or service exposure to consumers, marketing new products and services, and making
consumers or clients aware of the core competencies of each enterprise. Co-branding can also
be used to target specific markets with advertising by means of banner ads, logos, or links in
descriptive text, maximising the likelihood that potential buyers will learn of the existence of a
particular company, brand, product, or service.

Co-branding is an arrangement that associates a single product or service with more than one
brand name, or otherwise associates a product with someone other than the principal producer.
The typical co-branding agreement involves two or more companies acting in cooperation to
associate any of various logos, color schemes, or brand identifiers to a specific product that is
contractually designated for this purpose. The object for this is to combine the strength of two
brands, in order to increase the premium consumers are willing to pay, make the product or
service more resistant to copying by private label manufacturers, or to combine the different
perceived properties associated with these brands with a single product.

The philosophy behind co-branding is to generate

additional market share (and ultimately increase
revenue streams) through customer awareness by
forming alliances with one or more brands. Co-
branding in the hospitality industry has existed in
one form or another since the 1930s. But it was not
until the 1980s, when Red Lobster as shown in
Figure 7.32: Red Lobster - An existence
in co-branding Source: http://www. figure 7.32 opened two restaurants in Holiday Inn
southernillinoisminers.com/images/Image/ properties in Charlottesville, Virginia and Texarka-
Sponsor Logos/Red Lobster logo.jpg na, Arkansas, that this idea became popular.
According to an article written by Juliette Boone about co-branding, at least five reasons exist
for forming an alliance:
1. To create financial benefits;
2. To provide customers with greater value;
3. To improve on a propertys overall image;
4. To strengthen an operations competitive position; and
5. To create operational advantages.
It is believed that performance may be enhanced when one company compensates for another
firms weak points; by forming a partnership, both companies can benefit.

ACTIVITY Find out the scope of co-branding.

Organisation - Product and services
Product UI - Name, tag line, descriptive text
Logo - Colors

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 CHAPTER 7 l CORPORATE AFFAIRS

WEBSITE 1. http://en.wiktionary.org/wiki/co-branding
2. http://whatis.techtarget.com/definition/0,,sid9_gci1146720,00.html
3. http://www.hotel-online.com/News/PR2005_3rd/Sep05_CoBranding.html

Brand Management: Identity, Promotion,

7.11
PersonaLITY
A brand is a collection of images and
ideas representing an economic producer;
more specifically, it refers to the descrip-
tive verbal attributes and concrete sym- Identity
bols such as a name, logo, slogan, and
design scheme that convey the essence
of a company, product or service. Brand
recognition and other reactions are cre-
ated by the accumulation of experiences BRAND
with the specific product or service, both MANAGEMENT
directly relating to its use, and through
the influence of advertising, design, and
Personality Promotion
media commentary. A brand is a symbolic
embodiment of all the information con-
nected to a company, product or service.
A brand serves to create associations and
expectations among products made by a Figure 7.33: Key feature in brand management
producer. A brand often includes an explicit logo, fonts, color schemes, symbols and sound
which may be developed to represent implicit values, ideas, and even personality as shown in
figure 7.33. The key objective is to create a relationship of trust.

The brand, and branding and brand equity have become increasingly important components
of culture and the economy, now being described as cultural accessories and personal philoso-
phies.

In non-commercial contexts, the marketing of entities which supply ideas or promises rather
than product and services (e.g. political parties or religious organisations) may also be known
as branding.

7.12 Brand Identity

How the brand owner wants the consumer to perceive the brand - and by extension the branded
company, organisation, product or service. The brand owner will seek to bridge the gap between
the brand image and the brand identity. Brand identity is fundamental to consumer recognition
and symbolises the brands differentiation from competitors as shown in figure 7.34.

23
 CORPORATE AFFAIRS l CHAPTER 7

Figure 7.34: Symbols of some brands

Source: http://ec1.images-amazon.com/images/P/0749443820.01._SCLZZZZZZZ_V56156444_.jpg

Brand identity may be defined

as simply the outward expres- tP
ce ers
fa on
sion of the brand, such as name ica
l al
ity
y s
and visual appearance. Some P h
Externalisation

Externalisation
practitioners however define
brand identity as not only out- Relationship Culture
ward expression (or physical
facet), but also in terms of the coRefl er n
ns ec u m atio
values a brand carries in the eye um te ns lis
er d Co nta
of the consumer. In 1992 Jean- Jean Noel Kapferer m
e

Noel Kapferer (as shown in fig-

ure: 7.35) developed the Brand Figure 7.35: Brand identity prism
Identity Prism as shown in fig-
ure 7.35, which charts the brand identity along a constructed source and constructed receiver
axis, with externalisation on the one side and internalisation on the other. On the externalisation
side brand identity consists of physical facet, relationship and reflected consumer. On the
internalisation side brand identity consists of personality, culture (values) and consumer
mentalisation. In this respect Kapferer positions brand personality as one factor within brand
identity.

7.13 Brand PERSONALITY

Brand personality is the attribution of human personality traits to a brand as a way to achieve
differentiation. Such brand personality traits may include seriousness, warmth, or imagination.
Brand personality is usually built through long-term marketing, as well as packaging and graph-
ics.

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 CHAPTER 7 l CORPORATE AFFAIRS

Brand personality is defined as the collection of human characteristics that are associated with
a brand (Aaker 1997), and differs from human personality in terms of how it is formed. While
human personality traits are inferred on the basis of an individuals behavior, physical charac-
teristics, attitudes, beliefs, and demographic characteristics (Park 1986), perceptions of brand
personality traits are formed and influenced by direct or indirect contact the consumer has with
the brand (Plummer 1985). Practitioners view brand personality as a key way to differentiate
a brand in a product category (Halliday 1996). Brand personalities are also central drivers of
consumer preference and usage (Biel 1993), and serve as common denominators that can be
used to market a brand across cultures (Plummer 1985).

Product positioning is an important strategy for achieving differential advantage. Positioning

reflects the place a product occupies in a market or segment. A successful position has char-
acteristics that are both differentiating and important to consumers.

Questions need to be answered in deciding on positioning you product:

What is your current position?

What does the space look like what are the most important dimensions in the cat-
egory?
What are the other products in that space and where are they?
What are the gaps, unfilled positions or holes in the category?
Which dimensions are most important?
How do these attitudes differ by market segment?

What position do you want to have?

Some of the positioning opportunities for a product include:

Finding an unmet consumer need or at least one thats not being adequately met now
by competition.
Identifying a product strength that is both unique & important.
Determining how to correct a product weakness and thereby enhance a products appeal
(e.g., legitimate new & improved).
Changing consumer usage patterns to include different or additional uses for the product.
Identifying market segments, which represent the best targets for a product.

How do you create a new positioning?

Creating a new positioning can come from two sources:

Physical product differences.

Communications finding a memorable and meaningful way to describe the product
(e.g., calling 7-Up the Uncola). As Ries and Trout point out, Positioning is not what you
do to a product; positioning is what you do to the mind of the prospect.

25
 CORPORATE AFFAIRS l CHAPTER 7

ACTIVITY

Thinks of a few products. How do the manufacturer positioning their product

and the effectiveness of their positioning strategy.

WEBSITE

http://www.s-m-a-r-t.com/Exp_brandpos.htm

7.14 Brand: Issues and Crisis Management

There are several important elements to cultivating an effective crisis management culture. A
smart company will work to develop an overall corporate strategy that creates good will, cred-
ibility and trust with consumers when times are good. McDonalds might be one example of a
company that seems to have done this, Google might be another. Such a corporate policy may
insure that the public, at least at the outset of a crisis, is willing to give the company and the
brand the benefit of the doubt. Figure 7.36 shows the credibility of some brand.

Figure 7.36: Credibility of some brand

Source: http://bp3.blogger.com/_UZImdYAiry8/SEd-LdytunI/AAAAAAAAGY4/qsIrzuAJxeM/s320/
mcdonalds_logo.jpg
The company should make all efforts to identify any conceivable crisis that may arise, ranging
from the most obvious to the random and seemingly unlikely. View the glass as half empty and
be sure to find the clouds behind every silver lining. A crucial part of the planning process is
imagining the worst.

The company should work to assemble an overall crisis management infrastructure as shown in
figure 7.37. This involves bringing together a crisis management team, planning and rehearsing

26
 CHAPTER 7 l CORPORATE AFFAIRS

the response to the threats set out in the audit, involv-

ing the CEO and other high ranking officers, and con- RISK MANAGEMENT
stantly updating all critical information. Mitigation Prepardness Prediction
and preven- and early
An effective crisis management culture must also give tion warning
employees the confidence to stick to the predetermined Protection

plans rather than deviate from the corporate message or Recovery

Impact
react spontaneously. This will insure that the company
Reconstruction assessment
speaks with one voice during the crisis. Speaking with
Recovery Response
a unified voice will avoid confusion and delays.
CRISIS MANAGEMENT
The foundation of effective crisis management culture
is the crisis management team. This team will serve as
Figure 7.37: Risk and crisis management
the shock troops to be deployed at the outbreak of a
crisis. The team should include the CEO and senior executives, legal counsel, public relations
and marketing personnel, and media consultants.

Case Study:
In Chicago in 1982, an unknown person tainted Extra-Strength Tylenol capsules with cya-
nide, causing the deaths of seven people. Tylenol was perhaps Johnson & Johnsons most
famous and trusted brand. Suddenly, Chicago police were roaming the streets with bullhorns
warning people not to use Tylenol. The national news media was advising consumers to stay
away from the pain reliever. At the time, advertising experts were predicting that Johnson &
Johnson would never sell another product under that brand name. As it turned out, however,
rumors of Tylenols death were greatly exaggerated.

To show consumers that it was more concerned with their safety than the bottom line, Tyle-
nol immediately advised the public not to take any kind of Tylenol product until the source
of the tampering could be determined. It also voluntarily recalled about 31 million bottles of
Tylenolevery single capsule in circulation, representing a retail value of more than $100
millionand immediately stopped advertising the brand entirely. The result was universal
praise from media analysts. In addition, as Tylenol capsules were the only ones found to be
tampered with, Johnson & Johnson exchanged the capsules for Tylenol tablets, which were
considered safe.

Once the public had been reassured that Johnson & Johnson had done everything in its power
to insure their safety, the company set out to reestablish the trust the public had in the safety of
the Tylenol brand. The key element of this process was Johnson & Johnsons development of
taper-resistant / childproof packaging. This packaging was introduced less than four months
after the deaths. At the time, most over-the-counter medications could be opened by anyone.
Today, the packaging developed by Johnson & Johnson is practically the standard. As a result
of Johnson & Johnsons swift and effective crisis management, which stressed public safety
and transparency instead of corporate profits and damage control, Tylenol is today one of the
leading brand names in pain relievers.

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 CORPORATE AFFAIRS l CHAPTER 7

ACTIVITY
Discuss any such crisis management undertaken by any company of your choice
and knowlewdge.

WEBSITE

http://inta.org/cmmeet/06am/cm/cm/IM50_Shire_Formatted.pdf

SUMMARY

1. This chapter had focused on the nature of public affairs and lobbying, difference be-
tween public affairs and lobbying, tools of the lobbyist, public affairs activity, the
importance of brand, components of brand and co-branding.

glossary

Advocacy - Active support of an idea or cause etc; especially the

act of pleading or arguing for something.

Coerce - To cause to do through pressure or necessity, by phys-

ical, moral or intellectual means.

Franchise - An authorisation to sell a companys goods or ser-

vices in a particular place.

Lobbyist - Someone who tries to persuade legislators to vote for

bills that the lobbyists favour.

Niche - A position particularly well suited to the person who

occupies it.

Partisan - An ardent and enthusiastic supporter of some person

or activity.

Stamp Act - An act passed by the British parliament in 1756 that

raised revenue from the American colonies by a duty
in the form of a stamp required on all newspapers and

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CHAPTER 7 l CORPORATE AFFAIRS

legal or commercial documents; opposition by the

colonies resulted in the repeal of the act in 1766.

Vogue - A current state of general acceptance and use.

reference

Books

Cornelissen, J. (2008). Corporate Communication. A guide to theory and practice (2nd

ed.). Sage Publications.

Fombrun, C. & Van Riel, C. (2003). Fame and Fortune. How Successful Companies
Build Winning Reputations. FT Prentice Hall.

Grensing-Pophal, L. (2006). The Essentials of Corporate Communications and Public

Relations. Harvard Business School Press.

Kitchen, P. & Schultz, D. (2001). Raising the Corporate Umbrella. Corporate com-
munications in the 21st century. Palgrave Macmillan.

Van Riel, C. (1995). Principles of Corporate Communication. Prentice Hall.

Van Riel, C. & Fombrun, C. (2007). Essentials of Corporate Communication. Rout-

ledge.

White, J. & Mazur, L. (1995). Strategic Communications Management. Making public

relations work. Addison-Wesley.

Wood, E. (2004). Corporate communication in Theaker. The Public Relations Hand-

book. Routledge.

Wood, E. (2006). Corporate communication in Tench and Yeomans (eds). Exploring

Public Relations. FT Prentice Hall.

Michael, J. Papa. (2008). Organisational Communication Perspectives and Trends.

Sage publications Inc.

Web Links

http://www.bbc.co.uk/keyskills/comms/1.shtml

http://web.cba.neu.edu/~ewertheim/interper/commun.htm

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http://www.communicationskills.co.in/types-of-communication-skills.htm

http://www.uni-kassel.de/fb8/misc/lfb/html/text/6-2-1frame.html

http://www.directarticles.org/moto-importance_of_communication_in_
organization;22107.html

multiple choice questions

1. __________aims to create an environment in which the organisation can thrive.

A. Public relation
B. Lobbyist
C. Advertising

2. Lobbying strategies include procative and__________ strategies.

A. Public relation
B. Publicity
C. Counteractive

3. __________is responsible for developing a working relationship with reporters and

other media representatives.
A. Lobbyist
B. Public Affairs Officer
C. Politician

4. __________is the philosophy and core behind all business development.

A. American Marketing Association
B. Advertising
C. Brand Management

5. __________is the practise of using multiple brand names toghether on a single product
or service.
A. Branding
B. Co-branding
C. Public affair

30