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Corporate Communication (1.4) > Blok 2.1 > Flashcards

Blok 2.1 Flashcards

1
Q

A corporate personality consist of…

A

Corporate personality encompasses the capacity of a corporation to have a name of its own, to sue and be sued, and to have the right to purchase, sell, lease, and mortgage its property in its own name. In addition, property cannot be taken away from a corporation without Due Process of Law.

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2
Q

Brand identity

A

A company’s brand identity or a brand’s brand identity (if a company own more than one brand) is the way in which it is defined through its style both visually and the values it portrays (its brand personality).

There are 3 types of brand identity

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3
Q

Monolitic identity

A

The whole company presents itself as ONE both visually and in the way it communicates and behaves. BP and Burger King are good examples of that type of corporate brand identity.

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4
Q

Endorsed identity

A

Subsidiary brands have their own style and identity but pay homage to their parent brand which is clearly presented in the background. Subsidiary brands can have their own personality but are still endorsed by their parent brand. A good example of this is car manufacturers who have a series of sub-brands but are each new brand of car is still heavily associated with its parent brand.

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5
Q

Branded identity

A

Each division has its own identity and style but product lines do not have anything to do with each other or the parent. This can be as a result of mergers and acquisitions where existing brands with strong identities do not want to be merged with their new owner.

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6
Q

What is a risk society?

A

There are a lot of issues of social importance, the general public expects a corporate response.

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7
Q

How does an issue turn into a crisis?

A
  1. pressure (from stakeholders)

2. do not deal with it until it becomes a thing

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8
Q

What is the life cycle of an issue?

A

Stage 1: emerge
Stage 2: debate
Stage 3: codification
Stage 4: enforcement

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9
Q

In the life cycle of an issue, what does stage 1 emerge contain/mean?

A

People start to notice things.

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10
Q

In the life cycle of an issue, what does stage 2 debate contain/mean?

A

The media picks it up. (Social media)

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11
Q

In the life cycle of an issue, what does stage 3 codification contain/mean?

A

The government and federal instances get involved.

Businesses lobby action so there won’t come new laws preventing them.

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12
Q

In the life cycle of an issue, what does stage 4 enforcement contain/mean?

A

The company is forced to act.

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13
Q

What are the 4 issue response strategies?

A
  1. Buffering strategy
  2. Bridging strategy
  3. Advocacy strategy
  4. Thought leadership
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14
Q

What is a buffering strategy?

A

An issue response strategy. This means that the company will deny the existence of the problem. They will remain silent.

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15
Q

What is a bridging strategy?

A

An issue response strategy. The company recognises the problem and tries to adapt, they also engage w/ stakeholders.

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16
Q

What is an advocacy strategy?

A

An issue response strategy. The company tries to change the stakeholders’ expectation, through issue campaigns and lobbying.

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17
Q

What is a thought leadership strategy?

A

An issue response strategy. The company stakes a position and they commit to progressive change.

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18
Q

What are Antagonistic stakeholders?

A

They are stakeholders who have high importance and low support.

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19
Q

What is the support- importance stakeholder matrix?

A

It consist of two lines; level of interest and level of support.
When someone has HIGH importance and HIGH support they are: Advocate stakeholders.
When someone has HIGH IMPORTANCE and LOW SUPPORT they are: Antagonistic stakeholders.
When someone has LOW IMPORTANCE and HIGH SUPPORT they are: Low-priority stakeholders.
When someone has LOW IMPORTANCE and LOW SUPPORT they are: Problematic stakeholders.

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20
Q

What are Advocate stakeholders?

A

They are stakeholders with high importance and high support.

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21
Q

What are Low-priority stakeholders?

A

They are stakeholders with low importance and high support.

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22
Q

What are Problematic stakeholders?

A

They are stakeholders with low importance and low support.

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23
Q

Are company vision values shared by all employees?

A

No. Leaders of the company must clearly define the values of the organization, the vision of leadership and expected behaviors for employees.

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24
Q

How can organisations deal with crisis scenarios?

A

1st: anticipation: predict and prevent potential crises before the occurred
2nd: resilience: ability to cope with a crisis when it occurs, improvise.

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25
Q

What are the 5 different levels of scenario planning for a crisis?

A
  1. Minimal Planning
  2. More extensive planning
  3. Extensive plans
  4. Stage 1-3, organisation-wide
  5. all previous stages + incorporates environmental scanning and early warning systems.
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26
Q

When scenario planning, what does minimal planning contain?

A

This is a limited set of plans. (evacuations and first aid)

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27
Q

When scenario planning, what does more extensive planning contain?

A

This is limited to natural disasters and human errors. It is mostly damage containment.

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28
Q

When scenario planning, what does extensive planning contain?

A

Crisis procedures.

  • probable natural disasters
  • human errors
  • training employees
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29
Q

When scenario planning, what does extensive planning organisation-wide contain?

A

Evacuations, first-aid, natural disasters and human errors. There will also be consultation off potential crises and the impact on stakeholders.

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30
Q

How can a crisis also be a financial threat?

A

Disruption may lead to a loss of income, a damaged image may also lead to a loss of earnings.

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31
Q

What is the agenda-setting theory?

A

The media reports on an issue, determines that in the public mind.
The press does not tell people what to think, but it tells readers what to think about.
Much repeated issues become lodged in public’s mind.

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32
Q

What is reputational capital?

A

The quality of the relationship it has established with stakeholders and the regard in which the company and brand is held. It can shield the company from a crisis having a lasting negative impact.

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33
Q

What is the reservoir of goodwill?

A

An organisation with a favourable reputation suffers less and rebounds more quickly from a crisis.

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34
Q

What is the “Halo-effect?”

A

The repetitional capital may protect an organisation during a crisis.

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35
Q

What is organisational stigma?

A

A collective stakeholder group-specific perception that an organisation possesses a fundamental, deep-seated flaw which leads stakeholders to discredit the organisation.

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36
Q

What is a crisis that is unintentional and external?

A

Faux-pas

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37
Q

What is a crisis that is unintentional and internal?

A

Accident

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38
Q

What is a crisis that is intentional and external?

A

Terrorism

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39
Q

What is a crisis that is intentional and internal?

A

Transgression

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40
Q

What does a “Faux-Pas” mean when talking about a crisis?

A

It means false step. Here, social responsibility is the focal point. There has been a violation of social rules and expectations.

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41
Q

What is the best strategy to use when a “Faux-Pas” occurred?

A

Distance or association strategy.

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42
Q

What does “Accident” mean when talking about a crisis?

A

These are acts of nature or human errors. Stakeholders and publics are less likely to react negatively to acts of nature than human errors.

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43
Q

What is the best strategy to use when an “Accident” was the type of crisis?

A

Distancing or apology strategy.

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44
Q

What does “Transgression” mean when talking about a crisis?

A

Here, stakeholders and publics are knowingly placed at risk or harm.

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45
Q

What is the best strategy to use when “Transgression” is the reason for a crisis?

A

Acceptance strategy.

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46
Q

What does “Terrorism” mean when talking about a crisis?

A

This was designed to harm the organisation directly or indirectly.

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47
Q

What is the best strategy to use when “Terrorism” is the reason for a crisis?

A

Suffering strategy.

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48
Q

Why are media relations important?

A

News media are important as channels for generating publicity and their coverage of business may influence many important stakeholders.

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49
Q

What does “Media Logic” mean?

A

Media logic = news routines within a media organisation may also reflect a certain ideology or political orientation that is shared by journalists and editors.

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50
Q

What are the two levels of agenda-setting?

A
  1. Relates to the objects of news coverage
    - political candidates, nation states, organisations.
    - focus on: does this organisation come to mind when a particular issue is being discussed.
  2. The media can influence how people think by placing emphasis on certain situations and ignoring others.
    - focus on: not only whether people think about this topic, but also how they do so in terms of certain associations or judgements.
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51
Q

How is a corporate reputation formed?

A

Through multiple interactions of individuals with an organisation, and not only or even primarily through media coverage.

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52
Q

What does “Media-Favourability” mean?

A

It is the second level of agenda setting, where the media does not only report facts but also neutral observations.

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53
Q

What is “Agenda-Building”?

A

Discussions and debates amongst multiple groups.

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54
Q

What is the “Framing Theory”?

A

The theory is used to understand and investigate communication and related behaviours in a wide range of disciplines.
It focusses on how messages are created in such a way that they connect with the underlying psychological processes of how people digest information and make judgements.
This is important because it helps shape the perspectives through which people see the world.

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55
Q

What is the “Corporate frame”?

A

A corporate decision, issue or event is framed in a way that is promotes the company.

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56
Q

What is news framing?

A

News is selectively portrayed by the media in an effort to explain news to a broader audience.

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57
Q

What are the four tools and technique to obtain news coverage and monitor reporting on the organisation?

A
  1. Press release
  2. Press conference
  3. Interviews
  4. Online newsrooms
58
Q

What happens to a press release before the public sees it?

A

To transfer news to journalists so it can be made public.

59
Q

When is a press release used?

A

When they refer to newsworthy events or items that are current and have human interest.

60
Q

What is dangerous for the fast media?

A

The chance of incorrect reporting is bigger.

61
Q

How does a press conference usually go?

A

Journalists are invited to a press conference
They are at fixed periods in the calendar
- release financial report of informational
- ad hoc: during issue or crisis

62
Q

What is a positive aspect of a press conference?

A

It allows journalists to ask questions.

63
Q

Who is the interviewee during an interview?

A

Spokesperson or CEO

64
Q

What is a positive aspect about using online newsrooms for media monitoring?

A

It connects different platforms and media content.

65
Q

What is an important online newsrooms a company can use?

A

Their website, it should have reports, speeches, press releases, videos and podcasts the company brought out.

66
Q

What is an advantage of using an online newsroom for a company?

A

It provides journalists with the information they need. When people go to the website they can find all the information they need.

67
Q

Who are the 5 key stakeholders?

A
  1. Employees
  2. Customers
  3. Investors
  4. Government
  5. Public
68
Q

How does a company need to address employees as a stakeholder?

A

Through internal communication.

69
Q

How does a company need to address customers as a stakeholder?

A

Marketing communication.

70
Q

What are themed messages?

A

They relate to specific capabilities, strengths or values.

71
Q

What are the 3 kind of themed messages?

A
  1. Functional
  2. Symbolic
  3. Industry
72
Q

How would you describe a functional themed message?

A

It is a rational message, tangible, physical or concrete capabilities or resources of an organisations.

73
Q

How would you describe a symbolic themed message?

A

It has an emotional message, psychological needs, preferences and experiences of stakeholders.

74
Q

How would you describe an industry themed message?

A

It is generic and designed to achieve an advantage over competitors in the same industry.

75
Q

There are 5 different message styles.. what are these 5?

A
  1. Rational message
  2. Symbolic association
  3. Emotional message
  4. Generic message
  5. Pre-emtive
76
Q

What is a rational message style?

A

It is functional.
The organisation makes a superiority claim about its products or achievements based on an advantage in its capabilities, size or resources.

77
Q

Why would a company choose a rational message style?

A

By using a rational message style, they identify an important difference and develop a claim the competition cannot make.

78
Q

What is a symbolic association message style?

A

This is a claim based on a psychological differentiation through symbolic association.

79
Q

When should organisations use a symbolic association message style?

A

It is best for the organisations where differences are difficult to develop, or easily duplicated.

80
Q

What is an emotional message style?

A

Here, the company attempts to provoke involvement and positive reactions through a reference to positive (or negative) emotions.

81
Q

When is an emotional message style effective?

A

Effective use depends on the perceived authenticity of the emotion to stakeholders.

82
Q

What is a generic message style?

A

A straight claim about industry or cause with no assertion of superiority.

83
Q

What sort of company should use a generic message style?

A

A monopoly or when they have an extreme dominance of the market.

84
Q

What is a pre-emtive message style?

A

A generic claim with a suggestion of superiority.

85
Q

Is it possible that organisations use different message styles to communicate different messages to different stakeholders?

A

Yes.

86
Q

What are the 7 steps in the process of planning a program or campaign?

A 
Step 1: Strategic intent 
Step 2: Define communication objectives
Step 3: Identify and prioritise target audience
Step 4: Identify themed messages
Step 5: Develop message style
Step 6: Develop a media strategy 
Step 7: Prepare the budget
87
Q

When defining the communication objectives in campaign, what should you do?

A
  • Develop specific programmes for particular stakeholders OR a general one that addresses every stakeholder
  • Make them SMART
88
Q

When identifying the target audience for a campaign, what should you do?

A

There are many stakeholders groups, so use models to identify the most important. Make the groups into more specific groups.

89
Q

When developing the message style for a campaign, what do you do?

A

Use one of the five, make them creative and appealing.

Multiple messages for different stakeholders.

90
Q

When developing a media strategy, what is important?

A

Identify the media to reach the target group. You pick the most effective and efficient.

91
Q

What is “Corporate Citizenship”?

A
  • expressions of involvement of any organisation in matters concerning society as a whole
  • examples: pro bono and charity
  • differs from individual citizenship
  • -> individual is symmetrical: government and individuals give and take the same
  • ->corporate is asymmetrical: they give more than they take
92
Q

What is the triple bottom line?

A

People: social issues inside and outside the company
Planet: environmental care
Profit: manufacturing and selling products

93
Q

What are the 5 different approaches to CSR?

A
  1. Defensive
  2. Charitable
  3. Promotional
  4. Strategic
  5. Transformative
94
Q

What is a defensive CSR approach?

A

It holds ad hoc interventions with stakeholders, the government and primary stakeholders. It is social and environmental.

95
Q

What is a charitable CSR approach?

A

This contains of donations and sponsorships. Mostly local and to communities.

96
Q

What is a promotional CSR approach?

A

Public relations campaigns and events. PR. Customers and general public as stakeholders.

97
Q

What is a strategic CSR approach?

A

Management systems. Tactical and logical.

98
Q

What is a transformative CSR approach?

A

Business models, broad scope and corporate sustainability.

99
Q

What is “Greenwashing”?

A

Instances where organisations communicate excessively about their CSR compared to real achievements.

100
Q

What are the three communication strategies for CSR?

A
  1. Informational strategy
  2. Stakeholder response strategy
  3. Stakeholder involvement strategy
101
Q

What really is the “informational strategy” when talking about CSR?

A

It is a one-way street where the company informs the stakeholders.

102
Q

What really is the “stakeholder response strategy” when talking about CSR?

A

The stakeholders are asked for feedback. It is a two-way street, but the company still makes the decisions.

103
Q

What really is the “stakeholder involvement strategy” when talking about CSR?

A

It is a real mutual dialogue between the stakeholders and the company. Here the company will meet the expectation.

104
Q

How do you make sure your CSR works well?

A
  1. Set clear objectives
  2. Set progressive objectives
  3. Involve stakeholders
  4. Report transparenty
  5. Be accountable
105
Q

What are the 3 stages of community relations?

A
  1. Charitable donations
  2. Community involvement
  3. Citizen approach
106
Q

When talking about community relations, what are “Charitable Donations”?

A

A contribution of companies to communities:

  • donations to charity
  • giving freebies to non-profit organisations
  • to create goodwill
107
Q

When talking about community relations, what are “Community Involvement”?

A
  • Emphasis on employee volunteer programs

- The company redefines their expectations of the community

108
Q

When talking about community relations, what are “Citizen Approach”?

A
  • How a company acts
  • What the company does for a community
  • Wider expectations and the rise of stakeholders
  • Company needs to behave in ways that promote and build trust between it and the community
  • Company must give legitimacy to operate
109
Q

What are the 3 programme elements?

A
  1. Philantrophy
  2. Volunteers
  3. Partnerships
110
Q

What is “Philantrophy”?

A
  • Charitable donations to a local community or charity
  • Minor involvement
  • Strong symbolic signal that the company cares about the company
111
Q

What is the programme element “Volunteers”?

A

Employee volunteering programmes

  • most important resource of a company
  • help build relationship with the local community ]
  • employees act as ambassadors
112
Q

What is the programme element “Partnerships”?

A
  • High level of commitment and involvement
  • Companies engage in partnerships with community agencies
  • to address public or community issues around education, infrastructure and welfare
113
Q

How does the development from issue to crisis go? (4 stages)

A
  1. Latent
  2. Active
  3. Intense
  4. Crisis
114
Q

What is the “Latent” stage of an issue turning into a crisis?

A

It is an issue, there is media attention or coalition stakeholders. Here is het important to monitor and scan the environment.

115
Q

What are the 4 stages of managing a crisis?

A
  1. Environmental scanning
  2. Issue identification and analysis
  3. Issue- specific response strategies
  4. Evaluation
116
Q

What does stage 1: Environmental scanning, in a crisis, involve?

A

The environment changes. So make a DESTEP and a SWOT.

117
Q

What does stage 2: Issue identification and analysis , in a crisis, involve?

A

You look at the position- importance matrix and establish what stakeholders you have.

118
Q

When you have problematic stakeholders, what do you do?

A

You give them an educational programme to change their opinion.

119
Q

What do you do when you have an antagonistic stakeholder?

A

You anticipate nature objections. You also develop and communicate counter-arguments

120
Q

What do you do when you have low priority stakeholders?

A

You educate them and promote the company’s involvement.

121
Q

What do you do when you have supporting stakeholders?

A

You provide them information and ask them to influence others.

122
Q

What does stage 3: Issue- specific response strategies, in a crisis, involve?

A

You have different response strategies:

  1. Buffering
  2. Bridging
  3. advocacy
  4. Thought leadership
123
Q

How do you influence the public policy formation?

A
  • indirect: advocating
  • direct: lobbying

Shaping or influencing the government is very normal.
Lobbying: 2 views:
- lobbyist abuse democratic system for self interest
- lobbying is an intrinsic part of the democratic process

124
Q

Reputational platform

A

Reputation management involves a set of activities designed to maintain or create a positive public perception of a company, product or person. In today’s world, this takes place largely online. It starts with understanding what content exists that directly or indirectly mentions a brand and monitoring the channels where relevant conversations are likely to occur. Only after gaining a good understanding of what’s been said about you online can marketers and PR professionals begin steps to influence the public’s frame of reference.

125
Q

A communication strategy is defined as..

A 
Communication is the exchange of information between a sender and a receiver. It used to be that you only had to worry about the way you communicated face-to-face or on paper. Technology has changed this completely. It is important for people to take into account every aspect of how they are relaying information. This is where communication strategies come into play. Communication strategies are the blueprints for how this information will be exchanged.
Three types:
- verbal 
- nonverbal 
- visual: images, webpages
126
Q

What are the 5 stages of the research cycle?

A
  1. Audit: identify issues
  2. Objectives
  3. Collect data
  4. Examine data and conclude
  5. Report findings
127
Q

What is the “Net Promoter Score”?

A

Net Promoter Score®, or NPS®, measures customer experience and predicts business growth. This proven metric transformed the business world and now provides the core measurement for customer experience management programs the world round.

128
Q

What are “Panel Studies”?

A

An investigation of attitude changes using a constant set of people and comparing each individual’s opinions at different times.

129
Q

What is culture?

A

In all our transactions with different cultures we must never forget that it is people we are dealing with. Each person we meet is an individual with his or her unique personality and life story. We can never assume that a certain behavior or response is solely based on a person’s culture.
Culture has a core and many layers

130
Q

What happens when cultures clash?

A

Cultural misunderstanding or miscommunication – which can very quickly lead to distrust – often occurs when deeper non-visible cultural core values clash between people from different cultures.
Culture defines values and interests, shapes perceptions, and our choices of alternatives, and influences conflict outcomes (Pedersen and Jandt, 1996). Overall, their cultural background influences the ways in which people view and resolve conflict

131
Q

What is conflict management?

A

Cultural groups that view conflict as destructive often avoid a direct confrontation in a conflict situation and may instead seek to use a third party in order to avoid a direct confrontation and save face. This third party intervention may be informal, such as when a friend is asked to intervene, or formal, such as when legal or expert assistance is sough. This peacemaking approach to conflict values harmony and the protection of face in a conflict resolution. (Shuang Liu, et al., 2011).

132
Q

Wie heeft het stuk over conflict management geschreven?

A

Shuang Li

133
Q

What is the Face-Negotiation Theory?

A

The concept of face is about self-identity, and other-identity consideration in a communication event.
Face is tied to the emotional significance and estimated calculations we that we attach to our own social self-worth and that of others. Face can be threatened, enhanced, given, saved, lost, and negotiated.

134
Q

Who developed the Face Negotiation Theory?

A

Stella Ting- Toomey

135
Q

What are the three kinds of face orientation?

A
  • Self- face concern
  • Other - face concern
  • Mutual - face concern
136
Q

When is face expierenced?

A

When we are not treated in the way we think we should be. If the discrepancy is large, individuals engage in facework, employing verbal and non-verbal behavior to restore face loss.

137
Q

What is “Self-face”?

A

The protective concern for one’s own image when face is threatened in a conflict situation.

138
Q

What is “Other-face”?

A

The concern for the other party’s image in the conflict; mutual face concern considers both parties’ image.

139
Q

What do people a “Face-sensitive” culture experience?

A

Left wondering why a truth-sensitive culture needs to be so rude when conducting business.

140
Q

What do people with a “Truth-sensitive” culture think about the way people with a face culture handle business?

A

They wonder why they need to cover up things and fails to get straight to the point.

141
Q

What is the “Core Quadrant Model”?

A

It gives an insight into our own and other people’s positive and more challenging characteristics. It can help manage culturally challenging and diverse situations.

Corporate Communication (1.4) (6 decks)

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