The purpose of this paper is to focus on the role ingredient branding (IB) plays in shaping the strategic communications created by public relations/corporate communication departments of large organizations when managing crises.
Starting from a literature review on strategic communication and IB the role of this activity is studied within the Italian context. In order to reach the aim of the paper, primary and secondary sources were exploited generating qualitative and quantitative data. The primary data were gathered though in-depth interviews with key management personnel while the secondary data were sourced from reports made available by Tetra Pak Italy.
The study confirmed the contribution of the strategic proactive role played by Tetra Pak Italy managers of External Relations and Marketing Departments and the communication agency manager during a challenging period of crisis for the company. The main implication of the paper lies in the analysis of the important strategic work implemented by the external consultant of communication together with the External Relations and Marketing managers as members of the dominant coalition.
The paper analyses a Tetra Pak Italy case study, as an exploratory case that could demonstrate how strategic communication – based on an IB campaign – is of fundamental importance during a period of crisis. Moreover, the research studied how proactive and effective the role played by the communication consultant and managers of External Relations and Marketing Departments was as a determinant of resulting outcomes.
Although the views and ideas expressed in this chapter are those of Maria Palazzo and Alfonso Siano; “Conceptual Background”, “Research Design”, “Background to the Case”, “Findings” and “Discussion” are attributed to Maria Palazzo, while “Introduction”, “Research Questions”, “Contributions and Implications” and “Conclusions” to Alfonso Siano.
Siano, A. and Palazzo, M. (2015), "Tetra Pak Italy’s ingredient branding: an exploratory case of strategic communication", Journal of Communication Management, Vol. 19 No. 1, pp. 102-116. https://doi.org/10.1108/JCOM-02-2012-0017
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