Search results

The purpose of this paper is to explicate the natures, histories, similarities and differences of, and between, corporate communication and corporate marketing.

The modus operandi of the article is to map these two territories and, by this means, afford assistance to scholars and practitioners within the communications and marketing domains who share the authors' intellectual and instrumental interests in these two territories. As such, the article seeks to provide a general introduction to the nature of these two fields along with their bases and rationales.

Whilst there are significant differences between corporate communication and corporate marketing, the authors also found similarities in terms of the importance accorded to identities (an identity‐based view of the corporation can be significant here) and are mindful of the impact of ethics and note common grounds in their analytical focus. Both areas are also inextricably linked by virtue of their foci on corporate‐level concerns rather than product‐related concerns that have, for the main, predominated vis‐à‐vis traditional modes of communication/PR and marketing.

From a theoretical point of view the paper invites to explore the synergies between these two disciplines. From a practical point of view practitioners are invited to rethink their communications under the lens of corporate marketing and corporate communication.

The contribution of the paper is to provide an extensive literature review of the two fields that uncovers the theoretical backgrounds of both disciplines, their nature and analytical focus. Also, the value is to compare these two fields one with the other.

This study aims to investigate how marketing communication (MC) and nascent corporate communication (CC) strategies are juxtaposed in the small- and medium-sized enterprise (SME) setting.

A qualitative research method based on a multiple case study approach is elaborated in a South-East Asian emerging economy.

The key findings show that MC and nascent CC strategies coexist in SMEs, and are frequently closely interwoven, enabling the introduction of an integrated hybrid communication (IHC) theoretical perspective in this context. Four requisites inform IHC management: communicate the identity/roots; establish and communicate the relationship with multiple stakeholders; communicate the product/service to customers; and communicate other activities of the firm (e.g. corporate social responsibility and brand identity). SME managers were predisposed to use at least three communication channels among the following: advertising, sales promotion, public relations, direct marketing and/or personal selling. Furthermore, managers generally preferred internet-enabled communication.

This study provides fresh insights into how SMEs could integrate their communication strategies to increase their survival chances and business growth. However, the need to develop SMEs is required in every economy. Thus, the present findings could be seen as relevant to various audiences (academic, practitioners and/or policy-makers) such as for managers from Western and/or European settings who are interested in operating in the Malaysian economy.

By using the four requisites that inform IHC, owners/managers of SMEs can adopt a more holistic approach, by strategically planning communication activities using both communication typologies (i.e. product and firm level). Thus, SMEs will be able to enhance clarity and consistency in their communication strategy and achieve brand equity across relevant stakeholders in the long run.

This study introduces the IHC theoretical perspective and reveals the communication tools used by SMEs to communicate product and brand-related messages to multiple stakeholders. These messages tend to stem from and are shaped by the identity/roots of the firm embedded in managerial personality/values.

The purpose of this paper is to examine what formal executive-level committees senior corporate communications executives are members of and what value they contribute.

The researcher conducted in-depth interviews with 30 senior executives at four US companies who discussed corporate communications’ involvement in eight strategic issues.

The focus on the C-Suite is too narrow as strategic issues arise at the division level and in executive-level committees. Corporate communications is often in competition with marketing for influence and coveted seats in the board rooms. Corporate communications is most likely to be included in decision making when issues are perceived as falling within their domain, when the function has support from the CEO, when working in industries with frequent crises or those focussing on reputation management, and in companies that utilize integrated decision teams.

Corporate communicators need to enhance their research skills and educate other colleagues about their domain beyond media relations.

Study includes the perspectives of executives outside of corporate communications such as marketing, sales, human resources, investor relations, finance, and operations as well as division presidents.

The purpose of this paper is to advance the general understanding of the corporate heritage domain. The paper seeks to specify the requisites of corporate heritage and to introduce and explicate the corporate heritage marketing and total corporate heritage communications notions.

As befits an opening article of the first special edition specifically devoted to corporate heritage, this article is largely conceptual in character and draws on the extant literature on corporate heritage brands and identities. In illuminating key points, it also makes reference to extant corporate heritage entities/brands.

A provisional theory of corporate heritage sustainability is articulated, as is the enumeration of key corporate heritage traits. The notions of corporate heritage marketing and total corporate heritage communications are introduced and articulated. Key corporate heritage traits requisites encompass omni‐temporality; institution trait constancy; external/internal tri‐generational hereditary; augmented role identities; ceaseless multigenerational stakeholder utility and unremitting management tenacity. Corporate heritage marketing consists of eight dimensions: corporate heritage character/communications/covenant/conceptualisations/culture/constituencies/custodianship/context. Total corporate heritage communicates consists of primary/secondary/tertiary and legacy communications.

The paper notes the need for assiduous management attention to be accorded to organisations with a bona‐fide corporate heritage. Managers are custodians – as are organisational members guardians – of a corporate heritage. Corporate heritage institutions because they are sui generis require distinct approaches vis‐à‐vis their preservation and management.

Corporate heritage identities and corporate heritage brands confer not only corporate but also temporal, territorial, social, cultural and ancestral identities to multi‐generational groups of customers and other stakeholders. As such, they are of importance not only as corporate entities but also as perennial social identities as well. This is of importance to policy makers, managers and owners of corporate heritage identities and corporate heritage brands.

The unveiling of corporate heritage marketing and of total corporate heritage communications perspective and the articulation of key corporate heritage entity traits is original and is of value to corporate communications/corporate marketing scholars and practitioners alike.

The paper aims to explore how companies communicate their heritage by drawing on heritage marketing and corporate communications literature and mapping the corporate heritage communication strategies of iconic Italian brands.

The study adopts an inductive multiple case study approach, analysing the communication of corporate heritage by nine iconic Italian brands (Pastificio Lucio Garofalo, Barovier & Toso, Pasta Farina, Ducati, Amaro Montenegro, Fiat, Bonomelli, Olivetti and Illy).

In communicating corporate heritage, companies adopt different strategies that vary along two main dimensions – the subject of the story and the tone of voice of the content. The strategies are: (1) heritage for authenticity; (2) heritage for market leadership; and (3) heritage for continuity.

From a theoretical point of view, the study highlights that heritage marketing strategies vary according to underlying strategic themes and narrative approaches. From a managerial point of view, it offers a preliminary guide for the development of corporate heritage communications, also providing indications for their implementation.

This study is amongst the firsts to investigate the strategic antecedents that can shape corporate heritage communication strategies. It represents an integration of the existing literature, which is limited to the descriptive presentation of heritage marketing principles and tools.

Integration is a key component within marketing‐ and corporate communication. Benefits include synergetic representations, increased credibility and transparency. However, integration may be problematic. With the purpose of re‐conceptualizing integration, this paper aims to discuss how organizational self‐understanding and self‐presentation are challenged by consumer resistance as integrative communication practices prevent organizations from fully engaging in meaningful stakeholder dialogue.

Framed by a cross‐disciplinary review of integration as a concept, Arla Foods' “ONE” is analyzed by way of a qualitative content analysis as an exemplary case of integrated communication. Subsequently, the case is approached from a critical consumer perspective, drawing on empirical studies of consumer responses to and conversations with Arla Foods.

An alternative approach to integration is presented replacing the notion of “one voice, one sound, one story” with an emersion of the organization into consumer narratives and market cultures. Integration is re‐conceptualized as moving from an intra‐organizational perspective towards a co‐creative perspective.

There is a need for further re‐conceptualization of integrated communication in order to develop a theoretical framework and definition that articulates a co‐creative view on integration.

Re‐articulating integration based on co‐creation carries different potential consequences for communication management, e.g. listening to consumer voices, self‐reflection and co‐development.

The original contribution lies in re‐conceptualizing integration as moving from an intra‐organizational perspective towards a co‐creative perspective with both practical and research implications.

This paper aims to introduce a new integrated strategic framework entitled, “The corporate identity, total corporate communications, stakeholders’ attributed identities, identifications and behaviours continuum” and elucidates the central and strategic importance of corporate identity apropos corporate communications, corporate image, attributed stakeholder identifications and resultant behaviours. The strategic importance of corporate identity is noted. The continuum incorporates a variety of disciplinary/theoretical perspectives.

The paper/framework is informed by corporate marketing and strategic perspectives; legal theory of the firm; social identity branch theories; and stakeholder theory. The effects and management of corporate identity are seen as a continuum. The framework accommodates Tagiuri’s (1982) scholarship on corporate identity.

This paper formally introduces and explicates “The corporate identity, total corporate communications, stakeholders’ attributed identities, identifications and behaviours continuum”. Corporate identity management is an on-going strategic senior management/strategic requisite. Notably, the legal theory of company law – routinely overlooked – and its impact on corporate identity management is accepted, acknowledged and accommodated. The importance of stakeholders and stakeholder identification (a derivative of social identity theory) is underscored.

Via the explication of the continuum, managers can comprehend the nature and importance of corporate identity; appreciate that corporate identity adaptation/change is on-going; comprehend its interface/s with corporate communications, stakeholder attributed identities, identifications and the business environment; understand the need for on-going fidelity to an institution’s legally based core purposes and corporate identity traits (juridical identity); cognise the efficacy of constant stakeholder and environmental analysis. Corporate identity sustainability requires corporate identity to be advantageous, beneficial, critical, differentiating and effectual. Stakeholder prioritisation is not solely dependent on power, legitimacy and urgency but on legality, efficacy, ethicality and temporality.

The resultant framework/approach, therefore, aims to make a meaningful advance on the territory and, moreover, seeks to be of utility to scholars and practitioners of corporate marketing, strategy and company law. Arguably, therefore, the framework is more ambitious than extant framework on the domain. The resultant framework/approach, therefore, aims to make a meaningful advance on the territory and seeks to be of utility to scholars and practitioners of corporate identity, communications, images, identification, stakeholder theory, company law and, importantly, corporate strategy.

The purpose of this research is to develop and test a Thai model for societal marketing's impact on consumer's attitudes toward a corporate image.

A preliminary model was developed from the existing literature, followed by exploratory research consisting of three in‐depth interviews and four focus groups to refine the model. The model was then tested with data collected from a mail survey completed by 1,153 respondents, using structural equation modeling.

The findings indicate that a societal marketing program and corporate communications can create positive consumer attitudes toward corporate image. In addition both educational level and marital status of respondents significantly influence consumer attitudes towards corporate image. Moreover, societal marketing program identity, when compared with other variables, illustrates the most powerful impact on customers' attitudes toward corporate image.

The data were gathered from one program only, hence future research could extend these findings to other programs to test their generalisability.

The key implications of these findings for marketing managers include support for the use of societal marketing programs at a strategic level as well as suggestions for successful implementation of these programs.

This study contributes to societal marketing research because a scarcity of empirical research still exists in this field, particularly in Asian countries such as Thailand.

Corporate marketing is a marketing and management paradigm which synthesises practical and theoretical insights from corporate image and reputation, corporate identity, corporate communications and corporate branding, among other corporate‐level constructs. The purpose of this paper is to explain the nature and relevance of corporate marketing and to detail the antecedents of the territory.

Via the adoption of a quadrivium; a traditional classical approach to the acquisition of knowledge, the paper shows how organisations can be faced by Apocalyptical scenarios through a failure to accord sufficient attention to one or more dimensions of the corporate marketing mix; explains why the emergence of corporate level constructs such as corporate image, identity, branding communications and reputation represents, both individually and collectively, the Advent of corporate marketing; details the various integrative initiatives in corporate design, corporate communications and identity studies which, together with the incremental augmentation of the marketing philosophy, find their natural dénouement in the Epiphany of corporate marketing; and describes the 6Cs of the corporate marketing mix and reflects on possible future directions in organisational marketing.

The paper reveals the efficacy of adopting an organisation‐wide corporate marketing philosophy to management decision makers and scholars.

Drawing on the marketing/management theory of identity alignment policy the paper accords attention to each dimension of the corporate marketing mix and ensures that they are in meaningful as well as in dynamic alignment.

The practical utility of corporate marketing is explicated by making reference to case vignettes, and various marketing and non‐marketing literatures.

Concerns questions such as that posed by the title in respect of the development of corporate communications in its triumvirate form of management communication, organizational communication, and marketing communication as identified by Van Riel (1995). Posits that the major theoretical foundations for corporate communications can be drawn directly from public relations. Terminologies must be firmly anchored in a well understood framework, recognized by both practitioners and academics and based on five crucial research questions.