Summer Internship Report

On
Corporate Communications and the use of Social Media

By

Rohan Jangid
A30201914047
MBA Class of 2014-2016

Under the Supervision of

Prof.Krishnan
In Partial Fulfillment of Award of Bachelors of Business Administration

AMITY SCHOOL OF BUSINESS

AMITY UNIVERSITY UTTAR PRADESH
1

SECTOR 125, NOIDA - 201303,

UTTAR PRADESH, INDIA

AMITY UNIVERSITY UTTAR PRADESH

AMITY SCHOOL OF BUSINESS

DECLARATION

I, Rohan Jangid student of Master Of Business Administration from Amity School of Business,
Amity University Uttar Pradesh hereby declare that I have completed Summer Internship on
Corporate Communications and the use of Social Media as part of the course requirement.

I further declare that the information presented in this project is true and original to the best of
my knowledge.

Date: 26/06/15

Rohan Jangid
2

Enroll. No: A30201914037

Place: Mumbai

MBA Class of 2014-16

AMITY UNIVERSITY UTTAR PRADESH

AMITY SCHOOL OF BUSINESS

CERTIFICATE

I hereby certify that Rohan Jangid student of Master of Business Administration at Amity
School Of Business, Amity University Uttar Pradesh has completed Summer Internship on
Corporate Communications and the use of Social Media, under my guidance.

Prof.Krishnan
Sr. Faculty
Marketing dpt.

Acknowledgement

I am grateful to Siemens LTD. for providing me an opportunity to explore the operational

aspects through Summer Internship Program
I am extremely grateful to Prof.Krishnan(My Faculty Guide) and Mr. Arun Soares (My
Industry Guide) who gave me triggering points to think, to move ahead in my internship and
directed me whenever needed. And also, for being a source of inspiration and guidance, for the
constructive in valuable suggestions and constant support during my summer training and in
materializing this report.
I also owe my thanks to all the office members of all the departments in the company especially
Mr. Ashish Chaudhary (Asst. Manager), my work would not be completed without their cooperation.

20th June 2015

Student Name & Signature: Rohan Jangid
Enroll. No: A30201914047
Program: MBA

Table of Content
5

Topic

Page no.

Introduction & Company

6 - 11

Profile
Objective of the study
Research Methodology

12
13

Introduction of Management

14 - 17

Activities In Event

18 - 19

Event Planning

20 - 21

Evolution of Event Marketing

22 - 32

Event Management in Delhi

32 - 33

Company's Profile

34 - 36

Data Analysis

37 - 38

Analysis & Interpretation

39 - 52

Keys Problem

53

Recommendations

54

Bibliography

55

Annexure I

56 - 59

Annexure II

60

INTRODUCTION
6

Corporate Communication is a management function or department, like marketing ,finance, or

operations dedicated to the dissemination of information to key constituencies, the execution of
corporate strategy and the development of messages for a variety of purposes for inside and
outside the organization
In todays global corporation, this function serves as the conscience of the corporation and is
responsible for the organizations reputation. Previously called public relation or public affairs,
corporate communication has taken on new importance in the 21st century as a result of crises at
companied like Enron and Toyota.
The department usually oversees communication strategy, media relations, crisis communication,
internal communications, reputation management, corporate responsibility, investor relations,
government affairs and sometimes marketing communication
The person running the department is the chief communications officer of the firm and reports
directly to the chief executive officer in many of the global organizations due to critical
importance of the function today
.

EXECUTIVE SUMMARY:

In today's fast-paced business environment, employees at all levels find themselves being asked
to handle more tasks, meet more deadlines, take on more responsibilities, and adapt to more
change. Added to these challenges is the constantly shifting diversity of the workplace, where
coworkers cope with generational, gender, age and cultural differences. Communication, both
verbal and nonverbal, is at the foundation of everything we do and say, and is especially
important in the 21st century workplace. The good news is that communication is a learned skill,
and can be improved upon with the right training. The focus of this course is to heighten
students awareness of workplace communication, and add new interpersonal skills, with the end
result of becoming a more competent communicator overall. Target areas include: the process
and functions of communication, behavioral patterns, perceptions as reality, verbal and nonverbal
cues and behaviors, confidence, assertiveness, tact, anger management, criticism and
constructive feedback, conflict resolution, team building, leadership, interviewing, and
communicating more effectively with technology (email, Skype, texting, etc.).

Company Profile : Siemens

8

History:
Werner von Siemens was born on December 13, 1816Born as the fourth of 14 children to a
tenant farmer in Lenthe near Hanover.With tight financial situation, Werner von Siemens could
not take his final exams and instead joined the Prussian army to gain access to engineering
training This created a solid base for his future work in electrical field. Werner von Siemens
once said, I have a dream of founding a worldwide business, with power and reputation. Few
entrepreneurs of that period had the determination of Siemens, who sought international success
with inventions. Besides being a businessman, he was also a great scientist. Amongst his many
inventions, the most important discovery was the dynamo electric principle. In 1847, Werner von
Siemens constructed the pointer telegraph .This innovation laid the foundation of our Company,
Siemens & Halske Telegraph Construction Company, Berlin.

Some Early Inventions:

1866: Discovery of dynamo-electric principle
1879: First electric Railway
1899: Three-phase express Railcar
1930: Construction of Multi- purpose electric locomotive
1939: Production version of Electron microscope
1958: Worlds first implantation of Cardiac
Pacemaker

First Steps In India:

In 1867, Siemens started construction of the Indo-European telegraph from London to

Calcutta
This was to facilitate the Queens request to communicate from London to her people in
colonial India
Our founder personally supervised laying of this line
The line ran from London to Beriln, Warsaw, Teheran and Calcutta
It covered a distance of 12,000 Kilometers and transmitted a message in just 28 minutes

First own branch in India:

In 1922, Siemens opened its first branch in Calcutta and subsequently set up offices in Bombay
and Rangoon
During World War II, the companys assets and properties were confiscated, forcing the
company to abandon operations.
Even so, Siemens never gave up and re-entered after the war.
Ernst von Siemens had then recognized the potential of India, when he said, How can we
ignore a Country of 380 million people?

Re-entry in India:
Around 1954, a team from Siemens came to India and started operating as a department under
the umbrella of Protos Engineering Company Pvt. Ltd.
In 1956, a small workshop was set up under the Mahalaxmi bridge, Bombay,
with handful of people.
Here, operations began with repairs and assembly of Switchboards.

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Birth of Siemens in India:

On March 2, 1957, Siemens was incorporated under the name Siemens Engineering &
Manufacturing Co. of India Private Ltd.
The company was registered under the Indian Companies Act.
In 1961, Siemens became a Public Limited company with restricted external shareholding.
In 1971, Siemens was listed on the stock exchange.
.

The journey continues:

1957: Manufacturing of Switchboard at Worli works Bombay.
1959: Manufacturing of Medical equipment at Worli Works, Bombay.
1960: Manufacturing of Switchgears
1966: Production of Motors at Kalwa.
1981: Manufacturing of Switchboards at Nashik.
1991: Low Voltage Switchgear factory at Aurangabad.
1993: Manufacturing of Digital Switching system at Salt Lake Works SPCNL was set up.
1995: Manufacturing of Medical equipment at Goa.
1995: Osram India Ltd. set up with a factory at Sonepat.
1998: Formation of Siemens Hearing Instruments Pvt. Ltd.
2001: Setting up of Technical Skills Development Center in Kalwa
2004: Corporate Technology center setup in Bangalore
2006: Acquired Isolator business of Elpro and a stake in Flender Ltd.
2006: 50 years of manufacturing presence.
2007: Setting up Transformer factory, Kalwa and Turbines factory, Vadodara.
2009: Setting up of Bogie factory, Aurangabad.
2010: Expansion Of Steam Turbine & Compressor Factory,Vadodara.

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 A Rs 12,000 crore company in India

With 21 manufacturing facilities in the country with over 60 offices
A company with an excellent image and reputation; also recipient of numerous awards and
accolades, the latest one being the Most Respected Company in India in the engineering Sector
from Business World

Mission
Siemens is a global and innovative network of people

Who use their knowledge in the field of electrical engineering and

electronics and electrical engineering to benefit customers throughout
the world

Who learn continually

Who work together closely

Who have the courage to make quick decisions

Who are proud of their efforts to contribute to the companys

success

Vision:
Over the last 50 years,
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We have been empowered to dream.

Empowered to perform.
Empowered to achieve.
Empowered to excel.
And turn the impossible into
possible
As our founder did.

Values:
Deliver on commitments
Delight customers
Develop people

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Siemens Businesses

Electrification, automation and digitalization are the long-term growth fields of Siemens. In
order to take full advantage of the market potential in these fields, our businesses are bundled
into nine divisions and healthcare as a separately managed business.

Power and Gas:

The Power and Gas Division is the trusted partner for world class products and solutions for the
oil and gas, power and industrial markets. The Division is dedicated to deliver its customers
reliable, efficient, clean and safe products and solutions.

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Energy Management:
The Energy Management Division is one of the leading global suppliers of products, systems,
solutions, and services for the economical, reliable, and intelligent transmission and distribution
of electrical power. The portfolio includes facilities and systems for the low-voltage and
distribution power grid level, smart grid solutions and high-voltage transmission systems.

Digital Factory:
The Digital Factory Division offers a comprehensive portfolio of seamlessly integrated
hardware, software and technology-based services in order to support manufacturing companies
worldwide in enhancing the flexibility and efficiency of their manufacturing processes and
reducing the time to market of their products.

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Financial Services
The Financial Services Division (SFS) provides business-to-business financial solutions. Around
the globe, we support customer investments with project and structured financing as well as
leasing and equipment finance.

Wind Power and Renewables:

The Wind Power and Renewables Division is a leading supplier of reliable,
environmentally-friendly and cost-efficient renewable energy solutions. Driving
down the cost of wind power is our key target as we strive to make renewable
energy fully competitive with conventional energy sources.

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Building Technology:

Building Technologies is the world market leader for safe, energy efficient and environmentally
friendly buildings and infrastructure. As a technology partner, consultant, service provider,
system integrator and product supplier, Building Technologies offers fire protection, security,
building automation, heating, ventilation and air conditioning (HVAC) and energy management
products and services.

Process Industries and Drives:

Measurably increase your productivity and improve your time to market with innovative,
integrated technology across the entire lifecycle. We support you in continuously improving the
reliability, safety, and efficiency of products, processes and plants.

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Key People:

Sunil Mathur | Managing Director and Chief Executive

Officer

18

Mr. Sunil Mathur is Managing Director and Chief Executive Officer, Siemens Ltd. Mr.
Mathur earned a Bachelor of Science degree from Punjab University and is a Chartered
Accountant (member of the Institute of Chartered Accountants of India). He has been
with Siemens for over 26 years, holding several senior management positions in
Germany and the UK in the Energy and Industry Sectors. Starting his career in the
Internal Audit team in Delhi in 1987, he moved on to join the Business Administration
Group in the Energy Sector. He was Cluster CFO for South Asia in July 2008 and was
Executive Director and Chief Financial Officer of Siemens Ltd. from December 2008 till
December 2013. During his stint as the CFO of Siemens India, Mr. Mathur was part of
Siemens AG CFOs Management Team that consisted of the Sector CFOs, the Heads of
the Corporate Departments and selected Country CFOs.

Christian Rummel | Executive Director and Chief

Financial Officer

Mr. Christian Rummel earned his German High school degree and graduated in Business
Management (Industriekaufmann). He has been with Siemens for over 24 years during
which he has held various management positions. Mr. Rummel began his career in
Siemens AG as a Commercial Apprentice in 1989 and soon thereafter took over the role
of Finance Manager Sales (Power Transmission & Distribution), Mannheim, Germany. In
2004, he was appointed as Vice President - Finance & Business Administration, Energy
19

Sector, Germany and in 2006 as Managing Director & Chief Financial Officer, Audiology
Solutions Business Unit, Healthcare Sector, Germany. Mr. Rummel was till recently the
Senior Vice President & Chief Financial Officer, Molecular Imaging, and Healthcare
Sector since 2009 based in USA.

OBJECTIVES OF THE STUDY

The main purpose of this study is to study the Corporate Communications and the use of Social
Media

Study the problems faced by corporate communications

Study the relevance of corporate communications

Study the barriers in corporate communication

Keys to successful corporate communications

Importance of Corporate Communication

Benefits of Corporate Comcmunication

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Research Methodology

21

The research methodology used in this project is Data collection. Detailed discussions with
event management firms and the corporate clients. Subsequent additions were made to the
interview schedule to suit the specific events under study. The information gathered was studied
and analyzed. It reveled certain issues in event marketing which need further attention and some
suggestions have been given to make the Event Marketing industry more effective in order to
utilize its full potential and be mutually beneficial for the Event Marketing agency, the Corporate
and the customer

Primary Sources:

Survey Method with random sampling was used

Sample size was 50
Pilot study with Questioner was used for gathering of data

Secondary Sources:
The secondary information was gathered from:

various marketing journals and books on event marketing

internet websites
Daily newspaper reading in order to keep track of various kinds of events also proved
helpful.

Tools Used for analysis:

SPSS (Statistical Package for the Social Sciences) was used to analyses the data which
was collected, to attain the maximum accuracy possible..

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Introduction to Corporate Communication

Corporate communication is a set of activities involved in managing and orchestrating all

internal and external communications aimed at creating favorable point of view among
stakeholders on which the company depends.It is the messages issued by a corporate
organization, body, or institute to its audiences, such as employees, media, channel partners and
the general public. Organizations aim to communicate the same message to all its stakeholders,
to transmit coherence, credibility and ethic. Corporate Communications help organizations
explain their mission, combine its many visions and values into a cohesive message to
stakeholders. The concept of corporate communication could be seen as an integrative
communication structure linking stakeholders to the organization.

Methods and tactics

Three principal clusters of task-planning and communication form the backbone of business and
the activity of business organizations. These include management communication, marketing
communication, and organizational communication.

Management communication takes place between management and its internal and
external audiences. To support management communication, organizations rely heavily on
specialists in marketing communication and organizational communication.[citation needed]

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Marketing communication gets the bulk of the budgets in most organizations, and
consists of product advertising, direct mail, personal selling, and sponsorship activities.

Organizational communication consist of specialists in public relations, public affairs,

investor relations, environmental communications, corporate advertising, and employee
communication.

The responsibilities of corporate communication are:

to flesh out the profile of the "company behind the brand" (corporate branding)

to minimize discrepancies between the company's desired identity and brand features

to delegate tasks in communication

to formulate and execute effective procedures to make decisions on communication

matters

to mobilize internal and external support for corporate objectives

to coordinate with international business firms

A Conference Board Study of hundreds of the USs largest firms showed that close to 80 percent
have corporate communication functions that include media relations, speech writing, employee
communication, corporate advertising, and community relations. The public is often represented
by self-appointed activist non-governmental organizations (NGOs) who identify themselves with
a particular issue.
Most companies have specialized groups of professionals for communicating with different
audiences, such as internal communication, marketing communication, investor relations,
government relations and public relations.

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 Corporate branding
A corporate brand is the perception of a company that unites a group of products or services for
the public under a single name, a shared visual identity, and a common set of symbols. The
process of corporate branding consists creating favorable associations and positive reputation
with both internal and external stakeholders. The purpose of a corporate branding initiative is to
generate a positive halo over the products and businesses of the company, imparting more
favorable impressions of those products and businesses.
In more general terms, research suggests that corporate branding is an appropriate strategy for
companies to implement when:

there is significant "information asymmetry" between a company and its clients;[3] That is
to say customers are much less informed about a company's products than the company itself
is;

customers perceive a high degree of risk in purchasing the products or services of the
company;

features of the company behind the brand would be relevant to the product or service a
customer is considering purchasing

Corporate and organizational identity:

There are two approaches for identity:

Corporate identity is the reality and uniqueness of an organization, which is integrally

related to its external and internal image and reputation through corporate communication[6]

25

Organizational identity comprises those characteristics of an organization that its

members believe are central, distinctive and enduring. That is, organizational identity
consists of those attributes that members feel are fundamental to (central) and uniquely
descriptive of (distinctive) the organization and that persist within the organization over time
(enduring)".[7]

Four types of identity can be distinguished:

Perceived identity: The collection of attributes that are seen as typical for the continuity,
centrality and uniqueness of the organization in the eyes of its members.

Projected identity: The self presentations of the organizations attributes manifested in

the implicit and explicit signals which the organization broadcasts to internal and external
target audiences through communication and symbols.

Desired identity (also called ideal identity): The idealized picture that top managers
hold of what the organization could evolve into under their leadership.

Applied identity: The signals that an organization broadcasts both consciously and
unconsciously through behaviors and initiatives at all levels within the organization.

Corporate responsibility
Corporate responsibility (often referred to as corporate social responsibility), corporate
citizenship, sustainability, and even conscious capitalism are some of the terms bandied about the
news media and corporate marketing efforts as companies jockey to win the trust and loyalty of
constituents. Corporate responsibility (CR) constitutes an organizations respect for societys
interests, demonstrated by taking ownership of the effects its activities have on key
constituencies including customers, employees, shareholders, communities, and the environment,

26

in all parts of their operations. In short, CR prompts a corporation to look beyond its traditional
bottom line, to the social implications of its business.

Corporate reputation
Reputations are overall assessments of organizations by their stakeholders. They are aggregate
perceptions by stakeholders of an organization's ability to fulfill their expectations, whether these
stakeholders are interested in buying the company's products, working for the company, or
investing in the company's shares.
In 2000, the US-based Council of PR Firms identified seven programs developed by either media
organizations or market research firms, used by companies to assess or benchmark their
corporate reputations. Of these, only four are conducted regularly and have broad visibility:

"America's Most Admired Companies" by Fortune Magazine;

The "Brand Asset Valuator" by Young & Rubicam;

"RepTrak" by Reputation Institute.

"Best Global Brands" by Interbrand.

Crisis communications
Crisis communication is sometimes considered a sub-specialty of the public relations profession
that is designed to protect and defend an individual, company, or organization facing a public
challenge to its reputation. These challenges may come in the form of an investigation from a
government agency, a criminal allegation, a media inquiry, a shareholders lawsuit, a violation of
environmental regulations, or any of a number of other scenarios involving the legal, ethical, or
financial standing of the entity. The crisis for organizations can be defined as follows:
27

A crisis is a major catastrophe that may occur either naturally or as a result of human
error, intervention, or even malicious intent. It can include tangible devastation, such as
the destruction of lives or assets, or intangible devastation, such as the loss of an
organization's credibility or other reputational damage. The latter outcomes may be the
result of management's response to tangible devastation or the result of human error. A
crisis usually has significant actual or potential financial impact on a company, and it
usually affects multiple constituencies in more than one market.

Internal/employee communications
As the extent of communication grows, many companies create an employee relations (ER)
function with dedicated staff to manage the numerous media through which senior managers
can communicate among themselves and with the rest of the organization. Internal
communication in the 21st century is more than the memos, publications, and broadcasts that
comprise it; its about building a corporate culture on values that drive organizational
excellence. ER specialists are generally expected to fulfill one or more of the following four
roles:
Efficiency: Internal communication is used primarily to disseminate information about
corporate activities.
Shared meaning: Internal communication is used to build a shared understanding among
employees about corporate goals.
Connectivity: Internal communication is used mainly to clarify the connectedness of the
company's people and activities.
Satisfaction: Internal communication is used to improve job satisfaction throughout the
company.

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 Investor relations
The investor relations (IR) function is used by companies which publicly trade shares on a
stock exchange. In such companies, the purpose of the IR specialist is to interface with
current and potential financial stakeholders-namely retail investors, institutional investors,
and financial analysts.
The role of investor relations is to fulfill three principal functions:
comply with regulations;
Create a favorable relationship with key financial audiences;
contribute to building and maintaining the company's image and reputation.

Public relations: Issues management and media relations

The role of the public relations specialist, in many ways, is to communicate with the general
public in ways that serve the interests of the company. PR therefore consists of numerous
specialty areas that convey information about the company to the public, including
sponsorships, events, issues management and media relations. When executing these types of
activities, the PR Specialist must incorporate broader corporate messages to convey the
companys strategic positioning. This ensures the PR activities ultimately convey messages
that distinguish the company vis--vis its competitors and the overall marketplace, while also
communicating the companys value to target audiences.

29

 Issues management
A key role of the PR specialist is to make the company better known for traits and attributes
that build the companys perceived distinctiveness and competitiveness with the public. In
recent years, PR specialists have become increasingly involved in helping companies
manage strategic issues public concerns about their activities that are frequently magnified
by special interest groups and NGOs. The role of the PR specialist therefore also consists of
issues management, namely the set of organizational procedures, routines, personnel, and
issues. A strategic issue is one that compels a company to deal with it because there is a
conflict between two or more identifiable groups over procedural or substantive matters
relating to the distribution of positions or resources.

Media relations
To build better relationships with the media, organizations must cultivate positive relations
with influential members of the media. This task might be handled by employees within the
companys media relations department or handled by a public relations firm.

Company/spokesperson profiling
These "public faces" are considered authorities in their respective sector/field and ensure the
company/organization is in the limelight.
Managing content of corporate websites and/or other external touch points
Managing corporate publications - for the external world
Managing print media

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Keys to Successful Corporate Communication

Councils need to be clear about what they want to be famous for. No organization can
communicate unless it has clarity of purpose which can be expressed concisely in a way that
passes a "pub test". Can your staff or councilors to explain the purpose of the authority?
2. They need to understand how their reputation really stands in the community. Too many
organizations believe that their corporate values are their brand; they are mistaken. Their
reputation is the sum of opinions that people assess from their actions. Understanding this,
through research and engagement, is critical to communications.
3. Great communications is established because the leadership team of the organization is united
in its belief in the purpose of the organization, and because it has the skills to embody and
articulate that mission. If in doubt, train your council's leadership to test how well they
communicate the organization's message.
4. Communications should run as part of a campaign with a purpose, preferably a fight against
injustice and certainly a call to action. Campaigns must have a beginning, a middle and an end.
Campaign activity should be coherent and reinforce the core purpose. If it doesn't, why is it
taking place? Each campaign should have a clear goal in terms of improved perceptions,
increased understanding or changed behavior.
5. Communications must be implemented consistently, proactively and be constantly reinforced.
Saying things once, twice or three times doesn't work. A message needs to reach the target group
around 10 times before it makes an impact.
6. The communications toolbox has got bigger, but choose your tools carefully. Mass media still
reaches large audiences. TV, radio and the daily newspapers have a powerful impact. Social
media matters, but should act as a support to the main tools of communications.
7. Never assume that anything will go right. Too many initiatives fail with mistakes in the detail
from inaccurate briefings, dodgy public address systems or late-running speakers ruining events.

31

Communications requires evidence of competence to instill public confidence in the

organization.
8. Communication should build advocates. Identifying people who support your cause should be
a primary goal of any communications campaign, and utilizing them to support your drive to
enhance reputation is essential. What is the point of celebrities unless they can be harnessed to
promote the public good?
9. Mobilize every part of the organization that communicates to work together. Communicators
are usually and wrongly found across most offices separated into public relations, marketing,
customer service, web and policy. They should work together and sit together in one place to
develop integrated communications.
10. Evaluate your communications. Too much money is spent on leaflets, posters and websites,
and too little on research and evaluation. Working out what works has to be integral to a good
communication strategy. Westminster's campaign research informs everything we do, and allows
us to make incremental improvements that increase mail open rates, publications read and media
hits all improving the effectiveness of communications, and enhancing reputation.

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Limitations of Corporate Communication

Corporate Communication Officers proudly speak about the growing strategic importance of
their departments in the context of Stakeholder Relationship Management. Indeed, no CEO in
the world would deny the significance of stakeholder and internal communications as today
information about a company is "created, exchanged and modified by ecosystem of employees,
customers, partners, communities and interest groups" (FT). But while experts are permanently
adding new terms to the already big pool of communication and lobbying experts it becomes
clear that these highly skilled people are powerless when severe crises occur. Neither a
"Corporate Communications Officer", nor a "Corporate Affairs Director" or "Chief Attention
33

Officer" (the latest invention) will be able to compensate top management's failure and prevent
the company from a blow to its reputation. We are currently seeing desperate communication
professionals facing gigantic reputation crises such as UBS' subprime loan involvement or
Nokia's shut down of its profitable operations in Germany. The solution ? A 360 Reputation
Management Programme which incorporates all reputation drivers i.e. Corporate Governance,
Corporate Social Responsibility, Stakeholder Relationship Management - and Communications
in all its facets

What Is the Importance of Corporate Communication?

34

External Functions of Corporate Communications

Corporate communications serve several audiences and purposes external to
the organization. Companies need to communicate effectively to the media,
so they engage public or media relations professionals. If organizations need
to liaise with government agencies or if they lobby, they need government
relations experts. Public companies need to employ investor relations
specialists. Some companies may have specific individuals to handle
relations in the community, such as charitable or volunteer works.

Internal Functions of Corporate Communications

A common aspect of internal corporate communications is employee
relations -- ensuring accurate and consistent communication with employees.
This communication can be both formal and informal. The employee
handbook, memoranda and employee reviews are examples of formal
communications; personal or ad hoc conversations would be informal
communications. Regular and well-executed employee communications is
particularly critical during tumultuous times for an organization to ease
anxieties, boost morale and inhibit inaccurate information that may trickle
outside the organization.

Crisis Communications
Crisis communications is a facet of corporate communications that deserves
special attention. Companies and high-profile individuals can find that one
crisis and how it is handled can forever alter their corporate path. It could be
a product failure, employee injuries, an executive firing or mass layoff, a
natural disaster that affects a corporate facility or just an unsubstantiated
rumor. Every organization needs to have a crisis communications plan in
place before the crisis, with a designated spokesman and crisis team on
35

which to call. Particularly with current social media, proactive planning is

essential to the overall health of corporate communications.

Areas of Study and Careers

Depending on how colleges and universities organize their communications
studies, if you are interested in corporate communications, you will likely
study public relations, organizational communications, technical
communications or similarly-named courses . Careers include investor
relations, public relations, marketing communications, community relations,
media relations, government relations or an area in human resources or
employee training. The Bureau of Labor Statistics projects that public
relations managers and specialists -- including those handling corporate
communication functions -- will find a job outlook of better than average up
to 2020.

36

Benefits of Corporate Communication

As business practices continue to evolve due to global competition and technological

advancements, corporate communication has become an even more important vehicle for
establishing brands and increasing sales. Having an effective corporate communications strategy
also helps organizations build relationships with prospects and customers strengthen company
culture and establish leadership in their industry.

Public Relations and Brand Identity

Companies, particularly startups and small businesses, can build their brands through public
relations (PR) and a strong corporate communications strategy. PR managers and specialists
speak frequently with media relations personnel and build relationships with journalists, editors
and publishers that reach their companies & target audiences. For example, organizations send
out press releases on news media wires to publicize product launches, leadership appointments
and other company news. Media personnel also contact senior executives for interviews or
bylined articles (articles contributed by and credited to external authors) that offer insights into
the latest trends in their industries. Generating positive publicity positions companies favorably
in the public's mind, persuading consumers to become customers on the basis of brandname recognition and reputation.

37

 Crisis Management
Sometimes companies are blamed for, or associated with, situations involving negligence,
accidents or scandals. To save their reputations, companies go into crisis-management mode to
prevent further damage to their brands and possible declining sales. Usually managed by the PR
team, crisis management involves constant communication with the media, analysts and
government officials, either through a CEO, senior executive or company spokesperson.
Corporate executives may also send communications to shareholders, or speak with investors
directly to avoid panic in the stock market and a sharp decrease in share prices.

Customer Retention
The Internet is constantly changing the way companies communicate and market to customers.
One way that organizations deliver customer service is by responding to customer comments and
posts on Facebook, Twitter and other social networking websites. Companies also post messages
on websites that alert customers and prospects about upcoming product launches, sales
promotions and new publications. Other effective communication vehicles that help companies
strengthen their relationships with customers include weekly, monthly and quarterly newsletters,
as well as online webcasts. Newsletters and webcasts are common online communication tools
for companies that wish to send out a unified corporate message simultaneously to numerous
customers, prospects, partners and media personnel.

Knowledge Sharing

Internal communications is becoming increasingly important as companies become more

diverse and less homogeneous. Employers use various communication tools such as Intranets
(companies' internal websites) and newsletters to keep employees informed about
promotional opportunities, industry trends and best practices. Internal online meeting places such
as Intranets also facilitate collaboration between different departments, and create an
environment that is open to frequent and consistent knowledge sharing.

38

Social Media and the Evolution of Corporate

Communication

Social media has revolutionized corporate communications. Social media marketing allows
companies to communicate directly and instantly with their stakeholders, marking a shift from
the traditional one-way output of corporate communications, to an expanded dialogue between
company and consumer. This paper aims to examine the relationship between social media and
corporate communications, specifically focusing on the uses of social media for public relations
and analyzing the changes that have occurred within the industry as a result of social media
tools. Social media marketing is an umbrella term that includes the use of social media for sales,
marketing, customer service and public relations, indicating a convergence of these traditionally
separate corporate departments. Social media consists of online technologies, practices or
communities that people use to generate content and share opinions, insights, experiences and
perspectives with each other (Television Bureau of Advertising, Inc., 2009). Examples include
blogs (e.g. Blogger, Wordpress), Wintranets, podcasts, video sharing (e.g. YouTube), photo
sharing (e.g. Flickr), social networks (e.g. Facebook, MySpace), wikis (e.g. Wikipedia), gaming
sites, virtual worlds (e.g. SecondLife), micro-blogging (e.g. Twitter), videoconferencing, instant
message chats, social event/calendar systems (e.g. Eventful), social bookmarking sites (e.g.
Delicious, Digg, StumbleUpon), and news aggregation sites, among others. In the last decade
these technologies have risen in popularity and ubiquity, and are being utilized by public
relations practitioners to perpetuate the ever-changing industry of corporate communications.
While it represents many different technologies, social media will be referred to in the singular
39

form throughout this paper. In todays corporate world, the success or failure of any company
hinges on public perception. The opinions of key company stakeholders, such as shareholders,
investors, consumers, employees or members of the community in which the organization is
based, are all crucial to the long-term success of the company, and should be viewed as such by
executives. Social media allows for corporate communications opportunities that a decade ago
would not have been plausible. Public relations is an old industry that has relied on the same
tactics and formulas for much of its history, and that has traditionally been measured by the
amount of media coverage resulting from output company messages. Social media is rapidly
changing the way that public relations campaigns or programs are distributed and measured.
Rather than the traditional method of pure output completely company-controlled messages
being broadcast to the stakeholders social media has forced corporate communications to shift
to a dialogue in which the stakeholders, and not just the companies, have power over the
message. Social media allows stakeholders to ask questions and have those questions answered
directly by corporate executives and for corporate executives to receive important feedback and
even ideas from their stakeholders). A public relations in the traditional sense has come to be
seen by many as smoke and mirrors, deceptive messages being created by spin doctors.
Because of this, many people have come to distrust media the traditional means by which the
industry is measured and put more trust in the opinions of their peers, which they have access
to on social media sites Social media not only offers an opportunity for direct and instant
corporate communication, but also an opportunity to get back to the ideal basics of public
relations building and maintaining relationships and to change some of the negative
stereotypes typically associated with the industry.

40

EVOLUTION OF CORPORATE
COMMUNICATION
Business communication involves two parties exchanging ideas to advance a
commercial enterprise, whether its two people on a shop floor making a
product or two companies entering a merger. Like any interaction, business
communication must deal with disruptions. Technological innovations have
presented solutions and obstacles in the communications process. Business
communication has evolved in response to overcoming the obstacles,
especially as each solution presents the potential for a new set of c

Early Mechanics:
Early on, during the Industrial Revolution, corporate communications
typically flowed one way, with executive leadership pushing messages down
through management layers and eventually to line workers, who were
expected to simply comply. Management didnt even need to directly carry
the message: secretaries or stenographers operated the typewriter, and the
work force read the notices posted on bulletin boards. Faster, lower-cost
presses and the rise of unions gave the low-line labor its voice, which it used
to broadcast its feedback to management, whether the leaders wanted to
hear it or not.

Meeting in the Middle:

41

Union representation met more with mid-level management to formally present

feedback, usually in a list of grievances or demands for better recompense for
working conditions. This middle man approach proved cumbersome, and
management recognized that they could resolve issues more quickly and less costly
by talking directly to the rank and file. Rather than passively absorbing reports
compiled by others, leaders got out and walked the floor, asking questions and
getting direct feedback. As employees became more accustomed to seeing their
leaders, they grew more confident in contributing ideas and solutions to managers.
However, leadership can carry just so much verbal discourse before some loss or
distortion took place. Staff also wanted credit for their contribution, rather than
letting management take all the recognition. Technological developments soon
addressed these concerns.

Stronger Voices from Below:

As employee safety, productivity and cost savings, and harassment issues

grew, so did the ability for management to respond to worker concerns and
address problems as they arose, closing the communications gaps. Computer
and telephone systems developed and grew more common, starting with
larger companies that could afford computer mainframes and intra-company
phone exchanges to better connect staff and management. Desktop
publishing grew as well, providing another channel for management to
broadcast announcements and recognition to employees and employees in
turn to share ideas and questions with one another as well as back up to the
top.

Communicating in Information Age:

42

Technology boomed in the late 20th century, giving companies a plethora of

choices depending on their size, spread and structural complexity. Videotape
followed by DVD allowed executives to disseminate multi-media
programming to staff for announcements and higher-grade training; closedcircuit television allowed for the possibility of virtual conferencing around the
globe. Newsletters and bulletin boards migrated to company Intranets. But
the biggest leap in communications involved electronic postings of individual
messages. Anyone could send email to anyone else, anywhere, anytime,
allowing fast communication and a paperless "paper trail" of who set what
set of information to whom at which time. However,e-mail has become so
ubiquitous, its actually harder to get ideas across, as people filter out or
ignore messages, restricting access to their attention and at times missing
important information because it looks too much like the "junk" mail (or
spam) they receive in the course of a day.

Next Direction:
The next stage in the evolution of business communication may in one sense
be a throw-back to the early 20th century, namely with workers taking back
control of the news feed. Rather than passively soaking in or sometimes
failing to filter out all the emails, staff could subscribe to the Really Simple
Syndication feeds that are most relevant to their job. These feeds can be
split out and identified by topic; so a company could develop RSS feeds by
department, or by project. As new announcements surface or reports update,
the feed distributes only the information relevant to the topic, and thus the
viewer. The feed usually presents just the headline and synopsis; the reader
can choose to follow a link to a full message if he wants to pursue more
information

43

Ways Social Media can boost Corporate Communication

More than likely, your company or organization is up to its eyeballs

in social marketing. Facebook Offers, Twitter Ads and the like can
sell a lot of stuff.. But lets not forget that social media is first and
44

foremost about communication, not simply selling or servicing. Its

about connecting people and ideas through engaging, authentic
conversation. Sound familiar, corporate communicators? So how
should corporate communications use social media?

Admittedly, traditional corporate communications often lacks the sizzle of the

sales tactics employed by social marketers, but were experts when it comes
to telling stories that unite people and move them to a desired belief or
behavior. There are a number of ways corporate communicators can put
social media to work.
Amplify your internal messages your companys operations

Amplify Your Internal messages

Your companys employees are your most natural, built-in audience. Seeding
reminders about your social media activities in your internal communications
channels is one way to quickly grow your following. No mixed messages,
45

though: make sure your social media content echoes the same themes
youre emphasizing internally. Elements of your vision, values and operating
principles are easily incorporated into your social media content, further
underscoring their importance with employees, not to mention educating the
public on what your company is all about. Of course, not every internal
message will be appropriate to share publicly, so choose wisely those topics
that will inspire, engage and enhance pride with all of your followers.
Reach the hard-to-reach your companys operations.

Reach the hard to reach

Take advantage of our obsession with smart phones and reach front-line and
field workers anyone who doesnt sit at a computer all day where they
already are: mobile social networks. Keep employees in distant locales in
touch with the corporate headquarters, and vice versa, by sharing local
award celebrations, safety milestones, socially responsible activities and
other news of interest. At the same time, youll open up a virtual passport
that may expand your followers perspective on your companys operations .

Humanize a faceless entity

How often have you wondered what it would be like to work at your favorite
companies? Follow the lead of respected employers, like Dallas46

based Container Store, and give fans a glimpse with behind-the-scenes

photos on Instagram. Shine a six-second spotlight on your employees and
introduce your followers to the people who make the company what it is with
a series of Vine videos. Your current employees will appreciate the attention
and prospective employees will picture themselves fitting right in.

Executive Visibility
Photos and video rule the social web; most business leaders travel. Pair the
two and youll expand your executives visibility while offering a glimpse into
their perspective on the business and the world at large. On Google Plus, a
Hangout with an executive or in-house expert can take the form of an
informative webinar, interactive Q&A session or even a press conference.
Wise use of your senior management on social media can build the
companys credibility by showing that its leaders are credible in the business
and industry.

Do good
When a Kimberly-Clark employee battling brain cancer set his sights on
winning a spot in the Kona Ironman Triathlon, the company rallied followers
on Facebook to vote in the video contest. How about dialing up participation
in (and visibility for) your companys United Way campaign by offering
incentives for employees to post or tweet from the festivities with your
hashtag, or inviting your interns to create videos expounding on their
successful summer projects? This digital paying-it-forward may not speak to
the companys bottom line, but it will speak to the heart of those who follow
you
47

Corporate Communication Strategy

Framework

A corporate communication strategy framework helps businesses influence

important stakeholders.

A corporate communication strategy framework is a tool for planning

communication with your employees, customers, suppliers and investors. You
can use the framework to build a better understanding of your company and
enhance your reputation with people whose attitudes and actions influence
the success of your business.

Stakeholders
The communication strategy framework identifies each of the groups you
must influence and describes the attitudes you want them to have.
Employees and prospective employees should have confidence in your
48

company and consider it a great place to work. Customers should believe

you meet their needs with quality products and excellent service. Suppliers
should feel that working with you is good for their business. Investors should
be confident that your company is well managed and has good prospects for
the future.

Research:
To develop your communication plan, find out more about the actual
attitudes of each group and compare the results with your target. Research
the publications that each group reads and check them to find references to
your company or your products. Look for similar information on social
networking sites. Ask sales representatives for their views on customers
attitudes. By identifying areas where your company is misunderstood or
unknown, you can establish communication tasks and set priorities.

Strategy:
The framework provides you with a clear view of the people you have to
influence and the scale of the work involved in meeting your communication
goals. You can now develop a communication strategy that aligns with your
business strategy. If your business strategy is to expand by attracting more
customers or entering new markets, your communication strategy must
focus on building positive attitudes among customers and prospects. You
may need to adopt a strategy of expanding your operations to meet strong
demand from the market. Your communication strategy should focus on
attracting high-caliber employees and convincing investors to back your
company.

49

Messages:
To put the communication strategy into action, the framework should include
information about how to reach the important groups and the messages that
will appeal to them. To communicate with customers, for example, use your
research on the publications they read and plan a series of press releases on
new product developments, quality initiatives or improvements in different
aspects of customer service. Key messages would include we are an
innovative company, we take quality seriously and we are committed to
excellence in customer service.

Percentage of Respondents who ranked the following

functions #1
20.0 % - Manager of companys reputation
]

50

15.1% - Source of public information about the company

14.1% - Manager of relationships (Co. & Key non-customer
constituencies)

13.8% - Advocate or engineer of public opinion

12.4% - Manager of the companys image

11.9% - Driver of company publicity

11.4 % - Manager of relationships -- co. & ALL key

constituencies

2.7% - Support for marketing & sales

8.1% -Other

Importance of Business Communication

Channel

51

Information is the lifeblood of an organization. To effectively convey

information, communication is necessary. Communication is conveyed in
several forms, including verbal and written methods. It is important that the
method used to convey the information is understandable by its intended
recipient. Otherwise the communication is wasted and a business could
suffer

Communication Channels
Internal communication channels include face-to-face meetings, internal emails,
newsletters and memos, communications between managers and employees, and
communications between peers.

External Communication Channels

External communication is any communication between a business and the

outside world. Public relations statements, press releases, marketing
materials, commercials, and articles and books written by or about the
business are all examples of external communication.
Effective communication across both channels is necessary for a business to
thrive. Internal communication keeps a business viable. Without
communication between all levels of the business, directives cannot be
completed, slowing the growth of the business. External communication is
the lifeblood of a business. Without clear communication of a company's
products to customers, a business will not grow.

Communication Breakdown
Effective communication in both channels must be clear and convey the
correct message. A lack of communication internally, such as misunderstood
52

directives between management and associate-level employees, can lead to

a breakdown of business processes. A cloudy external message can lead to
decreased sales and a negative effect upon a business' bottom line.

Body Language
Communicators must be careful that what they are saying is not contradicted
by the method of delivery. A face-to-face meeting between a manager and
employee can be completely derailed if the deliverer of the message's body
language states the opposite of what is intended. For example, a manager
who listens to his employee's concerns with his arms folded and shoulders
raised is indicating he is not open to what is being presented to him, even if
he truly is concerned. His body language is undermining his actual message.

Clouding the Message

External communication should be as clear and concise as possible and not
clouded with ambiguity or vagueness. When authoring sales materials, keep
in mind that potential customers do not want to be sold to or told how great
your product is; they want to be moved to buy and will determine the
greatness of the product themselves. Your message should portray how the
product or service can make life easier for them. For public relations and
press announcements, this concept also applies: ensure the message
conveyed explains how your company's product can help the audience.

Cultural Considerations
Cultural differences also must be taken into consideration. What means nothing to
one culture speaks volumes in another. For example, in some Asian cultures, it

is considered disrespectful to look a supervisor in the eye. However ,in the

American culture, not looking directly at someone while speaking to them

53

conveys either insecurity or untruthfulness. It is important to know your

audience and to adapt your message to fit it

Corporate Communications is about Reputation

Management

Reputation and integrity are the only real assets owned by companies; when one is
lost, everything else follows, as discovered with the public relations disaster that
emerged from the manner in which communicators handled the former President,
Nelson Mandelas illness... It is for this reason that every organization must develop a
plan to prepare for the day its corporate integrity or that of its stakeholders is
threatened.
Market value is heavily determined by corporate reputation. According to Robert
Eccles, a US-based reputation management expert, 70 80% of a companys assets
are not on the balance sheet intangibles are increasingly important.
A good company reputation affects current performance:

Better employees

More loyal customers

Better terms and service by vendors

Higher-margin products and services

54

Reputation affects expected future performance. It encourages clients to believe that

the current performance will continue to improve a good reputation leads to lower
perceived risk (lower cost of capital and higher stock price)

10 Principles to guide 21st-century communications

1. Character is the differentiator for organizations and leaders as

individuals. The world is scrutinizing organizations more than before.
Companies must sync their culture internally with the brand reputation they project
outwardly.

2. There is no one leadership style. The role of the communicator is to help

leaders demonstrate who they really are. Grossman suggested helping leaders define
themselves by getting them to articulate key messages and stories that help bring
humanity to their personal style.

3. There is a greater need to imagine and advance a vision. Provide

leaders with tools such as a one-page elevator speech, frequently asked questions
and key terms so they are prepared to explain the vision in a way that helps people
think about it, feel strongly about it and, most importantly, act on it.

4. People really are our greatest asset. Organizations dont do anything;

the people in them do, Grossman said. If employees see the value proposition, they
55

will play a positive role in brand advocacy and sales. If they have a bad attitude, well,
you get the picture.

5. Everyone is a leader. Employees who are given autonomy and

responsibility are more engaged and can play a real role in company success.

6. Greater focus on self. People cant lead well if they dont know themselves.
Organizations owe it to themselves to help all employees raise their competence
level.

7. Change is only constant. People need to be more comfortable with

ambiguity. Its the communicators job to persuade leaders to be more proactive
with communications about change, even though all information is not known.

8. Employees fundamental needs wont change. Every employee has

the same key questions, and if communications answers them, employees will move
through change more quickly. These questions move from a me focus to a we
focus. The questions:

Whats my job?

How am I doing?

Does anyone care about me?

Whats going on?

Whats biz strategy?

How are we doing?

What are the vision and values?

How can I help?

9. More and better listening, individually and systematically. We

need better and more data. For example, collect data about perceptions of the CEO
and other top leaders, and track them over time.

10 .A communications system that is better honed to manage

overload and inefficiency. Organizations typically add more vehicles but are
reluctant to take things away. We owe it to our employees to re-evaluate vehicles
and combine where it makes sense.
56

57

Percentage of respondents who expected their Corporate Communications budget to grow

44%
56%

58

1st Qtr
2nd Qtr

Percentage of internal communications grew in size over the last 12 months-37%

37%
63%

59

1st Qtr
2nd Qtr

Pecentage of marketers who use Social Media for Business

7%
1st Qtr
2nd Qtr

93%

Barriers to Communication
60

1: Process Barriers: Communication is the process which consists of many

elements like sender, encoder, medium, decoder, and receiver. When these elements
face any problems or hinder the communication process than lead to communication
barriers termed as process barriers. The commonly faced barriers in this area are
sender barrier, encoding barrier, medium barrier, decoding barrier, receiver barrier, and
feedback barrier.

2: Physical Barriers: Physical barriers are mostly created because of the

distractions in the physical scenario of the communication like distance, telephone call,
instant visitors, etc. some common physical barriers are environment, cell phones,
noise, distance, and physical disability.

3: Personal Barriers: These barriers involve the components of individuals

communication competence and interpersonal dynamics between people who are
involved in communication process. There are many personal barriers but some most
important are language, religion, ethnicity, authority, ability, and emotion. Language
present difficulty in effective communication because of the understanding and
comprehension relative to the language of another region that is not known e.g. French
person is if going to communicate with a British the language will affect the
communication between these two nationals. Religion also is a barrier to understand the
concept of person from other religion. Diverse regions consist of different beliefs and
attitudes therefore can create barriers at workplace to interpret information the way they
feel. Differences in cultures and ethnicity also pose pressures to communicate
effectively. Authority level can also sometimes pose pressures because sometimes
61

superiors at workplace do not want to communicate with low level staff and vice versa.
Ability to understand and communicate can also differ with respect to individual
personality that will give rise to communication barrier. Emotions are also personal
barriers because of individual moods and mind to communicate. E.g. bad mood can
spoil the communication with an effective partner or peer.

4: Semantic Barriers: Semantic barriers occur when there is divergence about the
words being employed in communication. These barriers commonly exist based on
individuals being from different cultures which hinders between parties concerned in
communication to determine a common comprehension of the words and concepts
used. Mostly the language gives rise to the occurrence of this barrier. Other sources of
semantic barriers transpire when the use of terminology that is mostly specific to a
certain field like science or astronomy. It also occurs by using informal vocabulary or
statements which can be specific to a specified region or place. E.g. manger of IT
department cannot deliver the problem in process to other mangers if he solely relies on
the terminologies of his department or field.

62

Data Analysis

Based on the prior trend the expected number of events in future are approximately 105, out of
which the probability to provide services ( partial and complete both) is 56% the figure comes
around to be 60 events per annum. The projections regarding the profile of customers are as
follows:
The majority of customers will belong to same classes professionals and business class. The
service class will still remain ignorant to it. Looking at the trend of emerging professional
educational institutes, the event management companies are very optimistic.
60% of the respondents said that the major problem in the progress of the industry is lack of
awareness and 40% said that getting sponsors for the event is the biggest problem.
The profile of events that takes place is still not the utility based like product launch and
corporate meetings its still mainly entertainment based only, it occupies 65% of the share of total
events.
Still event management companies have left one of the major aspect of post event
communication which includes the media coverage and the client satisfaction surveys. That is the
reason the companies are not able to perform better. This also hinders the brand building exercise
of these companies.
63

Looking at the local preferences, the companies are not paying due attention to facilities like
catering.
The majority of the customers are attending events like marriages, live shows and trade fares
only. Events like product launch and utility events form a very small segment.
The most preferred price range is Rs. 250-500 and the mean value is Rs. 422 as per our findings.
A very less number of people prefer hiring event management companies, the number is as low
as 11%, but one can see that the partial outsourcing is preferred by 58% people.
The samples biggest constituent are professionals(43%) and the business class(28%) people
even then the biggest reason for the hindrance of event management companies progress is over
priced services (28%).
39% of the sample size gives more importance to overall arrangement rather than other
individual facilities, but still people go for partial services (58%) it reveals that the complete
services are expensive for the localites.
87% of the sample size feels that the event management industry will flourish in the near future.
Therefore we can say that though the public is ready to accept the concept, but due to reasons
like higher expenses, poor availability and reliability of existing players, the picture is not very
rosy.
But as the awareness level of public will increase the growth of industry is bound to happen.
Partial outsourcing is popular as well as acceptable, to a greater extent, therefore it can be hoped
that event management companies as a full fledged service provider will emerge.

Event Marketing companies were also targeted and their response was also taken which added
value to my thesis.
Lets have a look at what people feel about Event Marketing.

64

When people were asked what they feel about a particular company which promotes its
product/service through Event Marketing 82% of the respondents replied that it gives a positive
impression about the company and establishes the quality of their product/service.
When people were asked about the reasons for which they have participated 53% replied that the
event appeared amusing which was followed by reasons like a powerful brand or eye catching
signs & banners.

Key problems in Corporate Communication

Effective communication is an important part of a successful business. Improper
communication can dampen a company's opportunities for managing employees and
increasing market share.

Communicator

The first problem with corporate communication is the communicator. If he does not
understand his audience or presents a confusing message, the communication is lost on the
listeners.

Communication Method

Two types of communication methods are used in business: push and pull. The push
method relies on management to push messages down the communication channels, while the
pull method requires employees to use a communication channel to retrieve corporate messages.

Communication Channels

Several communication channels exist in the corporate workplace.

Email, telephone, memos and bulletin boards are communication channels.

65

Using the incorrect communication channel will delay the message and
lessen the response time of employees.

External Noise

Corporate communication must be delivered through communication

noise, which is anything that can change the intent of the original message.
Communicators must avoid preconceived notions or confusing environments
when sending messages.

Audience Size

An important part of communication is understanding the

audience receiving the communication. Using technical terms or an
informal tone can create distracting messages for the audience,
delaying the expected results of the communication

66

Recommendations

Companies need to focus on some particular kind of events that they will organize,
this will help them gain proficiency in their field, ultimately leading to cost saving.
People should be made aware about the concept through proper media coverage
telling them about the successful events and the benefits.
People should be made aware about the fact that hiring an event management
company would help them save time, efforts and cost.
Rather then looking at the press people as their competitor they must join hand with
them to share the cost and benefits also. Press people can get better exposure and
provide the companies advertisements on a lesser cost.
Due to innovative marketing tools the traditional marketing tools are redundant so
Delhis business class must also know that its time to switch over to the new tools
like trade fares and road shows rather then press advertising.
67

 The charges for complete services should be reduced. As an example for catering
services the general market price is around Rs.75 per plate, but generally companies
are charging around Rs.140 per plate. Similarly the other services charges must also
be reduced up to a viable extent.

Bibliography

All this information has been collected from its

Official website of companies
http://www.siemens.com
Other sites such as Search engine of Google
www.manchester.ac.uk
smartblogs.com
www.academia.edu
work.chron.com
Magazines and Journals
Reports in newspaper etc

68

Annexure

69