Table Of Contents
1. What is Corporate Communication
2. Types of corporate Communication
3. Importance of corporate Communication in a company
4. About Land Rover
5. Analysing Corporate Communication Of Land Rover.
6. What Ways Has Land Rover Company Played To Improve Corporate Communication in There Company.
7. Possible Ways To Improve Corporate Communication Of Land Rover.
8. Final Summary.
9. Reference
1. WHAT’S CORPORATE COMMUNICATION
Corporate communication is the perception of a company by creating a brand identity and maintaining communication with the general public. Corporate communication teams build the company image, communicate with internal and external audiences to maintain a positive reputation in the industry, and bridge the gap between employees and management.
2. TYPES OF CORPORATE COMMUNICATION
1. INTERNAL COMMUNICATION – Internal Communication focuses on messages and information sharing within a company.
2. EXTERNAL COMMUNICATION – External Communication focuses on the company’s branding and messaging to the outside audience.
3. IMPORTANCE OF CORPORATE COMMUNICATION IN A COMPANY
When it comes to corporate communications, you want to make sure that you have a team that can handle all of your needs from writing content to managing social media platforms. While some companies outsource their marketing efforts, others choose to hire in-house staff who can focus solely on their corporate communications efforts.
But no matter which route you choose, make sure your team has the skills needed for success!
4. ABOUT LAND ROVER COMPANY
Land Rover is a British brand of predominantly four-wheel drive, off-road capable vehicles, owned by multinational car manufacturer Jaguar Land Rover (JLR), since 2008 a subsidiary of India’s Tata Motors. JLR currently builds Land Rovers in Brazil, China, India, Slovakia, and the United Kingdom.
5. Analysing Corporate Communication Of Land Rover.
The mechanism Jaguar Land Rover uses for competitive positioning in the business environment varies according to the challenges and expectations accruing due to the paradigm of strategic corporate social responsibility (CSR). Strategy implications by Balmer (2013) should be in line with elements that are defined in the strategic analysis tools and techniques besides showing sound consistency with the existing environmental elements.
Here, a profile of the company’s key strategic elements that can be factored into the four corners model proposed by Michael Porter of drivers, current strategy, management assumptions, and organizational capabilities. The four corner model differs from the PEST model that includes social, economic, political, and technological factors. However, the strategic benefits that the company wishes to pursue and achieve in line with the strategic corporate social responsibility.
Consistent with the PEST model of political stability, compliance to laws and regulations, adherence to governance policies, and adequately defined tax laws as the means of being socially responsible is delineated in the company’s strategy depends on the viability of the means of achieving its business goals.
6. What Ways Has Land Rover Company Played To Improve Corporate Communication in There Company.
Land Rover wanted to drive awareness of its “Go Beyond” positioning. The challenge was to overcome an increasing aversion to orthodox advertising and commercial clutter in the over-targeted car market, and do so in a way that would generate leads and encourage potential Land Rover consumers to interact with the brand.
The idea was to “go beyond” traditional print and broadcast advertising. The internet was already at the heart of Land Rover’s communications strategy (accounting for 60 per cent of leads). To capitalise on this, Go Beyond TV was created – a media-first in the auto industry.
The broadband-based TV station acts both as an internal communications tool for the Land Rover network and as an external communications channel; driving awareness as well as generating loyalty among Land Rover consumers and admirers. The content is not solely car-centric but also exemplifies “going beyond” your personal boundaries and experiencing adventure in all forms.
7. Possible Ways To Improve Corporate Communication Of Land Rover.
Strategy is about taking the path with the least resistance to achieve the business goals by incorporating the right tools and mechanisms to understand how strategy and cooperate social responsibility fit into each another.
Srinivasan, Lilien, and Rangaswamy (2002) say that it involves taking advantage of every available opportunity based on the purpose of the company. At a minimum, it is imperative to argue that Jaguar Land Rover’s strategy was established for profit. However, the government and other regulatory bodies develop and provide the regulations and rules that should be adhered to while optimizing profits from the same environment. Here, Strumickas and Valanciene (2015) note that the complete patchwork of complex interactions that occur between the environment and the company as it provides vehicles that are used in the environment shows the need to determine the nature of the sustainability of the strategy as a long term strategy that models techniques and tools for a better future.
O’Riordan and Fairbrass (2014) argue that the external and internal environments matter a great deal like the evolving business strategy that has grown significantly. The critical and controversial nature of the CSR paradigm is because it entails crystallizing the Jaguar Land Rover’s pyramid of corporate social responsibility that encompasses the key elements of economic responsibility, legal responsibility, ethical responsibility, and discretionary responsibility. Here, being the means and an end in itself of achieving its objectives based on the fluid concept of strategic CSR leads to the underlying theme.
8. Final Summary.
Evaluation of the outcomes in internal and external environments Of Land Rover.
Sustainable Products
Jaguar Land Rover’s strategy embeds issues such as the development of sustainable products (Servaes & Tamayo 2013). Vehicles are among the major sources of pollution in the environment and the company has, as argued before, the moral obligation to reduce the adverse impacts on the environment (Kumar 2008).
Sustainable Operations
The profit agenda that underpins the core functions of the company is reflected in its sustainable operations.
Challenges
It is imperative to note that the Jaguar Land Rover Company operates in the global environment (Hoskisson, Wright, Filatotchev & Peng 2013). That defines several challenges that are political, economic, social, and technological in nature and consistent with the competitive forces defined in Porters four corners model, which includes the technical, physical, psychological, and social forces.
A summary of the key points that have emerged in the study includes issues such as the impact of the external environment and internal environments on the sustainability of Jaguar Land Rover business operations. The point that crystallizes includes an effective exploitation of the CSR activities in tandem with the company’s strategy based on effective approaches to stakeholder management in the context of CSR activities.
The overall goal is to ensure stakeholder needs and expectations are accounted for, conducting business operations inclusive of all CSR activities based on the strengths of the company and the underlying elements as depicted in the PEST and four corners model. The suite of practices, the suitability strategy of involvement, the provision of better lives, effective employee engagement, core skills development, taking the best path, the four pillars of the company’s strategy and the need for globalization emerge as the key concepts that have been discussed. That s inclusive of stakeholder management based on the core elements of the CSR activities that are summarized in the need to create products that improve the lives of the people using technology for ensuring that the environment remains safe and secure.
9. Reference
Boulouta, I & Pitelis, C N 2014, Who needs CSR? The impact of corporate social responsibility on national competitiveness. Journal of Business Ethics, vol. 3, no. 119, pp. 349-364. Web.
Brem, A & Ivens, B 2013, Do Frugal and Reverse Innovation Foster Sustainability? Introduction of a Conceptual Framework. Journal of Technology Management for Growing Economies, vol. 2, no. 4, pp. 1-5. Web.
Cooper, R 2013, Design for Transport: A User-centred Approach to Vehicle Design and Travel. M. M. Tovey (Ed.). Gower Publishing, New York. Web.
Deepa, S & Chitramani, P 2013, Brand building of retail stores. Journal of Contemporary Research in Management, vol. 2, no. 8, pp. 9. Web.
Dhaliwal, D S, Li, O Z., Tsang, A. & Yang, Y G, 2011, Voluntary nonfinancial disclosure and the cost of equity capital: The initiation of corporate social responsibility reporting. The accounting review, vol. 1, no. 86, pp., 59-100. Web
