40001949

Managing Corporate Reputation (563) June 2016
Membership No: 40001949
Charted Postgraduate Diploma in

Marketing (Level 7)
563 - Managing Corporate Reputation (June 2016)
563 - Managing Corporate Reputation (June 2016)

Page 1 of 46
CANDIDATE DECLARATION
CIM Membership Number:
40001949
Module Title:
Managing Corporate Reputation (MCR)
Level:7
Chartered Postgraduate diploma in Marketing
Accredited Study Centre:
Next School Of Business (PVT) Ltd
Candidate Declaration:
I confirm that I have applied, to all tasks, the CIM policies relating to (please tick relevant boxes to
confirm):
Word count
Plagiarism
Collusion
This assignment/project is the result of my own independent work/investigation except where
otherwise stated. All other sources are referenced and a bibliography is appended.
The work submitted has not been previously accepted in substance for any other award and has been
submitted in accordance with the set template requirements. I further confirm that I have not shared
my work with other candidates.
Tick to confirm
I hereby give consent for this assignment/project, if accepted, to be used by CIM for the dissemination
of best practice and, or, other appropriate purposes, on the understanding that the
assignment/project is anonymised.
Tick here to opt out
Page 2 of 46
RELATION TO THE ORGANIZATION

The author of this report is the Marketing Manager of Shin Nippon Lanka (Pvt) Ltd and
submitting this report to CEO Mr. Okano, based on the investigations on internal and
external environment to Shin Nippon Lanka (Pvt) Ltd.
Page 3 of 46
ACKNOWLEDGEMENTS
I am truly indebted to MCR module tutors for the outstanding guidance, encouragement, and
support, throughout the course of this work.
I will very much appreciate the course modules offered under the CIM and it helped me in
many ways to develop my marketing knowledge to direct my carrier beyond the practicing
profession for the time being.
Also, I acknowledge all the marketing teaches of whom I got the references in order to
complete this report and they helped me in understanding the relevant models and theories
related the subject models covered under this report.
Page 4 of 46
TABLE OF CONTENTS
Candidate Declaration. 02
Relation to Organization. 03
Acknowledgements. 04
Table of content 05
List of Figures . 06
List of Tables 07
List of abbreviations 08
1.
Building Reputation Insurance Using Issue Management ..
09
Executive Summary 10
1.1
Building Reputation insurance using Proactive Issue Management 11

1.1.1 Importance of Corporate Reputation. 11
1.1.2 Importance of Proactive Issue Management 11
1.1.3 Building Reputation Insurance via Proactive Issue Management.....12
1.2
1.3
1.4
Internal Investigation of SNK 14

External Investigation via Stakeholder Mapping.. 18
Recommendation for Proactive Issue Management Strategy.. 21
1.4.1 Recommendation 1- Appoint an Issue Management Team.. 21
1.4.2 Recommendation 2- Create a Listening Culture.. 13
1.4.3 Recommendation 3- Build Corporate Communication Strategy 24
1.4.4 Recommendation 4- Establish an Issue Management Process.. 25
1.4.5 Political Consequences.. 26
1.4.6 Financial Consequences.. 27
2.
Ethical Corporate Social Responsibility as a Corporate Reputation......28

Executive Summary 29
2.1
2.2
2.3
2.4
Ethical CSR Practices as a Corporate Reputation... 30

Organizations Current Position of CSR Activities 31
Identity of Organization Based on Current CSR Activities.. 33
Recommendation for Corporate Social Responsibility Strategy.. 35
2.4.1 Recommendation 1- Conduct CSR Awareness Program for staff.. 35
2.4.2 Recommendation 2- Establish CSR Communication Process.. 35
2.4.3 Recommendation 3-Introduce Visual Identity to CSR.. 36
2.4.4 Political Consequences Analysis.. 36
2.4.5 Cost Benefit Analysis.. 37
References .. 38
Appendix A:
Appendix B:
Appendix C:
Appendix D:
Company background.. 40
Stakeholder Map 42
Corporate Communication Audit 43
Company Policies. 45
Page 5 of 46
LIST OF FIGURES
Page
Figure 01:
Corporate reputation model Fombrum (1996,p6)...11
Figure 02:
Issue Life Cycle....12
Figure 03:
Benefits and disadvantages of implementing an issue management.13

process
Figure 04:
Simplified Organizational Structure......14
Figure 05:
Impact of issues of organizational structure to CR.15
Figure 06:
Cultural impact of SNK16
Figure 07:
Key Stakeholders of SNK...17
Figure 08:
Current & Expected Impact Level of SHs to SNK CR19
Figure 09:
Cross functional Issue Management Team..20
Figure 10:
Appoint an Issue Management Team.......22
Figure 11:
Establishment of an Issue Management Process..........22
Figure 12:
Current Control System of SNK.23
Figure 13:
Proposed Diversified Control System of SNK..23
Figure 14:
Press release in Daily FT....24
Figure 15:
Corporate Social Responsibility (CSR) ....25
Figure 16:
Kotters change management process.....26
Figure 17:
SH Map for SNK...30
Figure 18:
SNK Outdated web site...32
Figure 19:
Identity Matrix...33
Figure 20:
Conversion of corporate policies to CSR to communicate among..35

Stakeholders
Figure 21:
Proposed Visual Identity for SNK CSR.36
Figure 22:
SH Map for SNK...42
Figure 23:
SNK Outdated web site...44
Page 6 of 46
LIST OF TABLES
Page
Table 1
Instances where SNK faced issues due to the current structure. 15
Table 2
The culture of SNK based on cultural web presentation 16
Table 3
Corporate Communication Gaps 17
Table 4
The necessity of IM process to SNK 18
Table 5
Stakeholders of SNK .. 19
Table 6
Objectives of recommendations..
Table 7
Short term and long-term recommendations 21
Table 8
Kotters Change Management on IM Strategies. 26
Table 9
Cost Benefit Analysis for IM Process Strategy.
Table 10
Impact of CSR on Corporate Reputation 31
Table 11
Grading for Types of CSR Activities in SNK 32
Table 12
Symbols towards current CSR activities of SNK..
Table 13
Effect on Corporate Behavior and Communication on CSR . 34
Table 14
Objectives of recommendations for CSR strategy
Table 15
Political Consequences of CSR process strategy
Table 16
Cost Benefit Analysis on CSR Strategy.. 37
Page 7 of 46
21
27
33
.. 35
36
LIST OF ABBREVIATIONS
IM
Issue Management
CR
Corporate Reputation
CSR
Corporate Social Responsibility
MEP
Mechanical, Electrical & Plumbing
IESL
Institution of Engineers Sri Lanka
SNK
Shin Nippon Lanka (Pvt) Ltd
GM
General Manager
SHs
Stakeholders
PC
Personal Computer
Page 8 of 46
BUILDING REPUTATION INSURANCE

USING PROACTIVE ISSUE
MANAGEMENT
Task 1: 2790 Words

(Excluding Executive Summary)
Page 9 of 46
Executive Summary
The corporate reputation is an asset to an organization which the organization has been
rewarded as a result of hard work they have done for many years. It is always prone to
damage due to the controllable and uncontrollable factors it comes across in its journey.
Having a good image, identity and communication, the organization can still safeguard its
reputation without getting damaged to it. So, sometimes, having a good reputation with its
stakeholders will finally result in an insurance to the organization which will grant
compensation in a situation where a crisis occurs.
To observe the internal environment of SNK, the organizational structure, organizational
culture and communication audit are conducted and hence it was identified that the company
is having lack of centralized information gathering system and a risk management team to
monitor the issues, lack of employee listening culture and lack of external and internal
corporate communication system respectively.
Therefore, a short-term plan is proposed initially to appoint a cross functional team in each
department with the current employees involvement and as a long-term plan, appoint an
issue management team. Moreover, the organizational culture is revamped by educating the
top management, middle management and the operational level in order them to adapt to
the new environment. Also, the inactive corporate communication is to be activated by
adopting different CR medium.
In parallel, external analysis will be conducted to analyze the impact of issues on potential
stakeholders of SNK. With current practices of the issue management process undergoing
by the company, finally it will be prescribed the remedial actions to be followed to build up a
better Issue management process to defend the organizations reputation by providing a
financial proposal too.
Page 10 of 46
1.1 Building Reputation Insurance using Proactive Issue Management

1.1.1
Importance of Corporate Reputation (CR)
The corporate reputation is the identity and the image which the stakeholders will perceive
about the organization. According to the Fombrum (1996, p9) the CR is the estimation of the
organization identity and also how the stakeholders perceive the companys name.
Corporate Reputation
How Stakeholders
perceive the organization
How organization perceives
and presents itself
Symbolism
Corporate Image
Corporate Identity
Communication
Behavior
Corporate Mission
Figure 01: Corporate reputation model Fombrum (1996,p6)
According to Fombrun & van Riel (2004), a positive reputation is a key source of
uniqueness, which can differentiate the organization from its competitors to attract potential
stakeholders. The negative reputation will erode the organization reputation by making loss
of its key potential stakeholders.
For instance, Amazon, Apple, Disney, Google and Jonson & Jonson (Micheal at el,2013) are
ranked as the most reputed companies in the world based on the good interaction they had
with its key stakeholders and the uniqueness offered.
As of river pollution from diesel, with Coca-Cola Company in Sri Lanka (Hafsa Sabry, 2015),
higher lead level in Maggie Noodles in India (NIRMALA GEORGE, 2015), Chilled Labor with
Apple and bad emissions with Volkswagen, it can be seen that the reputation is prone to
damage. Thus, CR plays an important role for an organization.
1.1.2
Importance of Establishing a Proactive Issue Management (IM)
It is a process of monitoring potential controversies or public relations problems in relation to

the business, and initiating communication programs to manage public perceptions about
them.
Page 11 of 46
According to Van Riel and Fombrun (2007), IM comprises of three principle activities. In
relation to this model Mitroff (1988) adds a fourth activity as the learning from experience. In
contrast to the above models, Jones & Chase (1979) suggest the IM process model with four
basic phases and also Regester and Larken (2008) recommends a seven step practical
implementation model.
In relation to Van Riel and Fombran (2007) issue management model and Mitroff model, it
appears to be both models are addressing the common structure by being in a common
platform. When, the Jones and Chase (1979) model is taken into consideration, it also
appears to be following the same structure as of the above two models with the addition of
issue prioritization process.
Figure 02: Issue Life Cycle

According to the Hainsworth & Mengissues issue life cycle, the issue may undergo several
stages where the worst case scenario would be a crisis. So, having a proactive issue
management process within an organization can eliminate the reputational risks which will
damage the reputation.
1.1.3
Building Reputation Insurance via Proactive Issue Management
For instance, IBMs (Special Report, 2013) reputation for being an enterprise friendly and
efficient solutions provider has enabled it to beat rivals for business over many years.
Similarly, McDonalds (Special Report, 2013.) reputation for being a family friendly and
economical place to eat has sustained its market share.
Page 12 of 46
But, reputation can be a fragile and intangible thing. Toyota Camry & Avalon (TORRANCE
Calif, 2016), who became the largest automobile manufacturer, has suffered grievously as
allegations of faulty activation of air bags due to the incorrect calibration.
Likewise Dell (Geoff Livingston n.d.), who became the leading PC manufacturer has suffered
reverses in recent years owing to incidents of laptop batteries catching fire. Nevertheless,
since, Toyota and Dell are well reputed companies, they self-insured from the higher
reputation they owes.
According to the aforementioned instances, an issue can be arisen from internal or external
environment. Also, the issue seems controllable and uncontrollable with respect to the
dynamics of it.
External
Controllable
Internal
Uncontrollable
Issue
Benefits
1. Act as an early warning system
2. Act as an insurance for CR
3. To safeguard internal & external SHs
4. To identify potential crisis
5. To identify threats to the organization
6. Act as a risk mitigation method
7. Less chance of collapse its
businesses
Disadvantages
1. It is costly
2. It requires a team
3. Reluctant to change
management
Figure 03: Benefits and disadvantages of implementing a proactive issue management

process
According to the benefits and disadvantages of implementing an IM process, it can be
observed that the benefits are higher than the disadvantages having proactive IM process. It
is, therefore, vital for every organization to pay their attention on safeguarding the corporate
reputation by proactive issue management.
Page 13 of 46
1.2 Internal Investigation of SNK

With the use of organization structure, organization culture and corporate communication
audit, an internal audit for SNK was conducted and hence drawbacks of current issue
management strategy was identified as follows,
Ineffective Issue Management Structure

Ineffective Organizational Culture
Lack of Corporate Communication Strategies
Unavailability of Issue Management Process
1.2.1
Ineffective Issue Management Structure
Board of Directors / CEO
Business & Engineering
General Affairs
Administration
Account
s
Figure 04: Simplified Organizational Structure
Figure 04 depicts that SNK is having an organizational structure divided into several
functional teams and the employees, in each department, are merely communicating their
issues with the head of department independently in decentralized manner. Since, SNK has
no proper IM system; they handle those issues within the department in ad-hoc manner.
Thus, the ultimate reports related to potential issues are not communicated with CEO.
Page 14 of 46
Table 01: Instances where SNK faced issues due to current structure
No
IS1
IS2
IS3
IS4
Issues
Lack
of
Example
coordination
Reason
Mechanical departments decisions are not
among functional units
coordinated with electrical department.
Discontinuities among
Engineering
departments
departments
Bypassed access level

to employees
No
distinctive
Operational
instruction
and
administration
description is defined.
Each department has its own

KPIs to achieve their own
targets.
staff
from
are
received
GM
bypassing
direct
Managements
lack
of
the
understanding
about
the
employees immediate reporting level

Job
No cross functional teams
The employees are having complains about

what they have to perform in their duties.
consequences.
No distinctive KPIs defined
IS1
5
4
Impact on CR
3
2
1
IS4
IS2
IS3
Figure 05: Impact of issues of organizational structure to CR

1.2.2
Ineffective Organizational Culture
Corporate culture defines the system of shared assumptions, values, beliefs and behaviors
that determine how a companys employees and management behaves in organization and
how they interact and handle outside business transactions. Therefore, to understand the
culture of SNK, the cultural web (Johnson, G, Scholes, K, Whittington, R Exploring
Corporate Strategy, 8th Edition, FT Prentice Hall, Essex, 2008, ISBN 978-0-273-71192-6) is
used.
Page 15 of 46
Table 02: The culture of SNK based on cultural web presentation

Item
Attribute
Potential Issues / strengths
Impact on Reputation
The Pioneer of Building Air Conditioning
MEP market leader in Sri Lanka
system in Sri Lanka.

1
Stories
High employee turnover
Create Bad image on SH minds
Low employee wages
Employee dissatisfaction and

loss of loyalty
Symbols
Power
Stressful working environment
Bad Image on employees mind
A Japan originated international company.
MEP market leader in Sri Lanka
The
Sri Lankan management is not
maker
is
Japanese
Management.
Structure
Control
Decision
empowered.
Bad image on
external SHs mind.
Cost are highly controlled
Dissatisfaction of employees
Quality is highly emphasized
Added value on Reputation
Working time is highly monitored and
Create stressful environment
Systems
controlled.
and hence dissatisfaction
Rewarding procedure is not transparent
Lack of trustworthiness about

the management
Rituals &
Routings
The employees are reluctant to adapt to a
change
Difficulties
in
change
management process
Management is reluctant to change the

decisions made
Organization
Structure
organizational
Single point reporting
Operational staff still have the access to
Controls of the employees will
Functional
authority
structure
the Board of Directors and Managers
Stories
5
4
3
2
1
0
Structure
Rituals
be lost.
Cultural Impact
Power
Structure
Control
System
Figure 06: Cultural impact of SNK
Page 16 of 46
1.2.3
Lack of Internal Corporate Communication Strategies
Franklin states, the corporate communication as the ways in which an organization talks to
itself and to the outside world.
In order to build good reputation, SNK has to have a
distinctive corporate communication image among its stakeholders. This will share the
information back and forth to have a good connection with each other.
Table 03: Corporate Communication Gaps
Item
IS1
IS2
Potential Issues
Not
Reason
connected with Media and
Impact on Reputation
Poor Management
Press
direction
Weak lateral communication
Unavailability of a
across departments
process
IS3
the web site is not updated.
can be highly influenced
The
feedback
customers
can
to
have
No functional team
updated
with
latest
news of SNK. External
SHs feel bad perception

Systems arent
Poor
employees feedback
available.
employees
relation
with
Impact Level on CR
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
IS1
Employees will not be
No processes to collect
mistakes
(Refer Appendix D)
IS4
In a crisis, the company
with bad criticism.
SNK does not process in-house

Magazines, newsletters and even
Impact Level
IS2
IS3
IS4
Figure 07: Corporate Internal Communication impact level on CR
Page 17 of 46
1.2.4
Unavailability of Issue Management Process
According to Appendix D, integrated communication, it can be seen that SNK has no proper
process for issue management, thus, in a situation where an issue takes place within the
organization, there is a risk of transferring an issue to a crisis, if not properly managed.
Table 04: The necessity of IM process to SNK
Item
Requirement
Reason
Act as an early warning system
To identify potential issues
To safeguard the CR
If properly managed, the reputation can be protected.
To safeguard internal & external SHs
To identify potential crisis
To identify threats to the organization
If monitored, potential threats can be identified.
Act as a risk mitigation method
If identified, risks can be evaluated and mitigated.
If monitored and controlled, the SHs can be protected

without affecting any harm to them.
Potential issues which can be transferred to crisis can
be identified.
1.3 External Investigation via Stakeholder Mapping

According to Huczinski & Buchanan (2001), the stakeholders are anyone who will be directly
or indirectly affected by organizational changes. SHs are the key figures of corporate
reputation. When the customers get the reliability & consistency through quality, investors
gain the creditability through product, the community gets strong orientation to services &
values through responsibility of the organization, the organization can earn stakeholders
trust and hence the corporate reputation can be gained. Thus, it is very important SNK to
identify its key stakeholders and provide best services to them and hence referring to the
Appendix B, the key external SHs can be filtered as follows.
Page 18 of 46
Suppliers
Current employees,
retirees
Government
Public Authorities,
regulators, Policy
Makers
Competitors
Press / Media
Community
Local and
International Media
Schools,
University
Customers
Society
Direct & indirect

customers
Labor Unions
Professional Bodies
Investors,
shareholders
Figure 08: Key Stakeholders of SNK

Table 05: Stakeholders of SNK
No
Stakeholder
Type
Impact Level
Connection with SH or Issues
on CR
Competition between suppliers for the same
High
High
product or service
SH1
Suppliers
Connected
They offer their inquiry, but less chance to get

the job
SH2
SH3
Customers
Competitors
Connected
Connected
Complains that SNK does not give feedback
High
Complains that feedback from SNK is poor
High
Competitors seek the chance to hire the
Medium
High
employees who are working in SNK
More
competitors
are
coming
to
MEP
businesses
SH4
Government
External
SNK has no direct involvement, but indirectly

connected with government bodies.
Page 19 of 46
High
External
SH5
Press/Media
SH6
Local Community
SNK has no direct involvement with Press or

Media
External
Not connected with local communities
External
Institute of Engineer of Sri Lanka has

recognized SNK as training place for young
engineers
SH7
to
train
for
the
High
Low
Medium
Corporate
Membership. So, they are on the alert about
Professional bodies
SNK.
University students are provided training for

their internship. So, they are on the alert
High
Low
about SNK.
SH8
Society
External
SNK is not connected with Society.
According to the stakeholder mapping, it is identified that the dominant SHs for the company
and hence explained each SH potential impact on corporate reputation. Hence it can be
observed that SNK is not having proper communication with its SHs and also it is not
providing any feedback to its SHs regarding their business activities status which can be an
issue to organization. Also, SNK is not monitoring what are the perceptions of SHs for the
product and services performed.
Suppliers
5
Soceity
Customers
3
2
1
Prof. Bodies
Competitors
Local Com.
Current
Expected
Government
Press/Media
Figure 09: Current & Expected Impact Level of SHs to SNK CR
Page 20 of 46
1.4 Recommendation for Proactive Issue Management Strategy

There are internal and external controllable and controllable issues which can cause
damaging the corporate reputation of SNK. So, as of the investigations conducted on
internal and external environment, following recommendations can be proposed.
Table 06: Objectives of recommendations
No
Objectives
To establish an Issue Management Team to SNK by 2018
To build a cross functional team to the current context

To establish an Issue Management Process
To restructure the organization structure to build a listening culture
To build a process for internal communication
To build a process for external communication
1.4.1
Recommendation 01: Appoint an Issue Management Team
Since, CEO has to have a holistic veiw of the potential issues within and external of the
organization, it can be proposed below mentioned long-term and short-term strategic plans.
Table 07: Short term and long-term recommendations
Type
Description
Short-term Plan
Building a cross functional team among all the departments
Long-term Plan
Appoint an issue management officer and a supportive team
Short-term Strategic Plan

With the available human resources, in short-term basis, SNK can appoint a one employee
from each department to gather potential issues and record them. Also, to get each of them
know about the issues, an email group can be created and each of them has given the
authority of accessing and sharing facility within the group. So, whenever, an issue comes
across, it can be circulated amongst by coping to CEO and head of the department.
Therefore, this cross functional team can be used as the centralized issue reporting team to
CEO.
Page 21 of 46
General Affairs
IM-Business & Eng

Account
s
IM-AC
Administration
IM-Admin
Group E-Mail
Figure 10: Cross functional Issue Management Team
Long-term Strategic Plan

As the long-term plan, SNK can appoint an issue management team inclusive of issue
management officer and supportive staff. Then, the issue management team will directly be
linked with CEO, so that, potential issues can be communicated to him.
General Affairs
Administration
Account
s
Issue Management Team
Figure 11: Appoint an Issue Management Team
Page 22 of 46
As of the current condition, no issue management team is available with SNK and hence the
level of being proactive in an issue is 20%. But, with the proposed structural change it is to
be upgraded to 50% by 2019.
1.4.2
Recommendation 02: Create a Listening Culture
SNK Board of director can be diversified to be a combination of local staff and Japanese
staff. This transformation will lead local staff to be empowered with their duties and enables
the controls of operational and functional staff.
Figure 12: Current Control System of SNK
Proposed
Transformation
Figure 13: Proposed Diversified Control System of SNK
According to the Appendix A, SNK has its own profile in its businesses in MEP sector. So, as
of the cultural audit conducted, it seems that there is lack of identification of each employees
job profile and job description considering from the Top Management to Operational level.
Thus, it is recommended SNK to get the more involvement of HR team of the company and
investigate the each employment profile and hence prepare job profile and job description for
all staff.
By creating listening cultures, the employee turnover is reduced to 10% by 2017 than the
same in current year 2016 is being 30%.
Page 23 of 46
1.4.3
Recommendation 03: To build a Process for Corporate Communication
Internal Communication through Development of Profile, Magazines & Newsletters

A corporate profile can be developed to show all the stakeholders connected with SNK and
the corporate business and product range. SNK must develop a company profile that reflects
its product and services, strengths, completed projects, etc. This will lead other companies
to view the company and its businesses to attract employees to the company. Development
of company newsletters and magazines can be activated in order employees to aware of the
progressions and improvements in the organization and in projects.
External Communication through Press Releases to Marketing Publicity
SNK can have press release in order to have publicity for its businesses to make external
SHs aware about its businesses and also to get other interested parties to get SNK know.
Also, SNK can have local authority attractions for future incoming project opportunities.
Thus, SNK can publish its core business activities in Daily FT
Figure 14: Press release in Daily FT
By adapting corporate communication strategies, SNK can increase its customers 20% by
2018 and by 50% by 2020 and hence businesses can be developed.
Page 24 of 46
1.4.4
Recommendation 04: To establish a Process for Issue Management
Following the Regester and Larkin (2008) and David G. Laufer (2006), following modified
Issue management process is being proposed to implement in SNK. After appointing the
Issue Management Team, this process is to be implemented by end of 2017 to make the
process a systematic.
Political, Legal and
Reputational Risk
Issues Intrinsic to
Business
Corporate Mission,
Vision and Values
Learning from
Experience
Stakeholder
Expectations
Implementation
Monitoring of Issues
Identify Emerging
Issue Considerations
Strategy Development
& Action Planning
Issue
Identification
Produce
Issue Map
Assess
Stakeholder
Expectation
Assess
Company
Impacts
Identify
Performance
Gaps
Assess
Urgency
Factors
Assess
Impact
Factors
Issue
Prioritization
Figure 15: Establishment of an Issue Management Process

Page 25 of 46
1.4.5
Political Consequences
In the implementation of the recommendations, still, it is important to identify the employer

and employee desire to adaptation for the change in Organizational Structure,
Organizational Culture and Corporate Communication systems. Thus, Kotters change
management process is used to analyze political impacts on proposed recommendations.
8
7
6
5
4
3
2
1
Anchoring new approaches in the culture
Consolidating gains and producing more change

Generating short-term wins
Empowering employees for broad based action
Communicating the change vision

Developing a vision & Strategy
Create a guiding coalition

Create Urgency
Figure 16: Kotters Change Management Process

Table 08: Kotters Change Management on IM Strategies
Recommendation 3:
Item
Change
Recommendation 1:
Recommendation 2:
Establish Corporate
management Step
Structural Change
Cultural Change
Communication System
& IM process
Establish a sense of
Potential Issues can be
A difference with a
Effective
urgency
transformed to a crisis
listening organization
communication
Crisis
through
corporate communication
2
Create
guiding
coalition
employee shall also be made aware to accept the change
Developing a vision &
To make SNK to be leading MEP company in Sri Lanka
Strategy
Communicating
The top management shall accept to implement the change and hence the
the
change vision
The top management shall communicate the change whenever they meet each
other. Also, the change vision always to be communicated among every
individual.
Empowering
Avoid the employee lack of skills to adapt to the change management process
employees for broad
by conducting training program.
based action
6
7
Generating short-term
There is a risk of being identifying this as the end of the change management
wins
process.
Consolidating
gains
It can be demonstrate the positive outcome of the change management process
Page 26 of 46
and producing more
to the employee. Then, by the passing of time, the change will come to body
change
and soul of the employee. In this step, there is risk being undermine, since the
process was very pressure to the employee.
Anchoring
8
approaches
in
new
This change management process was very hardly achieved and came to this
the
stage. Thus, always the employee has to keep in mind that the hardest route
culture
1.4.6
came so far.
Financial Consequences
Table 09: Cost Benefit Analysis for IM Process Strategy

Item
Description
Amount / US$ (Per
Recomendation
Month)
Costs
A
Issue Management Team
A1
Salaries
Manager 1 No
-1,500.00
Secretary 1 No
-500.00
Officers - 2 Nos
-800.00
A2
Transport
-500.00
A3
Power / Electricity
-200.00
A4
Telephone
-20.00
A5
Stationary
-500.00
A6
Refreshments
-20.00
A7
Insurance
-200.00
A8
Staff Welfare expenses
-100.00
Sub Total to A / US$
-4340.00
Corporate Communication
B1
Advertising
-1000.00
B2
Newsletters
-500.00
B3
Magazine
-500.00
B4
Press Print
-500.00
Recommend to
Implement.
Sub Total to B / US$
-2500
Benefits
C1
Improvement of Management & Employees Efficiency
+5000.00
C2
Customer retention
+6000.00
C3
Employee retention
+2000.00
C4
Intangible reputation
+3000.00
Sub Total to C / US$
+16000.00
Net Total / US$
+9160.00
Page 27 of 46
ETHICAL CORPORATE SOCIAL

RESPONSIBILITY AS A CORPORATE
REPUTATION
Task 2: 1700 Words

(Excluding Executive Summary)
Page 28 of 46
Executive Summary
Having practiced Corporate Social Responsibility (CSR) activities will result in defending its
reputation while the organizations can consider the welfare of community, protection of the
environment and sustainability.
The Corporate Social Responsibility activities within the organization are analyzed and
evaluated to observe current position of the company in adaptation of the CSR activities to
further strengthen the corporate reputation it deserves. Also, at the latter part of the report, it
will be recommended the CSR activities to be adapted introducing the budgetary proposal to
be implemented.
Page 29 of 46
2.1 Ethical CSR Practices as a Corporate Reputation

A wide range of obligations that an organization may feel it has towards its secondary or
external stakeholders, including the society in which it operates. According to the Caroll &
Buchholtz, (2000), the CSR has four main layers, as depicts by Figure 17.
Legal
responsibility
Economical
Responsibility
Corporate
Social
Responsibility
Ethical
responsibility
Philanthropic
Responsibility
Figure 17: Corporate Social Responsibility (CSR)

The corporate ethics are what constitute right and wrong behavior. Thus, in relation to CSR
practices, the organizations also shall follow their responsibilities towards the external
stakeholders in ethical manner. It is therefore vital for organizations to practice ethical
responsibilities.
According to Sustainability Report (2014/2015), The Coca Cola has conducted several CSR
projects around the world for the sake of environmental protection, for the wellbeing of the
community, customer health and safety programs by protecting social human rights,
economic responsibilities considering them as their CSR values. Also, Nestle, Apple, Intel,
Volkswagen, Sony, BMW, Google, Microsoft, Disney and Daimler (Reputational Institute
CSR RepTrak - 2013) are the 10 companies with best CSR and hence they deserve the
reputation.
Page 30 of 46
Table 10: Impact of CSR on Corporate Reputation

Impact on
No
Benefits of CSR
Justification with Examples
Corporate
Reputation
Ability to have positive impact in
Diet Cock as healthy beverage from Coca-cola
the community
(Sustainability Report, 2014/2015)
Act as an insurance for CR
Supports public value outcomes
Largest Toy recall Mattel, 2007 due to high

level of lead paint (Louise, David,2007)
Water Supply Schemes for remote temples
and schools by Brandix (Reach Issue1,2016)
Supports being an employer of
In 2015, 81% of employee retained in Apple.
choice
(Jacqueline Renfrow,2016)
Encourages both professional &
Based on the statements made by CSR
personal development
executives in Brandix. (Reach Issue1,2016)
Enhances relationship with SHs
Innovation is promoted
Brandix has a good relationship with its SHs

(Reach Issue1,2016)
eZ Cash mobile money platform from Dialog
(Sustainability Report, 2014)
High
High
High
High
High
High
High
Coca-Cola, Sustainable Agriculture, 7 step

8
Sustainability is promoted
supplier engagement program. (Sustainability
High
Report, 2014/2015)
Coca-Cola has differentiated products based
9
Brands can be differentiated
on Low or No calorie beverages (Sustainability
High
Report, 2014/2015)
According to Table 10; it can be seen that having CSR activity creates a significant impact
on corporate reputation. Thus, every organization can adapt the CSR activities and serve for
the betterment of SHs and the sustainability of the environment.
2.2 Organizations Current Position of CSR Activities
The Corporate Social Responsibility (CSR) is the main key factor which an organization can
attain its corporate reputation. If the organization is handling CSR activities, the key
stakeholders will have a good impression on companys business direction. Thus, the
corporate reputation will be the outcome of CSR activities.
Page 31 of 46
Table 11: Grading for Types of CSR Activities in SNK

Item
CSR1
CSR2
Type of CSR
Economical
Responsibilities
Current status of the CSR
CSR Activity
Activities
Company needs to be primarily

concerned with turning a profit
SNK
Legal
range from securities regulations
applicable
laws
Responsibilities
to labor law, environmental law
Good
Conduct
and even criminal law.
Nondiscriminatory Policy
CSR3
CSR4
Responsibilities
Philanthropic
Responsibility
CSR4
manner
and
promote
the
sustainability
Making an effort to benefit society
CSR1
5
4
3
2
1
0
attention
under
on
its
&
Environmental friendly by
introducing the
Perform the businesses in ethical
Ethical
pays
CSR
activity
Earning profit in businesses
Company obeys all laws which
Grade on
environmental policy
paying fair wages
Well fair of the society
Fair trading
Product safety and quality
CURRENT
GRADE
CSR2
CSR3
Figure 18: Current CSR Status of SNK

According to the Appendix D, it can be seen that the SNKs policy is indirectly targeting on
the welfare of the society, environmental protection and promoting ethical behavior within the
organization by using Health and Safety Policy, Quality Policy, Environment Policy and
Good Conduct & Nondiscriminatory Policy. So, the organization has identified the value of
being a responsible body to personal internally and externally. Again, it is required to having
proper communication of this responsibility to its stakeholders to make them aware about the
Page 32 of 46
CSR activities which SNK involved in. Then, it will result in strengthening the corporate
image of the company.
The company policy is proportionate with responsibility for the CSR activities. But, the
companys corporate communication about the CSR activities shows that it is not being
active and not connected with the external SHs. Also, the management and employees have
poor understanding about the value of the CSR activities to enhance its reputation.
2.3 Identity of Organization Based on Current CSR Activities
According to Dowling (2004), the
Symbolism
corporate identity is the projection

of the organization. The governing
attributes of corporate identify is
defined as of Figure 19. Under this
Behavior
section, the identity of SNK based

on
CSR
activities
will
Corporate
Identity
be
examined.
Communication
Figure 19: Identity Matrix

Symbolism
How a firm views itself, how it wishes to be viewed by others, and how others recognize and
remember it. In the context of CSR activities of SNK, Table 12 shows the current status of
symbolism in relation to CSR activities.
Table 12: Symbols towards current CSR activities of SNK
No
Attributes of Symbolism
Embedded to SNK CSR activity
Grade
Color
No
Visual
No
Signs
No
Slogans
No
Fonts
No
CSR Statement
No
Page 33 of 46
Corporate Behavior & Corporate Communication

Corporate behavior is very important for SNK to success in financially and SHs engagement
between corporate and business interests. The corporate behavior involves legal rules,
ethical codes and social responsibility principles. When SNK acts ethically and socially
responsibly in its business decisions and strategic planning, then, it would help SNK to be
more sustainable and long term survival.
Table 13: Effect on Corporate Behavior and Communication on CSR
Attributes of
Effect on SNK Corporate
CSR activity
behavior
CSR
SNK
Economical
Responsibilities
having
Corporate
Communication
higher
High
Employee
employee turnover. So, It
turnover implies that
The company is stable in its
can
that
CSR activities are not
financial status.
economical
responsibilities
solid within SNK due to
are not fully met towards its
lack communication of
employees.
CSR.
According to Appendix D,
under
the
environmental
policy, SNK promotes the

compliance
Legal
is
Effect on SNK
to
the
legal
compliance.
be
noticed
The SHs perceive SNK as

an
environmental
friendly
company. Also, it implies

that SNK behaves as a
corporate citizen.
Responsibilities
Also, SNK promotes the
good conduct in its Good
Conduct
&
Since,
SNK
avoid
discriminations and promote
No external
the good conduct, SHs feel
communication about
safe working with SNK.
SNKs legal
responsibilities
Ethical
Responsibilities
SNK can not be seen as a
Paying fair wages
company paying fair wages.
Well fair of the society
But,
Fair trading
Japanese
culture
promotes fair trading.
The Society is benefited with
External SHs are having
Philanthropic
the high quality products and
good impression about the
Responsibility
services, SNK offers under
SNK product and services.
its quality policy
As a result of the identity mix analysis related to SNK, it can be seen that SNK has no any
symbol to show stakeholders about the CSR activities. Whereas, based on the policies
defined by SNK, it is obvious that SNK is following its responsibilities towards the welfare of
Page 34 of 46
its stakeholders in a narrow range. Also, the internal and external communication about the
CSR activities with its stakeholders is very poor. It therefore can be concluded that CSR is
not embedded with SNK.
2.4 Recommendation for Corporate Social Responsibility Strategy
Table 14: Objectives of recommendations for CSR strategy
No
Objectives
To make an awareness program for the Staff about the CSR
To establish a CSR communication System
To introduce a visual identity for CSR activities
2.4.1
Recommendation 1: An Awareness Program for the management and employee

about CSR
It is being proposed SNK to hire a resource person from a university or professional

organization and conduct an awareness program for all the staff. The awareness program is
to be conducted in two stages. As the first stage, the management level of SNK is educated
on the essence of CSR activities on its corporate behavior and the businesses.
As the second stage, the employees are educated to understand the responsibility of them
as an organization towards the CSR activities to serve the society as a corporate citizen.
2.4.2
Recommendation 2: Establish CSR Communication Process
Environmental Policy
Good Conduct &
Feedback
Internal Corporate
Communication
Corporate Social
Responsibility (CSR)
Quality Policy
Health & Safety Policy
Feedback
External Corporate
Communication
Figure 20: Conversion of corporate policies to CSR to communicate among stakeholders
Page 35 of 46
SNK has its own policies as depicts in the Figure 20. It is recommended SNK to re-define
the policies targeting the CSR activities to be involved. Then, the internal and external
stakeholders will perceive to earn the public trust on the company and the reputation can be
gained.
2.4.3
Recommendation 3: Introduce a visual identity for CSR activities
Corporate social responsibility

Figure 21: Proposed Visual Identity for SNK CSR
Since, SNK does not process any visual identity on CSR activities, as of Figure 21. It is
recommended SNK to adapt the proposed Logo and update the official web site so that the
web site includes a separate page for CSR activities. Also, SNK can process the corporate
profile, newsletter and magazine using this logo with its ongoing CSR activities.
2.4.4
Political Consequences Analysis
Table 15: Political Consequences of CSR process strategy

Recommendation 2:
Item
Change management
Recommendation 1:
Policies as CSR as
Recommendation 3:
Step
Staff awareness
Corporate
Visual Identity
Communication
Establish a sense of
urgency
Create a guiding
coalition
Developing a vision &
Strategy
Communicating the
change vision
Has SNK being a
To attract SHs &
responsible company to
Corporate
society
Communication
SCR symbol is required
The top management shall accept to implement the change and hence the
employee shall also be made aware to accept the change. This shall be started
through the leadership building within SNK.
To make SNK a responsible corporate citizen in Sri Lanka
The top management shall communicate the change whenever they meet each
other. Also, the change vision always to be communicated among every
individual.
Page 36 of 46
Empowering
Avoid the employee lack of skills to adapt to the change management process
employees for broad
by conducting training program.
based action
Reward the people for making change happen
Generating short-term
The staff can be given the targets and they shall be rewarded for their success
wins
of targets.
Consolidating gains
7
and producing more

change
Anchoring new
approaches in the
culture
2.4.5
After every win, the condition is to be evaluated and plan for any improvements
of it. The change management ideas shall always kept to be fresh
The progress shall always be monitored. When, new staff hiring and training,
they shall be educated on these.
Cost Benefit Analysis
Table 16: Cost Benefit Analysis on CSR Strategy

Item
Description
Cost / US$
Staff Awareness
A1
Hiring a Lecture
A2
Refreshments
100.00
A3
Training Materials
500.00
A4
Transport
150.00
A6
Lunch
400.00
Sub Total to A / US$
Benefit
1,700.00
2,850.00
Having CSR within SNK

means it will be an insurance
for the company. Thus, it is
always benefitted to the
Corporate Communication
B1
Advertising
800.00
B2
Newsletters
500.00
B3
Magazine
500.00
B4
Press Print
500.00
Sub Total to B / US$
organization which can not
2,300 Per month
Page 37 of 46
be valued.
REFERENCES
Shin Nippon Air Technologies Annual Report (2014)
Dialog Sustainability Report (2015)
Brandix Reach Issue 1 (2016)
Coca-Cola Sustainability Report(2014/2015)
BSR, Stakeholder Mapping (2011),
Fombrun, C. (1996) Reputation. Boston, Harvard Business School Press.
John Dalton (n.d), Reputation and Strategic Issue Management, London School of Public
Relations, UK
Peggy Simcic Bronn and Carl Bronn (2002) Issues management as a basis for strategic
orientation, Journal of Public Affairs
Mike Hogan (2002), Issue Management, Forest Communicators Network
Kayondo Denis Mukasa , Kyungho Kim , Hyunwoo Lim (2015), How Do Corporate Social
Responsibility Activities Influence Corporate Reputation? Evidence from Korean Firms
Majid Khan , Abdul Majid , Muhammad Yasir, Muhammad Arshad (May 2013) Corporate
Social Responsibility and Corporate Reputation: A Case of Cement Industry in Pakistan, Vol
5, No 1
Carola Hillenbrand, Kevin Money (2007), Corporate Responsibility and Corporate
Reputation: Two Separate Concepts or Two Sides of the Same Coin?
Marina MATTERA, Vernica BAENA (2012) Corporate Reputation and its Social
Responsibility: a Comprehensive Vision, Vol 22, Pg129-149
http://247wallst.com/special-report/2013/02/15/companies-with-the-best-and-worstreputations/3/
TORRANCE, Calif. (2016) [online]
http://corporatenews.pressroom.toyota.com/releases/toyota+recall+2016+camry+avalon+apr
il13.htm (Accessed 14 May 2016)
Geoff Livingston (n.d), [online]
http://www.convinceandconvert.com/social-media-strategy/5-reputation-managementlessons-from-prince-dell-and-beyond/ (Accessed 14 May 2016)
Hafsa Sabry (n.d), [online]
http://www.thesundayleader.lk/2015/09/20/kelani-river-contaminated-with-cancer-causingchemical/ (Accessed 14 May 2016)
Page 38 of 46
Louise Story and David Barboza (2007) [online]

http://www.nytimes.com/2007/08/15/business/worldbusiness/15imports.html?_r=0
(Accessed 14 May 2016)
David G. Laufer (2006), a Practical Process Guide to Issue Management, Public Affairs
Council
Page 39 of 46
APPENDIX A: COMPANY BACKGROUND

SHIN NIPPON LANKA (PVT) LTD
It is an international company with the origin from Japan. It is engaging in MEP project; local
and internationally. SNK has its branches in Singapore, Myanmar and Sri Lanka while the
head office is being situated in Japan. Shin Nippon Lanka (Pvt) Ltd is the leading MEP
Company in Sri Lanka being competitive to other several local and foreign companies. In Sri
Lanka, SNK is delivering its core MEP services since 1984. Also, SNK is the pioneer for the
Air Conditioning in Sri Lanka.
Vision
To be the leading mechanical & electrical service provider in echo friendly technologies
Mission
1. To contribute to the globe in and environment friendly manner through air and water
thermal and electrical technologies
2. To maintain the trust and the relationship with client, shareholders, employees,
subcontractors and stakeholders
3. To contribute to the social development as responsible corporate citizen
4. To conduct our business activities in fair and transparent manner

5. To create a comfortable working environment
Milestone in SNKs History

Year
Description
1980
Commenced operation in Sri Lanka with New Parliament complex
1984
Establishment of Sri Lanka branch
1987
Executed Mechanical work for Hilton Hotel, Sri Lanka
1991
Executed M&E work for Sugathadasa Stadium, Sri Lanka
1996
Executed M&E work for JAIC Hilton Tower, Sri Lanka
2003
Executed M&E work for Hatton National Bank, Sri Lanka
2005
Colombo Bandaranayake International Airport Expansion Project
2010
Teaching Hospital Anuradhapura, Sri Lanka
2014
RIU Hotel Ahungalla Sri Lanka
2015
Shangri-La, Phase 1, Colombo, Sri Lanka
Financial Statement
2011 Net Income
2012 Net income
2013 Net Income
2014 Net Income
8 Million USD
- 10 Million USD
14 Million USD
13 Million USD
Page 40 of 46
Certifications
1. ISO 9001:2008 certification from Sri
Lanka Standard Institute in 2012
2. Registered under Sri Lanka Sustainable
Energy Authority as an Energy Service
Company
3. Institute of Engineers Sri Lanka (IESL)
accredited company to train Engineers
for their professional qualification
Product & Services

Product
Services
Fire Dampers
Volume
Dampers
ACMV Ducting
1. Mechanical, Electrical & Plumbing Design

2. Quantity Surveying and cost estimation
3. Project management, contract
administration
4. Drafting services
5. Maintenance
6. Fabrication
Completed Projects:
Bandaranayake International Airport Colombo, Sri Lanka
Competitive environment
Abans Building Service, Sri
Lanka
Abans AC, Sri Lanka
Central
Engineering
Consultancy Bureau (CECB),
Sri Lanka
Maxir, Sri Lanka
State Engineering Corporation
(SEC), Sri Lanka
Wohhup
International,
Singapore
China Harbor, Chaina
Toyota Wattala Showroom Colombo, Sri Lanka
Page 41 of 46
APPENDIX B: STAKEHOLDER MAP

Government
Public Authorities,
regulators, Policy
Makers
Employees
Current employees,
retirees
Industry
Suppliers,
Competitors, Industry
Associations
Community
Media
Schools,
University
Local and
International Media
Civil society
organizations
Customers
Direct & indirect
customers
Labor Unions
Environment
Owners
Financial Institutions
Nature, NGOs,
Animals
Investors,
shareholders
Bank
Figure 22: SH Map for SNK
Page 42 of 46
APPENDIX C: COMMUNICATION AUDIT

Corporate
Key Activities
Communication Mix
Evaluation
In SNK, each 3 month of time, Staff meeting is conducted and CEO gives his speech and the
Management
Communication
Communication between managerial
General Manager and Senior Managers / Administration and Senior Managers / HR delivers
level representatives and SH audiences
their speeches addressing future plans and conduct other rewarding ceremonies. Whereas, the
of the organization
external communication with Media and universities and other professional bodies are not
targeted in this sense.
Marketing
Communication
Formulating direction & policy,

repositioning of product/ brand
corporate brand communication
Corporate brand building advertising,

Organizational
Corporate sponsorships,
Communication
Charitable contributions, CSR,

employee communication
Press releases, media relations, marketing publicity

SNK has done massive projects in Sri Lanka, but, it has no close connection with press and
Media and Marketing publicity programs
In-house magazines
SNK does not process in-house magazines
Employee newsletters
Employees are encouraged to do this, inactive
Communication networks SNK has group e-mail system and each staff member has been
provided an email address.
Corporate Sponsorship & Charitable contributions Not engaged.
SNK Vision / Mission
- Has become just some sentences, they have not connected with
employees and employers mind

Formulating plans for identification &
SNK has no proper system for the identification of stakeholders and the issues they are facing.
Integrated Corporate
monitoring of stakeholder sensitivities
In SNKs long history, it has not come across any crisis in its businesses, but, there is risk of
Communication
/issues
taking place that kind of crisis with what it engages in. Thus, there is a need of having crisis
communication plan
Page 43 of 46
Figure 23: SNK Outdated web site
Page 44 of 46
APPENDIX D: COMPANY POLICIES

Item
1
Description
Impact on CSR
Activities
Health and Safety Policy
1.1
Train & develop employees to use working machineries & equipment correct way for preventing accident & injuries.
High
1.2
Motivate employees to use safety methods & equipment (safety helmet, safety glass, gloves, etc.).
High
1.3
Ensure employees to prevent an accident & injuries from workplace environment
High
1.4
Build clean, healthy, comfortable and safe work place
High
1.5
Prevent work environment from pollution & garbage
High
1.6
Direct supervision, Periodical review and Satisfactory audit for all operations of our work
2
2.1
Quality Policy
We highly believe that the quality ( we say "Shin Nippon Quality") of our products & services make us differentiate in the market
We continuously maintain & upgrade our quality management system in accordance with ISO 9001:2008 standard. Further we adopt engineering best
2.2
3
3.1
Medium
practices which are operating in all our business activities, are used in our principles in Japan
High
High
Environment Policy
Ensure compliance with all applicable legal and other requirements, which relate to its environmental aspects
High
Promote environmental awareness and commitment to the policy amongst all employees and stakeholders through training and communication to
3.2
encourage suppliers and subcontractors to apply sound environmental principles
3.3
Avoid the wastage of materials, water and energy by paying careful attention to their use
3.4
Prevent pollution and minimize environmental disturbance from our activities
3.4
4
4.1
4.2
Apply continual improvement by reviewing the environmental aspects related to our activities by setting appropriate targets and objectives for improving
performance
Low
Low
Low
Good Conduct & Nondiscriminatory Policy

It is highly believe that the motivated working environment of the company is created by the conduct of all the parties in the company. Therefore we
expect that all the employees behave in an ethical, professional and harmonize way
The company is committed to provide a work environment free of discrimination and/or harassment. We prohibit discrimination/ harassment in the work
Page 45 of 46
Low
Low
place, whether committed by or against staff, co-workers, customers, vendors, or visitors. We want you to work and develop in an environment that is
respectful and productive. Workplace discrimination or harassment based on an employees race, color, religion, sex, national origin, citizenship, age,
status, sexual orientation, disability, marital status, or any other basis prohibited by law, will not be tolerated. The company prohibits inappropriate
conduct based on any of the above characteristics at work, on company business, or at company sponsored events
Page 46 of 46

40001949

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

40001949

Uploaded by

Copyright:

Available Formats

Managing Corporate Reputation (563) June 2016

Membership No: 40001949

Charted Postgraduate Diploma in

Membership No: 40001949

563 - Managing Corporate Reputation (June 2016)

Managing Corporate Reputation (563) June 2016

Membership No: 40001949

CIM Membership Number:

Managing Corporate Reputation (MCR)

Chartered Postgraduate diploma in Marketing

Accredited Study Centre:

Next School Of Business (PVT) Ltd

Tick here to opt out

Managing Corporate Reputation (563) June 2016

Membership No: 40001949

RELATION TO THE ORGANIZATION

Managing Corporate Reputation (563) June 2016

Membership No: 40001949

Managing Corporate Reputation (563) June 2016

Membership No: 40001949

Building Reputation Insurance Using Issue Management ..

Building Reputation insurance using Proactive Issue Management 11

Internal Investigation of SNK 14

Ethical Corporate Social Responsibility as a Corporate Reputation......28

Ethical CSR Practices as a Corporate Reputation... 30

Managing Corporate Reputation (563) June 2016

Membership No: 40001949

Corporate reputation model Fombrum (1996,p6)...11

Issue Life Cycle....12

Benefits and disadvantages of implementing an issue management.13

Simplified Organizational Structure......14

Impact of issues of organizational structure to CR.15

Cultural impact of SNK16

Key Stakeholders of SNK...17

Current & Expected Impact Level of SHs to SNK CR19

Cross functional Issue Management Team..20

Appoint an Issue Management Team.......22

Establishment of an Issue Management Process..........22

Current Control System of SNK.23

Proposed Diversified Control System of SNK..23

Press release in Daily FT....24

Corporate Social Responsibility (CSR) ....25

Kotters change management process.....26

SH Map for SNK...30

SNK Outdated web site...32

Conversion of corporate policies to CSR to communicate among..35

Proposed Visual Identity for SNK CSR.36

SH Map for SNK...42

SNK Outdated web site...44

Managing Corporate Reputation (563) June 2016

Membership No: 40001949

Instances where SNK faced issues due to the current structure. 15

The culture of SNK based on cultural web presentation 16

Corporate Communication Gaps 17

The necessity of IM process to SNK 18

Short term and long-term recommendations 21

Kotters Change Management on IM Strategies. 26

Cost Benefit Analysis for IM Process Strategy.

Impact of CSR on Corporate Reputation 31

Grading for Types of CSR Activities in SNK 32

Symbols towards current CSR activities of SNK..

Effect on Corporate Behavior and Communication on CSR . 34

Objectives of recommendations for CSR strategy

Political Consequences of CSR process strategy