MASTER’S THESIS
PART 1: INTERNSHIP REPORT
Els Patteeuw
Multilingual Business Communication
Academic Year 2010-2011
Company: 'De Blauwe Peer'
Internship Mentor: Peter Vandenberghe
Promotor: Prof. Dr. Geert Jacobs
Word count: 3042
“Managing corporate identity towards external stakeholders”.
A master’s thesis about the relationship between corporate identity and
corporate reputation.
2
TABEL MET BESCHRIJVING VAN DE STAGE :
Bedrijf De Blauwe Peer
Stagebegeleider Peter Vandenberghe
Adres New Yorkstraat 7-9
9000 Gent
Telefoon 09 250 93 03
Afdeling Communicatie
Taken Uitvoeren projecten verschillende aard: marktonderzoek,
vertalings- opdrachten, meewerken aan brainstormsessies,
meewerken aan ontwerpen communicatiestrategie,…
Talen tijdens de stage Nederlands
Frans
Engels
Duits
Stageperiode 02/05/2011 – 30/06/2011
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Expression of gratitude
My gratitude goes out to the people of 'De Blauwe Peer' who made my internship a
valuable learning experience. I want to thank all of the Pears for their faith in me and for
the responsibilities they trusted me with.
I would like to extend my thanks especially to Miss Elien Limpens for her patient
guidance and her inventive spirit! I consider myself lucky to have gotten the chance to be
part of such a talented team of people…
I would also like to give special thanks to my promotor, professor dr. Geert Jacobs, for his
dynamic approach and for allowing me the freedom of creating this thesis
independently. I really appreciate this given opportunity.
Finally, I would like to thank Tom Bruyer, for his overall support throughout the year and
for his unremitting enthusiasm.
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Table of contents
1. INTRODUCTION ..................................................................................................................... 5
2. PRESENTING: ‘DE BLAUWE PEER’ ........................................................................................... 5
2.1. MISSION STATEMENT ............................................................................................................... 6
2.2. CORPORATE PURPOSE .............................................................................................................. 7
2.3. FIELD OF EXPERTISE ................................................................................................................. 7
2.4. INTERNAL STRUCTURE .............................................................................................................. 8
2.4.1. TEAM OF ‘PEARS’ ........................................................................................................................... 8
3. SPECIFIC ASSIGNMENT ......................................................................................................... 11
3.1. INTERNSHIP DIARY (SIX FIRST WEEKS) ......................................................................................... 14
4. EVALUATION ....................................................................................................................... 21
5. CONCLUSION ....................................................................................................................... 22
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1. Introduction
In this internship report, I will present ‘De Blauwe Peer’, a B2B communication agency where I
worked as an intern at the communication department, during the months May and June 2011.
This report consists of four parts. First the agency will be presented, more specifically its mission
statement, corporate purpose and field of expertise. Further the internal structure will be elucidated
and the team of Pears will be presented. The third part consists of a description of my specific
assignments and tasks. Finally, the internship activities will be evaluated.
2. Presenting: ‘De Blauwe Peer’
FIGURE 1: De Blauwe Peer
‘De Blauwe Peer’ is a graphic communication agency founded in Ghent on April first in 1993. Peter
Vandenberghe and Katrien Diericks had a vision about a new kind of communication, a new kind of
premium communication. ‘Advertisement has to move receivers and it has to stimulate creative
musings and thoughts’, says Peter Vandenberghe. There is an overabundance in main stream
commercial messages, well-thought-out creative campaigns get lost in the crowd and lose their
power.
The main focus of 'De Blauwe Peer' is empowering corporate identities by offering clients a
complete graphic and visual communication strategy. 'De Blauwe Peer' is a beacon when it comes to
creative corporate communication, strategic communication, internal communication and external
communication.
The name: ‘De Blauwe Peer’ (or The Blue Pear). The logo: a red lemon. Not consistent? Yet still...
Since the foundation in 1993, the leitmotiv throughout all projects is wonderment. Wonderment
about a non-conventional image, about an odd slogan or about communication tools that aren’t
exactly obvious. Wonderment as a stepping-stone for an original concept, that is what ‘De Blauwe
Peer’ stands for.
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This element of wonderment, combined with a no-nonsense approach, forms the basis of a
successful communication strategy. The policy of ‘De Blauwe Peer’ consists of thoughts and action, of
analysis and implementation. The team creates a solid concept and applies it in all sections of their
business communication, according to highly efficient procedures.
‘De Blauwe Peer’ is a full service and authorized communication agency that helps with the strategic
thought process about internal and external communication. The team penetrates into the soul of
the company, the product or brand and translates the core values into an effective campaign. The
power of ‘De Blauwe Peer’ is the story behind the company: positioning the corporate identity and
handing clients the right tools to reach better results.
2.1. Mission statement
‘De Blauwe Peer’ believes:
- That ‘De Blauwe Peer’ is a one-stop-shop at the level of communication; they don’t deliver
detached services, but an overall concept.
- That their products and services will enrich the life and the relationship of their clients.
- That a clear strategy should be at the basis of any graphic design.
- That creativity, beauty, quality and profit are essential to their success.
- That the people of ‘De Blauwe Peer’ are the most valuable asset to the company.
Values, supported by ‘De Blauwe Peer’:
- Service oriented attitude: in order to fulfil the wishes of the client.
- Client oriented attitude: ‘De Blauwe Peer’ listens to its clients and proactively tries to
discover and respond to the wishes of the client.
- Respect: the ‘Pears’ treat each other with respect in order to create a pleasant and
stimulating environment.
- Cost- consciousness: for every expenditure there needs to be a return, there is a continuous
evaluation of the ROI.
These values are at the core of the corporate strategy, the behaviour of the company and the
relationships with suppliers, clients, the community and each other (Source: Business Plan De Blauwe
Peer. Used with permission.)
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2.2. Corporate Purpose
'De Blauwe Peer' has a unique and alternative view on graphic design and business communication.
Starting with the name 'De Blauwe Peer' or ‘The Blue Pear’, the uncharacteristic red lemon for a logo
and the slogan ‘Primeurcommunicatie uit eigen tuin’ . The main motive behind these unconventional
choices is ‘wonderment’ as the basis for original and captivating communication.
Wonderment has to function as the supporting structure of an original concept, that is what 'De
Blauwe Peer' aspires.
A strong and coherent basis is key in the development process of creative treasures; 'De Blauwe
Peer' offers a flexible all-in concept that can be linked to every communication tool that is put to use.
Consequently, customers are offered a campaign that is consequent from beginning until end and
that is remunerative in the long run.
2.3. Field of expertise
Even though 'De Blauwe Peer' highly esteems wonderment, when it comes to the praxis the agency
tackles communication problems with a no-nonsense and direct approach. The optimization of
efficiency in the procedures per product results in a solid concept for the company name, baseline,
logo, company brochures, annual reports, environmental reports, websites, mobile advertising,
advertisement and recruitment.
Corporate communication
‘De Blauwe Peer’ really wants to get to know the clients and its organization and searches for the
true identity in order to develop a successful communication plan. The team is always looking for
depth, during the research, analysis, advice, content and creation. ‘De Blauwe Peer’ is a partner
in communication that supports the client.
Strategic communication
The uncharacteristic way of understanding an organization, forms a great basis for ‘De Blauwe
Peer’ to set a strategy into praxis. The team studies the corporate identity and the corporate
needs and creates an accurate plan that will produce great results in the long run.
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Internal communication
Once the right strategy is selected, the team can start working internally in order to reach
internal unity. ‘De Blauwe Peer’ involves every department and motivates everyone in an
organization to cooperate with the communication process. The image an organization portrays
is a crucial factor in persuading others.
External communication
As a company, it is important to be a clear entity and to support a joint position. This helps to
promote relationships with customers, press and other stakeholders. ‘De Blauwe Peer’ helps its
clients to find a well thought out message towards their clients. After all, they know the purpose
of the organization and how they can reach the best results as a team.
Full service
Finally, ‘De Blauwe Peer’ has more than 16 years of experience, which makes sure that it is
recognized as a full-service communication provider for the SME portfolio. As an SME, the client
can rely on the grants of the Flemish government for general and international advice. In this
way, communication can support and motivate the functioning of an SME.
2.4. Internal structure
2.4.1. Team of ‘Pears’
‘De Blauwe Peer’ has a team of creative and passionate people with constructive ideas and a strong
drive to be very successful in what they do. The team consists of regular employees or ‘Pears’ and a
various number of freelancers. This small team makes ‘de Blauwe Peer’ a flexible service partner in
communication and graphic design. Furthermore, the direct professional link with freelance experts
in certain sub-domains (e.g. copyright, photography, market research, manufacturing and IT)
provides a strong symbiosis between internal talent and agility on the one hand and state-of-the-art
expertise and capacity on the other hand. For every project, a team is created in order to monitor
and guide the project.
‘De Blauwe Peer’: a small team with major ideas!
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FIGURE 2: DE BLAUWE PEER – PRIMEURCOMMUNICATIE UIT EIGEN TUIN
Peter Vandenberghe, founder and director of ‘De Blauwe Peer’, has attained an extensive
expertise in corporate identities. He has thought out all projects of ‘De Blauwe Peer’ and translated
them into the corporate identity of the client. Alongside his talent as a graphic designer, he is a
strategic designer who can link creative concepts and proposals to the identity of the client. He
ensures that the concept and strategy are always complementary.
Peter Lissens is the new creative director at ‘De Blauwe Peer’. He is determined to develop a
complete brand experience for the clients (B2B and B2C) and aspires to combine the authentic
graphic and creative aspect with his own commercial talent and experience.
Account Lieve Callewaert coordinates and directs the projects internally, in order to guarantee a
correct follow-up and timing. She is the central contact person and she is aware of the integrated file.
She corrects all texts and documents before they are forwarded to the customers. She is also the
communication and media manager. Lieve has been working for over 10 years at ‘De Blauwe Peer’
and has developed a strong expertise in designing, providing and supporting communication
campaigns, press contacts, press releases and press files.
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Junior account executive Elien Limpens, the youngest member of the team, is an excellent
communication force. She maintains the contacts with several clients and their website. She is also
responsible for the market research conducted by ‘De Blauwe Peer’.
Production manager Peter Tielemans handles the contacts with suppliers and negotiates the
best price and timing. The quality control of the presswork is one of his responsibilities.
New business development is the task of Mary-Loo Van De Veire. As an independent marketer,
with experience in the marketing and communication field, she actively prospects new clients and
she offers service and advice to several clients. After all, communication is more than creating tools
such as a striking logo, website or an attractive brochure. Communication starts with prospection, an
accurate representation of the company, a proper implementation of the services and a good follow-
up of completed projects.
Katrien Dierickx, Jo Martens, freelancers Annelies Vercaigne and Bart De Snerck have it all:
creativity, technique and talent. Untamed, unlimited and with an unbiased view on the world, they
are the talents who dazzle the customer and leave their audience speechless.
Finally, ‘De Blauwe Peer’ likes working with trainees in graphic design and communication.
During the period May-June, I was the only intern in the team.
‘De Blauwe Peer’ is at its strongest when the whole team is united in the field. Regardless of the
project, everyone is inextricably linked to each other. Each communication process and design is a
combination of everyone’s contribution.
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3. Specific assignment
My main assignment at ‘De Blauwe Peer’ is cooperating with and supporting the account executive,
Elien Limpens. Her expertise lies in communicating with clients and maintaining corporate relations.
She is responsible for several clients and is working on several projects at the same time. The
clientele of ‘De Blauwe Peer’ consists of various kinds of companies: from SME to multinational.
Currently, ‘De Blauwe Peer’ is asked to perform research for ELD.
FIGURE 3: Logo ELD
The ELD Partnership is a well-known and respected architecture/engineering/project management
agency, founded in 1958. Their work ranges from architecture to product design. ELD is one of the
founding members of Perspective, a European network of architectural practices. They offer added
value through the design of intelligent buildings with specialization in optimization of energy
efficiency and minimal maintenance costs. They offer very strong technical support and accurate
financial calculations.
Since this project involved market research, I was assigned this client. The aim of ELD is mainly to
clarify its corporate image, externally as well as internally. Miss Limpens already completed the
research and the survey of the employees of ELD and reported on the image the company has
amongst its employees. During my internship at ‘De Blauwe Peer’ the qualitative research with the
stakeholders was partly my responsibility. There were twenty-two in depth interviews planned with
various stakeholders. My task consisted in performing the interviews, processing them and writing a
general report on the results. I also needed to make a presentation for the client
(http://www.eld.be/). Next to this market research project for ELD, I had the chance to participate in
various other projects.
FIGURE 4: Logo Nattou
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The second project was the Nattou-project. Nattou is a brand that offers baby articles (teddy bears,
blankets, cribs, etc.) on an international level. For this client, the website needed to be updated. I
learned to handle the Content Management System in order to translate and adapt the content of
the website in English, French, German and Spanish (www.nattou.be).
FIGURE 5: Logo Cunina
The third project was the Cunina-project. Cunina is a non-profit organization, founded in 1990 by
Sophie Vangheel. The main goal of Cunina is to offer education to children in five developing
countries: Haïti, Nepal, Brazil, South Africa and the Philippines. It is named after the goddess of the
crib because children can’t choose where their crib is going to be. Place of birth should not
determine the chances they get in life. The Cunina plant campaign wants to raise awareness with
secondary schoolchildren with the slogan: ‘Children can make children smarter by selling plants’. In
order to communicate with the children, Cunina cooperates with the publishing company Averbode
(publishes educational magazines for children: Zonnekind, Zonneland and Zonnestraal). My
assignment was to make a fun PowerPoint presentation to present the intentions and the
ambassadors of Cunina to Averbode (http://www.cunina.org/).
The fourth project was a personal project for one of the graphic designers, who work at ‘De Blauwe
Peer’, Katrien Dierickx. Next to graphic design, she is specialized in ceramics and liberal arts. Her
most recent project is based on her own nostalgic feelings towards the little porcelain dolls that used
to be a collectors item. The dolls are dressed in the original clothing of the country or city. Katrien
wants to revive this hype by introducing these dolls in Flanders. Therefore, she gave me the
assignment to do research on the background of thirty-two Flemish villages in the region of Ghent
and Zulte. I contacted several villages with a topic list in my hand in order to discover the spirit of the
town and its residents.
For the fifth project I had the chance to help create a proposal for the competition ‘De Gentse
ondernemer’ 2012. For this event, a communication strategy and a communication campaign needed
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to be developed in order to promote the competition ‘De Gentse ondernemer’ 2012. Even though
this was a project with a very tight deadline, it was interesting to be part of it because of its high
visibility and because of the relevance for entrepreneurs in Ghent. The results are yet to be
expected…
During my internship I had the chance to write content for ‘De Blauwe Peer’ blog. To introduce the
new creative director Peter Lissens on the blog, I wrote a short piece on his elaborated career as a
marketer and creative specialist. I was free to write it as creative as possible, within ‘De Blauwe
Peer’- spirit.
In order to promote the participation of Peter V., Peter T. and Peter L. in the city run of Ghent, I also
wrote a short announcement on the blog.
‘Het huis van het Beeld’ has organized an exposition on logos, pictos and typography, in order to
stress the importance of logos for brands and companies. Because ‘De Blauwe Peer’ is part of the
best logo designers in Belgium, they are listed in the complementary catalogue. This event had to be
announced on the blog, under my responsibility.
‘De Blauwe Peer’ has a tradition of presenting all their interns on the website. For this photo shoot, I
had to come up with a creative concept to introduce my own personality and my contribution to the
team. While doing that, I needed to promote the new ‘De Blauwe Peer’ running and cycling outfit on
the home of the website.
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FIGURE 6: Homepage website
3.1. Internship diary (six first weeks)
During my time at ‘De Blauwe Peer’ I also kept a diary about the specific tasks I was responsible for.
Week 1
Task Description Evaluation
Monday 2/05/2011 Introduction Getting acquainted with the team and computer programs.
Outline week planning Description of my tasks and colleagues per project
CMS website Nattou Examination content in German, French, English, Spanish and Dutch. Development of CMS-skills
Release of new website Nattou Releasing the new and improved website Nattou (specialized in baby accessories). Exciting moment!
Tuesday 3/05/2011 Getting acquainted with programs First class, archive system, client data base.
Meeting about new vision De Blauwe Peer Presentation new creative vision, feedback moment for the team.
Presenting myself and the skills I have to offer.
CMS website Nattou Final control languages + links advertisement.
Business lunch with internship mentor Presentation of new creative director.
Briefing project ELD Presentation architectural and engineering agency ELD.
Preparation interview
Preparing interview with Michel Baugniet (Tour&Taxi). Research on interview protocols (French). Translation topic list.
Wednesday 4/05/2011 Final check interview Language and content control (French)
Blogging Getting acquainted with the Blauwe Peer blog. Posting my first blog. Blogging is a great way to be creative with language…
Interview Michel Baugniet, Tour&Taxis In depth interview about image of ELD (Brussels); French. Interesting insights image perception
Thursday 5/05/2011 Processing interview Michel Baugniet Writing a report on the interview: main conclusions about the ELD image.
Briefing project Cunina Making a presentation for Averbode. Subject: Unesco Week with the Cunina plant action for children in Nepal.
Friday 6/05/2011 / Day off to study for exam 'effective communication'
Saturday 7/05/2011 Exam 'effective communication'
Sunday 8/05/2011
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Week 2
Task Description Evaluation
Monday 9/05/2011 Briefing new art project Research on clothing styles in Flanders. New project! Exciting!
Interview Daniël Vermeyen, Zilver Avenue In depth interview about image of ELD (Antwerp).
Interview Filip Deprez, Banimmo In depth interview about image of ELD (Zaventem).
Processing Interview Filip Deprez Writing a report on the interview: main conclusions about the ELD image.
Tuesday 10/05/2011 Processing Interview Daniël Vermeyen Writing a report on the interview: main conclusions about the ELD image.
Translation topic list (English) Translating topic list/survey for ELD in English.
Research art project Desk research Getting to know the targeted villages.
Interview Rafaël Boterdaele, Mercedes-Benz In depth interview about image of ELD (Sint-Lambrechts Woluwe).
Processing Interview Rafaël Boterdaele Writing a report on the interview: main conclusions about the ELD image.
Wednesday 11/05/2011 Translation topic list (English)
Interview Charles Naeyaert, Cobelpro In depth interview about image of ELD (Wilrijk).
Blogging/shooting teaser video game Promoting De Blauwe Peer-teammembers (Cityrun in Ghent). Fun assignment!
Thursday 12/05/2011 Interview Luc Vanmuysen, a2o-architecten In depth interview about image of ELD (Hasselt).
Processing video fragments Making a selection of the video fragments for the promotion of the Cityrun in Ghent.
Friday 13/05/2011 Processing Interview Luc Vanmuysen Writing a report on the interview: main conclusions about the ELD image.
Blogging Writing a text for the blog: ‘De Blauwe Peer is part of the best logo-designers in Belgium.’
Blogging is new to me, it's interesting.
Nattou website Research on contests for babies. Brainstorming about contest Nattou.
Saturday 14/05/2011
Sunday 15/05/2011 City run Ghent Running Pears!!
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Week 3
Task Description Evaluation
Monday 16/05/2011 Research art project Contacting several villages
Interview Kris De Langhe, Orientes In depth interview about image of ELD (Wilrijk).
Interview Luc Stuyck, MBG In depth interview about image of ELD (Wilrijk).
Blogging Blog post about exhibition ‘Logo’. De Blauwe Peer is doing well!
Tuesday 17/05/2011 Research art project Contacting several villages
Interview Mark Muylle, Electrabel GDF Suez In depth interview about image of ELD (Brussels).
Processing Interview Mark Muylle Writing a report on the interview: Main conclusions about the ELD image.
Wednesday 18/05/2011 Presentation website Writing an introduction for myself on the website. Presenting myself creatively!
Interview Philip Demot, Democo In depth interview about image of ELD (Hasselt).
Interview Relly Brody, Elad Brody (English) In depth interview about image of ELD (Antwerp).
Processing Interview Philip Demot Writing a report on the interview: main conclusions about the ELD image.
Thursday 19/05/2011 Processing Interview Relly Brody Writing a report on the interview: main conclusions about the ELD image.
Photo shoot website Photo shoot for the website www.blauwepeer.be
Research art project Writing a report on the differences between villages.
Friday 20/05/2011 Research art project Writing a report on the differences between villages.
Nattou Translation for the website
Saturday 21/05/2011
Sunday 22/05/2011
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Week 4
Task Description Evaluation
Monday 23/05/2011 Feedback on research art project Evaluation report art project by Katrien Dierickx. Positive feedback.
Research art project
Tuesday 24/05/2011 Research art project Research on 15 extra villages/cities.
Brainstorm session New project Eurochlore. Thinking about a new baseline/campaign.
Interview Vic Haenen, Virix In depth interview about image of ELD (Kontich).
Processing Interview Vic Haenen Writing a report on the interview: main conclusions about the ELD image.
Promoting DBP Writing a text on DBP for the Voka magazine.
Wednesday 25/05/2011 Research art project
Research project Eurochlor Writing a report on the different applications of Chlorine.
Contacting villages for art project Contacting villages to collect important information.
Thursday 26/05/2011 Day off to study for exam Preparing exam 'Business communication in French'
Friday 27/05/2011 Day off to study for exam Preparing exam 'Business communication in French'
Saturday 28/05/2011 /
Sunday 29/05/2011 /
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Week 5
Task Description Evaluation
Monday 30/05/2011 Exam 'Business communication in French' /
Processing Interview Benoit Massart,GSK Writing a report on the interview: main conclusions about the ELD image.
Tuesday 31/05/2011 Interview Philippe Monserez, BNP Parisbas Fortis In depth interview about image of ELD (Brussels).
Interview Mark Beyst, Besix In depth interview about image of ELD (Ghent).
Processing Interview Mark Beyst Writing a report on the interview: main conclusions about the ELD image.
Wednesday 01/06/2011 Processing Interview Mark Beyst Writing a report on the interview: main conclusions about the ELD image
Processing Interview Philippe Monserez Writing a report on the interview: main conclusions about the ELD image
Research art project Research on 32 villages and cities. The villages are enthusiastic, great response.
Thursday 02/06/2011 Ascension Day off: De Blauwe Peer is closed.
Friday 03/06/2011 2nd Ascension Day off: De Blauwe Peer is closed.
Saturday 04/06/2011 /
Sunday 05/06/2011 /
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Week 6
Task Description Evaluation
Monday 06/06/2011 Brainstorm session ‘De Gentse ondernemer 2012’ Entering the competion for a communication strategy and communication campaign for the competition 'De Gentse ondernemer' 2012.
Research art project Research on 32 villages and cities.
Tuesday 07/06/2011 Interview Filip Cordeel, Cordeel In depth interview about image of ELD (Temse).
Proposal 'De Gentse ondernemer' 2012 Creating a communication campaign and strategy.
Wednesday 08/06/2011 Proposal 'De Gentse ondernemer' 2012 Research and making a proposal.
Interview Axel Moorkens, Sapim In depth interview about image of ELD (Wilrijk).
Thursday 09/06/2011 Proposal ‘De Gentse ondernemer’ 2012 Final internal meeting on this project.
Completion of the proposal.
Friday 10/06/2011 Proposal ‘De Gentse ondernemer’ 2012 Final completion of the proposal.
Handing in the proposal at Stad Gent. I really hope that the proposal will be selected.
Research art project Research on 32 villages and cities.
Translation Translation for ‘Groupe de travail révalidation oncologique’ (French)
Saturday 11/06/2011 /
Sunday 12/06/2011 /
4. Evaluation
Before I started my internship, I did some research about ‘De Blauwe Peer’. The website and the blog
showed the quality of their work, but it was obvious to me that the ‘Pears’ work with great passion
and enthusiasm. I was very excited to become part of the team.
I started my adventure at ‘De Blauwe Peer’ with several expectations. First of all, I was eager to get to
know the team members, because they all have different professional profiles and they are all very
talented in their field of expertise. The main motive behind an internship is putting theoretic
knowledge into praxis and learning about the daily functioning of a communication agency. This goal
was definitely achieved during my time at ‘De Blauwe Peer’.
Being an intern is a two way process: on the one hand, I was offered a valuable experience within a
company but on the other hand I offered my skills to the company. I really wanted to contribute to the
output of ‘De Blauwe Peer’. During my internship I discovered that my professional passion lies in
executing several different projects at the same time: research, communicative projects, creative
thinking and interacting with colleagues. I like combining several projects because it offers a broad
range of possibilities and opportunities to challenge myself.
During my internship, every day was a different one: some days I had to do research and write reports,
but I also had the chance to accompany Elien Limpens to clients and perform interviews.
Every communication process or design is an evolution to which everyone contributes. This is a reality
at ‘De Blauwe Peer’.
This internship has definitely fulfilled all of my expectations and maybe even more... The team of ‘De
Blauwe Peer’ gave me enough independence to complete my tasks, but they were open to answering
any questions or listening to the comments I had. I always had the feeling that they appreciated my
opinion and my suggestions. The creativity within the team stimulated my own train of thought, and
I’m very grateful that I had the chance to be a ‘Pear’ for two months.
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5. Conclusion
An internship at ‘De Blauwe Peer’ offers the chance to experience the whole process within a
communication agency, from prospection and intake until finished design. What you see as a
customer, is only the tip of the iceberg.
As an intern, I experienced at first hand how ‘De Blauwe Peer’ approaches clients, how they listen to
their story, how they dissect the corporate identity and how they offer a suiting solution. With lots of
love for communication and strategic design, ‘De Blauwe Peer’ tries to introduce personalised
solutions in order to boost the business of the client.
MASTER’S THESIS
PART 2: RESEARCH PAPER
Els Patteeuw
Multilingual Business Communication
Academic Year 2010-2011
Promotor: Prof. Dr. Geert Jacobs
Word count: 7667
“Managing corporate identity towards external stakeholders”.
A master’s thesis about the relationship between corporate identity and
corporate reputation.
2
Expression of gratitude
My gratitude goes out to the people of 'De Blauwe Peer' who made my internship a
valuable learning experience. I want to thank all of the Pears for their faith in me and for
the responsibilities they trusted me with.
I consider myself lucky to have gotten the chance to be part of such a talented team of
people…
I would also like to give special thanks to my promotor, professor dr. Geert Jacobs, for his
dynamic approach and for allowing me the freedom of creating this thesis independently.
I really appreciate this given opportunity.
Finally, I would like to thank Tom Bruyer, for his overall support throughout the year and
for his unremitting enthusiasm.
3
Table of contents
1. Introduction ................................................................................................................................................4
2. Research question ......................................................................................................................................5
3. Corporate identity versus corporate reputation .........................................................................................5
3.1. Corporate brand ...................................................................................................................................... 5
3.2. Building corporate identity ..................................................................................................................... 6
3.2.1. Visual brand identity .......................................................................................................................... 6
3.3. Corporate reputation .............................................................................................................................. 9
4. Narrowing the gap .................................................................................................................................... 10
4.1. How corporate visual identity supports reputation .............................................................................. 10
4.1.1. Visibility ............................................................................................................................................ 10
4.1.2. Distinctiveness.................................................................................................................................. 11
4.1.3. Authenticity ...................................................................................................................................... 11
4.1.4. Transparency .................................................................................................................................... 12
4.1.5. Consistency ...................................................................................................................................... 13
4.1.6. Conclusion ........................................................................................................................................ 13
4.2. How communication supports reputation ............................................................................................ 14
4.3. From corporate identity towards corporate reputation ....................................................................... 15
5. Research ................................................................................................................................................... 16
5.1. Methodology and data .......................................................................................................................... 16
5.2. Analysis and results ............................................................................................................................... 17
5.2.1. Statement 1: Communication and reputation ................................................................................. 17
5.2.2. Statement 2: Interpersonal communication and emotional relationship........................................ 19
5.2.3. Statement 3: Corporate visual identity and the corporate strength................................................ 20
5.2.4. Statement 4: Transparent corporate identity and corporate reputation ........................................ 21
6. Discussion and conclusions ....................................................................................................................... 23
7. Practical relevance research ..................................................................................................................... 25
8. Bibliography.............................................................................................................................................. 26
8.1.1. Academic Articles ............................................................................................................................. 26
8.1.2. Academic Books ............................................................................................................................... 27
8.1.3. Dissertations ..................................................................................................................................... 28
8.1.4. Internet sources ............................................................................................................................... 28
8.1.5. Other sources ................................................................................................................................... 29
9. Attachments ............................................................................................................................................. 30
9.1. External research: topic list interview stakeholder ............................................................................... 30
9.2. CD-rom .................................................................................................................................................. 37
4
1. Introduction
During my internship, a market research for the agency ELD was conducted. This
architecture/engineering/project management agency gave the assignment to do research on the
general corporate reputation of the company (internal and external). This way, they could prepare
themselves for the challenges the future may bring.
The study consisted of two parts: first of all, a survey was held amongst the employees (internal
research). The second part entailed qualitative research amongst external stakeholders (clients,
construction supervisors, contractors etc.): twenty-two in depth interviews1 were planned in order to
create a complete image of the perceived corporate reputation of ELD.
This project provided a wide range of insights on the concepts corporate identity, corporate reputation
and corporate image; therefore it is interesting to investigate this topic more thoroughly in this
academic thesis.
Every person is unique because of his identity. Our identity differentiates ourselves from the other
seven billion people in the world, it makes every individual unique and recognizable. Identity is a great
tool in a world that revolves around uniqueness, like the world of brands. No subject has attracted this
much attention as the brand: scientists, academics, marketers and entrepreneurs are all fascinated
with the potential power of a brand. The brand is capable of managing an organization in a direct way.
Every brand that is maintained actively needs a clear identity.
Research from Steel (1998) has shown that people are becoming much more critical and selective.
Advertisement has to contend with a declining credibility. Joachimsthaler and Aaker (1997) also
confirm that there is a need for alternative strategies to build up a brand without mass media.
Organizations are obliged to employ other marketing techniques (other than advertisement) to
construct a consistent brand position: they need to seek for the essence of the company, the
corporate identity, and centralize all communication around this concept.
Brand identity is a tool to form an emotional relationship with the target group (Moers, 2007) and it is
at the basis of a positive brand reputation amongst stakeholders.
It is imperative to policy makers to take the difference between corporate brands and product brands
into account. In this academic paper, the main focus is on the corporate brand.
1 Only nineteen interviews have been conducted so far. The research is still in progress: definitive conclusions are not
possible yet.
5
2. Research question
Policy makers and marketers are striving for a long-term relationship with their stakeholders;
therefore the organization needs to be appealing at all times. A solid brand identity, founded on
flexibility and creativity, can be a crucial element for optimizing the competitive position of a company
(Boer, 2007). Fombrun and Van Riel (1997) noted that the objective of corporate identity management
is the establishment of a favourable reputation among an organization’s stakeholders. In order to be
operational, a brand identity should result in a positive brand reputation.
The analysis of the process of transforming a brand identity into brand reputation is at the core of this
research. This paper aims to explore the relationship between both concepts and to examine how the
deployment of communicative and visual utterances can narrow the gap between the corporate
identity and the corporate reputation.
3. Corporate identity versus corporate reputation
When skimming through the academic literature on corporate brands, it is obvious that there is a great
amount of discussion and a lack of clarity about the concept ‘brand’. In this chapter, several authors
with a different line of approach to this definition are assembled.
3.1. Corporate brand
The most basal but at the same time fundamental definition of a brand is found with Floor and Van
Raaij (1994, p. 22): ‘A brand is a network of all sorts of associations of an object within the mind of a
stakeholder’. According to this definition, the brand is the visualisation of an object, as perceived by
the target group and is situated in the mind of the stakeholders. Floor and Van Raaij (1994) elaborate
this proposition and postulate that in case of a corporate brand, this object is the organization itself. A
strong corporate brand has developed a network of associations that are capable of attributing a
strategic relevant meaning to an organization. The positioning of the brand forms the core of the
brand strategy and indicates the desired position in the mind. According to Floor and Van Raaij (1994),
the corporate brand is the face of the business strategy and it can function as a meaningful bench-
mark for all target groups.
According to De Chernatory and McDonald (cited in Franzen & Hoogerbrugge, 1998, p. 7): ‘A brand is
successful when the attributed values to the brand are maintained under pressure of the competitors.’.
6
The fact that people/ stakeholders make attributions to your brand also entails that these can be
managed.
3.2. Building corporate identity
According to Moers (2007) brand identity is composed of several core values, but also of a brand
promise, a brand personality and the presentation of the brand through communication and design. A
brand identity ensures that the personnel can identify itself with the brand, so that they can convey
this identity and create an emotional contact with the target group. Corporate identity can be defined
as the set of values that is shared by the management and the employees of an organization (Moers,
2007).
3.2.1. Visual brand identity
Corporate identity is for a company what the package is for a product. Corporate identity refers to the
whole visual identity of an organization (Boer, 2007), it is a combination of several visual and non-
visual elements such as the company premises, uniforms, services, business cards, annual reports,
design of the buildings, … These are all part of the visual corporate identity of an organization (Michels
& Van Thiel, 2006). Corporate identity is not just the handling of the logo; it refers to the way of
behaving towards the external stakeholders and the visualization of the identity of an organization in a
consistent manner. The construction of this corporate identity pursues an identical objective as the
design of the product identity. Blauw (1994, p. 122) defines corporate design as ‘the total amount of
visual and non-visual expressions of an organization, that ought to strive for the effect that the
company should present itself univocally to the internal and external target groups.’.
The most important elements of a corporate visual identity are the name of the organization, the logo,
the brand itself, the corporate colours and the typography. Lagae (1998) states that a company
presents itself uniformly to the outside world in order to facilitate the recognition of the corporation
by internal and external partners. Blauw (1994) and Wheeler (2006) also define the main goal of a
uniform corporate design as being recognized by stakeholders. An apparent style also matters when
an organization deploys several identifying brand marks (Cattoir, 2004), for instance when working
with different business units, or different activities, brands or in case of acquisitions. Often, the brand
name is the most distinguishing element.
According to Blauw (1994), the main purpose that the corporate visual identity has to fulfil is the
creation of an image towards all relevant target groups. Moreover, it plays a considerable role for the
recognition, identification, actual translation of the identity, aesthetic appeal and internal coherence
within a company (Hekkert et al., 2003).
7
When visual identity is closely examined, it can be subdivided into a few components that are
fundamental for the creation of the corporate visual identity. Taking into consideration the marketing
management perspective of Kotler and Keller (2007), the choice of brand identity elements at the
basis of the corporate identity functions as the most important source for brand value. The literature
consulted, indicates a few recurring elements (Michels & Van Thiel, 2006; Kotler & Keller, 2007;
Peeters, 2008): symbol or logo, colour, shape, typography and image. The importance of elements
alters depending on the kind of brand.
Brand name
The brand name is the most obvious tool to distinguish a brand. Several authors deduce the same
criteria for a brand name (Geuens, 2009). According to the following classification of Collins (1977,
p.354-355), a brand name needs to:
- Be immediately comprehensible and memorable (therefore short names are preferred).
- Be easy to pronounce in every targeted language.
- Bring positive associations about and needs to be internationally appropriate.
- Be legally protectable.
Cattoir (2004) confirms this classification and adds that a brand name should be unambiguous in
pronunciation and unambiguous in meaning.
Logo
Wheeler (2006, p.4) postulates that ‘a logo is the point of entry to the brand’. This is in fact the essence
of a brand symbol. Without a logo, a brand doesn’t exist, a brand is always designed (Peeters, 2008).
Lagae (1998) states that a logo is a differentiating identifying mark that exudes the identity of a brand,
communicates the brand and helps to create brand value. A logo is one of the most important tools to
shape a brand.
A logo is the face of a brand, a point of recognition and enables the transference of associations on the
stakeholders. The logo or corporate symbol has the potential to express organizational characteristics.
Therefore, it is essential that a logo is in perfect alignment with the corporate brand identity (Wheeler,
2006). The corporate symbol or logo represents both current results and future ambitions. A logo
needs to be compact in order for it to be multifunctional and applicable in different contexts
(Matheson & Balichina, 2009). The logo communicates not only the existence of an organization, but it
can also symbolise its reputation (Van den Bosch et al., 2005).
Gardner (2009) states that logo design is subject to trends, a logo is altered or changed on average
every five year. These alterations are more effective when they are gradually installed, so the element
of recognition is preserved. Pepsi illustrates this beautifully:
8
FIGURE 1: Evolution Logo Pepsi
Source: http://oddlyrendered.blogspot.com/
Colour
Colour is not only an important factor for package design, but also for corporate visual identity. Colour
serves as a mean to differentiate between several departments, target groups or product categories
(Peeters, 2008). Client segmentation is facilitated by the use of colours, for instance: American Express
puts this into use with its colour-card system: the Blue Card, the Platinum Card, the Gold card, etc.
(Portal site American Express, 2011). The research of Brengman (2002) focuses on colour as an
influential factor on the mood of the public and more general, on the attitude towards the brand.
Typography
Typography is an omnipresent element within our environment, for the corporate visual identity it is
therefore a crucial element. It functions as the look of a text, or ‘the style, size and arrangement of the
letters in a piece of printing’ (Cambridge dictionary, 2011). A well chosen fond is crucial for a corporate
visual identity, because the meaning of the typography needs to be in keeping with the corporate
values and philosophy (Rouwé, 2004, p.8).
Photography
Product photography is the most occurring expression of the brand. Photography plays an important
part in the manipulation and the management of the brand (Peeters, 2008). This can be illustrated
with a reference to most of the corporate websites: a photo of the building is usually much more
appealing (digitally altered) than the actual building. Footage used in advertisements, annual reports
and brochures are always retouched or manipulated in order to create a certain image.
All previous elements have the same goal: portraying the brand consistently in a visual way in order to
create top of mind awareness and recognition. Every brand needs to effectively tighten the
9
relationship with their target group in order to become part of the mindset of this group. Companies
can utilize these different elements or tools in order to represent themselves to the target group in a
positive way. The brand name, the logo, the colour, typography and photography can all offer
opportunities to visually attract attention.
3.3. Corporate reputation
According to Fombrun and Van Riel (1997, p.10), a brand’s reputation is defined as ‘a collective
representation of a brand’s past actions and results that describes the brand’s ability to deliver valued
outcomes to multiple stakeholders. It represents the distillation of multiple images over time.’.
Opposed to this, corporate image is considered to be a reflection of current and changing perceptions
(Knox & Bickerton, 2003).
Roberts and Dowling (2002, p. 1078) also define corporate reputation as ‘a perceptual representation
of a company’s past actions and future prospects that describes the firm’s overall appeal to al its key
constituents when compared to other leading rivals’. Corporate reputation refers to the distinctive
attributes of the organization (Van den Bosch et al., 2005).
The different definitions introduce several communal elements of reputation: it is a long-term concept
that has great value in the process of building a relationship with stakeholders.
In the next chapter, corporate reputation will be further explored by means of the reputation model of
Fombrun and Van Riel (2004, p. 111).
Managers need to examine the corporate reputation among stakeholders to ensure the brand’s
identity is communicated successfully and to ensure that valued outcomes are consistently delivered
(Harris & de Chernatony, 2001).
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4. Narrowing the gap
4.1. How corporate visual identity supports reputation
A corporate visual identity consists of a name, a logo, typography, photography and often a slogan; it
is an important tangible asset of the organization. In general, corporate visual identity provides
recognisability and an organization must have very strong reasons before dissociating itself from an
established corporate visual identity (Balmer & Gray, 2000).
When a company wants to develop a new corporate visual identity, it starts with a process of
discovery that reveals the organization’s current corporate identity, its historical roots, culture,
strategy and structure. Once the essence of the organization is known (what it stands for, the
objectives, differentiating qualities), the design process can start. The desired result is a visual identity
system that fits the organization (Van den Bosch et al., 2005). The corporate visual identity must be a
representation of the organization as a whole. A favourable reputation is influenced by all of the
elements in the corporate identity mix: behaviour, communications, symbolism and reputation have
impact on the mindset of a variety of stakeholders (Van Riel & Balmer, 1997).
Logos, corporate visual identity guidelines, an identity architecture and a communication plan are all
relatively easy to implement (Fombrun & Van Riel, 2004), but corporate visual identity management is
needed to ensure consistency (Van den Bosch et al., 2004). Moreover, corporate visual identity is not a
goal in itself, but a means to an end which is to develop a positive reputation amongst stakeholders.
If the organization wants to be able to enhance the internal consistency of messages and to use
integrated communication, applying the framework established by Fombrun and Van Riel (2004, p.
111) can be of great significance. This framework presents a reputation model which consists of five
dimensions: visibility, distinctiveness, transparency, authenticity and consistency. It serves as a solid
structure for facilitating the transition process from brand identity to a positive brand reputation. In
the following subdivisions, the reputation model is further explored in order to form a basis for the
research conducted in the next chapter.
4.1.1. Visibility
Visibility is a measure of the presence of the brand in the minds of the customers. In the framework,
created by Fombrun and Van Riel (2004), this dimension can be defined in terms of exposure in the
street, national heritage, media exposure, brand equity, listing on a public stock exchange and
corporate citizenship. All these concepts have an influence on reputation, either negative or positive
(Van den Bosch et al., 2005). Corporate visual identity supports this dimension by emphasizing the
11
presence of the organization and it also influences reputation. Fombrun and Van Riel (2004) postulate
that names and visual elements used on a range of applications result in visibility and the quality of
corporate visual identity carriers provides additional information, which creates strong perceptions in
the minds of the targets groups.
Van den Bosch et al. (2004) stress the importance of consistency and the need for correspondence
between the organization and the corporate visual identity. The use of visual identity elements on a
variety of carriers increases the organization’s visibility.
4.1.2. Distinctiveness
The second dimension of the reputation model of Fombrun and Van Riel (2004) is distinctiveness,
which is defined as the unique position of the organization in the minds of customers and
stakeholders. Strategic alignment, emotionally appealing features and attracting attention are key
elements within this dimension.
Van den Bosch et al. (2005) prove that corporate visual identity is influenced by more elements
besides the logo; other visual elements also help with building up the organization’s image amongst
stakeholders. To be distinctive, a design must be creative and it must match the corporate strategy
(Van den Bosch et al., 2005). Thus the alteration of corporate visual identity can be beneficial when a
company wants to adopt a new strategy.
Fombrun and Van Riel (2004) conclude that a distinctive design needs to be emotionally appealing and
that a corporate visual identity can enhance the top of mind awareness amongst stakeholders.
4.1.3. Authenticity
The third dimension in the model of Fombrun and Van Riel (2004, p.165) is authenticity, which begins
with a process of exploration in order to design a convincing constructed identity, later followed by the
internal and external expression. The design process needs to be proceeded by four steps (Fombrun &
Van Riel, 2004, p.181): first define the core (who are you), then develop an internal consensus, thirdly
the expression of the identity and finally remain true to that identity. This is the basis of a genuine and
reliable organization.
On this dimension, corporate visual identity can fulfil two purposes: the story behind the design of the
corporate visual identity or the design philosophy offers an enormous communicative value. And
secondly, it facilitates the understanding of the organizational values for the employees: that way they
can be a crucial actor in enhancing the corporate image towards stakeholders (Van den Bosch et al.,
2005).
12
4.1.4. Transparency
Transparency increases trust and reduces contingencies: the more transparent an organization is, the
more likely it is that stakeholders will put their trust in it (Fombrun & Van Riel, 2004). Fombrun and
Van Riel (2004, p. 197-207) define the main areas of transparency as products and services, vision and
leadership, financial performance, social responsibility and workplace environment. These domains
will be employed in the research conducted in the next chapter.
FIGURE 2: Fombrun and Van Riel (2004): Transparency
Source: Portal site Australian Government (2009)
When transparency is applied in the corporate visual identity, the stakeholders can get direct insights
on the transparency of the company itself. For instance, Roberts and Dowling (2002) postulate that
when organizations use product brands that are not identical to the corporate brand, the negative
effect on the corporate reputation can be noticeable. In other words, this statement indicates that the
transparency increases when the product brand is equal to the corporate brand. However, Kotler et al.
(2007, p.197) state that this entails the risk of damaging the corporate brand when there is a problem
with the product brand.
Van den Bosch et al. (2005) conclude that corporate visual identity can provide transparency in two
ways: first of all through clear identity architecture that includes corporate and endorsed brand.
Research has proven the importance of strong brand architecture and a strong (visual) connection
with the company (Cattoir, 2004). Secondly, a logo can be deployed as a quality label for organizations
that meet a certain standard. This implication of corporate visual identity can provide stakeholders
with valuable information on the brand itself.
13
The research conducted in the next chapter will is mainly based on this dimension of transparency.
This is a conscious choice, considering this dimension is by far the most measurable of all five. Also,
transparency covers several interesting areas.
4.1.5. Consistency
The last dimension in the model of Fombrun and Van Riel (2004, p. 218) is consistency which enacts
across all stakeholder and target groups and through all the communication initiatives of the company.
This integration of communication can be made explicit through visual coherence and consistent
marketing communications (Van Riel, 2000) in the first place, and by common operational systems,
interactivity in making communication decisions and common starting points in the second place.
Consistency is a factor that can be measured over a certain period of time (cf. supra: logo of Pepsi). On
this dimension, corporate visual identity functions as a factor of integration and it supports the
corporate reputation by establishing and enhancing consistency (Van den Bosch et al., 2005).
4.1.6. Conclusion
Assessing the corporate visual identity is useful when evaluating the organization; a weak visual
identity may be a symptom of a deeper corporate problem (Baker & Balmer, 1997). However, they
also stress the importance of an integrated approach when launching a new corporate visual identity
in order to repositioning an organization.
The reputation model of Fombrun and Van Riel (2004) indicates a few valuable assets of corporate
visual identity. The five dimensions proposed are linked to each other and form the base of the
impressions of stakeholders towards the organization. Moreover, Roberts and Dowling (2002) stress
the fact that corporations with a good reputation are more active in reinforcing that reputation
through corporate and marketing communication.
Van den Bosch et al. (2005) state the importance of corporate visual identity in symbolizing the
organization. It is the visual expression that can be associated with reputation. Corporate visual
identity can support reputation through appealing design and it is a useful tool in managing the
corporate reputation. Visual identification is very important but at the same time Stuart and Kerr
(1999) emphasize that the promises which the identity holds should be actually delivered.
However, Van den Bosch et al. (2005) stress that communication is another major element in creating
and maintaining a solid and unambiguous reputation.
14
4.2. How communication supports reputation
Balmer (1997) broadened the definition of corporate identity as the visual representation of a
company and highlighted the importance of communication in corporate identity management. Baker
and Balmer (1997, p.367) emphasized the importance of communication by stating that ‘everything a
company says, makes and does is communication’. Van Riel (1995, p.32) added that ‘this self-
presentation can be classified in terms of behaviour, communication and symbolism’. He noted that
communication is the most flexible instrument of corporate identity since it can be rapidly put to
strategic use. Van Riel (1995, pp. 6-7) regarded corporate communication as being composed of three
forms: management, marketing and organizational communication. The crucial link between corporate
identity and the three forms of communication has been explored by authors in both the corporate
identity area and the communication area. Stuart and Kerr (1999, p.170) brought these domains
together, because ‘although one would expect management and organizational communication to be
strongly linked to the corporate identity due to the integration of these forms of communication with
the corporate management area of companies, the conjunction between corporate and marketing
communication is less apparent.’. Van Riel (1995) confirmed that the integration of communication is a
rarely attained ideal. Stuart and Kerr (1999) postulate that integration is best achieved by basing the
communication strategy upon the corporate identity. In that way the reputation of a brand is
unambiguous in the mind of the stakeholder.
The research of Stuart and Kerr (1999) defined several elements that can stimulate the integration of
all communicative expressions and the possible barriers. Especially the barriers outside the ambit of
the marketing communication are interesting within this framework: there can be a lack of
management of corporate communications within the company and a lack of commitment on the part
of employees due to their minimal identification with corporate values. To avoid these problems,
companies need to focus on long-term goals in order to integrate communication. The corporate
identity needs to be managed clearly and the staff needs to be involved with the corporate message.
The main conclusion of Stuart and Kerr (1999) is that the corporate identity should function as the
source of any communication form (slogans are perceived to be important in the process of
maintaining consistency in communication).
To underline the importance of communication in a more concrete way, Harris and de Chernatony
(2001) stated that a brand’s emotional values are communicated not just by advertising, but also
through employees’ interactions with different stakeholders. Employees need to be recognised as a
brand’s ambassador because they constitute the interface between a brand’s internal and external
environments and they can have a powerful impact on stakeholders’ perceptions of the organization.
15
Harris and de Chernatony (2001) observed a shift in the literature from brand image to brand identity.
While identity focuses on consumers’ perceptions of the brand differentiation, identity is more
concerned with how managers and employees make the brand unique (confirmed by Kapferer, 2004).
Harris and de Chernatony (2001) believe that the process of corporate branding involves multiple
stakeholders interacting with numerous staff across many departments in an organization. Effective
corporate branding requires consistent messages about a brand’s identity and uniform delivery across
all stakeholder groups to create a favourable brand reputation. Internal consistency and congruency
are vital to the successful external communication of corporate identity.
4.3. From corporate identity towards corporate reputation
Brand reputation is seen as a means to define how brand identity is perceived (Harris & de
Chernatony, 2001). Knox and Bickerton (2003) indicate that the perception depends on a person’s
expectations and previous knowledge as well as the information presented by the stimulus. Brand
reputation amongst stakeholders should be examined in order to ensure that the brand’s identity is
communicated successfully and valued outcomes are consistently delivered (Van den Bosch et al.,
2004).
Fombrun and Rindova (2000) postulate that the management of identity is inseparably linked to that
of organizational reputation. Corporate branding and corporate communication can be seen as an
activity, used to build a corporate reputation. In this research, there is a focus on corporate
communication (because corporate branding has an inferior importance for the company researched;
the ELD partnership).
Several authors (Knox & Bickerton, 2003; Kapferer, 2004; Fombrun & Van Riel, 2004, Harris & de
Chernatony, 2001) suggest that the process of brand building can only be successful if the brand
identity is well managed. Managing the identity is key in narrowing the gap between the corporate
identity and the corporate reputation (Harris & de Chernatony, 2001).
Van Riel and Balmer (1997) note that the objective of corporate identity management is the
establishment of a favourable reputation amongst an organization’s stakeholders. Familiarity with key
stakeholders’ perceptions is central to corporate brand management (Balmer, 1995).
The model of de Chernatony (1999) conceptualises the brand building process as the narrowing of the
gaps between a brand identity and the reputation. This model is one of the main drivers behind the
corporate search for strategies to achieve a better match between identity and reputation. De
Chernatony (1999, p. 172) states that ‘by including internal and external components in the process,
the model provides a balanced approach to brand building’.
16
5. Research
The data, collected in this qualitative research, intends to portray the reputation of the ELD
partnership. ELD is an architecture/engineering/project management agency in Antwerp that is
struggling with its own identity and reputation. The problem of ELD is the lack of a unique identity,
which is manifested in the relationship with internal and external stakeholders. In order to prepare
themselves for the future challenges, research seemed appropriate.
The first part of the study consisted of an internal investigation amongst employees and is not
included in this paper.
The second part of the study provides interesting information about the perception of stakeholders on
the organization. Twenty-two in-depth interviews were conducted with stakeholders. The data of this
second part of the research is relevant within the framework of this paper.
This empirical research aims to corroborate the findings extracted from the academic literature and
researches specified in the previous chapter.
5.1. Methodology and data
Practitioners from the property development sector, clients, stakeholders from within architectural
firms or people working under a building contractor were selected for twenty-two in-depth interviews
conducted in different locations during the months May and June 2011. The interviews were
conducted in Dutch, French or English.
Interviews were chosen as the research tool because of their flexibility and the opportunity they offer
to get to the bottom of a personal opinion.
The topic list for the interview (cf. attachment 9.1) was developed alongside the dimension
transparency, as defined in the reputation model of Fombrun and Van Riel (2004,p.197-207). This
model entails several sub dimensions: product and services, vision and leadership, financial
performance, social responsibility and workplace environment. The interviewees were also
interrogated on their experience with the communication of ELD.
After the completion of every interview, a transcription of the content was made, the length
depending on the fact if audio-recording was permitted by the interviewee or not (cf. CD-rom). These
transcriptions were analyzed thoroughly and they were processed alongside four different statements.
The qualitative data forms the empirical basis for several concepts regarding corporate identity and
corporate reputation as found in academic literature.
Four statements concerning the transition from a clear brand identity to a positive brand reputation
amongst stakeholders and all the influencing elements can be defined:
17
- Communicative expressions that are in line with the overall brand identity function as a causer
of a clear corporate reputation.
- Interpersonal communication (employees-stakeholders) is a crucial element in building an
emotional relationship between the company and its stakeholders.
- A strong corporate visual identity is perceived to be a strong indicator for the strength of the
company itself. In order to be strong, the corporate visual identity should be created in an
integrated way.
- Transparency of the brand identity (and its characteristics) forms the fundament of a positive
and unambiguous corporate reputation.
The following research aims to verify these four statements with the empirical data, collected from the
qualitative interviews amongst stakeholders. This process will allow us to extract conclusions about
the supporting role of communication and corporate visual identity in building a positive corporate
reputation.
5.2. Analysis and results
The ELD partnership struggles with its corporate identity. Because the ELD partnership highly esteems
its stakeholders, these interviews were conducted to visualize the perception of the corporate
reputation.
Even though this data refers to the research on the corporate identity and reputation of one company
(case study), it contains valuable general information on the process of constructing relationships with
stakeholders. Therefore the following results are general impressions and shared opinions on
corporate reputation that are relevant within the previous framework (and not concrete findings on
the ELD partnership). They were extracted from the twenty-two stakeholder interviews..
5.2.1. Statement 1: Communication and reputation
Communicative expressions that are in line with the overall brand identity function as a causer of a
clear corporate reputation.
Most of the interviewees recognize the importance of understanding the corporate identity in the
process of integrating communication: the source of any communication from an organization should
be the corporate identity. At the same time, all the partners and employees should convey the same
main message which is incorporated in the strategic communication policy.
18
One interviewee states that the ELD partnership has an advantage because of the relatively limited
complement of staff. A relatively small staff allows clear and coordinated internal communication and
good internal consultations, which forms the basis of the external communication. All of the
interviewees attach great importance to the univocal internal communication, and they all confirm
that the ELD partnership has a splendid and well-functioning internal communication. Stakeholders
appreciate a good knowledge of all projects among the staff and the involvement of several partners
and employees in projects.
Internal consensus is seen by Fombrun and Van Riel (2004, p. 181) as the basis of a genuine and
reliable external communication.
External communication always has to result from a strategy, therefore the target group or the main
message cannot be detached from the company itself. The interviewees postulate that the external
communicative expressions of a company are more believable when there is consistency between the
communication channels on the one hand and the corporate reputation on the other hand. External
communication needs to stress one message; the corporate core or the corporate identity (what does
it represent?). In the case of the ELD partnership this is offering security and quality to the client
(confirmed by most of the interviewees). One of the interviewees adds that ‘the message that is
underlined during these communication moments is one of confidence (based on experience), presence
and a constructive attitude.’.
The ELD partnership does not promote itself in traditional mass media or events, which is completely
in line with the corporate identity (being a solid and trustworthy partner). Despite the discrete
external communication of the ELD partnership, the agency is a well known name (thanks to personal
networking): ‘relationships with good clients are well maintained, in stead of striving for quantity they
strive for quality’. In other words, the reserved communication style fits the overall reputation of the
ELD partnership.
One of the interviewees states that the ELD partnership communicates reliability through actions and
communication, and that illustrated the concept of integrated corporate communication.
All the interviewed stakeholders confirm the importance of personal contact and a personal approach:
having the possibility to interact with the company is a valid element in forming a corporate reputation
amongst stakeholders.
19
5.2.2. Statement 2: Interpersonal communication and emotional relationship
Interpersonal communication (employees-stakeholders) is a crucial element in building an emotional
relationship between the company and its stakeholders.
Building a relationship is not a theoretical and abstract process; it is the result of interpersonal contact
between two or more individuals. Professional relationships are conceived in a similar way, the human
aspect within corporate communication is a factor that should not be underestimated.
Most of the interviewees postulate that the corporate communication of the ELD partnership or any
other agency can only be evaluated based on their contact with the employees and management.
Trust needs to be a constant factor during all contact moments between the company and its
stakeholders. The reputation of the company is based on personal contact and the maintenance of the
relationship.
Interpersonal communication that is conducted between stakeholders about a company itself is a
valuable asset that can confirm and strengthen the solidity of the corporate reputation, or to quote
one interviewee: ‘We (stakeholders) are informed through intermediaries. Because the ELD partnership
is well known and because of its broad range of excellent references, it has a well established
reputation. ELD is well known and can count on excellent references.’. This demonstrates that
recommendations from within the own professional network and previous experiences with the
company have a greater impact on creating a corporate reputation than commercial ‘mass’
communication.
One of the interviewees states that there are two ways of structuring communication towards
stakeholders: the first way is compared to chatting because it involves quick communication and
interaction. The second way is emailing which refers to a slow two way process. Both techniques have
their pros and cons, but chatting is overall the most appreciated by stakeholders. A closer and
responsive contact leads to a relationship of trust and a positive attitude towards the company.
Concerning the content of the communication between a company and its stakeholders, a balance
between passing on rational information and emotional or human information needs to be attained.
The combination of both aspects provides a complete and solid basis for creating a positive corporate
reputation.
20
5.2.3. Statement 3: Corporate visual identity and the corporate strength
A strong corporate visual identity is perceived to be a powerful indicator for the strength of the
company itself. In order to be strong, the corporate visual identity should be created in an integrated
way.
More than fifty percent of the interviewees stress the importance of an integrated approach for
communicative expressions. The choice of elements that are part of the corporate visual identity is a
source for brand added value (Kotler & Keller, 2007). The most important recurring elements as listed
by Michels and Van Thiel (2006), Kotler and Keller (2007) and Peeters (2008) were included in the topic
list (logo, baseline and brand name). The interviewees introduce several general impressions on these
elements.
A logo needs to meet a few requirements: the most frequently noted remark on the logo is the fact
that it needs to emanate the brand as a whole. A logo is seen as the visual representation of the
company, therefore it needs to represent the core or the corporate identity.
The current baseline of the ELD partnership is ‘Architects, Engineers, Project managers’. The majority
of stakeholders interprets this as a clear description of what the company does, which is positive
according to some but negative according to others. Most of the employees miss the element of
uniqueness in the baseline of the ELD partnership. In other words, HOW do they achieve what they
stand for, what is their approach?
One of the interviewees states that the change of a logo and/or baseline can only be effective when it
is combined with a total corporate campaign.
It is remarkable that there is variety of opinions amongst stakeholders concerning the logo and the
baseline. Only one requirement is made: both of the elements of corporate visual identity need to be
aligned with the corporate identity and the corporate values. However, regarding the company name,
there is a clear consensus: changing an established name is usually a difficult process that is likely to be
unsuccessful. Almost every stakeholder is aware of the origin and the history of the name (reference
to the previous partners) and agrees that a change of name will severely damage or diminish the
corporate reputation.
21
The interviewees underline the importance of the elements of corporate visual identity. However,
there is a difference of disposition between these aspects. A logo is more adaptable, even though
adaptations should be implemented gradually. A baseline functions as a carrier for the unique
approach or services of a company (how does the company achieve its goals?). The most solid and
permanent element of a corporate identity is the brand name because it functions as a trigger for the
company itself and its corporate reputation in the mind of the stakeholders.
5.2.4. Statement 4: Transparent corporate identity and corporate reputation
Transparency of the brand identity (and its characteristics) forms the fundament of a positive and
unambiguous corporate reputation.
According to the reputation model of Fombrun and Van Riel (2004, p. 197-207) the transparency
dimension is defined in terms of products and services, vision and leadership, financial performance,
social responsibility and workplace environment. The topic list for the qualitative interview (cf.
attachment) was constructed based on these sub dimensions. A positive score on these individual sub
dimensions results in an overall positive score in terms of transparency of the corporate visual identity.
A strong visual connection with the company is a crucial factor in creating an unambiguous corporate
reputation (Cattoir, 2004); because when transparency is applied in the corporate visual identity, the
stakeholders can get direct insights on the transparency of the company itself.
The most elementary aspect of a cooperation between two partners is the exchange of a product or
service: a company needs to deliver what is promises. That is the only way trust and solidity can be
built. Moreover, trust within a professional relationship is the basic element in forming a believable
corporate reputation. Offering quality services or products is equally important as having a
trustworthy reputation, especially in an industrial sector in which word of mouth is highly estimated.
Offering great service is essentially a process that is founded purely on personal contact. The human
capital therefore functions as an important carrier of quality.
Financially speaking, the price positioning is most opportune when it done conform with the market or
the competitors. Several of the interviewees state that price reflects perceived quality: a price that is
much lower than its competitors often causes suspicion in the building sector. However, in order to
build up a trustworthy and transparent reputation, the balance price – quality needs to be reasonable.
22
The third sub dimension of transparency concerns the vision and leadership of the company.
Companies that are managed under one clear mission statement, are considered to have a solid basis.
This element combined with a unified management gives the interviewed stakeholders a feeling of
trustworthiness.
Concerning the vision of the ELD partnership, the interviewed stakeholders have a limited knowledge
of the mission statement. However, when they were asked to name their suggestions for suitable
characteristics, a lot of the communal characteristics were ascribed to the ELD partnership (excellent
quality, reliability, interaction with the client, …). All of the interviewees had the impression that the
internal communication (amongst the six partners of the ELD partnership) goes off quite smoothly.
Because of the rational approach, the ELD partnership can offer a stable management, which is again
an important element in building a long-term relationship. Stakeholders appreciate a vision and a
philosophy that is consistently employed during the relationship.
Even though the mission statement of the ELD partnership is not specifically known amongst
stakeholders, they do have the feeling of a united the ELD partnership.
Two interviewees indicate that is would be a good idea to have one person be the face of the company
(the ELD partnership has six), however this choice of person must be driven by the desired profile on
the market. A single point of contact would provide the company with a more unified and clear
identity.
Being a leader in the market is not a necessity for stakeholders, but offering unique qualities does raise
awareness and familiarity.
The fourth sub dimension is the social responsibility (planet, people, profit). Concerning this topic, the
interviewees state that honesty towards the environment is appreciated by stakeholders. However, it
is not an essential criterion in making cooperative decisions. A company has to be aware of new state-
of-the art techniques, so that the clients have the option to participate in socially responsible
initiatives.
The working environment is the last sub dimension of transparency. Employees are important liaisons
between the company and its stakeholders: they are the most valuable asset of a company. Or as one
interviewee playfully illustrated: ‘Happy cows produce a lot of milk’.
Another means to measure corporate reputation is to measure the attraction as an employer: if young
graduates or potential employees desire to work at the company, it means that it has a positive
corporate reputation.
23
6. Discussion and conclusions
There has been a lot of research in the past concerning brand identity or brand reputation. However,
there are still a few gaps in the research concerning corporate identity linked to corporate reputation.
This research (based on a case study of the stakeholders of ELD) gives the initial impetus to filling this
void.
When conducting the research as part of this master’s thesis, a few new insights concerning the
relationship between corporate identity and corporate reputation have emerged. The research
indicates that the development process of a positive corporate reputation has an impact on the way
the company is validated by its stakeholders. The objective of this research is bringing into vision the
importance of creating a clear corporate identity in building positive relationship with external
stakeholders.
Building relationships with stakeholders requires increased emphasis on presenting a coherent brand
identity to them. A brand can only be successful when the attributed values to the brand are
maintained under pressure of the competitors. Maintaining a brand can only be successful, when
there is a strong basis for the brand; that is the task of a brand identity.
Brand identity consists of several elements, it is not a unilateral concept (Moers, 2007). Visual
corporate identity is only a part of the whole brand identity, even though it is the easiest element to
perceive. The main purpose of the corporate visual identity is creating a certain image towards all
relevant target groups and creating visible awareness for the company. Over time, the evanescence of
this corporate image will be replaced by a more thorough and all-embracing concept: the corporate
reputation. This concept is directly and indirectly linked with the initial corporate identity as seen by
the company.
Communication is another crucial part of the brand identity. A strong corporate visual identity is
perceived to be a powerful indicator for the strength of the company itself; but in order to be strong,
the corporate visual identity should be created in an integrated way. This is a vital element for every
company or brand that communicates towards stakeholders: the communication needs to be logical,
consistent and coherent. The link between corporate visual identity and communication is exposed
within this research. An integrative approach to the corporate visual identity can only be attained by
integrated communication of the company.
Building on this argument, it is a crucial to notice that communicating with internal and external
stakeholders in an integrated way, forms the basis of a solid relationship.
24
To conclude, we can state that the transference process from corporate identity to corporate
reputation is supported by corporate visual identity and communication. But in order to narrow the
gap between corporate identity and corporate reputation, the corporate identity needs to be well
managed. Stakeholders want to get the feeling that their professional partner is a solid and
trustworthy ‘person’. The research confirmed the profound appreciation of personal contact within
professional relationships. Stakeholders do not want to cooperate with an impersonal company, they
want to add human elements (or a ‘face’) to their partner. Familiarity with key stakeholders’
perceptions is central to corporate brand management.
Managing corporate identities is definitely a concept that is worth further exploration in the future,
because it can function as a worthy alternative for the ‘empty talk’ methods that are often presented
in the mass media. Managing the corporate identity is a process that requires creativity and
involvement. These two values are exactly what make ordinary humans, like you and me, so intriguing
when they present themselves. A corporate identity should be more in tune with the way we manage
our own identity as a person …
25
7. Practical relevance research
The main motive behind this research, is the direct request of the ELD partnership itself. Since the ELD
partnership wants to determine a new strategy in order to be prepared for the future, the current
corporate reputation (amongst stakeholders and employees) needed to be defined. Even though the
research is still in progress, a few general results can already be appointed:
- First of all, this research emphasises the importance of developing a unique strategy in order
to cope with the competition.
- Second of all, building a corporate identity should be a conscious and founded process. After
all, it forms the basis for a positive corporate reputation.
- Finally, the corporate identity needs to be maintained and managed.
All these factors have a practical relevance for the ELD partnership because they are the key elements
in facilitating the transference process from corporate identity to a positive corporate reputation.
In this stage of the research, concrete recommendations are quite hard to make and there is no point
in making speculations about the general reputation of the ELD partnership.
The second motive behind this research is more related to the core of 'De Blauwe Peer', the graphic
communication agency where I currently work as an intern. The main focus of 'De Blauwe Peer' is
empowering corporate identities by offering clients a complete graphic and visual communication
strategy. This research also supports the importance of an integrated approach, it can function as a
confirmation of the believe system of 'De Blauwe Peer'.
26
8. Bibliography
8.1.1. Academic Articles
Ashman, I. & Winstanley, D. (2007). For or Against Corporate Identity? Personification and the
Problem of Moral Agency. Journal of Business Ethics, 76, 83-95.
Baker, M.J. & Balmer, J.M.T. (1997). Visual identity: trappings or substance? European Journal
of Marketing, 31(5), 366-382.
Balmer, J.M.T. (1995). Corporate branding and connoisseurship. Journal of General
Management, 21(1), 24-46.
Balmer, J.M.T. & Gray, E.R. (2000). Corporate identity and corporate communications: creating
a competitive advantage. Industrial and Commercial Training, 32(7), 256-262.
Collins, L. (1977). A name to conjure with: a discussion of naming new brands. European
Journal of Marketing,11(5), 337-363.
De Chernatony, L. (1999). Brand management through narrowing the gap between brand
identity and brand reputation. Journal of Marketing Management, 15, 157-179.
Fombrun, D. & Van Riel, C. (1997). The reputational landscape. Corporate Reputation Review,
1(1/2), 5-13.
Franzen, M.P. & Hoogerbrugge, M.C. (1996). Het merk op weg naar de 21ste eeuw. SWOCC-
publication 1, 1-24.
Harris, F. & de Chernatony, L. (2001). Corporate branding and corporate brand performance.
European Journal of Marketing, 35(3/4), 441-456
Hekkert, P. & Snelders, D. & Van Wieringen, P.C.W. (2003). ‘Most advanced, yet acceptable’:
Typicality and novelty as joint predictors of aesthetic preference in industrial design. British
Journal of Psychology, 94(1), 111-124.
Joachimsthaler, E. & Aaker, D.A. (1997). Building Brands Without Mass Media. Harvard
Business Review, 75(1), 39-50.
Knox, S. & Bickerton, D. (2003). The six conventions of corporate branding. European Journal
of Marketing, 31(7-8), 998-1016.
Matheson, J.A. & Balichina, A. (2009). Goodbye big logos, hello snazzy packaging. GCI
Magazine, 48-50.
Peeters, R. (2008). Merkdesign. Een ruwe diamant in merkenland. SWOCC-publication 43, 1-
120.
Roberts, P.W. & Dowling, G.R. (2002). Corporate reputation and sustained superior financial
performance. Strategic Management Journal, 23(12), 1077-1093.
27
Stuart, H. & Kerr, G. (1999). Marketing communication and corporate identity: are they
integrated? Journal of Marketing Communications, 5, 169-179.
Van den Bosch, A.L.M. & De Jong, M.D.T. & Elving, W. (2004). Managing corporate visual
identity: use and effects of organizational measures to support a consistent self-presentation.
Public Relations Review, 30(2), 225-234.
Van den Bosch, A.L.M. & De Jong, M.D.T. & Elving, W. (2005). How corporate visual identity
supports reputation. Corporate Communications, 10(2), 108-116.
Van Riel, C.B.M. & Balmer, J.M.T. (1997). Corporate identity: the concept, its measurement
and management. European Journal of Marketing, 31(5), 428-440.
Van Riel, C.B.M. & Van den Ban, A. (2001). The added value of corporate logos: an empirical
study. European Journal of Marketing, 35(3/4), 428-440.
8.1.2. Academic Books
Blauw, E. (1994). Het corporate image: over imago en identiteit. De Viergang: Amsterdam.
Boer, R. (2007). Brand design: voor beleid in merkidentiteit (3rd ed.). Pearsons education
Benelux: Amsterdam.
Cattoir, T. (2004). Het KernMerk: hoe een succesvolle merkenarchitectuur uw onderneming
betere toegang geeft tot de klant. Lannoo: Tielt.
De Pelsmacker, P. & Geuens, M. & Van den Bergh, J. (2008). Marketingcommunicatie. Pearson
Education Benelux: Amsterdam.
Floor, K. & Van Raaij, F. (1994). Marketingcommunicatiestrategie. Stenfert Kroese: Leiden.
Fombrun, C.J. & Rindova, V. (2000). The road to transparency: reputation management at
Royal Dutch/Shell. In: Schultz, M. & Hatch, M.J. & Larsen, M.H. (Eds). The expressive
organisation: linking identity, reputation and the corporate brand (pp. 77-96). Oxford
University Press: Oxford.
Fombrun, C.J. & Van Riel, C. (2004). Fame and Fortune: How successful companies build
winning reputations. Financial Times Prentice Hall: Upper Saddle River, New Jersey.
Kapferer, J.N. (2004). Strategic brand management: building, measuring and managing brand
equity long term (3rd ed.). Kogan Page: London.
Kotler, P. & Keller, K.L. & Robben, H. & Geuens, M. (2007). Marketing Management(3rd ed.).
Pearson Education Benelux: Amsterdam.
Michels, W.J. & Van Thiel, P. (2006). Corporate design management. Wolters-Noordhoff:
Groningen.
28
Moers, P.H.J.M. (2007). Merk toch hoe sterk: het merk als strategische factor tot succes.
Kluwer: Amsterdam.
Steel, J. (1998). Truth, lies and advertising. John Wiley and Sons Inc: New York.
Tench, R. & Yeomans, L. (2009). Exploring Public Relations. Prentice Education Limited: Essex.
Van Riel, C.B.M. (1995). Principles of Corporate Communication. Prentice Hall: United
Kingdom.
Van Riel, C.B.M. (2000). Corporate communication orchestrated by a sustainable corporate
story. In: Schultz, M. & Hatch, M.J. & Larsen, M.H. (Eds). The expressive organisation: linking
identity, reputation and the corporate brand (pp. 157-181). Oxford University Press: Oxford.
Wheeler, A. (2006). Designing brand identity. A complete guide to creating, building and
maintaining strong brands (2nd ed.). John Wiley and Sons: Hoboken New Jersey.
8.1.3. Dissertations
Brengman, M. (2002). The impact of Colour in Store Environment: an environmental
Psychology Approach. Non- published dissertation, University of Ghent, Department
Economics and Business Administration.
Lagae, V. (1998). Logo’s als vorm van corporate en marketingcommunicatie. Non-published
dissertation, University of Ghent, Department of Communication Science.
8.1.4. Internet sources
Cambridge Dictionary of American English (2011). Typographic. Consulted on the World Wide
Web on 25/05/2011: http://dictionary.cambridge.org/dictionary/british/typography
Gardner, B. (2009). Current logo trends. Consulted on the World Wide Web on 24/05/2011:
http://www.logolounge.com/article.asp?aid=kfP
Portal site American Express (2011). Alle American Express kaarten. Consulted on the World
Wide Web on 25/05/2011: http://www.americanexpress.be/nl/particulieren/american-
express-alle-kaarten
Portal site Australian Government (2009). Emerging Models of Community Involvement.
Consulted on the World Wide Web on 20/05/2011:
http://www.fahcsia.gov.au/sa/communities/progserv/Documents/cci_report_07/ch4.htm#top
Rouwé, B. (2004). Een slechte letter danst. Folia, 26(57), 8-9. Consulted on the World Wide
Web on 25/05/2011: http://home.medewerker.uva.nl/e.e.cleven/bestanden/folia26_57.pdf
29
8.1.5. Other sources
Balmer, J.M.T. (1997). Corporate Identity: Past, Present and Future. Working paper, University
of Strathclyde Glasgow, Department of Marketing.
Geuens, M. (2009). Slides Chapter 8 (Kotler & Keller, 2007), Merkwaarde creëren. Non-
published teaching material, University of Ghent, Department of Marketing.
Saelens, D. (2007). Communicatiemanagement beroepspraktijk. Working paper, University of
Ghent, Department of Communication Science.
30
9. Attachments
9.1. External research: topic list interview stakeholder
Dear Sir/Madam
As the management of the ELD partnership informed you, De Blauwe Peer is
conducting research under their authority. In this survey we would like to assess the
perception of the ELD Partnership in general.
In the following survey, several questions are presented. There are no right or wrong
answers; it is your opinion that counts.
Your relationship with ELD:
Thank you in advance for your cooperation,
De Blauwe Peer
31
Emotional appeal
How well do you know ELD partnership?
I don’t know ELD I’ve only heard of
ELD.
I have limited
knowledge of ELD.
I know ELD quite
well.
I know ELD very
well.
How is your attitude towards ELD Partnership?
Very negative Negative Indifferent/neutral Positive Very positive
If you were to see the company as a person, what personality traits would you assign ELD partnership?
- Which of the following characteristics describe ELD Partnership the best (current image)?
Conservative Innovative
Rigid Dynamic
Client-oriented product-oriented
Wait-and-see Trendsetter
Chaotic Structured
Slow Up-to-date
- In what way does ELD set itself apart from other agencies on the market? (For instance:
Quality, Service, Speed, Knowhow, Customer Service, Corporate Culture, Vision)
- What would you consider to be the strong points of ELD partnership?
- What would you consider to be the weak points of the ELD Partnership?
- What are the communication means that ELD used to communicate with your organization?
What was the main message? Was this message in line with your expectations?
32
Products & services
What is your opinion on the quality of the service of ELD Partnership?
Very low quality Low quality Neither good, nor
bad quality
Good quality Excellent Quality
What is your opinion on the quality of the products (blueprints, buildings) of ELD Partnership?
Very low quality Low quality Neither good, nor
bad quality
Good quality Excellent Quality
What is your perception on the extent of innovation of ELD Partnership?
Not at all
innovative
Limited Indifferent/neutral Innovative Very innovative
What is your opinion on the reliability of the service/output of ELD Partnership?
Very low
reliability
Low reliability Neither good, nor
bad reliability
Reliable Very reliable
How would you evaluate the way ELD approaches a project?
Rigid Flexible
Product oriented Service oriented
Inefficient Efficient
Wait-and-see Proactive
33
Financial appeal
How does ELD partnership position itself within the market when it comes to price range?
ELD is much
cheaper than
average
ELD is a bit
cheaper than
average
Average ELD is a bit more
expensive than
average
ELD is expensive
How is the relationship price range – offered services within ELD Partnership?
Cheap compared
to offered service
Good value for
money
Correct price for
offered service
Price is high
compared to the
offered service
Price is very high
compared to
offered service
What is your view on the commercial risks taken by ELD Partnership?
No risk Limited risk Neither high, nor
low risk
Risk Great risk
34
Vision & leadership
To what extent does ELD attest to a clear corporate vision and mission statement?
No vision No real vision There is a vision,
but it is not very
clear to me
There is a clear
vision
I don’t know
To what extent does ELD attest to a strong leadership in their activities?
ELD does not
attest of
leadership at all
No leadership ELD is a leader to
some extent, but it
is not made
explicit
ELD has a strong
leadership
I don’t know
To what extent does ELD attest to a strong strategic benefit?
No strategic
benefit at all
Not really a
strategic benefit
ELD has a strategic
benefit, but it is
not very clear
ELD has a clear
strategic benefit
I don’t know
Can you describe this benefit/these benefits?
35
Working environment
To what extent do you consider ELD Partnership to be well managed?
Not at all well
managed
Not really well
managed
Indifferent/neutral Well managed Excellent
management
To what extent do you consider the employees of ELD Partnership to be highly qualified and
educated?
Not qualified and
educated
Few qualified and
educated employees
Indifferent/
Neutral
Several highly
qualified and
educated
employees
All employees are
highly qualified
and educated
What is your impression of ELD as an employer?
Social responsibility
To what extent does ELD take its social responsibility (towards neighbours, employees)?
ELD does not take its
social responsibility
Sometimes, ELD
takes its social
responsibility
ELD takes its social
responsibility, but it
is not made explicit
ELD takes its social
responsibility
I don’t
know
To what extent does ELD take its responsibility towards its natural environment?
ELD does not take its
responsibility
Sometimes, ELD
takes its
responsibility
ELD takes its
responsibility, but it is
not made explicit
ELD takes its
responsibility
I don’t
know
36
Communication
What kinds of communication or communicative action(s) of ELD do you know/have you already seen?
Advertisement
Financial communication
Relationship marketing
Community relations
Lobby work
Sales promotion
Direct marketing
Media relations
Other:
Event(s)
E- newsletters
- What is your opinion on this communication?
- Do the visual and verbal signals of ELD (e.g. logo and baseline ‘architects – engineers – project
managers’) communicate what ELD stands for?
- Are these signals clear and consistent? And are they unambiguous?
- If you have a few extra remarks/questions/issues about ELD, please do not hesitate to let us
know.
Thank you very much for your cooperation!
'De Blauwe Peer'
37
9.2. CD-rom
Content of the CD-rom
- Digital version of the paper (Part 1: Internship Report, Part 2: Research Paper)
- Audio Recordings of the interviews (external research for the ELD partnership) confidential
- Transcriptions of 17 interviews (research is still in progress) confidential
- One of the internship projects confidential
