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1.0IntroductionThisdissertationisastudyofmagazinepublishingasmarketingcommunication,
wheremarketingcommunicationispartofapositioningstrategytomanage
corporatereputation.Brandsareincreasinglyusingbrandedcontenttotalktotheircustomers.Intermsofthemagazinepublishingindustry,Morrish&
Bradshaw(2012,p.16)calltheriseofcontractpublishingthedefiningfeatureof
thelastdecade.Magazinesofferachanceforbrandstoexplaintoconsumers
whatthecompanyisallaboutbyprovidinganextendedperiodofengagementto
communicatetheirmarketingmessages.Recentturmoilinworldeconomicshas
leftmanypeoplewondering,whatisthecompanyallabout?Shouldcompanies
solepurposebethepursuitofprofit?Shouldtheyexisttobenefitthecommunitiesofstakeholdersthattheiroperationsaffect?Onecompanythathas
itsownanswertothesequestionsisTheCo-operativeGroup,whobelievethe
waytheircompanyisrun-andevenashareofitsprofits-shouldbeinthehands
ofthestakeholdersthemselves.
1.1Rationale
Asthisdissertationwilllatershow,co-operationasabusinesspracticeis
increasinglyneglectedinacademia.Therefore,tothosewhowouldlikethis
situationappeased,thisstudysurroundingthemarketingofco-operationasa
businesspracticeshouldbeofinterest.AccordingtoRoper&Fill(2012,p.24)
corporatereputationasanacademicareaisrelativelynew,thereforeany
literaturethataddsscopetothisfieldwouldbeofbenefittothoseinvestedinits
advancement.Thefindingsgeneratedfromthisdissertationwillspecifically
focusonhowcommunicatingacompanysguidingoperationalprinciplesmight
improvetheethicalreputationofthecorporatebrand.Sagaret.al.(2011)state
thatethicshasbeenstudiedfromthevariousaspectsofbusinessactivitiesbutit
remainsuntouchedfromthebrandingperspective,andthattheroleofethicsin
brandpositioningisacompletelyignoredareawithinthediscourse.Thefocusof
thisdissertationistodevelopthisignoredareabypreciselystudyinghow
ethicalreputationisinformedbyapositioningstrategybasedonco-operative
operatingprinciples.Investigatingtheusesofmagazinesaspartofapositioning
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strategyaddsanichefocustothisstudyandshouldfurtherunderstandingof
magazinesastoolsformarketingcommunication.
1.2Researchquestions
TheaimofthisprojectistofullyunderstandTheCo-operativebrandin
conjunctionwiththethemesofdifferentiation,positioning,trustandcorporate
reputation.Thereafter,toproduceaprototypecustomermagazinethatutilises
theacquiredknowledge,andtotestthisprototypepublicationspotentialfor
fulfillingapositioningstrategy.
Theresearchquestionsthatthisdissertationaimstoanswerare:
1. Arecustomermagazinesaneffectivemarketingtool?2. Couldco-operativesholdthekeytoconsumertrust?3. Wouldimprovedunderstandingofthepracticeofco-operationincrease
differentiationofTheCo-operativeGroup?
1.3Structure
Thedissertationwillbeginwithabriefcontextualanalysistosetthescenefor
thesubsequentchapters.Aliteraturereviewwillfollowwhichwillcombinea
detailedassessmentofworkbyseminalauthorsandfromrecentacademic
journalssurroundingthethemesofpositioning,corporatereputationandtrust
withfocusonTheCo-operativeGroup-informedbybothprimaryandsecondary
sources.Thiswillbefollowedbyarationaleoftheresearchdesignand
methodologyincludinganexplanationofhowtheartifactwasinformedand
produced.Afterasuccinctdataanalysisallprimaryandsecondarysourceswill
bedrawntogetherinadiscussionofthefindings,elicitingrichdatatoforma
conclusion.Finallythedissertationwillendwithasetofrecommendationsfor
practicalapplicationofthefindingsandproposeareasforfurtherresearch.
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2.0Context
Trustinbrandshasbeenindeclineforsometime(Yan,2003),andthetrend
doesnotappeartobeabating.Lantieri&Chiagouris(2009)reportthatdeclines
intrustincludetrustinthecompaniesthatprovidebrandedgoods,trustinbusiness,trustinbusinessleadersandtrustinspecificindustries,givingthe
pursuitofshorttermprofitstosatisfyinvestorsasamainreason.
Voicingconcernsovercorporategreedandthemismanagementofthebanking
industry,theinternationalOccupymovementhasheraldedprominentnews
coverageoverthepastyear,evenencouragingTimemagazinetodeemThe
Protesterpersonoftheyear2011(Andersen,2011).Thisphenomenondrawsmassattentiontoadebateonthevalidityofneoliberalpoliciesthathave
spurred-onthecurrentmodeofshareholder-led,free-marketcapitalism,the
perfunctoryregulationofglobalizationandthepromotionofcompetitive
individualism.
Theabilitytoreversethetideofneoliberalismmaybeslippingawayfrom
politiciansbecausethepowerglobalbrandsexercise-throughcorporate
lobbyinghasdisplacedtheroleofelectedgovernmentindictatingtherulesof
theglobaleconomy.InthewordsofKlein(2010,p.340)corporationshave
becometherulingpoliticalbodiesofourera.InEngland,thisshiftismade
apparentbylowvoterturnoutinbothnationalandlocalelections(The
Guardian,2012),indicativeofamoodofapatheticcynicismtowards
conventionalpolitics.ODonnell(2012)suggeststheantidotetotheapathyand
disengagementcouldcomefrominstitutionaldemocracywhereallthosewitha
majorstakeinaninstitutionhavesignificantdecision-makingpowerin
determiningitsvalues,goalsandprominentaspectsofitsoperation.
AccordingtoRoper&Fill(2012,p.20)Followingthebankingcrisisthereislittle
doubtthatthereputationofinternationalcapitalismneedstoberebuilt.
Reassessingthefoundationsofhowcorporationsfunctionmayberequiredfor
brandstoonceagainbetrusted.Thebankingcrisisandcontinuedglobal
inequalityappeartohavegonesomewaytodiscreditingboththebeliefin
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trickle-downeconomicsandthebeliefthatabusinesssonlyresponsibilityisto
increaseprofits.Thisnewmentalityprovidesacatalystforthere-thinkingof
howcorporationsshouldberun:whatisrightandwrong;whatisethical.
Accordingly,inrecognitionoftheimportanceofco-operativestheUnited
Nationsdeemed2012theInternationalYearofCooperativestohighlightthe
strengthsoftheco-operativebusinessmodelasanalternativemeansofdoing
business(UnitedNations,2012a).
ThepreciseobjectivesoftheYeararetoincreasepublicawarenessaboutco-
operativesandtheircontributionstosocio-economicdevelopment,topromote
theformationandgrowthofco-operativestoaddresscommoneconomicneeds
forsocio-economicempowerment,andtoencouragegovernmentsand
regulatorybodiestoestablishpolicies,lawsandregulationconducivetoco-
operativeformationandgrowth(UnitedNations,2012b).Thisdissertationwill
investigatewhetherco-operativesholdthekeytotrustandwhetheramagazine
couldhelpthatkeytoturn.
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3.0Literaturereview
TogainafullunderstandingofTheCo-operativeGroupitisimportantto
understanditshistory,valuesandprinciples.Inordertoachievethisananalysis
ofTheCo-operativessocietalcontextwillfollow,firstexploringthehistoricalbackgroundfromanacademicperspective,thenexaminingcontemporaryaffairs
usingtradebodyreports,Mintelresearch,companydata,interviewswith
companymanagementandasurveyundertakenforthisdissertation.This
specificliteraturewillbeexaminedalongsiderecentacademicpapersandworks
ofseminalauthorssurroundingthethemeofdifferentiation.Literaturewillbe
examinedonthesubjectofhowpositioningandcorporatecommunicationsare
usedtodistinguishethicalreputations.Trustandcorporatereputationwillthenbeexaminedwithlinkagestoloyaltyandwhybrandloyaltyisimportantin
business.Finallyloyalty-buildingmagazinecommunitieswillbeexaminedwith
linkagestotheoverarchingmentalitysurroundingaco-operativerenaissance.
3.1TheCo-operativesbeginnings
Co-operationcanbeidentifiedinhumanactivitythroughouthistorybutforthe
purposesofthisstudyco-operationshallbediscussedinitsorganisedformas
theco-operativemovement-andinparticularwithintheUKcontext.
Birchall(1997p.3)explainshowbeforetheindustrialrevolutionthemarkethad
beenanadjuncttosociety,then,duringtheearly1800s,commonpeoplewere
forcedfromthelandintowagelabour,reconfiguringsocietytoapointwhere
societybecameanadjuncttothemarket.
Oncetheprotectivemoralityoftheoldsocietyhadbeensweptaway
thereseemedtobenothingthatcouldnotbedoneaslongasitmadea
profit(Birchall,1997p.3).
Thismeantconsumersweresubjecttoheavilyadulteratedproductsespecially
flour.In1844TheRochdalePioneersformedaco-operativesociety,openeda
shop-tosellunadulteratedproducts-andformulatedSeveralprincipleson
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whichtoconducttheirbusinessthatwouldformthebasisforaworldwideco-
operativemovement.(Birchall,1997p.3)Theprinciplesthatunderpinned[The
RochdalePioneers]wayofdoingbusinessarestillacceptedtodayasthe
foundationsuponwhichallco-operativesoperate(ICA,2012a).
In1995TheInternationalCo-operativeAllianceanindependent,non-
governmentalassociationwhichunites,representsandservesco-operatives
worldwide(ICA,2012b)-meticulouslyredefinedthesevaluesandprinciplesto
serveasoperationalguidelinesforallmodernco-operatives(seeappendix1.0).
TheICAalsoconstructedasuccinctdefinitionforco-operativeidentity:
Aco-operativeisanautonomousassociationofpersonsunited
voluntarilytomeettheircommoneconomic,socialandculturalneedsand
aspirationsthroughajointly-ownedanddemocraticallycontrolled
enterprise(ICA,2012c).
Birchall(1997p.5)attributesthesuccessofTheRochdalePioneers,beyond
othersimilarexperimentsofthesameera,totheiruseofthedividendon
purchasestorewardmembersnotasworkersbutasconsumers.In1863The
Co-operativeWholesaleSociety(CWS)wasformedtoserveagrowingnumberof
branchstoresandthis,intime,becamewhatistodayTheCo-operativeGroup
(NewPioneers,2011,2mins).TheCWSwentasfarbackinthesupplychainas
possibleowningfarmsandteaplantationsandproducingthebasicproducts
mostneededbytheworkingclassesintheirownfactories.Bytheendofthe
FirstWorldWar,inwhichthemovementhaddistinguisheditselfbycampaigning
forrationingandagainstprofiteering,membershipstoodatover3million,with
aturnoverof88million(Birchall,1997p.8).Duringtheinterwaryearsand
throughoutWWIITheCo-opbecameanationalinstitutionuponwhichmany
workingclasspeoplereliedfortheirdividendorshareintheprofitsthattheir
customcontributedto(ICA,2012a).
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3.2Marketsharedeclineandariseinneoliberalism
In1965co-operativetradingsocietieshadthelargestsingleshareofthemarket
(36%),butby2000thishadfallentojust4.4%,whilethelargestscalemultiple
traderssuchasTesco,Sainsbury,AsdaandSafewayincreasedtheircombinedshareto65%,comparedto30%in1965(Wilson,2011,p.19).
Acombinedrangeoffactorscanbeputforwardtoexplainthedeclineofthe
CWS:
Anoutdatedbrandimage(Wilson,2011,p.19). Theincreasedaffluenceandaspirationofpostwaryearsleadingtoa
diminishedneedfortheservicestheco-operativeprovided.AsGrott,Singerman&Gutknecht(1987)explainforthe[consumerco-operative]
structuretobeappropriate,certainenvironmentalconditionsmustbe
present.Theseincludearealneedforaproductorserviceandthepresence
ofanactivedesireforsocial/economicchange.
NegativeperceptionsarisingfromTheColdWardiscreditingco-operationduetoitsassociationswithsocialism(Websteretal.,2011p.3).
TheThatchergovernmentscommitmenttofreemarketcapitalism,InBritain,thesocialdemocraticmodelformanagingtheeconomywas
abandonedinfavourofaneoliberal,freemarketone.Advocatesofthenew
orthodoxytendedtoidealisetheinvestor-ledmodelofbusinessorganization
overalternativessuchasco-operatives(Websteretal.,2011p.2).
Thesocio-biologicaltheoriesdevelopedbyWilliamHamiltonandGeorgePrice-subsequentlypopularisedbyRichardDawkins1976book'TheSelfish
Gene'-leadingtowidespreadacceptanceinthenotionthatselfishnesswasanaturalpathtoabettersociety(Curtis,2011)&(Curtis,2007).
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Asidefromthecombinationoftheseneoliberalforcesperhapsthemost
pertinentfactorconstitutingtheCWSsdeclinecanbefoundintheinternal
examinationofTheCo-operativeduringthisperiodofitsevolution.
CWSwasoriginallyawholesalerownedbyitsmembersocieties.Atno
stage,however,werethesemembersobligedtobuyalltheirgoodsfrom
CWS;indeed,localretailsocietiescontinuedtousearangeofsuppliers
withwhomtheyhadbuilteffectiverelationships(Wilson,2011p.19).
Sinceformingin1934thesemembersocieties,knowncollectivelyastheCWS
RetailServices(CRS),hadbeengrowingevermoreindependentof-and
increasinglyseparatefrom-theCWS,leavingbothsplitfactionswithlimited
prospects(Wilson,2011p.21).Thisdividewaseventuallyremediedin2001
whenTheCWSandTheCRSmergedtoformTheCo-operativeGroup.
3.3TheCo-operativeGrouptoday
Since2001thegroupssaleshavesteadilyincreasedandby2011hadnearly
quadrupled,withthenumberofoutletsincreasingfrom1,287to3,652(Mintel,
2012).TheCo-operativeGroupinitsentiretyin2012consistsofafamilyof
subsidiariesoperatinginanumberofindustries.
3.4TheCo-operativeEnterpriseHub
TheEnterpriseHubisaschemesetupin2009thatoffersfreeadvice,training
andaccesstofinancetonewandexistingco-operatives(independentoperations
existingoutsideTheCo-operativeGroup).TheEnterpriseHubsaimisto
supportthenextgenerationofco-operatorstobuildsustainable,co-operative
enterprisesanddeliverastrongerco-operativeeconomy(EnterpriseHub,
2011).AlthoughTheEnterpriseHubisreportedlyaimedatallages(Warburton,
2012)thecurrentin-storepromotionappearstotargetanageingdemographic
(seeappendix2.0).
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TheEnterpriseHubwebsiteoffersanaboutussection,anapplynowformfor
thosewhowishtobenefitfromtheserviceandpeoplewevehelpedfeaturing
shortcasestudiesonbusinessesalreadyassistedthecontentdetailsthe
servicesprovidedandthehelpreceived.
3.5TheCo-operativeBank
TheCo-operativeBankwasthespecificsubsidiarybrandchosenasthefocusof
thisstudy.Thischoicewasmadebecausethebankingindustryhasbecomethe
centerofmediascrutinysincetherecentrecessionintheUK(Nicholson,2009).
Controversyhasrecentlyintensifiedduringaspateofbonusesdespitetaxpayer
bail-outs(BBC,2012).AmidstthisfurorTheCo-operativeBanksadvertising
campaignshavecontinuedtohighlightonlytheservicestheyoffer(seeappendix
3.0),asopposedtothealternateethosonwhichtheyarefounded.
TheCo-operativeBankistheonlyUKhighstreetbankwithaclearEthical
Policythatisbasedontheviewsofitscustomers.ThePolicysetsoutthe
businessesthattheBankwillandwillnotprovidebankingservicesand
investmentoffundsto(TheCo-operative,2012a).Moveyourmoney.org.uk
(2012)agreesthattheyarethesectorleaderinethicalpoliciesandsuggestthem
asanalternativetoBarclays,HSBC,Lloyds,RBSandSantander,howevertheyare
notperfect.Theirexecutiveshavetendedtobepaidsignificantamounts,
althoughnottothesamedegreeasthebiggerhighstreetbanks,andbecause
theyarepartofthesamegroupasthesupermarket-whichisinvolvedinthe
retailoffactoryfarmedmeat,theretailoftobaccoandotheractivitiesattracting
civilsocietycriticismmoveyourmoney.org.ukattributesthemanethicalrating
of13/20.
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3.6TheCo-operativeBankscompetitors
Mintel(2011)researchintoconsumerattitudestowardsgreenandethical
financeshowsTheCo-operativeBanktobethemosttrustedintheUKinregard
toethicalbehaviour.ThebanksratedimmediatelybelowmustbeseenasTheCo-operativeBanksmostdirectcompetitors.TheNationwidebuildingsociety
wasthesecondmosttrusted,followedbyBarclaysandthenHSBC.
Nationwideisamutual,meaningitisownedbyandrunforthebenefitofits
members(Nationwide,2012a):thisshowsanalignmentbetweenmember
ownershipwithtrust,butalsomakesTheCo-operativesdifferentialhardto
discern.ThesameMintelreportshowsunder-25stobethesegmentthatleast
truststheCo-operativeBank:amongtheunder-25s,theCo-opactuallylosesits
statusasthefirmthatismosttrustedtobehaveethically(Mintel,2011).
3.7Alackofunderstandingofco-operation
Apossiblereasonwhythisdemographicmaybelesswillingtotrusttheco-
operativecanbefoundinliteratureonpublicawarenessofco-operation.Ward
(2012)indicatesthatCo-operativebankstaffmusttakeituponthemselvesto
educatecustomersaboutthecompanytheyarebuyinginto.Websteretal.(2011,
p.5)reportthatwhatlittlepublicawarenessthereisofco-operationtendsto
oscillatebetweenrose-tintedmemoriesofafamilydivinumber,andageneral
assumptionthattheCo-opisaratheroutdatedshoppingchain,onthebrinkof
extinction.
Discussingtheco-operativebusinessmodelWarburton(2012)wroteIfitison
theradarofyoungpeopleatall,Isuspectitisstillperceivedbymosttobe
somethingratheroldfashionedandinneedofagooddustdown.
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Asurveyconductedforthisdissertation(appendix4.0)asked35peopleaged16-
25Whatdoyouthinkaco-operativebusinessis?Themajorityofresponses
demonstratedaclearlackofunderstanding.Wherealternateresponseswere
givencommonassumptionswere:-Abusinessthatworkswithotherbusinesses.
-SolelyTheCo-operativeGroupitself(ThisechoingWards(2012)regretthat
customersseeTheCo-operativeasjustanotherbrandnameasopposedtoaway
ofworking.)
-AbusinesspossessingavaguelinktoFair-tradeandGreenmovements.
Outoftheminoritywhodisplayedabasicunderstandingoftheco-operative
idea,nonementionedtheprinciplesofco-operation.Allthispointstoalackof
educationregardingtheco-operativebusinessmodel,andmultiplesourcesof
literaturesubstantiatethisclaim.Kalmi(2006)studiedThedisappearanceofco-
operativesfromeconomicstextbooksandfoundthatreferencestoco-operatives
reduceddramaticallypostWWII.TheICADigest(2011)reportsthat;Many
youngpeoplearenoteducatedabouttheco-operativemodel.Co-operative
businessstudiesisnotfoundinschoolcurriculaandrarelycoveredinuniversity
programmes.AstatementthatMacpherson(2011)elaboratesuponeloquently:
Therearenouniversal,widelyconsultedtomesorsustainedenquiries
comingoutoftheacademy.Infact,withveryfewexceptions,universities
havetotallyignoredtheissuesandpossibilitiesofco-operativesandco-
operativethought,thoughuniversallytheyconstructimpressivebuildings
eachhousingscoresofscholarsforthebenefitsofconventionalbusiness.
ThisalignswiththeMintel(2011)researchshowingfaithintheCo-opsethical
credentialsismuchweakeramongyoungerpeople,suggestingaparallelmaybe
drawnbetweenthetwophenomena.The65+agesegmenttrustedTheCo-
operativebankmorethanitsrivalstoagreaterextentthananyother
demographic(Mintel,2011),emphasizingthattheunderstandingofco-
operationisamanifestationreservedforanageinggeneration.TheCo-operative
Groupdemonstratetheirrecognitionthatthisisacauseforconcernwhen
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Warburton(2012)claimstheyareSeekingtoeducateyoungerpeopleinthe
benefitsoftheco-operativemodelandarepresentlylookingtodevelopaYoung
PeoplesEnterpriseprogrammetoattractanewgenerationofco-operators.
3.8TheCo-operativeGroupsbrandvalues
ThebrandvaluesembodiedbyTheCo-operativecombineaneedtobe
commerciallysuccessfulwithbeinganethicalleader,whilstdirectlyserving
stakeholdercommunities.Amissionstatementidentifiesthattheirpurposeis
Toserveourmembersbycarryingonbusinessasaco-operativeinaccordance
withco-operativevaluesandprinciples(TheCo-operative,2012b).
3.9Positioning
Aaker(1991,p.7)describesabrandspurposebeingtodifferentiateitsgoodsor
servicesfromthoseofferedbyitscompetitors.Ries&Trout(2001)the
originatorsofpositioningtheorydonotclaimthepurposeofbrandinghas
changed,butclaimthatsocietyhaschangedandreachedapointof
overcommunicationwhereaproductsfeaturesorabrandsimagecanno
longersuccessfullyserveasdifferentiators.
Tosucceedinourovercommunicatedsociety,acompanymustcreatea
positionintheprospectsmind,apositionthattakesintoconsideration
notonlythecompanysownstrengthsandweaknesses,butthoseofits
competitorsaswell(Ries&Trout,2001,p.24).
Kotler&Armstrong(2010,p.216)offeracomprehensivedefinitionof
positioningasarrangingforamarketofferingtooccupyaclear,distinctive,and
desirableplacerelativetocompetingproductsinthemindsoftargetconsumers.
Fill(2009,p.294)affirmstheimportanceofpositioningwithinamarketing
communicationscontextbystatingpositioningisthekeystrategicframework
foranorganisationsbrand-basedcommunications.
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Dibbetal.(2009,p251)proposethemethodofpositioningtobethrough
developmentofadistinctiveimagebymeansofawell-honedpositioning
statementandtoestablishaplatformtoeffectivelycommunicatethemessage.
AccordingtoRoper&Fill(2012,p.252)corporatecommunicationsthatexpressanorganisationsvaluesandbeliefshavethecentralroleofdevelopingan
organisationsimageandpositioning.Ingenhoff&Fuher(2010)examinedhow
corporationsusedmissionandvisionstatementstodifferentiateandposition
theirbrands,findingconsiderablesimilaritiesinstatementcontentacross
industries.TheCo-operativesownvisionstatementreads:Tobuildabetter
societybyexcellingineverythingwedo(TheCo-operative,2012b).Its
broadnessfallsinlinewithIngenhoff&Fuhers(2010)concernsthatcompanies
positionthemselvesusingtheircompetitorsasaframeofreference.TheCo-
operativesmissionstatementismorecategorical,reading:Toserveour
membersbycarryingonbusinessasaco-operativeinaccordancewithco-
operativevaluesandprinciples(TheCo-operative,2012b).Thisundoubtedly
variesfromallothercompaniesthatarenotrunasco-operatives,but
consideringthelackofunderstandingofco-operationitcannotsatisfytheaimof
positioning,whichisforthebrandtooccupyaclearanddistinctiveplacerelative
tocompetingofferings.
3.10TheCo-operativescurrentpositioning
TheCo-operativescurrentpositionhasbeenattributedtotheirethicalstance.
Roper&Fill(2012,p.127)statethatone-thirdofTheCo-operativebanks
customersareattractedasadirectresultofitsethicalpolicyandcredentials,and
thebankestimatesthatitgains24%additionalrevenuefromitsethicalposition
onthemarketplace.Businessethicsaremoralguidelinesfortheconductof
businessbasedonnotionsofwhatisright,wrongandfair(Collins,2012).These
notionsaredeterminedbyacceptedpublicperspectivesandduetothefluxand
subjectivenatureoftheseperspectivestherecanbenodefiniteconsensuson
whethersomethingisrightorwrong(Gangone,2010).
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Regardingtheethicalpositionthatthebankcurrentlyoccupiesaquestionarises
astowhythereislittledifferentiationwithinthe1625demographic.One
possibilityisthatanethicalstancecouldbeconfusedwithcompetingcompanies
CorporateSocialResponsibility(CSR)whichHoeffler&Keller(2002)notedasbeingontheriseinaccordancewithitsvastmarketingpotential.Popoli(2011)
determinesthatCSRisstillontheriseandcatagorisesCSRactivitiesintofour
areas:Philanthropical:beingagoodcitizen;Ethical:beingalignedwith
societysvalues;Legal:obeyingthelaw;Economical:beingprofitable.The
businessconductedbyTheCo-operativefitsthesecategories-thusfroma
consumersperspectiveTheCo-operativemayappeartobejustanotherbrand
employingCSRmarketingschemesandthefactthatCSRembodiesethical
standardssuggeststhetwohavebecomeentangled.FurthermoreMintel(2011)
datashowed60%ofintervieweestobelievethatwhenfinancialservicesfirms
talkabouttheirethicalcredentials,itsjustaPRstunt.
Indicatingwhyanethicalpositionwouldbesoughtafter,Green&Peloza(2011)
proposethatorganisationsarerewardedwithpositivecompanyevaluations,
higherpurchaseintentions,ahigherresiliencetonegativeinformationaboutthe
organisation,positivewordofmouthandawillingnesstopayhigherprices.
InglehofandFuher(2010)concludetheirresearchbystatingcompany
activities,whichimpactdifferentiation,mightbefoundinthefieldofcorporate
socialresponsibility,thoughconverselyGreen&Peloza(2011)suggestthatCSR
isnowwellestablishedandthatitiscommonforcompaniestobeexpectedto
engageinsomeformofCSR.Thisraisesdebateintowhetherethicalbehavior
andCSRcanindeedimpactdifferentiationasitmayhavebecomeentrenched
andovercommunicated.TheNationwideCo-operativebanksclosest
competitoronMintels(2011)scaleoftrustedtoactethicallyrunsitsown
CSRschemes.Itoffersemployeestwodayspaidleavetosupportcharitiesand
dedicates1%ofpre-taxprofitstoCorporateResponsibilityactivity(Nationwide,
2012b).
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3.11Re-assessingTheCo-operativesdifferential
InamarketlitteredwithCSRmarketing,doTheCo-operativesethicalpolicies
offersufficientdifferentialtocreateadistinctposition?GreenandPelazo(2011)
suggestthatconsumerresponsestoCSRdependonhowCSRismanifested.IntermsoftheNationwidesCSR,Anholt&Gelder(2003p.61)notethathowever
laudablecharitymaybe,itdoesnotconstituteorganizationalpolicy.
DiscussingsocialresponsibilityandethicsDibbetal.(2009,p.790)investigate
whatmakestheCo-operativeBankunique:
Manycompanieshaveasectionoftheirannualreportandwebsite
devotedtostatingtheirinvolvementinthecommunityandpoliciesfor
goodcorporatecitizenship,buttheCo-operativeBankproclaimsthatitis
customerled,ethicallyguided[]Thebankremainstheonlyhigh-street
UKretailbanktooffercustomersasayinhowtheirmoneyisused,and
encouragescustomerstohaveaninputintheevolutionofthecompanys
ethicalpolicy.
Thissuggestsitisnottheethicalpoliciesper-sethatformTheCo-operatives
differential,butthefactthatitsethicalpoliciesaredefinedbythecustomersin
shortdemocraticmembercontrol,oneoftheprinciplesofco-operation,isthe
realdifferential.AdditionalcredibilitycomesfromTheCo-operativesworking
practicesandoperationalsystemsbeingorientatedaroundthechosenpolicies,
withanindependentauditorcommissionedtoreportontheirimplementation,
(Dibbetal.,2009).Spickett-Jones,Kitchen&Reast(2004)deemthis
indispensiblewhentheyexpresstheneedforcommunicationstrategieswhich
conveyorganisationalethicalstandardsthatarerecognisedascredibleand
positiveandbasedongenuinecharacteristicsoftheorganisation,ratherthan
anymiragecreatedbyPR.Kotler&Armstrong(2010,p.215)define
differentiationasactuallydifferentiatingthemarketofferingtocreatesuperior
customervalue.TheNationwiderunsCSRschemesandismemberowned;the
valuethatTheCo-operativebankoffersbeyondthisisthatitismemberrun.
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3.12Developinganewpositioningstrategy
AccordingtoRiesandTrout(2001,p.136)Youmustconstantlybealerttokeep
yourpositiontargetedtotodaysproblemsandtodaysmarkets.ItappearsThe
Co-operativespositioninghasremainedstatic.NeglectingtoassertitspositioninlightoftheBankingCrisisrepresentsafailedtoopportunitytocapitalizeon
popularsentiment.Negativeappraisals-notablygreed-ofthemajorbanksare
prevalentandcontinuetobecommunicatedthroughoutnewschannels:See
commentatorssuchasKar-Gupta(2012);Chakrabortty(2012);BBC(2012);
DailyMail(2012);Elliott(2012)andwebsitessuchasmoveyourmoney.org.uk.
Blameforthefinancialcrisisandthefurorsurroundingexcessivebonuseshas
givenrisetonegativePRforthemajorbankingsector.Thismismanagement
offersthepotentialtoexploittheseperceivedweaknessesbypositioningTheCo-
operative-whooffermembersasayintherunningofthecompanyandashare
oftheprofitsasofferinganalternativebusinessmethodologytoallother
banks.ThismayappeartobeanextremepositionforTheCo-operativeBankto
take,butitcanalreadybefoundmanifestelsewherewithinthegroup,suchasin
theobjectivesstatedinTheCo-operativeEnterpriseHubsannualreport.
Wewillpromoteco-operationasthebestwayofdoingbusiness,witha
viewtoadvancing,strengtheningandincreasingthesustainabilityofthe
UKco-operativeeconomy(EnterpriseHub,2011).
Hertz(2011)writes,Theconditionsareinplaceforamarkedlydifferent
economicmodeltoemergefromthecarnagecurrentlybeingwroughtand
definesthetraitsthatareshapingthisdifferentCo-opCapitalismmodelas
valuingcollaboration,seeingvalueinsharingideas,pullingtogetherincommon
causeandworkingwithsharedpurpose.Regardlessofwhetherastakeholder-
communitydrivenmodelhasyetemerged,thecarnagecurrentlybeingwrought
offersanopportunitytopositionTheCo-operativeasanalternativeto
everythingelse:tothebankingcrisis,toprofiteering,tothetop-down
managementofcapitalism,andtoasocietywhere50%ofthepeopleintheUK
own1%ofthewealthand20%own84%(Co-operativesUK,2011).AsYan
(2003,p.218)states-whendiscussingtheemergenceofethical,sociallyaware,
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informationrichconsumerstheactivistbrandissomethingcompaniesneedto
buildtoday.
Mintel(2011)providesanecdotalevidencedemonstratingthatthisneglectedareacouldbenefitfromamarketingcampaign:
DuringtheOccupyLondonprotests,wetooktheopportunityto
interviewanumberofprotestors.Whatwasstrikingwasthenumberof
peoplewhowerepreparedtocamponapavementovernightinorderto
registertheirprotestagainstthefinancialservicesindustry,butwhostill
bankedwithoneoftheverybanksagainstwhomtheywereprotesting.
3.13Thebeginningofaco-operativerenaissance:innumbers
Asalreadydiscussed,TheCo-operativeGroupssaleshavebeenincreasingsince
2001whenCWSandCRScombined.Thelargestyear-on-yearincreasecame
between2007/08and2008/09whensalesdoubled(Mintel,2012).Thisata
time,andpossiblydueto,theUKenteringaperiodofrecession.AreportonThe
UKco-operativeeconomy2011byCo-operativesUK-thenationalco-operative
tradebodycomparestheturnoveryear-on-yearoftheco-operativeeconomy
againsttheperformanceoftheBritisheconomyasawhole.2008sawa+5.4%
growthinTheCo-operativeeconomyagainsta-0.1%declineintheBritish
economy.2009sawa+10.0%growthagainsta-4.9%decline.2010sawa+4.4%
growthagainst+1.3%growth.
Overthesametimeperiodthereportshowsa15.1%increaseinthenumberof
co-operativesintheUKandacombinedmembershipbaserisingby18%(Co-
operativesUK,2011).GrowthinthetotalnumberofUKco-opsinexistencewas
+1.8in2008.In2009theEnterpriseHubwaslaunchedandthenumberroseby
3.6%.In2010thegrowthwas9.2%.Thetotalnumberofnewco-opsin2010
being458.TheEnterpriseHub(2011)annualreportstatesthatitapproved686
co-operativeenterprisesforthefreeadviceonoffersince2009suggestingthe
co-operativerenaissanceisbeingleadbyTheEnterpriseHub.
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3.14Aclimateforaco-operativerenaissancetoflourish
InJanuary2012BritishPrime-MinisterDavidCameronrevealedplanstobring
togetherallthelegislationcurrentlycoveringco-operativesintoone
consolidatedco-operativesbill(Wardle,2012).Consolidationofthe17separatepiecesoflegislationthatcurrentlygovernco-operativebusinessshouldallow
greatereaseofoperationbysimplifyingtheprocessofsettingupaco-operative,
reducingthelegalcostsandthuscreatingamorelevelplayingfieldwithother
businessmodels.
Thecurrentintellectualclimateispavingthewayforaresurgenceofco-
operativeprinciplesandoffershintsthatcollectivitymaybecomethezeitgeist.
AsHertz(2011,p.6)summarises,Whilstforaperiodof30oddyears,neoliberal
economicsandmonetaristeconomicpolicywereseenastheonlycredibleways
ofthinkingabouttheeconomy,thefinancialcrisishaspromptedawholerushof
newthinkingabouthowaneconomyshouldbestructured,organisedandvalued
andhowthestate,marketandsocietyshouldbestinteract.Thiscoincideswith
scientistsre-thinkingthetheoreticalfoundationsofsociobiologythatTheSelfish
Genepopularised,andthatmanyneoliberaleconomicassertionswerebased
upon.AseminentsociobiologistWilson(2007)assertsSelfishnessbeats
altruismwithingroups.Altruisticgroupsbeatselfishgroups.Everythingelseis
commentary.In2012,inconjunctionwiththeUNsInternationalYear,Wilson
himselfreformulatedhisassertiontoSelfishnessmightbeatco-operationwithin
groups,butco-operativegroupsbeatselfishgroups(Murray,2012).
Anincreasedimportanceisbeingattributedtoconcernforcommunitywhich
itselfisoneoftheco-operativeprinciples.Drawingonsocial-capitalresearch
Gauntlett(2011,pp.128-161)showshowsocialconnections,communicationand
workingtogetheronsharedprojectsmustnotbeconsideredarbitrarybut
essentialbothforpersonalwell-beingandforahealthy,secure,trustworthy
society.ThepossibilitiesaffordedbytheInternetmustnotbeunderplayedas
thistechnologysetscommunitymovementsoftodayapartfrommovementsof
thepast.AccordingtoTapscott(2009,p280)TheNetisbecomingamediumfor
goodcitizenshipandsocialawakening.AndHertz(2011)usesmultiple
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examplesofsharingsitesbeingsignsofanewformofcapitalismwhere
collaboration,communityandthecollectivecount(Hertz,2011,p.13).
3.15Magazinecommunityformation
IntheirpaperonmagazinecommunitiesDavidson,McNeill&Ferguson(2007)
identifymagazinesasabrandcommunityformationtool.Schau,Muiz&Arnould(2009)ascertainedthatinteractionswithinbrandcommunitiesaddtoa
brandsexistingvalueproposition.InterviewedabouttheEnterpriseHub,Jo
WarburtonCo-operativeDevelopmentAdvisoratTheCo-operativeGroup
mentionedanimpendinglaunchofastayconnectedinformationsharing
sectionontheEnterpriseHubswebsiteanddiscussedtheimportanceofonline
communitiestothefutureofco-operatives:
Socialnetworkingisabsolutelykeyforengaginganewgenerationofco-
operatorsandonecanseejusthowreadilynetworkscanbeusedto
promoteboththeco-operativevalueofsolidarityandtheprincipleofco-
operationamongstco-operatives.Socialnetworkingresonateswithco-
operationonallsortsoflevelsafterall,onasocialnetwork,everyoneis
equal,everyonehastheiropportunitytohavetheirsay,peopleshare
interestsandcommonpurposes.Itsquitepossibletoconceiveof
memberscomingtogetheronsocialnetworkingplatformstotakepartin
discussionsandmakedecisionspertainingtotheirco-operative,without
havingtoattendmeetings,withanetworkofco-operativesuppliersbeing
created,withnetworksactuallybecomingtheverybondthatbringpeople
whowanttosetupaco-operativetogetherinthefirstplace(Warburton,
2012).
Amagazinewouldformacommunitythatcouldinteractwithinthisbranded
stayconnectedsectionoftheEnterpriseHubswebsite.Thiscouldbeaspace
forimportantinteractionsanddecision-making,actualisingLusch&Websters
(2011)specificationthatcontemporaryorganisationsshouldbeaneffectiveand
efficientservicesupportsystemforhelpingallstakeholders,beginningwiththe
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customer,becomeeffectiveandefficientinvaluecocreation,theirstakeholder-
unifying,cocreationphilosophyofmarketingaimstoimprovecustomerwell-
beingbyhelpingthemdeveloporcodevelopsolutionstoproblems.Indeed
socialcapitalarisingfromcommunityinteractionisvaluableinitself,asSicilia&Palazon(2008)found,Avirtualcommunitysupportedbyawebsitewillserveto
improvetherelationshipsbetweenindividualconsumers,aswellasamongthe
consumersandthebrand.Asaresult,intenserelationshipswillemerge
voluntarilyfosteringbothconsumerloyaltyandtrust.
3.16Trust
Sirdeshmukhetal.(2002)definegeneralconsumertrustastheexpectations
heldbytheconsumerthattheserviceproviderisdependableandcanberelied
ontodeliveronitspromises.Sagaretal.(2011)suggestitiscompatibilityof
ethicalbeliefsheldbytheconsumerandthebrandthatformsaprerequisitefor
trust.ThefactthatTheCo-operativesethicalpoliciesarevotedforbythe
consumerresonateswiththissuggestion,andthefacttheimplementationof
thesepoliciesisindependentlyauditedofferspersuasiveevidencethatTheCo-
operativecanbereliedupontodeliveronthesepromises.
Yan(2003)notesthattheworldhasbecomeaplacewherecompaniesare
increasinglyheldaccountableforthewaytheyoperateduetoincreasedsharing
ofinformationandwebsiteslikecorpwatch.orgthatareholdingcorporations
accountable(CorpWatch,2012).Trustinthecorporationandthewayitwillbe
expectedtobehaveasawholeiscommonlyreferredtoascorporatereputation,
whichismanagedthroughcorporatebranding.Lynch(2003,p.177)definescorporatereputationasbeingthesumofcustomerknowledgedevelopedabout
anorganizationovertime.Thisknowledgemaycomefromcompany
communicationsorfromoutsidesources.Fan(2005)distinguishesbetween
corporatebrandingandproductbranding,deemingthepurposeofproduct
brandingtobeaidingsalesandprofitability,whereasthatofcorporatebranding
istoembodythevaluesystemofthecompanytohelppromoteandenhance
corporatereputation.AccordingtoFan(2005)theproductsorservicesofthecorporationcannotbeseparatedfromtheorganisationalcontextinwhichthey
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arecreated.Thisdominoeffectisreiteratedspecificallyintermsoftrustby
Roper&Fill(2012,p.113p.116)whoclaimabrandthatistrustedinone
strategicarea-basedonprinciplesandavaluesystem-ismorelikelytobe
trustedacrosstheentirerangeoftheorganisationsofferings.TheimplicationsinregardtoTheCo-operativearethatameasuredimprovementoftrustinone
areaofthegroupwouldreverberatethroughoutitsmultipleofferings.
3.17Trustinrelationtoloyalty
Theimportanceofbrandloyaltyiswidelyrecognized.Aaker(1991,p.39)notes
thatThebrandloyaltyofthecustomerbaseisoftenthecoreofabrandsequityandRiechheld(2001)showsthatloyaltycreatesacompetitiveadvantage,builds
growthandprofit,increasesproductivityandimprovessustainability.Loyalty
hasitsimplicationsthatextendintoeverycornerofeverybusinesssystemthat
seeksthebenefitofsteadycustomers(Reichheld,2001,p.3).
Theimportanceattributedtoloyaltyhascausedittobeamuch-studiedarea,
howevernofixeddefinitionhasbeenagreeduponduetoloyaltyoccupying
multiplemeaningsandbeingexpressedindifferentforms.Thevarietyofloyaltysdefinitionsincludepositivefeelingstowardsabrand,buyingthebrand
morethanothers,orcontinuingtobuythebrandoverlongperiodsoftime:these
formsarenotnecessarilyrelatedandmayconflict(East,1997,p.30-31).For
exampleitispossibleforaconsumertopurchaseaproductmultipletimesovera
longperiod-outofnecessity-withoutlikingthebrand.Measuringbrandloyalty
thendependsontheexactformofloyaltybeingmeasured.Alhabeeb(2007)
demonstrateshowthemanyformsofloyaltycanbeencategorizedintotwobranches:behaviouralandattitudinal.Chaudhuri&Holbrook(2001)propose
thatbrandtrustcanimplementachainofeffectsthatpre-determinesboth
behaviouralloyaltyandattitudinalloyalty.AndaccordingtoAlhabeeb(2007)
trustcanbeidentifiedmerelybytheintentiontoperformthediversesetof
behavioursthatsignalamotivationtomaintainaloyalrelationship,these
behavioursincludingallocationofahighershareofbudgettothespecificservice
provider,repeatpurchasingandengaginginpositiveword-of-mouthappraisals.
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3.18Findings
TheCo-operativeGrouphasaheritageextendingfromthebeginningsof
organisedco-operationandcontinuestofollowtheprinciplesthatdefinethis
movement.Widespreadacceptanceofneoliberalismsincethelate1960scausedTheCo-operativetoloseitsrelevanceandmarketshare.Withincontemporary
UKsocietythereisalackofunderstanding,andlackofeducation,intohowco-
operativebusinessesarestructuredandrun.Thislackofunderstandingis
particularlypronouncedwithinayoungdemographic.
TheCo-operativebankiscurrentlydifferentiatedbyitsethicalpoliciesbut-ina
marketovercommunicatedwithCSRmarketing-highlightingtheuniquenessof
theirdemocraticmembercontrolcouldachieveamoredistinctposition.Trust
wasfoundtoberelatedtoethicalreputationwhenorganisationsandconsumers
holdcompatiblebeliefs-thisresonateswithTheCo-operativesdemocratic
formulationofethicalpolicies.Inordertofurtheremphasisethedifferential,the
capacityofnegativefeelingstowardsthemismanagementofcompetingbanks
couldbeharnessed.
Therehasbeenarecentincreaseinco-operativeenterprisesandtheUKco-
operativeeconomyisgrowingsocialfactorsareinplaceforthistrendto
continue.TheCo-operativeGrouphavethemselvesenjoyedrecentsuccessbut
thisislargelyderivedfromthemergingoftwointernalfactions(theCWSand
CRS),ratherthanreawakenedcomprehensionoftheco-operativeideal.
Magazinesformcommunities,anddevelopingcommunitiesalongsidea
magazinefortheEnterpriseHubwouldbeanadditionalstrategytoimprove
trust.Trustincorporatebrandscomesfromconsumersrecognisingthe
organisationalcontextinwhichproductsorservicesarecreated,andifthereisa
compatibilityofbeliefsbetweenthebrandandtheconsumertrustwillbe
transferredtoalltheorganisationsofferings.Trustisimportant,asitisa
precursortoloyalty,whichgivescompaniescompetitiveadvantages.
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4.0ResearchDesign
Thischapterwillclarifytheresearchobjectivesbaseduponfindingsfromthe
literaturereview.Theresearchdesignwillbeexplainedincludingtheory
surroundingtheproductionoftheartifact.Themethodologywillthenbejustifiedwithreferencetoacademicallyacceptedpractices.Finallylimitations
willbetakenintoconsideration.
4.1Researchobjectives
Theresearchseekstotestthehypothesisthatamagazineeducating16-25year
oldsaboutco-operationwouldbeadvantageoustothebrand.
Theobjectivesoftheprimaryresearcharetodiscover:
1.Whethereducatingtargetedreadersabouttheprinciplesofco-operation
wouldleadtoincreaseddifferentiation.
2.Whetherawarenessoftheprinciplesofco-operationwouldreinforcetrustin
thecompanysethicalreputation.
3.Theabilityofabusinessenterprisecustomermagazinetofulfillsucha
marketingstrategy.
4.2Concepts,IndicatorsandVariables
Thekeyconceptsthatthisdissertationisconcernedwitharetrustand
differentiation.Walliman(2004)showshowconceptsareabstractbynatureand
requireindicators:perceivablephenomenathatgiveanindicationtheconceptis
present.Inordertogaugethedegreeofanindicatorvariablesareneeded:
componentsoftheindicatorsthatcanbemeasured(Walliman,2004,pp.40-43).
Theindicatorswillfitaqualitativeframeworkandthereforewillbedetermined
byinsightsthatareexpressedinwordsdescribingattitudes,feelings,opinions,
ideas,customsandbeliefs(Greetham,2009,p.180-181).Belowisatableofthe
concepts,variablesandindicatorsforthisdissertationthiswillinformthe
interviewscheduledesignanddevelopaprovisionalcodingframe.Discovering
importantvariablesrelevanttothetopicisoneofthepurposesgivenby
Randolph(2009)foraliteraturereview.
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Table1.0Elicitingaprovisionalcodingframeworkfromkeyconcepts,
variablesandindicatorsarisingfromtheliteraturereview.
Concept Trust
(TrustinTheCo-operativebanktobehaveethically)
Differentiation
(PerceptionofTheCo-operativespositionrelative
tothatofitscompetitors)
Indicators Expectationsthattheservice
providerisdependableand
canbereliedontodeliveron
itsethicalpromises.
Theintentiontoengagein
positiveword-of-mouth
appraisals.
Understandingoftheprinciples
ofco-operationasthevalues
thatgovernco-operative
businessesandthatThe
Co-operativeBankissuchabusiness.
Identificationofco-operationas
analternativetogeneric
capitalism.
Variables Expressionsofexpectationin
TheCo-operativetodeliveronpromisesmadeconcerning
ethicalbehavior.
LikelihoodofadvocatingThe
Co-operativecorporatebrand.
Accuracyofdescriptionsgiven
astothenatureofco-operation.
ExpressionsofTheCo-operative
operatingdifferentlytoother
nonco-operativecompanies.
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4.3Simplifiedoutlineofresearchdesign
Theresearchwillconsistofinterviewswithanumberofparticipantsaged16-
25.Initialinterviewswilldetermineeachparticipantscurrentunderstandingof
co-operationandattitudestowardstheethicalreputationofthebankingindustry.Eachparticipantwillthenbegiventheprototypebusiness-enterprise
customer-magazinetoread.Afterspendingtimewiththemagazinesubsequent
interviewswilldetermineitseffects.
4.4Productionofartifact
Inordertosatisfytheresearchobjectivesaprototypemagazinehasbeen
produced(Seeartifact).Involvingpracticalmagazinepublishingshouldensure
theresearchfindingsareasspecificandfocusedaspossibletothissubjectarea.
Thefollowingisadiscussionofthetypeofmarketingcommunicationsthis
magazinefallsunder,andtheeditorialstrategyofthemagazinethathasbeen
created.
4.5Definingabusinessenterprisemagazine
Thetermbusinessenterprisemagazinereferstoacollectionofcontent
surroundingthethemeofstartingabusiness,otherwisereferredtoas
entrepreneurship.Althoughnotasuccessfulgenreinitsownright,itiscommon
practiceforgeneralbusinesstitlestoincludesectionsonbusinessenterprise.A
competitorsanalysishasbeencreatedregardingsuchtitlesthatstrategically
investigatestheirofferings(seeappendix7.0).Despitethedearthofspecifically
enterprise-orientedmagazines,therehavebeenrecentexampleswithinother
areasofpopularculturewherethemesofenterpriseandentrepreneurshiphave
beencentral.ThetelevisionshowsDragonsDenandTheApprenticearetwo
ofthemostcompellingexamplesandhavebothachievedsuccessfulratingsand
occupiedprime-timeslotsforseveralyears(Plunkett,2011;TheObserver,
2011).
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4.6Customermagazines
Customermagazinesarepublicationscreatedforthecustomersofbrandswhose
mainbusinessisnotpublishing.Customermagazinesarepredominantlythe
remitofacontentagencythatproducesthesepublicationsundercontractualobligationstoservicetheclientbrandsobjectives.ThelatestABCfigures
identifyallthreeofthehighestcirculatingmagazinesintheUKtobecustomer
magazines(Ponsford,2012)andBarnett(2011)claimsthecontentcreatedby
manybrandsnowexertsmoreinfluencethanthecontentputoutbymany
traditionalmediaowners.
KeyNote(2001)definecustomermagazinesasprimarilyamarketingtooland
accordingtoBenjamin(2011)theyareincreasinglyusedaspartofa
multichannelcontentstrategytheprintedcontentprovidingatactileencounter
andworkingincombinationwithsocialmedia.Thecustomcontentindustryis
growingasbrandscontinuetorealisetheimportanceofdialoguewithcustomers
(APA,2011).Thereforeanymagazineshouldnotbeastand-alonepublication
butpartofamulti-platformconversation.
4.7Targetaudience
Mintel(2010)researchindicatesthatYouthinterestsreflectthekindofcontent
thatwouldtypicallybefoundwithinteenmagazines,suggestingthatwhile
consumersintheirtwentiesmightbeexpectedtomoveontotheworldof
newspapers,currentaffairsandbusiness,thatinmanycasestheyarestill
interestedinastyleofeditorialperhapsbefittingayoungeraudience.Forthis
reasontheartifact-whileretainingbusinessrelatededitorial-hasbeen
designedinayouthfulstylethatisimageledandavoidstext-heavycontent.
Whereappropriate,briefsnatchesofinformationaregiven-conformingto
Mintel(2010)researchthatshows16-24yearoldsprefershortbulletpointsof
informationthatallowthereaderthepowertohavetheinformationatspeed
andwithoutunnecessaryeditorialclutter.
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4.8Editorialstrategy
ThemagazinewillbeapromotionaltoolforTheEnterpriseHubandassuch
shouldserviceitsobjectives.ObjectivesstatedinTheEnterpriseHubsannual
reviewinclude:Stimulatingthecreationofnewco-operatives,inspiringyoungpeopleandpromotingco-operationasthebestwayofdoingbusiness
(EnterpriseHub,2011).Infulfillingtheseobjectivesthemagazineaimstoserve
theadditionalpurposeofdifferentiatingthecorporatebrandbyeducatingthe
readerabouttheprinciplesofco-operation.Thebulkofthecontentwillrelaythe
workoftheEnterpriseHubbyprovidingcase-studiesofthebusinessesthey
havehelpedtodevelop.TheCo-operativescurrent'JointheRevolution'slogan
willbeusedonthefrontcovertoprovidecontinuitythroughallbrandmessages;
consistencybeingdeemedhighlyimportantforsuccessfulpositioningbyRoper
&Fill(2012,p.252).Theeditorsletterwilladvocateadvancementoftheco-
operativeeconomyinthecontextoftheOccupyMovement;amapwillserveto
highlighttheinternationalrelevanceofco-operation.TheUNInternationalYear
grantsauthoritytothismessage,soofficialInternationalYearstickerswillbe
placedonthefrontcoverandtheofficialposterwillconstitutethebackcover.
Additionalcontentwillrevolvearoundalifestylethemeincludinglighthearted
featuresinareassuchasfashion.Dyson(2007)analysedthewayinwhich
contractpublishersusethepowerofeditorialtoachievethebrandmanagement
objectiveofclients.Onefindingwasthatcustomermagazinesmimictheformat
andcontentofglossies.Ideasforlay-outsandfeatureshavebeentakenfrom
glossiesandre-appropriatedtotheobjectivesofthismagazine.The
competitorsanalysisyieldedfurtheropportunitiesformimickingstyle:Monocle
waschosenspecificallywiththeintentionofappropriatingitsaspirational
quality.
Insummary,themagazinewillbepublishedwiththeexplicitaimofhighlighting
theworkandobjectivesoftheEnterpriseHub.Theaimofdifferentiatingthe
brandbyeducatingreadersaboutco-operationshouldthereforeremain
relativelyimplicit.
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4.9Justificationofchosenmethodology
Blaxter,Hughes&Tight(2006,p.61)brokeresearchdownintofamilies,
approachesandtechniques,definingthefamilyasthestrategy,theapproachas
thedesign,andthetechniqueasthedatacollectionmethod.Withineachcategorythisdiscussionwillprovidejustificationastowhyeverychoicemade
wasthemostappropriate.Finallythelimitationsoftheresearchwillbe
considered.
4.10Family
Barbour(2008,p.12)suggeststhatbyemployingqualitativemethodsitis
possibletostudyhowpeopleunderstandconcepts.themainconcernofthis
researchishowtheparticipantsunderstandandconstructtheconceptsof
differentiationandtrustconcerningTheCo-operative.Qualitativeresearchisthe
mostappropriatetoanswertheresearchquestionsastheyconcerncomplex
attitudesandviews:specifically,howindividualsinterpretthemarketing
communicationsofthemagazine.Blaxter,Hughes&Tight(2006,p.63)notethat
thequalitativeapproachemphasisestheimportanceofthesubjectiveexperience
ofindividualsandhowindividualscreatemeaningfromevaluatingphenomena.
Thecomplexityoftheformulationoftrustanddifferentiationrequiresa
qualitativeanalysisbecauseitisconcernedwithachievingdepthasopposedto
thebreadthachievedbyaquantitiveapproach(Blaxter,Hughes&Tight,2006,
p.64).Itisthisdepththatallowstheinsightrequiredforthisresearch.According
toGreetham(2009,p.212)deeperresponsesthatarerichinimplicationsarethe
mostsignificantadvantageofqualitativeresearch.
4.11Approach
FollowingBlaxter,Hughes&Tights(2006,p.75)definitions,thechosen
approachisanexperiment.Thisinvolvescomparingtheeffectsofexposuretoan
experimentwiththedenialofexposuretothesameexperiment.Inthiscontext,
responseselicitedpriortothemagazinesbeingreadcorrespondwithdenialof
exposure,andviceversa.
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4.12Technique
Thetechniquethathasbeenchosenisaseriesofsevensemi-structured
interviews.Greetham(2009,p.214)highlightsthebenefitsofsemi-structured
interviews,writingthatTheinterviewerhasascheduleofquestions,sometightlyphrasedtoelicitclear,simpleresponsesandothersopensothatthe
issuescanbeexploredmorefreely.Aninterviewschedulewillbedrawnupthat
allowsparticipantstoelaboratewherenecessaryandallowstheinterviewerthe
flexibilitytoprobeareasofinterest.Theschedulewillincludepre-ordained
promptstofacilitatethesubjectstalkingatlength,andthesignificanceofthe
semi-structuredapproachisthatthesepromptsmaybealteredtoallowformore
naturaldiscussion.Thereasonformaintainingsomelevelofstructureinthe
interviewsistoavoidleadingtheinterviewee.AsGreetham(2009,p.215)
stresses,Aboveall,trytophrasesyourquestionsandpromptstoavoidleading
theintervieweeonewayortheother.Youhavetoavoidgivinganyindication
thatthereisaresponseyouwant.ForthisreasonitisimportantthatTheCo-
operativenotbementioneduntiltheappropriatestageoftheinterview.
Potentialparticipantswillfirstneedtobeidentifiedtofitthetargetdemographic
(16-25).Followingthis,theircurrentopinionsonthebankingindustrywillbe
assessedandfourpre-selectedbanksplottedonaperceptualmap,as
recommendedbyFranzen&Bouwman(2001,p.236)asatoolforcategorising
andanalysingbrandpositioning.Understandingofco-operationwillthenbe
evaluated.Theywillnextbeshownthemagazineandgivenasmuchtimeasthey
wanttospendwithit.Afterindicatingthattheyarefinishedreading,subsequent
interviewsandperceptualmappingwilldetermineifthemagazinehasimproved
theirunderstandingofco-operationandiftheiropinionsofTheCo-operatives
trustworthinesshavebeenaltered.Fromthisdataitshouldbepossibletodraw
parallelsbetweentheconceptsoftrustanddifferentiation.Questionswillalsobe
askedtodiscoverhowparticipantsfoundthemagazineinordertosatisfythe
thirdresearchobjective:whetheramagazinewouldbeaneffectivemarketing
communicationstool.
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4.13Sampling
AccordingtoBlaxter,HughesandTight(2006,p.165)thesamplingstrategythat
ischosenwilloftenbedependentontheresourcesattheresearchersdisposal.
Forthisreasonavoluntarystratifiedsamplingstrategywaschosenoutofnecessity.Participantswillbeself-selectedfromwithinthepopulationgrouped
withintheLondonCollegeofCommunication.
4.14Limitations
Timeandresourcelimitationspresentinthechoiceofsamplingstrategymay
narrowthevarietyofsocialbackgroundsofparticipantsincludedinthesample,
whichwillalsobelimitedbythegeographiclocation.Thesizeofthesampleis
alsorelativelysmall,butqualitativeresearchisconcernedwiththesubjective
experienceandinsightsprovidedbyindividuals.Thedepthoftheinformationis
moreimportantthanthebreadth.
Althougheveryeffortwillbemadetonotleadparticipants,wearenecessarily
limitedbytheproblemidentifiedbyBlaxter,Hughes&Tight(2006,p.83),who
concludethatAsaresearcher,youwillhavecertainopinionsandviewsabouta
widerangeofissues,andthesearelikelytofindsomeexpressioninyour
researchandyourreportingofit.Awarenessofthisissueshouldhelpto
minimizeitseffect.
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5.0Dataanalysis
Thischapterwillinterrogatetheinterviewtranscriptsandperceptualmapsby
employingacodingframeworktocategorisekeyissuesintosectionheadings.
Withinthesesectionspatterns,exceptionsandcontradictionswillbehighlightedtointerpretandmakesenseofthedatacollected.
Forfullinterviewtranscriptsseeappendix8.08.7
Forperceptualmapsseeappendix9.09.7
5.1Lackofunderstandingofco-operationreaffirmed
Theparticipantswhenunexposedwerealmostentirelyunawareofthestructure
oforganisedco-operation.Manyparticipantsunderstoodco-operationinonlyits
literalmeaningandtherewaslittletonounderstandingofitasabusinessmodel
ormovement.
5.2Co-operationnoteasilyexplained
Afterexposuretothemagazine,Participant3exclaimedIknowsomeexamples
butIthinkthewholedefinitionbitwouldbeabitlikeIcantreallydescribeit,I
justgetagistofit.
Itwasobservedthatthecomplexitiesofanadaptablebusinessmodellikeco-
operation,withitsmanyforms,washardtoexplain.Thesuccinctdefinition
providedinthemagazinecoversallformsofco-operationbothworkersco-ops
andconsumerco-ops-butthebroadnessofthedefinitionseemstoundermine
theprecisionofitsmeaning.Afterreadingthemagazine,participant7
demonstratedawarenessofthisdefinitionandtheprinciplesofco-operationbut
wasstillnotclearonthepracticalapplicationofthetheory.Furthertoexplaining
co-operationunsatisfactorily,observationsshowedthemagazinecontenttofail
onasecondcountinthisrespect:thebox-outthatheldtheICAdefinitionand
principleswasoftenskippedoverandthebox-outinthefashionfeaturewasnot
readeither.TheinterviewwithParticipant5bestshowsthis:whenthe
definitionwaspointedouttohershecommented,OhIdidntevenseethat.I
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dontknowIwassofocusedoneverybodyelsesanswer,Iwasjustinterestedto
seewhattheysaid.Thisthenisnotthewaytogoaboutexplainingco-
operatives.AsParticipant1explains,Ithinkifyoujustwentoutandsaidlike
Thisishowaco-operativebusinessmodelworksthenlikenextpage[motionstherapidturningofpages].
Thewaythecontentdidmanagetoeducatethereadersaboutco-operationwas
throughthecase-studyofTheSailBoatProject.Whenaskedwhatthemagazine
wasabout,participant4answeredtheco-operativemodelandhowpeopleare
usingitindifferentareasindifferentbusinesses,indicatingthesuccessful
communicationofunderstandingviapracticaldemonstrationoftheco-operative
model.Participant1describesthissuccessdirectly;Itwasamagazinedetailing
howco-operativebusinessesworkandhowtheycanbeappliedtootherareasof
business.Liketheboatingschoolyouhadinthere.[]ifyouhaditjust
explainingwhat[co-operative]businesseswereyouwouldlikekindofalienate
somepeoplefromreallycaring.Butthefactyouhadtheexplanationofthewayit
worksinthatboatingschoolwasagoodwayofexplainingitatadifferentlevel.
5.3Improvedunderstandingofco-operation
Althoughtheprinciplesofco-operationwereneglectedbyallbutone
participant,overalltheunderstandingofco-operationwasimproveduponafter
exposuretothemagazine.Participant7notedthatItsaboutessentially
workingtowardsacommongoal.Participant6saiditwasachanceforpeople
toworktogetherandallbenefitasopposedtoonepersonoronecompany.The
principleofConcernforcommunitywaspickedupuponbyParticipant2who-
havingreadthemagazine-saidIstronglybelieveincommunityandIthink
whateveryoudoifyouaredoingitforgoodsakes,likewithgoodwills,itwill
onlyturnoutrightifyouinvolvemorepeople,soIalwayssupportco-operative
ideasinaway
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Onegeneralmisconceptionprevalentbothbeforeandaftertheexperimentwas
theideaofco-operationasbusinessesworkingtogether.Thisisnotanentirely
wrongassumption,asitcanexemplifytheprincipleofCo-operationamongco-
operatives.ThefactthatthemagazineisaboutTheCo-operativeassistingnewbusinessesmayaddtotheseassumptions.
5.4Democraticperceptionsbolstertrust
Theperceptualmappingshowedinnumerousinstancesthatafterthemagazine
wasreadTheCo-operativereachedoptimumlevelsforbothvariables.
Importantlyitalsoshowedacorrelationbetweenperceptionsofthelevelofa
corporationsdemocratictendenciesandtheextenttowhichthebrandwas
deemedtrustworthy.Whenaparticipantsexpectationsthattheiropinionwould
informthemanagementsdecisionsrose,theyalsoplacedmoretrustinthe
brandtoactethically.Participant1summarisedthis,commenting,NowIknow
thattheyreethicalanddemocraticfromthestartIthinkitslikemaybeIcould
trustthemabitmore.
5.5Apositionasanalternative
TheperceptualmapsshowedTheCo-operativereachingapositionofgreater
distinctionafterthemagazinewasread.Perceptionsofthecompetingbanks
wereoftenloweredafterreadingthemagazine,offeringindicationsthat,post-
experiment,co-operationwascomingtobeseenasaviablealternativeto
conventionalcapitalism.Participant1sexpressionsindicatedamoveinthis
direction-itsgotmethinkingmoreabouthowthesebusinesseswork-and
participant4opinedthatitsautopiakindofabusinessthingifitworkswhich
itlookslikeitdoes.
5.6Wordofmouth
Allintervieweesagreedthatthemagazineandtheideasitcontainedwould
presentaprobabletalkingpoint.Thelikelihoodofthemagazineleadingto
positiveword-of-mouthandbrandadvocacyisanotherindicatoroftrust.Some
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participantswouldtalkaboutitifitoccurrednaturallyinconversation.Others
wouldactivelybringitupthemselves:Participant2declared,ifIwashavinga
chatwithmyfriendsIwouldgolikeOhdoyouknowthatTheCo-operativeare
doingthisandthisnow.Participant1notedfeelingsofbeingin-the-knowsayingIddefinitelytalkaboutit.[]ImeanlikeIthinkitsoneofthosethings
thatnowIvelearntaboutitIwilltalktopeopleaboutitandactliketheyre
stupidfornotknowingaboutit.EventhoughIjustlearntaboutitjusttoday.
5.7Promptingcuriosity/onlinesearch
Therewerestrongindicationsthatthemagazinewouldleadtoreaderswantingtoknowmoreandactivelyintendingtosearchforthatinformation.Participant3
remarked,IdidntknowaboutthisEnterpriseHubofCo-operative.Ionlyknew
thethingsyouknowyouseeeverydayliketheshop,thebank,thefuneralcareso
ImightactuallyGoogleitandtalktopeopleaboutitifIfindsomething
interestingthere.[and]Iaskmyselfwhy,ifTheCo-operativedoesthingslike
thiswhytheydontshowitmore,youknowmakeitobvioustopeople.
Participant7said,IdidntreadloadsandIdhavetoreadmoreaboutstartingasaco-operative.Iprobablywouldlookintoittofindoutmoreofwhatlikethe
benefitswouldbe.Participant1agreed:Iknowenoughtohavelikeashort
conversationbutalsoIdontknowenoughwhichmakesmewanttoknowmore.
IfyouknowwhatImean?IknowtheresmoretoitthanwhatIreadinthose,
what,fifteenpages.SoIwanttoreadmore.
5.8Switchingcosts
Manyparticipantsspokeoftheirhavingnotputmuchconsiderationtotheidea
ofswitchingfromonebanktoanother.Participant4saidIvehadBarclayssince
IwasakidsoIvejuststuckwithonebank.Participant1wasinasimilar
situation:IbankwithNationwide.YeahthatsjustbecauseIhavebeenbanking
withthemforalongtime.Participant6wasofthesamemind,stating,Halifax
ImonlywithbecauseIvebeenwiththemsinceIwaslike,thatswhomychild,
childhoodaccountwaswithanditsprogressedasIvegottenolder.HSBCI
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bankedwiththeminitiallybecausewhenIwaslookingforastudentbank
accountIwastolddifferentthingsaboutdifferentbanksandHSBCIwastold
werequietgood.
5.9Appealingtothe16-25demographic
Allparticipantsshowedsomeinterestinthemagazineanditappealedtothevast
majority.Explainingitsdraw,Participant1said,Thefactthatthefrontcoveris
likecoveredinpeoplemyagewouldbemoreappealingthan[]somethingless
youthful.ThecontentwasdesignedaroundtheMintel(2010)research,which
foundthe16-25demographictoprefercontentthatsuppliesinformationat
speedwithoutunnecessaryeditorialclutter.Thisstrategyappearstohave
constitutedtheappeal:Participant7complementeditasbeingeasytoread
wasnttootextbased,kindofwithpicturesandeverythingsspacedout.
5.10TrustinseparablefromcontextofentireCo-operativeGroup
TheethicalratingofTheCo-operativebankonMoveyourmoney.org.uk(2012)is
loweredbecauseofitsconnectionstoTheCo-operativeSupermarket.This
connectionalsoaffectedParticipant2:whenaskedwhyshebelievedTheCo-
operativewouldonlybehaveresponsiblyifitsuitedtheirinterestsshesaid
Theydontreallyhaveanythingintheirshopsthatwouldactuallybeco-
operative[...]IknowthattheyhaveFairtradebuttheywillselljustloadsof
trashystuffandjustoneFairtradething.Nevertheless,heropinionoftheco-
operativebanksethicalstandardswasraisedaftertheexperimentandher
opinionofBarclaysasethicallytrustworthywaslowered.
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6.0Discussion
Thisdiscussionwillcombinealltheelementsofthedissertationtoprovidea
comprehensiveanalyticalevaluationandshouldgenerateanswerstothe
researchquestions.
6.1Positioning
Allevidencegatheredsupportsthetheorythatimprovedunderstandingofthe
practiceofco-operationwouldincreasedifferentiationofTheCo-operativebank.
Afterthemagazinewasread,perceptionofTheCo-operativescurrentstanceof
beingethicallytrustworthywasimprovedandinsomeinstancesthatof
competingbankswasdevaluated.InthreecasesTheCo-operativeachievedboth
themaximumlevelsoftrustandmaximumperceptionofdemocraticoperation.
Also,insixoutofseveninstancesTheCo-operativecametobeseenasamore
distinctlydemocraticcompany.TheEnterpriseHubassistsnumerous
independentco-operatives:magazinecontentthatdemonstratesco-operative
principlesinpracticeeducatesreadersastheycometolearnaboutco-operation
throughtheEnterpriseHubscommitmenttotheco-operativeeconomy.The
magazinesolidifiesapositivealternative,whichmightotherwisebedifficultto
harness,andbythisprocessithelpstoestablishacounterpointtothenegative
sentimentheldtowardscompetingbanks.Thisconjunctionhelpstomobilisethe
negativityandfunctionsasasoundprocesstodistinguishTheCo-operative
bank.
6.2Perceiveddemocraticstakeholderinvolvementimprovestrust
Aftertheexperimentacorrelationwasnoticeablebetweentrustandperception
ofdemocratictendencies.Improvedexpectationsthatmanagementdecisions
wouldbeaffectedbystakeholderopinionsincreasedtrustinthebrandtoact
ethically.Trustingabrandsethicsmeanstrustingthemtobehaveinawaythat
isgenerallybelievedtoberight(Collins,2012).Implicationsthatdemocratic
membercontrolcouldholdthekeytodevelopingethicallytrustedbrands
shouldbeofinteresttobrandsbeyondTheCo-operative,astrustcanresultin
additionalloyalty(Chaudhuri&Holbrook,2001)andconsequentlygreater
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competitiveadvantage(Reichheld,2001).ThisaddsweighttoODonnells
(2012)callforinstitutionaldemocracy,asitshouldofferprivatesectorbrands
anincentivetoinvolvestakeholdersdecision-makingpower.
Decliningtrustincorporatebrandsiscoextensivewiththesenseoftheir
increasedpoweroverelectedgovernment,andtheirpotentialcreationof
problemswithintheirhostsocietiesforwhichtheywillescapeaccountability.
Integratingdemocraticcontrolintocorporateoperationscouldthenbecomea
positiveformofmarketinginitself.Wherebrandsseektobetrustedethically,
offeringstakeholdersasayinhowtheyareruncouldhelpthistobe
accomplished.Thisdrawsparallelstothefactethicaltrustcomesfrom
compatibleethicalbeliefs(Sagaretal.,2011)andLusch&Websters(2011)
stakeholder-unifying,co-creationphilosophyofmarketing,wherevalueis
cocreatedbycustomersandbrandsastheycodevelopsolutionstoproblems.
6.3Customermagazinesareeffectivemarketingtools:whencarefully
constructed
Theprototypemagazineachieveditsobjectiveofimprovingunderstandingof
TheCo-operativescorevaluesandprinciples.Itwasalsoascertainedthatthis
improvedtrustinthebankandachievedthebrandaclearer,moredistinct
positioninrelationtocompetingbanks.Ifconsumerstrustacompanysvalue-set
theywilltransferthistrustacrosstheentirerangeoftheorganisationsofferings
(Roper&Fill,2012,p.116).Ifconstructedcorrectlyabusinessenterprise
magazinepromotingtheEnterpriseHubcould,cost-effectively,improvetrust
acrosstheentireCo-operativefamilyofsubsidiarybrands.Thismaybe
especiallyimportantforthebankbecauseitsconnectiontothesupermarketis
detrimentaltoitsstanceasanethicalleader.Moveyourmoney.org.uk(2012)
givesthecivilsocietalcriticismofthesupermarketsactivitiesasadownsideof
TheCo-operativebank,andParticipant2sopinionsofthebankwerebasedon
negativefeelingstowardsthesupermarket.Byimprovingreadersknowledgeof
co-operation,theEnterpriseHubmagazineshouldcorrespondinglyimprovethe
opinionsacrosstheentirerangeoftheorganisationsofferings:indeed,
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Participant2trustedTheCo-operativetoactethicallytoagreaterextenthaving
readthemagazine.
Aimedspecificallyatayouthaudience,thecontentthatworkedbestwasdesignedforeaseofreadingandshowedphotographsofpersonswithinthe16-
25segment.Theprototypemagazineincludedmanyformsofcontent,notallofit
successful:whenprintedinfullasabox-outthecompletesetofco-operative
principleswerelargelyignored.However,theSailBoatProjectarticleproved
particularlyeffective.TheEnterpriseHubwebsitefeaturessimilarcasestudies
butthesedonotshowthestructureoftheassistedcompanieswhichwasfound
tobeanefficientwayofeducatingreadersaboutco-operationasabusiness
practice.Recallingtheliterarymaximthatgoodwritingshouldshownottell.
ContentcenteredontheworkoftheEnterpriseHubprovidesanideal
vehicleforshowinghowco-operationcanworkinitsmanyforms.A
magazineallowsforcleardeliveryofthistypeofcontent.
AccordingtoRoper&Fill(2012,p.252)corporatecommunicationsthatexpress
anorganisationsvaluesandbeliefsarecentralindevelopinganorganisations
imageandpositioning.Numerousdatasourcesshowa16-25demographicto
lackunderstandingco-operationandconsequentlyofTheCo-operativesvalues
andbeliefs,expressinganeedforcorporatecommunicationsthatspecifically
positionthebrandinthemindsofthisagegroup:suchcommunicationsare
currentlynon-existent.
Evenamongstthosewillingtoprotestagainsttheexcessesofthebanking
industry,itisuncommonforpeopletoswitchfromtheverybankstheyare
protestingagainst(Mintel,2012).Furtherreasonfortargeting16-25scomes
fromararejunctureforacquiringnewcustomerspresentingitselfwhen
consumersconsidertakingastudentaccount.Participant6scommentswere
demonstrativeofthefactthatbankingchoicesmadeduringonesstudentyears
canprovetofosteranongoingrelationship,HSBCIbankedwiththeminitially
becausewhenIwaslookingforastudentbankaccountIwastolddifferent
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thingsaboutdifferentbanksandHSBCIwastoldwerequietgood.This
commentalsohintstowhymagazinesareeffectivemarketingtoolsbecause,as
theinterviewsshow,positiveword-of-mouthandbrandadvocacycamefrom
readingthemagazine.
6.4Creatingconversations
Thecontractpublishingindustryisnolongermagazine-centric;instead
emphasisisplacedondigitaldialogue(APA,2011)andtheimportanceof
content.Benjamin(2011)determinesthatbrandsnowdemandamultichannel
contentstrategy.Theprecisebenefitsofferedbythemagazine-withaviewof
publishingamagazineaspartofsuchamulti-channelstrategy-includeword-of-
mouthadvocacy,offlineengagementanddrivingonlinesearchbycreating
curiosity.TheEnterpriseHubplanstodevelopinformationsharingcapabilities
onitswebsite,meaningabrandedplatformfordigitaldialoguewouldlikelybe
theoutcomeofanonlinesearch.Thisandamagazinespropensityfor
communityformation(Davidson,McNeill&Ferguson,2007)offer
complimentarychannelsforcreatingandbuildingconversations,resultingin
intenserelationshipsthatfosterbothconsumerloyaltyandtrust(Sicilia&
Palazon,2008).Thenatureoftheseconversationscouldalsore-engagea
disenchantedyouthwithdemocracyanditsapplicationbeyondavoteonce
everyfouryears.Developingacommunityandencouragingcommunity
involvementofallkindswouldfurtherpromoteco-operativeprinciples,
especiallythatofconcernforcommunity.Thesetypesofcollectiveactivities
shouldintrinsicallyeducateandincreaseunderstandingofthepracticeofco-
operation.TheCo-operativeGrouparecurrentlydevelopingaYoungPeoples
Enterpriseprogramme(Warburton,2012)witheducationalaimsaligningto
thoseoftheprototypemagazine.Developingthemagazinealongsidesucha
programmecouldbeaplacetoexpresseducationallyrichinteractionsarising
therein.
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7.0Conclusion
Brandsmaystrivefortrust-andthecompetitiveadvantagesitoffers-but
consumershavebecomeblaswhenconfrontedwithskin-deepCSRmarketing
schemes.Organisationalpolicymustrundeepforabrandtobetrustedethically.TheCo-operativeuniquelyofferstransparentcustomer-drivenpoliciesin
conventionallyopaqueindustrieslikethebankingsector,whichshouldbeproof
oftheirdistinctivenessasabrand.However,thisneedstobeclearly
communicatedtocapturetodaysyouth.
TheCo-operativeGrouphasaheritageofbeingtherefortheworkingclasses.
Althoughaself-identifyingworking-classmaynotexisttodayinsuchprofusionasitdidinTheCo-operativesheyday,thecollectivesenseofdisenfranchisement
inthefaceofcorporatepolitics,pervasiveinequalityandgreedybankers
somewhatreplicatestheoriginalsituation.Anemergingyouthdemographic
subliminallyrecognisesitsownpowerlessnessbuthaslittletonounderstanding
oforganisedco-operation.AmagazinethatshowcasestheworkoftheEnterprise
Hubandthebusinessesitassistswouldengageyoungreaderswhilsteducating
themaboutthefoundationsoforganisedco-operationanddemonstrating
democraticmembercontrolinapplicationacrossnumerousexamplesofco-
operativeenterprises.
Macroconditionsandanintellectualclimateareinplaceforco-operationto
regainitspastprowess.TheCo-operativeGroupbeingthelargestco-operative
intheUK-couldprovideanadditionalcatalystbyprovidingamagazinethat
teachesitsreadersaboutco-operation.Awellinformedbusiness-enterprise
magazineandmulti-platformbrandedcontentstrategycouldre-engagepeople
withtheconceptofdemocracyandbuildacommunityunitedbyadesireto
manifestdemocraticprincipleswithintheenterprisesemergingthroughoutthe
UK:PromotingTheCo-operativeaschampionsofdemocracyinbusiness,of
communityempowermentandofco-operationamongstco-operatives;gaining
thebrandthedistinctpositionofleadersofthisco-operativerenaissance.
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7.1Recommendations
TheCo-operativescurrentethicalstanceshouldnotbeabandonedbutshouldbecomplementedbyamarketingstrategythatemphasizesco-operativeprinciples,especiallydemocraticmembercontrol,concernfor
communityandco-operationamongstco-operatives
TheCo-operativeshouldlookforinnovativewaysofeducatingayouthaudienceaboutthepracticeofco-operation.Thisinformationwhenbranded
wouldpositionTheCo-operativeinthevanguardofarenaissanceof
principledbusinesspractices.
Contentshouldbeaimedata16-25demographicandshouldassumenopreviousunderstandingofco-operation,educatingreadersaccordingly.
PrimarilythecasestudiesonTheEnterpriseHubwebsiteshouldbeupdatedtoclearlyshowhoweachindependentco-operativetheyhaveassistedis
structuredandrun.
Furtherprototypemagazinesshouldbecreatedandrigorouslytesteduntilthecontentiscompletelyfitforpurpose.
Launchingafullyresearchedmagazineshouldcoincidewiththelaunchof-andrunparallelwith-theYoungPeoplesEnterpriseprogramme.
Furtheracademicresearchisrecommendedtoinvestigatethepotentialof
democraticinvolvementinthemarketingofbrandsingeneral.
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Appendix
Thefollowingsectioncontainsadditionalmaterialthatsupportsthemainbody
ofthedissertation.
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1.0-TheCo-operativePrinciples
2.0-CurrentEnterpriseHubpromotionalmaterial
3.0-ExampleofrecentadvertisingcampaignforTheCo-operativebank
4.0-Surveytodeterminetheknowledgeofco-operativesheldbythe
generalpublic.
5.0-InterviewwithJoWarburton,Co-operativeDevelopmentAdvisorfor
TheCo-operativeGroup(6/3/2012)
6.0-InterviewwithAshWardCustomerrelationshipsadvisoratTheCo-
operativebank(22/2/2012)
7.0-Competitorsanalysis
8.0Interviewtranscripts
8.1-InterviewwithJohn,Participant1
8.2InterviewwithRasa,Participant2
8.3InterviewwithAnnika,Participant3
8.4InterviewwithAhmed,Participant4
8.5-InterviewwithJessica,Participant5
8.6InterviewwithGeorgina,Participant6
8.7InterviewwithJoachim,Participant7
9.0Perceptualmaps
9.1Participant1comparedperceptions
9.2Participant1comparedperceptions
9.3Participant1comparedperceptions
9.4Participant