magazine publishing dissertation

7/22/2019 Magazine Publishing Dissertation

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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



9.4Participant

magazine publishing dissertation

Documents