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Internal communication means all methods (internal newsletters, intranet)

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1. Introduction

1.1 Conceptual overview

Internal communicating means all methods ( internal newssheets, intranet ) used by a house to pass on with its employees ( Cornelissen, 2011, p. 259 ) . Employee engagement is defined as a general state of affairs or communicating mechanism leting employees to take part in decision-making and operations of an organisation ( ibid, 256 ) . Themed messages are messages that are identified as cardinal to the organisations ‘ repute and that are designed to alter or reenforce perceptual experiences in line with a vision of how the organisation wants to be known ( ibid,266 ) .

Crisis is defined as a point of great trouble or danger to the organisation, perchance endangering its being and continuity and that requires decisive alteration ( ibid, 255 ) .

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Tescois the most successful retail company and a rival to Carrefour ( Fortune, 2009 ) .

These constructs will be furthered developed and used under each subdivision with an scrutiny of the state of affairs refering the instance company.

1.2 Methodology

When carry oning this survey, we made a witting determination to concentrate on the web site to happen out how Carrefour is pass oning with their stakeholders with involvements in the company.

In order to analyze how statements are perceived by the populace, we reviewed different independent beginnings such as on-line articles to see possible differences. For the last inquiry sing crisis direction, we decided to concentrate on issues impacting merely Carrefour, however another position would hold been to analyse the impact on the whole industry. Since we chose to give a elaborate analysis of Carrefour we intentionally ignored the analysis of the retail industry. This pick was made in order to easy place how the existent company handled state of affairss independently of other companies. Our restriction in this study was the challenge of happening appropriate information and to happen relevant information about communicating in Carrefour to analyse. We could non happen any clients ‘ sentiments on the web or within any other forum. It is unfortunate that we have non been able to speak first-hand to employees of Carrefour but alternatively we have relied on our ain readings of how communicating is handled within Carrefour.

Our chief beginnings of information in this study are gathered from Corporate communicating – a usher to theory and pattern ( Cornelissen, 2011 ) , the articles suggested during the class, the company ‘s web site and articles found online. Sing the geographical restrictions, since Carrefour has a batch of employees in France, it was interesting to concentrate on their employee engagement scheme in France. However, Carrefour is a transnational company so we besides highlight the impact Carrefour has on the universe such as the recent dirts in China.

1.3 Outline of the study

This study will analyze Carrefour ‘s ability to manage concern communicating state of affairss and past incidents in the company ‘s history. We will travel through each of the four inquiries and so give a sum-up and some recommendations on how to better Carrefour ‘s internal communicating further.

2. Case company- Carrefour

Carrefour was founded in 1959, by the Fournier and Defforey households and the first Carrefour supermarket opened the undermentioned twelvemonth, in France. The company went public on the Paris Stock Exchange in 1970 and has been basking success through uninterrupted enlargement since so. Today, Carrefour is the universe ‘s 2nd largest food market group, presently figure one in Europe with 15,000 food market shops runing in 34 states ( Carrefour, 2011 ) . The shops are chiefly in Europe, Latin America and Asia. The group basically operates a multi-format scheme based on four sorts of food market shops ; hypermarkets, supermarkets, convenience shops and difficult price reduction shops.

In January 2009 Lars Olofsson was appointed CEO of the group and the same twelvemonth gross revenues Numberss surpassed 107.000 billion Euros. During the fiscal crisis, Carrefour responded to the increasing demand for low-priced ware by making their ain line of low-priced merchandises: Intersection price reductions ( The Economist, 2008 ) , a complement to their antecedently created lines ; Carrefour Selection, Carrefour premium, etc.

3. Carrefour as a communicator

3.1 Carrefour and its internal communicating

The first measure to analyse and hold a better apprehension of the company ‘s internal communicating is to log in on Carrefour web site and compare their statements with other beginnings. One manner to find what the organisation wants to portray to their employees is by looking at the organisation ‘s mission. “The mission is a construct created to pass on what the organisation see as their intent in line with the values or outlooks of stakeholders” ( Cornelissen, 2011, p. 261 ) . It is a tool that will assist the organisation win with their corporate communicating, and is a concrete manner to guarantee that histrions within the organisation are cognizant of how to work in their mundane context ( Cornelissen, 2011 ) ;

“We portion a dream: to do Carrefour a concern that is recognized and loved for assisting its clients and consumers enjoy a better quality of life, each and every day” ( Carrefour, 2011 ) .

Another manner is to place the companyA?s pattern is by looking at their values ( Cornelissen, 2011 ) . Carrefour identifies three clear values that will help the employees and serve as a usher in order to win with the above-named mission statement. It is the words, committed, caring and positive that should function as a usher in these affairs and the organisation ‘s top precedence is said to transcend the clients ‘ outlooks ( ibid ) .

Carrefour provinces that they are working with their scheme by concentrating on three chief countries. They will be the market leader through a client-oriented civilization, transmutation and invention attack. To win with the coveted transmutation, a new procedure will be initiated where sharing of cognition within the organisation is indispensable. Carrefour will seek to better the connexion between their offices, the markets and the shops to make a better working topographic point ( Carrefour, 2011 ) . Our reading of this is that communicating as such will be of cardinal importance in this process.A When analyzing the manner and way of the communicating, we perceive the manner as really positive where Intersection wants to beA “the obvious choice” . They besides province that their day-to-day operations will non hold any negative consequence on the environment and that they see chances alternatively of challenges reading this country ( Ibid. ) .A Carrefour has a late created intranet called “Quatre event” , which is a tool for internal communicating among directors. With this new platform certain employees have the chance to better their communicating and portion experiences and cognition within the organisation ( Quatre Event, 2011 ) . Another illustration is the system “Carrefour Quiz” which is used as a tool to help in the elucidation of the employees ‘ instruction degree and knowledge base about the company, and how these degrees might differ in different parts. Another measure to acquire deeper into our analysis would hold been to understand which employees are interlinked and which are non. However, this measure could merely be achieved by questioning Carrefour ‘s employees, and unluckily this assignment did non go forth room for that.

Furthermore, Carrefour is utilizing a Gallic direction manner which is really top down and dependant on a high grade of control ( Jacobsen et al, 2011 ) . This signifier of organisational construction might impact the communicating system and besides the way of communicating. We argue that a horizontal construction would be good for Carrefour in order to promote interaction and engagement of all employees in the full organisation, enabling duologues, frequently called bipartisan communicating ( Cornelissen, 2011 ) .

3.2 Carrefour as an model employer

With over 475,000 employees around the universe and 140,000 of them in France ( Carrefour 2011 ) , Carrefour group belongs to the planetary top 10 private employers. Carrefour aspires to be seen as a planetary function theoretical account in human resources direction and societal duty. When it comes to exciting employee engagement and supplying a voice to the workers, Carrefour seems to be an ideal employer in theory but our involvement is to compare this with pattern. Through their corporate web site, Carrefour claims to drive “HR policies designed to actuate everyone” ( Carrefour, 2011 ) . The Carrefour group strives to accommodate its HR policy to run into the outlooks of its employees and one of Carrefour ‘s chief aims is to be considered as an model employer. To assist accomplish this, the company has set up feedback mechanisms that allow direction to understand employees ‘ outlooks sing calling development. But it seems that non all involved parties agree on the definition and use of this feedback. On April 9th 2011, Carrefour ‘s employees throughout France went on a one-day work stoppage against low rewards, occupation cuts and hapless on the job conditions. It was reported that around 150 out of 200 shops were affected by this work stoppage. The ground for these actions was due to the fact that the bulk of the employees at Carrefour earn the lower limit pay, presently at 9 EUR/hour. At the same clip Carrefour announced ( in March 2011 ) , an addition in net incomes by 11 % in 2010. This clearly upset the employees where they could non establish a good account for these determinations. The work stoppage originated in a lifting resistance to exceed directions ‘ programs for cost-savings, targeted at 2.1 billion ( Ira, 2011 ) . Under these fortunes it is hard to see Carrefour as a company which provides a voice to and partnership with its employees. However, Carrefour was reactive to happen a solution to the struggle ; on April 13th 2011, after run intoing the brotherhoods, HR Director Jean-Luc Masset promised to take action and the brotherhoods declared their satisfaction with the understanding ( ibid. ) .

On their corporate web site, Carrefour claims to develop wellbeing in the workplace by invariably pass oning with employees and their representatives. In recent old ages, Carrefour has developed its “ Listening to Staff ” study. This enterprise is protected by basic ethical criterions and the thought is that groups of 12 employees are invited to show themselves anonymously on different facets of their work and life within the company. The consequences are so handed out to the employees and their representatives, to place countries for betterment. In 2008, the undermentioned weak points were identified: the work was seen as uninteresting and many do non experience proud working for the company ( Carrefour, 2011 ) . These countries for betterment were identified, and Carrefour now needs to put clip to implement certain alterations to do certain that these weak points do non look in future studies. The assemblage of work agendas in Gallic hypermarkets in1999, enabled check-out staff to actively take part in the planning of their working hours. The chief thought was to give employees a broad pick of working hours and enabling them to equilibrate their working lives with their personal lives. But the system was non every bit flexible as it may look, harmonizing to Gallic statute laws, shops are allowed to be unfastened on Lord’s daies but companies can non coerce people to work during weekends. So work during Sundays is alternatively done on a voluntary footing. However, in July 2009, three employees at the shop Dia ( Carrefour Discount shop ) got sacked for ‘insubordination ‘ and ‘not esteeming the working hours program ‘ since they had refused to work on a Sunday due to parental committedness grounds ( NouvelObs, 2009 ) . Another illustration of CarrefourA?s attempt to seek to make versatility refering the working hours was the debut in 2008 where Carrefour offered the employees an chance to unite the work at Carrefour with working at another company or in another shop location ( Carrefour, 2011 ) . This enterprise could be seen as an advantage for Carrefour because they can profit from more flexibleness in the organisation. However, employees still has the pick to work on a parttime footing. This is another illustration of how Carrefour wants to be perceived as an model employer to maintain pulling employees who prefers to work for a high repute organisation. The company ‘s hope is that attracted employees will work hard might besides accept lower wage ( Cornelissen, 2008 ) . For Carrefour, merely as for other companies, it is indispensable to hold and maintain a good corporate repute due to its strategic value for the organisation. This type of repute is besides really hard to copy for rivals ( ibid. ) .

3.3 Carrefour themed message: a client attack

Themed messages are messages that are related to specific capablenesss, strengths or values of an organisation. A themed message is chiefly directed towards stakeholders in order to increase their cognition about the company and make a good repute. The company besides strives towards making a mental place in the stakeholders ‘ heads refering their vision, and to aline stakeholder with the companyA?s way and future end. A spread sometimes exists between stakeholders ‘ ain image of the company and the company ‘s vision which shapes the footing for the preparation of a strategic purpose: the intended alteration. An effort to diminish this spread between the company and stakeholders ‘ image of the company ‘s strategic purpose, is to interpret communicating into themed messages. These messages make it possible to aline the vision, with stakeholder image and make a incorporate image of the company externally. After this measure has been made, these messages are translated into different manners ( Cornelissen, 2011 ) . The Carrefour group has stated one simple aspiration which can be referred as its vision: doing Carrefour the preferable retail merchant wherever it operates ( Carrefour, 2011 ) .A In 2006, Carrefour group strengthened their vision for the hereafter and their new scheme comprises a more customer-focused attack to selling with two cardinal words: client and growing. Harmonizing to the old CEO of Carrefour Jose Luis Duran, there were antecedently excessively many precedences at the same clip and at different markets. This led to a lessening in market portions in France for five old ages in a row. Nowadays, the focal point is alternatively on basic and simple values, which Carrefour hopes will convey their old success back ( Durston, 2006 ) .

As a themed message, Carrefour uses their core capableness ; their client ‘s attack. An of import factor in the retail industry is the client ‘s trueness position since the client is the chief beginning of value and net income. To guarantee that clients around the universe feel appreciated, we believe that Carrefour should develop a flexible consciousness of cultural version while runing in different states. We besides believe that there is a demand for improved communicating between different degrees of directors, both planetary and local, to be able to successfully meet into the local markets, and besides promote local staff to portion their cognition.

By looking at Carrefour Group values ; committed, caring, positive ( compare with inquiry 1 ) , we see that the company frequently stresses on the emotional message manner. They make the clients feel safe and warm interior as they perceive the warm messages from a lower-level position ( Cornelissen, 2011 ) . Organizations utilizing this message manner purpose to make stakeholders at a splanchnic levelto attempt to modulate the emotional responses of stakeholders in the corporate communicating. We believe that the emotional communicating pick is optimum when making out to clients, since retail merchants are extremely dependent on trueness. This message manner is besides utile during times without immense runs, such as Tesco ‘s support of Cancer Research UK. This manner makes it possible to utilize symbolic association which assists in the clients ‘ psychological distinction and an even stronger emotional nexus between the company and the stakeholder is created ( Cornelissen, 2011 ) . However there is a hazard with this message manner. Since it is so easy to utilize, it is besides easy for rivals to copy.

After analyzing the Carrefour Group ‘s web site, we realized that they does non utilize any community values or set any important accent on what the company can supply society as a whole. As an illustration, Carrefour ‘s rival Tesco is frequently utilizing values such as just, goodness, honestness and duty. It ‘s clear that the two companies have made different picks refering what values and message subjects they want to convey.

One option for Carrefour Group could be to utilize their present symbol to a higher extent and usage this symbol at every market every bit good as altering its colourss to fit the national context. This could make a stronger nexus with clients that is more affiliated to their civilization and is non easy attracted to a foreign concatenation ( Carrefour, 2011 ) . Furthermore, Carrefour could endeavor towards localized cultural values in every state of operation, and respond to local demands and clients demands in the different settings.A

3.4 Carrefour in a crisis context

Carrefour is a huge company and it is inevitable that they will be capable to incidents from clip to clip. Naturally the chief index of success and staying consequence, is the consequence of how direction of the organisation was able to manage these troubles. A crisis can be defined as an issue that requires immediate action from the organisation ( Cornelissen, 2011 ) . During the last old ages, the East-Asian markets, China and Japan, have provided the Carrefour direction and the central offices in France with some troubles. In 2008, a Chinese rumour was spread nationally saying that the European giant Carrefour was for the release of Tibet and besides against China hosting the Olympic Games subsequently that twelvemonth ( New York Times, 2008 ) . The Carrefour central office lacked coordination in their response to this issue and support to the local directors. Shop directors publicly stated that Carrefour was non traveling to do any statements in political treatments. An official statement from the Gallic central office was made a few yearss subsequently stating that Carrefour did back up the Olympic Games in Beijing and considered Tibet as a Chinese state. However, the Chinese clients became cognizant of these contradictive images and the boycott continued. In this instance, top direction was unluckily one measure behind the existent occurrences in the Chinese market and they created a bigger confusion due to their inability to organize the public statements and their contact with local directors ( EastSouthWestNorth, 2008 ) . Earlier in 2011, both Carrefour and their American rival Wal-Mart were involved in Chinese jurisprudence suits due to incorrect pricing in the shops, confounding labeling and hyperbole of price reductions. It is as if both this companies “under-estimated” the Chinese clients and their ability to analyse information in the shops. We can merely theorize about the importance of a well-functioning Chinese market within Carrefour and which priority the part has had so far, but we believe that the Chinese market will increase its importance even further on Carrefour ‘s docket. Shop keepers within the Carrefour group have stated that most local activities still needs to be approved by the European central office which can be seen as time-consuming. With the planetary enlargement of the company, the overall construction should alter to more regionally-based offices, so the focal point can remain with the clients ( Global Times, 2010 ) .

Carrefour struggled for a long clip in Japan, due to the really safety-conscious local clients and the unfortunate errors Carrefour made while maltreating certain nutrients, taking to national headlines. The company ‘s scheme of rapid enlargement in new markets failed in Japan due to deficiency of trust from the clients ( BNet, 2007 ) and the company had to give up the Nipponese market during the fiscal crisis. We believe that in both the Japanese and the Chinese instance, Carrefour has non taken the local civilizations into history while puting up their concerns and specifying regional ends, something besides discussed in the old inquiry. The clients in East-Asia might non be every bit cost-conscious as clients in Europe are, but alternatively their concerns germinate around how nutrient is presented in the shops. This should hold been discussed at an early phase and the ends should hold been on a long-run footing alternatively of focussed upon rapid enlargement. It might take longer clip to settle concerns in the East-Asian markets. But with forbearance, the long-run consequences would most probably be worth it. Cornelissen sort these types of events as faux pas which frequently begin between an organisation and a peculiar external agent who starts to dispute the rightness of the organisation ‘s actions ( Cornelissen, 2011 ) . The manner that Carrefour responded to the troubles during the fiscal crisis was through engaging new top directors with big experience from crisis direction within rivals ( Reuters, 2010 ) and puting up a clear action program for the approaching twelvemonth ( LiveMint.com, 2011 ) . It seems to hold been a top precedence for the Swedish CEO Lars Olofsson to do alterations in the direction squad and to reorganise the concern and go more profitable in their nucleus trade name ( The Economist, 2011 ) . In conformity with Cornelissen ( 2011 ) we suggest that Carrefour would go on concentrating on their crisis eventuality programs to guarantee that future crisis state of affairss do non go sedate due to the forces ‘s rawness. To do certain that everyone knows who to reach for aid within the organisation sing these state of affairss and besides cognize how to manage the crisis from the beginning. A crisis can besides be seen as an chance for alteration ( Veil, 2011 ) . A company such as Carrefour can really profit from crisis if it is sensitive to the differences of civilizations and client outlooks when spread outing into new markets.

4. Drumhead

After our scrutiny we found that there are some differences refering the communicating systems. First of wholly, the company states that they want a better interaction between the office, market and existent shops. However we feel that the communicating is more incorporate between the caput office and the director so trough out the whole organisation. Therefore you get a feeling that the communicating is more top-down and that the organisation is rather hierarchal. When we look at their general manner, Carrefour states that they want to be loved by their consumers. However, the company has been fined for rip offing the costumiers sing wrong pricing. We have a feeling that there are differences betweenA what the company province in theory and what they really do in pattern.

Carrefour hereafter end is to go the preferable retail merchant wherever it operates and for that they use their nucleus capableness, the client ‘s attack in order to acquire closer to the consumers of their merchandises. At the same clip they stress values as committed, caring, positive which we see as an emotional message manner in communicating with their clients. Hence, there could be possibilities in the hereafter to utilize symbolic association message manners by reacting to the direct demands of client penchant of the mentality of shops and merchandises sold at that place.

Carrefour has been fighting during the last few old ages with a figure of different incidents and crisis which has led to a public consciousness of the organisation ‘s failings. Due to the on-going re-structure of the organisation every bit good as a clear and crystalline action program, direction is seeking to better the position of the organisation and hopefully besides becomes more sensitive to the cultural differences found in the parts of uninterrupted enlargement. By listening to local direction and their experiences, Carrefour has the opportunity to non merely go on their coveted growing on bing markets but besides pass on local consciousness and apprehension to the clients and employees. We believe that this will take to a more sustainable growing for this planetary giant.

We besides argue that Carrefour should see their organisational construction and analyze if other organisational constructions could assist the company become more successful refering their internal and external communicating. A re-organization would do it easier for employees, clients other different stakeholders to pass on their sentiments to the direction of the organisation which should be taken earnestly and can be utile in future betterment, both locally and globally.

Cite this Internal communication means all methods (internal newsletters, intranet)

Internal communication means all methods (internal newsletters, intranet). (2017, Jul 14). Retrieved from https://graduateway.com/internal-communication-means-all-methods-internal-newsletters-intranet-essay/

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