The Ultimate Guide to Corporate Reputation Management: Strategies for Building and Protecting Your Brand in 2025

1. Introduction
What is Corporate Reputation Management?

Corporate reputation management is the strategic process of shaping, monitoring, and protecting how a company is perceived by its stakeholders, including customers, employees, investors, and the general public. It encompasses everything from public relations campaigns to internal culture-building efforts and crisis communication strategies. In an age where every interaction and decision can be scrutinized online, a strong corporate reputation is no longer optional—it is a critical business asset.

Reputation serves as a trust currency, influencing consumer loyalty, employee retention, and investor confidence. Companies with a strong reputation enjoy measurable benefits: higher customer satisfaction, competitive advantages, and long-term financial growth. Conversely, reputational missteps—whether from ethical lapses, poor customer service, or a mishandled crisis—can result in substantial losses, both financially and in public trust.

Why is 2025 a Pivotal Year for Corporate Reputation Management?

The corporate landscape in 2025 presents unique challenges and opportunities:

Evolving Technology:
Artificial intelligence (AI) and machine learning have revolutionized how reputation is built and monitored. Companies now have access to advanced tools for real-time sentiment analysis, predictive reputation tracking, and personalized stakeholder engagement. However, the rise of generative AI also introduces new risks, such as deepfake misinformation campaigns that can damage reputations overnight.

Changing Consumer Expectations:
Consumers in 2025 demand more from businesses. They expect transparency, ethical practices, and meaningful contributions to societal issues. Brands are no longer judged solely on their products but on their values, environmental impact, and how they treat employees.

Global Competition:
As globalization intensifies, companies must manage their reputations across diverse markets with varying cultural and regulatory landscapes. A strong reputation in one region may not translate universally, requiring tailored strategies to resonate with local audiences.

Together, these dynamics make corporate reputation management more complex and critical than ever before. Organizations that adapt to these trends will not only survive but thrive in an increasingly competitive world.

What You’ll Learn in This Guide

This guide is designed to equip business leaders, communication professionals, and marketers with the tools and strategies needed to navigate the complexities of reputation management in 2025. Key takeaways include:Comprehensive Strategies: Proven methods to build a strong, trustworthy reputation that resonates with stakeholders.

Crisis Management Frameworks: How to prepare for and recover from reputational threats effectively.
Digital Insights: Leveraging AI and technology to monitor and enhance corporate reputation in real time.

Global Best Practices: Case studies of successful companies that excelled in managing their reputations across diverse markets.

Emerging Trends: Insights into the future of corporate reputation management, from ESG priorities to combating misinformation.

By the end of this guide, you’ll have actionable steps to ensure your company remains a trusted, respected name in its industry, regardless of the challenges the future holds.

2. What is Corporate Reputation Management?

Definition and Scope of Corporate Reputation

Corporate reputation is the collective perception held by all of a company's stakeholders—customers, employees, investors, media, and the broader public—regarding the company’s actions, values, and overall credibility. Unlike brand image, which focuses on the way consumers view a company’s products or services, corporate reputation encompasses the entire identity and ethos of the organization, including its operations, leadership, corporate culture, and commitment to social and environmental causes.

Corporate reputation is a multifaceted concept that spans several domains:

• Public Relations: How the company communicates with the public and handles media relations.
• Customer Service: The company’s relationship with its customers and the quality of its products or services.
• Corporate Social Responsibility (CSR): The company’s actions regarding environmental sustainability, social causes, and ethical practices.
• Employee Engagement: The perception of the company’s internal culture, employee satisfaction, and treatment of staff.
• Crisis Management: How the company responds to crises and protects its image when facing challenges.

The scope of corporate reputation management is extensive because it touches every aspect of the company’s operations and interactions, making it a strategic priority for any business aiming for long-term success.

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Difference Between Brand Image and Corporate Reputation

While closely related, brand image and corporate reputation are not interchangeable concepts. Both are essential for the success of a company, but they serve different purposes and focus on distinct areas of the business.

1. Brand Image:

   • Focus: Brand image is centered on consumer perceptions of a company’s products or services.
   • Scope: Primarily relates to marketing, advertising, and the consumer experience.
   • Perception: A company’s brand image is shaped by advertising campaigns, product quality, packaging, and customer interactions.
   • Example: A luxury car brand’s image may evoke feelings of prestige and exclusivity.

2. Corporate Reputation:

   • Focus: Corporate reputation is a more holistic and long-term view of the company as a whole, not just its products or services.
   • Scope: Encompasses a broader range of factors including company culture, ethics, leadership, and social impact.
   • Perception: Reputation is built over time through consistent actions and decisions that align with company values.
   • Example: A tech company’s reputation could be built on its ethical use of data, innovation, and positive workplace culture.

A good brand image contributes to a positive corporate reputation, but a strong corporate reputation can elevate the company beyond just being seen as a provider of products or services—it transforms the organization into a trusted and respected entity.

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Key Components: Trust, Credibility, and Stakeholder Perception

The foundation of corporate reputation lies in three core components: trust, credibility, and stakeholder perception. Together, these elements shape how a company is viewed by the public and its key audiences.

1. Trust:
   Trust is the cornerstone of reputation. When stakeholders believe that a company is reliable, transparent, and committed to its promises, it establishes a strong reputation. Trust can be built over time through consistent and ethical behavior, transparent communication, and the delivery of high-quality products or services. When trust is broken, it can be incredibly difficult to regain, especially in the eyes of the public.

2. Credibility:
   Credibility is closely tied to trust but extends further to encompass the company’s expertise, authority, and authenticity. A company that is viewed as credible is seen as a leader in its industry, delivering value through knowledgeable leadership, innovative solutions, and a proven track record. Credibility can also be influenced by third-party validation, such as positive media coverage, industry awards, or expert endorsements.

3. Stakeholder Perception:
   Stakeholders—including customers, employees, investors, regulators, and the public—form their perceptions based on their direct and indirect interactions with the company. These perceptions are shaped by a variety of factors, including marketing messages, the company’s public actions, social responsibility initiatives, and its treatment of employees. Managing these perceptions involves consistently meeting or exceeding stakeholder expectations across all touchpoints.

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Statistics Demonstrating the Impact of Corporate Reputation on Business Performance

Corporate reputation is not just a theoretical concept—it has a direct impact on a company’s bottom line. Studies and statistics consistently show the significant role reputation plays in determining business success. Some key statistics include:

1. Consumer Trust and Purchasing Decisions:

   • 81% of consumers say that trust in a brand is a deciding factor when making a purchase decision. (Edelman Trust Barometer 2023)
   • 63% of consumers prefer to purchase from brands that demonstrate ethical behavior and social responsibility. (Cone Communications 2017)

2. Financial Performance:

   • Companies with a strong reputation outperform their competitors in terms of revenue and market share. According to a study by Reputation Institute, companies with strong reputations experience 2.5x higher shareholder returns over a 10-year period.
   • A study by The Reputation Institute found that a company’s reputation can increase its financial performance by 20% in terms of stock price and revenue growth.

3. Employee Recruitment and Retention:

   • 75% of job seekers are more likely to apply to a company with a good reputation, while 87% of employees would consider leaving a company with a poor reputation. (Glassdoor, 2022)
   • Companies with strong reputations attract higher-quality talent and experience lower employee turnover rates.

4. Crisis Recovery:

• Brands with strong reputations recover more quickly from crises. Companies with a positive reputation are 5.5 times more likely to recover their reputation within a year after a crisis than those with weaker reputations. (Edelman Trust Barometer, 2021)

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Have you ever worked in a company where internal communication was lacking? If so, you may be able to relate to what the Society for Human Resource Management (SHRM) says: 66% of employees consider effective communication to be essential for their job satisfaction.

But why is internal communication so important for job satisfaction? There are several reasons. Firstly, when employees feel well-informed about what is happening in the company, they have a more positive attitude towards their work. According to a study by the University of Ohio, 73% of employees who feel well-informed have a positive attitude towards their work.

💥 The Top Talent Trends for 2023: What You Need to Know NOW!!!

As companies look towards the future, there are several key trends that are shaping the way they approach talent management and employee experience. Here are the top five trends for 2023, along with some key insights and data points to consider:

4 sencillos pasos para trabajar con voceros internos en la empresa

Aunque les parezca algo redundante en tiempos de comunicación 2.0, el proceso comunicacional se basa principalmente en personas y las relaciones entre éstas. No son solo los objetos o los dispositivos los que hacen la comunicación. Sí es cierto que soy un confeso fan de la premisa de Marshall McLuhan que considera que el medio es el mensaje, por lo que un dispositivo o una red social aportan significado al mensaje; sin embargo, nuestro objeto de estudio debe ser el individuo y su relación con el otro en tanto sus competencias comunicacionales. 

Desde este punto de vista, para mi está claro que en el ámbito organizacional, debemos enfocar nuestros esfuerzos por optimizar nuestros mecanismos de comunicación interna, asegurándonos que: 1) los mensajes fluyan eficazmente y 2) sean comprendidos por nuestros públicos objetivo.

En este sentido es muy importante insistir en la comunicación grupal como una herramienta básica de la comunicación interna (e incluso externa), que nos permite llegar contundentemente a nuestras audiencias con claridad. 

La comunicación grupal, trabajada adecuadamente genera mayor impacto que el uso de otras herramientas de comunicación (boletines internos, murales, etc.) y reduce incluso la aparición de rumores en la empresa. 

En el marco de la comunicación de tipo grupal, apelar a líderes informales como voceros, se constituye en una experiencia que podría generar importantes frutos a nuestros planes de comunicación interna. Los líderes informales tienen una importante credibilidad que puede ser muy bien aprovechada, además generan involucramiento y motivación entre los colaboradores.


Hacia un programa de voceros internos

Ser vocero interno supone una preparación previa para retroalimentar al resto de colaboradores de la empresa.

A continuación, quisiera sugerir algunos pasos que nos pueden ayudar a desarrollar un programa de voceros internos en nuestras organizaciones, perfectamente adaptables a la realidad de nuestra empresa:

1). Identifica las áreas clave
Creo que debemos trabajar basados en modelos de ensayo-error a través de pequeños grupos de control elegidos según su nivel estratégico en la organización. Esto hace que iniciemos donde se debe, aplicando modificaciones de alcance controlado y rápido.

2). Aplica sociogramas.
Un sociograma es una herramienta investigación en comunicación grupal, que nos permite  tener un mapa de las relaciones comunicacionales entre los miembros de un equipo de trabajo, precisamente para ver si realmente lo son. 

El sociograma nos deja determinar quién es el líder de opinión, qué características tiene, y quiénes son sus seguidores. Nos permite además conocer cómo fluye la comunicación en el grupo y el papel del jefe o líder formal.

3). Identificar líderes y redes de comunicación.

Los líderes y el funcionamiento de las redes de comunicación nos permitirá afinar mejor nuestro planteamiento, de tal forma que ubiquemos a las personas con las que trabajaremos más adelante. Cabe mencionar que es posible que entre estos líderes encontremos personajes críticos a los objetivos de la organización. Esto nos permitirá reconvertirlo o eventualmente neutralizarlo en términos de comunicación.

4). Evangelizar
Este paso representa nuestro esfuerzo por entrenar a nuestros líderes y convertirlos en voceros eficaces. Es decir, ofrecerles las herramientas para convertirlos en difusores de información, estableciendo redes virtuosas de comunicación entre los miembros del equipo. Finalmente, la suma de grupos de comunicación efectiva nos permitirá avanzar hacia un enfoque más holístico de la comunicación a nivel de toda la empresa. 

Es bueno apuntar que el trabajo del vocero implica un alto nivel de criterio y comprensión de las actividades de la empresa (cálculo de remuneraciones, ganancias empresariales, fechas de pago y el por qué de algunas decisiones). Los voceros deberán explicar estos temas y tomar apunte de las dudas de sus compañeros; aquí radica su importancia. 

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12 VARIABLES DE INVESTIGACION EN COMUNICACIÓN ORGANIZACIONAL SEGÚN ROBERTS & O´REALLY

En 1973 Kerlene Roberts y Charles O'Really escribieron un libro titulado Some problems in measuring organizational communication en el que desarrollan un estudio de la relación de la comunicación y el funcionamiento organizacional.

Las relaciones de comunicación y organización están absolutamente comprometidas, integradas e indivisibles; de hecho es imposible pensar en organizar sin comunicar. La comunicación es un proceso transversal que aflora de la propia actividad humana.

What should we learn from Peru's country brand?

New Peru's brand in New York

Peruvian fast growing economy is a reality that is impossible to deny for international markets, after 20 hard years of terrorism and political problems, that almost destroyed the ssouth american country. The sense of being Peruvian needed new reasons to grow and express itself, after decades of some sort of lack self confidence.

Along with the economics growing, due to the fact of the metal high prices and free trade agreements signed with different countries, another phenomena was about to come out: Peruvian gastronomy. Average Peruvian started to have another thing that made him feel proud and confident.

The amazing citadel of Machu Picchu was chosen as one of the new seven wonders, and Peruvian people rediscovered its glorious past to share it with all people around the World.

In this context, Peruvian government took the decision of set-up the strategies to promote tourism, taking advance of our history, culture, biodiversity, traditions, gastronomy and many other aspects, but there was one thing left: country branding.

Although there were some previous identity logos that were used as some kind of country brands, a new branding architecture was incharged to FutureBrand, in order to apply the new marketing plan.

The project started in 2009 and the country brand itself was launched in 2011. Its first target was Peruvian people, who had to know and love its country brand as a mix of richness, opportunities, landscapes, and beautiful scenarios.

The logo itself is a clear reference to the Nazca lines, but according to FutureBrand it represents change and transformation, along with the concept that Peruvians are in search of their own path and interests.

Peru Brand

What should we learn from Peru's country brand?

1.   A brand should based on reality

You can't build a brand without a base on reality. Peru's brand represents attributes that already exist, nothing is invented. So the brand should have credibility and coherence to be accepted by our main targets.

2.   Clear message

Peru's logo has a clear message for people around the world, easy to be understood. In the same way our corporate communications should apply the same principles:

Clarity.

Simplicity of language and concepts

No abstract concepts

Repetition.

Concrete action points for our main targets

3.   Working with opinion leaders

The Peruvian marketing campaign was based on local celebrities in order to motivate Peruvians to “buy” the brand. Since they behave as a opinion leaders, it was easy to “sell” the brand: they were called Peru's brand ambassadors.

4.  Internal communications is the first task

The internal audiences has to be the first to be identified by the brand. That's why Peru's brand was “sold”among Peruvians in 2011, and it was internationally launched in 2012. Without an internal work in terms of communications, you wont be able to build a brand and an effective reputation. Now, there is a emotional and inspirational connection between Peru's brand and Peruvians.

5.   After building identity, develop image and reputation

Identity among workers is based on a brand which is sold as a lovemark among them; in order to build image and reputation. In the same way, Peru's brand, with ist own identity is launched outside to improve its own reputation among its main targets: “There is a Peru for each one”.

How to develop a successful internal communications plan to improve corporate reputation?

Internal communications is probably one of the less explored fields in the world of corporate communications but it is one of the most important elements in the process of building a strong reputation and corporate image.

From my personal experience, I had the opportunity to know some companies keen on improve their image without working in important aspects of their corporate identity which means an effective process of internal communications.

But, what is internal communications?

Internal communications is the process of generation of messages throughout the whole company as an holistic perspective, and it is always present in every human actavity.

There is always internal communications from the beginning of the company, and it is shaped according to the business culture and its core values.

These insights are very important for us to understand the necessity to manage the flow of messages around the organization as a way to develop a strong identity that will be later the base of a successful reputation.

Why is important internal communications to build a strong reputation?

Workers and employees of the company are the most important ambassadors of the company. They know the business, the good points and their dirty little secrets. People outside will tend to believe what they say about the brand, the company and its leaders, no matter how millionaire our advertising campaign is; workers build the business reputation from inside the organization.

If you people are not happy, believe me, there is no way to develop a good reputation among you key stakeholders.

How to develop a successful internal communications plan?

• Where are you?

To develop an Internal Communications plan, first of all you have understand what is your position inside the company organization. It look pretty obvious, but it is extremely important to identify your possibilities and future resources in terms influence among the leaders of the organization, as well as the board of managers.

• Looking for key information

At this point you need information about the company operations, history and important milestones in the past. You also need information about its present activities and a prospective vision about the future. You also need information about your managers board: who could be you ally when you “sell” your ideas, who could buy your projects easily.

• Analize the business corporate culture

How is your corporate culture? What are their main core of values? Not only the written ones, but those which are put on practice every single day. Look carefully how is the company behaviour facing internal and external troubles. To do that, you need to develop your observation skills, this is a must.

• You need a strategy

I mean, you need a strategy about the strategy. What are you going to to first and how it is going to be presented. You are already supposed to know your allies and main listeners. You are also supposed to know the best moment to attack. So, it is important to design a little strategy to present you communication strategy.

• Tools of investigation.

Now you have the manager's approval to start working, what kind of formal investigation you need? Primary information? Secondary information? According to that you will choose the appropriate kind of tools of investigation: Focus groups, interviews, surveys, direct observation, etc.

• Identification of main audiences.

You have to determine who are you primary and secondary audiences. Remember, in the frame of an Internal Communications project, your primary audiences are those who you want to influence in order to change, or even maintain, a behaviour. Your secondary audience are those who can help you to do it: managers, middle managers, supervisors, team leaders, etc.

• Identification of communications problems

You need to identify your problematic frame. What are the elements that are part of you communications problems inside the company: motivation, values, rules, organization, lack of identity, etc.

• Setting communications goals.

Communications goals are about change of behaviour, and include the wished behaviour, the time it will be reach, and the way you will measure it. Remember, communications is about influence, and change of attitudes and behaviour.

• Setting messages

Communications messages are one of the most important part of your strategy, and they have to reach to your primary and secondary audiences. Communications messages are composed by:
A promise.
An evidence.
A tone of communication.

• Media selection

What is the best way to reach your audiences? Workshops, Social Media, TV, Radio, Emailing, Face2Face, etc. There are lots of options, but you have to choose the most effective according to your goals.

Once you have these elements clear, you can develop your internal communication plan, according to the established time that you have scheduled previously. Remember, the core of you communications plan is to get coherence, motivation and identification; without this you can't improve your external communication and corporate reputation.

5 essential insights to build a strong corporate reputation

In the last days I have had the opportunity to talk to some colleagues about the importance of corporate communications and the best way to build a strong reputation among our main stakeholders. I would say that there is not a unique recipe to do it; there are many factors that we have to take account when we face a communications project dealing with corporate reputation.

Since every company is a different world and has its own triggers, they have to create their own way that lead them to a good reputation strategy, nevertheless, there are some standard keys that can be applied to almost every company.

1. - An organization depends on other organizations to survive. Personally, I believe that managers have to understand that they are not alone as a company sailing in a quiet blue sea. It is indispensable to develop a good and strong relationship between them, looking after them and identifying the key players for the business.

2. - It is also important to generate corporate coherence. Maybe it is the hardest thing to get because not always our messages are related to our corporate behaviour. The lack of coherence generates lack of credibility and respect among our audiences.

3. - Internal Communications are essential. To create a powerful reputation it is necessary to begin with a good internal communications program. This program has to generate communications skills among managers, supervisors and workers. A good internal communications program has to create a sense of belonging among people so that they can tell the story as well.

4. - PR as an important part of our communications plan. Public Relations has the responsibility to support the management board in order to identify the main external audiences, choose the correct media, and publish the best messages to tell the story of the company. PR is more important than ever because of the Social Media growing, and this means that there are new challenges to deal with.

5. - Planification is the keyword of the reputation building. Every single step in communications must be previously planned, this means investigation and research, setting communications goals and implementations from the basis of the company to the top. Without planification we cannot create a solid and powerful corporate identity and reputation.

Finally, reputation is a matter of decision, a management decision in which the communications strategy is a indispensable key of success.

Leadership and Communications

In the world of internal communications and human resources it is well known that workers prefer to develop themselves in an enjoyable and nice workplace, in which they can reach their personal growing and goals along with the organisational ones. This is very important to take account, not only for workers but for the business itself because it could bring a lot of new opportunities to improve productivity and commitment.

One of the main factors to do this is through creative and assertive leadership. I wouldn't like to talk here about the wide range of theories about this issue, I'd rather talk about the way this can be useful in our daily work as managers, in order to raise productivity and make profit from this.

1.Your people need a leader, not only a boss.
Once upon a time I met someone at work who everybody wanted to work with, even those who didn't work in the same department. His workers used to understand and accept his commands and follow his orders without complaining. He was a beloved and respected boss, someone able to inspire others towards a common vision.People need someone who guide them and teach new knowledge, and this guy knew how to do it.

2.Can you practice what you preach?
Another important point people used for good value is the capacity that you, as a boss, have to do what you preach, I mean communicational coherence that give real meaning to our words. People need to find real coherence in their boss's behaviour, in this way employees tend to follow easily a model of authority.

3.Open communication channels
It means using descendant communications for let your workers know that you appreciate their work and efforts, not only for getting information about the way they work. On the other hand let them make suggestions and set projects, nothing is better for generating commitment among employees than the opportunity to manage their own ideas. Open communications produce feedback, which is very important to reach high standards of productivity.

4.A good leader knows how to delegate
There are some things that need to be delegated and avoid power concentration. This will improve employees skills in order to get more experience and expertise in some tasks. Workers will appreciate that.

5. Everyone knows what to do, and how to do it!
That's an important issue in terms of human resources in every company: a good boss have to set functions, define positions and share them among employees. People feel better if they know what and how to do their functions. Moreover, they will know what they have to expect from others, because it reduce uncertainty.

8 key advices to improve your internal communications in a large factory

Internal communications is a fascinating field which is very important to look after in our daily human resource management due to the fact that, as a company, we should take control of othe internal interactions among workers which could help us to reach our main organisational goals.

Internal Communications Management, as part of corporate communications, is a useful tool that has the goal to improve the human resource commitment to the company and to its core values, but how can we improve this? . Here I would like to give you few insights in order have an efficient internal communications management in your company.

1.Internal market research RIGHT NOW!

You need information about the company, its mission and vision, history, myths, heroes and enemies; I mean corporate culture! So you have to choose the tools to get that useful information: surveys, focus groups, interviews, etc. As long as you have the best information you will probably get the most suitable information.

You can divide the information into cualitative and cuantitative data. I strongly recommend to geto both, in order to have a panoramic view of the organisation.

2.You need to set goals

Forget doing things without goals, you need to know what do you want: commitment, avoiding rumours, improving leadership, etc. How long will it take? And last but not least, how can we measure that? So we need indicators!

These are the goals, and they need to be powerful: Specific, measurable, attainable, realistic and timeable. The so called SMART Goals.

3.Strategy of attack

From my experience you need an appropriate strategy to get attention from you audience, and this comes from the information you collected before in your internal market research. Is your strategy defensive or offensive; maybe you prefer a guerrilla attack. Do you have enough resources? Do you know the field? Also you have to wonder the what is the best moment to do it.

4.Choose you best channels of communication.

Some managers love colourful and maybe useless billboards around the company walls, but not all of your workers really read them. Some other managers rather prefer emailing as a way of communication, but maybe many people, often in factories, don't work with computers in front of them. So you have to select the best mix of internal channels: Blackberries, billboards, internal magazines, emailing, communications 2.0, etc. Choose the best ones in order to have the best outcome.

5.Design the best message

A message is divided into three components called PET: Promise, Evidence and Tone. Promise is what you offer to your people, while evidence is the way you will show them that. Tone is how warm, severe, or friendly is your “voice” while saying that.

6.Do you have a strategy of feedback

Once you launch your campaign you need the best feedback to measure how effective are your efforts of communication. It might be necessary to improve anything: maybe your targets, primary and secondary ones; your internal channels could vary according to the moment... so be prepared to change your plans.

7.Special training for supervisors

I need to have clear that you need to train supervisors in order give them communication skill so that they can spread your voice around the company. They are a secondary target you need to have in mind. You will need to set up a schedule of workshops with them.

8.Select and train internal leaders

They are a key part of your plan. Select and train them, by doing this your ensure that informal communications do not become a monster against the organisation.

5 tips to set up an internal communications office

Many organizations try to organize and develop an integrated work related with internal communications, which must be conducted by a sensitive and experienced skilled professional, able to plan a project based on measurable goals.

But ¿which must be the main tips to set up an internal communications office?

To set up an internal communications office, Previously, it had to be necessary to identify an organizational problem. Anything that motivates the Board, to set up internal channels of communication, able to generate cohesion and a powerful organizational culture, at least it should be its mission.

Some organizations, moreover those multinational ones, have already a tradition on recruiting well skilled communication professionals, but on the other hand, the rest of local businesses tend to consider internal communications as a esoteric issue.

1)Introduce the Idea
One of the main promoters and sponsors of an office related with internal communications must be the Human Resource Manager. He should be the main concerned in developing specialized channels that make him able to take the correct decisions. The Human Resource Management should, not only, be encharged of operative tasks, but to take the leadership of the strategy to strength the corporative culture. The HR Manager, is who should get the idea and introduce it to the Board.

I think that the idea must be introduced in organizational levels, I mean, How the organization would be with an internal communication office working, and how would it be without it? How much resources would the project need, in relation with the final outcome? How much would the project save for the company?

It is always a good idea to introduce a project showing its economic advantages. A businessman needs to buy anything profitable.

2)Recruiting the correct professional
It is not easy to get the right one. Well experienced and skilled enough to develop such a project. The project will demand a professional, with not only communication knowledge, but with a background that let him understand the social, cultural and economic reality, not only in national terms, but international terms too. Am I asking a lot? Come on! He is the man who will motivate the human resources at the organization.

Another important issue is related with the professional's previous experience. I mean Can a retail experienced professional can do it in industrial level? Can A professional who worked for a fast food, develop a successful experience in mining sector? Obviously those are elements necessary to take account.

3)Planning the office
This issue is vey importan and depend on the business necessities. Particularly, I point out that a communication project must be strongly oriented to quantified outcomes, based on a solid structure. I desagree with those ideas that consider communications as a source of entertainment for workers, this is an incorrect way of seeing organizational communications development.

At this level it is necessary an internal research, I mean to apply focus groups, inteviews and surveys among workers. Also, It's very important to listen to people around, in the canteen for example. A good communicator will notice those details that enable him to design his communication project.

A communication office has to define its mission and vission, to set its goals and indicators.

4)Resources
The resources that will manage the internal communications office must be approved by the Board, though previously worked by the new internal communications head and the Human Resources Manager. They should have based the project in the current business situation and that will give them a glimpse of those human, economic and material necessary resources.

5)Lauching internal branding
Since I am an advocate and practitioner of internal branding, I see workers as real internal customers who try to satisfy their effective and real information necessity, and in change they will adopt some kind of behaviour wished by the company. That's why I believe that it is necessary to develop an internal communications brand that focus the main communications k-drivers.

I undestand k-drivers as those elements that define the internal brand in people's mind

Lets take account that internal communications function is a facilitator for the company. Its main targets are the managers, who need fresh internal trends to take decisions later.