I am conducting a study on the impact of public relations programs on the image profile of hotels.
The construct of corporate image is difficult, because of its fluidity. Corporate image depends on perceptions of internal and external stakeholders, of corporate and organizational identity, of identification with organization and of corporate culture. It is managed by the communication of organization and must be the reflection of organization reality - practices, politics.
Don't know if this would help:
https://www.researchgate.net/publication/260927711_Building_Corporate_Image_Using_Constructs_of_Optimum_Personality?ev=prf_pub
Article Building Corporate Image Using Constructs of Optimum Personality
1. Clientele
2. Location
3. Corporate Social responsibility
4. Promotional activities which would include not just PR but an integrated approach.
These things come to my mind now. Hope it is helpful
Corporate image is best considered in association with an organization's vision and culture. And, one should find out where these valuable props are out of kilter.
- Vision and Culture. Does the organization practice the values its holds up? Does its vision inspire its culture?
- Image and Vision. Who are the stakeholders? What do they expect? Does the organization convey its vision to them effectively?
- Image and Culture. What image do stakeholders associate with the organization? How do the personnel and stakeholders interact? Does the personnel fuss about what stakeholders think?
Misalignment between vision and culture would reveal that the organization pursues a strategic direction that its personnel does not understand or support (or, worse still, that the vision is too grand); the gap would represent a rift between rhetoric and reality. Misalignment between image and vision would reveal discrepancies between the image that stakeholders have of the organization and the vision that the organization's managers promote; the gap would suggest disregard for stakeholders. Misalignment between image and culture would signify confusion among stakeholders about what the organization stands for; the gap would mean that the organization does not satisfactorily put what it preaches into effect.
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