Corporate digital communication july 2020 CIM ASSIGNMENTS

Corporate Digital Communication (2305)- July 2020 Membership ID 40058765
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Table of Content
Table of Content ...........................................................................................................................................4
List of Figures...............................................................................................................................................7
List of Tables ................................................................................................................................................8
List of Abbreviations ....................................................................................................................................9
1(a).1 Organizational Summary..................................................................................................................12
1(a).2 Organizational Type .........................................................................................................................12
1(a).3 Vision Mission & Values of Governors Camp.................................................................................12
1(a).4 Products & Services .........................................................................................................................12
1(a).5 Governors Camp Customer Base .....................................................................................................12
1(a).6 Financial Analysis of Governors Camp to identify areas to improve...............................................12
1(a).7 Competitor Response Analysis.........................................................................................................13
1(a).8 Digital media analysis & Ratings .....................................................................................................13
1(a).9 Justification of selecting developing customer loyalty as the theme................................................13
1(a).10 Stakeholder Analysis......................................................................................................................13
1(b).1Understanding Governors Camp Brand Identity...............................................................................14
1(b).2 Brand Identity Mix for Governor’s Camp........................................................................................14
1(c).1Stakeholder Analysis to understand power & interest among stakeholders......................................16
1(c).2 Stakeholder Analysis to understand role of Stakeholders to influence and moderate corporate
reputation ....................................................................................................................................................16
2(a).1 Understanding interconnection between culture, strategy& corporate identity with corporate
reputation ....................................................................................................................................................20
2(a).2 Critical evaluation of Governors Camp organization structure........................................................20
According to Appendix 3 GC can be identified as organization which shows hybridized qualities of
matrix structure and geographic structures. GC shows 90% matrix structure and only GC operational
division is structured in geographically to operate freely and flexibly. Following figure shows analysis of
GC organizational structure according to Mintzberg (1983) organizational structure model. ...................20
2(a).3 Critical evaluation of Governors Camp Corporate Positioning........................................................21
2(a).4 Critical evaluation of Governors Camp Corporate Culture..............................................................21
2(a).5 Critical evaluation of Governors Camp Corporate Strategy.............................................................22
2(a).6 Identification of existing gaps and strategies to bridge the gap........................................................22
2(b).1 Critical evaluation of Governors Camp existing corporate personality and propose needed
transformation in the personality using corporate personality scale to improve customer loyalty.............24

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2(b).2 Understanding GC current corporate reputation using Jobbers brand elements and propose brand
development strategy ..................................................................................................................................25
2(b).3 Critical evaluation of proposed corporate reputation and brand equity of Governors Camp using
triple bottom line & Carols pyramid of CSR ..............................................................................................25
2(b).4 Critical evaluation of stakeholder roles and importance in implementing strategic plan to improve
customer loyalty..........................................................................................................................................27
2(c).1 Evaluation of GC Brand Equity using brand asset evaluator model ................................................29
2(c).2 Use of Loyalty & Brand Dynamics Pyramid to measure GC brand equity with the use of
questionnaires influenced with reputation quotient ....................................................................................30
3(a).1 Critical evaluation of current global developments in digital trends and effects of it on stakeholder
behavior ......................................................................................................................................................34
3(a).2 Suggesting digital strategies for Governors Camp to gain higher customer loyalty ........................34
3(b).1 Critical analysis of the effectiveness of Governors camp existing media channels and implications
to improve efficiency using digital media trifecta ......................................................................................37
3(b).2 Identification of customer profiles that must be targeted through GC digital channels...................39
3(c).1 Customer journey mapping for Governors Camp to revamp the digital communication strategy...40
3(c).2 Proposing digital communications strategy for GC to enhance customer loyalty and corporate
reputation using combining 5D model and SOSTAC model......................................................................42
Appendix 1: PESTEL Analysis ..................................................................................................................54
Appendix 2: RepTrack System ( Corporate Reputation)............................................................................55
Appendix 3: Governors Camp Organizational Framework ........................................................................56
Appendix 4 : Cultural Web.........................................................................................................................56
Appendix 5: AC2ID Test to identify existing gaps.....................................................................................57
Appendix 6: Use of triple bottom line to understand GC current CSR status ............................................58
Appendix 7: Use of Carols CSR pyramid to understand GC current CSR status.......................................59
Appendix 8: Reichheld’s loyalty based cycle of growth used for GC........................................................60
Appendix 9: Average results of Questionnaire filled from GC customers to get the idea on elements of
Brand Asset Valuator..................................................................................................................................61
Appendix 10: Use of Brand Asset Valuator to Measure Governors Camp Brand Equity ..........................62
Appendix 11: Average results of Questionnaire filled from 30 GC employees to evaluate elements of
Loyalty & Brand Dynamics Pyramid combined with reputation quotient to measure brand equity ..........63
Appendix 12: Average results of Questionnaire filled from 50 GC customers to evaluate elements of
Loyalty & Brand Dynamics Pyramid combined with reputation quotient to measure brand equity..........64
Appendix 13: Global digital trends.............................................................................................................65
Appendix 14: Use of Digital Radar to understand GC current digital strategies and how the new trends
can be blended in ........................................................................................................................................66

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Appendix 15: Use of Mkinseys consumer journey model to evaluate Governors Camp website ..............67
Appendix 16: Governors Camp Website Analytics....................................................................................68
Appendix 17: Governors Camp Instagram analytics generated from Keyhole.com...................................69
Appendix 18: Governors Camp Facebook analytics generated from Socialbakers.com ............................70
Appendix 19 - Governors Camp Earned Media - Customer mentions and posts .......................................71
Appendix 20 - Governors Camp paid promotions and influencer marketing.............................................72
Appendix 21 - Governors Camp Customer Persona...................................................................................73

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List of Figures
Figure 1: Governors Camp Destinations around Sri Lanka........................................................................12
Figure 2: Governors Camp Revenue Generation propotions......................................................................12
Figure 3: Governors Camp Financial analysis for customer bases.............................................................12
Figure 4: Governors Camp Revenue Generation from Key Segments for 2018 ........................................12
Figure 5: Customer loyalty improvement benefits to GC...........................................................................13
Figure 6: Digital media analysis and ratings...............................................................................................13
Figure 8: Understanding the rationale of improving customer loyalty by analyzing financial projections 13
Figure 7: Stakeholder Analysis...................................................................................................................13
Figure 9: Brand Identity Mix for Governors Camp ....................................................................................14
Figure 10: Mendelow's Matrix....................................................................................................................16
Figure 11: Relationship between Culture, Strategy, Identity and Reputation.............................................20
Figure 12: Mintzberg organizational structure framework for Governors Camp .......................................20
Figure 13: Current Corporate position Source: Author generated..............................................................21
Figure 14: Cultural web analysis Source: Author generated ......................................................................21
Figure 15: Anfoff's Matrix..........................................................................................................................22
Figure 16: Transformed Vision, mission and values to enhance customer loyalty Source: Author
generated.....................................................................................................................................................24
Figure 17: Corporate Personality Scale Source: Author generated ............................................................24
Figure 18: Use of Jobbers Brand Elements to develop customer loyalty and engagement using brand
elements ......................................................................................................................................................25
Figure 19: Governors camp proposed position in CSR ..............................................................................25
Figure 20: Proposed strategic changes in GC CSR plan, Source: Author generated..................................26
Figure 21: Analysis of elements in Brand asset evaluator ..........................................................................29
Figure 22: Use of Loyalty & Brand Dynamics Pyramid to measure GC brand equity with the used
questionnaires influenced through reputation quotient...............................................................................30
Figure 23: Brand equity of GC from Employee perspective using Loyalty and brand dynamics pyramid
combined with reputation quotient .............................................................................................................31
Figure 24: Brand equity of GC from Customer perspective using Loyalty and brand dynamics pyramid
combined with reputation quotient .............................................................................................................31
Figure 25: Synchronization of digital trends to gain higher customer loyalty Source: Author generated..35
Figure 26: Governors camp customer persona ...........................................................................................40
Figure 27: Customer journey mapping for GC ...........................................................................................41

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List of Tables
Table 1: Vision, Mission & Values.............................................................................................................12
Table 2: Sector and Customer Base ( Based on interviews) .......................................................................12
Table 3: Competitor Response Analysis.....................................................................................................13
Table 4: Brand Identity mix1(c).1 Understanding the core values of Governors’ Camp ...........................15
Table 5: Understanding stakeholders and GC involvement role in maintaining cooperate reputation.......18
Table 6: Identification of strategies to bridge the gaps...............................................................................23
Table 7: Stakeholder roles in developing customer loyalty........................................................................28
Table 8: BAV model used dashboard to measure brand equity Source: Author generated........................29
Table 9: KPI to evaluate brand equity using loyalty & brand dynamics pyramid with reputation quotient
Source: Author generated ...........................................................................................................................32
Table 10: New global digital trends and applications of them to gain higher customer loyalty.................34
Table 11: Critical evaluation of effectiveness GC digital strategy to develop customer loyalty................36
Table 12: Proposed digital communication strategy for GC combining 5D strategy and SOSTAC model43

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List of Abbreviations
IT – Information Technology
AI – Artificial Intelligence
DM – Direct Messaging
VSEO – Voice Search Engine Optimization
SEO – Search Engine Optimization
UGC – User Generated Content

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To : Senior Management Team, Governors Camp Sri Lanka
From : Marketing Consultant, Governors Camp Sri Lanka
Date : 16th
June 2020
Subject :
Executive Summary :
Reformation of Governors Camp Sri Lanka digital channels to
develop customer loyalty.
Governors Camp Sri Lanka is a three star hotel chain which
offers unique experience with nature and serenity. They offer
three tourists famous destinations located closely to wild life
sanctuaries of Yala, Wilpattu and Udawalawa. Currently
Governors Camp is performing fairly well on social media
channels like Instagram and Facebook. When analyzing their
past performances it is identified that Governors camp showing
a weak spot in converting customers in to loyal category. Study
has revealed the reasons behind low customer loyalty and
endorsed strategic options to uplift the reducing customer
loyalty. As per the study enhancement carried out, customer
engagements through adventure activities, customer loyalty
systems and customized packages were suggested.

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1(a).1 Organizational Summary
Governors Camp Sri Lanka (GC) is a two
star lodge and camping network based in
Sri Lanka. Currently GC is operating from
three destinations which are exceptionally
closed to breathtaking wild life sanctuaries
in Sri Lanka, Yala, Wilpattu and
Udawalawa. GC is vast known among their
customer base for the extraordinary unique
experience camp offers to blend in with
nature.
1(a).2 Organizational Type
GC is a business registered as a Private Ltd
in Sri Lanka which controls under board of
Directors.
Figure 1: Governors Camp Destinations around Sri Lanka.
1(a).4 Products & Services
Below graph indicates that, how GC
diversified as a camping site through its
revenue distribution. Extra services are
added only as extensions to create a unique
experience.
Figure 2: Governors Camp Revenue Generation
propotions
1(a).5 Governors Camp Customer Base
In each service segment governors camp
customer approach bases differently as
follows.
Business Segment Customer Base
Leisure & Hospitality B2C, B2B
Out Bound Trainings B2B
Safari B2C, B2C
Kayaking B2C, B2C
Consumer Foods & Retail B2C, B2B
Table 2: Sector and Customer Base (Based on
interviews)
71%
8%
10%
4%
7%
Leisure &
Hospitality
Out Bound
Trainings
Safari
Kayaking
Consumer
Foods &
Retail
1(a).6 Financial Analysis of Governors Camp to identify
areas to improve
Figure 3: Governors Camp Financial analysis for customer bases
Figure 4: Governors Camp Revenue Generation from Key Segments for 2018
According to the above graph and illustration it can be
understood that revenue generation from existing customer base
is significantly low.
0
10
20
30
40
50
60
70
2014 2015 2016 2017 2018
Revenue
Generation from
one time
customers
(LKR,Mn)
Revenue
Generation from
existing
customer base
(LKR,Mn)
Total Revenue
Generation
83%
17% Revenue Generation from one time
customers (LKR,Mn)
Revenue Generation from existing
customer base (LKR,Mn)
1(a).3 Vision Mission & Values of Governors Camp
Vision Enhance lifestyles of all the stakeholders
Mission Bring nature to customers without disturbing the eco systems
Values
Cheerful Customers
Excellent Staff
Eco Systems
Perfectly Natural Destinations
Table 1: Vision, Mission & Values

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1(a).7 Competitor Response Analysis
Competitor Strengths Weaknesses Digital presence Future strategies
Governors Camp Sri
Lanka
Three different and
unique locations,
Excellent service,
Comparatively good
social media handling
No after sales tracking
or convincing existing
customers to revisit.
82 K Facebook likes,
10.8 K Instagram likes,
Website, Youtube,
Google, Linkdin, Pinterest
Add new unique
activities to locations
and launch a loyalty
scheme and app for
customers
Wild Coast Tented Lodge
Yala
Good social media
presence, amazing
content and unique
experience
Only operating from
single destination
21K Facebook Likes
20.6K Instagram
Followers,
Opening new lodges at
Wilpattu, and Bundala
Che Adventure Park
Well known for out
bound trainings with
unique experiences like
flat water rafting,
kayaking, high rope
activities
Not much active on
Instagram. Not known
for premium services.
209K Facebook likes, 4.6
Facebook rating, only 385
followers in Instagram,
and 49 followers in
Linkdin
Opening up new
destination at Wilpattu
with increased service
quality. Focus on
Instagram in social
media platforms
The Backwaters Lodge
Beautiful location at
Wilpattu and amazing
setup in the location
Less digital presence
and only one
destination to offer
7.5K Facebook likes, .6
Instagram followers
Increase service
quality and digital
presence
Table 3: Competitor Response Analysis
Understanding competitor responses and future strategies is important for Governors Camp to thrive success.
1(a).9 Justification of new theme selection of ‘Developing
customer loyalty’
According to GC financial analysis, it is operating with a leaking
bucket. GC was able to convert numerous number of potential
customers as consumers and yet failed to hold them and resell
existing or other products. Improved customer loyalty would
develop following aspects in the GC according to many authors
(Chen, 2015; Schultz and Block, 2015)
Figure 5: Customer loyalty improvement benefits to GC
Figure 7: Understanding the rationale of improving customer loyalty by analyzing financial
projections
0
10
20
30
40
50
60
70
2019 2020 2021 2022 2023
Projected Revenue
Generation from one time
customers (LKR,Mn)
Projected Revenue
Generation from existing
customer base with
improved loyalty (LKR,Mn)
Projected Revenue
Generation from existing
customer base without
improving customer loyalty
(LKR,Mn)
1(a).8 Digital media analysis & Ratings
1(a).10 Stakeholder Analysis
Figure 8: Stakeholder Analysis
Figure 6: Digital media analysis and ratings

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1(b).1 Understanding Governors Camp Brand Identity
It is crucial GC to evaluate current corporate reputation, brand image and identity and refocus it to stay
relevant in the industry. Kapfere’s brand identity mix (2008) has been used in order to understand the
brand identity of GC.
Figure 9: Brand Identity Mix for Governors Camp
1(b).2 Brand Identity Mix for Governor’s Camp
Identity mix deeply evaluates vital elements of corporate identity in Governors Camp.
Corporate identity mix Current Situation Critical Evaluation
Symbolism
Logo and
current set up of
Governors
Camp
GC has a very simple logo with a walking
tusker right in the middle. It uses black and
white with green to enhance the idea of natural
authentic experience.
GC has three different rates for
destinations. That confuses
customers and having varied rates
and varied standards may sometimes
confuse the brand positioning
(Armenakis et al,1996; Lynn, 1999).
GC is appealing to the groups between 25-40
who loves to mingle with nature and seeks
guaranteed comfortable experience. Both logo
and the brand name convey the same message
to the target audience.
Logo colours enhance natural feeling and use
of the tusker gives the feeling of majesty,
warmth, and uniqueness.
Communication
Marketing
Communication
Target Audience - Age 25-40 Nature loving
travelers
Not using Green concepts in
marketing

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Modes of communication - Facebook,
Instagram, Email, Website
No integrated packages between
three destinations where one can
book whole three or two as a
combined package (Khare, 2014;
Roper, 2013)
Communication Purpose - Marketing,
Promotions, Service standards, Unique
experience, Related Activities
Communication Style - Informal , casual
Total number of posts on Instagram - 287
Management
Communication
Target Audience - Internal stakeholders,
suppliers, service providers like safari drivers,
OBT trainers
Lack of two way communication
and discussion forums to understand
existing issues. If the management
can plan forums or time slots to
discuss with the employment and
suppliers on their suggestions and
requirements that may enhance
organization standards heavily (Lee
& Suh, 2020; Grove, Carlson &
Dorsch, 2002).
Modes of communication - Emails, offers,
meetings, conferences
Communication purpose – Intense
stakeholders engagement and maximize out
put towards the organization
Communication style - Semi Formal
Let employees and suppliers express
themselves freely to the Governors camp
management.
Develop digitalized internal
platform where employees can
suggest, inquire and complain on
matters rising day to day.
Behavior
Corporate
Communication
Target Audience - Share holders and media Having a crisis management strategy
to overcome predictable crisis
situations (Dryll, 2017)
Modes of communications - Website, Annual
report, Shareholder annual report
Communication Purpose - Formal
Formal
Semi Annual shareholder meetings Develop digital platform to connect
shareholders with current statistics
and updates
Perceived
Employees are treated as the heart of the
organization
Use only green energies such as
solar energy to power all three
destinations. Restrict bringing in
plastics and PVC to the destinations
(Hopp, 2018)
Environment friendly practices
Services are gained from certified and
experienced service providers only
Informal
Staff reviews are taking constantly CSR activities to promote tree
planting and conserving fresh water
systems in Sri Lanka.
Open door policy is practicing where
employees can raise their concerns
Table 4: Brand Identity mix1(c).1 Understanding the core values of Governors’ Camp

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1(c).1Stakeholder Analysis to understand power & interest among stakeholders
In order to understand stakeholders’ influential power and their interests towards the organization
Mendelow’s Power and Interest model (1991) has been used.
Figure 10: Mendelow's Matrix
1(c).2 Stakeholder Analysis to understand role of Stakeholders to influence and moderate corporate
reputation
Following analysis is carried out to understand organizational needs, stakeholder needs and understand
their combination in achieving better corporate reputation.
Stakeholder
Personal
requirements
Organizational Need
Impact on
customer retention
and loyalty
Perception
Employees
Hoteliers /
Caretakers/
Receptionists
Career excel,
Personal
development,
Recognition, Good
work culture,
bonus schemes,
good salaries
Working responsible and serve customers
perfectly are expected from the staff. If the
staff can create better connection with their
clients they would rate the GC better and it
would affect future conversion as most
foreigners and locals looks in to reviews
before booking a venue. Further it directly
relates with customer loyalty development.
With their positive
growth and positive
vibes GC will grow
towards excellence
and sustainability.
(Noto, G. and Noto,
L. 2019)
Positive
Directors and
Senior
Management
Prestige of
associating with
the brand,
recognition,
Professional
growth, job
satisfaction on
investment on a
developing
excellent brand,
Lifestyle
enhancement
Using their expertise knowledge to take
critical decisions that could change the
organizational path drastically. Constant
checkups and re strategize to meet targets in
time. Overcome crisis situations like Covid 19
with versatile strategies. Further they can take
crucial decisions in funds arrangements,
corporate loans, special investments and
approval of new projects. If GC to introduce
loyalty app for clients; director board must
approve the change and it should be supported
by senior management to process smoothly.
GC may generate
elevated revenues,
profits while
directors and senior
management may
get the personal
satisfaction and
prestige of leading
the innovation.
Further they would
get higher salaries
and dividends.
Positive

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Rivals
Competitors
To obtain higher
market share and
revenue
GC is expecting to gain better market share
and gain more revenue
Source: Author generated
Organizations who
operate with
advance strategy
will be gaining
higher returns and
market share. With
the proposed
customer loyalty
app GC can position
themselves strongly.
(Elias, A. 2016;
Ormiston et al,
2020)
Positive/
Negative
Customers
Consumers
Excellent service
& Unique
personalized
experience.
Continuous Bookings from existing customer
base. Constant flow of new customers into
the organization
If customers could
find excellent
service they would
visit GC. By placing
a loyalty scheme or
an app to be in
touch with them
would increase
rebooking.
Positive
Interconnected community
Suppliers
Better rates, More
sales
High quality supplies at low rate
Source: Author generated
Having reliable
sources may
increase the service
quality. In order to
implement the
proposed customer
loyalty app strong
IT provider with
excellent records
might be needed.
Neutral
Partners,
JV's, Brand
Ambassadors
Healthy brand
association,
benefits, royalty
fees
Offer better service with premium technology
channels through combined resources and
insights, increase the exclusiveness of the
brand
Enhanced
partnerships create
prudent, solid brand
visibility and
organization
strength. Increased
customer growth
and amplified
customer
engagements. Yet in
contrary negative or
unethical behaviors
of associated
brands, ambassadors
would impact
negatively on GC
(Wills et al, 1990)
Positive/
Negative
Public

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Governments
Operating in legal
backgrounds
Support industry with reduced taxes and less
interest loans
Government role in economy and industries
Possible industry
growth when the
government
supports industry
with reduced taxes
and low interest
loans. Vice versa If
the government
poses extra taxes
and puts many trade
barriers industry
may suffer (Zekos,
2003),
Positive/
Negative
Media &
Communities
CSR programs and
events that can
uplift the lifestyles
of communities
and surroundings
Help positive community growth and as a
result added brand value to GC
CSR programs with
positive impacts
will be loved and
eventually brand
will sustain organic
growth. If the GC
found with unethical
corporate practices
those will be highly
criticized and brand
reputation will be
tarnished.
Positive/
Negative
Trade
Organizations,
Standardizing
organizations
Settlement of
charges relate with
memberships and
certificates.
Standard conducts
of operations and
following healthy
corporate
governance.
Gain prestige and network expansion through
memberships. Earn customer reliability and
credibility through improved statuses
Improving brand
value through
healthy associations.
Sales growth
through premium
standards (De Paor,
2019; Zimon and
Madzík, 2019)
Positive
Table 5: Understanding stakeholders and GC involvement role in maintaining cooperate reputation
According to the above stakeholder analysis it is understood that different stakeholders connect with GC
based on different needs and the levels of impact vary based on conditions and reaction of GC. PESTEL
analysis of Appendix 1 describes how macro environmental factors impact on stakeholders and
developed intensity of their affect. With the above details it is understood that different stakeholders have
a different role in implementing the proposed change of customer loyalty development and introduction
of “Governors Camp Loyalty App”.

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2(a).1 Understanding interconnection between culture, strategy& corporate identity with corporate
reputation
Following illustration is created referring multiple authors to understand correlation between culture,
strategy& corporate identity with corporate reputation.
Figure 11: Relationship between Culture, Strategy, Identity and Reputation
2(a).2 Critical evaluation of Governors Camp organization structure
According to the context of Appendix 3, GC can be identified as an organization exhibiting hybridized
qualities of matrix structure and geographic structures. GC shows 90% matrix structure and except the
operational division is geographically structured to operate in flexibility and independently. Following
figure shows analysis of GC organizational structure according to Mintzberg (1983) organizational
structure model.
Figure 12: Mintzberg organizational structure framework for Governors Camp

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2(a).3 Critical evaluation of Governors Camp Corporate Positioning
In order to evaluate GC current corporate positioning; RepTrack (Corporate Personality Scale) has being
carried out in Appendix 2. Further analyzing its results overall corporate position has been drafted as
follows (Akbari et al, 2019; Wang, 2017).
Figure 13: Current Corporate position Source: Author generated
According to the figure.13 GC is currently lacking cooperate citizenship and corporate leadership (Castro,
Bande, and Kimura, 2019). Although corporate performances rated excellent, GC needs to be focused on
weak to average performing areas to gain a better improved competitive position (Pfister, Schwaiger and
Morath, 2020)
2(a).4 Critical evaluation of Governors Camp Corporate Culture
Cultural web analysis has been carried out in Appendix 4 to understand the GC organizational culture.
Following illustration is showcasing the levels of strength in GC cultural elements. Further evaluation
indicates GC high strength in stories and symbols while weakened in power and control. According to
Ferray (2019) it is suggested to enhance weak elements to build better positioning.
Figure 14: Cultural web analysis Source: Author generated

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2(a).5 Critical evaluation of Governors Camp Corporate Strategy
Anfoss’s Matrix has been used to further understand GC’s strategic position. As per the below illustration
GC is currently practicing diversification strategy to solidify competitive position among the rivals.
According to Wan Hoskisson (2003) continuing same diversification strategy may impact favorably to
gain higher customer loyalty for GC in long run.
Figure 15: Anfoff's Matrix
2(a).6 Identification of existing gaps and strategies to bridge the gap
Gap Description Strategies to reduce existing gap
Leadership
Style
In the beginning GC had a hybrid leadership between
coaching and democratic styles, which helped them to
have many sessions to innovate and restructure using
bottom up approach.
But currently GC seems drifting towards autocratic
leadership style by moving to top down practices.
Start one on one sessions with each employees
and experienced HR personals. Influence
departments and destinations to have weekly and
monthly meetings to discuss existing issues and
strategies. Reward and recognize excellent ideas
and findings. (Inyang, Agnihotri, and Munoz,
2018; Chen, Eriksson, and Giustiniano,2017)
Corporate
culture
Employees have expressed emotions on uncertainties of
their development. They complain about lack of
organization initiatives on personal and professional
progress. Further not having good recognition for the
excellent service rendered is another matter.
Introduced bonus schemes, Training programs,
Corporate loan system, Corporate education
support system, Housing loan scheme, Annual
award ceremony, and one on one Life coaching
sessions will help to improve employee personal,
professional and spiritual wellbeing (Abdul,
Sambasivan, and Johari,2003; Kwarteng, and
Aveh, 2018)

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Innovation At the start GC came up with amazing innovations and
currently failing to produce same level of innovative
technology.
Introduce innovation targets system for each
department to achieve and implement, Further
adjust and sponsor organizational culture to
support innovation. Recognize successful
innovators and reward. (Aaltola, 2018).
CSR Since its inception GC has not used strategic approach
in CSR to leverage a competitive advantage
GC sites are located near world renowned wildlife
sanctuaries of Sri Lanka. Hence GC can easily
come up with unique wildlife conservation
projects like leopard conservation, elephant
conservation or crocodile conservation. They can
even open treatment/rescue units and that can be a
huge tourist attraction (Lindholm, 2018).
Customer
retention
GC doesn’t possess strategic methodology to keep
engaged with existing customer base, push them
towards more bookings and make them explore more.
Can be identified as a huge gap in GC. They work
hard to attract potential customers, engage them
and convert as clients. Then suddenly leave them
and search for fresh customers. So if GC can
introduce a loyalty scheme using an app to do
reorders with discounted rates it will be a huge
achievement to hold existing base. Further GC can
offer customers the ability to introduce new
customers and gain bonus points or special offers
(Zineldin, 2006).
Table 6: Identification of strategies to bridge the gaps

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2(b).1 Critical evaluation of Governors Camp existing corporate personality and propose needed
transformation in the personality using corporate personality scale to improve customer loyalty
Considering multiple author views on customer loyalty development and sustainability it is proposed to
change Vision, mission and values of GC as follows (Chen, 2015; Schultz and Block, 2015).
Figure 16: Transformed Vision, mission and values to enhance customer loyalty Source: Author generated
Corporate personality scale is used to critically evaluate GC corporate personality from employees and
customers perspective. (Banerjee, & Phau, 2016).
Figure 17: Corporate Personality Scale Source: Author generated
Considering the above illustration both customers and employees have a close outlook on GC except in
chic. This alteration shows that employees don’t sense elegance of the brand. Reasons behind that can be
due to the fact, not getting enough recognition or development in their individual and professional career
according to Tran et al (2015). In order to develop customer loyalty GC must bridge existing gaps in
customer personality (Viktoria and Kenning, 2014).

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2(b).2 Understanding GC current corporate reputation using Jobbers brand elements and propose
brand development strategy
Figure 18: Use of Jobbers Brand Elements to develop customer loyalty and engagement using brand elements
Aligning GC brand elements to promote engagements and customer loyalty may influence on customer
loyalty positively.
2(b).3 Critical evaluation of proposed corporate reputation and brand equity of Governors Camp
using triple bottom line & Carols pyramid of CSR
According to multiple authors’ corporate reputation and brand equity heavily depends on CSR strategy
that the organization is practicing. As per the above analysis GC current position in CSR is identified
using Carols CSR pyramid and triple bottom in Appendix 6, 7 (Hidayati, 2011)
Figure 19: Governors camp proposed position in CSR
In order to achieve proposed positioning in CSR following changes are proposed in the GC strategic CSR
plan.

Page | 26
Figure 20: Proposed strategic changes in GC CSR plan, Source: Author generated

Page | 27
2(b).4 Critical evaluation of stakeholder roles and importance in implementing strategic plan to
improve customer loyalty
Reichheld’s loyalty based cycle of growth has used in Appendix 8 to understand how loyalty is improved
among major stakeholders in internal organization.
As per the above strategies it is certain that each stakeholder has a different role in GC to enhance
customer loyalty. Success of any strategy depends on overall effort and commitment given by each and
every stakeholder.
Stakeholder
Role in
change
management
Role in leading the customer loyalty development
Importa
nce of
stakehol
ders to
reach set
goals
Ability of
stakehold
ers to
perform
better
than
expected
Employees
(Hoteliers /
Caretakers/
Receptionists)
Strategic
team
members
It doesn’t matter how much of money and effort invested by the
organization to improve customer loyalty if employees can’t
deliver up to the expected levels. So strategically handling
employees will be a key point in developing customer loyalty
(Hsiao, Ma, and Auld, 2017).
Source: Hertzberg Hygiene & motivation factors
High High
Directors
Strategic &
Monetary
sponsor
Directors take strategic and finance decisions to endorse
implementation of the project. Further their influence can
motivate whole organization to drive towards development of
customer loyalty. Complications created from crisis situations like
Covid 19 can blur the focus of directors towards GC (Miller,
2019)
High Middle
Management
Project
management
Strategic guidance of the project from ground level. Strategic
decisions and adjustments from base to deliver better task oriented
deliverables (Melnick, 2011).
High High

Page | 28
Rivals
Counter
strategies
Competitors may counter strategized on ethical grounds. This may
enhance the level of whole industry (Paterno, and Gutierrez,
2000).
Low Low
Customers Reviewers
Clients positive and negative feedbacks will help GC to provide
much more focused service. As the proposed corporate change is
towards improving customer loyalty, knowing them better and
thorough is vital.
High Low
Interconnected
community
(Suppliers ,
Partners, JV's,
Brand
Ambassadors)
Service
providers and
strategic
partners
Having ethical, quality service providers, partners and brand
associations may increase the overall brand image and ability of
Governors camp (Hoyt, and Huq, 2000).
Middle Middle
Government,
Media &
Communities,
Trade
Organizations,
Standardizing
organizations
Regulatory
bodies
Regulatory bodies may keep an eye on GC ethical and standard
practices. While implementing the process if GC deviated out of
legal or in ethical aspects these parties may heavily criticize and
take legal actions. Yet if everything happens in order these bodies
would embrace GC (PR Newswire, 2016)
.
Middle Low
Table 7: Stakeholder roles in developing customer loyalty

Page | 29
2(c).1 Evaluation of GC Brand Equity using brand asset evaluator model
Brand asset valuation model measures four different elements as Differentiation, Relevance, Esteem and
knowledge. According to the model; differentiation and relevance correlates with brand strength while
brand esteem and knowledge correlates with brand stature. To understand level of each element a
questionnaire has been generated by the author and results of hundred consumers were analyzed in
Appendix 9 to get a better understanding. Taken results into the consideration, below are the levels of
brand differentiation, relevance, awareness and esteem of GC.
Figure 21: Analysis of elements in Brand asset evaluator
According to the gained knowledge GC is not significantly strong in brand awareness. Brand Asset
Valuator has used in Appendix 10 to evaluate GC current BAV positioning and to understand projected
positioning.
Monitoring brand equity using BAV is proposed to proceed using following dashboard.
- 1.00 2.00 3.00 4.00 5.00 6.00 7.00 8.00
Brand Differntiation
Brand Relevance
Brand Awareness
Brand Esteem
Table 8: BAV model used dashboard to measure brand equity Source: Author generated
1st
Quarter
2nd
Quarter
3rd
Quarter
4th
Quarter
1st
Quarter
2nd
Quarter
3rd
Quarter
4th
Quarter
1st
Quarter
2nd
Quarter
3rd
Quarter
4th
Quarter
Brand
Differentiation
6.2 6.25 6.3 6.3 6.5 6.5 6.7 6.7 6.8 6.8 7.1 7.1
Brand
Relevance
6.4 6.4 6.5 6.5 6.7 6.7 6.8 6.8 6.9 6.9 7.05 7.05
Brand
Awareness
6.8 6.8 6.9 6.9 6.97 6.97 7.1 7.1 7.3 7.3 7.4 7.4
Brand Esteem 6.4 6.4 6.5 6.5 6.8 6.8 6.9 6.9 7.1 7.1 7.3 7.3
Brand Element
Scale 1-10
Median value of Each month from customer ratings
2020 2021 2022

Page | 30
2(c).2 Use of Loyalty & Brand Dynamics Pyramid to measure GC brand equity with the use of
questionnaires influenced with reputation quotient
GC is expected to develop its customer loyalty to outgrow revenue. Hence evaluating brand equity using
customer loyalty and brand dynamics pyramid will be an advantage. Data has been gathered using
questionnaires influenced by the reputational quotient to add more versatility to the analyzing tool.
Following illustration shows how the two models have been combined to generate an advanced tool
(Costa, 2008; Ratnatunga, 2005).
Figure 22: Use of Loyalty & Brand Dynamics Pyramid to measure GC brand equity with the used questionnaires influenced
through reputation quotient
Questionnaire on Appendix 11 & Appendix 12 from employees and customers shows the combination
of two tools and how the data has been depicted. Following illustrations showcase results of the analysis.

Page | 31
Figure 23: Brand equity of GC from Employee perspective using Loyalty and brand dynamics pyramid combined with reputation
quotient
Figure 24: Brand equity of GC from Customer perspective using Loyalty and brand dynamics pyramid combined with reputation
quotient
As per both analyses it is identified that Bonding and Advantage showing relatively low ratings at
present. In order to develop customer loyalty and engagements following projections have been proposed
to achieve through anticipated strategy (Raut, and Brito, 2014; Rajagopal, 2009)
Presence
Relevance
Performances
Advantage
Bonding
80
78
72
65
63
Presence
Relevance
Performances
Advantage
Bonding
83
82
75
70
65
0
10
20
30
40
50
60
70
80
90
100
Presence Relevance Performances Advantage Bonding
Employee Perspective 90 88 82 75 73
Customer Employee 93 92 85 80 75

Page | 32
With the set targets following KPI tool measure deviances from determined goals and it may help GC to
progress towards enhanced customer loyalty and brand equity.
Table 9: KPI to evaluate brand equity using loyalty & brand dynamics pyramid with reputation quotient Source: Author
generated
(1-10)
Emotional
Appeal
Products &
Services
Vision &
Leadership
Workplace
Environment
Financial
Performances
Social
Responsibility
Presence 8 7 8 8 8 5
Relevance 7 8 7 7 7 5
Performances 7 8 7 7 7 5
Advantage 8 7 7 7 7 5
Bonding 7 8 7 7 7 5
Bonding 8 8 8 8 8 4
Advantage 8 7.5 7.5 7.5 7.5 7
Bonding 7 8 7.5 7.5 7.5 7
Bonding 8 8 8 8 8 6
Advantage 9 8.5 8.5 8.5 8.5 8
Bonding 8 9 8.5 8.5 8.5 8
Presence 8.5 8.5 8.5 8.5 8.5 7
Relevance 8.5 8.5 8.5 8.5 8.5 7
Performances 8.5 8.5 8.5 8.5 8.5 7
Advantage 8.5 8.5 8.5 8.5 8.5 7
Bonding 8.5 8.5 8.5 8.5 8.5 7
2022
Brand Equity from Consumer Perspective (Projected)
Brand Equity from Employee Perspective (Projected)
2020
Brand Equity from Consumer Perspective
Brand Equity from Employee Perspective
2021
Brand Equity from Consumer Perspective (Projected)
Brand Equity from Employee Perspective (Projected)

Page | 33

Page | 34
3(a).1 Critical evaluation of current global developments in digital trends and effects of it on
stakeholder behavior
Digital trends of any existing organization may affected by environmental trends in the international
context. Illustration in Appendix 13 analyses latest digital trends while below chart critically evaluate
upon the effect of them in creating enhanced customer loyalty for GC.
Digital Trends How they can be applied for GC to enhance customer loyalty
AI AI driven customer loyalty app can be created and it will create exclusive relationship with
customers in package selections, offers and complain handling (D’Mello, 2018; PR
Newswire, 2019)
5G 5G technology may use to power existing systems and enhance the efficiency. It will develop
user experience (Business Wire, 2019).
User generated contents Photo and video competitions to engage with clients. Useful under Covid19 repercussions
(Ana and Istudor, 2019; Chergei, 2018).
Micro-influencer marketing As micro influencers have higher engagement rates they can be used to gain higher
conversions (Phelon, 2018).
Social Commerce GC customer loyalty app can be combined with social media and allow consumers do the
reservation bookings at their convenience conversely enhancing user experience (Ram & Liu,
2019)
VSEO When Voice SEO is adopted users get chances of doing inquiries over the voice searches.
This will give a premium user experience resulting developed customer loyalty (Rehkopf,
2019; SEBRING, 2019).
Direct Messaging Enabling DM on Instagram, Facebook accounts would amplify customer engagements
resulting developed customer loyalty PR Newswire (2014).
Table 10: Latest global digital trends and related applications to gain higher customer loyalty
3(a).2 Suggesting digital strategies for Governors Camp to gain higher customer loyalty
Main objective of creating new digital strategy for GC is to gain higher customer loyalty. In order to
reach this task; digital channels, new trends and features must be well synced with each other. Digital
marketing radar in Appendix 14 analyses the priorities of each and every digital channel to the
organization. Following illustration shows how the above discussed trends are well blended into GC
context to gain optimum results.

Page | 35
Figure 25: Synchronization of digital trends to gain higher customer loyalty Source: Author generated
RACE analysis has been used below to understand the effectiveness proposed digital strategy in creating
better customer loyalty.
RACE
Buyer
Stage
Proposed digital strategy transformation Success rate measurement
Reach Exploration
VSEO Unique visitors, Organic
engagements development
(Rehkopf, 2019)
Micro Influencers Value per vast and
engagements increase (Phelon,
2018).

Page | 36
Address target markets in unique ways Followers and engagements
development, UGC increase
Chergei, 2018).
Targeted promotions
Events and competitions to develop UGC
Sharing client referrals on social media
Act
Decision
making
AI driven GC Loyalty App
Increased GC-App downloads,
Increased inquiries
Inquiries can be made via referral links of micro influencers
Inquiries through social media DM's
Website & Social media reconfiguration and optimization
Increased number of leads per
promotion
Special offers, promotions through loyalty app
Convert Purchase
AI powered 5G powered GC Loyalty App
Increased number of app
installments, inquiries and
bookings. Better user
experience (Meire, et al.
(2019)
Bookings through influencer referral links
Bookings via social media DM's
Bookings can be made via a phone call
Engage
Repeat
sales
Personalized promotional campaigns for existing customer
groups through data analytics on AI
Ratings, Repeat purchases
may grow, Advocacy and new
client introductions via loyalty
app will be boosted, Enhanced
user experience may resulted
in higher customer loyalty
(Thongmak, 2019)
Bundle packages for different destinations to offer with
special adventure activities based on AI analytics and big
data.
Table 11: Critical evaluation of effectiveness GC digital strategy to develop customer loyalty

Page | 37
3(b).1 Critical analysis of the effectiveness of Governors camp existing media channels and
implications to improve efficiency using digital media trifecta
Under this task, present GC digital channels have been critically assessed to understand their ability in
engaging with users to gain sales and repetitive sales. Existing channels are categorized as follows to
identify their roots.
Channel
Sri Lankan
context Global context GC Current performances Recommendations
Owned media
Instagram
(Smart insights,
2020).
Hootsuite (2019).
10k followers, Appendix17
contains descriptive analysis
generated from Keyhole
Host a social media competition
which will be synced through
proposed loyalty app to induce
repeat sales with a discounted
rate. Furthermore, special rate
offer to Covid19 frontline
fighters as a special gratitude.
(Schaefers, 2020; Webster,
2020).
Facebook
82k likes, Appendix18
illustrates the analysis
generated via Socialbakers
Youtube Less than 1k subscribers.
Insightful content available
Create quality, contextualized
content which would promote
loyalty app in the end to get
connected. (Witzig, Spencer,
and Galvin, 2012).
LinkedIn
Only few connections. Seems
like since Instagram and
Facebook doing pretty well,
not much focus was given.
Proposed
Customer
Loyalty App
Yet to Launch
This would link all social media
channels and website into a
single point to increase
customer engagement. Special
discounts, unique offerings may
enhance customer loyalty.
(Pick, and Schreiner, 2020).

Page | 38
Website
Appendix15 critically analyses website performances and strategies on Mckinsey consumer journey model
while Appendix16 illustrates technical analysis of website done through Gtmetrix
Earned media
Mentions
In the local level and global level people tend to share, post, photos, and
videos or repost their lifestyles and unique experiences. Since GC is
creating a unique experience for its clients, they are already hitting fare
amount of posts, shares and created contents. Appendix 19 shows some
of the posts published by clients
Launch consistent competitions
to share best experiences at GC
with reward offering (Meire et
al, 2019).
Shares
Reposts
Reviews
Vlogs
Paid Media

Page | 39
Website
advertisements
Currently GC is not much focused on this strategy as social media platforms are rewarding them well.
Social Media
Ads
Paid content
promotions
Currently GC is heavily investing on social media content promotions
and paid influencers. Appendix 20 illustrates some of the influencer
campaigns conducted in the recent past.
Get local and global level micro
influencers to touch exact niche
markets. While hitting their
offerings to get loyalty app
promoted through onetime
offer. (Veirman, Cauberghe,
and Hudders, 2017).
Paid influencers
Social Media Tools
Social Bakers
Useful in campaign tracking, influencer tracking and competitor analysis. Valuable in handling GC social
media platforms.
Keyhole Another versatile tool in handling social media channels
Tools for Website
Google Ads Handy in controlling SEM
Google Analytics
and data studio To gain powerful insights on content and marketing campaigns
Google Page
speed Fine-tune the website
Yext Reviews To analyze and asses reviews
Lucky Orange Use in identifying behavioral patterns on the website
3(b).2 Identification of customer profiles that must be targeted through GC digital channels
Understanding ideal customer persona helps any organization to optimize its digital channels to gain
maximum output. Following customer persona is a summarized version of Appendix 21 to understand
ideal customer persona for Governors Camp.

Page | 40
Figure 26: Governors camp customer persona
3(c).1 Customer journey mapping for Governors Camp to revamp the digital communication
strategy
Mapping customer journeys may help GC to revamp their digital communication strategy in much
focused way. Below customer journey map is carried out by author to evaluate the current performances
and existing loop holes.

Page | 41
Figure 27: Customer journey mapping for GC
Above customer journey showcases existing gaps and existing digital processes in the GC. Following
digital marketing strategy is developed to generate better consumer experience and enhance loyalty.

Page | 42
3(c).2 Proposing digital communications strategy for GC to enhance customer loyalty and
corporate reputation using combining 5D model and SOSTAC model
Following analysis critically evaluates the current strategy and proposed strategy using the 5D model.
Author has suggested strategic action plan and monitoring methodologies following SOSTAC model.
Elements of
5D Strategy
Current Strategy Objectives Proposed Strategy Tactics & Action plan Monitoring
methodology
Digital
Devices
Source: Statista (2019)
Generate
highest
amount of
engagements
and enhance
customer
loyalty using
digital
platforms and
channels
efficiently.
Manage all
stakeholders
efficiently
while ensuring
growth &
sustainability
of GC
Source: Statista (2019)
Since main device to
access GC are smart
phones, website, and
proposed loyalty app will
be optimized to fit for a
mobile app.
Other devices Laptops,
Tablets (Marketwired,
2014)
Source: Author
generated illustration
KPI, Google
Analytics, Social
bakers
Digital
Platform
Source: Statista (2019) Source: Statista (2019)
Major platforms in the
proposed digital
transformation are
Instagram and proposed
customer loyalty App.
Digital
Media
Source: Author
generated illustration
Paid, Owned & Earned media must be well tuned to
generate higher growth and sustainability in GC.
Customer loyalty app is proposed to be launched in
order to enhance customer loyalty and handle
internal, external stakeholders smoothly.
Following illustration shows how each and every
media is re arranged to communicate with
stakeholders efficiently (Obednikovska, Sotiroski,
and Gjorgjioska, 2019)
All medias and
Apps to be
connected to
Google analytics
and Data studio
to gain
comprehensive
analytics

Page | 43
Source: Author generated illustration
Digital
Data
Current Engagement
rates, post engagements,
promotion progresses,
Website speed and
conversion rates are
tracking.
Get good
insight about
digital
channels and
revamp the
strategies
accordingly.
Data will be gathered through Google analytics &
below mentioned technologies.
Conversion rate,
loyalty app
downloads,
customer
journey mapping
through app,
Repeat sales
(Sebring, 2020)
Digital
Technology Google Analytics synced GC Customer Loyalty App
GC Customer Loyalty app will be synced with Google analytics and the entire existing social media networks to
collect useful customer information. Using this strategy GC will get the opportunity to collect 3rd
party sensitive
information like contact numbers, sharing patterns, buying behaviors, preferences and personal details. With the
privacy policy of GC Loyalty App, clients authorized sensitive data will be used in optimizing GC digital
channels to offer personalized offering (Chakraborthy, 2018, Aimiuwu, 2016).
Digital
Technology
Hootsuite
Hootsuite will be used to track social media channels, add campaigns, influencers, events, user generated contents
mentions and analyze them to develop well trimmed analysis.
Table 12: Proposed digital communication strategy for GC combining 5D strategy and SOSTAC model

Page | 44

Page | 45
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Page | 54
Appendix 1: PESTEL Analysis
Factor Driver Implication Impact
Political
Political instability
Can impact negatively and the organization
should track trends & updates in regular basis
Negative
Taxation Must adhere with them Negative
Negative travel advises from the government Must improve backup procedure and safety Negative
Economical
Depreciation of currency
Effective marketing campaigns will still attract
potential clients
Negative
Most of the markets are disrupted due
Covid19
Having a risk management plan to approach
such issues will be an advantage
Negative
Social
Social gathering pattern changes due
Covid19 outbreak
Improved safety measures can change
customer mind
Negative /
Positive
Easter bombings of Sri Lanka distressed the
locals travel trends
Stay cautious and knowledge of basic safety
may give positive results
Negative
People love to get out of the stress and relax
in wild
Being the safest solution to get rid of stressful
surroundings would attract clients
Positive
Technological
Good use of social media content in
marketing
Emphasis on relaxation, premium standards,
safety and natural experience would create
more leads
Positive
Lack of Loyalty scheme or application to
track & promote rebooking.
Proposed to develop loyalty app and
promotional scheme with referrals to keep in
touch
Negative
Environmental
Green energy usage is trending in the world Use solar energy to power all facilities Positive
Zero carbon emission processes are loved by
consumers
Introduce CSR campaigns for saving wildlife
and plants with tree plantation programs
against deforestation
Positive
Law
Quarantine situation for travelers from
certain countries
This will impact negatively on foreign sales Negative
No travel policy is practiced in many
countries including Sri Lanka due lock down
As Sri Lankans won’t be able to travel abroad,
would need safe and exclusive destinations
inside the country like Governors camp to
spend vacations
Positive/
Negative

Page | 55
Appendix 2: RepTrack System (Corporate Reputation)
Dimension Attribute Description
Impact to
CR
Overall
rating
(1-5)
Leadership
Reporting
mechanism
Mainly top down management practices with management take
the decisions by considering employee requirements. Though
their approach seems novel it’s like they have stuck in few
management practices by not taking bottoms down and external
stakeholders view.
-1
2
Leadership styles
Initially they have taken innovative leadership then gradually
shifted to autocratic leadership style where creativity is
reduced.
-1
Risk Takers Tries to play safe in niche market without pushing the limits 1
Services
Quality Good customized and unique service. 1
3
Value for money
Customers get a unique and exclusive wild experience with
amazing hospitality
1
Bundled packages These are lacking currently -1
Innovation
Dynamic
capabilities
At the launch Governors camp came up with unique concepts
that are novel to Sri Lanka. But they still plays the same
concepts for years causing strategic wear out
-1
3
Innovative
With the past records Governors Camp still have a glimpse of
consumer minds as an organization drives for innovation
1
Followers or first
to market
First to market at the start and now shifted to the segment of
been a follower.
1
Workplace
Gender equality
70% males and 30% Females records as the gender
composition. However in the organization gender equality is
preserved.
1
3
Employee welfare
Carrying out scholarship programs for employees kids,
employee trainings, family support schemes
1
Employee
recognition
Just in daily meeting appraisals -1
Employee safety Safety is well maintained and well monitored 1
Citizenship
CSR campaigns Tree planting programs are carried out 1
2
Carbon footprint
Can be the recent alerted area in which Governors camp must
looked at and keep focus
1
Governance
Ethical cooperate
practices
No environmental hazardous practices taken and environmental
friendly policy
1 3
Performances
Profitable Highly profitable 1
4
Growth Market is still growing and indicates a exponential growth 1

Page | 56
Appendix 3: Governors Camp Organizational Framework
Appendix 4 : Cultural Web
Factors Description Rating (0-5)
Symbols Green colored logo with a roaming tusker 4
Power and
structure
Operates as three destinations with different operational units, though the general
operations are decentralized HR, Finance, Marketing, Supply chains are
centralized to maintain equal standards in all destinations
2
Organizational
structure
Director board takes strategic decisions based on department heads reports and
analysis. Directors doesn’t involve with operational processes.
3
Rituals and
Routings
Very much zinged with nature and offers premium standards. Organizational
roots are deeply grounded in traditional culture of island nation. Sinhala Tamil
astrological new year, Vesak, Poson, International New Year and Christmas are
celebrated
3
Stories and Myths
Famous for wild offering and exclusive service. Amazing destinations. There are
incredible stories about how wild giants like tuskers and leopards roam in the
camping sites without disturbing clients.
4
Control System
Standardized system yet adventures where staff could enjoy every day. Awards
and recognition system available. Further best performers will be honored
external trainings to sharpen their skills.
2

Page | 57
Appendix 5: AC2ID Test to identify existing gaps
Identity Factor Description Rating (1-5)
Actual Identity
Quality of Products and
Services
Overall, services are in high standards and have positive
ratings
4
Leadership Style
Was identified shifting towards autocratic leadership pattern
slowly
2
Structure
Matrix structure being followed and it has created certain
complications in HR and IT performances
3
Culture
Friendly culture is identified. Yet staff individual and
professional growth is limited
2
Technology
In the beginning Governors camp was identified as high tech
savvy organization compared to rivals in the industry. But
seems like they aren't adding new features and technologies
with time.
2
Communicated
identity
Employee reviews
Employee reviews are not digitalized and can be identified as
a negative point. Further there are complains about diminished
recognition
1
Cooperate cons Small amount of CSR activities have been carried out. 1
Visual Identity
Greenish logo with a royal tusker, Amazing set of videos,
images on social media
4
Conceived
identity
Attributes by stake
holders
Healthy relationship with suppliers and service providers 3
Ideal identity
Core competencies,
capabilities and
resources
Strong financial backing, Low maintenance costs, a growing
Industry hence more camping sites can be introduced
4
Access to markets
Strong social media campaigns to attract potential customers.
Existing customer base isn’t handled well and repurchases are
very low.
2
Current Positioning Positioned as premium service provider in the camping sector 3
Readiness trends
Employees are performing well as they are well paid yet
sometimes suffer in off seasons as many works on zero hour
contracts.
3
Desired
Identity
Interview details with the
Chairman
Keep generating profits and grow rapidly in a sustainable
manner
4

Page | 58
Appendix 6: Use of triple bottom line to understand GC current CSR status

Page | 59
Appendix 7: Use of Carols CSR pyramid to understand GC current CSR status

Page | 60
Appendix 8: Reichheld’s loyalty based cycle of growth used for GC

Page | 61
Appendix 9: Average results of Questionnaire filled from GC customers to get the idea on elements
of Brand Asset Valuator
Brand Element
Customer
valuation
from 1-10
based on his
grading
Brand Differentiation
Did you experience uniqueness in service? 6
Did you experience uniqueness with activities (Safari, Kayaking)? 8
Did you experience uniqueness with destinations? 7
Did you experience uniqueness with architectural arrangements? 7
Did you experience uniqueness with food that served to you? 6
Brand Relevance
Does the GC able to reach your expectation levels? 7
Did you felt better and calm while enjoying at GC? 7
Did you have enough experiences at GC? 8
Do you believe in GC to spend your next vacation? 6
Do you believe the experience at GC is worth for the amount spend? 7
Brand Awareness
Are you familiar with GC name and Logo? 8
Are you aware of GC all destinations? 4
Are you aware of offerings at GC all destinations? 5
Were you aware of the packages included in your visited destinations before booking? 6
Do you know there are promotions and discounts for loyal customers? 2
Were you aware there are bulk packages and corporate packages existing in GC? 4
Brand Esteem
How strongly would you recommend GC for premium service? 7
How strongly would you recommend GC to blend with nature, watch the wildlife and relax? 9
How strongly would you recommend GC for OBT? 6
How Strongly would you recommend GC for unique experience? 9
How Strongly would you recommend GC to experience traditional Ceylonese cuisine? 9

Page | 62
Appendix 10: Use of Brand Asset Valuator to Measure Governors Camp Brand Equity

Page | 63
Appendix 11: Average results of Questionnaire filled from 30 GC employees to evaluate elements of
Loyalty & Brand Dynamics Pyramid combined with reputation quotient to measure brand equity
Questionnaire for Employees
Emotional
Appeal
Products &
Services
Vision &
Leadership
Workplace
Environment
Financial
Performances
Social
Responsibility
Presence Does the
appeal GC
created
touches you?
Are you
aware of GC
products and
services?
Are you aware
of the Vision,
mission, values
and structure of
GC?
As per you is
this a good
place to
work?
Are you aware
of GC financial
performances?
Are you aware of
CSR strategy of
GC?
Answer with a
Rating (1-10) 8 9 8 8 8 7
Relevance Does the
appeal GC
creates align
with your
personal and
professional
life?
Do you have
the ability to
serve
customers
with said
products and
services as
promised?
As per you
does the
Vision, Mission
and leadership
style matches
with each other
and current
structure?
As per you
does the GC
working
environment
motivates you
to serve better
while
grooming?
As per you are
the set financial
goals aligning
with its
objectives?
As per your view
do the existing
CSR programs
align with GC
scope of services?
Answer with a
Rating (1-10) 8 9 7 8 9 6
Performances Are your job
roles aligned
with
showcasing
same appeal
GC wants to
give to the
customers?
Are you
serving the
products &
services with
maintaining
excellent
standard?
Do the
provided
vision, mission
and leadership
styles helps you
to achieve
excellence?
Does the GC
environment
is structured
to perform
efficiently?
Does the GC
achieving its
financial
objectives
effectively?
Rate GC current
level of CSR
programs
Answer with a
Rating (1-10)
8 9 8 6 7 5
Advantage With serving
towards
creating and
generating
the GC
appeal are
you getting
benefited?
Are you
getting
advantages
by
maintaining
and
increasing
standards?
Are you getting
recognized for
following GC
vision, mission,
values and
leadership
Are you
getting
benefits from
working to
create GC
work
environment
better?
When GC
creates better
financial
position do you
get better
increments,
bonuses and
benefits?
Are you getting
recognized in the
society for GC
CSR projects?
Answer with a
Rating (1-10)
7 7 7 6 7 5
Bonding Does all staff
bonded with
the appeal
and aware of
it?
Are all staff
synced well
to serve in
better
standards?
Does the whole
staff working
towards
achieving GC
vision, mission
and values
Does GC staff
is bonded
together like a
family?
Does GC team
working
together as one
to achieve
financial goals?
Does GC team
loves to work in
CSR projects?
Answer with a
Rating (1-10)
5 7 6 7 7 6

Page | 64
Appendix 12: Average results of Questionnaire filled from 50 GC customers to evaluate elements of
Loyalty & Brand Dynamics Pyramid combined with reputation quotient to measure brand equity
Questionnaire for Consumers
Emotional
Appeal
Products &
Services
Vision &
Leadership
Workplace
Environment
Financial
Performances
Social
Responsibility
Presence Does the
appeal GC
creates touch
you?
Are you
aware of GC
products and
services?
Are you
aware of the
Vision,
mission,
values and
structure of
GC?
As per you is this
a good place to
work?
Are you aware of
GC financial
performances?
Are you aware
of CSR strategy
of GC?
Answer with a
Rating (1-10)
9 9 8 9 8 7
Relevance Does the
appeal GC
creates align
with your
needs?
Do you
prefer the
existing
products and
services?
As per you
does the
Vision,
Mission and
leadership
style of GC
enhances the
image of it?
As per you does
the GC working
environment is
friendly and
engages with you
quickly?
As per you did you
had the value for
money spent?
As per your
view does the
existing CSR
program align
with GC scope
of services?
Answer with a
Rating (1-10)
9 9 7 9 8 7
Performances Do they able
to fulfill your
emotional
requirements?
How do you
rate the
standards
and quality
of GC
existing
products
Does the
provided
vision,
mission and
leadership
styles helps to
serve you
better?
Does the GC
environment is
structured to
perform
efficiently?
Did you have the
expected level
service from GC?
Rate GC current
level of CSR
programs
Answer with a
Rating (1-10)
8 8 7 8 8 6
Advantage Did GC
appeal
created a
calmness
within you?
Rate the
products,
services and
level of
emotional
happiness
you received
at GC ?
Do you feel
that you
experience
the
uniqueness
because of
GC vision,
mission,
values and
leadership?
Does the GC
work place
environment fits
your
imaginations?
When GC creates
better financial
position will you
get better
packages,
promotions and
discounts?
Does GC CSR
strategy helps
community or
nature to grow
and sustain?
Answer with a
Rating (1-10)
8 8 7 7 6 6
Bonding Does all staff
bonded with
delivering
you the GC
appeal?
Are all staff
synced well
to serve you
in better
standards?
Did you felt
the warmth in
GC vision,
mission and
values ?
How do you rate
the bond between
GC employees as
a consumer?
How do you rate
GC financial
performances as a
Customer?
How much do
you love CSR
projects of GC?
Answer with a
Rating (1-10)
7 8 6 6 6 6

Page | 65
Appendix 13: Global digital trends

Page | 66
Appendix 14: Use of Digital Radar to understand GC current digital strategies and how the new
trends can be blended in

Page | 67
Appendix 15: Use of Mckinseys’ consumer journey model to evaluate Governors Camp website
Channel
How Governors camp
can use it for brand
identity Align Link Lock Loop
Website Governors camp
website must be
focused on conveying
message of innovation,
unique & premium
experiences that the
destinations offer.
Further it must create
more opportunities for
users to engage from
loyalty app and
competitions.
Website is presenting its
packages in both LKR and
USD rates. This
methodology is used to
address both local and
foreign target audiences.
Green and blue colours are
used throughout the
website. Activities,
adventure opportunities
and authentic cuisine
experiences are highlighted
in the content to target
nature loving audiences
All social media
plat forms are
integrated in the
website. Online
registration and
inquire platform
also available in
the content.
Website must
include link to
download
proposed
customer loyalty
app
Online
registration,
inquiry system
and loyalty app
gives ability to
interact with
the organization
instantaneously.
Proposed loyalty
app can be used
to run the loop
constantly and get
clients converted
in to advocates.
Tools/ Features that can be added in to the website
Google Ads To handle Search Engine Marketing
Google Analytics and data studio
To run much more focused advertisement campaigns by getting analyzed data. Further
content creation also can be focused using insights.
Google page speed To enhance performances of the website
Trip Advisor/ Bookings.com/
Agoda
Link to trip advisor and other sites as their recommendations, referrals do a lot in
engagements and conversions
Yext Reviews Assesses Google reviews and gives useful insights
Lucky Orange Helps in identifying user behavioral patterns in the website
Conclusions
Currently Governors camp website is not much interactive or up to date as the facebook and Instagram. Yet it can be developed
better with customization. Further it can be used as major methodology to direct users in to proposed loyalty app.

Page | 68
Appendix 16: Governors Camp Website Analytics

Page | 69
Appendix 17: Governors Camp Instagram analytics generated from Keyhole.com

Page | 70
Appendix 18: Governors Camp Facebook analytics generated from Socialbakers.com

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