CIM assignment

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CIM Membership Number: 40023523
Module Title: Corporate Digital Communications (2305) - July 2020
Qualification: CIM Level 7 Postgraduate Diploma in Professional Marketing
Accredited Study Centre: Cambridge College of Business and Management - Sri Lanka
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Corporate Digital Communication (2305) |July 2020 Membership No: 40023523
1
Table of Contents
Task 01..........................................................................................................................................................3
Task 1 (a). Company Background ............................................................................................................4
Task 1 (b)..................................................................................................................................................6
Task 1 (C). ..............................................................................................................................................10
Task 02.......................................................................................................................................................13
Task 2 (a). ...............................................................................................................................................14
Task 2 (b)................................................................................................................................................18
Task 2 (c). ...............................................................................................................................................22
Task 03........................................................................................................................................................24
Task 3 (a). ...............................................................................................................................................25
Task 3 (b)................................................................................................................................................28
Task 3 (c). ...............................................................................................................................................32
Appendices..................................................................................................................................................36
1. BOC SWOT Analysis.....................................................................................................................37
2. Identity Audit..................................................................................................................................38
3. External Environment Analysis ......................................................................................................43
4. Internal Environment – Corporate resources and competencies.....................................................45
5. Culture Audit – Cultural Web (Johnson, Scholes and Whittington, 2005).....................................46
6. Media Usage ...................................................................................................................................47
7. BOC social media followers vs competitor ....................................................................................48
8. Green Banking ................................................................................................................................48
9. Customer Feedbacks .......................................................................................................................50
10. Hierarchy of Decision Making....................................................................................................51
11. Recent Promotional materials.....................................................................................................51
12. Milestones...................................................................................................................................52
13. Theoretcal models- Loylty..........................................................................................................52
a. Service Profit Chain........................................................................................................................52
b. Virtuous Circle................................................................................................................................53
c. Loylty ladder...................................................................................................................................53
d. Herzberg two factor principle .........................................................................................................53
14. User persona................................................................................................................................54
References...................................................................................................................................................55
Bibliography ...............................................................................................................................................56

2
List of Tables
Table 1: Role of BOC’s CR, Identity and Image to Support the Achievement of Loyalty ..........................9
Table 2: Stakeholders impact to CR and customer loyalty.........................................................................12
Table 3:Organization’s current corporate strategy, structure, systems, and culture ...................................15
Table 4: Gaps between image and identity.................................................................................................17
Table 5: Critical Evaluation of stakeholders’ digital behavior ...................................................................27
Table 6: Critically appraise the effectiveness of available digital channels ...............................................29
List of Figures
Figure 1: Freeman's Stakeholder Map ..........................................................................................................5
Figure 2: Dowling’s (204) Family of CR Construct.....................................................................................6
Figure 3:The CR chains ................................................................................................................................8
Figure 4: Drivers of CR ................................................................................................................................9
Figure 5: Stakeholders ................................................................................................................................10
Figure 6: Customer bases brand equity.......................................................................................................18
Figure 7:Building corporate character ........................................................................................................20
Figure 8: Facebook users in SL (Sri Lanka) ...............................................................................................25
Figure 9: Digital Growth in SL...................................................................................................................25
Figure 10: Corporate comms. model adapted from Frombrun, 2007 .........................................................32
Figure 11: Evaluation of Social media monitoring tools based ..................................................................35
Abbreviation
SL : Sri Lanka
BOC : Bank of Ceylon
CL : Customer Loyalty
CR : Corporate Reputation

3
Task 01

4
Task 1 (a). Company Background
Name of the Organization
The of Bank of Ceylon (BOC) is a licensed commercial bank began
on 1st of August 1939 under Bank of Ceylon Ordinance No. 53 of
1938.
Sri Lanka’s first state-owned commercial bank and Sri Lanka No.01
Bank (Brand Finance-2020)
AA+(lka) Stable Fitch Ratings Lanka (SL)
AAA Stable ICRA Lanka Limited
Organization Type
BOC is a licensed commercial bank established under the
Banking Act No. 30 of 1988
8,724
Total employees
LKR 338.0 million Investment
in training and development
LKR 24.2 billion Value created
to the Government
LKR 2.3 trillion Assets
LKR 1.8 trillion Deposits
Largest financial institution of
SL in terms of assets, loans and
advances, deposits and profit
13.4 million
Customers
(62% of
population)
1,721
Customer
touch points
(direct)
Size of Organization
0
50000
100000
2015 2016 2017 2018
Financial Performance
Net Interet Income LKR million
Profit Before Tax LKR million
Customer Bases
Products and Services
Lending Products
Personal loans
Housing Loans
Commercial loans
Micro-Credit
Pawing
Leasing Facilities
Investment Products
Retirement schemes
Time deposits
Senior citizens savings
Minor savings & Youth savings
Savings for ladies
Transactional Products
Current accounts
Credit cards & Debit cards
ATM cards
Internet banking
Mobile banking
Travel Cards

5
Key Customer Segments
Base Premium Mass Affluent Mass Corporate Banking
Demographic
Age Age 40 and
above
Age 25 - 40 Age below 25
Occupation Wealthy
professionals,
retired,
Housewives, Young
Professionals
Housewives,
students
Corporate bodies
Investments in
the bank
Relationship
above LKR
10Mn
Relationship between
LKR 500,000 - LKR
10Mn
Relationship below
LKR 500,000
Corporate customers
(facilities over LKR
50Mn), SME clients
(Facilities <50Mn)
Geographic
Popn
density Mostly urban Urban, suburban Rural, suburban Urban
Psychographic
Social class Upper class Upper middle class Lower middle class
Lifestyle Achievers Achievers Strivers, achievers
Behavioural
Benefits Convenience Convenience Economy
Media
Consumed
Traditional
Media
Digital and
Traditional Media
Digital Media
Corporate reputation and image are considered as important factors in establishing and maintaining loyalty
among customers (Raj, 1985). In addition, loyalty and corporate image have a significant positive
relationship (Ishaq,2011). Customers are believed to be more loyal to the products of firms with a good
reputation (Morley, 2002). Added, Customer loyalty becoming an important element of banking strategy
in today’s increasingly competitive environment and it is a key success for a banking industry
(UK_Essays,.2018). On the other hand, referring to the SWOT analysis (Appendix 1) strengths of the
company such as favorable customer-oriented company culture, high investment on customer relationship
and loyalty program. senior management support for the improving loyalty along with the favorable
opportunities are also a reason to choose loyalty for improving company image and reputation.
Market Competitors
Indicators for
Yr 18/19
Profit for the
Year (Bn)
19.4 12.143 17.1 17.83
Earnings per
Share (Rs.)
1,044.78 45.13 17,095 17.55
Staff Strength 8724 4189 8093 4982
Customer
Touch Points
1721 229 738 280
Rating by
Fitch(lka)
AA+ A+ AA+ AA
How Loyalty Impact to the Company Image and Reputation
Figure 1: Freeman's Stakeholder Map

6
Task 1 (b).
Critical Evaluation of the Role of BOC’s Corporate Reputation, Identity and Image to Support the
Achievement of the Objectives
The Importance of Managing BOC’s Corporate Reputation (CR) to Improve Customer Loyalty
Managing reputation importance for organization thus, a positive reputation is a key source of
differentiation; linked to favorable customer attitudes towards the company (Jeng, 2011; Gorondutse, et al.,
2014); building support and trust in the organization; helping to attract and retain quality staff and business
partners ( Fombrun & van Kiel, 2004); make a significant contribution to satisfaction, commitment and
customer loyalty (Jeng, 2011); higher company market share ; improved financial performance and
competitive advantage (Gronroos, 2000).
On the other hand, In the service organizations like BOC, where is no tangibility or transfer of ownership
involved in the purchase, building and managing strong CR is key differentiating factor, and an important
part of the overall value package. (Ali, et al., 2012).
Role of BOC’s CR, Identity and Image to Support the Achievement of Loyalty.
According to Dowling’s (2004)
Family of CR Constructs shown in
figure 2 the identity and corporate
brand are driven by corporate
imagery and reputation held by
stakeholder perceptions that could
potentially produce positive
outcomes such trust, loyalty and
reputation capital. It is further
explained in below table 1.
Figure 2: Dowling’s (204) Family of CR Construct

7
Factor Critical Evaluation Support of objective
(CL)
Identity
As shown in figure identity consist with three elements.
Based on the BOC
identity audit carried
out in Appendix 03,
following positive
and negative
influences have
identified.
Positive aspects of
identity, which have
a positive effect on
customer satisfaction
and brand
commitment, lead to
customer loyalty.
(Kazemi &
et.al,2014)
Symbolism Communications Behavior
Consistency of
brand logo over 24
years impact on
customers to
positively perceive
BOC as an oldest
and government
bank.
Well defined and
communicated vision,
mission and values along
with usage of different
channels , ensure the
continuity of BOC 's
brand association with
trust and stability.
High service
performance in
term of Sales and
market share,
ratings, awards and
sustainability lead
positive reputation
and customer
satisfaction
Less focus on products
and services, customer
experience, responsible
banking and the bank 's
sustainable practice in
communication along
with large used of
traditional medias couse
to communicational
issues
Creative idea
making takes long
time to process due
to high hierarchy
decision making
and autocratic
leadership style.It
may lead customer
dissatisfaction.

8
Image
Figure 3:The CR chains
The application of model (Figure -3) in the context of BOC, identity and
image management was concerned. It shows the image of the brand that
has led to the customer's satisfaction with the services provided by the
BOC.
According to the
reputation chain,
satisfaction is
influence CL
followed by an
increase in company
sales.
Kim and Lee (2010)
stated that corporate
image had impact on
CL, and that
corporate image and
customer
expectations
regarding the nature
and quality of
services had an
impact on CL
(Rowley &
Dawes,1999).

9
Corporate
Reputation
Fombrun (1996) argues that, in order to build a good reputation, an
organization must develop four key attributes shown in figure
Figure 4: Drivers of CR
Great performance in
key attributes leads to
high business
performance through
dynamics such as
retention and,
satisfaction and
customer loyalty.
Credibility Reliability Responsibility Trustworthiness
High profit and
growth
prospects
(Appendix-4)
Negative
feedback on
customer
services
(Appendix-9)
serving
community
and initiatives
for green
banking
(Appendix-8)
Highly trustable
financial
institution with
great pride thus
SL first national
bank.
(Appendix-4)
Table 1: Role of BOC’s CR, Identity and Image to Support the Achievement of Loyalty

10
Task 1 (C).
Critical evaluation, using stakeholder analysis, the ways in which BOC stakeholders could
influence the organization’s corporate reputation (CR).
As a financial services provider, BOC considers stakeholder engagement to be a strategic focus
in the process of creating sustainable business. Although all stakeholders identified through the
Freeman Stakeholder Map (1984) (Figure 01) are considered to be key partners contributing to
and witnessing the succession of growth over the years, given the size, depth and reach of the
Bank's operations, it is critical to proactively identify and respond to the diverse expectations of
its large stakeholder base. Key
stakeholders are therefore identified
using the Mendelow Matrix (1991)
and the priority key stakeholder
group for BOC is comprised of
customers, employees and
government who have a strong
influence on corporate reputation
and loyalty. For a summary of the
stakeholder audit, see Figure 05.
Figure 5: Stakeholders

11
Type
Evaluation of stakeholder Impact on CR Impact on Customer
Loyalty
Investors
The Bank’s investors are primarily parties
who invest in our debentures
▪ Earnings per Share = Rs.3.96
▪ Net Assets Value per Share = Rs.30.12
Expectations:
▪ Financial Performance
▪ Transparency and disclosures
▪ Business Expansion plans
▪ Risk management
Engagement:
• One to one meeting.
• Engagement through
• Annual General Meeting
A good relationship with
investors adds credibility
and positivity towards BOC.
Also, the decline in share
price would create a negative
impression on BOC as it
indicates that the
organization is struggling
financially that would have a
negative impact on the CR
and that the organization
would struggle to find
investors.
High customer loyalty and
high customer retention occur
where there is high
shareholder loyalty (Payne &
Frow, 2013)
Further, Some other investors
willing to invest in a company
with high customer loyalty
(Schoenbachler, et al., 2004)
Employee
▪ The BOC Team comprises of 1629
employees across the island.
▪ Rs.25.72 Mn investment for Human
Capital Development
Expectations:
▪ Performance and reward management
▪ Training and Development
▪ Career advancement opportunities
▪ Retirement benefit plan
▪ Value driven corporate culture
Engagement:
▪ Employee engagement surveys
▪ Trade union engagement
▪ Grievance handling mechanism
▪ Performance Management
Employees create the
environment for a coworker
to settle in. Good
employment is required to
drive better performance.
Bad review by the BOC
employee would reflect on
the low retention rate that
causes BOC difficulties in
hiring staff to provide
services to customers that
will have a negative impact
on CR.
Employee satisfaction is
directly linked to customer
satisfaction and customer
loyalty (Subramanian, 2018).
A link has been established
between having engaged
employees and increasing
customer loyalty and
satisfaction. (Saxena, et al.,
2015)

12
Customers
Customer touch points includes 85
Branches and 88 ATM and CDMs
Rs.122.54Bn Customer Deposits and
Rs.117.50Bn Loan & Advances
Expectations:
▪ Customer security and privacy
▪ Service quality
▪ Affordability of service and
convenience
▪ Financial education and literacy
Engagement:
▪ Engagement through branch
▪ Customer Satisfaction surveys
▪ Customer hotline & web
Customers are one of the
company’s most significant
stakeholder groups as they
create revenue sources. A
company's reputation for
customers is becoming
increasingly relevant as it
affects both commercial
outcomes such as profits and
non -commercial outcomes
such as consumer trust.
Word of mouth and trust
would have direct effect on
BOC's image and reputation
as positive or negative.
Due to services are
intangible, it is very difficult
to acquire new customers and
build loyalty. Therefore, the
loyal customer is a effective
source of spreading positive
word of mouth and work as
advocates in the community.
.
Government
and
Regulators
The Government of Sri Lanka is the
Bank’s sole shareholder while the
primary regulator is the CBSL.
Expectation:
▪ Compliance with directives and codes
▪ Local overseas expansion
▪ Microfinance and SME development
▪ Consolidation of the financial sector
Engagement:
▪ Meetings on matters relating to
performance and compliance
▪ Regulatory and compliance reporting
Industry forums and meetings
The legislations play a role
in crafting the success and
operations which could
affect the reputation.
Government and regulators
always check how the
company adhere to policies
and regulations. Then they
will publish their view to
the general public and it will
impact to the company
There will be a direct
customer behavior change
due to the government
influence. Customers trust
has built through bank’s
ownership belongs to
government.
Therefore, customer loyalty
will be affected in a
significant level through the
government and regulators.
Community
The Bank’s extensive geographical reach
has allowed it to nurture meaningful
relationships with communities across the
island
Expectation:
▪ Ethics and business conduct
▪ Environmental performance
▪ Employment opportunities
Engagement:
▪ CSR activities and sponsorships
▪ Press releases and media campaigns
A minimum number of
stories (CSR, Sponsors, Press
Release) that reference or
feature the company in
leading media would
influence the CR of BOC.
BOC is currently having few
CSR activities and
environment activities which
have awarded and published
through press. Hence, this
may can use to build the
customer loyalty
Table 2: Stakeholders impact to CR and customer loyalty

13
Task 02

14
Task 2 (a).
Critical evaluation of the organization’s current corporate strategy, structure, systems, and culture
in relation to its positioning and reputation, also assessing the current gaps between image and
identity. Recommend how this gap could be addressed to achieve the objectives.
Critically evaluate the BOC ’s current corporate strategy, structure, systems, and culture in relation
to its positioning and reputation
Element Critical Evaluation Impact on positioning &
reputation
Rating
&
Ranking
Strategy Strategic Intent
Position the Bank as Sri Lanka’s first local
international bank through widening their footprint
in regional economies as on their vision statement.
According to mission statement BOC wants to drive
customer centric business environment and
innovations.
Product Market strategy can be identify through
the Ansoff metrix. The Bank intends to pursue
innovative business models, improved processes,
and a multi-channel delivery strategy to enhance
customer accessibility.
Examples:
• Launch of several digital products including
BoC DIGI centers.
• Expanded the network of smart zones.
• Expanded the number of Branch on wheels.
3 Levels of strategy
corporate strategy: Facilitate reducing resource
consumption by integrating sustainability.
Business Strategy: Driving customer centricity was
a key area of focus during the year and direct
investments towards empowering employees to
drive a consistent customer experience.
Functional Strategy: Product development - BOC
expanding their network by using online and truck
operation.
Their three levels of strategy are not fully aligned
with the company's vision. Company aiming for a
global footprint in the vision and not to know much
from it. Employees can then feel frustrated because
there may be no mitigating steps to be taken by the
workers.
Creating global presence, drive
innovations and teach may position
brand as a well innovative bank.
Reputation may increase by use of
identity from empowered
employees and image from well
satisfied customers.
Expand of customer touch points by
using tech innovations and
branches on wheels will increase
company reputation.
High

15
Structure Tall structure: Slower communication and
information flow making the organization less
flexible.
Slower service levels: Organization follows more
centralized approach which delays the service
levels (Source – Internal credit policy, operational
process document).
Staff layers:
Currently there is higher percentage of staff in the
officer staff than in the operational level (Source –
reporting lines, human resources).
Employees having a high job
security because BOC is a
government bank. But Rewarding
systems does not incentivize
performance and centralized
approach, seen an increase in
service quality complaints.
Therefore, BOC has position as a un
efficient service provider and
reputation of the bank has got a
negative impact.
High
System International Comprehensive Banking System
(ICBS):
Funds management tools, lending enhancements
and efficiency improvements.
Customer retention and profitability for financial
institutions through feature of product packaging.
Online centralized computer system:
users are connected to a central server that stores
complete network data and user information.
Improve customer loyalty and
profitability through dynamic
product packaging.
Increase reputation through
effective customer service.
Medium
Culture As discussed in the culture web in appendix 6, as a
first indigenous bank to the SL BOC is well
known symbol to the community. Government
ownership and control has created central decision
making with slow down and inefficient
communication.
Open communication climate',
history, symbol of the bank is leads
to positive reputation on the other
hand well-structured but hierarchal
decision-making power influence
negatively in some cases.
High
Table 3:Organization’s current corporate strategy, structure, systems, and culture

16
Assessing the current gaps between image and identity of BOC to recommend how this gap could be
addressed to achieve the objectives.
To identify the gap between corporate identity of BOC and image, REDS2 AC2ID Test was conducted. As
a first step of the process Audit the five identities (appendix 02) and then Compare each identity interface,
to identify gaps. Table 4 illustrates the identified gaps of BOC.
Interface Description Recommendation on
overcoming gaps
Achievements of
objective
(customer loyalty)
Actual Vs Communicated • Although BOC invest in
digital banking, they have
not been able to
communicate it to the
target audience
successfully.
• Trust, Stability and Brand
heritage are the main
highlight in the campaigns
and less focus on Products
and Services, Customer
Experience, Responsible
Banking and the Bank 's
sustainable practice.
• BOC still highly use
traditional than non-
traditional media, which is
very low used by key
customer segment.
Revised communication
strategy
to focus on Bank’s self-
service/
digital solutions/green
banking while increasing
social media presence.
Enhancing digital channels
with a view attracting and
retaining target customers
while driving process
efficiencies and enhancing
the customer
experience
BOC has an
Great opportunity to
increase customer
loyalty through
highlighting
responsible banking
practices, green
banking on their
campaign by using
correct
communication
channels and
strategies.
Actual vs. conceived • Positive perception
towards brand Financial,
stability and State
ownership while negative
attitude towards Over-
crowding at branches,
Need for an inquiry
counter, customer care
and efficiency of services.
• Low user friendliness of
digital banking solutions.
• Low customer’s
awareness and employees
commitment towards
green banking.
• Employees feel a high
hierarchy of decision-
making.
Automated customer
complaint handling.
Automation of major
workflows
via Document
management system
(DMS) to efficiency of
services.
Upgraded and relaunched
the online
banking platform with user
friendly features
Customer engagement
initiatives to aware on
green banking
Delegate power to
employees motivate
employees and established
Innovation lab to enhance
capabilities for innovation
Increase in service
quality, reduces the
overcrowding of the
branch will give
positive impact to
customer and
employee loyalty.
Actual
Communi
catedd
Actual conceived
GAP
GAP

17
Actual vs Ideal • Current digital solutions
should improve to
creating future-proof
banking through agile,
digitally driven platforms
• Current implications on
green banking should
extend more to
Converting traditional
banking system into the
green banking system
Strengthened the digital
proposition to
customers through
establishing smart zones
and other digital products
Implementation of
Environmental and Social
screening criteria for the
development
banking portfolio.
BOC performs
better than its
competitors in terms
of green banking
which can be build
corporate reputation
and customer
loyalty.
Revamp of the digi
solution will address
the customer
demand and
convenient and
make them loyal.
Table 4: Gaps between image and identity
Actual Ideal
GAP

18
Task 2 (b).
Recommend an outline strategy for developing corporate reputation to build brand equity for the
BOC’s corporate brand, to achieve the objectives, including the role of employees within this
strategy.
Following strategies are recommending for developing CR to build brand equity for the BOC brand, to
achieve the customer loyalty (CL)
To build the strongest brand and to create active CL, it is recommended to going up with both rational and
emotional route of the pyramid.
Element Current Situation Recommendations with justifications
Salience BOC not a brand which comes to
consumer top of mind in term of lowest
interest rates-loan, highest interest rates –
saving, customer friendliness, digitalized
solution, green banking. (consumer
satisfaction and perception survey-2019)
Enhance the breadth and depth of the
awareness, whenever customers think
about financial solution BOC should come
to consumers’ mind thus consideration
leads to loyalty.
-Provide customize financial solutions.
Performance Refer Appendix for financial and
nonfinancial performance
Improve the service efficiency and the
service empathy which results in loyalty
(Appendix 13)
Figure 6: Customer bases brand equity

19
Imagery BOC linked with history, heritage and
experiences. Refer figure-3.
Thus, BOC brands have a strong, favorable
and unique brand association, which is
important for the creation of brand equity,
recommended to maintain existing
associations.
Judgments customer feedback (Appendix-9) shows
customers have positive attitude towards
quality of the bank except service quality
of the staff. Further, it revealed brand
consideration and credibility is high
where brand superiority is less
Maintain the credibility of the brand while
improving service quality of the staff. need
some actions to enhance brand superiority
Feeling Customers identity BOC as highly
trusted brand with attached to Security as
brand feeling. BOC produces safety,
comfort and self-confidence that is further
enhanced via tag line 'Bankers to the
Nation'
Current Digitalized world it is better to
produce excitement feeling along with
safety to emotionally attached more
customers and to increase behavioral
loyalty
Resonance Although, BOC have loyal customers
lack of active engagements and attitudinal
attachment.
Implement following activities to enhance
the CL, engagement and attachment.
Digital acceleration of customer
experience
Customer-focused innovation
Tailor-made and personalize promotion of
sustainable and greenery financial
solutions.

20
Current Situation Recommendations with justifications
As shown in Figure 7, BOC is a highly competent
brand due to its high reliability and success in the
financial sector.
On the other hand, a high level of 'Sincerity' mapping
would be due to a high level of trustworthiness, a
major contribution to the well-being of society.
(Appendix-4).
less adoption of up-to-date technology and low
innovativeness leads to low mapping on
‘Excitement’.
BOC is the largest state bank who providing financial
solutions to customers in every class, leading to a low
level of sophistication and comparatively high on
ruggedness.
level of competence and sincerity should be
maintained while paying attention to increasing
excitement in order to increase loyalty and to turn
the prospect into an advocate level in loyalty
ladder. (Appendix44-iterl). to increase the
excitement via;
• Digital acceleration of customer
experience
• Customer-focused innovation
• Provide unique financial solutions
• Use up-to-date technology
0
1
2
3
4
5
6
7
Sophistication
Sincerity
Ruggedess
Excitement
Competence
Customer
Figure 7:Building corporate character

21
Recommendations for managing the role of employees to achieve objectives and corporate
branding strategy.
Recommendations Actions Justifications
Fostering employee
loyalty through
strong motivation
Place a structured performance
management system ensuring the equitable
treatment of all employees.
Conduct the awarding ceremony to recognize
outstanding performance by employees.
Conduct cultural, entertainment and
sporting events to drive employee motivation,
engagement and nurture a sense of camaraderie.
Conduct Employee satisfaction surveys to
ascertain the extent to which employees are
motivated to contribute towards organizational
success and the commitment.
According to Hertzberg's
motivation factors (appendix-
13) increases job satisfaction
and Hygiene factors decreases
job dissatisfaction.
The literature suggests that
there is a positive correlation
between employee and
customer satisfaction which in
turn leads to employee
retention, motivation and CL
as highlighted in the service
profit chain (appendix-13),
internal service quality such
employee rewards and
recognition, development leads
to employee satisfaction which
in turn leads to customers’
satisfaction and CL
Listening to the
employee voice
Implement Whistleblowing Policy encourage
employees or non-employees to report
complaints
Maintains an Open-Door Policy with all
employees
measuring
individual
contribution
towards the
strategy and
objectives
Implement Recognition Programs which
value employee contributions
Introduce Performance management app
Upskill and re
skilling employees
Conduct Employee Capacity development
program to grooming up diverse and talented
Bankers who are well competent to face the
future Banking with right customer orientation
attitudes and skills.
Conduct comprehensive training to improve
IT skills and knowledge of new technologies in
digital transformation
As per the Virtuous
Circle(appendix-13), Training
and empowered employees can
lead to employee satisfaction
and competence. This result in
superior service delivery and
customer satisfaction, in turn,
lead to Cl.

22
Task 2 (c).
Evaluate TWO different approaches to monitoring and measuring brand equity.
Customer loyalty and brand equity go hand in hand. Brand equity makes customers look for a brand, not
the other way around. It can translate into more repeat customers and make you seem less dependent on the
acquisition of new customers through outreach efforts. Customers will be much more likely to recommend
your business to others if they have an emotional connection to the brand. Improve and maximize brand
equity by measuring brand equity. In order to do this, BOC must aggregate and analyze the following
metrics:
Model Critically Evaluation Rating
Reputation
Quotient
(RQ)
Reputation Quotient (RQ) is calculated
from a list of twenty attributes
representing six dimensions.
The RQ model is using a broader and
more multi-faceted range of criteria and
involving a wider range of
stakeholders. It also examines the
interrelationships between the attributes
and dimensions and the overall or
aggregate rating of corporate
reputation, aiding research into
reputation drivers.
Six dimensions has proven the
most powerful predictor of RQ,
followed by social responsibility
and workplace environment -
reinforcing the stakeholder
interpretation of reputation (van
Riel & Fombrun, 2007).
Analyses of stakeholder responses
on particular attributes can also
help managers to identify
leverage points for improving
reputation through BOC corporate
character: some subgroups may
esteem the company more or less
than others, and the company may
be less favorably rated on some
attributes than others - suggesting
targeted communication strategies
and messages to improve their
customer loyalty. However, a few
statistical weaknesses were
identified in the RQ model (by its
originators, among others): the
validity and weighting of the
attributes; the relationship
between the dimensions; and the
validity of the scale
internationally.
High

23
Millward
Brown’s
loyalty and
brand
dynamics
pyramid
(Brandz)
Brand dynamics pyramid is an
approach to understanding strategy
brand equity discussed on task2 (b) and
Model is based on ROI on past brand
marketing investment.
The pyramid shows how many
consumers have a relationship with the
brand at five key stages. From simple
awareness (Presence) through personal
(Relevance) and good enough
(Performance), to the proportion
recognising a clear competitive edge
(Advantage) and finally those who are
closely connected (Bonded) with the
brand
In this brand dynamics pyramid
research has shown that, bonded
consumers at top level of the
pyramid build stronger
relationships with the brand and
spend more on the brand than
those at lower levels of pyramid.
Most of the consumers are at
lower level of pyramid, and it will
be the responsibility or challenge
for the marketers to convince
them and promote them to move
up in the pyramid.
Brandz provides a proven
diagnostic and predictive tool that
evaluate the strength of brands
and can relate into future changes
in market share. Also, this
quantifies the extent to which a
brand has converted consumers
into a pool of bonded, or loyal
and committed, consumers
(helping company to identify how
many loyal customers
organization have).
company needs to decide on a
strategy and understand
competitors and where the
organizations brand stands in
relation to them. But the problem
is this model is based on
customer-based brands and not so
much focus on B2B brands.
High

24
Task 03

25
Task 3 (a).
Evaluation of environmental trends which are driving changes in stakeholders’ digital behavior
and justify appropriate strategies for digital communications to support the BOC’s objectives.
Importance of digital communications to engage key stockholders
According to Hootsuite stats, Sri Lanka is having high rate of penetration (47%) on internet users. The
number of users in sri lanka increased by +4.1% between 2019 – 2020. Total social media users were 6.4
million in jan 2020. Penetration of the social media users are 30% and 7.5% YOY growth. Mobile phone
connection compared to total population is 149%.
In Sri Lanka 50% of the people using facebook 42% of the instagram users are 25 to 40. Therefore, using
digital media is having a good chance of targeting mass effluents easily. (napoleoncat.com, 2020).
Figure 8: Facebook users in SL (Sri Lanka)
Figure 9: Digital Growth in SL

26
Key
Stakehold
er
Critical Evaluation of
trends impacting
digital behavior
Risk/ Opportunity
strategies for digital
communications to
achieve objectives
Justification of
strategies
Customers
Shifting of media habits.
Compared to 2018 data,
in 2019 there is a 17%
increase of internet
usage and 1% decline of
traditional media
viewership
(www.kantarlmrb.lk)
Reach to the customers
by a less cost and engage
with more customers
directly.
Advertise more into
digital media
Use paid, earn and own
media.
Social media listening.
This will build new
customer and make
current customers
into advocators on
social media
Customer expectations
are changing rapidly
with increased demand
for personalized
services, instant
accessibility.
Total Transactions
increase – 2019 Q4
Mobile Banking – 73.3%
Internet Banking –
40.0%
(Source: Payments
Bulletin, CBSL)
• Technological
disruption by new
entrants and fintech
organizations
• Increasing competitive
intensity
• Reduced brand loyalty
due to rapidly changing
customer expectations
• Virtual bank agent
facility
• Include a chat bot
feature in the Bank’s
website
• Centralized data
warehouse with a Big
data analytics tool
Attracting and
retaining customer
while increasing
loyalty through
efficiencies in
processes and
reinforce the Bank's
digital proposition.
BOC will be
position as an
innovative brand in
the market with all
these digital
strategies.
Employees
Looking for less
breakdown in the
computer systems for a
smooth working process.
This includes
breakdowns and failures
in IT systems,
cyberattacks,
technological
obsolescence, and
inadequate
infrastructure, among
others, to support
business volumes.
• Embarked on setting
up a Security
Operations Centre
• Improve system
availability and
reduced the downtime
of critical systems
Employees will
experience a well-
organized working
process without any
down time.
Increasing technology
acceptance of the
employees
Continue workflow
automation target at
paperless banking
culture and increase the
effectiveness of the
service level.
Comprehensive training
to improve IT skills and
knowledge in line with
the Bank’s digital
transformation
Monitoring of NPL –
early warning system for
vulnerable loans.
Employees will
delight to learn
about the new
technologies and use
them

27
Government
Process automation Ongoing process
automations such as the
Human Capital
Management (HCM)
system
• Ensuring that
appropriate policies and
procedures for existing
and future IT products
and services.
• Online banking and
self-serving kiosks for
new account openings
and initial loan
applications
As a BoC’s sole
shareholder,
government will get
benefit of profits
increase by reducing
labor and few other
cost elements.
Digitalize reporting
system
Encouraging a paperless
environment through the
workflow automation.
Artificial intelligence, in
the form of machine
learning, cognitive
computing
Document Management
System (DMS), e-audit,
BoardPAC
Reporting tools
themselves will
become interactive
and personal digital
assistant will get
engage with the
relevant people.
Table 5: Critical Evaluation of stakeholders’ digital behavior

28
Task 3 (b).
Critically appraise the effectiveness of available digital channels within the market and evaluate the
key technology developments in digital tools that could impact on the BOC’s corporate reputation.
Critically appraise the effectiveness of available digital channels within the market
Available Digital
Channels
Paid Media Owned Media Earned Media
Example Display ads (Pop-ups/
Wallpaper-ads/ Video-
ads)
Social media
advertising
SEM/SEO
Traditiona advertising -
TV, radio and print
Company website
Content marketing
Social media pages
Mobile site
Blog
Media publicity
Review sites
Word-of-mouth
marketing
Social media
engagement (shares,
like, positive
comment)
Channel Users
Refer appendix-14
Consumer persona
Evaluation of
effectiveness
Cost
Time to results
Control
ROI
Reach
Measurability
Credibility

29
Evaluation of
appropriateness of
channel for BOC
Rate Justification Rate Justification Rate Justification
Paid media
work well for
re-targeting or
remarketing to
those who have
already shown
interest in
business.
It can easily
attract consumer
attention,
amplify the
reach of the
content. Thus,
starting the
transformation
of BOC, this
will be
appropriate
Help to build
long term
relationship
with existing
customers
and Owned
media works
best when it
offers value
for the
visitors.
BOC able to
facilitate
online
banking,
mobile
banking via
owned media
Able to
change
consumer
opinion ,
attitude and
to boost
brand
awareness
but Can
bring up
negative
publicity
also
Effectiveness of
digital channels to
increase the
loyalty of BOC
Combining earned, owned and paid media can be a very powerful and
effective means of generating traffic, qualified leads and enhance loyalty.
Example:
SEO & brand content
drive earned media and
traffic.
Gain more exposure to
web properties with SEO
&PPC
Propel sharing and
engagement with paid
promotion
Table 6: Critically appraise the effectiveness of available digital channels

30
Evaluate the key technology developments in digital tools that could impact on the organization’s
corporate reputation.
Key
technology
developments
Evaluation Impact on the organization’s CR
Cognitive
analytics
Able to process vast
amounts of big data and
answer questions posed in
natural language from a
human via bank web site,
app, social media and etc.
Require
lengthy
development
cycles with
security
concerns
Cognitive
analytics system
leads to
consumer
satisfaction and
enhances
customer trust
which will
impact to
positive CR.
This
development
can lead to
cultural, legal,
moral,
managerial
and executive
risks as well
as
operational,
environmental
and external
risks which
could
adversely
affect the CR.
Bridge the gap between
the intent of big data and
the reality of practical
decision-making.
Artificial
Intelligence
(AI)
Cost saving High capital
investment
AI help to make
smarter choices,
deepen customer
relationships,
drive more
revenue, increase
CL and CR
Customer identification
and authentication, via
chatbots, voice assistants
provide personalized
feedback and advice.
Detect and prevent
payments fraud in bank
and to improve processes.
Augmented
reality (AR)
Facilitate virtual banking Security
issues and
less human
touch
AR create
opportunity for
BOC to
differentiate
from the
Completely unique,
customized banking
experiences

31
Ensure quick service and
accuracy
competition and
increase
customer
engagement
/excitement
/satisfaction in
turn increase
reputation.
Automation allowing bank to
efficiently optimize their
time by automating tasks
that used to require
manual effort
Less human
touch, Loss
of flexibility
and high
investment
Through
automation can
boost revenue,
increase spend
efficiency and
enhance
customer
satisfaction
which positively
influence on
reputation
provide personalized
banking solution to
customers

32
Task 3 (c).
Recommend, with justification, a digital communications strategy to protect and strengthen the
BOC’s corporate reputation and stakeholder relationships. Outline TWO digital technologies which
could be used to monitor and measure the organization’s reputation.
A perception of key stakeholders in corporate
communication that influences the identity of
the strategy and the brand, which in turn
develops the reputation of the company
Frombrun (2007).
Based on these claims, it can be inferred that
digital communication which is a part of the
corporate communication has a direct
relationship with CR which has an effect on
customer loyalty. Therefore, following
recommendations made for the BOC.
Recommendations, with justification, a digital communications strategy to protect and strengthen
the BOC’s corporate reputation and stakeholder relationships.
Recommendation 01: Integrated Lifecycle Marketing
Where BOC is at Present?
It is important to consider the current situation in digital communications before moving towards a plan.
Figure 10: Corporate comms. model adapted from Frombrun, 2007

33
When applying Customer Lifecycle Marketing to BOC, it involves many contact points throughout the
customer journey. In order to achieve bank objectives, including customer loyalty, a range of online and
offline activities must be used. Using the lifecycle marketing model below, BOC is able to achieve an
optimum level of digital ladder while achieving CL and enhancing CR.

34
Recommendation 02: 5Ds of Digital Marketing
Elements Description Protect and strengthen the CR
and stakeholder relationships
In order to give the customer, the opportunity
to experience more of BOC 's brand, should.
• improve web site with interactive features
like chatbots
• enhance user-friendliness of mobile app
• introduce virtual banking using AR
technology
This provide opportunities for
consumers to interact with
brands and for BOC to reach and
learn from their audiences in
different ways. This enables
BOC to enhance stakeholder
engagement and satisfaction, in
turn, to strengthen the
stakeholder relationship and
BOC 's reputation.
Enhance bank visibility stakeholder
engagement on digital platforms.
Use paid, owned and earned communications
channels together for reaching and engaging
audiences including advertising, email and
messaging, search engines and social
networks.
collect about bank audience profiles and their
interactions with BOC in ethnically.
Use different marketing technology that bank
to create interactive experiences from
websites and mobile apps to in-store kiosks
and email campaigns

35
Two digital technologies which could be used to monitor and measure the organisation’s reputation.
BOC should look at corporate reputation management tools shown in figure 10. To measure and monitor
the channel strategy. The content strategy will be reviewed corresponding to respective strategy time
frames.
Tool Hootsuite
Data captured The full version of the post is collected and grouped into specific categories, such as positive,
negative feedback and etc. Hootsuite also has a deep data base convergence from a variety of
platforms and channels.
Platforms
monitored
This primarily tracks Facebook, Twitter, LinkedIn, Google+, Instagram, WordPress and
YouTube, and has access to more than 100 other partner applications. Review of the website or
import of CRM tool data into Hootsuite cannot be carried out.
Robust
dashboards
Hootsuite is strong, with more data than insights from Facebook and IG and traceable links etc.
Hootsuite, however, lacks heatmaps and scrolling maps to offer the full picture of user
behaviour.
Tool Woopra
Data captured Woopra focuses primarily on website analytics which limits its channels. FAQs,
feedbacks etc. are however thoroughly analyzed to generate insights into sentiment
analysis
Platforms
monitored
This also manages the website of the organisation. Woopra can also provide a Mobile
application with analytics. Woopra also provides the functionality that needs to be
integrated with CRM tools such as Salesforce, Hubspot that gives it access to business
insights, industry information etc. This helps to equate the present market with the
expectations of organization.
Robust
dashboards
One of the industries 's best with real-time dashboard updates and notifications, and
one of the very few tools for monitoring mobile apps.
Figure 11: Evaluation of Social media monitoring
tools based

36
Appendices
Appendix

37
1. BOC SWOT Analysis
Strengths Weaknesses
• 643 branch networks & 1721 customer
touch points
• 81 year operational history.
• Backing of government ownership.
• Budget allocation for customer Education
and capacity building.
• Financial strength.
• Brand attributes of trust and stability
• Established track record of nearly eight decades
• Numerous awards and accolades
• Low budget for marketing.
• Autocratic power culture.
• More manual operational process.
• Lack of innovations.
• Lack of customer orientation.
Opportunity Threat
• Online banking solutions.
• Personalization of services.
• Replace manual processes with automated
processes.
• Tap into new markets such as north and east
areas.
• Increase in middle- and high-income
earning segments. Further developments in
low income earning group due to
government support in providing low cost
capital.
• Digitalized banking solutions offered by
competitors.
• Rapid changes in political environment and
regulatory changes affecting the industry.
• Availability of close substitutes and interest
margins controlled by regulators.

38
2. Identity Audit
The components of corporate identity
Tangibles Branding has been uniformed across all communications and branches. The
physical attributes are similar across the island. Bank has yellow colored interior
and building front facia with gray background and logo with Name.
Mood Pipeline music is playing in the branches. Female staff wearing Sri Lanka
traditional dress “saree”.
Training Bank’s employees underwent extensive internal, external, and foreign training and
development programs.
Special structured Certification Programmes for front line employees.
Communicating
corporate values
induction and orientation programme for new recruitments
Bank vision: “ To be the Nation’s preferred bank with a strong global presence
providing customer centric innovative financial solutions.”
Mission: “To provide highly efficient, customer focused, technologically
sophisticated, resilient and innovative financial services to the Nation with global
access, empowering employees and enhancing value to the stakeholders.”
Internal communication through E-mails, internal memos
external communication through press, traditional media and less on social media
Corporate
visual identity
The logo of the brand has been consistent for over 24 years. However, in the year
before 1996, the bank of Ceylon used the full wording of the name along with the
logo and, after that, the bank used the short form of the name BOC with the logo.
BOC slogan was changed to "Bankers of the Nation" at the same time as the logo
changed in 1996.
Culture
management
The structured training programmes facilitates development of future leaders by
identifying high performers and then fast-tracking their career growth in the
organisation.
Manager skill development Programme and leadership programme.
use of HR systems to reinforce desired values and behaviours.
Characters Attorney-at-Law Kanchana Ratwatte has been appointed as the new chairman of
the Bank of Ceylon (BOC) on 2019.
Senarath Bandara appointed GM/CEO at Bank of Ceylon on 2018.
Your trusted bank

39
Corporate mix (Symbolism, Behavior, Communication)
Identity Mix Description Rate
Symbolism The brand logo has shown a consistence of over 24years. However,
the bank’s logo poses a close resemblance earlier logo.
Hence this might impact on customers to perceive our organization as
an oldest and government bank by creating conflict between customer
perception and our communication.
4/5
Communications Those are the different channels that BOC uses to express its identity
in order to establish its corporate identity.
Man Coms
This is where keynote addresses will be made
by their BoD and other senior management officials.
Mark Coms
These are the communications that are targeted to the consumers.
Org Coms
This is where the BOC’s contribution sponsors and CSR activities
3/5
Behavior Above stated communications are carried out mostly to communicate
their corporate responsibility. Bank help nurture and sustain the
environment through reduce the carbon footprint by going digital, and
through energy saving in terms of lighting and heating.
3.5/5

40
REDS2 AC2ID Test
Ident
ity Techniques
used
Factor Description
Actual
Identity
Structured
survey
Internal semi-
structured
interview
External semi-
structured
interview
service
performance
Sri Lanka’s first state-owned commercial bank and
Sri Lanka
Sales and market share
Largest financial institution of SL in terms of assets,
loans and advances, deposits and profit
Ratings
AA+(lka) Stable Fitch Ratings Lanka (SL)
AAA Stable ICRA Lanka Limited
Awards
No.01 Bank (Brand Finance-2020)
Customer feedback
Majority of the customers dissatisfied with the customer
service of the BOC
Other Performance
BOC highly invest on digital banking (Investment in
digitization infrastructure: LKR 2.0 billion) and also on
green banking . In addition, awards that they have won
evidently good performance on green banking and digital
banking (Annual report, 2019)
Management
and leadership
style
• Well defined governance structure consisting of a
multi-level Governance bodies, specific roles and
responsibility and clear reporting lines ensure
accountability and truthfulness. Board of directors
serves as the governing body of the apex and the
custodian of the corporate bank It's governance.
• The Chairman provides leadership to the Board and
facilitates the effective functioning of the Board.
• Several executive level committees have been
established with specific responsibilities and clearly
defined mandates.
However,It’s been autocratic leadership style since the
high hierarchy decision making and creative idea
making takes long time to process
corporate
culture
Well defined governance structure has an impact on the
culture though the factors and have been discussed in 06

41
Communicated
identity Communication
audits /media
monitoring
formal
communications
and messaging
vehicles
Shareholders: The Annual Report is presented to the
Parliament through the relevant Ministry.
Employees: The Bank maintains an open-door policy
with all employees while engagement is also facilitated
through
cordial relations with trade unions, multilevel staff
meetings, grievance handling mechanisms and a year-
round calendar of cultural, entertainment and sporting
events.
Customers: Engagement with customers is maintained
through branches, relationship managers and
multifaceted digital channels for further analysis on
communication identity refer identity mix
Communication
Campaign and
media
According to the analysis of the Communication
Campaign conducted by BOC ‘Trust and Stability’ and
Brand heritage via tag bank of the nation are the main
themes they highlight in their campaign where they
focus less on Products and Services , Customer
Experience, Responsible Banking and the Bank 's
sustainable practice
BOC mostly used traditional medias to communicate
than modern medias.
There is a consistency on the tone, branding of all
communications
Conceived
Identity
individual depth
interviews, focus
groups and/or
survey
questionnaires.
Stakeholder
attributes
The Bank’s dedicated Research Unit conducted a
comprehensive customer survey during the year, with an
island wide coverage of over 10,000 customers to
identify customer perceptions. Findings of this survey
shows customers have positive perception of trust
associated with the brand Financial, stability and State
ownership while negative attitude towards Over-
crowding at branches, Need for an inquiry counter,
Limited parking facilities and efficiency of services.
further less focus on Bank’s self-service/digital
solutions, green banking

42
Ideal
Identity information
elicited through
the ongoing
strategic
planning
processes of the
organisation, and
periodic SWOT
strategic
capabilities and
resources of the
organization
Largest financial institution of SL in terms of assets,
loans and advances, deposits and profit
08 decades of service to nation
No.01 Bank in Sri Lanka (Brand Finance-2020)
SWOT– appendix 1
opportunities
and threats
Refer SWOT– appendix 1
Major focus for
future
Focused on creating future-proof banking through agile,
digitally driven platforms
• Enhancing virtual banking proposition with new
fintec products.
• Products to facilitate cashless banking
• New virtual banking back-end
• Centralized data warehouse with a Big data
analytics tool
• Continue work flow automation target at
paperless banking culture
• Innovation lab for the bank
• Complete HCM system allowing fully
automated HR management System.
• BoC 360:Performance management app
Converting traditional banking system into the green
banking system
Desired
Identity
CEO’s over view
and review on
the company
annual reports
and the other
internal reports
Focus on the objectives clearly outlined in its Corporate
Plan with emphasis on driving customer centricity,
supporting the country’s SME sector and green banking
through fully digitalized banking system

Corporate Digital Communications– July ’20 CIM Membership No: 40023523
43
3. External Environment Analysis
Political Economic Social Technological Environmental Legal
Investor 1. Instability
and lack of
policy
consistency
2. Direct
lending
3. Economic
slowdown
4. Depreciatin
g currencies
against
USD
5. Increasing
borrowing
cost
6. Increasing
Tax burden
7. Demand for non-
financial
information and
long termism
8. Growing demand
for more
transparency and
accountability
9. Increasing
impact of social
media
10. Unorthodox
competition and
financial
disintermediati
on
11. Growing
interest
toward green
bank
12. Implementati
on of
financial
instrument
13. Higher
regulatory
capital
Customers 1. Microfinanc
e
encouraging
government
policy
2. Encouragem
ent for
Greenery
,agribusines
s and
3. Import
restrictions
4. Slowdown
in private
sector credit
5. Increasing
burn of
taxes on
6. Changing
Customer
Expectation
7. increased demand
for personalized
services
8. Demand for instant
accessibility and
convenience.
10. New
technological
advance such as
cloud
computing, AI,
Robotics and
Block chain
11. Digitalization
and automation
13. Rising
paperless
banking
systems
14. Growing
interest on
green banking
15. Compliance
requirements
under
FATCA
16. General Data
protection
regulation

44
entrepreneur
ship though
loan scheme
savings
account
interest
9. Experience
Seeking behavior
12. Cybersecurity
threats
Employee 1. Political
influence on
recruitment
process
2. Growing
inflation of
the country
3. Need of high
standard of life
4. Increasing women
employment
5. Rising demand for
diversity and equal
opportunity
6. Technology
driving change
in job skills
7. Enhancement
in employee
8. engagement
towards
environmenta
l
sustainability
9. Encouraging
environmenta
l
responsibility
10. Focus on
Health and
safety at
work
11. High
attention on
the rights of
employees

45
4. Internal Environment – Corporate resources and competencies
Human Capital
• Employees: 8,724
• Average service length: 09 years
• Female representation: 60%
• Investment in training and
development: 338Mn
• 98% received performance
appraisals
• Retention rate: 98%
• Value created to employees: LKR
18.9 billion
Natural Capital
• 5% Reduction in electricity usage
• 7 million A4 sheets saved via
digital initiatives
• 1MW of electricity transferred to
national grid via solar installation
• LKR 6.3 billion Green Lending
• 508 Customers screened for
environmental criteria
• Enhancing employee engagement
towards environmental
sustainability
Financial Capital
• Customer deposits: 1,765Bn
• Borrowings: 350Bn
• Shareholders’ funds : 121.4Bn
• Fitch Rating : AA+(lka)
• Crossed LKR 2.0 trillion
milestone in assets
• Increased SME lending under the
Enterprise Sri Lanka Loan
scheme
• Gross NPL ratio maintained at
3.6%
• Total operating income growth
of 20%
Manufactured Capital
• Island-wide Network:643
• Smart Zones: 284
• Branches on Wheels: 06
• 776 ATM, 163 CDMs,118
CRMs,49 bill payment KIOSKs
• Branch density: 2.93 BoC
branches per 100,000 persons
• • ATM density: 4.17 ATM
machines per 100,000 persons
Social and Relationship
Capital
• Customer relationships: 13.4Mn
• Business partners: 9,722
• Customers benefited via
customer education programmes:
14,580
• Spent for CSR: 108Mn
• Spent for customer Education
and capacity building: 21.9Mn
• 113 financial literacy and
capacity building sessions for
customers
Internal
Factors
Manufactured
Capital
Natural
Capital
Intellectual Capital
• Brand: 42.9Bn
• Maintained position as Sri
Lanka’s No.1 brand for the 10th
consecutive year- Brand Finance
• Recognized as the ‘People’s
Service Brand of the Year’ by
SLIM – Nielsen Peoples Awards
2018
• 272,975 customers on boarded to
mobile banking applications
during the year
Financial
Capital
Human
Capital
Intellectual
Capital
Social and
Relationship
Capital

46
5. Culture Audit – Cultural Web (Johnson, Scholes and Whittington, 2005)
Factors Description Rating
1 2 3 4 5
Stories and
Myths
Bank of Ceylon was the nation's first indigenous bank to be
incorporated under the Bank of Ceylon Ordinance in 1939 and
different milestones have passed through its journey and today it has
become the largest financial institution of SL in terms of assets,
loans and advances, deposits and profits, along with the best brand
of Sri Lanka.
Symbols The BOC symbol is well known among the consumers.
Further details about the symbolisms has been discussed in
Corporate visual identity (appendix 03)
Power
Structures
Power is divided by a well-defined governance structure and has a
high hierarchy that slows down communication, which could lead
to miscommunication and inefficiency. There are also instances
where the first attempt to move into a market can be delayed due
to this. This also ruins the creativity of the organization. (appendix
10)
Organization
Structures
Decision making power are up to the board of directors. The
Government of Sri Lanka, who holds 100% shareholding in Bank
of Ceylon influencing decisions of the bank sometimes
Control
Systems
The Board of Directors has ensured the implementation of an
effective and comprehensive system of internal controls in the
Bank and risk management and place considerable importance on
maintaining a strong control environment to protect and safeguard
the Bank’s assets and prevent fraud and mismanagement.
Rewarding System: Rewarding systems does not incentivize
performance. Hence it is seen an increase in service quality
complaints
Ritual and
Routines
Organizing culture with cultural celebrations, activities
And special events like Avurudu, Christmas, etc.
There are many sport-based events that happen within the context
of the Organization and outside of the organization. The company
has all the other standard rules and regulations.

47
6. Media Usage

48
7. BOC social media followers vs competitor
8. Green Banking
Bank Initiatives Awards Rate
BOC • 02 Green Building Certified
branches
• 5% Reduction in electricity
usage
• 7 million A4 sheets saved via
digital initiatives
• 1MW of electricity transferred
to national grid via solar
installation
• LKR 6.3 billion Green
Lending
• Total GHG emission 13,255.6
tCO2e
• Renewable energy generated:
885,238 Kwh
• Introduced “Green Loans”a
• Green Building Platinum
Award Trincomalee
Super Grade Branch
• Annual Green Building
Awards by Green
Building Council of Sri
Lanka (GBCSL)
• The Bank has also
obtained the ISO 14064 -
1 certification
demonstrating its
commitment towards
GHG emission
management.
4/5
Peoples
Bank
• Carbon Emission of our Head
Office reduced by 22.62
tCO2e
• Minimize paper waste by
introducing People’s Wave
and People’s Wiz Mobile apps
• Introduced “Green Team” and
“Green Loans
• Most Sustainable Bank
2017 – Sri Lanka’ award
at the prestigious World
Finance Banking
Awards in 2017
3/5
Bank Facebook Instagram Twitter
BOC 283,995 2225 246
Peoples Bank 219,934 2291 205
Commercial Bank 475,907 19,400 2020
Sampath Bank 443,705 15,800 3491
Saylan 640,556 15,700 4275

49
Sampath
Bank
• Energy management through
exploring energy efficient
lighting solutions and
alternative energy sources
• Measuring direct and indirect
emissions using the GHG
Protocol Carbon Footprint
Calculation process to track
environmental performance
and benchmark our progress
against our peers in the
industry
• Raising awareness to enable
stakeholders (customers,
employees, community etc.)
to embrace Green Ethics
• Environmental CSR and
partnerships to ensure
sustainable solutions to
prevent natural capital loss
none
2/5
HNB • Environmental and Social
Management System
• Million Tree Stories Project
none
1/5

50
9. Customer Feedbacks

51
10. Hierarchy of Decision Making
11. Recent Promotional materials

52
12. Milestones
13. Theoretcal models- Loylty
a. Service Profit Chain
2015
2012
1992
1989
1939 1988
Fitch
Ratings
Lanka Ltd
upgraded
the Bank’s
rating to
AA+ (lka)
stable
outlook
Issued the
first Credit
Card in Sri
Lanka
Entered into the
Electronic
Banking Era
with the
introduction
ofAutomated
Teller Machines
and Cheque
Guarantee Cards
‘
Ñ ± †
M
Bank of Ceylon
incorporated as
the nation’s
first indigenous
bank under the
Bank of Ceylon
Ordinance
‘ ‘
Became the
first bank in
Sri Lanka to
surpass
LKR One
trillion
deposit base
and
Introduced
CDMs
First Sri Lankan
commercial bank
to be ranked
among the best
200 banks in Asia
and 1,000 banks
in the world by
“Banker”
magazine
2011
Became the
first bank in
Sri Lanka to
surpass LKR
One trillion
asset base
Become the
largest
financial
institution of
SL in terms of
assets, loans
and advances,
deposits and
profits, along
with the best
brand of sri
lanka.
2018

53
b. Virtuous Circle
c. b. Loylty ladder
d. Herzberg two factor principle

54
14. User persona
Heaviest daily engage with the brand, multiple media across multiple networks
Always engage with the BOC social
media post and other camps. She is
an advocator to the bank.
Channel : Earned media
Tools : Media publicity, Review sites, Word-of-mouth,
Social media engagement (shares, like, positive
comment)
Participation :
Exposure :
Channel : Own media
Tools : Company website, Content marketing, Social media
pages, Mobile site, Blog
Participation :
Exposure :
Networks : Paid media
Tools : Display ads (Pop-ups/ Wallpaper-ads/ Video-ads), Social
media advertising, SEM/SEO, Traditional advertising - TV,
radio and print
Engagement :
Exposure :
Super Fans
Consumers
General Consumers
Not a BOC consumer and
searching information for
financial solutions
Customer who had experienced
BOC products and services.
Not a high engage with the brand, only for his requirement
Not directly engage with the brand, but he will engage if he sees any interesting
info.

55
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Bibliography
Web Sites
BOC Annual Report : https://web.boc.lk/assets/reports/annual/BOC_AR_2018.pdf
Napoleoncat web : https://napoleoncat.com
LMRB web : www.kantarlmrb.lk

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