Corporate_Digital_Communication_for_DKT.pdf

CORPORATE DIGITAL COMMUNICATIONS (2305): DECEMBER 2018 40043722
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POSTGRADUATE DIPLOMA IN PROFESSIONAL MARKETING
CORPORATE DIGITAL COMMUNICATION (2305): DECEMBER 2018
WORD COUNTS
Task 1A: One side of A4
Task 1B&C: 1,746
Task 2: 1,489
Task 3: 1,498
TOTAL COUNT: 4,733
DECLARATION
I confirm that in forwarding this assessment for marking, I understand and have applied the CIM
policies relating to word count, plagiarism, and collusion of all tasks. This assessment is the result of
my own independent work except where otherwise stated. Other sources are acknowledged in the
text, a bibliography has been appended and Harvard referencing has been used. I have not shared my
work with other candidates. I further confirm that I have submitted an electronic copy of this
assessment to CIM in accordance with the regulations.

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TASK 1A. PROFILE OF DKT INTERNATIONAL INC. GHANA
Organization Name: DKT International Inc. Ghana.
Type of Organization:
DKT International Inc. Ghana is a non-profit organization which was established in 2011 with its head
office in Accra- Ghana as a subsidiary of DKT International, USA. DKT Ghana provides Sexual
Reproductive Health (SRH) products and services to the people of Ghana. Since its Incorporation in
2011, DKT Ghana have leveraged two classic social marketing strategies to address the family planning
situation in Ghana. All products sold by DKT Ghana are supplied by the parent company as practiced
by all branches across the world.
Size of Organization:
In 2016, DKT International Inc. Ghana recorded sales of $725,840.00 of its contraceptives and family
planning services. DKT International Inc. Ghana is made up of 5 departments namely: HR & Admin,
Sales, Marketing & PR, Regulatory, and Accounts. The current staff strength stands at 84 members.
There are 6 managers who make up the senior management team, 10 territory managers are deemed
as senior staff with the junior staff consisting of 15 sales and admin executives and 10 casual workers.
Range of Products:
DKT International Inc. Ghana provides family planning and reproductive health products and services.
DKT Ghana has 3 distinct product portfolios with an added service offering. The product portfolios are:
Condoms (Fiesta and Kiss), Lubricants and Contraceptives (Lydia post pill, Lydia oral contraceptive pill
and Lydia IUD). DKT Ghana also provides family planning advice and community sensitization on plan
parenthood and safe sex. All products are tested and approved by the Food and Drugs Authority of
Ghana (FDA) and the Ghana Standard Authority (GSA) for safety issues since it is classified as a
medicine.
Customer Base:
The customer segment of DKT International Inc. Ghana is both Business-to-Business (B2B) and
Business-to-Consumer. The main approach in reaching out to the B2B customers is by broad
distribution of affordable and quality contraceptives to Hospitals, Clinics and other designated
pharmacy shops who in turn make them available to the respective consumers. Individual consumers
are also served by visiting designated outreach centres of DKT or by placing orders online on the
website and also by visiting their main office in Accra.
Main Competitors:
Marie Stopes International Ghana, Planned Parenthood Association of Ghana (PPAG), and Population
Services International Ghana (PSI) are the main competitors of DKT International Inc. Ghana. Marie
Stopes is the market leader with a total of 47% of the market share followed by DKT with 22% of the
market share. PPAG even though was established in 1967 has only 16&% of the market shares with
PSI holding 8%. Other traditional and local reproductive service providers cumulatively hold the
remaining 7% of the market share.
Donors:
DKT donors includes DFID, UNFPA, Bill and Melinda Gates Foundation and various individuals.

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TASK 1B & C.
REPORT
TO: SENIOR MANAGEMENT TEAM (SMT)
FROM: MARKETING MANAGER
DATE: 30TH
NOVEMBER, 2018
SUBJECT: A REVIEW OF THE DIGITAL ENVIRONMENT THAT COULD INFLUENCE BOTH CUSTOMER AND
WIDER STAKEHOLDER BEHAVIOUR AT DKT INTERNATIONAL INC. GHANA.
1.0 INTRODUCTION
This report seeks to evaluate how the use of stakeholder analysis, the ways in which DKT’s
stakeholders could be influenced by digital communication technology. It further makes
recommendations with justification a digital communication strategy to improve customer loyalty at
DKT International Inc. Ghana.
1.1 CRITICAL EVALUATION OF HOW DKT STAKEHOLDERS COULD BE INFLUENCED BY DIGITAL
COMMUNICATION TECHNOLOGY.
A stakeholder is an individual, groups, institutions or entities that have interest or a stake in an
organization (Pirozzi, 2017). They can be influenced or can influence an activity of the organization.
DKT as an organization engages daily with such individuals and groups or organizations that have
experienced a positive or negative impact with our offering. To effectively satisfy the interest of these
stakeholder groups, there is the need to conduct a stakeholder analysis for DKT Ghana in order to
identify the needs of each group and appropriately tailor solutions to meet their expectations.
Namusisi (2017) defined stakeholder analysis as a process of identifying key stakeholders to an
organization, their interest in the organization and the ways those interest affect the organization.
Brugha and Varvasovszky (2000, p338) also argued that “stakeholder analysis is an approach, a tool or
set of tools for generating knowledge … and for assessing the influence and resources they bring to
bear...”. By conducting this analysis, it will offer DKT the opportunity to know the various stakeholders
with much influence and interest and power and how best to use digital communication to reach out
to them in building a strong, supportive, inclusive and a reputable brand.
Stakeholders of DKT International Inc. Ghana.
(Freeman, 2010; Chinyio et al., 2010, cited in Slaba, 2014) suggest that in practice and theory, we can
find two approaches to stakeholders:
1. Internal Stakeholders (Primary): these are the stakeholders who benefit from, or are
adversely affected by the activities of organization (. DKT’s internal stakeholders includes;
Owners/Investors, Employees, Donors/Supporters, Customers.
2. External Stakeholders (Secondary): DKT’s external stakeholders includes; Suppliers,
Government, Media, Regulators, Competitors, Activist groups/Religious bodies, Local
community, Trade unions and other publics.
Both stakeholders are connected with their involvement in the organizations’ activities based on their
power of importance and influence as explained by Mendelow’s Matrix (Slaba, 2014). To understand
how effective DKT’s stakeholders’ interest can be met, the Mendelow’s matrix will be used to analyse
the stakeholders and determine how best to use Digital communication technology to influence them.
DKT Ghana’s stakeholders are organized according to their interest and power levels. Power here
denotes their degree of ability to help or have an impact whereas Interest measures their degree of
support or opposition to the organizations offering.

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Figure 1. DKT Ghana Stakeholder mapping matrix (adopted from Freeman, 2010)
It must be noted that, not all of these stakeholders have equivalent interest in DKT Ghana, nor are
they regarded as equally critical to its continued success. As seen from the Fig. 1 the stakeholders with
high power and interest are critical to managing the corporate reputation of DKT Ghana. These are
the stakeholders in the B quadrants, and they must be engaged regularly to understand their interest
and need. They are the key players in the corporate environment of DKT Ghana.
The stakeholders in the D quadrant must be kept informed as they have high interest but possesses
low power. If they are neglected for long, they can agitate for actions that will harm DKT’s corporate
reputation and brand image. The groups with high power but low interest must also be kept satisfied
and routinely brought around to enhance the reputation of DKT. The final group of stakeholders needs
monitoring with minimum efforts to understand their behaviour towards DKT’s offering.
In furtherance to using the Mendelow’s matrix, Mitchell, Agle and Wood (1997, p.854, cited in
Laaksonen, 2016) propose that all classes of stakeholders can be identified by their possession of the
following attributes: i) their power to influence the organization, ii) the legitimacy of their relationship
with the organization, and iii) the urgency of their claim on the organization. This model is known as
the stakeholders Salience Model.
Eventually, the key to managing DKT Ghana’s stakeholders lies in effective communication, and the
mapping above is the starting point to assessing the levels and nature of communication activities
needed to satisfying the interest and motivation of each identified group.
Digital Communications Technology: Digital Communication Technology refers to tools that enable
interaction and communication among people, entities or businesses (NZQA, 2018). The
communication landscape is changing, and communicating to various stakeholders is now digital in
nature than before. DKT Ghana needs to embrace this new wave of Digital communication in order to
satisfy its various stakeholders. Digital communication offers a wider range of tools ranging from
electronic newsletters, smartphones and apps, social media tools etc. These platforms can offer DKT
a better integrated means of communicating more effectively with the various stakeholders and
deliver more results in managing the reputation and image.

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Digital communication Needs of DKT’s stakeholder groups.
To ensure DKT Ghana meets the expectations of its stakeholders, communication must be targeted to
the various segments as identified in fig 1 above:
High Power, highly interested group (Manage closely): the communication should be targeted at
making efforts to satisfy them. Communication needs includes annual reports and newsletters for
sponsors and investors, memos for internal employees, external campaigns through various digital
platforms can also be used to reach out to the customers.
High power, less interested group (Keep satisfied): the effort here will be to keep this stakeholder
group satisfied with information but not so much that they will be bored. They yield power which can
affect the reputation of the company, therefore regular returns of activities must be submitted, press
release must be used to engage the media especially, publishing statement of accounts and fulfilment
of other regulatory obligations will help enhance the corporate reputation of DKT Ghana.
Low power, highly interested group (Keep Informed): this group needs frequent update of
information, and DKT Ghana should make good use of social media and its website to effectively reach
out to them. They may occasionally seek for information through those means, and the ability of DKT
to have them ready will enhance their brand experience which will improve the reputation of the
company.
Low Power, less interested group (Monitor): this group needs to be monitored so as to critically
understand their interest, no need to adopt an excessive communication form but constant
monitoring rather is needed to ensure that DKT is aware of any changes in their interest and power.
Understanding and prioritizing these segments of DKT Ghana is important, as it will allow management
to know which Digital communication tool to use in managing the various stakeholders.
1C. RECOMMENDATION AND JUSTIFICATION OF A DIGITAL COMMUNICATION STRATEGY TO
IMPROVE CUSTOMER LOYALTY AT DKT INTERNATIONAL INC. GHANA.
According to Pulsar-informatique.com, Digital communication technology is a communication action
that is oriented to promote a product and or services via digital media. A digital strategy leads to new
connections between various channels with the objective of acquiring, converting or retaining
customers.
Today, DKT’s stakeholders are engaged digitally using technological tools in transacting businesses,
influencing, forming opinions and making decisions. ‘Digital engagement has therefore become
fundamental to managing customer experiences and ensuring their various needs are met
satisfactorily’ (DFAT 2015)
The objective of this strategy is to improve customer loyalty therefore the core pillars will be centred
on building a digital culture at DKT where staff habitually incorporate digital tools in all aspect of their
service delivery to improve stakeholder engagements. We must find smarter ways of engaging with
our target audience to listen to, engage and influence their perception about the DKT brand.
The recommended strategy adopted from (DFAT, 2015) is erected on five key independent activities
with specific actions and obligations assigned to each:
 Train
 Listen
 Elucidate
 Engage
 Influence

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These key pillars of the strategy align with the constituents of the RATER model which focuses on the
five service attributes namely; reliability, assurance, tangibles, empathy and responsiveness.
Train: DKT should equip and train all staff at different levels with the right tools and skills to use digital
communication effectively. This will provide guidance and clarity on how best to appropriately and
effectively use social media in both official and personal situations and give them the capacity to
engage online proactively, confidentially and responsibly.
Listen: There should be a deliberate effort by DKT to actively listen to conversations dominating the
online space so as to have a fair understanding of the business environment. For DKT to proactively
engage its stakeholders, we must be aware of the real-time conversations taking place online and
ensure that every content, message or information is getting to the desired target.
Elucidate: DKT must select the appropriate platforms and develop personalised, strategic content to
elucidate the products, programs and services of the firm to the various stakeholders. As the digital
landscape broadens, we must explore the new digital platforms and networks that can help with
reaching out to our stakeholders and explain our offerings.
Engage: By far, the core strength of DKTs digital strategy will be a strong relationship with its
customers through digital inclusion and engagements and online discussions. The various customer
groups should be engaged via the appropriate channels for greater inclusion.
Influence: The digital footprint of DKT must be used to influence the behaviours, perception and
interest of the various customer groups. The online discussions must continually be influenced and
lead by DKT in areas of their offering, this will enhance the customer affection for the brand.
This strategy will cover DKTs public engagements and communication activities with its stakeholders
so as to guide social media, multimedia and online content. The operational impact of this strategy
will be a well-equipped workforce, a digitally savvy and responsive organisation and an efficient and
integrated channel of engaging with customers.
Effective implementation of this strategy will not be easy; it will take a cross-organization effort to
align resources, goals, technology, data and measurement. But ultimately, our presence in the market
will be greatly felt and it will enhance our reputation (HSE, 2014).
Conclusion:
In sum, our stakeholders are key to our survival, and to keep them loyal will depend on how best we
communicate our offerings using the appropriate medium as expressed in this report.

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TASK 2
BRIEF REPORT
PRESENTED TO: SENIOR MANAGEMENT TEAM OF DKT INTERNATION INC. GHANA.
PREPARED BY: MARKETING MANAGER
TOPIC: MONITORING AND MEASUREMENT OF CORPORATE DIGITAL COMMUNICATION
AT DKT INTERNATIONAL INC. GHANA
DATE: 30TH
NOVEMBER, 2018
2.0 INTRODUCTION
In this digital age, corporate reputation even though intangible is among the essential assets for DKT
to protect and manage. This brief report takes a look at the assessment of effective tools for
monitoring and measuring corporate digital communication at DKT and a recommendation with
justification on the specific tools to be adopted by DKT International Inc. Ghana.
2A. ASSESSING THE EFFECTIVENESS OF TWO DIGITAL TOOLS APPROPRIATE FOR MANAGING
CORPORATE REPUTATION.
Digital monitoring is a means of finding out if what an organisation is doing is what they are supposed
to do in terms of digital communication and to what extent are they reaching their goals and
objectives. For example, you monitor or track the number of people who like your Instagram post or
follow you on twitter, or find out how many people have visited your website (JSI, 2017).
DKT’s reputation will be greatly enhanced if an effective monitoring is done to ensure proper listening
on all digital media platforms.
Types of Digital Monitoring Tools: There are many digital monitoring tools that can be used to monitor
the digital footprints of DKT so as to manage its Corporate reputation. Among these are; Social bio,
Brandwatch, Synthesio, Google analytics, Hootsuite, Google alert, etc. These tools are necessary for
capturing insights and to influence DKT’s online presence and help to improve our brand opinions.
Hootsuite and Google Analytics are two of the digital monitoring and measurement tools that will
have a good impact in managing the corporate reputation of DKT. They are therefore discussed below
with emphasis on their relative effectiveness on how to manage corporate reputation.
1. Hootsuite: Lifewire.com describes Hootsuite as a social media management tool that allows
users to schedule posts updates to any page or profile for Facebook, Twitter, LinkedIn,
Google+, Instagram, WordPress and other platforms from one place-the Hootsuite dashboard.
This tool will be effective for managing the social media pages of DKT and enhance the
reputation through a synergistic content across our social media platforms.
Hootsuite provides social listening capabilities for monitoring specific keywords, hashtags, and
more. It helps in staying on top of what people are saying about your brand and listen to your
customers and competitors to gain competitive advantage (Blog.Hootsuite.com). This is very
relevant for DKT in that for most of our stakeholders, we will have to listen to their
conversations online and shape those conversations as well as monitor our mentions to clearly
understand and influence our brand reputation among them.
Hootsuite also provides multiple profile management capabilities, targeted messaging to help
send private messages to audience groups, organization assignments for teams to work
collaboratively and analytics which has good interface working with even Google analytics and
Facebook Insights. This is very important for DKT especially with the targeted messaging

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capabilities and analytics for the various platforms. We can tailor our messages to specific
audiences in addressing peculiar issues that will enhance our reputation.
2. Google Analytics: astekweb.com describes Google Analytics as a free web analytics tool that
generates detailed statistics about activity on a website. In the same way, Google explains
that their analytics helps to analyse visitor traffic and paint a complete picture of your
audience and their needs, wherever they are along the path to purchase. This will be an
effective monitoring tool for DKT in monitoring the traffic to our website specially to know
which specific information our audience are seeking and how long they spend on each page
of our website.
Additionally, Google Analytics uses first party cookies on each visitor’s computer to store their
history and also it provides geographic location of website visitors, their source of getting to
the website and the minutes spent on each page. Among the many important parameters for
DKT in managing reputation is to understand what our various stakeholders are reading about
on our website and whether or not they made the visit through our social media platforms,
and how long they spend on each page.
2B. CRITICAL EVALUATION OF DIGITAL TECHNOLOGIES TO MONITOR CORPORATE DIGITAL
COMMUNICATION AND HOW DKT CAN ADOPT SUCH TECHNOLOGIES.
The two digital monitoring and measurement tools discussed above clearly fit into managing the
reputation and corporate image of DKT Inc Ghana.
Hootsuite is a holistic social media management tool for managing all social media networks
(Facebook, twitter, LinkedIn, Instagram, Pinterest etc) from one place. This is exactly what suits the
agenda of DKT Inc. Ghana in that our core message is targeted at the youth who are constantly
engaged better on social media platforms.
This tool will give DKT the ability to create wide range of feeds and view all on one screen. Feeds can
also be created for mentions, retweets, direct messages and many more so that DKT Inc. Ghana will
not miss any conversation in the digital space. One great feature about this tool which will be very
useful to DKT is the ability to display all the contacts and their followers and following count, which
can be used to design targeted messages.
Hootsuite will offer a harmonized space for all the team members to manage the various accounts.
This will make easy execution of the social media strategy by ensuring synergy among the messages
being sent across all media platforms.
Additionally, DKT Inc. Ghana can make good use of the scheduling feature on Hootsuite that will allow
the team to create messages in advance and send them out on the day and time that best suit our
social schedule. This can be set manually or automatically especially with the auto schedule, DKT will
not have to guess what times will give optimal results, the Hootsuite algorithms will pick the best time
to send out the contents. In all, setting up a Hootsuite account for use by DKT Inc. Ghana will be perfect
and run smoothly with the media platforms and strategy currently running at the firm.
Google Analytics is very ideal for understanding the traffic to the website of DKT Inc. Ghana such that
it will allow the firm to first know in real time the users on the website, the number of minutes stayed
on each particular page etc.
Google analytics also provides demographic data of users, their interest, geographic location and the
device being used to access the website. This is very key for DKT to understand the various interest
and demography of the visitors.

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Additionally, this tool provides the acquisition data which is very essential for use by DKT Inc Ghana
because much efforts spent on the social media platforms or campaigns can be measured by this tool.
The source of getting to the website of DKT is important in helping to drive more traffic and in targeting
contents to stakeholders that use such platforms.
This tools also provides opportunity for customized reports and generate alerts for specific items
keywords and user activities on the website. This fit into the listening strategy of DKT Inc. Ghana such
that it will provide an informed data of what users want and the kind of information they are searching
for on the website.
This tool is among the easy to use digital measurement tools which DKT Inc. Ghana can easily adopt
because the current systems being used duly supports an easy integration to help manage the digital
path of DKT Inc. Ghana.
2C. RECOMMENDATION WITH JUSTIFICATION OF AN OUTLINED STRATEGY FOR USING DIGITAL
MONITORING AND MEASURING TOOLS.
“Evaluation asks whether the project is doing the right things, while monitoring asks whether the
project is doing things right” (Pritchett et al., 2013). The underlying objective of monitoring and
measuring DKT’s digital strategy is to gather data to inform decision on how to optimize content and
reach.
The key parameters of an outlined strategy for using monitoring and measuring technologies is
explained in the table below:

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While each measurement tool provides a clear purpose of its own, DKT International Inc. Ghana needs
to make use of the parameters that best suits the objective of the digital strategy.
In looking at the outline strategy above, the recommended tools for DKT International Inc. Ghana is
made below with necessary impact on the organisations.
These two tools will be of great help to DKT International Inc. Ghana to see positive results and also
make changes to our strategy when the needed engagement results are not forthcoming.
2.1 SUMMARY
In sum, the key to DKT International Inc Ghana monitoring and measuring the digital channels depends
on how best the tools are applied to get the needed results in relation to the strategy objectives.
2.2 CONCLUSION
To conclude, the SMT of DKT International Inc Ghana can achieve a lot with measuring and monitoring
the digital channels of the firm by adopting the recommendation made in here in this brief report.

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TASK 3
BRIEF REPORT
PRESENTED TO: THE BOARD, DKT INTERNATION INC. GHANA.
PREPARED BY: MARKETING MANAGER
TOPIC: ASSESSMENT OF THE ROLE OF CORPORATE REPUTATION AND ITS IMPACT ON
IMPROVING CUSTOMER LOYALTY.
DATE: 30TH
NOVEMBER, 2018
3.0 INTRODUCTION
Building a brand driven culture is a lifelong commitment to a mindset and a way of life that takes time,
planning and perseverance that produces intangible outputs which include greater customer loyalty
and a higher percentage of repeat business (Ghodeswar, 2008). This brief report evaluates the nature
of corporate brands and the relationship of corporate image, identity and reputation as well as how
the corporate character of DKT impacts its brand equity. It further recommends how the gap between
corporate identity and image can be addressed by digital communication.
3A. CRITICAL EVALUATION OF THE NATURE OF CORPORATE BRANDS WITH SPECIFIC FOCUS ON THE
RELATIONSHIP BETWEEN CORPORATE IMAGE, IDENTITY AND REPUTATION WITHIN
ORGANIZATIONS.
Corporate brands can be found in corporate bodies of every kind. The concept is equally applicable to
countries, regions, cities and so on (Analysis and Technical, 2013). According to brand-trust.de, a
corporate brand serves to describe an organisation as a whole. Its aim is to create a consistent
corporate image through interplay of corporate strategy, business activities, and brand stylistics.
The elements which fuse together to create a corporate brand consist of a quintet of elements which
forms the acronym C²ITE. As such, corporate brands are inherently cultural, intricate, tangible, and
ethereal in nature. They also require total organisational commitment (Balmer, 2001 cited in Analysis
and Technical, 2013)
Balmer (2001) distilled the benefits of corporate brands into three principal categories namely:
communicate, differentiate and enhance. He argued that these can be viewed as a simple, pragmatic,
framework for evaluating corporate brands.
Relationship between Corporate image, Identity and Reputation.
A company’s identity is the actual manifestation of the company’s reality as conveyed through the
organization’s name, logo, motto, product, … communicated to a variety of stakeholders (Four, Wall
and Journal, 2009).
Olins (2002) argues that, the totality of the way the organisation presents itself can be called its
identity, what different audiences perceive is often called its image. He further indicates that identity
can project four ideas: who you are, what you do, how you do it and where you want to go.
In a simple interpretation, corporate image represents a set of beliefs, impressions or feelings through
which an organization is described or remembered by the large audience, including customers,
investors, media etc (Hatch, Schultz, 1997, cited in Bălan, 2016).
The concept of corporate reputation embodies a long term value proposition which allows companies
to foster superior commercial performance and stay ahead of its peers (Bălan, 2016). The foundation
of a solid reputation exists when an organization’s identity and its image are aligned. Abratt’s model
(1989), clearly explains the corporate image management process and adopts an “outside in” focus

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(image, reputation, focus) rather than an inside out (identity, personality focus) which is useful in
integrating the concepts of identity, image and reputation (Balmer, 2001) .
Reputation differs from image because it is built up over time and is not simply a perception at a given
point in time. It differs from identity because it is a product of both internal and external
constituencies, whereas identity is constructed by internal constituencies (the company itself).
Figure 3.1 below adopted from (Four, Wall and Journal, 2009) sums up the relationship between
Corporate identity, image and reputation.
Figure 3.1 Identity, Image and Reputation Model
A strong reputation has important strategic implications for a firm, because as Fombrun (2009), notes
“it calls attention to a company’s attractive feature and widens the options available to its managers,
for instance, whether to charge higher or lower prices for products and services or to implement
innovative programs.”
3B. CRITICAL EVALUATION OF DKT’S CORPORATE CHARACTER ON BRAND EQUITY SPECIFICALLY IN
RELATION TO IMPROVING CUSTOMER LOYALTY.
To effectively facilitate the creation of a corporate brand image by stakeholders particularly
consumers, the organization must present a personified, imbued human characteristics or personality
traits (Ha and Laili, 2010). The corporate Character of DKT International Inc. Ghana is of critical
importance in creating a meaningful differentiation through symbolic values that is through
personality ( Aaker, 1997 cited in Ha and Laili, 2010).
Corporate Character is how a stakeholder distinguishes an organization, expressed in terms of human
characteristics (Chun and Davies, 2006). In understanding the corporate character of DKT and its
impact on the brand equity, several tools can be used, among which are Corporate Character Scale
(CCS) and Positioning map. Positioning maps in this instance will be used to evaluate how DKT’s
character is perceived and the resulting impact on brand equity.
Positioning Map of DKT International Inc. Ghana.
The evaluation of DKT’s corporate character by positioning maps is being obtained through these
dimensions: product features, price, quality and reliability all in consideration with competitors. Figure
3.2 below shows the positioning map of DKT in relation to key competitors on the aforementioned
variable.

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Figure 3.2 Positioning Map of DKT.
 DKT is perceived to have a high reliability and good quality products.
 Marie Stopes is the market leader with high brand awareness, affordable price, good product
quality and offerings.
 The other competitors are also staying strong in the market.
With the above evaluation of DKT’s brand character, the impact on the brand equity of DKT is minimal.
According to (Acker 2000, cited in Blankson, 2016) brand equity is measured by four dimensions: brand
loyalty, brand awareness, perceived quality and brand association. The perceived quality of DKT brand
is positive with a strong reliability rating which is very important as it will help in ensuring customer
loyalty.
The current brand awareness level of DKT is likely to have an impact on the brand equity as it can
affect the consumers behaviour towards the marketing of the products. With an excellent perceived
quality, customer loyalty can be deepened and enhance the credibility of DKT compared to
competitors.
With the current position of DKT, these are the strength and weakness of which needs to be looked
at to ensure the ultimate goal of gaining customer loyalty is achieved.
Strength:
 Good quality brand.
 High reliable perception.
 Wide range of products.
Weakness:
 Relatively higher price than competitors.
 Low awareness level.
Strong brand equity will allow DKT to retain customers better, service their needs more effectively
and increase profits.
0
1
2
3
4
5
6
7
Price Quality Reliability Awareness
Positioning map
PSI DKT PPAG Marie Stopes

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3C. RECOMMENDATION OF HOW THE GAP BETWEEN CORPORATE IDENTITY AND IMAGE OF DKT
INTERNATIONAL INC. GHANA COULD BE ADDRESSED BY DIGITAL COMMUNICATION.
Gap analysis is an evaluation of the difference between the organization’s current position, and its
desired future (Bradt, 2008). The corporate identity and image of DKT International Inc. Ghana is
fundamental to its ability to ensure customer loyalty because any wide gap has the capacity to
jeopardize the relationship between the company and its various stakeholders.
Most theories suggest that corporate identity and image are interrelated, however, in reality, the
identity and image of a firm can be poorly fitted, which means that members’ perception of their own
organization does not mirror the picture of the organization held by the external publics (Vegholm
and Silver, 2014). These are the basis for gaps between corporate identity and image.
Figure 3.3 below, shows the identified Gap between corporate Identity and image of DKT International
Inc. Ghana.
Figure 3.3: Gap Analysis of Corporate identity and image of DKT International Inc. Ghana
The potential gap as illustrated in figure 3.3 will arise from either the experience of external
stakeholders, their perception about the symbolism of the firm, the behaviour of internal stakeholders
and the impact of how the identity is communicated.
Additionally, a potential gap between identity and image is likely to arise from the communication
point of view, where the stakeholders gain a high expectation of service as a result of advertisement,
direct marketing etc which oversells the company than what it actually delivers.
Because corporate image is believed to be the visible elements of any firm’s image, DKT International
Inc. Ghana can close the gap between identity and image by making the following strategic decisions
to ensure customer loyalty.
 There should be a two-way communication with the various stakeholders. This is necessary
because it will help address issues of over promising and underdelivering because a well-

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balanced view of customers’ expectations, specification and needs will be delivered before
service is delivered.
 Online listening can also be key to bridging the gap between identity and image for DKT. We
can monitor the various social media channels for mentions of our brand, competitors,
product and any other ideas that are relevant to our business.
 Focus groups of an already existing stakeholders can be used online to expand the online
engagement of DKT to further understand the minds of the wider publics which will benefit in
closing the image identity gap.
3.1 CONCLUSION
DKT’s reputation hinges on how best managers and staff work together to bridge the gap between
identity and image by including both internal and external components that will ensure customer
loyalty.

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REFERENCES FOR ALL THE TASKS
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