Corporate Branding

This course is based on the big practical material of successfully realized branding and rebranding projects of various institutions, companies specialized on mechanical engineering, service companies’ category Deluxe, financial companies and FCMG (Fast Moving Consumer Goods).

Corporate branding is represented as the tool of strategic management. Special attention is paid to a methodical and methodological basis of construction of brand model (platform), thus brand model (as well as procedures on its construction) is a specific author’s achievement and is not offered in similar treatment by other authors.

We consider the brand as an image and we treat perception of the image using the set of communicative projections. Thus communicative projections are considered as sign systems. This course is emphasized on analysis methods of the specific features of the sign systems perception and diagnostics of their integrity, breaks in perception and contradictions. The system of communications – is the set of communicative projections. It is necessary to have predictable controllability of the communication systems for successful and conformable creation of the image.

The logic of effective branding is presented in the course. It allows branding object to receive the effective system of communications and criteria of an estimation of business promotion productivity. Effective branding should begin with formalization strategy and/or strategic ambition of the branding object, detection of uniqueness the brand and it’s USP (unique selling proposition, unique selling point).


You will get acquainted to the international branding methodology of CBI Consult, specific features of such concepts as: «brand product», «brand essence», «person of the brand» etc. in the section «Model of the brand». You will find out about the role of business-processing and ideology in brand modelling and about functional meaning of the brand model. The brand model presents the full system of criteria for the system of external and internal brand communications construction.

The main advantages of the course are the parts devoted to the brand materialization, such as controlled naming technology, practically applied on many international projects and the visual program based on the «5 elements» system, which allows to create any communication brand formats, fully keeping and strengthening their identity, using the “LEGO” principle.

The creative concept is necessary for the effective program of brand introduction. We’ll discuss its necessity and expediency of its development using the example of successfully realized projects, when the creative program, formed on the basis of the brand model, its verbal and visual concepts, allowed to effect very serious optimization of the brand communications with various target audiences.

Sections devoted to the branding/rebranding program, their tools and procedures, and part devoted to the integrated brand-communications present a very special practical interest for the Diploma, Masters, doctorates. We’ll consider brand communications as a part of the investment process which has a direct influence on the brand capitalization and business as a whole, here. We’ll use works of classics of the theories of marketing and branding, global practical achievements.

Final, but very important section of the course, is devoted to corporate culture and its relations with brand culture. Various types of cultures, functions of the corporate culture and its importance for successful introduction and life of the brand are considered in the course.


Corporate Governance Researches

Traditionally, the methodology for managing risk and compliance has been manual, paper-based procedures and checklists, with manually-derived reports. These methods worked well when the number of risks, compliance obligations and people involved were minimal. However, as the complexity of the risk and regulatory environment has increased, these processes are proving inadequate. Timeliness and reporting quality are also becoming critical. Effective corporate governance requires an approach that focuses on the progressive improvement of an organization’s compliance framework and performance – not just document management or ‘tick and flick’ reporting to regulators. The right information is required at the right time to identify improvements and new approaches. That’s where Canadian Business Academy comes in.

Risk Management.

The workflow engine assists users to demystify risk management by taking them step by step through the process. Key functionality includes:

  • The use of risk category trees to simplify the task of identifying risks and creating a common risk language within your organization.
  • Risk analysis and evaluation using the Australian Risk Management Standard (AS4360) and / or COSO methodologies.
  • Linking each risk to its individually specified controls and treatments.
  • Sophisticated reporting allowing managers to easily drill down to identify key risks and individual risk treatment and control plans.


What were previously tiresome and sometimes complex compliance tasks become just part of your day-to-day workflow as Canadian Business Academy assigns, monitors, measures and reports on compliance obligations, whether they are driven by legal and regulatory obligations or organizational policies and procedures. Key functionality includes:

  • Capturing key compliance obligations.
  • Linking obligations to governing acts or regulations.
  • Simplifying obligations through the use of a category tree structure that separates key legal & regulatory, organizational and contractual obligations.
  • Assigning responsibility for compliance tasks to individuals, including frequency of monitoring.
  • Automated email notification of the task delivered in simple plain English emails to the responsible person, specifying a deadline for confirmation of performance of that obligation.
  • Assigning stakeholders and escalation points for tasks.
  • Monitoring the performance of those obligations, and escalating responsibility where non-compliance or trigger dates are reached.
  • Providing tools to enable line and compliance managers to monitor performance.
  • Reporting on task performance and breaches in real time.
  • Providing transparency to management including a complete range of tailored reports.
  • Providing a complete audit trail of all tasks performed inclusive of editing, performance and all instructions relevant to the task.

Clients can either upload their own compliance checklists or utilize content that has been developed by our legal and industry experts in areas such as:

  • Company secretarial tasks (including statutory reporting)
  • Occupational Health & Safety
  • Financial Services Law & ASIC Regulation (including Managed Investment Schemes)
  • ASX Listing Rules & Corporate Governance Guidelines
  • Franchise Code of Conduct

Incident Manager.

How does your business currently deal with a customer complaint, a workplace injury or any other incident that occurs within your workplace? Incident Manager can assist you to better handle these situations by utilizing a simple template-driven approach which allows you to define custom templates for the types of incidents that are relevant to your business. Using Incident Manger, you are able to create custom rules for the procedures and authorization steps that need to be followed.

Incident Manager enables you to:

  • Create an incident template that defines the structure and layout for each type of incident including date, time and currency fields;
  • Record, classify and assign responsibility for management of an incident;
  • Nominate a party to “screen” and approve an incident;
  • Create discussion threads or forums with CC’d parties or stakeholders;
  • Add an “authorization” or sign-off process prior to closing or resolving the incident;
  • Capture, monitor and report on action plans to ensure follow through;
  • Create powerful flexible alerts and escalations, based on your rules;
  • Perform powerful on-demand reporting and identify recurring incidents within your organization; and
  • Link incidents to your risks and your compliance obligation.

The next time an incident occurs within your business, you’ll have the tools to manage the entire process from start to finish.

Financial Services.

ASIC & APRA Risk Management and Internal Control Requirements.

The introduction of the Financial Services Reform Act has changed the landscape within which financial services organizations now operate. A key feature of these new regimes is the requirement that all financial services entities establish a sound system of risk management and internal control. The depth of these requirements has been explained in various ASIC and APRA publications with ASIC referring to the Australian Risk Management Standard (AS/NZ 4360:2004) and the Australian Compliance Standard (AS 3806:1998) as relevant benchmarks. To add to the challenge, financial services companies are now also required to maintain adequate human resources, technology resources and financial resources as well as closely monitor key outsource relationships and implement conflict of interest policies. Those dealing with retail clients are also required to implement internal and external complaints handling systems. The focus of these changes has been on documentation and practical implementation of policies and procedures. To date many financial services companies have gotten by with manual, paper based systems, however the sheer complexity of the regulatory environment, and the demands of managing effective risk and internal control programs have now made this approach largely untenable. Simply put, it is now both a legal and a commercial imperative for financial services organizations to establish internal risk and compliance programs that work effectively and Canadian Business Academy provides the perfect solution.

General Law Obligations

As an executive of a financial services company not only do you have to deal with a volume of specific laws and regulations relating to the financial services industry, you also have to deal with a vast body of general legislation, Occupational health & safety, workers compensation, privacy, industrial relations, and consumer protection laws are just a few of the areas that are likely to impact on your business on a day-to-day basis.

We recognize that many financial services companies are small-to-medium-sized enterprises that are focused on their core product or service offering and often have limited resources available to dedicate to:

  • tracking their legal obligations
  • translating them into documented policies, and then
  • effectively communicating these policies to their employees.

It is, in fact, the small and medium sized enterprises that bear the brunt of costs associated with non-compliance. Fines, penalties and legal fees are just the beginning. The real costs of non-compliance are often hidden and include management downtime, business disruption, reputational damage, loss of key staff and increased insurance premiums. As a financial services company the pain is often multiplied by the fact that you are “under the regulator’s spot light”. Compliance breaches can become public with resulting reputational damage having the potential to negatively impact on your business.


Banking Law

This Canadian Business Academy offers attorneys of diverse professional backgrounds opportunities to educate themselves and update their knowledge, as well as to exchange ideas and discuss issues regarding the representation of financial institutions. The Canadian Business Academy also provides it members a unique opportunity to interact with regulators through discussions at Canadian Business Academy meetings and programs, by developing positions on pending regulatory proposals and through participation in the Canadian Business Academy’s courses which involve the regulators as faculty and as students. Most importantly, the Canadian Business Academy provides a network of attorneys across the professional spectrum with whom to interact professionally. The Canadian Business Academy consists of subcommittees and task forces that incorporate a range of financial and regulatory law disciplines: mergers and acquisitions, loan workouts, all types of lending, retail banking, insurance services, trust and investment services, payments systems and electronic banking. There are subcommittees dealing with the issues of specific segments of the financial services industry: financial and bank holding companies, savings institutions, community banks. Finally, there are subcommittees and task forces dealing with major issues in financial institutions, including compliance and examination, privacy, enforcement issues, international matters, legislation, preemption, and troubled banks.

«Banking today» is a straightforward introduction to the way banks operate. It helps you understand how they function as a business and the important role they play in the U.S. economy. Banking Today explains the role of banks in today’s economy, describes bank competitors, and identifies banking developments and trends. It does not assume prior familiarity with banks or banking terminology.

Divided into six units, topics include:

  • Financial Services Market
  • Bank Customers and Earnings
  • Bank Products and Services
  • Financial Statements and Performance Measurements
  • Bank Organization
  • Banking Laws and Regulations

Special features include:

  •  A glossary of terms and acronyms
  • Diagrams and charts to clarify important banking concepts
  • Application exercises
  • Self-check questions and answers
  • List of additional resources
  • Appendices on banking laws and acronyms

«Analyzing Financial Statements» provides the skills needed to conduct a comprehensive and effective financial analysis of a business borrower. Analyzing Financial Statements clearly illustrates each step required in reviewing the financial statements provided by loan applicants to determine whether a borrower can repay debt to your institution. It explains essential concepts between the different types of businesses, legal structures of businesses, sizes of business, and other major influences that affect cash flow cycles. Realistic case studies and practical application exercises provide hands-on experience in analyzing income statements, balance sheets, and tax forms.

«Introduction to Analyzing Financial Statements» introduces financial statement analysis as a means of determining the viability of a small business loan request or monitoring the financial solvency of the business. The course covers analyzing the income statement and balance sheet, determining key financial ratios and trends, and performing basic cash flow analysis.

Audience: Personnel responsible for reviewing financial statements for the purpose of assisting in lending decisions, monitoring the ongoing health of the business, or conducting the initial financial analysis.

Objectives: At the conclusion of the program participants will be able to:

  •  Define financial statement analysis and explain its importance in the small business lending process
  • List the basic steps of financial statement analysis and the purpose of each step
  • Analyze an income statement and balance sheet
  •  Calculate and interpret key ratios
  • Describe the cash flow cycles of the different business types
  •  Perform a simple cash flow analysis.
  • «Fundamentals of Small Business Banking» provides participants with the knowledge and skills to interact successfully with small business customers. It defines and explores core business terminology, such as business legal structures, business types (industry sectors), operating cycles, and business life cycles. The course also examines business cycles and how they drive the need for bank products and services.

Audience: Personnel who have limited exposure to the small business market, but are responsible for servicing or selling to small business customers.

Objectives: At the conclusion of the program participants will be able to:

  •  Identify common characteristics of the small business market
  • Describe the different business legal structures
  • Describe the most common small business types
  • Identify four general financial needs
  • Explain how operating cycles drive needs for bank products and services
  • Describe the life stages of a small business.


Six ways to build an innovative corporate culture

With the global recession deepening, governments will be looking towards innovation to help economies fight their way out of trouble. But how do you drive innovation and what makes one company more innovative than another? What drives innovation? Exactly what drives innovation has been the subject of debate for some time. Analysts and social scientists’ views vary according to their particular perspective.

  •  Sociologists point towards religious beliefs, Max Weber famously citing the ‘Protestant ethic’.
  •  Psychologists will talk about the role of ‘national culture’ – individualistic cultures more likely to develop and implement new ideas than collectivistic ones.
  •  Legal scholars emphasize the importance of property rights, arguing that individuals are more likely to be innovative if they are guaranteed to benefit from the fruits of their enterprise.
  •  Geographers believe that the distance from the equator holds the key; colder climates motivate people to think about and plan for the future, an important ingredient of innovation.
  • Finally, economists place their faith in the role of national inputs such as labor and capital, with countries that invest in advanced technical and scientific skills among their citizens stimulating greater innovation.

Most of these theories point to the same root – that innovation is driven by actions taken at a country level and that national policies hold the key to fostering enterprise.

Samsung versus Apple.

Having analyzed the experience of over 750 firms in 17 countries, my co-authors and I have come to the conclusion that it is corporate culture – not country level policies – that is the strongest driver of radical innovation. We found that, regardless of where a company is located, if certain attitudes, practices and behaviors are shared by members of that firm, it is more likely to have a forward-looking, risk-taking culture. Several well-known household names provide a graphic illustration of this point. Apple and FedEx in the US have a strong reputation for radical innovation. However, take Kodak and Kmart, both of which have failed to successfully cannibalize successful products in order to innovate. On the other hand, in the lagging economies of India and Korea, innovative firms like Samsung and Infosys have raced ahead of slumbering giants in more advanced countries. In fact, our research found these firms had developed an innovative corporate culture precisely because they needed to overcome obstacles in their home countries. This evidence suggests that traditional country level drivers, such as government, culture, labor, and capital, while not unimportant, have become less significant in the current environment. After all, capitalist markets have been evolving over the past 400 years, and are therefore relatively mature, efficient and interconnected.

Innovative management culture

So, if corporate culture is the answer to radical innovation in the world’s increasingly convergent economies, how do you create the ideal conditions? Our research has identified three specific attitudes and three practices that radically innovative firms share. The attitudes include the willingness to cannibalize existing products, a tolerance of risk and an orientation towards markets of the future. The practices are the empowerment of product champions, internal competition and providing incentives for employees to be enterprising.

In summary:

  • Embrace risk, don’t avoid it
  • Sacrifice existing successes to develop new ones
  •  Face the future, don’t rest in the past
  •  Empower product champions
  •  Foster internal competition
  •  Provide incentives for enterprise

And, in line with AIM Research’s goal to provide business research that has a practical application in business, we have created a benchmarking tool to enable firms to compare their own corporate culture against these criteria. It enables managers to become attuned to cultural factors, measure them, and foster them to maintain a culture of relentless innovation.

Changing corporate culture.

But how do you go about changing a corporate culture? Companies are often focused on maintaining the stream of profits being generated by existing products and services. That success can lead to complacency and a sense of invulnerability. Success in one generation of innovation can often be a limiting factor, with managers protecting profits and avoiding any developments that might threaten them. In addition, dealing with the micro problems of its successful products can blind a firm to radical innovations of the future.

However, forward looking firms are willing to sacrifice short term returns and cannibalize existing products for the sake of the next generation of innovations. They see the limitations of current technology and are able to identify future trends that will dominate. But taking that gamble is not something that comes naturally to most managers and that’s where firms need to promote a tolerance of risk internally. They can empower individuals with the resources to explore, research and build on promising, but uncertain innovations. This can for example be reflected in the firm’s reward system, gearing it more towards employees who explore or build new enterprises, rather than rewarding seniority or the management of existing products.

Fostering an innovative business culture.

Our findings have some important ramifications for both managers and policy makers. Firstly, they challenge traditional beliefs about the drivers of innovation; those typically cited including government regulation, country level labor, capital and culture. In particular, the suggestion that a firm’s corporate culture is a more significant driver of innovation would lead us to believe that all national attempts to stimulate innovation from the top down are doomed unless firms themselves embrace and foster a culture of innovation from within. Secondly, the relative innovativeness of countries has always been measured in terms of numbers of patents generated or the amount spent on R&D. This approach would appear to be misguided; rather it is actual innovation in terms of new products and services that translates into financial value for firms and ultimately national economies.

Advertising Technology

Advertising was once a business model only available to media companies. These companies specialized in building large audiences by creating programs or entertainment that allowed them to also sell advertising to companies that wanted to reach their audiences. The Internet allows much smaller, non-media companies to both advertise and make money by accepting advertising on web sites. Traditional CPM (cost per thousand) advertising involves advertisers paying based on the number of ad impressions, or views. Other traditional options also available online include negotiated sponsorships of all types. Online advertising also includes Internet-only strategies like Pay Per Click keyword advertising (like Google’s Adsense) that allow anyone to promote products and pay only when someone clicks on their ad, or affiliate marketing, where advertisers pay web site owners commissions on sales or customer referrals. These strategies represent a revolution in advertising because they allow any blog publisher or web site owner to make money online by advertising to their audiences.

Even with the cookie-type behavioral advertising technology, there was a way for users to prevent these ads from targeting them. They could set their machines not to accept any cookies at all by setting their browser security setting to high. This solved the privacy issue, although many websites would (intentionally or not) render improperly with this setting on. In recent news on the behavioral advertising technology front, Microsoft announced that its newest Internet Explorer, version 8, would have a mode called “InPrivate Blocking” that would prevent cookies from being placed on any machine. At first glance, it would seem that either: A. Microsoft is genuinely concerned about online privacy, to the point that the company would allow users to block ads that come from the Microsoft network as well, or B. Microsoft realized that the paltry share of the ad serving market that it currently controls is not as important as inflicting serious damage to Google, which owns a much more significant slice of the online advertising pie (in actuality, at this point, Google’s “slice” looks more like Pac-Man, but I digress). Whatever happens with this flavor of behavioral advertising, there was recently a new type of advertising technology that raised some serious eyebrows, and this one could have been the most nefarious of all.

This latest behavioral advertising technology, brought to the surface by a company called NebuAd, is aimed at tracking user behavior at the ISP level. In other words, there ain’t really a whole lot you can do about it. You need your ISP to get online, so your ISP has access to the information that you are accessing when you are online. They don’t need no stinkin’ cookies, so you can erase them to your heart’s content and they’ll happily keep tracking along. For the unscrupulous ISP, this is a no-brainer. You allow NebuAd to install its platform at your service huband then you split the profits. And this is exactly what some of the smaller firms did in several “trials” of the behavioral advertising technology in the U.S. Of course, there is a caveat – even a firm with cash flow problems and without an iota of ethics would probably want to create an opt-out system before unleashing this behavioral advertising technology platform on its users (you know, the people that already pay them and probably assume privacy). However, there’s something very interesting about how these behavioral advertising trials were done – in just about every case, the ISP seemed interested in keeping the opt-out information as obscure as possible from its users.