To unite and bring together people who work to achieve certain goals, the awareness of their unity, a certain commonality, is of great importance. In small enterprises and small businesses, the corporate spirit is sufficiently supported by such familiar methods of communication as correspondence, meetings, and negotiations.

If the number of employees exceeds two to three dozen people, other information carriers begin to appear, sometimes independently. An example would be bulletin boards or wall newspapers, which contain all kinds of information about the activities of the enterprise and the lives of its employees. Here you can see messages about the successes and prospects of the company, the progress of current tasks, congratulations on holidays and invitations to corporate events.

At first glance, such simple solutions are intended exclusively for internal corporate communication and may only be of interest to the team members themselves. But this is not true at all. Visitors to your office can also look at the information on the bulletin board, and this is not just idle curiosity. Future and current clients see themselves as your partners, which means that events in their partner’s life do not leave them indifferent. In addition, they to some extent allow us to judge the presence of a team of like-minded people in your company. And, accordingly, draw a conclusion about reliability, give confidence that if problems arise, everyone interested in the overall success will join in solving them.

It is worth noting that corporate press publication may be required by both a large and a very small company with several dozen employees. The specifics of the business, the range of goods and services, and the potential audience are much more important when deciding to create a periodical for clients. If the number of your customers is large enough, offers are constantly updated and there is a need to promptly inform potential customers about them, corporate publication of the company is an excellent solution for achieving this task.

What are corporate publications

Corporate publications– these are magazines, newspapers or simple newsletters about the life and activities of the company. It is very important to strictly adhere to the assigned publication frequency. These can be weekly or monthly publications; if there is not enough useful information for this period, the publishing company can assign a frequency of once every 2-3 months.

Corporate printed publications in the form of a magazine, they have significant advantages over the newspaper format: full-color printing of the best quality, a large amount of useful information, and a reader-friendly format. In addition, the periodicity of the magazine is usually greater, which means the publisher has enough time to prepare materials.

Corporate newspapers, magazines– this is the best confirmation of the focus of your company’s strategy on the client and his interests.

It is this approach that determines the content of the publication. It should include information that interests clients. These are descriptions of goods and services, current achievements of the company, facts that will help convince readers of the ability to accurately and promptly solve the problems of their own and partner business. It will not be superfluous to demonstrate your awareness of changing legislation, new technologies and scientific prospects of the represented industry.

The main question for your customers is: who is ready to take what actions to solve their problems and fully satisfy their needs. This is the information that the reader needs to provide.

To this end corporate newspapers of companies can introduce clients not only to their top managers and directors, but also to ordinary specialists, describe their achievements in their workplace, professional growth. Without a doubt, a lot depends on their contribution to the common cause, and the worthy representation of employees from different departments of the company makes an excellent impression on partners. The strength and cohesion of the team in achieving the goal is an important component of success!

To do corporate magazine or a newspaper is more attractive to the reader, light forms of presentation should be used. This is how you can convey to the client information about what benefits he can derive from cooperation with your company, be it purchasing goods, receiving services, increasing profitability or expanding your own range.

Publication and release of a corporate newspaper or a magazine within strictly stated deadlines - this is a more responsible and complex task than maintaining a portal with operational information. But the invested efforts will definitely give the expected result! Consistent quality, precise frequency of release, and the correct selection of useful information are excellent evidence of the stability of your company and the qualifications of all its employees.

We can conclude that depending on what your corporate newspapers, magazines, It depends on whether you will be able to clearly and effectively demonstrate your advantages over competitors and the real benefits of cooperation to clients.

Editorial Policy

It is very important what editorial policy you choose in relation to your corporate publication. As a rule, we do not recommend using skew in one direction or another on the pages of the publication. You should not write about your employees’ trip to Courchevel if you are not sure that your clients can also afford this type of leisure. Also, do not overuse the description of areas of activity not directly related to your business in order to expand the coverage of the publication’s audience. It is very important that the publication is consistent, and the information in it is strictly relevant.

Messages about the cultural and sports life of company employees make a good impression on readers. For example, another release of a corporate magazine may contain information about a joint visit to the theater, a chess tournament or intellectual competition, a football match between departments. You are confident that your clients also share these hobbies, but only in their free time. It is unreasonable to devote an entire issue to one such event. Corporate newspaper or the newsletter has a different purpose - promotion of the company, not entertainment, and you should not forget about this.

The only exceptions may be extraordinary issues that are dedicated to state or industry holidays. For example, corporate newspaper for May 9 may contain materials about special events, stories of war veterans and other information.

Large enterprises in the following industry sectors were the first among Russian companies to appreciate the benefits of the corporate press: insurance, banking, energy, telecommunications business, as well as sales of real estate and cars.

The innovative focus of these organizations, the constantly changing legislative framework, as well as the introduction of new technologies in management require constant coverage within the corporate publication.

Publishing and journalistic PR: differences and advantages

Journalistic PR includes all kinds of publications (reports, interviews, advertising articles about the company’s activities) in third-party media.

Publishing PR includes the acquisition of ownership or creation of new media. These could be TV channels, publishing houses, radio stations. Corporate publications are a PR tool, which is available to most companies, but only large business representatives and monopolists in profitable sectors of the economy can afford to create their own media.

Main goals of the corporate publication– this is not just advertising and promotion of goods and services, but also the image of your company as a whole. The interest and loyalty of potential customers can become a reliable foundation for business development.

Don't forget about social responsibility. For example, set the publisher the task of developing a certain level of knowledge in the presented business industry among the readership.

If the publisher provides information useful to readers, this will not only attract additional customers, but will also create a certain level of knowledge among a wide range of consumers. For example, corporate magazine of the company, which deals with a product group of products, may contain tips on healthy eating or recipes. Corporate newspapers of factories can highlight the features of new products, the calendar plan for their appearance on the market, and the like.

If we are talking about a network of legal advice, the publication provides, for example, a list of documents necessary for registration of property rights. Such educational work brings very real results. It brings new clients to the company and reduces negotiation time. In addition, the potential client often no longer needs a free consultation.

Advance information to consumers is very important for banking and investment. The instability of this market is a very common phenomenon, and the average Russian, as a rule, relies on rumors and speculation, rather than on real facts. The situation with society’s illiteracy in matters of the banking sector of the market today is simply catastrophic. Therefore, it is simply impossible to sell such a product to the consumer without a detailed preliminary explanation of the benefits and all sorts of nuances.

Specialized industry publications do not solve the problem because they are written in too complex a language. Such texts are understandable only to specialists. The average reader will not want to waste time trying to understand complicated terms and formulations. The business press, on its own initiative, publishes mainly ratings. The description of banking products in it is paid for as advertising materials. Obviously, such a publication will not be cheap.

Publishing a corporate newspaper in the banking sector, it makes it possible to convey to potential consumers the fact of the creation of new products, their main advantages, features, and benefits from their use. The publications also outline possible risks in accessible language.

Corporate newspaper for the company's anniversary– this is an excellent opportunity to remind about your achievements, report on your extensive work experience and the main advantages of cooperation.

The main goal of any corporate publication is to form a loyal attitude towards the company’s activities. Its target audience is clients, potential consumers, employees, partners, and the public.

Who can you trust to create a corporate magazine?

If you decide to release your own publication, you will need a company that can bring this idea to life. Required printing houses that deal with corporate publications, specialize in them. Our company has repeatedly won tenders and has extensive experience.

We are ready to offer:

• Services of a large staff of creators.
• Own design studio.
• A staff of copywriters and cooperation with journalists.
• Modern production base.

Creation of corporate newspapers and magazines is an important area of ​​our activity.

Our specialists collect and prepare the necessary materials, layout of a corporate newspaper. We also carry out corporate newspaper printing at our own production facilities. If necessary, customers are provided with advice on any issues related to inter-corporate communications.

Advantages of publishing a corporate newspaper

Economic benefit. Corporate publications b2b business areas are the most profitable. You will have to pay $5,000-20,000 for a strip of advertising. You cannot place anything other than advertising in this block. A page of your own publication costs 250-500 USD. Publishing a corporate magazine In addition to advertising itself, it makes it possible to solve many other problems. The cost of a strip depends on the quality of printing, the amount of materials and a number of other factors.

Image creation. Only successful companies that are actively developing can afford to publish a corporate magazine. A printed publication is not only a convenient marketing and advertising tool, but also a confirmation of its high status in the business world and openness to the public.

Information control. Company representatives control all materials that appear in their own publication. Without their approval, nothing will go to print. All information is presented in the light that the customer wants. The company itself initiates the release of the necessary materials.

Receiving feedback. The mailing is carried out according to the existing database (partners, counterparties, current and potential clients). They, in turn, send opinions, questionnaires, photos, reviews, advertising modules that they want to publish. That is, your own publication, provided it is properly distributed, makes it possible to establish feedback with clients.

Traditional storage medium. Of course, the Internet has almost unlimited possibilities and has become firmly established in our daily lives. But despite this, many consumers prefer information on paper.

Edition parameters

Volume. To effectively solve marketing and advertising problems, at least 12 pages are required. But this is the minimum volume; for large corporations it can reach 96 lanes. An increase in volume is required to increase information content, as well as in the case of a large range of proposals.

Periodicity. The magazine should be published at least 4 times a year; for large companies it is usually planned to be published monthly. Newspapers are usually published weekly.

Circulation. Approximately, the circulation should be 2 times greater than the number of current clients of the company. For companies that provide consumer services and goods, this is about 50,000 or more copies, for the b2b market - from 1 to 5 thousand copies.

Format. Usually the traditional A4 or 22x26 cm is used (this is slightly smaller than A4).

Additional circulation with translation into a foreign language. If a company works with foreign partners, it is imperative development of a corporate publication in the language they speak. This practice is common throughout the world, so it should not be neglected.

The magazine is great for promoting a brand, and if you need a means of information, it is worth produce a corporate newspaper.

These are the optimal parameters that allow you to effectively solve the problems assigned to the publication.

• Company's news.
• Description of new proposals.

is one of the activities of Compass Production. In recent years, this has been one of the most popular areas in the media market and is now more of a business necessity than fashion.

Along with advertising in the media, corporate films are one of the modern and very effective means of communication. It is difficult to overestimate the importance of producing an advertising film for the image of a modern reputable company. This format allows you to tell more fully about the company, its goals and the specifics of its activities.

A corporate video for the well-known company UNIT-Office Equipment perfectly shows all business qualities and forms the image of a famous service provider in Russia. We invite you to watch the video and evaluate the quality of its performance:

Corporate video Unit-Office Equipment:

Corporate video "Red October":

Studio Compass has been producing corporate films for many years, which are successfully shown to employees and partners. You can get acquainted with them in our.

The effectiveness of a corporate film is much higher than any other advertising, because it is shown exclusively in front of the target audience. Visualization and information content are its main trump cards. The creation of a corporate film is carried out to be shown at conferences, meetings, conventions, exhibitions, television and many other places.

Corporate films are intended for audiences inside and outside the company. Often the activities of the company's management (director or manager) are poorly known to all its employees. Shooting a corporate film is very important for the corporate spirit of employees and explaining the mission of the company. The internal audience in this case is the employees, staff and shareholders of the company. External audience - clients, real and potential; investors and business partners of the company; government agencies and officials.

Types and objectives of corporate films

A corporate film is also called a business or industrial video. You can call it whatever you want, the result that it helps to achieve is important. First of all, it is a powerful media tool used to achieve a number of goals, such as:

• Sales volumes and their increase.
• Presentation of a new brand.
• Targeted advertising.
• Merchandising.
• Creating a company image.
• Informing clients or investors about the company's activities.
• Training of company employees.

It is customary to divide video products of this type into the following categories:

• Presentation films
• Educational films
• Technology films
• Video catalog
• PR films
• Stand films

This division is partly arbitrary, because one and the same corporate film of a company can perform several functions at once or contain elements aimed at different audiences. The scope of these films is very wide and therefore the shooting of corporate films occupies an important place among the orders of our production.

You can view samples at.

To place an order for the production of a corporate video, you send us a brief. After analyzing the information provided, we provide you with an estimate for the future video or film. A sample brief can be obtained by contacting us in any way convenient for you.

– this is what every company needs that is going to position itself in a certain way in the market and in society. If you decide to make a corporate film, then you need to clearly understand the goals and objectives that the video will accomplish. Making a corporate film has different goals: advertising the company and its products, creating an image, training employees and clients, introducing a new brand to the market, informing the public about the company’s activities.

A corporate video filmed to increase sales differs from a traditional advertising video primarily in its timing. Corporate video is a small film in which the product being sold becomes the hero.

Corporate film production– this is what can distinguish a company from the rest, make it more attractive and modern. Such a film makes it possible to inform customers about the company’s activities in a convenient and attractive way for them.

Producing a corporate film to introduce a new brand requires careful writing. New brands appear regularly, and corporate films are produced for each of them. Standing out here is difficult, but necessary.

Making a corporate film is the direct process of video production, which includes the preparatory stage, writing a script for the film, the filming process, and the post-production stage.

Filming a corporate film– this is the stage at which material is obtained for further processing. Filming of corporate films takes place both on the company’s territory and in pavilions with scenery and green studios. Thus, the production of corporate films is an area in which the use of special effects, computer graphics, and various production technologies is not only justified, but recommended. Especially often, special effects are used to create corporate videos to create the desired image of the company. The film looks more convincing with them.

Organization of publication of corporate publications

There are two options by which you can organize the release corporate publication. According to the first option, you can engage a third party organization (for example, a PR company or agency). This method is most effective if the company has been cooperating with a PR company for a long time and fruitfully, whose specialists know the business of this company, the industry, and have prepared materials about this company for the mass media. It is better to work according to the same scheme for companies that do not yet want to create separate editorial offices within the company. You can commission a PR agency to do the first few issues. This is precisely what many companies prefer to do. Later, the company can independently select employees for the newspaper editorial office, using the acquired recommendations.

According to the second option, you can make the publication yourself.Most companies resort to this method. In this case, it is necessary to keep in mind the following: if a company wants to receive a high-quality publication, then only professionals should be recruited to work for the corporate newspaper. So, at a minimum, you will need an editor-in-chief, a journalist, a layout designer, a proofreader and a photographer. If the volume of the publication is small, you can limit yourself to one employee - he will prepare all the materials. However, the layout, development of the design of the first issue, selection of photographs, and proofreading will still need to be done by someone. This work can be entrusted to freelance specialists or directly to the printing house where the publication will be printed.

In a company, the public relations department is usually responsible for the release of a corporate resource. If the publication's main focus is on the company's employees, then the PR specialists are joined by the HR service. Often special vacancies are opened for employees involved exclusively in the production of corporate publications. That is why positions characteristic of publishing houses began to appear so often in completely different areas of business. And the advertisement: “Editor of a corporate newspaper (magazine) required.” Responsibilities: room planning; work with authors; writing materials for the issue; processing and editing materials from the field; drawing up a number portfolio. Requirements: higher specialized education; experience of similar work" - today no longer surprises anyone.

It is best to appoint an employee of the organization to the position of editor-in-chief of a corporate publication. He should not become a competitor to top managers in the struggle for people's minds; his task is to be a conductor of the thoughts and wishes of management.

The editor-in-chief can be: director of corporate policy (example - the Resurs group of agricultural enterprises); PR director (example - Agros company); director of personnel management (example - confectionery factory "Udarnitsa"); internal communications manager (example - Perekrestok company).

Thus, the editorial structure of a corporate publication may look like this (Fig. 1)

Fig.1. Editorial structure of a corporate publication.

In general, the following is responsible for the release of a corporate publication in companies: the PR department of the company; sales directorate, marketing department, advertising department; external counterparty on outsourcing terms.

Increasingly, companies began to use outsourcing - the use of third-party professional services when publishing CP. Issues of the general concept, content, distribution, and sometimes attracting advertisers remain in the company, and everything else is implemented by a professional specialized agency (design, styling, editing and proofreading, pre-press work and direct printing). The company's specialists only monitor and evaluate the activities of professionals. The choice of agency or studio is determined by the budget allocated for the production of a corporate publication. And it, in turn, is formed on the basis of the general requirements for the publication (how important presentation functions are and, as a result, the quality of printed work), readership, expected circulation, and distribution costs. It is in order to reduce costs that corporate publications can attract advertisers to their pages.

Publishing a publication costs not only the work of the editorial office, but also printing services. The size of these costs depends on the following parameters: circulation; format (A5, A4, etc.); color; paper quality; volume (number of stripes).

It is necessary to instruct the person responsible for the production of the corporate publication to analyze the cost of printing the corporate publication depending on these parameters. The cost of publishing a corporate publication may include the following costs: content creation (editorial work); layout and layout; seal; delivery to the company.

Based on the data obtained, it is possible to finally determine the format of the corporate publication, since this is quite fundamental. The choice of format for a corporate publication, in most cases, is determined by the newspaper or magazine. The newspaper is characterized by greater relevance in the presentation of information, more frequent frequency and lower cost. A magazine, compared to a newspaper, is analytical and thorough. Its lifespan is longer, but its frequency is less. Recently, the magazine format is increasingly being chosen for corporate publications, although most Russian ministries and departments give preference to the newspaper.

The magazine format (compared to the newspaper format) requires, in addition to serious work on creating content, a larger volume of design work. So, if the editorial staff of a newspaper can consist of three to six people, then to prepare the magazine the number of specialists will have to be increased.

All media are subject to state registration. However, if the circulation of the publication does not exceed 1000 copies, this is not necessary (Article 12 of the Law of the Russian Federation of December 27, 1991 No. 2124-1 “On the Mass Media”). Most companies take advantage of this benefit and do not register corporate publications. As a rule, in the imprint they indicate a circulation of 999 copies.

Some companies, in order to save money, publish one publication for both employees and clients. In this case, corporate media loses the necessary level of trust. The editor, knowing that it will fall into the hands of clients, crosses out everything that does not decorate reality, and the media turns into an advertising booklet.

Today, almost no one has any doubt about the answer to the question: whether or not to publish a corporate magazine or newspaper. SRs are really needed. True, sometimes it is still fashionable and prestigious. But this is not bad if it does not lead to a situation where there are many publications, but there is little or no content in them.

When organizing the release of a corporate publication, the following must be taken into account.

The corporate publication should ensure communication between both the team and management, and management with the team. In addition, the corporate publication should contribute to the emergence of new leaders - draw attention to those who work in the most critical areas, reveal their approaches to solving assigned tasks. Experience shows that publications usually change the attitude towards an employee within the team.

Also, the corporate publication supports innovation. For example, if a company is introducing project management, everyone should know about it.

I would like to note that to solve different problems you need to use different corporate publications.

Corporate publications of the merged bank regularly contain information presented in different genres.Each issue of a corporate publication should feature company employees, talk about the company’s successes, and publish statements from top officials, figures and news. The company's success is any achievement.

Each issue of the publication must contain an appeal from the company's top officials so that employees understand that the people who run the business are close. The appeal may take the form of an interview or an article dedicated to a specific person or team. And finally, the corporate publication must contain the figures necessary to illustrate the published information. Of course, all information in the corporate publication must be fresh and relevant.

Dmitry Bogdanov

5. Corporate television

The very concept of “Corporate television” appeared in America in the 70-80s of the last century. In America, the cable TV network was very common. Using this resource, companies connected their branches into a network, showing various video programs. For example, they could show educational films, company news, and even corporate talk shows.

Later they began to use expensive satellite channels to transmit the signal. It was its own satellite television. The cost of such decisions was ultimately justified. Companies received more. They received informed and loyal employees who understood the company’s goals, saw how they were treated, and received feedback. Employees realized that they directly influence the work they do.

In fact, “Corporate Television” is a way of transmitting video content.

For the most part, these are screens that are located in company offices and production facilities. These screens display various materials and programs. An internal Intranet portal with video materials can serve as an addition.

When we at Revelty Group created our first project on Corp. TV, we did not fully understand everything. Some of our team had experience working on television, but no one had anything to do with corporate TV before.

In Russia at that time they knew about Corp.TV only in general terms. In practice, no more than 5 companies in the country had it, and it was at the level of departments of two or three people. These people were both authors and camera editors. The quality of the content directly depended on the competence of these employees.

And so we were chosen to create a corporate channel. Our first corporate television customer is SIBUR Holding. It was a very big responsibility. We were given tasks that related to internal communications.

We began to figure out how we could help our client solve his problems. We developed our own formats, broadcasting schedule, and started working. In general, everything worked out effectively, but we periodically encountered unpredictable things. In the first six months of work, we hit a lot of bumps. The main thing is to quickly correct these errors.

Now, after several years, we know the features of corporate television, the nuances of perception, what can and cannot be done. But for us, every project is always a living organism that reacts to the individual characteristics of the audience.

Any new project is individual, we look at how it works, and modify something along the way, understanding that there are a number of features that must be taken into account. This experience was literally carved in stone, many mistakes were very costly.

Here are a few of my favorite stories:

Story one. One of our clients had screens placed on each floor near the elevators in their central office. On these screens we showed various materials: company news, films, interviews, infographics. All materials had sound: narration or background music. “This is television!”, we thought, everything must be real.

They worked very seriously with the sound: everything was sounded, cleaned, and they made surround sound. About a week and a half passed after Corp. TV started working. Our customer told us that he encountered a certain problem: the sound was missing on some screens. There were no apparent reasons. The specialists turned on the sound, but a day later the situation repeated itself, there was no sound again.

After some time, our client's security service identified the reason for the loss of sound. And the reason was the following: an employee sat in the company for two years, worked, did not bother anyone, and then suddenly they hung screens behind the door on which they showed something with sound. You can hear this sound in the office, not loudly, but still.

And after a week, office workers began to become so irritated by the innovation that they conceived a plan to “silence it.” They looked at what model the screens were, brought a control panel from home and quietly turned off the sound everywhere. We turned it on, they turned it off, we turned it on again, they turned it off again. This remote control was like a valuable artifact in a computer game for them. They hid it and passed it between departments. They couldn’t say openly that they didn’t like corporate TV with sound, but they hinted “very subtly.”

We, I must say, are understanding and understood their hint. What conclusion did we draw from this story? It became clear that in offices, and specifically in this organization, it is necessary to create content that is as visual as possible, without sound. That's what we did.

Information that cannot be conveyed visually is provided with subtitles. It’s always a pleasure to create a project together with the audience, even if our feedback consists of such “hints”.

The second story concerns the “crawling line”.

A ticker is the movement of text at the bottom of the screen from right to left. Typically, this technique is used in information television channels to show the latest news, exchange rates, weather and other information in real time.

I have already outlined my attitude towards the ticker in the section about the exhibition video: 99% of the time, the use of the ticker outside of TV is not justified and only distracts attention.

On television you can use a ticker. Never in corporate videos.

Another customer of ours, in the Corp. TV project, used a ticker that displayed news from the company’s website in real time. That is, the video ran according to its own schedule, and the text for the line was taken from the site. In such a system, it is impossible to predict which video will appear with which ticker.

One day, at lunchtime, a video with relaxation content was shown on the screens: views of nature, animals, birds. In the video there was a gopher who was very actively digging his hole and fussing. At this moment, the following text appeared in the creeping line: “The Chairman of the Board of Directors, so-and-so, directly addressed the issue of attracting financing...”. Such a text, and the gopher digs a hole... “...he called for free funds to be found...”. The gopher is digging frantically... The result is a very strange information message. The gopher was directly associated by the viewer with the Chairman of the Board of Directors: the Chairman was looking for finances, and the gopher was digging the ground. This is what is called "montage".

Our customer later told us: “I stood in front of the screen and just turned white...”. This situation happened only once and there was almost no chance that it would happen again. However, at the request of the customer, we adjusted the relaxation content and, abandoning some topics, focused on beautiful views of nature.

Corporate TV capabilities

Let's get back to the essence of corporate television. As a tool, it pursues two communication objectives: "informing" And "formation of corporate culture".

Below are examples of corporate TV programs that successfully solve them.

Informing

News

The most rated programs on corporate television are company news. This is understandable and logical, because company news is extremely relevant for employees. The same thing happens on regional television, where local news has high ratings because people are interested in knowing what is happening to them, specifically in their region, in their city.

There are two main news formats: we called the first format “photonews”. Photos that illustrate the news are shown and an annotation is given. Everything is changing dynamically. This way you can convey several news in a row.

Second option: news with a presenter. The classic version of a news release: the presenter tells the news in the frame, then the plot follows. It turns out to be a full-fledged news release.

Live broadcasts

Any large company hosts many different events: forums, conferences, meetings. Corporate television makes it possible to organize live broadcasts and convey this information to a large number of employees. Everything that happens in the hall is simultaneously seen by thousands of company employees in other regions.

Infographics

A very popular tool within Corporate TV projects. Read more about the infographic in paragraph 8.

The only specificity within Corp. TV: infographic videos should be short, no more than 45-60 seconds. In Corp. TV there is little contact with the audience and therefore the infographics should be very clear and concise.

Announcements

Various events can be announced on corporate television. For example, an announcement from a corporate magazine or newspaper. “Read in the next issue...”

Or announcing a corporate event: “Then there will be a super snowy New Year’s party, come!”

Statistics

Management Systems Corp. TV allows you to design and display current statistical information on screens. Exchange rates, weather forecasts, company stock quotes, incident statistics - all this can be displayed in real time.

Formation of corporate culture

The second large layer of communication tasks.

We had a lot of funny stories here. I want to tell you one, about the employees’ New Year’s message. We decided that it would be good if the company's employees wrote down New Year's greetings to their colleagues. They came up with the idea that the film crew would come, set up a camera near the New Year tree, and the employees would congratulate him. We agreed with the internal communications department and made an announcement so that everyone was aware. We warned everyone three weeks in advance.

The day before the shooting, we are informed that out of two thousand employees of the central office, only one signed up. This was, to put it mildly, unexpected for us. I was very interested to look at this man. At first we were a little confused, but then we decided that we would not cancel anything, we would try to catch people on the go.

We arrived and set up a camera and light near the New Year tree. At 11 o’clock the person who signed up came and said: “It’s me. I have an appointment for 12, is everything okay?” We tell him: “Of course, come, we are waiting for you.” He says: “I went to get ready.” And went. He turned out to be so, very responsible.

Then our producers tried to drag employees passing by into the frame so that they could say a few words. It was difficult because the men refused: “Well, I don’t know how to speak. Ask Ivanov, he speaks well with us.” The girls had the usual excuse: “I don’t look very good today.” And such a vicious circle, but everyone walks around - everyone is interested in how sharks move around. Our producers are fighting girls, they were able to invite people one by one, persuaded three or four, then people themselves began to come up.

A very interesting thing happened. She is probably natural, but I think she requires some attention. When people realized that it was not scary, but, on the contrary, interesting, they began to have some kind of creative realization. And this is what is needed, what creates the atmosphere and unites. The videos turned out to be very emotional. There were six of them, and people were waiting for these videos to appear on corporate television.

I believe that developing creativity in employees is a very rewarding topic and a very productive thing, and corporate television provides such opportunities even with the example of such an ordinary New Year’s greeting.

Industry history

Short programs are created for company employees about the history of the industry in which they work. If the company's profile is, for example, metallurgy, then this is the history of metallurgy; if it is petrochemicals, coal mining or aviation, then, accordingly, we talk about it. The programs use newsreels, photographs, archival materials, people get acquainted with the materials and understand that they are part of this big story, this whole big production system.

Videos are created in a short duration. Each video reveals its own time period. The history of the industry serves as good material for a corporate museum.

Personal development programs

This layer of Corporate TV programs is aimed at non-core development of employees. The employing company is interested in ensuring that the employee is healthy, positive and cheerful. It is for these purposes that such materials are created. These could be films or cartoons that talk about a healthy lifestyle, how you can distribute your time both at home and at work, how you can relax, etc.

Programs can also be of a purely educational nature: unusual facts from the lives of famous people, aphorisms, historical dates and much more - everything that is not directly related to work topics, but can be useful for employees to broaden their horizons.

Department business cards

This is one of my favorite formats. There are many different departments in companies, we create our own video about each, showing how each department lives. How they work, how they consult, resolve issues, what their atmosphere and traditions are like. All this is interesting. The departments are different, and the atmosphere in them is different. As a result, employees see how their colleagues live, see similarities and differences, and see the overall picture of the company.

When a company has many branches in different cities, you can make business cards for the branches, and the branch employee can show the city itself. This will be a tour of the city. An employee in the region will show his workplace, his office, his colleagues, and show iconic places in his city where he relaxes, drinks coffee, and rides a bike.

In this way, you can demonstrate that the company has its own geography, these are different cities, and there are the same employees there, they all do one common job.

The programs described above are only a small part of the possible content. For corporate television, we are constantly developing new formats to inform and develop internal culture. The type of customer company, industry, established traditions, geography, etc. play a big role. Of course, an individual approach is always more effective than standard solutions.

In corporate television you can use any material that meets the company's objectives.

I repeat once again that Corp. TV is just a method of distribution. What and how to show in order to effectively solve your specific problems must be determined individually.

We, as performers, see the following opportunities for corporate television: The first is information, and the second is the formation of corporate culture.

It is clear that both of these positions cannot be completely resolved with the help of corporate television alone. If a person works in some atmosphere that is not very pleasant to him, then no video will help him, even if you cover it with screens. But I am convinced that corporate television can be a convenient and effective additional tool in solving these problems.

Two principles of efficiency

When we make corporate television projects, we always encounter restrictions. There are two of them - client task And viewer perception.

The client’s tasks guide us in the right direction; we understand what to work on: information, corporate culture, motivation or training. The client has tasks, he spends his resources on it in order to achieve results. We are creating a tool to perform these tasks.

The second limiter is the viewer's perception. Contact with the audience in corporate television is extremely low; a person can walk from his office, for example, to the dining room and, passing by the screen, see something. It will either hook him or not, it will be interesting or not interesting, understandable or not.

It is between these constraints that the project must be built.

To ensure effective operation of corporate TV, we adhere to two principles: focus And emotional involvement.

Focus

In my presentations, I like to show a static frame of one of our first infographic works. This is an example of what not to do. There are a lot of unreadable texts and a faded background in the frame.

This concentration of information in itself is very ineffective, and in corporate TV it is simply unacceptable. Well, what kind of person would look at the screen and try to make sense of this pile of information? In design, it is better to adhere to the principle of simplification.

There is a good term: “design ecology.” Information should be “ecologically friendly” - simple and understandable. What is needed is a main visual object and no unnecessary details.

There is also a semantic focus. Each commercial/film/story on corporate TV must fulfill its specific task. The information that will be shown depends on this task.

There is no need to fit everything possible into one video. It would be better if there were a lot of them, they would be small, but they would be effective. Each of the videos will carry its own idea, and the course of this thought will be very clearly structured. Then it will work. There is no need to mix everything into one pile.

The first feature and the first rule of corporate TV efficiency is focus.

Emotional involvement

How to make corporate television interesting? We analyzed the content from the perspective of the employee-viewer and identified the following accents.

"Relevant"

Information must be up to date. The employee is not so interested in general federal news or, for example, news from the animal world. He is interested in what is happening in his company. The most rated material on corporate TV is company news.

"About me"

From the employee’s point of view, information should be presented in the following way: the employee should see that what is being shown to him is about him. He must recognize his atmosphere, he must recognize his colleagues. He must understand that what is shown to him actually exists.

When, for example, they show us one thing on TV, but when you go out into the street, everything is different, then mistrust arises. Therefore, the employee should not have any questions or suspicions that what he is being shown is not what it really is. He must recognize in these materials what he is familiar with, and he will then have a personal perception of this material. He will believe it.

"I'm participating"

As an employee, I want to be able to participate in content creation. This is my favorite part, although, from a business point of view, it is the least interesting to us, because the employees do it themselves, without our participation.

Employees themselves act as presenters of programs, come up with scripts, make performances, announce events, and video blogs. This is full-fledged corporate creativity.

Due to my professional activities, I see a lot of internal corporate videos and I can say with confidence that they are effective. It’s interesting for me, a complete stranger, to watch these videos. They can be filmed right in the office on a mobile phone, but at the same time they are amazing at solving problems. Firstly, because the content is created in-house and at minimal cost. Secondly, people are creatively realized. Thirdly, such content creates a positive atmosphere in the team and effectively attracts viewers.

People need to feel emotions about what they see. They shouldn't care.

Summarize. There are two principles for the effectiveness of corporate television.

The first is “Focus”, it is both visual and semantic.

The second is “Emotional involvement”.

If you take both of these concepts into account when creating corporate television, then you will create an effective product.

Performance measurement

How are efficiency measurements carried out, for example, on Federal Television?

There are two technologies. First: a set-top box is connected to the viewer’s TV, and you can assess who is watching what at the moment. The second option: call center employees call viewers’ city numbers and clarify which channel the person is watching and what they like or don’t like. To date, there are no other effective technologies.

As for measurements in corporate TV, the peculiarity is that the only tool for determining efficiency is a survey of employees. This could be a slice of the audience, for example, 5-10%.

Our clients carried out such measurements in the form of questionnaires and direct communication: they assessed the overall impression of the channel, the availability and relevance of information, whether corporate TV helps or hinders their work, etc.

It should also be taken into account that corporate television allows you to broadcast live events, corporate forums, and educational films. This allows employees in the region to see what is happening or receive training remotely, which significantly reduces costs.

The effectiveness of video content is most accurately calculated when integrated with the company’s Intranet portal. You can understand how many people watched a particular video, which video is the most popular, whether they watched it in full or up to a certain minute, what they liked, what they didn’t.

Stages of creation

1. Understanding the company's communication objectives. What needs to be developed/formed with the help of corporate TV?
2. Study by the contractor of the customer (company structure, geography, specifics of work, traditions, problematic issues);
3. Technical part of the project: broadcast points, update frequency, system administration, broadcast volume, project launch planning;
4. Creation of the concept of the TV channel and thematic sections;
5. Development of graphic design and automated templates;
6. Production of startup content;
7. Test broadcasting;
8. Establishing feedback with the viewer, analytics, content correction.

Item 8 is advisable to carry out regularly. It is also preferable to update the graphic design of the channel every year - this “refreshes” the perception.

Examples

Airbus. France.

One of the largest aircraft manufacturing companies in the world. Airbus has completely different types of sites:

• Management company (offices);
• Design bureaus and laboratories;
• Production (factories).

Airbus TV united all sites into a single network. It turned out that the staff in the office sees what is happening at the plant and in the laboratories. And at the plant they understand what they are doing in the management company. Aircraft flight tests are shown live on corporate television. The company's employees, largely thanks to Airbus TV, understand the big picture and see what their colleagues from other segments are doing. It turns out that an employee working in an office feels involved in one common cause and, in particular, in the plane that he sees on the screen.

Domino pizza. USA.

The second largest pizza restaurant chain in America. The head of the company, Tom Monaghan created the company in the 1960s. And already in the 70s he created a project that was unusual for its time.

Cable television networks have always been very developed in America. Tom made an agreement with several cable TV channels and began showing his employees talk shows that were closed to prying eyes. The host of these talk shows was Tom himself. Once a month, he stood in front of the camera and told his employees about the company, shared news, problems and achievements, showed new pizza recipes and invited guests. It was a lively, varied program. Thanks to cable networks, talk shows could be seen by employees of even the most distant branches.

Cisco Systems. USA.

A transnational company that develops and sells network equipment. Cisco uses corporate television to train employees: lectures, video presentations, online laboratory classes, interactive simulations, computer games, etc.

“Training is a key element of Cisco's overall strategy and drives the company's growth,” says Cisco Systems Certification Director Don Field. The many benefits of Cisco's e-learning programs include savings in training costs and time, increased workforce flexibility, and development of the next generation of leaders. The monthly audience is 40,000 people.

SIBUR.

This project was implemented by our company. SIBUR is the largest petrochemical holding in Russia. Extensive production geography.

The following tasks were solved within the framework of the project:

• creating the style and programming of the TV channel;
• annual change of channel design;
• thematic sections and programs;
• filming events and interviews;
• weekly content updates;
• setting up and supporting playlists;
• organizing and conducting live broadcasts.

Over the years of our work, many interesting products and formats have been created. It was for projects for SIBUR-TV that we received our first international awards.

Coca-Cola HBC Eurasia. Production - Rivelti Group. Russia.

The Coca-Cola Hellenic TV Russia project is voluminous, exciting, multifaceted. Thanks to him, we have complemented and enriched our skills, talents and capabilities. For example, it was interesting to work on creating the concept of the channel, developing a list of programs, and creating emotional driving solutions in the graphic and musical design of the videos.

Much attention had to be paid to the technical solution for broadcasting content to the regions: the customer’s broadcast points are located in nine time zones. A number of filming materials for this project also did not let us get bored, filled our story with funny situations on the sets, taught us how to work with people who find it difficult to perform creative tasks in front of the camera, but definitely need to be in the frame. We were happy to bring this project to life!

The number of corporate newspapers and magazines that successfully compete with traditional media is growing rapidly. The high level of design, rich content, and thematic originality make them an important tool for managing corporate culture and an indispensable source of information for employees, clients and partners.

Business development leads managers to understand the need to introduce a unified management system throughout the company. In world practice, corporate publications have long become one of the most important channels of targeted communications between a company and its staff, business partners and clients. For example, in Europe their total one-time circulation exceeds the circulation of conventional media.

The requirement for greater information transparency is caused not only by the introduction of new financial and non-financial reporting standards, but also by a noticeable change in the attitude of owners and top managers to the social responsibility of business. All this leads to the fact that, with the help of corporate media, more and more target groups are involved in an open dialogue - clients, independent journalists, shareholders, residents of the community where the enterprise is located, etc.

As a result, the circulation of the most successful publications is growing, formats are changing in accordance with new requirements, and companies are attracting experienced professionals to work on their own media. The corporate publication rightfully becomes the “calling card” of the company. It is possible that in the near future the corporate media sector will become an independent “media space” - at least today the situation is developing in this direction.

Many experts believe that the quality and level of a corporate publication should be higher than any other media. For example, until 2000, an English bank Barclays PLC, which has a staff of about 75 thousand people, did not have a unified information policy. The bank published more than 35 different publications, so its employees simply got lost in the information “noise”, receiving five or six different publications at the same time. In the course of an internal corporate study, it turned out that employees do not have a clear idea of ​​either the relationships between departments, or the company as a whole, or its tasks. The bank's management decided to reduce the number of publications and increase the content of corporate newspapers and magazines with information important for each employee. A three-level content model for a corporate publication (CI) was proposed: materials of a strategic nature - about the company's goals, the tasks of the divisions - presented in an accessible and fascinating form; prompt coverage of current company problems; information about the daily life of people in the units. This model was embodied in a new corporate publication - the magazine Barclays Globe. It allowed management to streamline internal corporate information flows, organize dialogue with clients and, importantly, significantly reduce the budget (from 6 to 1 million dollars).

Corporate culture is made up of the sum of complex relationships: owners with top managers and ordinary employees; managers - with subordinates; employees - with colleagues and management; companies - with external partners. In these relationships, common values, behavioral norms and rules, rituals and myths are formed. Managing corporate communications is an important task for the HR department, because it is a strong, creative corporate culture that retains professionals like a magnet. They largely determine the company’s reputation, and ultimately its competitiveness and commercial success. That is why many today are ready to invest a lot of money in a corporate publication project.

Having “your own” magazine or newspaper strengthens the impression of the company’s reliability. This is important for creating a positive image - who wants to deal with a fly-by-night company? An organization that understands that it is necessary to have an open dialogue with staff and clients on the pages of corporate media, to build relationships, wins in the competition: its reputation in the labor market improves, which means that professionals come to work, employee loyalty increases, the quality of their work increases and customer satisfaction.

At exhibitions, acquaintance and communication with suppliers are much more successful if the company shows itself “in all its glory” - demonstrates a file of bright magazines, gives a new client a fresh issue. And the personnel department can hand over a newspaper to applicants for vacant positions - read, get acquainted, take a closer look...

Recently, noticeable changes have been taking place in the management of corporate publications: they are increasingly becoming the most important link in public relations and corporate relations departments. With the help of internal magazines and newspapers, management explains to employees its vision of the company's further development, informs them, motivates and inspires them.

More and more managers understand the need to develop a corporate publication. But how to organize corporate media in practice? A project to create your own newspaper or magazine is always complex; it is at the intersection of several areas of activity: personnel management, PR, advertising, marketing, journalism, management, psychology. The task of corporate media professionals is also complicated by the lack of comprehensive educational and methodological materials.

Corporate edition

What is a corporate publication and how does it differ from a “non-corporate” one? What types of CIs have experts in this field of activity already come up with? What functions do managers expect him to perform?

Corporate edition is a mass medium published by an organization at regular intervals to maintain contact with employees and the general public ( rice. 1). CI is an integral part of corporate culture and one of the most important means of internal communications.

Rice. 1. Classification of corporate publications

Internal corporate publication- an information resource released with a certain periodicity, reflecting the official position of the company and intended primarily for its employees.

External corporate publication- an information and advertising resource released with a certain periodicity, intended for clients and partners of the company.

KI target audience:

• internal: all company employees and members of their families;
• external: business partners and clients of the company.

Types of CIs, features of their target audience and main tasks are given in table.

Features of types of corporate publications

	Subtype	The target audience	Tasks
Domestic	Intra-corporate publications ( Business-to-Personal - B2P)	Company personnel, business partners, families of employees	“Create a sense of family at work, build trust in management, explain organizational policies, attract employees to cooperate with management, arouse interest in management affairs” ( Sam Black)
External	Publications for clients ( Business-to-Customers, B2C)	Clients, end consumers	Increasing customer loyalty to the brand, increasing sales volumes
	Partner publications for business ( Business-to-Business - B2B)	Partners, consumers of goods and services in the business environment	Formation of the company’s image in the business environment, strengthening business contacts
	Event editions	Visitors to exhibitions and special events	Creating the image of the organizers; managing information flows about participants
	Reports	Shareholders and investors	Trust, investment attractiveness

As a tool for internal and external communications, corporate media performs a number of important functions:

• Informational. Clarification of the company's mission, strategy and goals.
• Ideological. Creating conditions for the formation and strengthening of corporate spirit, increasing the dedication of employees and their labor productivity.
• Organizational. Connecting remote regional offices, branches, subsidiaries with the parent company (management company), establishing feedback channels for employees and management.
• Image. Supporting the image of the organization. CI is both a tool and an integral part of the image, since the quality of its execution serves as a kind of indicator of the level of development of the company.

In the 21st century, the main players in the competition for consumers are employees who have direct contact with customers. It is their professionalism and dedication that create the company’s image, which is why internal communications aimed at mobilizing staff are so important.

The practical benefits of organizing a corporate “mouthpiece” are obvious. At the same time, the complexity and complexity of this project cannot be underestimated and problem areas should not be overlooked. Such serious problems may include:

• diversity of target audiences;
• territorial disunity of company divisions;
• lack of professionals;
• lack of special knowledge and literature;
• lack of understanding and assistance from management;
• insufficient funding.

Of course, it is best to take on the creation of a CI after seriously weighing all the pros and cons, foreseeing possible problems and ways to solve them, and drawing up a clear action plan. Having experience in implementing similar projects, I can assure you that all difficulties can be overcome. The main thing is to act systematically, methodically and step by step. We have formalized our experience in the form of the “Ten Steps” methodology; we hope it will help practitioners develop and launch an effective corporate publication.

Ten steps:

1. Studying the situation in the company, determining the needs of the target audience, choosing the person responsible for the implementation of the project.
2. Seeking management support.
3. Defining CI tasks in accordance with the company's goals. Development of the concept and format of the publication.
4. Internal PR company for CI promotion.
5. Formation of the editorial board.
6. The price of the issue: budget approval.
7. Development and approval of the “Regulations on the CI project”.
8. Project management: planning, organization, control, motivation.
9. Launch of the CI technological cycle.
10. Receiving feedback. Improving CI.

Step one. Studying the situation in the company, determining the needs of the target audience, choosing the person responsible for the implementation of the project. Work on a CI project should begin only when the need to manage elements of corporate culture and build a system of corporate communications in the company is clearly understood by management.

There may be several options for the “scenario plan” for the release of CIs, depending on the type of corporate culture and management principles adopted in the company. And the company itself must “grow” into such a project. Why, for example, an internal corporate publication for an organization that has seven employees, four of them are relatives of the director, and the rest are friends from school? But if this company has a network of distributors in Ukraine and abroad, “external” CI for business partners can be very successful.

Sometimes a manager decides to publish a corporate newspaper under the influence of modern business fashion or, having seen a bright magazine of his competitor or business partner, acts on the principle “I want the same.” There is nothing reprehensible in this - you can start this way, but in this case the publication will be not so much a means of communication as a calling card of an “advanced” company.

If, after analyzing the situation, management decides that opening your own publication is advisable, it is necessary to appoint someone responsible for the implementation of the project. What human and professional qualities of applicants should you pay attention to when choosing a project manager?

On the one hand, creativity, imagination, imaginative thinking are very important, on the other, administrative abilities and the ability to communicate with people. Unfortunately, in modern universities there are no faculties that would train specialists who meet such requirements, versed in psychology, personnel management, PR, advertising, marketing, journalism, etc. So far, only practical experience, the work itself, helps to prepare them. Still, it is preferable if the basic education is in the field of public communications, psychology or journalism.

It is equally important that the project manager clearly understands the role and tasks of the corporate press in achieving the company’s strategic goals, and knows what and how to do. It is necessary that he be a good manager and administrator, that is, he can:

• develop an organizational chart for the editorial office;
• draw up and justify cost estimates, prepare a competent report on the use of resources;
• plan work (each issue of CI must be published exactly on time);
• motivate employees - potential authors of the publication;
• organize and control the editorial and publishing process.

There are few talented specialists competent in the field of corporate media in the labor market today. Most likely, the company will have to “raise” them independently from HR managers or from PR specialists in the marketing department.

Step two. Seeking management support. The person responsible for the implementation of the project must gain the support of management, discuss and agree on all the details. If the top person of the company shows “good will” and has a favorable attitude towards CI, then the necessary resources will be found, and the heads of structural divisions will always find time for cooperation in their busy work schedule and will willingly provide valuable information. Otherwise, the newspaper is destined to become an information and entertainment resource filled with birthday greetings to employees (a list of 30 people) and stories about corporate parties.

CI can take “ideological” work in a company to a new level by clarifying the strategic goals and objectives of the business. Truly teamwork is only possible in a group of like-minded people, which means people must clearly understand where and why we are all going. Convincing, inspiring, motivating, “winning the hearts” of employees with the help of vivid examples, attractive images, instructive stories “from our lives” - this is not a complete list of tasks that a corporate publication can successfully solve.

Step three. Defining CI tasks in accordance with the company's goals. Development of its concept and format.

First of all, it is necessary to understand for whom exactly the CI will be intended. The demographic “portrait” of the target audience answers the questions: what is the distribution of employees by gender and age, by level of education, by marital status, by profession, in relation to certain types of leisure, etc. These differences are very important, say, the interests of the readership change with age to the exact opposite ( rice. 2).

Rice. 2. Changing interests of the readership

The most common parameter for segmenting the audience of internal media is, of course, professional affiliation. Consequently, publication materials should primarily concern professional interests and needs target audience. Through this channel, a corporate newspaper (magazine) conveys the basic values ​​of corporate culture , professional interests act as the basis for effective intra-organizational communications - searching for like-minded people to carry out complex managerial, technical, commercial projects, helping colleagues, organizing temporary creative groups.

It is also necessary to imagine the level of well-being of the main groups of workers ( rice. 3). For example, we received the following company average data (in terms of income and personal achievements):

• “golden collar workers” - 3% of employees (business owners, top managers);
• “white collar” - 12% (heads of departments, managers, highly qualified specialists, of which 55–60% strive to move into the “gold” category);
• “blue collar” workers - 85% (of which 33% strive to become “white”).

Rice. 3. Distribution of personnel depending on income level and personal achievements

Analysis of available statistical data, the results of studies and surveys (studying motivation to work, characteristics of corporate culture, staff loyalty, etc.), as well as observation of the characteristics of people’s communication will help to get an idea of ​​the value system in the company. Next, I recommend conducting a survey of the entire team, including personal interviews with several key leaders (formal and informal) to determine the degree of interest of future readers in a particular section, section, topic or material.

It is difficult to overestimate the importance of this preparatory stage of work, because the success of the entire project ultimately depends on how accurately the interests of the target audience are represented. The collected information will make it possible to determine priorities in the importance of information of a different nature, the optimal ratio of volumes of materials, and also to find potential authors who are ready to cooperate with the publication.

One of the most important functions of CI is communication, therefore, even before the release of the first issue, it is necessary to establish effective feedback with target groups. Its most common forms are:

• epistolary(letters to the editor);
• "instant"(conversations with readers via “hot phone”);
• testing(finding out the opinion of the target audience about the effectiveness of the editorial office of the CI);
• advisory(conducting reader conferences to study the psychology of the target audience, its attitude to the problems discussed in corporate media);
• expert(periodic involvement of external experts to evaluate the activities of the CI);
• research(studying the dynamics of the interests of the target audience, necessary for strategic planning of CI activities).

Developing the name and format of a publication is a creative and in many ways fateful question: “As you name a ship, so it will sail...” A positive attitude towards the company’s brand is formed by the style, the design solution, the chosen color scheme, and the quality of the printing. The design of CIs cannot be left to a full-time designer or an outsourcing agency. The appearance of each issue should reflect the specifics of the business (for example, for the design solutions of a banking press, conservatism is appropriate; for the corporate media of a company selling electronics, a futuristic concept is appropriate, etc.). The cover design is especially important - the “face” of the publication, its main task is to attract the reader’s attention.

Some companies regulate technical details: they require artists and designers to strictly adhere to corporate colors, sizes, fonts, the presence or absence of dies, insets, etc. Still, it is better to entrust this work to professionals. Excessively strict adherence to once and for all established canons deprives the publication of dynamism, and can even become a serious obstacle to creative work on the project. Flexibility of the approach is the opportunity to find a “golden mean”: the designer must take into account corporate standards, but not treat them as a frozen dogma.

When preparing each issue, it is very important to comply with the stated volume of materials and the release date, otherwise the publication will lose the interest and trust of readers, especially if they take part in interactive projects.

Circulation publication depends on the size of the company and the number of employees. It is desirable that each person can receive a personal copy (many people take the newspaper/magazine home and proudly show it to friends and relatives). It is also necessary to provide a certain number of copies for business partners. When calculating circulation, I suggest using the following formula:

Circulation of corporate media = staff x 1.5

A survey of employees will help you decide on the frequency of publication and the quality of printing, of course - within the limits of the company’s financial capabilities.

As for manufacturing technology, the options can be the following: risography (from one to four colors), black and white or color copier, offset printing. The quality of printing and paper depends on the budget of a given project. It is important, however, to maintain a balance: the corporate publication of a high-tech company or a respectable bank cannot be printed on a risograph in three runs with a tolerance for color shift of 5 mm.

In the 21st century, you shouldn’t get hung up on the traditional “paper” version of the publication. If the level of technical equipment of the company allows each employee to receive the newsletter on their personal work computer, then the electronic version is even more acceptable than the printed one.

Step four. Internal PR company for CI promotion. You cannot “abandon” a newborn “child” to the mercy of fate: you need to prepare the team for the arrival of a newcomer, introduce him to all the inhabitants of the “corporate planet”, talk about him and show him from the best side. For this:

• Create a work plan for each of the company’s internal communication channels.
• Hold meetings with employees of all departments: let them share their impressions, make their comments and suggestions.
• Involve all channels and available PR tools in promoting the publication: internal website, original advertising posters announcing the release of new issues of CI, internal radio, thematic meetings with teams of departments and branches, etc.
• Act purposefully and systematically. After two or three months, conduct an anonymous survey to find out the attitude of employees towards the publication. Be sure to use the results of the survey to improve the magazine/newspaper.
• Motivate and encourage article writers.

Step five. Creation of the editorial office. About my first experience formation of the editorial board you can write a story or even a short “industrial novel”... This was in 2000. My manager suggested that I reproduce a small black and white A3 newspaper (its layout was attached to the internal CI business project) on the office photocopier. In my understanding, it was necessary to create an editorial office: invite journalists, a designer, a photographer, do a lot of pre-press work, find a good printing house... As often happens, “economy” won, so for quite a long time I was working on the project alone.

The accumulated experience allows me to adequately assess the advantages and disadvantages of partial and complete outsourcing of CI production. Let's consider several options for forming an editorial office and find out at what stages outsourcing is advisable.

Situation 1 (rice. 1). Formally, there are two participants, in fact there is only one: the executive editor performs the functions of a project manager, journalist, designer, layout designer, etc. The only advantage of this approach is the low cost of publishing CIs. All processes “go” solely thanks to the enthusiasm of this person, he is the only “resource”: both a manager and a performer in one person...

Rice. 1

Success is possible if this employee is really interested in the work of a journalist and editor, if he is a true professional and is familiar with pre-press preparation. But it is not for nothing that they say: one in the field is not a warrior. The abilities of one single person limit the capabilities of a corporate newspaper.

Situation 2 (rice. 2). In this case, one can expect that at least the appearance of the CI will please the reader's eye. But I wouldn’t vouch for the quality of the texts in such a publication. In addition, due to the busyness of the executive editor with tactical issues, he will hardly (or at all) be able to pay attention usage strategies this instrument and its development. Therefore, CI will not influence business results; it will be an information and entertainment publication.

Rice. 2

Situation 3 (rice. 3). The next “stage of evolution” of the editors already allows the use of CI as an actual management tool: heads of HR and PR services are building such a publication so that it allows them to solve issues that are strategically important for the organization. With the help of CI, the company’s goals are “cascaded” - from strategic goals to the personal goals of each employee at their workplace. The publication becomes motivation tool personnel, development of corporate culture. With its help, important tasks of internal policy are also often solved - establishing a hierarchy of individual departments and managers. Employees of different departments learn about each other’s achievements (or problems), and a sense of team unity develops.

Rice. 3

The employee responsible for the project needs constant support for his initiatives from the head of the company, thanks to which the CI project will be perceived by all employees of the company with due seriousness.

The further development of the publication does not always go smoothly. Two extremes are possible: either it will become exclusively a “mouthpiece of the Big Boss”, or a “corporate Boulevard”. In the first case, the head of the company views CI as a means to satisfy his own ambitions, as a result of which the publication loses the interest and trust of readers. In the second, the editorial group covers very poorly aspects of the company’s business and does not publish analytical materials related to the development of the organization or the study of its position in the market. Instead, the CI is filled with entertaining information, essentially no different from collections of crossword puzzles and jokes. Management should directly set the editorial task of covering corporate life.

Situation 4 (rice. 4). People turn to outsourcing for reasons of saving time, or if the company has significant financial resources for the implementation of image projects. This approach has its advantages: professional layout, good style, high-quality illustrations. However, using an external provider leads to disadvantages - templates. The “conveyor” product is similar to a lot of CIs from other companies; it does not allow employees to experience the feeling of involvement in its preparation. A piece of paper made “according to a template” cannot become “our own” or be a means of communication. this specific company. The solution is that the employee responsible for the project must be a copywriter himself in order to monitor the content of the publication prepared by the outsourcing company (publishing house or press agency).

Rice. 4

The choice of one or another configuration of a CI project is determined by many factors: the specifics of the business, the interests of the head and top managers, the qualifications of the employee responsible for the publication and, last but not least, the size of the budget allocated for “culture”.

What will the editorial staff look like if the company's management decided that its own full-time employees should work on the publication? Typically the editorial team includes:

1. Chief Editor. As a rule, this position “by default” is occupied by the head of the company. It forms the general concept of the publication, determines its subject matter and information selection policy.
2. Commissioning Editor. Responsible for the content and timely release of the publication, controls technical issues in the preparation of each issue.
3. Correspondents - authors of materials (except for staff correspondents of the newspaper, materials can also be prepared by company employees themselves).
4. Literary editor/proofreader. Responsible for the quality of text preparation.
5. Maker-up designer. Develops the layout of the publication and typesets materials.
6. Distribution coordinator. Engaged in the distribution of CI, solving logistics issues.

When making decisions about the staffing of the editorial office, it is very important to objectively assess the capabilities of the employee responsible for publishing the CI. The success of the entire project largely depends on his professionalism and enthusiasm.

Let me give you an example. A graduate student from the Faculty of Journalism was hired as a PR manager by a well-known Ukrainian company. He was put in charge of publishing a magazine for clients and a newspaper for employees. Both the magazine and the newspaper had been published for three years, so the newcomer did not have to start the project from scratch. However, after eight months the editor was fired. Base? The next (August) issue of the magazine for clients contained information about the May holidays and Children's Day. The president of the company did not sign this issue for publication. A single issue of the internal newspaper was published, but instead of the usual thirty-two, it had only eight pages.

Why didn’t the young specialist cope with the task? Firstly, he did not have the experience of a project manager, so he could not competently organize the work on releasing the issue. There was no plan for the content of each issue, or a plan for preparing articles (receipt from the author - editing - approval - preparation of layout - approval). The materials were written haphazardly, “in the course of events.” Secondly, he did not know what the publishing technology cycle was. The lack of experience in journalism also played an important role. Difficulties in relationships with people did not allow the young man to find like-minded assistants among the company’s employees.

Publishing a CI is a task that can only be accomplished by a well-trained specialist working at the intersection of journalism, PR, advertising, psychology, management and personnel management. A responsible editor must understand that an effective media product is not only the sum of ideological postulates and publishing technology, but also a channel of live communication. Therefore, only people who are loyal and devoted to the company can create it.

Step six. Budgeting

The project to create your own corporate publication requires significant investment. The budget of which particular division of the company will provide for its financing (marketing department or HR department) depends on the specifics of the business and the current situation in the company. If you plan to use the CI more as a tool product promotion, then the media project is handled by marketers. If CI is viewed more as a tool personnel management, HR people are responsible for its preparation.

It is not at all necessary that the financing of a clinical trial should be carried out as a net cost item. If the magazine attracts the attention of advertisers (primarily companies operating in the local market who are interested in the publication's target audience), it can become a source of profit! For example, employees and partners of the Fortuna Cigar House, who make up the target audience of our corporate magazine, were considered as potential buyers of one of the elite clothing brands. For some time, by agreement with the editors, an advertisement for the company’s brand was placed on the fourth page of the cover of each issue. Distribution organizations successfully cooperate with foreign manufacturing partners who have significant budget funds for brand promotion. For example, the largest distributor of children's cosmetics "Bübchen" in Ukraine, the company "Europroduct", which has an extensive network of retail supermarkets "Antoshka", publishes interviews with loyal customers, thematic crosswords, photo competitions with the placement of "Bübchen" products on the pages of its customer magazine. The preparation of these materials is financed by the cosmetics manufacturer. In such a tandem, everyone wins: the supplier publishes information about products in a magazine whose target audience consists of 100% of its potential and actual consumers; the distributor minimizes the cost of publishing the magazine, parents receive useful information about the products, and children receive quality care.

Let's take a closer look at the process preparation and approval corporate publication budget.

1. To insure the publication from the fate of a one-day project, I strongly recommend drawing up an annual budget for it (even if by the time the project is launched, the company’s budget has already been approved and does not include these expenses). At the first stage, it is very important to realistically assess the complex of material resources and other expenses necessary to produce a quality product.

First you need to determine main characteristics of the project:

view (printed edition, electronic version). If you plan to release a “tangible” publication, you need to estimate the cost of paper, printing method, delivery, etc.;

• circulation;
• frequency of release;
• number of pages;
• number and subject of photo sessions;
• distribution of responsibilities (which functions will be performed by company employees and which ones would be appropriate to outsource);
• forms of distribution and logistics.

If you decide to involve external providers, then you need to draw up briefs* and send them to the contractors of the required services. In order to determine the optimal price/quality ratio, you should contact several specialized companies and consider the product samples provided. This way you can choose the best option in terms of price/quality ratio.

Then you need to determine the main expense items:

• agency services for CI content filling;
• design and layout;
• photographers Service;
• seal;
• distribution and logistics costs.

2. The next stage is systematization all received data in a single document, which provides:

• information about the intended target audience (if you plan to attract advertisers);
• preliminary calculations for all expense items;
• data on the cost of printing services and outsourcing companies.

3. Final stage - budget approval head of the department. During budget protection, it is necessary to justify (if you plan to attract advertisers):

• investment efficiency;
• influence on the target audience;
• advantages and opportunities that open up for the company with the implementation of a new project.

Most managers tend to cut budgets for “culture”, but in this case, saving on little can result in big losses: poor quality, failure to meet production deadlines, etc. Therefore, to be on the safe side (in order to still get the optimal budget), I advise my colleagues to go for a small “military cunning":

• plan the release of the 13th issue of the monthly CI (it can be “donated”);
• provide evidence that all calculations were made taking into account maximum savings, a tender was held for each service, and market monitoring work in the future will be carried out at least once every three months, so as not to overpay contractors.

A corporate magazine is a “calling card” of a company, so savings should be reasonable, without disturbing the cost/quality balance. Excessive savings (on paper, design, proofreading) will inevitably affect quality and, therefore, can affect the reputation of the organization as a whole.

From a cost-saving point of view, it is more rational to focus on improving the qualifications of personnel. For example, a designer can be sent to photography courses or purchased his own digital camera for the editorial office. These costs will pay off in a couple of months. And training programs for executive editors allow you to save the main resource - time.

The skills necessary for work are acquired by discussing any problematic issues among colleagues, their experience helps to improve and find new effective solutions.

Very often at various conferences and seminars I am asked: “Is it possible to produce CIs with a “zero” budget?” Yes, it is possible, if the budget is not allocated to a separate project, printing services are classified as “advertising printing”, and other outsourcing services are performed by the agency on the basis of a subscription fee based on the principle full service. Moreover, it is possible to prepare all the content by one single employee of the company.

The savings are obvious, but only if the employee has an unusually high level of professional training. If there is such an employee, you need to think: is it advisable to use a highly professional journalist/editor/literary editor/proofreader/photographer to perform tasks that an agency can handle perfectly (photo shoots, interviews, editing, etc.)? Perhaps he will bring greater value to the company if he performs more complex tasks. Not an idle question: how much will such a “multi-machine machine” cost?

Step seven. Project management (planning, organization, motivation, control). The role of the CI project manager is manage the process of its creation. In this work, the most important thing is the strategic determination of the goals and objectives of the publication and the ability to organize the work of a team, and not the skills of a journalist or designer. The ideological line of CI, balancing materials for all sections, filling the portfolio, conveying to each member of the project team the scope of his responsibility, clear time management - these are the range of issues that the manager must deal with. Thus, the project manager is responsible for drawing up and executing:

• CI strategic plan;
• work plan for each release.

The development of a CI strategic plan consists of eight stages ( table 1). Before actually planning releases, you should clearly know how many people and who exactly will work on the project.

Table 1. Development of a strategic plan for a corporate publication

Stages	Events
1. SWOT analysis of the company’s PR activity	Analyze the strengths and weaknesses of the company's work with the public, as well as opportunities for development and threats to its image. Pay attention to the features of corporate culture, formal and informal channels of internal communication that worked before the advent of CI. Collect all promotional materials prepared for exhibitions and presentations and conduct a content analysis: what and how did they tell about the company, personnel, products?
2. Identification of target groups for clinical trials	Start by identifying formal and informal leaders of structural units, as well as active employees. Identify those who are most interested in the release of CI and are ready to take part in the preparation of the first release
3. Identification of key CI topics	Analyze what needs to be changed in employee behavior (combat tardiness, adherence to dress code, etc.), and how this can be achieved using CI
4. CI positioning	Evaluate CI's competitors that can distract the audience's attention (media, other communication channels available in the company - the Internet, bulletin boards, communication in the smoking room, etc.). Think about how CI will differ from them
5. Marketing mix*	Define: Qualitative and quantitative characteristics of the publication; Members of the editorial board responsible for the dissemination of CI; Conditions for receiving CI by the target audience; CI price. For example, a client publication can be given to a client free of charge when purchasing a product/service for a certain amount as a bonus, or, less often, sold on the sales floor. Distribution options depend on the purpose of the publication and the specifics of the target audience. Create a short and concise dissemination slogan. For example, “Read while it’s hot!” - for CI of a bakery or metallurgical plant
6. Monitoring the effectiveness of CIs	Determine by what criteria the effectiveness of the CI will be assessed. The assessment tool most often used is a survey of the readership. Don’t forget that the owner of the company must like the CI, this is very important!
7. Preparation of the annual project budget	Agree on which department's costs will include CI costs (personnel, marketing, advertising or PR department). Describe the projected volumes of advertising revenue in CI, if this is planned
8. Drawing up a work plan, procedures for approving materials	Develop a procedure for collecting, preparing and approving materials; create a room plan template
_________________ * A set of marketing tools used to solve marketing problems in the target market: product, personnel, price, place, promotion.

A well-developed CI strategic plan is the foundation of the project. But this is just the beginning, a successful start to a long marathon. It is also important to follow the tactical plan when working on each number.

First of all, you should draw up a schedule for the technological cycle of CI preparation. For example, if the publication is monthly, the entire cycle of editorial work should take no more than three weeks. Each stage of the cycle is divided into tasks, and deadlines and responsible employees must be indicated.

Rice. 1. Publishing cycle

The work schedule helps to meet the deadlines for preparing each issue. While working on the current issue, it is necessary to constantly check the plan with the actual state of affairs. The main thing is to actively manage the process.

If for some reason the deadline for completing a particular plan item is missed (for example, the author does not have time to prepare an article), you should look for backup options. The editorial portfolio must contain spare materials. It is also important to promptly remind correspondents and authors of their obligations to the editor. Another bottleneck is the printing house. You must have an alternative to place an order if force majeure suddenly arises at your usual printing location.

The issue of obtaining materials for clinical trials deserves special attention. Corporate culture has a great influence on the editorial style of work. You need to look for an individual approach to each potential author of the material. If company employees are systematically required to participate in the preparation of voluminous materials, one friendly conversation or a letter asking for cooperation will not do. (Especially when it comes to client publications, in which you need to know the specifics of a product or service.) It is necessary that the Regulations on CI directly state the responsibilities of employees: to generate materials for the publication. These responsibilities should be reflected in job descriptions. It would also be a good idea to provide rewards for regular authors.

Step eight. Development of the “Regulations on CI”. This regulatory document regulates the responsibilities, duties and powers of editorial staff and outsourcing agencies involved. Objectives of the Regulation:

• determine the status of the project and its place in the corporate management system;
• regulate the publishing process.

The basis for creating this document is the well-prepared CI plan discussed above.

The structure of the “Regulations” should reflect:

• The name of the publication and its place in the system of corporate communications (including from a marketing point of view). For example: “KOFF is a company information resource intended for employees, which reflects the official position of its management.”
• Goals for creating the project. For example: “The publication will allow employees to focus on solving the company’s strategic and tactical tasks, will provide an “engagement effect”, and will increase their loyalty. As an official communication body, CI informs and explains the position of management on issues of business development and internal corporate communications.”

  If the publication is aimed at external consumers, the Regulations must set out the objectives of influencing the target audience. For example, publication of price lists, information about promotions, PR expert assessments, benchmarking studies, as well as an entertainment component (TV programs, stories from the lives of employees), etc.

• Ability to prepare materials for clinical trials by strategic partners and suppliers.
• Goals and objectives of the editorial board.
• Responsibility and rights of departments.

A diagram of the distribution of responsibilities of company departments for the preparation of materials in CI is given in table 2.

Table 2. Responsibility of departments for filling the corporate publication

Responsible for the preparation of materials	Subjects
Editorial office (production editor, correspondents)	Company strategy: comments from top officials. News: the company’s place in the industry market, main trends, introduced innovations. Attracting strategic partners. Company participation in socially significant events. Publication of excerpts from literary works. Preparation of competitions
Human Resource department	Procedures for resolving labor disputes. Personnel policy. Personnel reserve. Social issues. Problems of labor protection. Motivation programs. Bonus program (competitions, competitions). Career opportunities. Training programs (including lighting past events). Feedback (questionnaires, surveys, etc.) with branches. Corporate events, holidays
Marketing department	Foreign experience. Bonus programs (competitions, competitions for retail and distribution sellers). Coverage of promotions held among sellers
Import department	Company policy in working with partners. The company's strategy for promoting new products. Best practices for working with partners
IT department	Messages about new projects that are at the implementation stage in the company. Answers to frequently asked questions to the system administrator

If the project is intended for company employees, segmentation of target groups can be based on the main groups of employees. Make a list of the needs of each category of CI readers and, for convenience, summarize the data in a table ( table 3).

Table 3. Structure of information needs of CI target groups

Audience	Information requests
General Director, top managers	The company’s place in the industry market, the main market trends. Personnel management issues. Achievements of the company as a whole and individual divisions. Psychological atmosphere in the team. Feedback (questionnaires, survey results, etc.)
Employees of the financial, analytical department, accounting department	New regulatory documents. New ways of working. The company’s place in the industry market, main trends. Professional training, prospects for professional growth. Changes in the functional structure of the company. Corporate life (holidays, etc.) Interesting facts, competitions
Middle managers	Management's vision of strategic goals and ways to achieve them. Best practices for working with partners. The company’s place in the industry market, main trends. Technologies for effective labor organization. Changes in the functional structure of the company. Corporate life (holidays, etc.)
Distribution department	The company's strategy for promoting new products. Employee motivation programs. Bonus programs (competitions, competitions). Opportunities for advanced training and career growth. Best practices for working with partners. The company’s place in the industry market, main trends. Corporate life (holidays, etc.). Interesting facts, competitions
Sales staff	News from the head office. The company’s place in the industry market, main trends. Opportunities for advanced training and career growth. Best sales practices, brand stories. News of international exhibitions. Corporate events, holidays. Interesting facts, competitions

The Regulations also need to define how systematic monitoring of personnel interest in materials in various sections of the clinical research is carried out. For example, “at least once a year, the company conducts an independent study with the involvement of an external agency to determine the effectiveness of CI and diagnose the attitude of company employees towards the publication. A report on this work is provided to the general director, HR director, marketing director and executive editor of the publication.”

The Regulations also regulate the work of the editorial office and the entire technological cycle of preparing CIs. The document should provide clear answers to the questions:

• Who is assigned responsibility for the CI project?
• Who is appointed as the editor-in-chief?
• Who compiles lists of questions for authors and sends them out?
• How are authors motivated to collaborate with CI?
• Who edits the materials?
• Who coordinates materials with authors?
• Who monitors compliance with the work schedule?
• Who controls the process of approval of the finished release, printing, and distribution with the company management?

The Regulations define:

• person responsible for collecting primary information (usually the head of a department or an editorial employee);
• incentive and disciplinary policies;
• publication design, color scheme (usually in accordance with the corporate style). In this section, it is important to indicate the source of the photographs.

It can be stipulated that individual photos of employees come exclusively from the CI editorial office’s file cabinet, and determine the procedure for compiling this file cabinet. For example, “for this purpose, a professional photographer is invited to the office once every three months. Employees are notified of his visit two to three working days in advance. The employee receives a set of photographs in printed form and certifies the photo for publication with a personal signature. These photographic materials can be used by the editorial staff of KI without additional approval from the person. The CEO’s photo session is held on a separate schedule.” This will avoid employee dissatisfaction with the quality of photographs.

It is important for the project manager to learn how to track the stage at which the current issue is being prepared. Constant monitoring of the CI preparation process ensures timely release of issues, without disruptions or delays.

Step nine. Launch of the CI technological cycle. To keep the entire release process under control (from plan development to distribution), you need to break the technology cycle into separate stages. Such an “elephant,” of course, is difficult to eat entirely, but it can be cut into “steaks” ( figure 2).

Rice. 2. Technological cycle for creating CIs

Content planning. Drawing up a thematic plan is the basis of work on CI. We recommend planning not only the next one, but also the next three or four issues. This will allow the editors to be more flexible in the selection of materials, devote more time to their preparation and strictly adhere to the schedule.

All CI materials for employees can be divided into: informational (news, interviews, analytical reviews, etc.) and entertaining (competitions, crosswords, etc.). The content of the client CI depends on the marketing objectives; it is selected in accordance with the needs of the target audience.

The topic of the release of internal CI is determined based on the current goals of the organization and the main events in the life of the company. When creating a release plan, it is important to maintain a balance of materials representing different departments and individual employees.

In each organization, over time, a group of authors is formed who actively collaborate with the editors. To expand their circle and diversify the materials, it is worth making a list of people whom you would like to attract as authors - on an ongoing basis or for the preparation of a specific issue. As a rule, it is difficult for people who do not have special education and a writer’s spirit to prepare traditional articles. They can also be offered other formats: a quick survey, commentary, interview, personal notes, diary, etc. The more different authors from different divisions of the company are represented in the CI, the better.

Collection of materials. Having outlined the main topics, we move on to collecting facts. At this stage, it is necessary to determine which employees (or external partner companies) can provide the necessary information and from what sources they receive it.

It is important that a person wants to prepare materials. Probably, not all potential authors will immediately be eager to collaborate with the editors. In case of refusal, analyze the reason: if it’s a matter of deadlines, schedule an interview for the next issue of the CI; If the author lacks time, try to find a compromise. Be tactful and correct, be patient and tolerant. For the majority of company employees, cooperation with the editors is a manifestation of goodwill, and not job responsibilities, so try to look for the most acceptable forms of information collection for authors.

For some, it is more convenient to answer questions orally: arrange a meeting with such a person and talk. What is the best way to record interviews, reviews, comments? You can record it on a tape recorder or take notes. In my opinion, the most convenient option, which reduces labor costs and speeds up the processing of material, is typing text on a computer during a conversation. However, writing down answers directly during an interview often creates a psychological barrier in communication. Classic recording on a dictaphone is preferable in many cases. For those who find it easier to formulate thoughts in writing, make an indicative list of questions so that they can prepare material on their own.

When it comes to corporate culture and team unity, there are no trifles. It is impossible to reduce the entire content of CI exclusively to the monologues of “gold” and “white” collar workers. Treating all your employees with respect is an indicator of the health of the company.

The most important thing is to captivate people with creativity! At every opportunity, promote both your best authors and newcomers!

Editorial preparation of materials. You should not get carried away with literary delights; this is not always appropriate in the internal CI. Just as the label must be suitable in size, shape and style for the product being offered, so the prepared text must correspond to the topic, interests of the audience and the goals of the publication. The main task of editorial processing is to obtain material in which necessary information will be presented It's clear , and it will have an impact on the reader required emotional impact .

Proofreading. If at the stage of collecting materials in the editorial office every now and then an exclamation is heard: “Author! Author!”, then after editorial preparation another is often heard: “Proofreaders! Proofreader! No matter how responsibly people approach their work, there will inevitably be typos and errors in the materials - stylistic, spelling and punctuation. A few omitted errors in the text can spoil the impression of an excellent article, leave a negative imprint on the relationship with the author of the material, and negatively affect the reputation of CI and the company as a whole. An absurd typo in the name of a top manager (or, God forbid, the owner) may be considered an insult; a missing letter in the name of a partner company spoils business relations. Don't skimp on what's important! Be sure to include a proofreader position in the CI structure.

Coordination. If the head of the company undertakes to personally proofread all issues of CI, then ensuring their timely release will be very problematic. Responsibility for the project should be delegated to one of the heads of structural units (for example, the marketing director and/or the HR director).

The texts of the company's top officials (submitted for signature in printed form) and all other materials can be approved separately for printing. In general, the process for each release looks like this:

• the release plan is agreed upon with the editor-in-chief;
• texts of top managers - with the head of the company;
• author's texts - with authors;
• the entire issue - with the HR director (if a client publication is published that contains professional information, the accuracy of the materials must be agreed upon with the relevant departments).

You should especially carefully check (together with personnel department employees) the correct spelling of names and surnames, names of positions and departments.

Design, layout. The design solution for the design of a corporate publication is selected based on the goals of the project. The purpose of a client publication is to promote products (brands), so texts play a secondary role in it compared to the “picture”. For internal CI, the goal is to create employee loyalty, that is, its design should facilitate the perception of information: large font, convenient formatting, harmonious color combinations.

Particular attention should be paid to the following issues:

• Cover type, logo design, graphic design, presence of callouts.
• Design of the "Contents" page. How to format it: post a list of all materials or give short annotations of the most interesting ones?
• Page layout (number of columns, size of margins, presence of callouts in margins, etc.).
• Selecting fonts and their sizes (for headings, subheadings, body text, insets, etc.).
• Design of page numbering and footers (using the company logo and corporate colors).
• Color of headings, body text, pantones*, illustrative materials, etc.
• Acceptable size of photographs, their design (curly edges, placement in text, captions).

Before formulating a task for a full-time designer (or an outsourcing agency) to develop the design and layout of a CI, the responsible editor needs to clarify all these issues.

Replication. To find the optimal price/quality ratio, it is necessary to study the regional market for printing services. Before concluding a large contract, I advise you to make a small order in advance in order to check the quality of printing and service. For example, in several printing houses you can print leaflets (posters, posters) dedicated to the founding day of the company.

Distribution. The result of the project largely depends on timely and high-quality logistics. It’s annoying when the entire circulation ends up in one branch of the company when there are ten in different cities. But the publication needs to be accessible to the target audience, that is, its releases should be where potential clients spend time waiting. For example, in beauty salons, banks, pharmacies, on airplanes, hotels, restaurants, supermarkets, cinemas, etc. To distribute a large-circulation publication to clients, it is advisable to involve a large publishing house or a specialized press distribution company.

Step ten. Receiving feedback. We often wonder: why does the target audience remain indifferent to advertising, despite million-dollar budgets and all the tricks of the “creatives”? Such advertising does not answer the question “What-is-here-for-me?” Feedback allows us to evaluate whether readers find something “for themselves” in each issue?

If the preparation and distribution of the publication is carried out in accordance with the principle “personally about each employee - personally for each employee,” then each issue turns into a small holiday for the entire team!

It is necessary to establish effective feedback with target groups even before the release of the first issue. Its most common forms:

• letters to the editor;
• "hot" telephone line;
• reader survey;
• holding meetings and round tables, reader conferences;
• studying the dynamics of the interests of the target audience.

An important factor in the successful development of CI is feedback from media professionals: periodic involvement of external experts and benchmarking - comparison of the achieved level with the best practices of other companies. The editors’ openness to the “trends of the times” and the desire for professional growth will only benefit CI.

Time management for editorial staff

Employees who, in addition to their main responsibilities, are also involved in a CI project, experience a chronic lack of time. Simple time management techniques will help you cope with it:

1. "Dutch cheese". Try to solve a global problem not entirely, but in parts - “gnawing out” small pieces from it, the simplest and most pleasant ones. For example, when preparing a publication, you can start by writing entertaining pages and selecting illustrations. Over time, so many holes will form in the “cheese” that “eating” it will not be as difficult as it seemed at the beginning of the work.
2. "Intermediate Joy" Break the work into several stages, and assign yourself a small reward for successfully completing each of them. For example, for every two calls to colleagues with an invitation to cooperate, allow yourself to bite off a piece of chocolate (if you don’t like chocolate, reward it with something else). As a rule, small joys obtained in this way motivate much more effectively than distant global victories. In any case, this is a good way to overcome the demotivating effect of routine.
3. "Birds in a Cage." There are things that require very little time, but are unpleasant, like “birds in a cage.” If you put off feeding them, little birds can turn into aggressive monsters that threaten big trouble. Sometimes a task that takes five minutes to complete is put off for weeks or even months... Solution: make a list of such tasks and “release” four or five “birds” every day. In a couple of weeks the “cage” will be empty.

Look into the future

Each project lives and develops successfully only as long as the creators believe in its future. Stephen Covey ( Stephen Covey), a management guru, distinguished between “reactive” and “proactive” approaches to life.

• "Reactive"- responding to external circumstances according to the principle “how it turns out”, “how it turns out”.
• "Proactive"- building your life and projects in accordance with your own goals and desires.

Learn to take a proactive approach to working on a CI project. Try to imagine the hundredth issue, and in great detail. What will it be like? Write a short essay: How do you see your brainchild in the future? What materials is the room filled with? What illustrations attract attention in the anniversary issue? Who holds this number in their hands? What emotions does it evoke in this person? What material was the main one in the release?

This technique - “visualizing the future” - will allow you not to get hung up on the problems and failures of the past. And when a person grows and develops professionally, the projects he works on also improve.

Recording information and turning it into high-quality text material requires significant data processing. Often people who perfectly express their thoughts orally fail to prepare an article... But the presence or absence of journalistic skills of potential authors should not determine the decision to cooperate with the editors. At the same time, the lack of special education among workers entrusted with the production of CIs is not an excuse for poor quality work on materials. Anything can be learned if you “technologicalize” it. Most ordinary people can prepare materials for CI. The main thing here is desire and constant practice.

The general plan for writing an article is as follows:

• collection of facts on selected topics from carriers of key information;
• editorial processing of materials (rewriting);
• agreement of the article with the author.

“The ability to write” is a synthesis of the content of the text that is interesting for the reader, the form that is convenient for perception and the emotionality of the presentation (design) of the material.

Let us follow Aristotle’s advice: “A person should speak as simple people speak, think as wise men think, and then everyone will be able to understand him, and wise people will recognize him.” By using simple and meaningful words, you can create a good article text - of course, if you have What say. A simple presentation of the essence is the highest aerobatics for the creator of texts.

Before you start designing the actual text, collect and check factuality. Place accents, and then select words and build sentences. Even very complex products, services or processes can be described in simple, accessible language if you understand the subject matter and arrange the material logically.

“Spreading thoughts along the tree” or saturating the text with inaccuracies can make a big mistake: important events and facts can be misinterpreted by readers, which will cause great harm to CI and the company. When informing the target audience, the editors must remember: the reader’s time is the most valuable and irreplaceable resource. Lengthy monologues and literary flourishes that increase the volume of material are inappropriate here.

Format and structure of an article in CI

• Appeal(“appeal to the people”). Speeches on the pages of CI by the company's top officials can be presented in this style.
• Interview(editor's questions on a selected topic and expert answers to them).
• Quick survey of employees/partners. Allows you to identify different views on a problem or general trends in how employees perceive it. It is important that the publication of statements in CI greatly motivates employees - their authors.
• News- an event or fact that has an information connection to the company (its products, relationships with partners, etc.) is covered.
• Expanded news about an important corporate event (for example, the opening of new branches), as a rule, is presented in the form of a photo report.
• Chronicle of successes. Reflection of the most important stages of the company's development turns them into a corporate legend, helps to show the role and contribution of its leader and oldest employees.
• Chronicle of the successes of individual units. Stories about the stages of formation and development of departments, departments, branches (with mention of key employees) add up to the history of the company.
• Success stories. This form of presenting material is suitable for covering not only production programs, but also charitable activities, sponsorship in partner projects, etc.
• Analytical reviews. Materials about the company’s position in a competitive environment, its targeted (unique) offers, competitive advantages, etc. are important not only for external audiences, but also, first of all, for its own employees.
• "Problem - Solution". Scheme "?-!" helps to play out certain situations in life, in which the company’s products/services play an important role, as convincingly explained by an expert (client or consumer).
• Entertainment materials: jokes; parables; competitions - literary, poetry, photo competition, crossword puzzle competition; puzzles; reprints of educational and entertaining materials (necessarily indicating the source). The prize fund declared during competitions, as a rule, includes the company's products/services. It is desirable that the topic of entertainment materials is also directly or indirectly related to the products/services being manufactured.

The structuring of each material in CI is subject to a logic common to all literary works: 1) introduction; 2) main part; 3) conclusion. The sequence of answers to questions from the “Quintilian formula” depends on the creative style of the author of the article and the editor-in-chief of the CI.

After the topic, form and structure of the material have been determined, based on the collected facts, a preliminary plan for the article and its outline (draft) should be made. It doesn't matter whether you type on a computer or write on a piece of paper. The main thing is the result. The rough material is refined and improved as we work on it. Don’t try to write the perfect text right away; this “perfectionist” approach often leads authors into dead ends. When writing an article, the main task is to write it completely and clearly. convey content events, and not to choose the “right” or “beautiful” words. After the text is mostly written, put it aside for a while (at least 15-20 minutes), and then read it in its entirety, replacing repeated words with synonyms, correcting stylistic and grammatical errors. Try to avoid verbal clichés, overly long sentences and jargon.

Emotional content

Read the resulting text out loud again. What emotions does this material evoke in you? Does the tone of the article match its content? Are pathos and assertiveness appropriate here, or would restraint and gentleness be more appropriate? What emotional reaction will the material evoke in the reader - respect, trust, confusion, anger, approval, bewilderment? What result would you like to get in the end: understanding the key thesis of the article? awareness of a specific fact? changing the opinion and behavior of the target audience? specific response action (for example, receiving letters or completed questionnaires from readers, etc.)?

Avoid sarcasm, arrogance, and aggression in the tone of your materials. It is a complete taboo to make accusations and insults against anyone. However, this does not mean that the CI style should resemble “sweet syrup.” Corporate hypocrisy is one of the most unpleasant extremes that is allowed by the editors in pursuit of creating the image of an “ideal company.” Among the first signs of such hypocrisy are seemingly harmless demands: to replace all words in materials with particles “not” with “positive” synonyms. Do not publish letters from readers that raise company problems or contain criticism of management. As a result, the CI loses credibility and becomes a dead piece of paper. A company is a living organism, therefore, like all living things, it has problems, bottlenecks in its work, etc. The presentation of problematic issues in the corporate press must be honest and decent.

To go through “fire, water and copper pipes”, while remaining useful for business and interesting for readers - this is the professionalism of the KI editorial staff!

How to come up with a title?

Text headings are a kind of “facade” of your project. Bright, succinct headlines, first of all, form the perception of the publication as a whole. In addition, the list of headings constitutes the content of the issue. It is by these that the level of professionalism, good taste and creativity of the editorial staff are determined. They inevitably reveal corporate hypocrisy, lack of professional training, and violation of corporate ethics.

The purpose of the title is to convey the essence of the material. Of course, it is not always easy to emphasize a specific issue in a two-three page piece, but the skill of writing headlines is acquired in the process. It’s not for nothing that they say that the best way to learn the art of cooking is to stand at the stove.

• "Method No. 1" - inspiration from the "big press". Flip through several issues of magazines on a variety of topics (economics, literature, glamor, etc.). Any of the headlines will definitely lead you to an interesting analogy.
• “Method No. 2” - without further ado, you can take a thesis sentence from the text of the article itself.
• “Method No. 3” - playing on proverbs and sayings, catchphrases (often “interrupted”, without ending, as if with a hint). This option is appropriate when covering corporate events, in the “Relaxation Room”, “Humor” sections, but not in an open letter from the company president.

In the corporate press there is no place for ambiguity, play on words with an emphasis on feelings of pity, disgust, sexual motives, aggression, etc. Before adding “pepper” or “salt” to the title, think about the fact that the title of the material is the first words , which you say when meeting a person from the target audience of the CI. Imagine your colleague or acquaintance in front of you and read all the headlines of the issue. What emotions will be reflected on his face? Astonishment? interest? mistrust? sarcasm? Will he wince or smile? Edit your headlines using these tips, and then test the results by showing them to a few people you know. If you wish, you can offer CI readers a questionnaire and ask them to note interesting (inappropriate, boring, downright bad) headlines of recent issues.

In addition to the title text itself, the perception of the already laid out material will depend on the liner, subheadings, photographs, design, size of the article - all of this affects the reader as a whole. Typically, an employee or client of a company who flips through a CI determines whether he likes or dislikes the publication precisely by the titles of the articles and the summaries to them. Therefore, they must fulfill their role with dignity: correspond to the company’s ideology, maintain its image, strengthen readers’ loyalty to it (and, of course, present the texts themselves).

Heading rules:

• Simple accessible language. Alexander Repyev in his book “Marketing Thinking” has a wonderful expression invented for lovers of “Chinese literacy”: KISS (Keep It Simple, Stupid! - “Idiot, be simpler!”). This advice will be useful to those who like to use newfangled words, which are often completely incomprehensible to the vast majority of readers.
• The title of the article corresponds to its content. Of course, the headline can intrigue and “tease your appetite,” like the aroma of delicious food before dinner. But if the menu states one dish, but they bring another, then this only causes irritation and disappointment in the restaurant as such.
• Brevity. Use no more than five words. If you consider any information important, it is better to put it in a subheading or summary, but do not overload the layout with a quarter-page headline!*
• First - the article, then - the headline. You should set aside time to create headings. For example, I write headings after layout, this makes it possible to see nuances that are not always visible in regular text. After reading the material again, formulate the main idea in one succinct phrase.

The “title as a question” technique is very good. The usual reaction of a person in such a situation is the desire to get an answer, especially if the question concerns his area of ​​interest. For example: “For what merit?” (article about bonuses); “How much is it for a pound?” (article about the fight against marriage), etc.

A “quote title” is appropriate for an interview: choose the most interesting line that reflects the main idea of ​​the entire material and characterizes the position of the main character.

Common mistakes

A popular aphorism says: “The one who sits on the fence plays football best.” Indeed, when playing on the field, it is difficult not to make mistakes. Moreover, the problem, as a rule, is not so much the error itself as our inability/unwillingness to learn a lesson from it. Cicero also stated: “It is common for every person to be mistaken, but it is only for a fool to persist in errors.” It is better to learn about the most common mistakes that are made when working on CIs from the experience of colleagues than to personally get bruises and bumps. Here are some of the common mistakes:

1. One-day publication. If the decision to publish a CI is made spontaneously, the initiative comes exclusively from below and is not supported by senior management, no one thinks about the difficulties of the work - the publication will soon die. The first one or two releases are made by the initiators of the project as an additional burden, based on sheer enthusiasm. Over time, their motivation weakens, their main work replaces the “social” load, and the publication quietly dies...

2. Insufficient funding. The cost of issuing a CI includes only the cost of printing. At the same time, it is believed that any additional services can and should be performed by company employees without the involvement of third-party professionals (and for free). But “should” does not mean “can do it at the proper level.” For example, an advertising designer is not always familiar with all the intricacies of the layout of periodicals, and employees of the main departments last wrote essays in school. Savings result in shameful spelling errors that are detrimental to the company’s reputation, and are replicated in several thousand copies.

3. Poor management. An employee whose qualification level does not allow for quality CI management is appointed responsible for the project. Problems constantly arise when drawing up a plan for each issue and attracting journalists; deadlines for completing stages of the technological cycle are not met. Often, the person responsible for the publication simply does not “see” the project as a whole, does not understand his role as a coordinator, does not know how to motivate staff, and cannot control the quality of the work.

4. Frequent change of concept. This mistake is due to the project manager's inability to see the strategic importance of CI. The editors unexpectedly and often change their style - from a client edition of the “price” subtype to a glossy magazine with expensive photo shoots and no texts. As a result, the interest of the target audience is lost.

5. Errors in the selection of materials. A haphazard reflection of events occurring in the company entails a shift in emphasis from strategically important issues to small, current ones, in which the employee responsible for the release of CIs is involved. The publication is filled with notes and releases, the content of which has virtually no meaning for the target audience. In the flow of “slag” information, truly valuable and useful information goes unnoticed by readers.

6. Irrelevance of content. Due to the long technological cycle, CI often does not keep up with the prompt coverage of news that is important and useful to readers. “Yesterday’s” materials turn the publication itself into “eternally yesterday.”

7. A narrow circle of authors. Four to five employees who find it relatively easy to write articles make up the “constant cohort.” As a result, over time, CI becomes predictable and boring. Meanwhile, the constant rotation of writing staff allows us to provide materials that are more responsive to the needs of readers and comply with the “What-Is-Here-For-Me” principle.

8. Dry leads. The lead is the first one or two paragraphs in the article, which presents, from the editor’s point of view, the main idea of ​​the material. Its task is to save the reader’s time and determine whether the information offered in the article is useful for him. If the leads are too official and condensed, the reader looks through the CI only “at the top”, and he does not have the desire to read the articles.

9. Foggy eyeliners. The purpose of the summary is not to summarize the content, as in the lead, but to smoothly direct the reader to read the entire material. A typical mistake is the approach “from afar” - sometimes so far away that it is almost impossible to establish any connection, for example, between dum-dum bullets and paradise on tropical islands. This is very annoying for the reader.

10. Indiscriminate use of means to attract attention. The vulgarity of some television shows (even those with high ratings) is not a reason to follow a bad example. Jokes below the belt harm the company's image. The choice between cheap popularity among a certain part of the target audience and usefulness for business must always be decided in favor of the business.

11. Errors in design. Despite the fact that the main semantic load in CI falls on the text, and not on the “pictures,” a good half of the success of the entire project depends on the design. Watch your readers experience the new release. According to my many years of observations, eight out of ten people start reading the press from the end, then scroll to the beginning, reading the headlines and looking at the photos. Pages with interesting photographs and intriguing headlines are viewed a little longer. Sometimes they read the summaries, the first one or two paragraphs, and large incisions in the texts.

Here are the main ones registration errors editions:

• "Texts are nonsense." Poor layout, large text is presented in a continuous array, without illustrations, line spaces, and sometimes without division into columns. There is no lead or summary, so the main idea of ​​the material is difficult to perceive. Visually, such an article looks ponderous, and there is no desire to read it thoroughly. Small font is tiring and also does not add to the desire to read the material.
• “Different sizes” of fonts and sizes. You should not “adjust” the occupancy of the pages by using fonts that are incompatible in size or “jumping” in font sizes (for example, on the same spread, 8th and 16th).
• Long headings. They not only make the article difficult to understand, but also cause boredom. Do not forget about the optimal size - three to five words (in extreme cases - no more than seven).
• Photos are too small. Some publications just need a microscope! In the tiny “windows” people have difficulty even recognizing themselves in the photographs. Thick black frames for small photos look like the height of unprofessionalism. Low-quality, blurry photographs with unrecognizable colors greatly reduce the level of the publication.

Electronic CIs

With the development of computer technology, cheaper computers, and improved access to the Internet as a source of news, more and more companies are giving preference to electronic corporate publications (ECP). In this case, the materials can be transmitted to the target audience in the form of a newsletter, electronic newsletter, or electronic newspaper. Comfortable? Undoubtedly. But there are also disadvantages. It is extremely important that the information posted in the ECI for clients is not perceived as spam. Regular (necessarily authorized by the recipient) electronic mailing solves the main problems: it emotionally binds the client to the company, allows you to quickly provide information to the target audience.

Both large and small enterprises have already realized the enormous benefits that a corporate website brings to their business. But the popularity of ECI is only gaining momentum. What are the advantages and disadvantages of this format?

The main and undeniable advantage of ECI is its low cost. Thanks to new developments in software, the technological cycle of design and layout is being shortened. In addition, there is no need to prepare high-quality photographic materials. An ECI can be “assembled” in a matter of hours, while preparing a printed CI requires weeks, or even months. Efficiency, low cost, no costs for logistics and distribution - all these are the main and obvious advantages of the electronic format. ECI can be distributed to subscribers instantly. Feedback from the target audience is also simplified, be it a survey or request for additional information about the company’s products or services. But perhaps the biggest advantage is reaching the target audience. In addition, the ECI can be translated into different languages ​​and sent across the globe in a matter of seconds without customs declarations or postage costs abroad.

However, ECI also has disadvantages: it requires equipping the workplace with a personal computer. And the higher the popularity of ECI, the deeper the gap between people at computers and all other employees - behind the counter, at the wheel, at the helm... Therefore, such a publication will become a personnel management tool only in a company where the majority of workplaces are computerized.

It must also be remembered that ECI does not carry such a “tangible” image component as a “real” CI. If an employee wants to show the magazine to clients or friends, then in printed form it will look rather unpresentable... The electronic format is more suitable for prompt mailings of “hot news”, which involves a quick glance, as they say, “diagonally.” At the same time magazine category B2C (business to consumers), once reaching a potential client, it can be kept for several years.

Ideally, a company should use the maximum number of communication channels, wisely using the advantages of each format. For example, you can issue a printed CI once every two to three months, and an electronic one twice a month. At the same time, it is important to prepare news “based on interests” for each target audience group. Employees of your company, business representatives and end consumers have different information needs - therefore, you need a special approach to meeting their needs, taking into account the specifics of the language, etc.

For a corporate publication (CI) of a large company, especially one that produces a wide range of industrial products, it is difficult to find informational occasions that are equally interesting for all members of the team. For example, employees of the hot filling department of a cannery and employees of the international sales department of the same enterprise are different target audiences.

In this regard, a new trend has emerged in the corporate press: increasingly, a single CI is divided into several publications for different groups of readers. Thus, the AvtoKrAZ newspaper, which has been published for more than 50 years, today comes out in three versions:

• Weekly in Ukrainian with a circulation of 1.5 thousand copies. Distributed internally and by subscription. Designed for factory workers.
• A special issue in Russian with a circulation of 1.5–3 thousand copies (published once every two months) is a full-color publication in A3 format on eight pages, intended for the company’s clients and partners. Distributed by subscription, at exhibitions, through retail and wholesale stores for spare parts, through dealers and service stations, as well as by direct mail (more than 600 recipients in different countries of the world).
• A quarterly digest in English, Spanish and French with a circulation of about 10 thousand copies - a publication for foreign consumers, distributed through dealers, Ukrainian embassies abroad, as well as by direct mail.

Nadra Bank also followed the path of target audience segmentation. It produces two client CIs:

• Magazine "Grow!" is aimed at medium and small businesses, the information it contains is of interest to entrepreneurs.
• Magazine "Prosper!" is aimed at attracting the attention of individuals - potential and actual consumers of banking services. This publication is structured as a family magazine and presents consumer lending services in the form of expert recommendations (repairs, buying a car, landscaping, managing family finances, etc.)

The effectiveness of CI as a tool of information influence on the target audience has already been assessed by many domestic companies ( drawing). When choosing a CI format, most companies (84%) choose a journal. At the same time, 45% of publications target external readers, 40% - employees, and the remaining 15% fall on a “mixed” audience.

Industry structure of companies producing CIs (according to AKMU data)

Employees as the target audience

The publication's audience is also heterogeneous. Domestic companies employ different people: those who have gained work experience in the Soviet Union (responsible, conscientious, capable of mastering several related professions) and “children of perestroika” (perform only those duties described in the job description, do not take on additional workload without increasing salaries ).

The attitude of these employees towards CI is also different: the former, as a rule, read each material with interest and easily respond to the editor’s proposal for cooperation; the latter see it as an information tool, react to manifestations of corporate hypocrisy, and more often criticize shortcomings. Each group needs its own approach. On the pages of CI, it is necessary to provide an opportunity to both talk about production know-how and criticize shortcomings, raising problems that are significant for the company. The editors may invite active readers to write author's columns in CI.

Understanding the behavior of people in the workplace helps to establish effective interaction with the authors of materials. Isaac Adizes ( Yitzhak Adizes), the author of the theory of the life cycle of an organization, identified the following categories of employees:

• Manufacturer of results. A person for whom it is important to receive specific fruits of work. He is impatient, active and always busy.
• Administrator. For him, the main thing is the rules and their implementation. Organizes work in the company. Analytical and precise.
• Integrator. People-oriented, the most important values ​​are harmony and well-coordinated teamwork. A friendly, understanding person, always ready to help his colleagues.
• Entrepreneur. Sees goals and leads other people to them. Risk-taker, often charismatic, offers new approaches to solving problems.

Most people adhere to one style of behavior. For example, if the author is a “producer of results,” then it is better to give him a list of specific questions and indicate the deadline for submitting the material. You need to meet with the “integrator” in person, discuss the usefulness of CI for maintaining a good climate in the team, and only then move on to the topic of the future article. The “administrator” will be convinced by the presence of a clear work plan, the “entrepreneur” will be convinced by the opportunity to convey new ideas and receive rewards (material or moral).

• Show positive emotions. Authors make decisions about cooperation with the editors, first of all, based on their subjective feeling: “like/dislike a person.” They work not with a newspaper/magazine, but with specific people.
• Treat authors politely, including in case of refusal to cooperate with the editors.
• Don't be a workaholic. Excessive expenditure of energy at work only leads to the emergence of new problems, rather than solving existing ones.

Legal aspects

Current legislation does not define the concept of “corporate publication”, therefore most CIs are currently issued without state registration. However, according to paragraph 7 of Art. 41 of the Law of Ukraine “On Print Media (Press) in Ukraine”: production, release or distribution of a printed media outlet without registration or after termination of its activities, evasion of re-registration or notification to the registering authority of a change in the type of publication, legal address of the founder ( co-founders), location of the editorial office is a violation. Perpetrators may be subject to disciplinary, civil, administrative or criminal liability.

Printed media (press) in Ukraine are periodicals published on the basis of a certificate of state registration under a permanent name, with a frequency of one or more issues (issues) per year. The right to establish a printed media outlet belongs to:

• citizens of Ukraine, citizens of foreign states and stateless persons who are not limited in civil legal capacity and civil capacity;
• legal entities of Ukraine and other countries;
• labor collectives of enterprises, institutions and organizations on the basis of the relevant decision of general meetings (conferences).

The person who founded the print media is its founder. Persons who united for the common purpose of founding a publication are considered its co-founders.

If an enterprise publishes corporate media under a permanent name, with a frequency of one or more issues (issues) per year, with a circulation exceeding the full-time workforce of the enterprise, for the purpose of public distribution (including free), such publications are subject to registration in the State Register publishers, manufacturers and distributors of publishing products.

The procedure for state registration of print media, in addition to the Law of Ukraine “On Print Media (Press) in Ukraine”, is also regulated by Resolution of the Cabinet of Ministers of Ukraine dated November 17, 1997 No. 1287 “On State Registration of Print Media, News Agencies and Sizes registration meetings."

Those wishing to open a publishing business must first register as a business entity (individual or legal entity). State registration is carried out in accordance with the requirements of the Civil and Economic Codes of Ukraine, the Laws of Ukraine “On Business Companies”, “On State Registration of Legal Entities and Individual Entrepreneurs”. In the future, the business entity must register as a publishing entity. To do this, you must enter your publication in the State Register of Publishers, Manufacturers and Distributors of Publishing Products, which is under the jurisdiction of the Ministry of Justice of Ukraine.

State registration of print media, depending on the scope of distribution, is carried out:

• national, regional (two or more regions) and/or foreign distribution - by the Ministry of Justice of Ukraine;
• local sphere of distribution - the Main Department of Justice of the Ministry of Justice of Ukraine in the Autonomous Republic of Crimea, regional, Kyiv and Sevastopol city departments of justice.

For state registration of print media, an application must be submitted, which must indicate:

• founder(s) of the publication(the founder - a legal entity provides the full name according to documents confirming his civil legal capacity; the founder - an individual provides his passport details);
• type of publication(newspaper, magazine, collection, newsletter, almanac, calendar, digest, etc.); publication status (domestic - a printed mass media founded by a Ukrainian legal entity and/or individual; general - a printed mass media created with the participation of a foreign legal entity(ies) and/or individual(s);
• title of publication;
• language(s) of publication;
• scope of distribution:
  • local - within the Autonomous Republic of Crimea, one region, regional center or two or more rural areas, one city, district, individual settlements, as well as enterprises, institutions, organizations;
  • regional - two or more regions;
  • national - within Ukraine;
  • foreign - outside of Ukraine;
• reader category for which the publication is intended (the entire population: adults, youth, children, men, women, people with disabilities, students, workers in a certain industry, scientists, teachers, etc.);
• program goals(basic principles) or thematic focus (their brief description: development of education, increasing the level of spirituality, development of leisure, informing the population on certain issues, etc.);
• expected frequency of release, volume(in conventional printed sheets) and publication format;
• legal address the founder, each of the co-founders and his (their) bank details;
• editorial office location;
• type of publication by intended purpose(general political, on economics and business, production and practical, scientific, research and production, popular science, educational, reference, literary and artistic, on art, sports, legal, erotic, leisure, medical, religious, ufological, environmental, tourism, advertising (40% of the volume of one issue is advertising), information, for children, etc.

It must be remembered that the founder has the right to begin publishing a printed media outlet within one year from the date of receipt of the certificate. If this deadline is missed without good reason, the certificate of state registration of a printed media outlet is invalid.

* In my collection of CIs from different companies, which I have been collecting for several years, there is a kind of record holder: 27 words in the title of the article! Meanwhile, even serious scientific journals, in which a detailed description of the topic is accepted, do not allow authors to put such a burden on the title.

* Brief- technical assignment from the customer to the contractor, a document-questionnaire in which the customer sets out his requirements for the product.

* Panton (half a game.) - a standard library of color mixtures, primarily for offset printing on paper. It looks like a paper “fan” with blades of a color gamut or, in a computer version, a CMYK color scale as a percentage of Pantone-certified process paint on standard paper.

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