BUS8403: Communication Management Report on Vista Group

This report provides a comprehensive marketing plan for the Vista Group of Companies, focusing on its expansion into the Finnish market. It begins with an executive summary outlining the research's scope and objectives, followed by a detailed country description of Finland, including geographic, economic, political/legal, and technological factors. The report then delves into Finland's cultural profile using Hofstede's theory, analyzing dimensions such as power distance, individualism, masculinity, uncertainty avoidance, long-term orientation, and indulgence. The study identifies Vista Group's businesses, target market analysis (B2B), and competitive analysis within the Finnish market. Positioning strategies, business practices in Finland, and communication strategies are discussed, including market segmentation analysis. The report covers marketing research, PR, product launch qualifications, and senior management concerns. Specific recommendations are provided, and the conclusion summarizes the findings. Appendices and references are included to support the research.

Running Head: COMMUNICATION MANAGEMENT & ORGANISATIONS
COMMUNICATION MANAGEMENT & ORGANISATIONS
Name
Title

COMMUNICATION MANAGEMENT & ORGANISATIONS 2
EXECUTIVE SUMMARY
This research is a vision of our understanding and learning when it comes to
developing a marketing plan for the international market. This helped us to learn more
about the selected country Finland, as well as the factors that influenced our decision
to choose this country as a prelude to the Vista Group brand because of its appropriate
regulations and the nature of its acceptance.
This research also shows our teamwork skills to recommend a variety of
marketing communication strategies that will help introduce Vista Group of
Companies in an efficient manner and such that will aid in its progress at initial and
progressing stages.
It will also show our efforts on working as a team to cater to the various
obstacles that might come while introducing this brand in Finland and the ways in
which the company can tackle them effectively.

COMMUNICATION MANAGEMENT & ORGANISATIONS 3
CONTENTS
EXECUTIVE SUMMARY...................................................................................................................2
Contents.................................................................................................................................................3
1. INTRODUCTION.........................................................................................................................5
2. RECOMMENDED COUNTRY DESCRIPTION.........................................................................5
2.1. Geographic Factors................................................................................................................5
2.2. Economic Factors..................................................................................................................5
2.3. Political/Legal Factors...........................................................................................................6
2.4. Technological Factors............................................................................................................6
3. CULTURAL PROFILE: FINLAND.............................................................................................7
3.1. Hofstede’s Theory.................................................................................................................7
3.2. Finnish Culture Through Hofstede’s Theory.........................................................................7
4. VISTA GROUP OF COMPANIES, NEW ZEALAND.............................................................9
4.1. VISTA GROUP BUSINESSES...........................................................................................10
5. TARGET MARKET ANALYSIS...........................................................................................10
6. COMPETITIVE ANALYSIS..................................................................................................11
6.1. Nature of the Market:...........................................................................................................11
6.2. Demand for the Product:......................................................................................................11
7. POSITIONING........................................................................................................................11
8. BUSINESS PRACTICES IN FINLAND.................................................................................12
9. COMMUNICATION STRATEGIES......................................................................................13
9.1. MARKET SEGMENTATION ANALYSIS: FINLAND.....................................................13
9.1.1. Demographics:.............................................................................................................13
9.1.2. Psychographics:...........................................................................................................13
9.1.3. Benefits Sought From the Service:...............................................................................13
9.1.4. Media preferences:.......................................................................................................13
10. MARKETING RESEARCH & PLANNING...........................................................................13
11. PR & PRODUCT LAUNCH...................................................................................................14
12. QUALIFICATIONS................................................................................................................15
12.1. Company Qualification for Product Launch:...................................................................15
12.2. Team Qualification for Product Launch:..........................................................................15
13. SENIOR MANAGEMENT CONCERNS...............................................................................16
13.1. BUSINESS GOALS & CHALLENGES FOR THE 1ST YEAR.......................................16

COMMUNICATION MANAGEMENT & ORGANISATIONS 4
14. SERVICE SPECIFIC RECOMMENDATIONS......................................................................16
14.1. COUNTRY SPECIFIC RECOMMENDATIONS...........................................................17
15. CONCLUSION.......................................................................................................................17
16. REFERENCES........................................................................................................................19
17. APPENDICES.........................................................................................................................22

COMMUNICATION MANAGEMENT & ORGANISATIONS 5
1. INTRODUCTION
This research is an insight into the services offered by the selected company Vista
Group, New Zealand, and how they can be used to start and spread the business in New
Zealand. The study combines research material and journal articles to help with the
understanding of how to formulate an effective strategic marketing and communication plan
that will resonate with the features of the company and will also help in its progress through
the years.
The factors related to the geography, technology, politics and the overall economic
conditions of the country also aid in the understanding of why this will be the best-suited one
for business spreading and enhancement due to its perfect judiciary systems and law
enforcement capabilities1.
2. RECOMMENDED COUNTRY DESCRIPTION
2.1. Geographic Factors
The main geographical aspects of Finland are characterised through its northern
positions, the landscapes of intermingled boreal forests, lakes and the low population density.
The state of Finland can be divided into three main areas that include Archipelagoes and low
coastal lands, a barely high Central lake plateau and the Uplands to North and Northeast. It is
a country located in northern Europe and is in one of the most northern and geographically
remote countries in the world because of its location and limited access to the outside world.
2.2. Economic Factors
Finland was formerly a part of Sweden and later the Russian empire. It gained
independence in the year 1917 and joined the European Union in the year 1995. On an
official ranking of economies, Finland is the on the 11th position of economic stability. The
GDP of Finland is $244 Billion with an annual growth rate of 3% and classifies as a
1 Sharma, S. (2018). New Ideas in Strategic Thinking: Multi-variables Dialectical Analysis in
Strategic Management.

COMMUNICATION MANAGEMENT & ORGANISATIONS 6
developed country. The unemployment rate in Finland is 8.6% and is bound to change with
time, depending on the factors involved2 .
2.3. Political/Legal Factors
Finland is a country with one of the world’s strongest property rights protection
regimes and also follows international agreements that are liable for protecting intellectual
property. There is a high quality of Judiciary in Finland and corruption is not a significant
problem there. Finland has a top personal income tax rate of 31.25% and the top corporate tax
rate there is 20%. The country also imposes value-added and capital income tax rates.
Government spending is about 55.6% of the country's GDP3.
2.4. Technological Factors
Being a developed country, Finland is technologically advanced as per the current
needs of the time. The latest IT and technology is used in Database and monitoring systems
across the country to aid the citizens, businesses and the government of the country as well in
various activities.
3. CULTURAL PROFILE: FINLAND
3.1. Hofstede’s Theory
Psychologist Dr Geert Hofstede came up with the theory that was based on his
cultural dimensions model that can be used to work effectively with people from a variety of
cultural backgrounds4. These cultural dimensions were as follows;
1. Power distance index (high vs. low)
2. Individualism vs. Collectivism
3. Masculinity vs. Feminity
2 Finland. (n.d.). Retrieved May 21, 2019, from https://www.heritage.org/index/country/finland
3 Finland. (n.d.). Retrieved May 21, 2019, from https://www.heritage.org/index/country/finland
4 Ngai, E. W., Tao, S. S., & Moon, K. K. (2015). Social media research: Theories, constructs, and
conceptual frameworks. International Journal of Information Management, 35(1), 33-44.

COMMUNICATION MANAGEMENT & ORGANISATIONS 7
4. Uncertainty Avoidance Index (high vs. low)
5. Long vs. Short term Orientation
6. Indulgence vs. Restraint
3.2. Finnish Culture Through Hofstede’s Theory
The assessment of Finland’s culture through Hofstede’s theory can be done through
the following six dimensions for comparison of the Cultures of Finland with those of the
other countries;
3.2.1. Power Distance:
Finland has a low score of 33 in this dimension which states that the following can
characterise the Finnish style of doing things;
a) Being independent.
b) Convenience only hierarchy.
c) Equal rights.
d) Accessible superiors.
e) Leaders that coach and not only order.
f) Facilitating management.
g) Empowering.
h) De-centralised power.
i) Employees expectations for consulting in business planning and decision making.
3.2.2. Individualism:
Finland is an individualist society which is shown by a score of 635. It means that
there is a loosely-knit social framework where people are expected to take care only of
themselves and their immediate families6. Employee and employer contracts are based on
5 Triandis, H. C. (2018). Individualism and collectivism. Routledge
6 Triandis, H. C. (2018). Individualism and collectivism. Routledge.

COMMUNICATION MANAGEMENT & ORGANISATIONS 8
mutual advantages in Finland and decisions for hiring and promotion are the only merit-
based. Individuals are provided with proper rights and management.
3.2.3. Masculinity:
Finland is considered as a Feminine society due to a low score of 26 in this
dimension7. It means that the country's main focus is on working in order to live and not
living to work simply. The people of Finland value equality, solidarity and quality in their
working and personal lives. The resolution of any type of conflicts is made through
negotiation and compromise and decisions are not biased. There are multiple incentives, and
added benefits for the employees and the over-all basis is well-being. An effective manager
in Finland is one who makes decisions based on involvement and consideration.
3.2.4. Uncertainty Avoidance:
Finland scores 59 in this dimension, which means that it is a country having a high
preference for avoiding uncertainty. There is the maintenance of rigid codes of conduct and
belief/behaviour and people are intolerant of behaviours that are unorthodox in their ideation.
There is an emotional need for rules and their implementation, time is considered as precious
as money, people have a need to be useful and making themselves important, and precision
along with punctuality are the basic norms in the country. For individual motivation,
innovation resistance and security are key factors in Finland.
3.2.5. Long Term Orientation:
As the score of Finland in this dimension is low at 38, the Finnish culture can be
classified as a normative one, which means that people have a very strong concern with
establishing the absolute truth and are normative in their thinking8. People in Finland have
respect for traditions and are less inclined towards saving money for the future.
7 Tuna, N. (2018). Culture Matters: Analysis of Culture in Sweden and Finland and Its Influence on
Innovation and Job Performance.
8 Väyrynen, T. (2018). Culture and international conflict resolution: A critical analysis of the
work of John Burton.

COMMUNICATION MANAGEMENT & ORGANISATIONS 9
3.2.6. Indulgence:
Finland has a relatively high score of 57 in this department which shows that it is an
indulgent country9. Finnish people show a willingness to realise their impulses and desires
with respect to having fun and generally enjoying their lives. They have a positive attitude
about the things and situations in life and are generally optimistic people because they act as
they want to and spend money more than saving it10.
4. VISTA GROUP OF COMPANIES, NEW ZEALAND
The Vista group of companies is a technology solutions provider for Cinematic and
film industry across the globe and has its offices in multiple international locations, with the
headquarters based in Auckland, New Zealand11.
4.1. VISTA GROUP BUSINESSES
The Vista Group of companies has the following businesses that identify its main
offerings and services for the Cinema and Film Industry;
a) Vista Cinema: - Total Cinema management solution for Cinema exhibitors in
the Long circuit markets.
b) Vezi: - Cinema management software for Small Circuit markets.
c) Movio: - Global leader in marketing data analytics and campaign management
software.
9 Aviles, O., George, N., Johnson, D., Tran, T., & Lane, S. (2017). BRAZIL, FINLAND,
GERMANY, GREECE, SOUTH AFRICA, AND SWEDEN: CULTURAL DIFFERENCES
IN CUSTOMER SERVICE. Copyright 2017 by Institute for Global Business Research,
Nashville, TN, USA, 108.
10 Country Comparison. (n.d.). Retrieved May 21, 2019, from
https://www.hofstede-insights.com/country-comparison/finland/
11 Vista Group. (n.d.). Vista Group Businesses. Retrieved from https://vistagroup.co.nz/vista-group-
businesses.html

COMMUNICATION MANAGEMENT & ORGANISATIONS 10
d) MACCS: - Designs and develops film distribution software for Film studios
and distributors12.
e) Cinema Intelligence: - First collection of business intelligence solutions to
cater to optimised forecasting, planning and scheduling of the movies.
f) POWSTER: - Creative and innovation studio providing creative services to the
Film and Music industry.
g) NUMERO: - Providing clean, fast and effective information.
h) FLICKS:- Authoritative guide for cinemas across New Zealand, Australia and
South Africa.
5. TARGET MARKET ANALYSIS
The main target marketing areas for the business will be Cinema Houses, Film
Distributors, Studios and the Filming Industry in general who will need the technology
solutions that Vista Group provides. The target market selection will be B2B marketing as
Vista Group will directly sell the services to other businesses in the Film industry.
6. COMPETITIVE ANALYSIS
6.1. Nature of the Market:
There is fairly limited competition in the Finnish market of Technology solutions for
the Cinematic industry, although the Film Industry sector in Finland continues to progress
and will grow rapidly in the coming years.
6.2. Demand for the Product:
As the increase in Cinema and demand for filming in Finland becomes evident, it is
safe to say these industries will be requiring assistance when it comes to technological
solutions or IT enhancements to make their business thrive. The Cinema industry can make
fruitful use of the services that the Vista Group offers like the analytics and other
technological issue solutions.
12 Vista Group

COMMUNICATION MANAGEMENT & ORGANISATIONS 11
7. POSITIONING
The product positioning strategies or the unique selling propositions of the services
provided by the Vista Group for the Finnish market should be focused around the following;
a) Providing efficient technology solutions to customers in the global film
industry13.
b) Business spread internationally. Strictly adhere to international business and
safety standards.
c) Non-biased consultation that provides multiple options for a solution to
technological requirements.
d) Providing clean, fast and effective information to Film studios, Distributors
and Cinema exhibitors through an aggregated Box office reporting platform.
e) Providing creative services to the film and music industry to help engage users
with more entertainment content.
f) Starting the first collection of business intelligence solutions to optimise
planning forecasting and scheduling of movies.
8. BUSINESS PRACTICES IN FINLAND
The business culture in Finland can be shown through the following points;
a) Finland is a culturally homogenous country, hence the possible confusion and
misunderstanding in the multicultural dealings within the country. However,
people are usually genuinely polite and caring, and the understanding of other
cultures and religions is increasing every day.
b) There is a mutual benefit relationship between the company and the
employees whenever a contract is signed. No employee benefits or rights are
looked over for the company profits.
13 Vista Group. (n.d.). Vista Group Businesses. Retrieved from

COMMUNICATION MANAGEMENT & ORGANISATIONS 12
c) The managers of various firms in Finland religiously involve the employees of
the organisation in decision making, and this keeps them motivated and
invested in the business.
d) The general society if feminine based, which means people work for a living
and not to simply earn like machines. There are multiple employees leave
programs as people like to spend their time with family.
e) The rights of the company and employee both are protected at the finest as
Finland has a strict no tolerance policy for people going against the rules.
f) People in Finland are generally highly educated, and there is a strong
emphasis on responsible upbringing and high-quality education as it is an
important factor in Finnish culture.
g) There are non-standard forms of employment which include fixed and part-
time contracts, along with personal leasing.
9. COMMUNICATION STRATEGIES
9.1. MARKET SEGMENTATION ANALYSIS: FINLAND
9.1.1. Demographics:
The demographics of Finland include the population of 5.5 million people, life
expectancy rate of 81.78 years (2016) and the official languages include Finnish, Swedish,
Saami and Inari14.
9.1.2. Psychographics:
The Finnish people have a high standard of living and a well-educated workforce.
14 Dietrich, T., Rundle-Thiele, S., & Kubacki, K. (2017). Segmentation in Social Marketing. Springer
Singapore.

COMMUNICATION MANAGEMENT & ORGANISATIONS 13
9.1.3. Benefits Sought From the Service:
The major benefits that the Finnish people seek from a particular product or service
are the quality, relation to the main issue, the image of the business/brand and the overall
performance benefits that it provides. Quality is the priority instead of low or cheap price.
9.1.4. Media preferences:
Like many other developed countries, Finland also has a rising trend of businesses
relying on social media for advertisement purposes. A well-established relationship between
the company and the consumer/other business is important15.
10. MARKETING RESEARCH & PLANNING
As it might be already known, research and development are a vital part of any type
of a business plan16. The research in the case of the international market of Finland pertains to
the following areas that the company has to focus on to develop even more efficient
marketing strategies;
a) Education
b) Laws & regulations
c) Economics
d) Politics
e) Religion
f) Social Norms
g) Language
h) Modes of advertising and marketing.
15 Kitchen, P. J., & Burgmann, I. (2010). Integrated marketing communication. Wiley international
encyclopedia of marketing.
16 Finne, Å., & Grönroos, C. (2017). Communication-in-use: customer-integrated marketing
communication. European Journal of Marketing, 51(3), 445-463.

COMMUNICATION MANAGEMENT & ORGANISATIONS 14
11. PR & PRODUCT LAUNCH
The press release will be an effective factor in promoting a successful product launch
in Finland. It is necessary to instil trust in the people of Finland to gather a purposeful image
of the company in the country and to get a positive head start at starting the business in a new
environment17. The PR of the company in Finland will be determined through the choice of
one of the seven models of framing for better PR. The model that can fit best is the framing
of attributes where the company can use its positioning to highlight the main features and
advantages that it has over the competitors in the same industry18. Product positioning can
also be used in an effective manner to ensure there is a positive image of the company’s
offerings in the minds of the consumers occupying the company’s target market19.
12. QUALIFICATIONS
12.1. Company Qualification for Product Launch:
The Company is well qualified for the product launch due to the following reasons
that have been identified within the Vista Group of companies;
a) Unique positioning in the market through one of a kind service that is
provided to the Film and Music industry20.
b) Well-arranged board and shareholders that overlook all the major management
decisions of the company with precision.
17 Rawlins, B. L. (2007). Trust and PR practice. Institute for Public Relations, 1-11.
18 Doorley, J., & Garcia, H. F. (2015). Reputation management: The key to successful public relations
and corporate communication. Routledge.
19 Kiousis, S., & Ragas, M. (2016). Implications of third-level agenda building for public relations and
strategic communication. The power of information networks: New directions for agenda setting, 161-
174.
20 Vista Group. (n.d.). Vista Group Businesses. Retrieved from

COMMUNICATION MANAGEMENT & ORGANISATIONS 15
c) The first in the technology industry to introduce such a wide array of
businesses that cater to multiple IT related requirements.
d) Proper stakeholder management and employee motivational levels.
e) The clear vision of the Company's future standings and goals.
12.2. Team Qualification for Product Launch:
The Marketing team is well qualified for the product launch due to the following
reasons that have been identified within the Vista Group of companies;
a) High standard operating procedures that the whole team follows.
b) Creative solution planning for various issues.
c) Devising multi-option based marketing and business plans that cater to the
needs of the product launch in a new market/country.
d) Ability to conduct research and apply it for the product launch in the new
country.
e) Team’s ability to adapt to the new country’s environment through extensive
research and development of the services which include their nature, price,
positioning and marketing strategies.
f) Identification and effort to enhance the areas of improvement when it comes to
spreading business in a new country.
13. SENIOR MANAGEMENT CONCERNS
The main issue that the senior management might have can be the issue of whether
the business will be a success in this new market and to what extent a guarantee can be
provided to this extent. The group can ensure the success of the business through the various
departmental recommendations that are provided.

COMMUNICATION MANAGEMENT & ORGANISATIONS 16
13.1. BUSINESS GOALS & CHALLENGES FOR THE 1ST YEAR
The following should be the basic goals of the company for its initial phase of
business setup in Finland;
a) Conducting thorough research regarding the business practices in Finland and
the laws pertaining to it.
b) Defining the areas of improvement, innovation and adaptation that the company
will have to focus on to ensure success.
c) Making a positive image of the company in the Film and Music industry.
d) Adapting to the culture and shaping the company policies to meet the regulatory
norms of the country21.
14. SERVICE SPECIFIC RECOMMENDATIONS
The following recommendations can be made to ensure better service sales and image
in Finland;
a) Adapting the services to the culture and beliefs of the Finnish environment
through research of what the requirements of the Film industry usually are in
terms of technological solutions.
b) Releasing only the services that are required initially and nothing
unwanted/unnecessary that may be deemed as unfit for the new international
market.
c) Coming up with any new services or advancements that might be required in the
country of selection.
d) Making sure all services are provided according to the safety standards and
regulations of the country and those that don’t interfere with the political systems
of Finland.
21 Tuna, N. (2018). Culture Matters: Analysis of Culture in Sweden and Finland and Its Influence on
Innovation and Job Performance.

COMMUNICATION MANAGEMENT & ORGANISATIONS 17
14.1. COUNTRY SPECIFIC RECOMMENDATIONS
The following recommendations can be made to ensure a better company image in
Finland;
a) Refraining from using unorthodox methods of marketing as it is an unwelcome
practice in Finland.
b) Ensuring the rights of employees are defined and are never overlooked as the laws
for employees are very strict in Finland.
c) Make use of the creative side of the people and give them the freedom to take part
in the decision-making process of the firm22.
d) Making sure that the company values do not clash with the cultural norms of the
country.
e) Effectively communicate plans for an improvement to the main management of
the company and keeping them updated with the progress.
15. CONCLUSION
The research can be concluded with the final analysis in terms of communication with
the senior management of the company and what measures will be taken to deliver the
message and this idea of spreading business in the Finnish market as follows;
a) Creating awareness and promoting the idea of this international market business in
the minds of the management of the company effectively through proper analysis
and reporting procedures also known as marketing communication23.
22 Hastings, G., & Stead, M., (2017). Social marketing. Taylor & Francis.
23 Hallahan, K., Holtzhausen, D., Van Ruler, B., Verčič, D., & Sriramesh, K. (2007). Defining strategic
communication. International journal of strategic communication, 1(1), 3-35.

COMMUNICATION MANAGEMENT & ORGANISATIONS 18
b) Effective communication of the idea and propositions through team meetings as it
significantly affects the outcomes of the members and the overall performance
management of the team24.
c) Communication with the stakeholders of the company regarding the
implementation of policies and adapted structures in the new market and how the
company’s policies can resonate with the culture of that country and its people25.
d) These methods of effective communication of the marketing plan and ideas of
spreading the business will not only help in the conveyance of the message but
also proper understanding by the various positions of the Vista Group of
Companies.
16. BIBLIOGRAPHY
Aviles, O., George, N., Johnson, D., Tran, T., & Lane, S. (2017). BRAZIL, FINLAND,
GERMANY, GREECE, SOUTH AFRICA, AND SWEDEN: CULTURAL
DIFFERENCES IN CUSTOMER SERVICE. Copyright 2017 by Institute for Global
Business Research, Nashville, TN, USA, 108.
Cornelissen, J. P., (2008). Corporate communication. The International Encyclopedia of
Communication.
Country Comparison. (n.d.). Retrieved May 21, 2019, from
Dietrich, T., Rundle-Thiele, S., & Kubacki, K. (2017). Segmentation in Social Marketing.
Springer Singapore.
Doorley, J., & Garcia, H. F., (2015). Reputation management: The key to successful public
relations and corporate communication. Routledge.
24 Lehmann-Willenbrock, N., Allen, J. A., & Kauffeld, S. (2013). A sequential analysis of procedural
meeting communication: How teams facilitate their meetings. Journal of Applied Communication
Research, 41(4), 365-388.
25 Cornelissen, J. P. (2008). Corporate communication. The International Encyclopedia of
Communication.

COMMUNICATION MANAGEMENT & ORGANISATIONS 19
Finland. (n.d.). Retrieved May 21, 2019, from
Finne, Å., & Grönroos, C. (2017). Communication-in-use: customer-integrated marketing
communication. European Journal of Marketing, 51(3), 445-463.
Hallahan, K., Holtzhausen, D., Van Ruler, B., Verčič, D., & Sriramesh, K. (2007). Defining
strategic communication. International journal of strategic communication, 1(1), 3-
35.
Hastings, G., & Stead, M., (2017). Social marketing. Taylor & Francis.
Sunny, E. E., & Anael, O. J. (2016). Mobile Marketing in a Digital Age: Application,
Challenges & Opportunities. Journal of Economics, Management and Trade, 1-13.
Karvonen, L. (2014). Parties, governments and voters in Finland: Politics under fundamental
societal transformation. ECPR Press.
Kiousis, S., & Ragas, M., (2016). Implications of third-level agenda building for public
relations and strategic communication. The power of information networks: New
directions for agenda setting, 161-174.
Kitchen, P. J., & Burgmann, I. (2010). Integrated marketing communication. Wiley
international encyclopedia of marketing.
Lehmann-Willenbrock, N., Allen, J. A., & Kauffeld, S. (2013). A sequential analysis of
procedural meeting communication: How teams facilitate their meetings. Journal of
Applied Communication Research, 41(4), 365-388.
Ngai, E. W., Tao, S. S., & Moon, K. K. (2015). Social media research: Theories, constructs,
and conceptual frameworks. International Journal of Information
Management, 35(1), 33-44.
Postill, J., & Pink, S., (2012). Social media ethnography: The digital researcher in a messy
web. Media International Australia, 145(1), 123-134.
Rawlins, B. L., (2007). Trust and PR practice. Institute for Public Relations, 1-11.

COMMUNICATION MANAGEMENT & ORGANISATIONS 20
Rundle-Thiele, S., Dietrich, T., & Kubacki, K. (2017). Why We Need Segmentation When
Designing Social Marketing Programs. In Segmentation in Social Marketing (pp. 197-
214). Springer, Singapore.
Sharma, S., (2018). New Ideas in Strategic Thinking: Multi-variables Dialectical Analysis in
Strategic Management.
Tuna, N. (2018). Culture Matters: Analysis of Culture in Sweden and Finland and Its
Influence on Innovation and Job Performance.
Triandis, H. C. (2018). Individualism and collectivism. Routledge.
Väyrynen, T. (2018). Culture and international conflict resolution: A critical analysis of the
work of John Burton: Manchester University Press
Vista Group. (n.d.). Vista Group Businesses. Retrieved from
Zerfass, A., & Viertmann, C., (2017). Creating business value through corporate
communication: a theory-based framework and its practical application. Journal of
Communication Management, 21(1), 68-81.

COMMUNICATION MANAGEMENT & ORGANISATIONS 21
17. APPENDICES
Source (Hofstede Insights,2019).