Mouloud Mammeri University of Tizi-Ouzou

FACULTY OF ECONOMIC AND COMMERCIAL SCIENCES

AND MANAGEMENT SCIENCES

In view of obtaining a master's degree

In Management Sciences

Specialty: Human Resource Management

Theme

Analysis of communication issues

company: SAA agency and management case
régionale TIZI OUZOU

Made by: Framed by:

KEBCI Celia Mrs. AMNACHE Sabrina

The members of the jury:

Président : DR LAICHE Mohamed, MCA, UMMTO

Rapporteur: DR AMNACHE-CHIKH Sabrina, MCA,

UMMTO

Examiner: Mrs. BOUBEGHLA Nabila, MAA,

UMMTO

2019/2020
 DEDICATIONS

To my dear parents, for all their sacrifices,

their support, and their prayers throughout
my studies;

To my dear brother and my sister-in-law;

To my two dear sisters;

To my dear nephews Adam, Maria, Younes

and Anes

May this work be the fulfillment of yours

wishes, and the fruit of your support...

Thank you very much

 Thank you

At the end of this modest work, we would like to

thank Almighty Allah for giving us the
courage, willpower and above all health so that I can
to accomplish this modest work.

I would like to sincerely thank Mrs.

AMNACHESABRINA who honored me
accepting to be my promoter, for the precious
advice she gave me throughout our
his availability and assistance, I to him
express my deep gratitude

I thank all the staff of the management.

regional insurance for their collaboration, it
It should be noted that this work would not have been carried out.
without the presence of documentation provided to me
disposition by the staff

Finally, we thank all the people who

helped me directly or indirectly to develop this
work.
LIST OF ABBREVIATIONS
CAAT: Algerian Transport Insurance Company

CAAR: Algerian Company of Insurance and Reinsurance

CCRMA: Central Fund for Agricultural Mutualists Reinsurance

MAATEC: Algerian Mutual Insurance for Education Workers

Culture

HR: HUMAN RESOURCES

SAA: National Insurance Company

LIST OF TABLES
Table 1: Objective of internal communication ................................................................... 45
Table 2: Choice of Communication Mode ........................................................................ 49
LIST OF FIGURES:

Figure 1: Shannon and Warren model diagram......................................................... 19

Figure 2: Wiener Diagram
Figure 3: summary created by myself .......................................................................... 26
Figure 4: issues of external communication....................................................................... 65
Figure 5: structure of the Algerian insurance market ................................. 76
 Summary
General Introduction ....................................................................................................... 8
Chapter I: Conceptual Framework of Communication ......................................................... 14
Introductionn.......................................................................................................................... 15
Section 1: Approach to communicationn .15
Section 2: Notion of thebusiness communication......................................................... 22
Section 3 : moyens de communication ................................................................................ 30
Conclusion 40
Chapter 2: analysis ofthe stakes of corporate communication.................................. 41
Introductionn.42
Section 1 : organisamanagement of corporate communication................................................ 43
Section 2establishment of corporate communication.............................................. 48
Section 3analysis of the stakes of corporate communicatione ...................................... 62
Conclusion : .......................................................................................................................... 69
Chapter III: presentation of the practical case: SAA Company................................................... 70
Introductionn.......................................................................................................................... 71
Section 1 : concepts basic and definition of insurance................................................... 71
Section 2Presentation of the host company................................................................ 73
Section 3: The study related to the analysis of the stakes of communication in the company
SAA
Conclusion : .......................................................................................................................... 88
General Introduction
 General introduction

General introduction
The global economy is continually evolving, a technological shift
rapid, and a demanding request, notably globalization and the hunt for expertise,
As a result, the company must achieve its objectives and perform well in relation to
competitors in all possible conditions.

The various changes that the national economic environment has undergone
international at the end of the eighties profoundly changed the structure of
companies in general and particularly Algerian

To cope with this change, the company must communicate. The managers
they discover that before maintaining a positive relationship with consumers and the
investors, first and foremost, it is necessary to ensure to keep and develop it with its
workers or collaborators. Over time, communication has developed in order to
covering various aspects of life, starting from basic communication that ensures the
survival until communication within a company with well-defined goals

Every organization receives and sends information every day that allows the
decision-making and its proper functioning. Knowing how to recognize a
communication (internal, external, formal, informal, institutional, commercial) and
recognizing the function it must fulfill allows the organization to give itself
specific objectives and the means to achieve them.

Communication today is one of the most important factors that helps to

implement the organization's strategy and allows for more effective deployment
company policies. It is conceived as a tool for the construction of a
solidarity and involvement of employees with respect to their employer.

Corporate communication is an exchange of information within

The company. Internal communication, ideally everything that helps to mobilize the
company personnel, by playing both on the rational aspects, salary, benefits, and on
the workforce, image pride, sense of belonging… as for external communication,
This translates to an exchange of information between the company and its environment.

Indeed, corporate communication supports the socio-economic project.

of the organization, it presents the objectives, it provides operational support to
managers in their information sharing, the entire life of the company relies on the collection
and the transmission of information that allows for correct decision-making and
to ensure proper execution. It is notably an essential tool in mobility of the
company personnel It is therefore essential that it be optimized in order to promote the
sharing information, strengthening employee motivation and productivity and

9
 General Introduction

To improve their well-being. Good communication will help to raise awareness better.
staff to the challenges of the company, and can help the hierarchy to cascade down
the information and to relay it.

Corporate communication is defined as a global approach to

the set of institutional, marketing, and internal communications aimed at creating
a spirit of cohesion, a favorable internal climate by improving relations among its
different members. Being a means of listening and circulating information between different
individual or collective interlocutors either within or outside the company. For
For it to be successful, she uses different means that allow for development.
business management.

The leader must develop all communication within their company, both
internally and externally, understanding all the services it can provide to employees
while simplifying hierarchical relations. The interactions between employees and management do not
must no longer be simply descending or ascending, but must go in the
two ways, and also function well among peers, that is to say promote the
exchanges between the different stakeholders of the organization regardless of their level
hierarchical.

As a true management tool, communication must adhere to a plan.

communication where information is constructed and disseminated through various formats or tools
communication : écrit (affichage, journal d’entreprise…), oral (réunion, séminaire…),
audiovisual (video, CD...), electronic communication (intranet, management tools)
internet...)

Communication is an essential tool in staff mobility within a company.

Good communication will better raise staff awareness of the issues of
the company. In the sense of a corporate identity, it helps to create an image thanks to
to which the company will gain trust with those with whom it is in relation, it
contributes to creating a distinctive identity from which the consumer will be guided
in its choices and opinions in a competitive environment and products having
the same characteristics. It will also create a business identity in a culture
community, it will allow everyone to express themselves and finally, it will be able to strengthen the
consideration and mutual respect within the organization while contributing to the
implementation of the company's project, while setting more concrete and more
specific, then design, implement and evaluate internal communication.

Finally, the stakes of corporate communication are different depending on whether the
communication is internal or external. Internal communication follows an HR logic.
while external communication relies more on a strategic logic.

In recent years, the role of internal communication has really

complexified, being a tool for transmitting downward information, its true challenge

10
 General introduction

is that of employees' commitment to the organization, its values, and its projects. In
In the current management context, internal communication is a key lever for
management which must necessarily accompany all its strategies with a good
communication at the risk of hitting a wall of resistance, demotivation and
malfunction. The major challenge of external communication is to make known
the organization, to develop its reputation. It is clearly about conditioning the audiences
(consumers) and their behaviors by conveying a strong image of the company,
its values, its talents... The major stakes of external communication are therefore
to bring a real added value to the development of the company and its profitability.

On the organizational level of our work, we deemed it appropriate to follow a

Training period within the SAA company: regional direction of Tizi - Ouzou where
we were able to closely observe how the company is organized, and to analyze the
different stakes of communication within this company.

To better clarify the objectives of our study, we have adopted a work plan.
which will be divided into 3 chapters:

The first chapter will discuss the concept of communication, types as well as the
forms of communication and finally the various means of transmitting information to
both inside and outside the company

The second chapter will focus on the challenges of communication.

of the company. Its objective is to clarify the mission and contribution of communication
to achieve the objectives of companies. This chapter will outline the strategies of the
communication implemented by the organization, the techniques, as well as the levers of the
business communication.

Based on the theoretical study presented in the previous two chapters, the
The third chapter will aim to provide, first and foremost, a general overview of
the host company for the needs of this work and the practical case of analyzing the stakes
of communication within it.

1. The objectives of choosing the theme:

Our research objective is to demonstrate the impact of communication.

of the company on the performance of a company.

Demonstrate the role of external communication in improving the image of

the company.

The added value of internal communication on performance

company.

11
 General introduction

Determine the set of communication methods in the company as well as

their importance.

Determine the communication strategy within an Algerian company.

2. The reasons for choosing the theme:

Our research theme is based on 'the analysis of the stakes of communication.'

of the company." Communication is playing an increasingly important role, and this is due to
its influence on the productivity of workers within the company, as well as on their
profit, which concerns interactions. Communication is part of the company's life in
being the ultimate means that determines the level of achievement and intervenes
favorably at every stage of a company's transformation process. Thus the
our choice of theme is based on the following objectives:

The particular interest of internal communication within companies

Algerians.
The contribution of internal communication within the company
Algerian
The discovery of different means and new technologies of communication
The determination of the role of communication in operation. of
the company, and the links between the different employees
The definition of the strategy implemented within an organization to
achieve good communication and good performance.

3. Problematic

Corporate communication is a strategic issue for operations.

of an administration. It develops a sense of community and raises awareness of the climate.
internal, institutional malfunctions, it allows for mobilizing and motivating the
agents by setting a course, unifying the goals and values of the service, and making
account for the work accomplished collectively and individually. Thus, the agents can
to appropriate the results and better position oneself in the service. By encouraging dialogue and
improving exchanges, it encourages everyone to make observations and
proposals for change. As a result, it is likely to combat silos
administrative. A dynamic communication will facilitate the establishment of the major
state reforms and will allow for external communication and convey an image
positive public services.

It is in this perspective that our problem is centered around the question

next:

What are the stakes of communication within the agency and management?
regional insurance T-O?
12
 General Introduction

In order to materialize our study, we will try to answer the secondary questions.
following:

a) Does corporate communication have an influence on the company's image?

b) How does the Algerian company define a communication strategy? Can it...
Does it promote cohesion among the different stakeholders of the company?

In order to address our issue, our work will take into account the hypotheses.
following:

a) The communication strategy implemented promotes cohesion within and at

the outside of the company.
b) Internal and external communication can influence the company's image.

13
Chapter I: Conceptual Framework of Communication
Chapter I: Conceptual framework of communication

Introduction
Communication is set within a social perspective, responding to expectations.
information for the company's partners. It is both a sender and a receiver of
information within an organization.

Good communication has a positive effect on the internal climate, on the opinion that
Employees have the firm, just like external communication and thus on the image.
of the company

Information is the first dimension to consider because it is a vital foundation of

communication, it is the engine of message exchange on both sides: internal and
external.

This information thus remains at the heart of the company's management system.
as she is at the center of every decision to be made. Being well informed is often
(almost always) a condition for success

Section 1 : approche de la communication

1. Definition of communication:
Communication encompasses all interactions with others, or the act of being with.
relationship with someone: seeking to convince, to seduce, to influence others, conveys
orders and prohibitions. It also designates the content of what is communicated,
containing a set of means and techniques that allow for the dissemination of a
message.1

Communication allows the exchange of information between people (exchange

interpersonal), but also through our society via the actors of the
communication between sender and recipient, it therefore establishes the link that allows
companies to operate and function.2

Communication is the action that allows us to transmit, to inform, thanks to

the verbal expression, it uses numerous mimetic or gestural signals as well as
new techniques and new digital, mobile, computer supports...

This dynamic process by which an individual establishes a relationship with someone,

allows for the transmission of information, ideas, knowledge, emotions, too

1
Bruno JOLY, Communication: An overview on marketing, publisher: De Boeck supérieur, 1st edition,
Brussels, 2009, p7
2
Richard ARCAND, Nicole BOURBEAU, effective communication: from intention to means
of expressions, publisher: De Boeck, Paris, 1998, P13

15
Chapter I: Conceptual framework of communication

Well through spoken or written language or by another system of signs: gestures, music,
drawings...etc.

Therefore, the company has means and techniques that allow it to convey these
information, introduce herself, her activity and her products. She adopts strategies
of communication in order to be able to develop.

According to CLAUD ROY: "communication is a verbal or non-verbal process by which one

share information with someone or with a group in such a way that they
understand what is being said to him. Speaking, listening, understanding, reacting... make up the different
moments de ce processus. La communication permet aux partenaires de se connaître,
to establish a relationship between them. This can lead to changes in attitude and
behavior.

2. Process of Communication

2.1. The Phases of Communication:

First of all, it is important to distinguish between information and the
communication. Indeed, information is defined as the result of an action and the meaning
brought to a data in order to assist in decision-making and action, but communication is the
information exchange process and the art of designing the messages to be transmitted that
the action of transmitting them.

When we communicate the objective we are looking for is to become an agent who
influence on others, on our physical environment, and on ourselves, to have a say in
to say, create and share messages that make sense and are built up gradually
that develops interactions between individuals who mutually influence each other. In
In short, we communicate to influence and exert a direct effect on our intentions.

Before communication can commence, it is necessary to define the object expressed in the form
From a message, this message circulates from a sender to a receiver, converted into symbols.
sent through a channel and then retranslated upon arrival. Ultimately, we obtain a transfer of
sense from one person to another.3

The transmitter: it is the device that transforms information into a physical modulation: it
compose his coded message (converted into symbols). The message embodies the information
transmitted in a certain form, what is written and what is said, when one paints, when one

3
Stephen ROBBINS & Timothy JUDGE & Véronique TRAN, organizational behaviors, 16th
edition, edition: Pearson, France, 2014

16
Chapter I: Conceptual framework of communication

move, the obtained work, the movements of the arms, the expression of the face also represents a
message.4

The channel: a physical system continuously linking in space and time the
starting point and the destination, it refers to the medium or the support through which the message
transit between transmitter and receiver (radio, TV, press, poster, web ...), the transmitter chooses
the channel that suits him, formal or informal. The formal channels established by
the organization respecting hierarchical circuits, conveying a message related to the activities
individuals' professional matters. Other messages of a private or relational nature are transmitted
through informal channels spontaneously and according to individuals' choices. The recipient
designates the person to whom the message is addressed, who reads it or who hears it.

The receiver: device that collects the modality constituting the information and the
transform into useful training. The receiver, or the recipient, is the person who receives the
Message sent by the sender Viale Canal, and trying to understand it.

The messages broadcast within the company can be divided into two categories.5:

Operational information

It is about communicating to convey orders, instructions regarding

the execution of a task, they primarily pass through hierarchical channels or
functional. Its existence is an organizational necessity that directs the good
functioning and effectiveness of the company: the organization of work, the process of
production, the technical aspects...

Motivating information

This is about messages encouraging the mobilization of groups, ensuring the execution of
Tasks. Motivating information traditionally addresses three areas: the company, its
environment and its objectives (present the company as an open system and
competitive, geographical placement, market shares...), production systems
(organization techniques, production chain, definition of positions...), the organization (it
highlights the internal management policy, HRM, working conditions...)

2.2. Non-verbal communication:

Every verbal message is accompanied concurrently by a non-verbal message.
This communication relies on body language as a whole, and that none of these

4Stephen ROBBINS & Timothy JUDGE & Véronique TRAN, organizational behaviors, 16th
edition, edition: Pearson, France, 2014, p 367
5
Marie-Hélène WESTPHALEN, communicator: the guide to corporate communication, 3rd
edition: Dunod, 1998, p 67

17
Chapitre I : Conceptual framework of communication

movements are not made accidentally, they only reveal our state
of spirit: voice, intonation, gestures, postures, body expressions, but also of
face, or physiological manifestations…

However, non-verbal communication does not stop only at the body itself.
even. There are many so-called non-verbal signs used by non-verbal communication.
verbal: clothing, the way to apply makeup and style hair, elocution, the
tone of voice... All these conscious or unconscious manifestations can be
so discreet that they become subliminal (a blink of the eye).

It is essential to master all the tools of non-verbal communication.

The latter can often allow, after analysis, to establish truths, to find
in his interlocutor, behavioral traits that are not expressed by words.
It conveys two important messages through body language: self-esteem of a
individual towards another and the interest he gives to their opinions, and the relative difference of
status between an issuer and a receiver.

Non-communication verbal is often an effective element of

communication. It is essential in professional life, The things that have been said
depends also on the way we express them. Our attitude is decoded and
interpreted by recruiters, colleagues, clients...

Indeed, the interlocutors may be able todecode them gesturesand from

understand what is transmitted to them even without any words.6

2.3. Information theories:

2.3.1. Shannon and information theory

Claude Shannon, student of Wiener, mathematician and doctor in electrical engineering
In 1948, he developed and published a mathematical theory of information with Weaver.
deviates from a circular Wiener model. They propose a simple scheme that accounts for
of information transmission.

This model is centered on the optimal transmission of a message, the study of these two
characters were mainly based on issues related to the state of the signal, a source
information to a transmitter a certain amount of information that transforms it into
signal. This signal is partly distorted or modified by 'noise'.

These noises correspond to any alteration or loss of information (interference,

transmission defects...), and to bring a number of problems into the
communication, like seeing a degradation in the reception of a message. One can...

Stephen ROBBINS & Timothy JUDGE & Veronique TRAN, op. Cit, p337, 339
6

18
 Chapter I: Conceptual framework of communication

defined also by a complex mixture of sounds producing a perceived auditory sensation

as annoying or dangerous. And to improve the signal-to-noise ratio, it is necessary
to act on the environment.7

Noise

Sender Co dage Canal Decoding Receiver

Figure 1: Shannon and Warren model diagram

Despite its popularity, Shannon's model is far from applicable to all

communication situations, this model does not translate, for example, situations of
communication where there would be several receivers, or the message would take time to reach them
to reach

2.3.2. Wiener and the notion of FEEDBACK

The first theories of communication are positioned in relation to the work
cyberneticists" at the forefront: Norbert Wiener. In 1948, this mathematician founded
cybernetics, which is defined as a set of interacting elements.8

Wiener discovered the principle of feedback, allowing for regulation.

from communication: the action of one element on another leads to a response in return. We
saying that these two elements are connected by a feedback loop.

He distinguishes two types of feedback: positive feedback, which leads to emphasizing a

phenomenon (the reactions of the receiver reinforce the attitude of the sender), and the feedback
negative feedback or the reactions of the receiver lead the sender to correct themselves.

Cybernetics thus emphasizes the influence of communication on

receiver and its impact on action. This point is undoubtedly the most fundamental idea of

7Bruno OLIVIER, communication sciences: theories and achievements, Armand Colin edition, 2007,
p72, 73
8Marie-Hélène WESTPHALEN, Thierry LIBAERT, Céline MAS, Assael ADARY, communicator: all the

Keys to Communication, 7th edition: Dunod, 2015, p. 15, 17

19
 Chapter I: Conceptual framework of communication

this school. It is also to it that we owe the four elements often considered
since then like the 'bases' of communication9:

FEED-BACK

Sender Coding Channel Decoding Receiver

r
Figure 2: Wiener diagram
3. Communication techniques

3.1. Listening:
Listening is the starting point of all communication. Before sending, one must be
capable of receiving. Listening is considered by experts to be the most important of
all communication techniques, the starting point of all effective exchanges.
Most individuals, however, try to convince others by talking about themselves.
the same, which is counterproductive. Not listening is often at the root of misunderstandings and
conflicts in the life of the company.

To have good communication, one must know how to listen and to listen well, one must...
One must be quiet. What allows you to see the world as others see it enriches the
understanding and extending the capacity for empathy. Thus, reaching a level of
deeper understanding of the situation we are in.10

In order to optimize listening, one must:

let the interlocutor express themselves without interrupting, remain attentive to the tone, to the
gestures, to the facial expressions.

Listen to what the interlocutor is saying, without thinking about what to say, exclude your
own ideas and its prejudices.
focus on the content of the message without getting absorbed by isolated facts.
express the fact of being attentive.

9
Lydia AMLIGH, Sekoura ARNOUK, internal communication and its impact on improvement
quality of banking service, master's thesis in commercial science, Mouloud University
Mammeri, 2016/2017, p11
10[Link]

20
Chapter I: Conceptual framework of communication

3.2. Questions:11
The questions help to obtain the information that will aid in better understanding a
problem or the point of view of the interlocutor.

It is a technique that allows you to steer a conversation, but also to influence.

the face-to-face. Asking questions is also a way for partners to
to know, to explore a situation, to obtain information, to deepen certain
points, to prepare to act.

Different types of questions can give communication its effectiveness. The

questions are relevant if they are suited to the context of the exchange and if they
allow to gather the expected information from the interlocutor:

Closed questions that allow for gathering information are

limited questions that involve precise answers.
Open questions that encourage reflection. The answer is entirely free.
Multiple choice questions. The proposed range is broader such as surveys.
for example.

3.3. Reformulation:
Reformulation is a tool for listening, an oral intervention in the
communication process that involves formulating thoughts more clearly, and
to restate in other words in a more concise or clearer manner what follows
to be expressed by a person, it reflects words, facts, ideas, and emotions
formulés explicitement mais également les non-dits, les sous-entendus, les émotions …

Reformulation offers several advantages: it helps to improve, to encourage the

words of each person, to highlight them. It also serves to verify, to correct with nuance, to
to de-dramatize what has been said, it provides the opportunity to clear up misunderstandings and
clarify the obscure points.

Rephrasing allows one to put themselves in the place of the interlocutor, which eliminates the
temptation to make personal judgments, it allows to express empathy to
the interlocutor, to demonstrate that one is listening attentively and trying to understand their
proposal.

11[Link]

21
Chapter I: Conceptual framework of communication

Section 2: Notion of corporate communication

[Link] of definition and typology of corporate communication

[Link] of corporate communication

In the business world, communication is one of the means implemented.
to achieve previously set goals.

En effet,La communication de l’entreprise se définit comme une approche globale de

the entire set of communications. It seeks consistency between the content of
messages, the reality of the business, brands, and products as well as the objectives
that she pursues.

Global communication particularly involves a strategic approach to

build a strong image and try to gain the trust of various audiences, this image
which is often the key differentiating element of organizations, brands,
products. It helps to guide attitudes (favorable), attract audiences and them
to retain

Corporate communication aims to develop revenue.

the company, by developing different types of communication according to its complexity, in order to
enhance the company's image

[Link] of business communication:

Being taken into account in the operation of the company is today the
main request of the employee. It is what underlies their communication needs.
This consideration of the individual is reflected in the implementation of a communication where
The information is transparent, accessible, and fluid.

The transmission of information within a company occurs in two ways. One at

internal level, that is to say among the members of the organization, the managers,
departments, employees, etc. Another at the external level, with all the stakeholders
external parties with whom it is necessary to have a relationship.

1.2.1. Internal communication:

Internal communication is defined like all acts of
communication that occurs within the company, its modalities vary from one
organization to another. Each company has its own habits, from the open door policy
open, dialogues in periodic meetings...

Internal communication can initially be defined as a

the decline of corporate communication. It supports it in its project

22
Chapter I: Conceptual framework of communication

economic, social, and financial. It presents the overall flow of information and the
exchanges implemented by employees within the organization in order to achieve
several objectives. An organization often relies on this type of communication to
to make known its policy as well as its decisions.12

The objectives pursued are, on one hand, raising awareness among employees and
On the other hand, the exchange of information. The communicator intervenes in this process by
as a "facilitator" and uses the most appropriate channels based on the messages and
target groups. If the administration wants its staff to embody its policy and the
sharing, she will benefit from activating her internal communication from the early phases of
decision-making process. It is the only way to make internal communication a true
partner of the policy.13

It particularly fosters a stable internal social climate conducive to work in

highlighting the position of the employee in the company as well as that of the individual.

[Link]. The internal communication path

A) Downward or hierarchical communication:

The hierarchical line naturally conveys information; its existence is a
organizational necessity that governs the proper functioning and effectiveness of
the company.

Downward communication is inherently one-way, managers

inform the employees and rarely seek their opinion or advice. However, the relay
Hierarchical is particularly important in terms of communication because it facilitates
the adaptation of the message to the audience. It particularly allows the sender to verify that
The information has been well received and it is up to the receiver to react.14

The communication mission of the hierarchy is essential for proper functioning.

of the organization, the most practiced to train, inform, and direct people. The
messages come from the top of the hierarchical pyramid and are intended for the lower levels
inferiors,

B) Upward or employee communication:

It is communication that takes the reverse path, that is to say, from the bottom to the top of the
hierarchy. It can be triggered (it responds or follows an information

12
Nicole D'ALMEIDA, Thierry LIBAERT, the internal communication of the company, 7th edition: Dunod, Paris,
2014, p8
13
Eric COBUT, Christine DONJEAN, internal communication, 2nd edition: Professional Edition, 2015, p
13
14Abdelhakim MAZOUZEN "the impact of internal communication on the internal image of
"The company", master's thesis in sociology of work and human resources, University
Abderrahmane Mira, 2013/2014, p 25

23
Chapter I: Conceptual framework of communication

descendant), how it can be spontaneous (it is not elicited and can be

informal)

Belatedly recognized, it is still feared by the company's leaders.

neglected, it reveals itself to be fundamental, allowing one to know the aspirations of their
personnel, and to defuse tensions or conflicts, a factor of good social climate, it is
also a way to improve the company's performance.

The challenge of this type of communication is to create a feedback effect.

the information.15

C) Horizontal or lateral communication:

Horizontal communication or 'same level' egalitarian communication
among colleagues. It promotes exchange between different sectors, services or departments,
without hierarchical ties. Horizontal information aims to integrate the actors of
the company to decision-making and especially to knowledge sharing. It allows for
gathering its staff, to foster 'the house spirit', and to better coordinate the process
of production.

Horizontal internal communication is the one that corresponds to management.

today because it is the most appreciated by the employees, as it promotes the
coordination of work functioning through internal exchanges.

Whether it is downward, upward, or horizontal, internal communication

remains an effective means of strengthening employees, but also a factor that
increase the revenue of a company.

1.2.2 External communication

External communication aims to convey information to
external members of the company. It involves actions and diversified channels that
allow the company to broadcast messages oriented toward public opinion in
general or towards a specific target,

Regardless of the size of the company, internal communication is essential for

to spread a positive image and to influence the attitudes and behaviors of the targets.

PASTOR and BREARD define external communication as being 'the interface

between the company and the needs and demands of the markets. It designs a favorable image
of the group by announcing the major strategies and directions of the company. Thus, with the help of
journalists, for example, she tries to create every event for this purpose: launch of a

15Marie-HélèneWESTPHALEN, Thierry LIBAERT, Céline MAS, Assael ADARY, communicator: all the keys to a
communication, 7th edition: Dunod, 2015. p 66

24
Chapter I: Conceptual framework of communication

new product, promotion of a social policy, open days, patronage

etc.16

In short, external communication is the set of actions and means used

aimed at conveying information about the company or its
products, using the appropriate techniques and methods.

[Link] The components of external communication:

A) Institutional communication:
Institutional communication or corporate communication includes
communication actions aimed at developing the company's visibility. It
highlights the company more than a product or service with the partner and
public powers. One can say that the company imposes itself in its universe but
differs from brand communication because it is the organization that is promoted and not
directly its products17.

Then, in a second phase, institutional communication improves and

promotes the company's image with respect to clients and makes its values known
the organization in the minds of its stakeholders. This form of communication is
based on the corporate culture, namely its values (customer satisfaction, relationships of
trust, innovation...) but also its economic, social or performance
ecological.18

It is addressed to the citizens and partners of the company, not just to the
consumers. Institutional communication has only one and unique objective
to register the company as an institution in the environment it belongs to.

B) Marketing communication19:
Also called commercial communication, it encompasses all actions of
business communication aimed at directly or indirectly promoting the
commercialization of a product or service, inform about its existence, show its
different uses, thus making oneself appreciated by one's target and stimulating an immediate purchase,
as well as to maintain lasting professional relationships with clients.

16
Richard BREARD, Pierre PASTOR, conflict management: the communication of trials, 3rd
Edition: Liaison, 2007, p. 143
17Thierry LIBAERT, corporate communication, 2nd edition: Dunod, Paris, 2016, p07
18[Link]

of-the-game-107
19Review Eric DACHEUX, Review Eric DACHEUX, published in January 2001, the sociological year: studying the
marketing in light of communication p 411

25
 Chapter I: Conceptual framework of communication

The main focus of commercial communication actions is on consumers, but

they can also address prescribers, or distributors, opinion leaders in
view to facilitate the achievement of its marketing objectives.

Commercial communication uses persuasive techniques to promote

the products and services as well as the ideas of the organization aim on the one hand to establish a
a clear and attractive brand image. On the other hand, meet the established marketing objectives.
by the company.20

Objective: product characteristics

Commercial
Symbolism: positioning

Communication
Objective: to promote the image of
the company
Corporate
Public: clients, suppliers
investors, journalists

Figure 3: summary created by myself

2. The forms of corporate communication:

There are generally three forms of communication:

2.1. Interpersonal communication

Interpersonal communication, also known as behavioral communication, is defined by
the exchange of messages and codes between two individuals, a set of processes the most
often informal. The notion of distance is a very important vector of the
communication, as it allows to identify what kind of communication the interlocutors
award themselves21.

20ReviewEric DACHEUX, published in January 2001, the sociological year: studying marketing in the light
of communication

21
Bruno JOLY, Bruno JOLY, Communication, publisher: De Boeck supérieur, 1st edition, Brussels,
2009, p 11

26
Chapter I: Conceptual framework of communication

The message, encoded, produced by the source of infformations (sender) is sent to

transmitter that converts the message into a signal (acoustic) transmitted over the channel (wire
electric). The receiver decodes the message received by the recipient. The noises
corresponding to any alteration or loss of informationtions (parasites, defects of
transmission...).
The effectiveness of interpersonal communication must be sought for any type.
of relationships: with journalists, clients, elected officials, partners. Master these well.
relationships promote trust and exchanges between the company and its various audiences.

It is particularly based on listening to the other, in order to fully understand the message,
the arguments and expectations of the interlocutor. This communication takes place face to face
(individual interview) or remote (telephone interview).

2.2. Group communication

It is a communication addressed to a set of individuals in interaction
directly with internal and external exchanges, sufficiently limited so that the
members can interact with it. This form of communication was invented due to the lack of
mass communication. It focuses on segmentation to effectively target a
category of receptors, based on their cultures, their understanding or their
interests, in order to convey the message to them in a relevant manner and to allow the
feedback.22

So, this is an exchange with several people, with a category of

person. With direct contact (work meeting) or without direct contact (meeting via
videoconference

2.3. Mass communication

Mass communication is the set of techniques that allows for
to transmit all kinds of messages to the widest possible audience.

Indeed, this is a communication in which a sender, or a group

Transmitters connected to each other broadcast messages to all available receivers.
Mass communication therefore encompasses a set of media, sometimes referred to as mass-
media, capable of reaching even influencing broad impacts. The press, the
Television and radio are the quintessential mass communication media.23This second
The type of communication is one that addresses a large audience like communication.

22REVIEW published by Olivier MOCH on June 1, 2016, group communication and communication of
mass, what difference? : The basics of communication
23KItoum SORAYA, "impact of internal and external communication on the company's image"

master's thesis in sociology of work and human resources, Abderrahmane University

Look, 2015/2016

27
Chapter I: Conceptual framework of communication

commercializing products of mass consumption to attract more customers and

potential consumers.24

3. The obstacles of communication

Whether internal or external, communication in the company is a key element.
the success of a business involves multiple challenges. But contrary to what
Many might think, communication is one of the most complicated exercises to
implement within a company.25

Indeed, it is necessary to convey the right message, to address the right

people or to use the right distribution channels. To avoid making mistakes in
your way of communicating, here are some obstacles to keep in mind as well as our
recommendations to avoid them:

3.1. Focus on the obstacles to effective internal communication:

The hierarchy

It is one of the main obstacles to good internal communication within

the company. Most of the time, employees will not dare to address their
superior to express their feelings. Also, to counter this obstacle, it is appropriate to
to gain their trust so that they feel comfortable enough to be able to
communicate directly with their hierarchy.

Filtering:

It consists of manipulating deliberate information, aiming to make it more acceptable by

the receiver. (A manager tells his boss what he wants to hear). The factors such
that the fear of bringing bad news or the desire to please the boss can lead to
employees to adapt their speeches to the presumed wishes of their superior. Hence a
deformation of upward communication.

Selective perception

In the context of the communication process, receivers select what they

see and what they hear based on personal characteristics: needs,
motivation, experiences, origins... during the decoding stage, they project onto the message
received their interests and their own expectations. In short, we never see reality as it is.
Indeed, we interpret what we see.

24[Link]

[Link]
25Stephen ROBBINS & Timothy JUDGE & Veronique TRAN, p 304,305

28
Chapter I: Conceptual framework of communication

The language

There are fields of activity where the language elements and vocabulary are very
specific (professional jargon). By using acronyms or expressions
techniques, some people may not have grasped the exact meaning of the information
transmitted. To address this, it is important that everyone is trained and expresses themselves according to
terms that everyone can understand.

Emotions
Emotions constitute a state of readiness to execute a certain type of action.
to accomplish, a relational change or to maintain a certain relationship with
the environment.

The mood of the receiver influences the interpretation of the messages received, depending on whether they will be

happy, angry, he will often interpret the same message in several different ways.

3.2. Focus on the obstacles to effective external communication26

The use of the wrong message

When it comes to communicating externally, it is very important to establish

objectives and to know the target audience. One of the communication errors
the most common consists of addressing an audience without considering the elements of language that
it addresses him and he understands. The message may be broadcasted, but if it is not understood,
the action is useless.

The use of the wrong distribution channels:

The misuse of broadcasting channels and social media constitutes a

major obstacle in business communication, and potentially at risk of being misunderstood
Understood, Their transmission capabilities differ, some are rich and favor the
feedback, others turn out to be weaker.

Indeed, each platform has its own specific features and an audience that
he is clean, often and extensively communicate through several channels equipped with a more
great informational wealth keeps employees informed.

The lack of clarity:

26[Link]

29
Chapter I: Conceptual framework of communication

On social media and in the media, information can move very quickly. For
to avoid it, every element of external communication must be clear and transparent
to avoid any incorrect interpretations of the message.

For a company to operate properly, it is important that its resources

interns in skills can establish connections and be in relation.

For a company to function properly, and for it to be able to eliminate the

obstacles to communication, or even to eliminate them, it is important that its
internal resources in skills can establish links and be connected, in
using a few simple processes to implement within the company:

The involvement: an engaged and motivated employee will tend to communicate more
easily. It is important that management ensures transparency and communicates
on everything related to the company to involve them.
Adapting to changes: resistance to change can cause a real
obstacle to communication. That is why it is important to raise their awareness of
the interest in change rather than forcing them to do it.

In any case, fostering a good atmosphere remains the best way to avoid the.
rumors and to establish a favorable ground for communication.

Section 3: means of communication

The transmission of information is at the heart of the communication process and it is

it which is often lacking in case of malfunctions in a company. To be
Transported, the flows of information take circuits. These circuits can then
convey several types of information and illustrate or not several supports
communication.

The goal is therefore to know how to communicate through the different variables that
corporate communication includes, either 'how to communicate?', 'to whom
communicate?" and "about what subject?27

Also, communication flows can be identified according to several categories.

among which stand out downward communication and communication
ascending. Companies have a variety of communication tools to exchange
with their collaborators and at the same time convey to them the company's vision.
Written or oral, paper or digital, each company must establish its communication plan and

27
Aurore BARTEL, Olivia ROCHE "research notebook, management and internal communication" SCHOOL
SUPERIOR BUSINESS SCHOOL OF PAU ESC 3 ENTREPRENEURSHIP CYCLE, 2012, P23

30
Chapter I: Conceptual framework of communication

to choose the tool(s) that will best enable him to reach his targets. We will provide you with
let's propose some above:

1. Means of internal communication:

1.1 Means of oral communication:

Oral communication has always preceded the written form and holds a predominant place in relationships.
human. Oral means are the most developed and effective. They cover a
set of communication situations ranging from the least formal (chitchat) to the most formal
(evaluation interviews), from the individual (welcome procedure) to the collective (working group).

The oral form is the oldest internal communication tool. It is currently experiencing a
profound renewal that makes it appear as the most effective means
available. This trend can first be explained by a saturation of writing, each employee
receives numerous pieces of information daily in written form, whether they are
material or virtual.28

Oral communication can be used for all sorts of objectives: information

employees, staff motivation, gathering around certain values unique to
the company comes in several forms:

1.1.1. Traditional means:

The interview29

Individual Interview: The individual interview is the most suitable technique for the
transmission of a highly personalized message. It allows for face-to-face dialogue.
directly focused on the individual This interview aims primarily to clarify the
mutual expectations of the employee and their hierarchical manager, used for
develop the motivation of an employee, evaluate the professional results of the employee
in view of the objectives assigned to him. He is part of daily life
the company.

Informal Meeting: it involves periodic gatherings, collectively or face to face,

the goal is to set guidelines for the upcoming period. These meetings
allowing each employee to stay informed about the content of their activity
professional, as well as to discuss all staff concerns.

28JeanMarc DECAUDIN, Jacques IGALENS, Stéphane WALLER, internal communication: strategy and
techniques, 2nd edition: Dunod, Paris, 2009, p150
29Nicole D'ALMEIDA, Thierry LIBAERT, internal communication of the company, 3rd edition:

Dunod, Paris, 2002, p. 64, 65

31
Chapter I: Conceptual framework of communication

It is also in this context that actions can be relayed.

internal communication, it is an aspect that is all the more important as it allows to
put meaning around disseminated information. It must be systematically encouraged.

Information meeting:

It is a form of hierarchical communication whose objective is to inform and to

to gather a team around a particular theme, it is often established with some
written support to maintain full traceability and avoid any confusion about the content afterwards
some time.30

Meetings allow for discussing the progress of projects that require a

collaborative work of several services. To be informed of the operational difficulties and
therefore improve the organization's structure.

Service meeting: The service meeting is a recurring appointment with the

people from the same team. Bringing all collaborators together for the purpose of doing
an update on ongoing projects and collectively address an interesting question
the participants, the potential problems, and the mood of the moment. It is
indispensable for bonding the group, for motivating the different collaborators and
to create synergies between the different team members.

Interdepartmental meeting: It is a technique aimed at bringing together

different services of the company on a basis of flexibility and breaking down barriers.

seminars/conventions

Used in the same meeting technique depending on the number of participants.

Organized once a year or at the time of implementing a new strategy.

They provide information about the company's life and ensure additional training.
create an atmosphere conducive to exchanges and creativity. They simplify relationships
between the collaborators as well as the leaders. They also help to simplify the
relationships between collaborators and managers. They help to promote team cohesion
to create an atmosphere of understanding and motivation.31

Conferences

30Eric COBUT, Christine DONJEAN, internal communication, 2nd edition: Professional Edition,
2015, p 151
31Jean Marc DECAUDIN, Jacques IGALENS, Stéphane WALLER, internal communication: strategy and

techniques, 2nd edition: Dunod, Paris, 2009, p 156

32
Chapter I: Conceptual framework of communication

The conference is an inspiring and unifying experience for a team.

moment unique dans la vie de l ’entreprise est une bulle d ’air qui permet de sortir du
work context to convey messages effectively. Indeed, the
The speaker is a subtle messenger of the hierarchy's statements who is capable of bringing
a real added value on specific themes.

Thus, a conference can be an excellent way to energize the

differentcorporate events (team building, seminar, training...) and to mark
the minds of the collaborators. It is essential to adapt the theme of the intervention in
function of its objective and the audience present. A good definition of the theme is a key step.
on the path to the success of the event. Therefore, it should not be neglected.32

1.1.2. Technical relays:

The telephone directory:

It can be used as a means of upward and downward internal communication.

or horizontal: open line for staff questions or conference call.33

Video Conferences:

This new technology allows to recreate the conditions of a meeting between

several people geographically distant from each other by a system of
Telecommunication equipped with a monitor, video camera, sound and speaker, the different
interlocutors see each other and communicate as if they were in the same room.34

Powerpoint presentations

It is an excellent mode of communication because it allows for a combination of words and

images that capture the attention of listeners and allow for the explanation of a complex idea.

1.2 - Written communication methods

Written communication is distinguished from oral communication, these means
constitutes one of the success factors of internal communication. There is no solution
to a communication problem that does not encourage writing.

This type of communication encompasses everything that is transmitted on paper. It presents

the advantages of its flexibility, its speed of implementation, its preservation capacity, if

32[Link]
33
Bernard DOBEICKI, communication of businesses and organizations, publisher: Ellipses, Paris,
1996
34Marie-Hélène WESTPHALEN, Thierry LIBAERT, communicator: all the communication
of the company, 5th edition: Dunod, France, 2009, p 107

33
Chapter I: Conceptual framework of communication

the document is readable it encourages reading, it promotes understanding, facilitates the

memorization and particularly encourages re-reading.35

The supports are extremely diverse: internal newspaper, memo, panel.

display, letters...

Business journal:

Considered one of the great classics of corporate communication, the

internal journal allows for reconciling information and communication missions, it deals with
the significant events of the organization in a journalistic manner: portraits, interviews
reportages, historical articles...

The goal is to keep all staff informed of events and news.

general and developments related to the life of the company. This internal communication tool is
greatly appreciated by the staff. The information contained therein is easily accessible to them.

The memorandum:

The memorandum is quantitatively the first communication tool.

Essential to the management of the company, its objective is to set the rules of
internal workings, to outline directives, to inform about legal orientations,
techniques or commercial, the issuer is a hierarchical superior.36

The flash note

Located between the memo and the company newsletter, also called a flash.
Information is a written support aimed at informing staff quickly and briefly.
and in real time of an event that has just taken place or that is about to take place very
soon. It is irregular unlike the internal journal.37

Bulletin board

The bulletin board, an easy-to-implement support, an instrument

modulable that conveys all types of messages, and offers direct reading without the
employees do not have to carry out any research. It disseminate information

35EricCOBUT, Christine DONJEAN, internal communication, 2nd edition: Professional Edition

2015, p 151
36Karima MOKRANI, "the role of internal communication at the level of the company NAFTAL"

Master's thesis in sociology of work and human resources, Abderrahmane Mira University,
2013/2014, p 24
37Nicole D'ALMEIDA, Thierry LIBAERT, cited work; p 44

34
Chapter I: Conceptual framework of communication

legal obligations regarding the occupational doctor, labor inspection, conventions

collectives, the fundamental rights and duties of employees.38

The staff letter39

A business or department leader communicates a message to their employees in the form of

of letter, without content constraints, it can provide an update on the state of the company.
a burning issue (consequence of new legislation, update on noises that
current...), and motivate its staff (reaffirmation of the company's project, congratulations
addressed to the staff ...). The letter to the staff must be clear (a personal message
developed in a few paragraphs), brief (front only) simple (accessible to all
reader).

The luminous journal

A much older method of informing employees. Its use is

more static and only allows for short messages to be entered. It is mainly used in
The reception halls, although increasingly supplanted by plasma screens.

2. Means of external communication

2.1. Media communication

Advertising communication is an important communication lever and
essential for the company and a competitive tool. Its objective is to make
to know the company, the products, the brand and to make it liked, to develop preference for
the brand. To act and frequent a point of sale, renew one's purchase, ask for
information...

Media communication represents a large part of the strategies of

communication, as it allows one to become visible on a more or less large scale. It
reaches a very large audience and enhances the company because the message is controlled

The company uses advertising in the form of several communication tools:

The press

As the first media to have welcomed advertisements, the press is still the first
advertising support. The press is a medium that allows you to reach your audience in a way

38Marie-Hélène
WESTPHALEN, Thierry LIBAERT, Céline MAS, Assael ADARY, communicator: all the
Keys to Communication, 7th edition: Dunod, 2015, p. 155, 156
39Ibid. Karima MOKRANI, p 25

35
Chapter I: Conceptual framework of communication

powerful because it is deeply rooted in our daily lives and captivates the most
of attention.

This tool offers many advantages for the company because the message published
can be kept and reviewed several times. They therefore have a longer lifespan compared to
to other publishing media. The use of newspapers and magazines contributes
to the improvement of the prestige and credibility of the company. It should be noted that if the newspaper or the
The magazine chosen for distribution has a great reputation, the notoriety of the company.
will increase significantly.40

Television

Second advertising media after the press. Being a means of communication

regrouping traditional elements that enhance the effect of a message: image, sound,
Color and movement, television is always a means of communication.
extremely powerful, high impact.41

The radio

Media of daily life covering the entire national territory. Radio constitutes
easily a background noise that accompanies other activities: DIY, reading,
household…etc. It is flexible to use, an advertisement is quickly elaborated, its
Broadcast programming is easier than on television, it is more expensive, the limit
The essential part of the radio is the visual aspect, from which we are unable to transmit all the themes.42

The display

Display is the oldest of all advertising media. A local media

allows to attract the attention of the general public at any time, it allows to design its advertising
with an impactful visual accompanied by a very short text, the display enhances brand awareness
in the media plan.43

You can find it on:

Means of transport: bus, tramway, taxis, etc.

40[Link]
41Faycal HAMDI, "the impact of external communication on the commercial performance of a
Company: Henkel Algeria, bachelor's thesis in commercial science, national institute of
commerce, 2008,
42Carole HAMONE & all, sales force management and management, 2nd edition: Dunod, 2000, p

241
43
Bernard BROROCHAND, Jacques LENDREVIE, the new publicitor, edition: Dalloz, 5th edition,
Paris, 2001, p 238

36
Chapter I: Conceptual framework of communication

Urban furniture: bus shelters, kiosks, buildings, etc.

- Various supports: carts in supermarkets, ski lift poles
skiing, etc.

This type of advertising offers great visibility for a relatively low cost per contact.
weak. It is recommended to use it in conjunction with other advertising media.

2.2. Off-media communication

Non-media communication refers to all communication actions that do not
do not go through the so-called traditional media, but all communication actions
alternative advertising:

Event management

Event management encompasses all business activities that can be the subject of a
public relations operation: launch of a new product line, creation of
new subsidiary, commercial success, establishment in a new country..., the company aims
to mark the event in order to spark public interest.44

Direct marketing45

Direct marketing is a technique that allows the company to be close to its

clients, in order to sell its products, or encourage the consumer to participate in a
event organized by the company.

In summary, direct marketing consists of a series of activities aimed at

to establish an immediate and continuous interaction between the sender and the consumer, and
this with the use of measurable means:

message addressed by voicemail / mailbox

message sent by electronic mail.
bulk sending of messages from several targeted advertisers.
sending mail by fax.

Sales promotions

Set of actions and operations aimed at developing sales of a

product or a range of products. Indeed, it is a strategy aimed at pushing the

44Marie-Hélène WESTPHALEN, Thierry LIBAERT [Link] p303

45
Xavier DORDOR, media, non-media: the choice of a global communication strategy for the company,
éditeur : Gualino, paris, 1998, p 13

37
Chapter I: Conceptual framework of communication

temporary delivery of the product to the buyer that should allow for an acceleration of the
sales over period, with measured results.46

This non-media tool aims to stimulate the act of purchase by attracting new customers or
to reward the most loyal by offering free items, providing more products for the same
price, lower the price.

Public relations

Communication technique aimed at establishing or strengthening a bond between a

organization (a brand, a product, a service, ...) and certain specific audiences. These
the public plays a significant role in the activities and missions of an organization,

Public relations consist of establishing a good relational climate with people.

influential, with a view to encouraging them to share information with a wider audience in turn
that were provided to them.

The main targets that can be aimed at are opinion leaders, journalists,
political and administrative environments, associations, etc. They are based on publishing
brochures, the organization of conferences, open house days, interviews, congresses,
salons...etc.47

Press relations

Public relations encompass all actions and activities of

communication aimed at creating and maintaining relationships with everyone
of the media (journalists), in order to disseminate the image, values, and history of the company.48

Press relations help to engage journalists with a brand or a

company so that they themselves convey a positive image of it
brands/companies, they are managed inside or outside the company by a
attaché de presse qui est chargé de rédiger les communiqués de presse, dossiers de presses,
organized breakfasts and press conference...

3. The digitalization of corporate communication

On this 21thcentury,
information technologies hold an important place
in the lives of men. They seem to revolutionize cultural and social benchmarks.

46FaycalHAMDI, "the impact of external communication on the commercial performance of a company:"

Henkel Algeria, bachelor's thesis in commercial science, national institute of commerce, 2008
47
Peter STOCKINGER 2018-2019, communication outside of media, (LLCER seminar), communication,
Information and New Media, Paris, National Institute of Oriental Languages and Civilizations.
48Isabelle LEMIR, Faustine, Cathy TONEL, 'communication or media: evolution or revolution'

thesis 3rd year initial training, ESC Lille, 2000/2001

38
Chapter I : Conceptual framework of communication

economic by transforming societies in their daily lives. Thus, the world becomes
more and more mobile, through the multiplicity and diversity of supports and applications that
allow users to stay connected anywhere and at any time,
to communicate, to inform oneself, to exchange voice and data, this, thanks to the capacity
increasingly revolutionary information and communication technologies.

Indeed, with the advancement of the web and new information technologies
communication, companies are required to adopt a strategy suited to these
new technologies. From now on, having digital support will facilitate access to
products and services because consumers are increasingly turning to the web in order to
to carry out research or make purchases.49

The internet has become an essential place for organizations' communications.

It is a channel of information, a distribution circuit, and a place for exchanges, the costs of
advertising messages are weak compared to traditional insertions, the press by
example. The web allows for completely interactive communication since the company
can address its messages to the internet user, and the latter can challenge it and debate with it.
she.50

This dematerialization is notably associated with the qualities of a specific product.

positive towards partners, it is one of the essential components of the image of
the company gains its productivity by optimizing the quality and effectiveness of services
to clients, and allowing employees to work more efficiently.

It is also easier to retain customers using digital tools, because

otherwise they will be solicited by the competition through their connected devices,
they receive a lot of impressive information and advertisements, among which there
Each company must succeed in distinguishing itself to attract customers more than
the other companies51.

As a result, to ensure that all clients are aware of the current news of a
company, of their products or services, nothing like disseminating information through
Internet. If they are interesting, they will certainly be shared by the readers.
with their networks of contacts

Choosing to change one's communication strategy towards a digital strategy

implies for companies the use of a range of communication tools. These

49
Pierre DUSSAUGE & All, technology and business strategy, published by: Ediscience international,
Paris, 1994, p 194
50
Aurélie DUDEZERT, the digital transformation of businesses, publisher: la découverte, collection:
references, Paris, 2018, p 23
51Review published by Marianne CHEVALIER (digital project manager at SRP media), published on June 6, 2019, impact of
the digitalization of internal communication

39
Chapter I: Conceptual framework of communication

new technological tools are better suited to communication techniques

current and promote the dissemination of information more quickly. We can ...
gather into seven families:

Intranet
Websites / Blogs
Electronic Mail (E-Mailing)
Newsletter
Mobile Applications / Social Networks
Online Advertisements
Forums

Finally, these communication tools allow brands to create a

community and generate new targets, establish a real dialogue with their
consumers and understand them. They improve the brand image and demonstrate
the expertise of companies, highlight their skills and knowledge. One of the
the greatest advantage of digital communication lies in differentiation
the competitors' company in terms of product quality, creativity, simplicity,
speed, accessibility, personalization are the unmatched advantages of digital.

Conclusion

We can conclude that communication is a vital action, which

consists of the transmission and reception of information. Considering that the company is
a social existence brings together individuals from different communities in order to
to work in various fields. The operation of an activity without the presence of
Information means the absence of communication; it is in this role that many.
companies use various means to make known not only the data
operational, the business project, the objectives, the stakes but also the results obtained.

40
Chapter 2: Analysis of the stakes of corporate communication
Chapter II: Analysis of the stakes of corporate communication

Introduction
As defined in the previous chapter, corporate communication is
the voluntary action of emitting, transmitting, and receiving messages, in a
system of signs that are exchanged in the company between it and its environment
internal or external.

This communication, to be effective, must be thought through a

strategy, by implementing action plans for the same objective: to equip the company
of an image recognizable by these different targets, of an identity, of a positioning.

Establishing a communication strategy is a necessity for the company.

This strategy will need to develop consistent messages that will subsequently allow for
define a corporate identity, equip the company with an image, gain market share
markets, to increase their revenue, to allocate themselves the services of the best
collaborators.

42
Chapter II: Analysis of the challenges of corporate communication

Section 1: organization of corporate communication

1. The functions of organizational communication

Communication plays a predominant role in the functioning of a company,
and allows to make the link between the different targets; Several functions are attributed to the
communication such as the transmission of information, involvement, and motivation of
personnel, the development of these functions is more or less carried out according to the
organizations

[Link] fonction d ’information:

Any company, regardless of its size and activity, cannot operate without
information exchange, this represents a decision-making tool. To ensure
the effectiveness of information exchanges, it is essential to foresee a minimum
of organization, the computer network associated with the company's organizational chart ensures the
the proper functioning of it and allows the circulation of information inside and out
the outside of the company. So sharing information with employees is the foundation.
to create a work environment where trust and motivation prevail52

Otherwise, employee motivation cools down, which decreases the

productivity for that we need to start with:

communicate regularly with employees.

avoid any confusion in communication
encourage interdepartmental communication to create good relationships.
-avoid the use of poor communication tools in order to facilitate access to
the information.

1.2. The managerial function:

Communication is also a managerial discipline. Executives form a
essential element in the information system, the proper circulation of information
Descending or ascending depends on their skills.53

Just like human resources, it is entrusted with a mission, that of

create a favorable spirit, improve the social climate, create value and a culture
of the company, motivate the men, value their contributions ...as a result, the managers
contributes to the clarity of the information and instructions that are given. Indeed, the good
the circulation of information depends enormously on the competence and involvement of
superiors, they demonstrate the interest shown in their teams and their well-being, thus it is necessary to

52Liliane DEMONT-LUGOL et autres, la communication des entreprises : stratégie et pratique, 2eme édition,
Armand Colin, p258
53op. cit p 258

43
Chapter II: Analysis of the challenges of corporate communication

ensure the management's commitment to the company's communication objectives

the support for the resources implemented54.

1.3. The social function55:

The staff expresses their opinions and expectations about the working conditions, the
hygiene and safety conditions, work organization, wages, career advancement
about career... one must be attentive and respond to their concerns with information
social. This is about meeting their expectations, integrating the staff, developing and
preserve a good social climate and respond to its expectations in terms of information and
of expression.

One can say that the social function is summarized in the different relationships.
company/staff, this type of communication is often entrusted to management
human resources.

2. Objectives of corporate communication:

La communication d ’entrepriseréunit les programmes de communication interne et
external to promote the development of the company. It thus provides the same image
to its internal actors as well as its external partners56:

The overall objective of internal communication is to manage optimally the

couple "request/offer" of information and to share language, a culture,
values so that everyone can guide and adapt their professional behavior, as a result
The company must have internal communication that ensures access to information to
time, for a better understanding of the professional environment, it must promote
the management or support of change and creating the commitment of all stakeholders
the company; it must promote transparency and a peaceful social climate essential for the
profitability of the company.

Many essential objectives can be assigned to internal communication: the

dissemination of relevant information allowing everyone to understand the company,
to be autonomous and effective in one's work position, the exchange, the mutual enrichment, the
coordination and interactivity between people or entities to share, develop and
accelerate the progress of the organization. Commitment to an ambition, values, projects
commonality and the solidarity of all. Internal communication contributes to the construction of a
a unified and positive image of the company. It brings together and creates a language that allows
Each person should orient and adapt their professional behavior.

54Christine DONJEAN, Internal Communication, professional edition, 2006, p 18

55Liliane DEMONT-LUGOL et al., op. cit. p 259
56NicoleD'ALMEIDA, Thierry LIBAERT, the internal communication of the company, 7th edition:
Dunod, Paris, 2014 p 26

44
Chapter II: Analysis of the stakes of corporate communication

Among the necessary objectives of internal communication is to bring together the

employees around a common business project, communicate it to ensure understanding
company strategy, and to carry out actions around the organization's intent

Table 1: Objective of internal communication

Objectives The Way

Former training techniques on the new machines.

Informer on the structure of the organization

the set objectives
and the business environment
the company culture
To inform oneselfimprove the efficiency of the company

valorization of men and their results

develop a sense of belonging
Motivate
provide a high quality of work
maintain jobs

the external image of the company

common business project
Federate
make the company's strategy understood
the staff's adherence

Source: J.J. DEUTSH, internal communication and management, the editions

Foucher, Paris, 1990, p64

As for external communication, its objective is to promote the image of

the company, relying on an action plan and a communication strategy that allows
to inform the public about the existence of companies and their products, and to contribute to the
success and development of the company, while making use of methods
allowing to seduce the consumer, satisfying them by meeting their expectations through
through the various external collaborators57:

57Marie-Hélène WESTPHALEN, Thierry LIBAERT, communicator: all the communication

of the company, 5th edition: Dunod, France, 2009, p 54

45
Chapter II: Analysis of the challenges of corporate communication

By creating an image for the organization and building a trust capital based on
the value of the company, on its competence, and a capital of goodwill allowing
the company to be chosen and appreciated
Promote the company's visibility, convince existing and potential customers, attract
the best employees, retain customers, improve and facilitate relations with the
partners,
Increase product sales and expand sales spaces, and fight
against competition, improve economic results and financial performance

3. The role of corporate communication:

The role of communication follows the change that our society is experiencing. Previously,
communication was generally seen as an instrument that only allows
to inform the staff about the decisions made, it was neglected, underestimated or even
non-existent within certain companies 58Now, it is one of the key factors of
social cohesion and team performance, it notably helps to develop the
company culture.

Whatever the size of the company, it plays an important role for its image and
its reputation and for the dissemination of a corporate culture. It allows all to get involved.
partners in this ambitious goal: to create satisfied customers.

The quality of communication plays a crucial role in the dynamics of a

company, it is what allows the different components of a company to align with
a common goal to develop teamwork and the commitment of everyone
stakeholders.

The role of external communication is essential, as it is through its actions that

partners, clients, and prospects form their opinion and attitude towards a
enterprise, to achieve this, it uses several means: public relations, relations
media, events, websites, promotions ...

3.1. The role of the communication manager:

The communications manager is responsible for implementing the policy of
company communication, it defines the different information media and assists the
general management and the other departments in their projects.

Previously, the role of the communicator was to inform the staff, today it is
requested to provide advice on communication matters when situations

58Geneva business news, 2017, Switzerland, strategic role of external communication

46
Chapter II: Analysis of the stakes of corporate communication

Complexes arise, he must keep in mind that the collaborators form a group.
with an opinion and a vision that are their own.59

The mission of the communicator is based on three different and complex roles:

Animate a collective dynamic: it is about creating bonds and making

share experiences.
To be a regulator of tensions, conflicts, and passions.
Facing the new challenges of the company.

3.2. Corporate communication attachment:

Communication has three main types of attachment, it can be linked to
the human resources department, to the general management or to the management of the
communication. Each mode of affiliation has its advantages and its
disadvantages, and it is impossible to demonstrate the best effect of an affiliation method by
In relation to another, each service relies on specific skills:

The HR department relies on exceptional knowledge, as well as a solid

knowledge of employees and company values, it ensures a certain coherence
among the various internal policies, it ensures a link between social partners and
resolve conflicts.60

The communication department, on the other hand, masters the techniques.

of the profession, the communication service is considered less rigorous than that of a
human resources management, it creates a consistency of internal messages and
externally, it implements transversal skills according to the techniques used
(audiovisual, editorial, event planning...)

One can deduce that the HR department has a good knowledge of its employees and may be
ideal for social and human communication (recruitment, training, motivation,
communication), but the communication service masters techniques
communication professionals, ideal for technical communication and
institutional. The ideal solution is to organize a mode of collaboration and
cohesion between the two departments, which allows to associate the strategic position of the
HR and the technical know-how of the communication service.61

59Marie-Hélène WESTPHALEN, Thierry LIBAERT, communicator: all corporate communication,

6th edition: Dunod, France, 2012, p223
60Marie-Hélène WESTPHALEN, Thierry LIBAERT, [Link] p 234,
[Link] p 235

47
Chapter II: Analysis of the challenges of corporate communication

Section 2: Establishment of corporate communication

1. The targets of corporate communication

The challenge of successful targeting is to identify all stakeholders of the actions of
communication of the company. These actions are aimed at its beneficiaries, as well as those who
will contribute to their implementation.62

Any external communication cannot function optimally without

internal communication. Internal communication covers those who are involved in life
of the company's product and service, this encompasses the employees and, more broadly, the
other entities located in the company's environment: field staff, salespeople
and commercial, central departments such as research and development, or else
human resources.

The personnel of a company is considered a target in its own right for its
communication, the employee talks about the products and services in his surroundings.
works, it is therefore a true credible communication support, because the act of working
In the company, it gives him an appearance of an expert to those who listen to him.63

External communication carries out communication actions aimed at a

public outside the company. Its purpose is to raise awareness among consumers
and future clients, to establish an identity that allows them to stand out from competitors.
The main targets of this communication are generally consumers,
decision-makers, partners, suppliers, investors, the local environment and the
press...

1.1. Choice of communication mode:

Communication is a key factor in the success of every business, but the choice of
The communication channel differs according to the message being transmitted as well as its capacity, the
budget and the recipient. As a result, the company must choose the most suitable mode, transferred
in good conditions, and to know the advantages and disadvantages of each mode.

62Marie-Christine
SARBONI, succeeded in her communication actions, publication: Dunod, 2012, p 29
63
Yasmin NEMIR, Hilal AZROU, "the impact of internal communication on performance of the
employees » master's degree in sociology, Abderrahmane Mira University 2015/2016 p 30

48
Chapter II: Analysis of the stakes of corporate communication

Table 2: Choice of communication mode

Modes Advantages Disadvantages

Very commonly used mode in internal communication It takes time to write
Classic and less expensive means le message
Easy to implement It is never certain that the
Used by the small or large company message sera lu
size It is a communication that
It allows for traceability. lack of warmth
Read and reread at any time It requires a lot of
time spoken

Communication is done directly with Risk of misinformation:

the interlocutor rumors, noises...
She builds an image in the same way as the
external communication
She aligns the employees with the objectives of
the company
It moves in all directions in
the company

Means that attracts the recipient's attention on the implementation of the mode
It allows for good memorization. is delicate
He illustrates ideas vividly. its implementation requires
It allows for good memorization. weather
He explains clearly This requires equipment
enormous
its implementation requires
financial means

Table 2: summary created by myself

2. Communication strategy

Every company seeks to attract or convince the public it is addressing, it is

the very principle of communication which has become a crucial issue, internal or
externally. Commonly practiced, communication is often poorly mastered.
from one company to another, the same mistakes can be found: information transmission,

49
Chapter II: Analysis of the stakes of corporate communication

anarchic use of communication supports, gap in communication

external and internal, as a result, the staff is too informed but poorly informed.64

However, natural voices are often not enough to convey information, a

the strategy is therefore synthesized and recorded in a key document for everything
communicator: the communication plan.

The strategy is a set of means of actions used to achieve certain

objectives, a company is in competition or opposition with competitors,
their political decisions that are necessarily directed against them at least in part,
can rightly be called strategic.

The strategy aims to determine the action plans that the company must implement.
work to secure a competitive advantage. It outlines the necessary means to
the achievement of the future that the company desires. Planning is carried out by analyzing
the company in relation to its environment.

Thus, the leader can implement communication actions that allow for
the company to harmonize its communication, by integrating into global communication
of the company.

2.1. The phases of the communication strategy:

The development of the communication strategy is divided into three phases:

The investigation phase

The reflection phase
The action phase

[Link] phase d ’investigation65:

During this phase, the communications manager assesses the situation.
collecting the maximum amount of information about the company, its business situation, financial situation,
social. Analyze the technical qualities and the quality of the products, as well as their
performances, its position in the market, the perception of its image internally and externally
external.

64Tinhinane ADJLOUT, Maghnia DRIK, "external communication audit", master's thesis in

Management Science, Mouloud Mammeri University, 2016/2017, P60
65Philippe MOREL, institutional communication, Vuibert edition, Paris, 2012 p26

50
Chapter II: Analysis of the stakes of corporate communication

2.1.2. The reflection phase66:

After establishing the assessment, a diagnosis will be made, confirming the source of the
internal or external problem, and whether the problem falls within the institutional sphere or
advertising. Once the diagnosis is established, the objectives and targets must be determined.

2.1.3. The Action Phase67:

Once the objectives and the audiences to whom the communication is addressed are known,
come the steps of the implementation.

Summarize the strengths of the company, and express what distinguishes the company.
of others.
Use message themes and language that meet expectations
public information.
Select the right means where synergy becomes evident and which affects the
defined targets.
Prepare the necessary budget and monitor the impact and effectiveness of the actions taken.
work.

2.2. The communication plan

It is important to nurture and maintain good relationships with the parties.
engaging in a community. It is essential to establish communication links and
exchanges with its stakeholders. These links are built gradually as
trust is established and based on the information that is transmitted, on openness and
transparency that the company demonstrates68.

Due to the lack of a clear information transmission mechanism, some

elements that can undermine the company's credibility are neglected, and give way to the
rumors and speculations. It is then that the communication plan takes on all its
importance.69

In summary, the communication plan provides a structured overview of the process.

of communication, to facilitate its preparation and development within a company
taking into account the material, financial, and human resources. This plan brings together the
internal and external communication programs of the company that pursue the same
but: its development

66Ibid. p 26
67Ibid. p27
68Soline LEMERCIER, 'internal communication as a tool for motivation in the company'
Master II thesis in human resources apprenticeship, Strasbourg School of Management
the University of Strasbourg, 2015/2016, p 46
69Olivier MOCH, handbook of external communication for organizations, Edition
Professional, 2013, p20

51
Chapter II: Analysis of the challenges of corporate communication

Indeed, the communication plan is a management tool for communication, and

the formal guide to the communication strategy that formalizes what we want
communicate: to whom? When? How? For what result? It is a document that
generally consists of 3 parts: the situation analysis, the strategic objectives, and the
conditions of the action that fall within this objective.

Creating a communication plan is therefore adopting a working method that will

allow to manage companies' concerns: increase revenue,
rebuild one's image, spread one's ideas, face a crisis situation, create an environment
favorable within the company, facing the competition. The development of the plan
communication hence at a stage of evolution of a company that has therefore understood that it must
to adapt to the audience or seek to influence it70.

2.2.1. The foundations of the communication plan:

The communication plan answers five major questions.71:

Where is the company located? (the what)

That is to say, the current situation, the communication plan establishes the state of affairs of
recent communication actions with their impact, and the ongoing actions. What
new product, action, image can we promote, to do this it is appropriate to
draw inspiration from communication plans of other products of the company

What are the objectives and how to achieve them?

It is important to define the objectives aimed at by the communication plan, in terms of

notoriety, image (why), accept the changes to the company's activities
or its enlargement, reduce the number of complaints, or simply inform the parties
engaging, but also the moment to define the useful or available budget (how much), the
tools and means to be implemented to achieve objectives (how). This
The last element must take into account the target audience, as some prove to be more effective.
than others.

What is the content of the communication plan?

After determining the objectives of the communication plan, it is appropriate to

determine the message of the plan to be transmitted. The message corresponds to the idea that must
to be transmitted and that the interlocutor must retain. The goal is to inform the

70
Review published by Hugues HOTIER, on March 26, 2012, Bernard's communication plan
Dagenais, The Presses of Laval University 1998,
71Olivier MOCH, [Link] p20

52
Chapter II: Analysis of the stakes of corporate communication

community of benefits and services provided by the company, as well as better

understand the context in which the company operates.

What are the targets?

That is to say, who is the communication directed towards, if the company does not know.
who to turn to, she wouldn't know how to address him. The target represents
a key element of communication, the company must know their profiles, their
behaviors, their motivations, their characteristics and their concerns, without
forget to take into account their cultural identity, the level of knowledge and
their needs.

When should the company take action?

When the resources to be implemented, the budgets and the targets are determined, it
It is advisable to establish a communication action schedule for the period of
time defined by the communication plan. The company prepares a report that allows
to identify the strengths and weaknesses of the message disseminated and the means used

How to check if the company has reached its objectives?

The company checks the impact of the communication plan through the implementation of a
evaluation grid for communication actions. This analysis allows us to see the
relevance of the action, its visible impact on the company and the public affected. Thus, it is a
feedback on the various actions planned by the communication plan.

2.2.2. The objectives of the communication plan:

Inform all staff about management's commitment to achieving
of a project.72
ensure that managers understand their responsibilities towards the
program.
ensure that staff are aware of equal employment policies.
the communication plan helps to structure the communication of its organization to
long term.73
the communication plan can be carried out in the short term for the creation of a
event, launch of a new product, a new offer...

72Noria program, October 8-9, 2014, parliamentary communication: what is the purpose of a communication plan?
(seminar-workshop), p 2
73Tinhinane
ADJLOUT, Maghnia DRIK, "external communication audit", master's thesis in
Management Science, Mouloud Mammeri University, 2016/2017. p 60

53
Chapter II: Analysis of the stakes of corporate communication

2.2.3. Process of developing a communication plan:

Due to its important role in the company's strategy, the plan
Communication must be developed with care and for that a sequence of steps are to be
follow74:

Analysis of the situation:

This step involves gathering all information about the company's situation.
compared to its competitors, in order to set the communication objectives, and
identify the strengths and weaknesses, the opportunities and threats of the project
communication.

Strategic orientations:

The strategic orientation serves to define the objectives that the company wants to achieve by
his communication plan, as well as the actions.

Choice of means:

The choice of means must take into account the objectives pursued, analysis of the competition,
financial situation that the company has.

Creative orientations:

It involves implementing planning, writing, graphic design and

In producing the message, it is important to validate the chosen approach with the clients.
before moving on to the production of promotional material.

Technical realization and production:

This step involves the implementation of projects through the selected agency.

The budget:

It is about determining the amounts for the implementation of the communication plan. It allows
to have a realistic overall vision of the project and to better allocate the available funds
to face the unexpected.

Costs can be classified into different categories: consultation, planning

["strategic","creation","production","distribution","evaluation"]

Evaluation of results:

74Thierry LIBAERT, the communication plan: define and organize your communication strategy.
3rd edition: Dunod, Paris, 2008, p 12

54
Chapter II: Analysis of the stakes of corporate communication

This step is to evaluate the results of the communication campaign. For this
To do this, we need to check if the initial objectives have been achieved.

2.3. The communication audit:

The importance of communication in the company has led to the audit of the
communication. Concerned about their image, she strives to take care of their actions.
internal and external communication, in order to build a positive image and relevance. Call upon
a communication audit helps to identify weaknesses and strengths
for improvement, evaluate advertising investments or the techniques implemented
in order to promote the visibility of a company, foster a good communicative climate, a
good circulation of information and the evolution of the image.75

The communication audit is the preliminary step to developing a policy.

of communication. It supports when the company decides to build a communication plan.
He observes, analyzes, and evaluates the situation and the functioning of the company.

Conducting an audit also involves questioning how communication is experienced.

within the company, the upward flow of information through the hierarchical channel, understanding
the perceptions and expectations of the staff, the actual degree of employees...

Walter K. LINDENMANN defines communication audit as: "an analysis

systemic to assess the degree of effectiveness and efficiency of the communications of a
organization with its different stakeholders, groups...76

2.3.1. The objectives of the communication audit:

The realization of the communication audit according to ICA is based on several objectives.77:

Determine the amount of information.

Evaluate the quality of messages transmitted to or from different sources
information.
Identify informal communication networks and compare them to networks
formels.
Identify the blockages that manifest in the flow of information.
Describe the communication behavior of individuals and groups regarding
to the sources and channels of information transmission.
Identify the barriers to information transmission.

75[Link]

[Link]
76Dr. Walter K. LINDENMANN is an independent consultant, specializing in public relations and

research, measurement and evaluation services for marketing communications.

77REVUS Gilles WILLET, published on March 26, 2012, communication audit: critical analysis,
communication and organization

55
Chapter II: Analysis of the challenges of corporate communication

2.3.2. The tools of the audit approach:

The communication audit ends with a diagnosis of the internal and external situation.
of the company and by the formulation of a communication problem to be solved. It studies
the gap between the image that the company wants to project of itself and the image it actually projects
perceived by different audiences78.

This work involves the use of appropriate tools, documentary studies, surveys
qualitative, quantitative surveys: interview, questionnaires, disclosure form and
problem analysis, surveys...

2.3.3. The phases of the communication audit:

The communication audit takes place in four phases.79

Define the specifications document, this structured document, and negotiate with management precisely.
the objectives and stakes of the audit, it includes the steps and working methods,
the tools to be used, the audit mission plan as well as the budget.

Gather data (speeches, opinions, viewpoints…) from the parties

involving qualitative surveys, quantitative surveys, questionnaires,
projective method...

Analyze and propose areas for improvement, the collected data is set out in
perspectives with audit and communication policy, the gaps are studied
in order to propose avenues for change.

Communicating the results, this last step is inevitable and important, it

consists of reporting the results, facilitating and presenting the documents, the
sharing of the action plan

2.3.4. Types of communication audit:

[Link]. The internal communication audit:

Internally, a communication audit helps to understand the mindset of the
employees and better understand the internal social climate and internal image: how
express the requests and the dissatisfaction of the staff, how the employees
Do they perceive their business in order to better measure and better target its communication?80.

78Liliane DEMONT-LUGOL and others, business communication: strategy and practice, 2nd edition,
Armand Colin, 2006, p 327
79Tinhinane ADJLOUT, Maghnia DRIK, "external communication audit", master's thesis in science of

Management, Mouloud Mammeri University, 2016/2017. P62

80[Link]

56
Chapter II: Analyse des enjeux de la communication d’entreprise

We can conclude two fundamental phases in the process of an audit.

internal communication81:

The preliminary investigation: It aims to identify the company, its stakeholders, its
structure, its culture, its functioning. The survey focuses on a limited number
of leaders and people who hold the information, it relies on a study
documentary

The audit of the existing: This is the central point of the audit work, it is necessary to take inventory.
and the evaluation of existing communication tools and to assess their
effectiveness, assess the relevance of the devices in relation to the audience and the
assigned objectives, it is necessary to take into account:

To the degree of receptiveness of the audience to the form. Some audiences may be receptive to the
written form, others in oral or audiovisual form. A segmentation can be
envisaged.

From the internal culture of the company. From the sector of activity, tradition, technologies, the
values...

The meaning conveyed by the communication tool. Indeed, if the tool used is poor,
the audience will feel a lack of interest. But if the media used appears luxurious,
A feeling of manipulation emerges.

The tool's ability to correctly convey the desired messages.

Evaluation of communication tools through a rigorous analysis of implementation costs.

place, maintenance, and necessary training.

[Link]. The external communication audit:

Like any internal audit mission, the audit of external communication allows
to verify the consistency between the communication policy and the results obtained. In
assessing the resources and constraints in the field of communication.

The external communication audit is a tool that analyzes communication of

the company towards the media, opinion leaders, and the audiences it addresses. It
consists of evaluating the advertising means set up to promote, examine, study

81Liliane DEMONT-LUGOL et autres, la communication des entreprises : stratégie et pratique, 2eme

edition, Armand Colin, 2006, p 336, 337

57
Chapter II: Analysis of the stakes of corporate communication

the company's notoriety, control the company's image and assess the relevance of
reference framework82.

The goals of conducting a communication audit can be varied, the audit has
for objective83:

assess the strategic coherence of external communication in relation to the

internal communication.

Conducting a communication audit is useful when preparing a plan for

communication.

Make a diagnosis of the perception by potential targets.

Determine the impact of communication tools, and set the gaps between the
objectives to be achieved, the results obtained and the dysfunctions.

Guide the choices of the communication strategy and actions according to expectations.
of the organization and its stakeholders.

Evaluate the communication policy and update the strengths and weaknesses
of a company's external communication.

State the recommendations that allow for changing practices of the

external communication.

3. Crisis communication:
Crisis phenomena seem to be accelerating and amplifying, which represents a
danger and can lead to the disappearance of the concerned company, it is however a
revealer of a hidden dysfunction, a blockage or a technical inadequacy that
causes a rupture of balance: a serious phenomenon, but nonetheless normal that comes
disturb the functioning of an organization.84

We had taken up the definition of the crisis proposed by 'OTTO LERBINGER': "it is a
unexpected event jeopardizing the reputation and functioning of an organization
jeopardizing the reputation and stability of a company85.

82Jean BORDEAU, the toolbox of the communication officer, organization edition, Paris, 2012, P9
83Tinhinane ADJLOUT, Maghnia DRIK, cited work, p60
84Thierry LIBAERT, la communication de crise, édition : Dunod, paris, 2015, p 07
85Review published by Hugo DELOVA on January 25, 2018, what crisis communication was adopted?

58
Chapter II: Analysis of the stakes of corporate communication

When a crisis takes on a public dimension, the media give it

malfunction generating the crisis a different magnitude. It is precisely this
acceleration, both functional and media-related, which forces the company to react.

In order not to suffer the crisis, one must then take control of its resolution and its
communication !

3.1. Characteristics of the crisis:

The main elements characterizing a crisis situation can be summarized
thus86:

Multiplication of actors:

The appearance of new interlocutors, all express themselves and demand explanations,
with a definitive vision and the perception that the crisis is an unavoidable moment in the
reinforcement of legitimacy.

Saturation of communication capacities:

The influx of information requests can overwhelm all channels of

communication from the organization in crisis. All employees are asking for explanations.
The press particularly seeks information from the company.

Pressure and acceleration of time:

Time pressure is increasing and places the company in a state of emergency, it provides
immediately explanations on the causes and consequences of the events.

The rise of uncertainties:

The crisis places the company in a situation where decision-making takes place in
a domain of strong uncertainty, whether it concerns the cause of the crisis, the stakes or
the external impact. It is quite difficult to understand from the very beginning what is actually happening:
uncertainty about the course of action to take, about everyone's role, the duration of the crisis, impact on the
short and long term for the business.

3.2. The course of the crisis

It is customary to consider the course of the crisis in four stages;

The preliminary phase87:

This is where the first signs of warning appear: first complaints of

consumers, comparable accident occurred at a competitor, this phase emphasizes

86Thierry LIBAERT [Link] p 10

87Thierry LIBAERT, op. cit p 17

59
Chapter II: Analysis of the stakes of corporate communication

the crucial importance of strategic monitoring to detect weak signals, as a crisis

Taking it all at the beginning is more easily manageable.

The acute phase88:

The event occurs and the crisis breaks out. The rise in intensity varies according to
the scale of the crisis over time, according to the perception of the consequences of
the disaster.

The chronic phase89:

This is the beginning of the end, the crisis has reached its peak and begins to decrease, and
gradually leaving the media space.

The healing phase90:

The crisis disappears from the media space, however the crisis does not disappear.
totally for several reasons: the material effects can be perceptible, the
Internet engines retain the memory of the crisis because the media brings it back.
old crises, consumers remain somewhat distrustful of companies
having experienced these crises.

Every crisis holds the conditions for a positive dynamic to transform a mode of
management and improving its image. This last step allows for feedback.
sur la gestion de crise et l’évolution vers une nouvelle dynamique.

3.3. Crisis communication strategy91:

To learn how to manage unexpected situations, companies should in
the ideal is to think about possible events and simulate exercises accordingly.
The goal is to stop communication strategies in case of a crisis.

If the company must respond to information requests, it is not however

obliged to reveal everything during a crisis, she has the choice of following one of three policies:

Transparency:

The company is fully opening to the public, it shows goodwill, and

proclaim his innocence, thus opting for this strategy allows to defuse part of
of the tension, of maintaining credibility while managing the event, the media to it
will then be grateful.

Controlled discretion:

88Ibid.p 18
89Ibid.p18
90Thierry LIBAERT, [Link] p 19
91Marie-Hélène WESTPHALEN, Thierry LIBAERT, [Link] p386

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Chapter II: Analysis of the stakes of corporate communication

The company retains control over information, and chooses at every moment what it says,
who, through which channel, she distills them at the right time. This policy imposes an excellent
coordination and absolute discretion.

Minimal communication:

The company provides the least amount of information possible; this position is not tenable.
in the face of investigative journalism.

3.4. Crisis Communication Management

Au cœur de la démarche d’une gestion d’une crise se trouvela nécessité de doubler
the view on the facts of the crisis, through a look at the subjective representations that it
facts generate. The company can manage the crisis, but remains in the spotlight.

Crisis management in the broad sense includes all anticipation and...

communication that must be established in order to mitigate the consequences of a
event likely to affect the company's image92.

Support at the director level:

The crisis jeopardizes the image and survival of the company, the managers find themselves
involved in its resolution as representatives of the company externally, as it is
toward them the press turns to receive clarifications they must also
respond to staff uncertainties.

The Relay of Supervision:

It represents the involvement of the middle management that helps to explain,

reassure and adapt the message to its different interlocutors to examine the situations at
case by case.

The Constitution of a Crisis Cell93:

The interest is to rely on a team, a 'crisis council', which relieves from everything.
reflection work during a crisis, this advice allows for collecting, analyzing, synthesizing
hour by hour information about the company, then provide detailed responses to
the crisis she is going through.

92Marie-Hélène WESTPHALEN, Thierry LIBAERT, [Link] p 388

93Ibid. p 389

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Chapter II: Analysis of the stakes of corporate communication

Section 3: Analysis of the stakes of corporate communication

The stakes of communication

The image of a company is made up of perception, belief, impression, of a
individual or a group towards it. This image will guide behaviors and the
trust that will be granted to him, this image can be an added value and make the
difference in revenue94.

-Avoir une bonne image peut faciliter à l ’organisation dans ses démarches
relational.
Through a strong image, the company becomes a major and involved player in the
community where she works.
A good corporate image is an advantage over the competition, the more it
the more it is appreciated, the more it will easily attract consumers.

A good image is a trust capital, social capital allows one to gain.

public trust.

A company must be known before it projects an image. Indeed, reputation is

support for the image policy, the knowledge that the public will have of a company
will determine his attention to the messages from her and will constitute a selection criterion
among other companies. Nevertheless, notoriety is not enough to create a
a strong and favorable image, bad publicity, a rumor, a crisis can undermine
the company promotes itself but plays against its image95.

Communicating is not just about transmitting a message for the sole purpose
to inform, but also to share meanings regardless of the type of
communication. This sharing of information and the feeling of sharing
allow working in a given context in order to achieve the objectives and stakes.

The stake represents what each communication actor seeks to gain.

1.1. The stakes of internal communication:

The stakes of internal communication are situated at four levels: human, cultural,
organizational, economic96;

94 Marie-Hélène WESTPHALEME, communicator, 4th edition: Dunod, Paris, 2004, P 07-08.

95OlivierMOCH, [Link] p 17
96
[Link], [Link], [Link], Business Economics BTS, publisher: Hachette Education, Paris
1996, p 260

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Chapter II: Analysis of the stakes of corporate communication

The human challenge:

The company is above all a community of women and men, who seek to
to be recognized, to have an identity, a status, and acknowledgment. People must
to receive a minimum of consideration.

The cultural challenge:

Communicating means adhering to a story and to common values within a

company, contribute to achieving common goals and the company's project. In
In fact, the employee must find in the company a cultural rooting that should reinforce
her/his membership in the company.

The organizational challenge:

Facilitate exchanges and breaking down silos between departments.

Improve cohesion and efficiency
Allow everyone to position themselves in their role, to measure their contribution and to escape
to anonymity or to the feeling of uselessness

The economic issue97:

It is necessary to ensure that all staff is gathered and monitor the commitments.
expressed in institutional communication, in order to create a strong team,
winning and conveying a strong and valuable image of the company, but also
ensure consistency between actions and words between the behaviors of the staff
internally

In this respect, the company thrives thanks to its results (jobs and investments), opening the...
engaging with external structures is to make
to know its socio-economic functions and strengthen the sense of belonging of
staff, will ensure to motivate the staff and unite them to have a team
winner.

The technological challenge:

The technological challenge is what encompasses the optimization of skills and

potential of the company, as well as the successful integration of new technologies. This
Improvement of skills includes the presentation of the company and its
trades, succeeding in the skills market, succeeding in communication of
recruitment. It is also the optimization of available resources by doing better
express one's existing potential.

97Liliane DEMONT-LUGOL and others,

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Chapter II : Analysis of the challenges of corporate communication

1.2. The stakes of external communication:

The goal of a company is to be as optimal as possible. To achieve this, the
external communication must allow for the passage of the informative axis which is intended for
to inform about the company, its expertise, its values, its products, to an interactive axis that
allows for creating and maintaining a dialogue with different target audiences98.

This transition between the two axes helps to promote identification of

the company, and the definition of public needs as well as their expectations regarding
the company and/or its products.

We can assign other tasks of external communication, namely99:

Attraction: That is to say, attracting new prospects through means of

the most appropriate external communication.
Loyalty: a goal that allows one to remain faithful to the company.
The modification of the request: it involves changing attitudes, the
behaviors displayed by customers towards a product or the company
Facilitation: simplicity of the materials used, legibility of the writings.

98Olivier
MOCH, [Link] p 17
HAMDI, « l ’impact de la communication externe sur la performance commerciale d ’une
99Faycal

Company: Henkel Algeria, bachelor's thesis in commercial science, national institute of

commerce, 2008

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Chapter II: Analysis of the stakes of corporate communication

Figure 4: challenges of external communication

capture the target's attention and let them know

on the plan of the existence of the company;
notoriety (making the product known and
cognitive (to do services,la marque, prix de vente,
promotion);
to know awareness of the existence of the product;
product knowledge

on the plan to arouse the interest and desire of the consumer;

preference for the product or the brand;
affective (to do play on the consumer's emotions;
to love evolve the image.

on the stadium facilitate the transition to purchase;

increase market shares;
conative (to do) encourage active behavior in the
to act consumer.

FERRANDI Jean-Marc & LICHTLE Marie-Christine, marketing,

Dunod, Paris, 2014, p. 237.
1.2. Challenges of digital communication100:

Transitioning from a 'classic' information system to a digital information system

implies the emergence of certain issues for the concerned company, closely related to its
employees/collaborators :

Arousing the interest of employees: a team, a service, is now made up of

several people from different generations. The relationship with digital varies
according to the employees and the perception of this new work method, it is therefore not
not the same.

-Adapting to your company culture: Company culture plays a role in order to

federate teams around digital transformation that does not stop only
in investments or the use of new tools.

Unite new talents: the arrival of the 'Generation Z' in the labor market
work involves companies knowing how to meet their expectations. This

100Review published by Marianne CHEVALIER (digital project manager at SRP media), published on June 6, 2019,
impact of digitalization on internal communication.

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Chapter II: Analysis of the stakes of corporate communication

the so-called "hyper-connected" generation grew up with social networks,

Smartphones and more simply mobility

2. The levers of corporate communication:

2.1. Communication as a lever for employee motivation:

One of the objectives of communication is to create a sense of belonging.
thus being a lever for employee motivation within the company. To this end, the
communication must allow the circulation of information that is said to be valuable and coherent,
clear and precise. Indeed, valuable information will then enhance decision-making.
decision and reduce misunderstanding. Therefore, communication is a means
of employee engagement and retention in the company101.

Poorly communicated and incoherent information will lead to misunderstanding.

and the risk of demotivating, it can be likened to communication that is not reliable.
If there is a communication inconsistency, it may cause uncertainty.
to see a concern from the employees

This equity in the communication process that is implemented allows for

maintaining employee motivation, with each having access to the same information, this
allows, in the first instance, to ensure the transmission of information in a way
fair. On the other hand, this allows employees to find their place in the information.
transmitted. The support of nearby management is essential. Managers must avoid
any withholding of information at one of the levels of the hierarchical line102.

2.2. Communication as a lever for change at the employee level103:

Communication serves as a lever for the development of the organization, without
collaborator, the company does not exist and no objective can be achieved without them
participation. They can create success only when they know at the highest level of the
hierarchy. They can thus support and implement the decisions made. Conversely, the
management must particularly take into account the needs of staff and gain in
performances. As a result, the personnel is an important capital that the company must
to invest.

The new mode of work influences the way agents carry out their tasks.
tasks and communicate, they seek information themselves and dialogue thanks to the
new technologies. It is through communication that change will be able to happen.
understood and accepted.

101Soline LEMERCIER, op. cit p 19, 20, 21

102See previous citation, page 29

103Guide pour les communicateurs fédéraux, éditeur : Jacky Leroy, 2013, Bruxelles, communication
Internet: from action to interaction, p 13,14

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Chapter II: Analysis of the stakes of corporate communication

Change management aims at objectives that will enable transformation.

expected by change and thus allow evolution. These objectives are: information,
understanding, commitment. Change management must therefore allow for the implementation of
Based on certain theories, there is a need to establish a status report, a diagnosis.
(productivity, the market, resources...), then we find the tools that the company uses
in order to implement this change.

Communication plays an essential role in this objective, as it will allow to

each to understand the stakes of change. The acceptance phase will take place and the
Employees will gradually embrace the change project. Indeed, before a change...
a communication must be made to inform employees about the ...
upcoming change, its reasons, its stakes, as well as its purpose104.

3. Link between external and internal relationship:

Internal communication is part of the dynamic of building the image, to

same title as external communication, press relations or visual identity. The image
A company's reputation depends on the image projected by the people who work there: the staff.
motivated internally builds a company loved externally. Companies that are said to
more good are those whose staff is informed, motivated, listened to, a staff that can
respond to criticisms, explain difficulties, disseminate successes, in short a personal
competent, loyal, credible, and positive.

Rather than talking about internal communication and external communication

it would be better to talk about unified communication, in which what we say externally or to...
the internal will respond. The objective of external communication is to transmit the
company information to external partners to attract new clients,
the opposite if the target audience is a member of the company, it will then be a communication
internal. The company does not use the same tools whether it is for communication, in
whether internal or external, these two types of communication tend to be opposed to each other well
that they are often closely linked.

3.1. Internal communication and institutional communication:

Institutional communication conveys a positive image of the company through
the dissemination of its values and missions. The target of this type of communication is both
internal and external, internally it addresses the shareholders and employees of the company,
the external one addresses the company's clients, suppliers, media. The values
transmissions to the outside will also be broadcast within the company105

It is therefore important that internal and external discourses are appropriate in order to
to ensure consistency among employees. Thanks to the internet, they have access to

104Guide for federal communicators [Link] p 29

105FanellyNGUYEN-THANH, Communication: a strategy for the company, Ed, ECONOMICA, Paris,
1991, p 28,29.

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Chapter II: Analysis of the challenges of corporate communication

same information as the public on the company's website, it is therefore necessary

that the client received the same information regarding the company on the opinion that the
employees have of their company.

3.2. Internal communication and crisis communication:

Après le déclenchement d’une situation de crise, l’entreprise doit communiquer au
maximum with its external audience in order to try to save its image, and to better
manage the crisis, that said, the company must consider its staff as a priority public in
focusing on communication and dialogue in order to avoid any internal crisis, because
With the media coverage, there is a risk that employees learn of a new situation involving their
company by the press, before having been informed, this would therefore pose a problem of
trust and transparency and could eventually lead to a climate of conflict between the
employees and the company106

As a result, the company must anticipate the crisis and inform its employees quickly.
just like in the context of communication with external audiences, it must
communicate before, during, and after the crisis.

3.3. Internal communication and financial communication107:

Financial communication involves a company informing its shareholders,
and its economic partners about its economic situation.

When shareholders are employees of the company, it is important that the

internal and external speeches are compatible, and in the case where the company faces a
difficult economic situation, it must inform its shareholders (investors)
institutional, financial intermediaries,

In the case where shareholders are not employees of the company, decisions
financial information can be communicated to the members of the company if the business decides
to be transparent with employees, as they are becoming more and more
interested in monitoring the economic indicators of their company.

3.4. Internal communication and recruitment communication:

The goal of a recruitment communication is to attract future employees to
applying to a company, he has a direct link with the members of the organization. Indeed,
by conveying positive values and an image to potential candidates, the company
returns the same values directly to its members

Internal communication thus allows the company to train: to enable its

collaborators to acquire new skills, inform: through tools such as

106
Review published by Pénélope SEMAVOINE,graduate of Sciences Po Paris (2004), In times of crisis,
think about communicating internally
107Thierry LIBAERT, Introduction to Communication, edition: Dunod, Paris, 2009, p. 71, 72

68
Chapter II: Analysis of the stakes of corporate communication

the company newsletter, motivate: integrate employees into the company project by valuing
their role, to unify: to give a sense of belonging by capitalizing on values and
common objectives.

Its main mission is to convey messages, but also values that

the company wishes to convey to its employees. Today, more than ever, it is
become a true investment with internal communication managers
.
dedicated to determining the quality of thetransmission of informationofthebusiness Moreover,
Employees themselves convey a certain image of their company through discourse.
what they do and their satisfaction with their work, they are therefore actors of the
recruitment communication.

Conclusion :
At the end of this chapter, we have demonstrated the objectives and stakes of the
communication within an organization. Corporate communication is a factor
important that allowed companies to implement an organizational strategy in
bringing together its various stakeholders: evolution of human relationships
and social relations among individuals within the organization and the exchanges between organizations and
prospects.

69
Chapter III: presentation of the practical case: SAA Company
Chapter III: Presentation of the practical case: SAA company

Introduction
The scientific study is a fundamental factor that allows researchers,
investigators, and practitioners to see reality on the ground and to build it
foundations and technical supports.

As a result, according to all the theoretical aspects that we have studied in the two
previous chapters, we will try to present in this current chapter the same
the object, that of the appreciation of our research problem in the field and which
consists of analyzing the stakes of corporate communication on companies
Insurance in Algeria: Case of the Regional Insurance Company TIZI OUZOU 'SAA'.

To finalize this last chapter, we have presented it in three sections. The

the first part is dedicated to the definition of insurance and its role, while the second part
consists of the presentation of the insurance company SAA, as well as the approach and
methodology of the survey, at the end relates to the analysis and interpretation of
results obtained in the context of the conducted surveys.

Section 1: basic concepts and definition of insurance

1. Definition of insurance:
An insurance is a service provided, or a benefit in the event of an occurrence of a
event called 'disaster'. This service can be intended for an individual, a
association, or a company, in exchange for a membership fee or premium.

Insurance is the economic sector that includes the activities of design

production and marketing of this type of service.

2. The role of insurance:

2.1. The economic role

Insurance is a factor in preserving productive strength, as it contributes to
the improvement of the life and property of citizens. The funds collected by the insurer are
injected into the national economic circuit allowing the state to cope with
expenses.

Insurance is an essential factor in economic development, it is

manifested by the following aspects:

The insurance guarantees the investment:

Investors have a guarantee of getting their money back in the event of occurrence of
losses. Insurances have been able to offer this guarantee to investors. Any project

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Chapter III : Presentation of the practical case: SAA company

investment and development involves the participation of the insurer under the
guarantee for which the entrepreneur and the banker would not risk the involved capital in the
project.

Contribution placement:

The insurer collects premiums before the insured are exposed to risks.
against which they are guaranteed. Furthermore, a certain amount of time passes between the date of
monitoring of claims and their settlement. The money collected cannot be taken for
included in the net profit of the insurance company, as it must be redistributed for
reimburse the insured who have been victims of claims.

2.2. The social role:

Insurance aims to compensate a portion of the insured who are victims of claims,
thanks to the prepaid contributions made by all insured individuals:

She offers the victims the necessary funds to rebuild or buy.

house after losing theirs due to an earthquake;
Ensure income for widows and orphans after the death of the family breadwinner.
- Verser des sommes de compensation au salaire des employés quin ’ont plus la
work capacity due to a work accident.
Help the sick financially to afford more effective treatment methods.

The social role of insurance is to protect individuals and their assets as well.
that their income determines the survival of companies as it provides them with funds
necessary to overcome difficult situations that may harm the
business survival.

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Chapter III: Presentation of the practical case: SAA company

Section 2: presentation of the host company

In this section, we presented the host organization SAA, it allows us

to discover the various changes that this society has undergone and its importance on the
insurance market in Algeria. Thanks to its expertise, its ability to listen, and its efficiency
With its executives, the SAA maintains its leadership in the Algerian market today with more
of 2 million clients.

1. presentation of the SAA:

1.1. Historique :
The national insurance company, abbreviated as SAA, is a public enterprise.
economic in the form of a joint-stock company with a turnover of 143 billion DZD
and more than 4000 employees. The SAA is authorized to operate in all branches of insurance,

The SAA was created after the independence of Algeria on December 12, 1963, it was
a mixed ALGERIAN-EGYPTIAN company, it has experienced some dates that have marked its
evolution, namely:

The colonial period: this period was characterized by the monopoly of

French companies in the insurance sector, through the creation of a fire mutual.
this in order to meet the demand of the settler-farmers

1963: opening of the first sales outlet in Algiers under the name SAA Insurance.

1966: the SAA was nationalized on the occasion of the establishment of the state monopoly on
insurance operations.

In 1975: the SAA specializes by nature of activity in the field of risks.

simple: car insurance and life insurance

1989: as part of the company's autonomy, the company is transformed into

SPA, in 1999 it broadened its scope of activities to include industrial risks, engineering,
transport, agricultural risks, and personal insurance.

In 1995: following the liberalization of the insurance market and the opening of
bifacial markets to binational and foreign investors, the SAA was obliged to expand
its commercial network to face the competition. Then in 2003, it applies a
new regional division and develops an information system and a strategic plan
adapted to the needs of the society.

2010: the SAA separates personal insurance from that related to property damage.

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Chapter III: Presentation of the practical case: SAA company

2017: she increases her share capital to 30 billion DA.

Thanks to its launch in diversifying its portfolio by

development of non-automotive branches. SAA remains the market leader in Algeria
insurance since its creation to today.

The SAA network represents 15 regional divisions, 500 agencies across the territory.
national

1.2. Composition of the insurance sector:

After the nationalization of the insurance sector, it is composed as follows:

LA SAA: it handles direct insurance operations, auto insurance and

particular risks, it ranks first among insurance companies in
damage in Algeria.

LA CAAT: it is the oldest insurance company in Algeria, it took care of

industrial risks and maritime, air, and land transport. Created in 1986 as a
insurance and reinsurance fund, it was responsible for the legal transfer in order to
allowing the Algerian state to control the insurance market.

MAATEC: the first Algerian mutual insurance company created in 1964, it takes care of coverage for
risks of the members of this mutual insurance, it is authorized to carry out the operations
insurance related to the risks resulting from the use of all land vehicles
engine other than those used in public and communal transportation, as well as the
multi-disk housing.

LA CCRMA: it handles the insurance operations related to risks associated with

agricultural exploitation.

This situation remained as it was until 1976, insurance companies

specialize in certain types of risks

The CAAR is responsible for covering large risks. that require techniques
in-depth. The SAA mainly deals with simple risks. The state decides to create
a new Algerian transport insurance company (CAAT), which is responsible
exclusively coverage of transport-related risks.

By the end of the 1980s, all economic sectors were in recession, which led to
forced the state to undertake certain reforms, leading to the despecialization of companies
insurance. From 1990 onwards, national companies are now free of
market insurance products. It thus establishes competition in the insurance sector.
assurances.
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Chapter III: Presentation of the practical case: SAA company

1.3. Activités de la SAA :

The activity of the SAA extends to many areas and is aimed at a wide audience.
diversity of clientele: professionals, individuals, small or medium, and large
companies.

It operates in various strategic segments, namely:

Fire insurance;
Liability insurance and vehicle damage;
Insurance for merchants, individuals, and professionals;
Assurance risques de construction : RC décennale, RC construction, risque chantier et
montage
Assurance engineering: machines, construction equipment, all-risk material
computer science and electronics;
Transport insurance: maritime, air, land
Agricultural risk insurance:
Insurance risks for individuals: liberal professions, communities, theft and fire,
icebreaker...
Liability insurance: civil liability of business leaders, professional
Personal insurance: individual, collective, assistance, retirement
The insurance bank: contracted with 3 banks; BADR, BDL, BNA

2. The position of the SAA in the Algerian insurance market:

The insurance market is undergoing profound changes given its role

Economic and social. The state has made considerable efforts to raise the
restrictions and obstacles that investors encounter in the insurance field.
This allowed the emergence of new insurance companies that will be competitors to
the SAA.

However, despite the significant potential of the market, the insurance market ...
characterized by a national productivity weakness of 99 billion DAA in 2012, this
which represents 0.03% of the global market. In 2015, the SAA was ranked first.
compared to insurance companies with 35% market share, an amount that has
fell in 2016 by 0.65% with a market share of 22.5% while maintaining its first
market leader position.

Through the banking network, bancassurance represents one of the four networks.
distribution (direct agencies, general agents, brokers, bancassurance), in 2015, the
The insurance market counts 30 distribution agreements (insurance/banking).

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Chapter III : Presentation of the practical case: SAA company

retaining around 750 bank branches intended for the marketing of products
insurance. This allowed the insurance sector to generate a turnover of 2.2
a billion DA through the distribution network.

Figure 5: structure of the Algerian insurance market

structures of the Algerian market

assurances

7% 0
25%
the public sectors
68%
the private sectors
the mutuals

Source:[Link]

3. Organization of the SAA:

The insurance company employs over 4000 people, these employees are distributed
on the network of the SAA which extends across Algerian territory.

The distribution network consists of 14 regional departments, responsible for the

implementation of the company's commercial policy, of 293 integrated agencies and 119
licensed agencies as well as 18 brokers.

3.1. The central management:

Its aim is to strengthen the company in its commercial dynamics. She

constitutes the central cell that synthesizes the expected objectives of the whole
regional departments in production or in disaster.

3.2. The regional directions:

They constitute the decentralized bodies of animation, control, coordination,

of administrative management, and support for all agencies. They translate

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Chapter III: Presentation of the practical case: SAA company

objectively and effectively the policy defined by the management by giving directives
necessary for its agencies.

The regional directorates are therefore the mandatory intermediary between the headquarters.
and their agencies. They perform two functions:

3.2.1. Administrative function: it implements the territorial division of each

agency with the necessary equipment and furniture for their proper functioning.

3.2.2. The technical function: it assists agencies in situations

which exceed the management and control power of the regulations regarding claims.

3.3. The agencies:

They are subject to the regional management, they are the foundation of each company and
the organization responsible for selling the company's products. They are in direct contact
with the clients. It is a point of sale (production and distribution), they assume two
functions:

3.3.1. Administrative function: it is defined by keeping the issuance records and

contract cancellation, payment schedules, and statistical reports.

3.3.2- The technical function: it is defined by the execution of contracts and amendments, the
Control of the guarantees that the insured has subscribed to and the pricing of those.

4. The HR policy of the insurance company:

The diversity of products for sale, the growing awareness of the importance of
insurance, the variety of professions, makes insurance an attractive and driving sector of
development. The SAA is equipping itself to implement an HR policy in
measures to attract young talents and promote the development of its staff by valuing
human capital.

4.1. Recruitment:
In terms of recruitment, the SAA offers very large job opportunities.
of employment and mobilizes the necessary resources to expand its sales force...

. She employs a total of 4140 employees.

. 40% of the operational workforce is female
. Expert professions: 1632 employees
. Support function: 2508 employees

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Chapter III: Presentation of the practical case: SAA company

4.2. Formation:
In the service of skill development, the SAA supports its people and its
women throughout their professional lives and provides them with favorable conditions
to succeed.

. The SAA invests heavily in training, allowing it to adapt to

changes in the environment.
. the SAA is a shareholder in higher education institutions.
. On average, more than 500 executives are trained annually in different
domains.
. The needs of each employee are identified for specific training.

4.3. Marketing:
The SAA is present in the main exchange hubs around insurance and
wants to express its willingness to actively participate in economic development in
Algeria.

. Nationally significant company, La SAA sponsors numerous elements and

study and reflection meetings concerning its area of activity.
. Relies heavily on operational marketing across different channels.
. She re-lifted her logo in 2015. The company changes its typography, removes the
contours and opts for dynamic, open and evolution-oriented elements.
. The distribution network has been revamped according to the new concepts.
. Advertising inserts in many magazines, including the review of
the Insurance (CNA)

4.4. Social responsibility at the heart of the company:

Evaluate, anticipate, and manage the long-term risks of its clients in all aspects.
their dimensions is the core business of the SAA. This expertise, combined with its values
historical, led the SAA to engage in societal actions focused on its
clients, its employees, but also all Algerian citizens.

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 Chapter III: Presentation of the practical case: company SAA

Organizational chart of the SAA

Unit Management

Secretariat Order office

Department Department Department Department Department

finance and automobile marketing means
IARDT
accounting generals

Service
finance Service Service Service Service Service Service Service Service
accounting commercial supply store staff disaster production
production sinister

Regional Directorate Tizi-Ouzou

Chapter III : Presentation of the practical case: SAA company

Section 3: The study related to the analysis of the stakes of communication in

the company SAA

The main results of our empirical study, and the interpretation of the results
obtained from the analysis of the stakes of internal and external communication will be presented
and commented on in this third section.

First of all, we will present the methodology that was used for the
completion of this study, then we will proceed to the precise description of the survey
which was carried out in the field.

1. Presentation of the study methodology used:

1.1. Research Methodology:

The study aimed to determine the stakes and objectives of communication.
on the company's image as well as its stakeholders. We will present the interview
semi-directive that was carried out.

The semi-directive interview is used to gather specific information of a nature

qualitative, it aims to explore, to understand rather than to measure and quantify. It is a
a technique often used for conducting exploratory studies, it is centered around
specific themes to be addressed that will be defined in an interview guide that will be established at
preliminary.

1.2. Sampling method:

The objective of this thesis is to analyze the means, the stakes, the missions as well
what are the functions of the communication process within the company and its impact on
reputation and the evolution of personnel. The field study consisted of interviewing
certain managers and executives in order to obtain better statistical reliability.

1.3. Difficultés rencontrées :

The conduct of a survey on the issues of communication at the level of
The agency and regional direction of 'TIZI OUZOU' seems difficult for the following reasons:

the spread of the virus 'COVID-19', and the precautions taken to avoid any risk
decontamination
Due to the health and economic crisis, the company was reluctant to welcome the
students in order to validate the diploma.
Some managers take a long time to respond.

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Chapter III: Presentation of the practical case: SAA company

We tried to directly question the officials to gather some

information, but some do not accept it due to their unavailability in
the immediate.
Some officials prefer to remain anonymous and not take the initiative to
answer our questions.

2. Analysis of the communication stakes of the company SAA:

In this section, we will proceed with the analysis and interpretation of the results.
for the insurance organization.

2.1. Tools and means of communication within the studied company:

During our study, we found that the company in question has

a set of communication tools within the different departments, enabling the
transmission of information to its employees, the communication tools used within
the company are:

2.1.1. Internal communication tools of the company:

The use of mobile telephony:

The mobile phone is one of the most used and most...

responded within the SAA company, thanks to the advantages that could come from the use
of its phones on the socio-economic development of society. Indeed, The
most managers and employees use mobile phones for purposes
professionals to get the best out of its use, it allows direct communication
and reduces the requirement of time and space in the performance of activities, in addition to the
landline telecom services that have them.

The use of an internet network:

To ensure better communication, the company SAA has developed a network

internet to improve its operation and increase productivity. It allows to
the company communicates through its institutional documents such as the
activity reports, press releases, and announcements. It particularly enables the interconnection of
installed computers facilitate the collection of information and internal regulations
the company.

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Chapter III: Presentation of the practical case: SAA company

The company's websites:

With the rapid technological evolution, and to meet the demands of the economy,
the company SAA has set up its own [Link] use of
external communication by presenting information concerning it. The website allows
for the client to see the credibility and authenticity of the company on search engines,
even if it is just a page explaining the different insurance activities, it will have a
influence on the company's reputation and particularly helps to cope with
competitors.

The intranet:

The implementation of the intranet within the insurance company facilitates the
collaboration and optimizes the exchange of information, documents, files, and emails between
employees from different departments, management, and agencies.

E-mails:

The company SAA considers emails to be the primary tool of

Communication in the company is the most used by employees because of its practicality.
their dynamism, and their quick access.

The fax machine (The fax):

Despite technological advancement, the fax remains one of the means of

the oldest and most reliable written communications from the regional insurance society
use it, because it allows for traceability.

The meetings:

The company SAA organizes team meetings, being a tool for cohesion.
collectively, they promote employee involvement and motivation, facilitating decision making
decision, information exchange, contributes to the creation of a work environment
favorable and the achievement of objectives.

In addition to the supports mentioned below, the insurance company also uses others.
written means in multiple forms, such as notes, bulletin boards,
internal insurance journal.

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Chapter III: Presentation of the practical case: SAA Company

2.1.2. External communication tools of the company:

The Flyers:

On the occasion of an event (open house) or extension of activities

of insurance, the company distributes flyers, which helps to make an impression and
to quickly attract the attention of potential targets, and reach a broad segment of
population, distinguishing itself from competitors.

Advertisements:
The company SAA regularly launches new products to make them known.
and popularize them, she organizes advertising campaigns. Indeed, she undertakes
forms of advertising communication media or non-media, made by the framework of a
commercial activity, with the aim of promoting the provision of goods and services, in this
In the framework, the information is displayed at the point of sale to be perceived by the public.
public.

Information meetings:
The SAA calendar is packed with information meetings such as seminars.
conferences on insurance, technical study days, open house days;

Exhibitions and fairs

Constituting the opportunity to inform, popularize, and initiate a direct dialogue between
insurers and insured. The SAA is present every year at the International Fair of Algiers.
through a friendly space where insurance professionals present their products.

It is specified that the managers emphasize written communication.

email for their ease and traceability, text messages for their
speeds. However, they prioritize meetings, which allows for better
interaction between the managers and the agencies.

2.2. Integration of new communication methods at SAA company

Following our research within this company, the executives stated that they
would like to establish new means of information transmission such as
the audiovisual, video conferences. On the occasion of a meeting or an event
professionally, this would surely have a positive impact on employees and
consumers and potential clients. Indeed, to implement new platforms of
communication can increase the visibility of the company, capturing a larger audience,
promote and control its image, show the company’s capability and know-how in
the field of technology.

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Chapter III: Presentation of the practical case: SAA company

This technology will particularly influence the quality of the information circulating.
between the personnel and another entity of the company, it will allow the flow of
knowledge quickly within the group, which allows for compression of time
and gain in time, responsiveness, productivity, and innovation.

3. Objectives of corporate communication according to the managers of the SAA company:

3.1. The communication and image of the company:

Linking to the theoretical part, the communication of the company is essential.
For achieving the goals, the more relevant the information is, the more motivated the staff is.
Because better understanding is better service.

As a result, the communication process frames a good implementation.

of the objective, and contributes to the fluidity of the dissemination of messages within the company
which improves profitability and performance, stability and progress. A united team
working towards the same goals will promote the development of new projects.

The analysis conducted at the company level shows that the issues are different.
depending on whether communication is external or internal, external communication in turn
based on a strategic logic, already being a superior entity and market leader
Insurance in Algeria, the main challenge of the external communication of the SAA company is
to make the company known, develop its image and reputation, better define the
market and expand it, condition the public. Their behaviors convey its values,
as well as respect for one's word and mutual commitments and trust in
regarding new prospects and partners. Likewise, simplicity and sincerity
their language translates into their daily interactions with policyholders. Then,
comes loyalty, as the customer seeks solutions and the satisfaction of their needs.
by relying on the value that the company's products and services can bring to it.

The real objective is to add value to the development of the company and its
profitability.

3.2. Impact of corporate communication on employee motivation:

Following our analysis, the surveyed members of the company emphasize that the
communication contributes to staff motivation, fosters the creation of a climate of
trust and collaboration. Also, the potential of workers is improving more and more
that they are motivated.

Employees are motivated because they are informed and participate in the life of the company.
The company SAA motivates its staff by being attentive and sharing information.
Good time for it to be taken into account while using different media.
of communication such as meetings, in order to highlight the needs and expectations of each

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Chapter III : Presentation of the practical case: SAA company

employee with a good internal communication policy and enhance their well-being,
ensure a good work environment.

Finally, internal communication plays a role in motivating employees because it

facilitates the transmission of information encouraging the completion of tasks in a timely manner.

3.3. Corporate communication and employee skills:

The surveys have shown us that employees are involved in the
communication and everyone plays an important role in the development of the company, this
who prompts managers to place importance on human resources. The leaders
designate the activities and tasks of each employee. Thanks to the communication that provides
the meaning of their actions and the importance, the managers value the staff and
allowing everyone to feel a sense of belonging to the company and to create
cohesion among employees.

According to the information obtained from the interviewed executives, recognizing each
collaborator as an individual with their qualities and values, inform them of each action
to accomplish, allows him to join his company and develop his skills and his
know-how. Indeed, internal communication provides reference points to make it understood to
everyone is essential to achieving the objectives by explaining the strategy to them
the company

4. External communication strategy:

According to the interview responses, the company's communication strategy
The insurance depends on the company's positioning in the market. It is
it is therefore important to establish a communication plan, carry out a diagnosis in order to reach
the good target.

A communication strategy allows for responding to customers' expectations.

convey a clear message that addresses their needs, and also choose the right medium
of transmission while ensuring a return on investment and minimizing the
costs. The SAA company determines its communication strategy based on several criteria:

Determine the communication objectives: make the company known.

insurance, attract new prospects, present new products
insurance, to retain customers;
identify the target audience: customers, partners...
Determine the company's positioning in its environment and the market
of insurance: such as national and foreign competitors, the image of
the company,

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Chapter III: Presentation of the practical case: SAA company

Formulate the messages we want to convey to the target.

Define the appropriate communication methods for the message: display, internet, the
supports e-marketing

Thus, the communication strategy is therefore important for the company SAA, because
it allowed them to expand their market share, satisfy their customers, and open up to a
new audience and retain them.

5. Communication plan of the company SAA:

According to our interview, the executives stated that the company SAA owns a
communication plan. One of the final stages in the development of the strategy
communication to support change. The company adapts a
communication during a period of change in the insurance activity, by adopting
different tools so that everyone has the necessary and useful information such as the
meetings. The type of information will not be the same depending on the employees involved in this
change as well as the targeted audience and the communication budget which is determined according to the
product to be marketed.

This communication plan lists the actions of the communication strategy to

to carry out, the periodicity of each action the financial resources to be mobilized, it allows
notably to create the image and to determine the stakes of change, it allows the
employees involved in the project, access the same level of information, facilitating
thus the coordination of the teams.

6. Corporate communication within the SAA company in the era of COVID-19:

It should be noted that our study was conducted during the height of the global pandemic, a
emerging infectious disease which is COVID-19. As a result, business leaders
have a responsibility to ensure the health and protection of employees, therefore it is
essential to take into account corporate communication during
crisis.

That is why we dedicated part of our interview to gather

Information about the policy that the company SAA is applying during this period.

6.1. The communication strategy during a pandemic:

The analysis of the situation has shown us that during this period of crisis, the activity
Insurance has decreased significantly and many events have been canceled, in light of the numerous
restrictions and health measures implemented to reduce risks of
contamination of employees within the company in the exercise of their duties.

In this regard, the managers assessed the occupational risks taking into account
Regarding the ways of transmitting the disease, the solution lay in the attitude.
individual by adopting barrier gestures, and following the directions taken the
public authorities, the SAA managers have invited all staff to
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Chapter III: Presentation of the practical case: SAA company

apply the barrier measures strictly without giving in to panic, it has been put to
employee disposition a document created by the crisis management committee,
including the health measures to be applied especially at the agency level
commercials or where contact is frequent with clients.

Internal measures taken by the company SAA regarding its personnel or clients
the agency

Employees must be equipped with protection: wearing masks, hand sanitizer

alcoholic, gloves
Daily disinfection of reception offices, common areas, keyboards,
counters,
Respect the recommended distancing of more or less one meter by the WHO between
employees or customers,
Avoid any gathering inside or outside the company.
Limit all contact between employees, and avoid hugs and handshakes.

As an exceptional measure, agencies are authorized to use the petty cash to make purchases.
masks, alcohol-based soaps, disposable gloves, and, if necessary, leaves of absence
Exceptional leave may be granted to any sick employee to stay at home.
until the risk of virus transmission disappears.

6.2. Means of communication during the coronavirus pandemic:

Due to the health situation, the SAA company is forced to use certain
specific means of communication, in order to maintain contact during this period when the
colleagues should keep their distance either internally or externally. The objective was then to
take the best measures to address this issue in order to find a good one
balance between trust relationships and communication and to engage in the same
objectives and achievement of tasks.

To meet this requirement, the company ensures that it chooses the appropriate communication channel.
more suited to the needs and formal or informal information, it promotes the
correspondence between colleagues and partners via mail and internal messaging
the use of intranet, bulletin boards and internet

The implementation of a communication strategy during a crisis allows for

dissemination of the message to the public in order to achieve the objectives of
Commercialization. The national insurance company is attentive to health and safety.
of its policyholders, it has taken new measures to meet the needs of customers and
to accompany them during a particular moment of crisis

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Chapter III : Presentation of the practical case: SAA company

Prorogation automatique de la période de couverture de l’ensemble des contrats

automobile insurance
Postponement of declaration of a deferred automobile claim up to 10 days later.
the expiration date of the confinement
Automatic renewal of car insurance contracts even after
expiration date

Conclusion :

To conclude this chapter, it has been noted through the various elements
reported information, that corporate communication within the company
insuranceSAA represents one of the important sources of its success.

Indeed, based on the results of the interview, the use of means of

internal communication (between employees and collaborators), or external (with the public of
The company, clients or partners), such as the internet, phone... etc., seems to be widespread.
throughout the company, as it allowed for the communication of values as well as
all the information about the company, which has made the company more visible on the
insurance market.

Corporate communication contributes to the improvement of activities.

SAA to gain notoriety through effective and efficient use of resources.
communication, including a tailored strategy for achieving the objectives
desired by her.

Furthermore, the corporate communication at the company SAA has allowed for
strengthen certain factors:

The trust of its employees and the transparency of the company meet the needs.
employees by providing them with concrete references.

The valuing and consideration of employees as recognized actors in life

of the company through communication.

The motivation, which results from the employees' commitment, thanks to the meaning given to
missions and the good understanding of the objectives.

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General conclusion
Chapter III: Presentation of the practical case: SAA company

90
 General conclusion

At the end of our work, we could say that corporate communication proves
of fundamental importance for the proper functioning of the company, through all its
forms, its means and techniques. Whether addressed internally or externally, it tends
to energize two essential aspects: the informative aspect and the competitive aspect. But it is
also appropriate to focus on simplified information transmitted,
coordinates and clear as the message is the link that unites two interlocutors. The process
communication must create an initial contact that will subsequently allow for a dialogue and
the exchange.

Business leaders have understood the importance of communication that helps them
allows the staff to adhere to the objectives of the organization and its
development and thus promote their products and the image of their company
on the outside, this has now become a capital that is built thanks to the
communication actions issued by the organization.

Corporate communication comes in two types; on one hand, the

internal communication that focuses on the deep relationship that exists within the organization
and the culture of the company and the individuals who make it up. On the other hand,
external communication aimed at promoting a positive image of the company
towards the environment. It is therefore essential to communicate in different functions
in business, without this, the company would not be able to plan and explain the objectives and the
missions.

According to our study conducted within the company 'SAA management and agency
insurance TIZI-OUZOU" under the theme "analysis of the stakes of communication
company." We have confirmed that communication is a key factor in success of
the company in order to mobilize and motivate the staff and inform them of the objectives to be achieved.
It is among the Algerian companies that rely on communication to mobilize its
employees and the informal, it therefore considers its staff as an important element in the
achievement of objectives.

Based on our interview and the analysis of the results obtained, we have observed
that the company leaders are aware of the importance of communication and
the challenges that this last one can bring by bringing together a set of actions promoting
the coordination and collaboration among employees, creating cohesion and motivation and
create meaning. Being an organization that wants to retain its customers and attract
new prospects, she was able to stand out from competitors and offer quality services.
She uses a communication strategy by informing her employees in a manner
factual, at the right time and in the right place with the most adequate means, which has been
allows for the improvement of quality, and the involvement of all staff in the
the achievement of the company's ambitions.

91
 General conclusion

However, our hypothesis 'The communication strategy implemented

favors cohesion inside and outside the company" is confirmed because the
Company communication strategy promotes cohesion and motivation within.
of the company what helps to improve the organization's relationships with its
outdoor environment.

Our practical case also supports the second hypothesis, namely "Communication
internal and external can influence the image of the company" because in this part of the
work, we can say that communication in all these internal forms or
externally builds a favorable and positive image of the company based on its culture, the
values and strategic objectives. Through mastery of communication, the company
SAA has aligned the product it wishes to market with these channels.
communication: advertising and employee behavior, this has created a rate of
high loyalty and better profitability and competitiveness against the competition. In order to
to build and shape this image in the long term, communication must be established
thanks to a communication plan.

It should be noted that this study is neither a complete nor final study on the
the process of communication and its stakes within a company, taking into account the
difficulties encountered such as the health crisis, the confidentiality of information within
of the organization. Nevertheless, it deserves to have raised a crucial issue.
for the Algerian company.

In conclusion and to answer our initial problem, in light of

From the results of the study, we can deduce that corporate communication plays a
important role considering its stakes, it is therefore imperative that Algerian companies
play the corporate communication card as it proves to be the key to success.

92
Bibliographic list
 Bibliographic list

Bibliography
Theoretical works:

1) [Link], [Link], [Link], Business Economics BTS, publisher:

Hachette Education, Paris, 1996
2) Aurélie DUDEZERT, the digital transformation of companies, publisher: the
discovery, collection: markers, Paris, 2018
3) Bernard BROROCHAND, Jacques LENDREVIE, the new publicist, edition:
Dalloz, 5th edition, Paris, 2001
4) Bernard DOBEICKI, corporate and organizational communication,
éditeur : Ellipses, paris, 1996
5) Bruno JOLY, Communication, publisher: De Boeck supérieur, 1st edition,
Brussels, 2009
6) Bruno OLIVIER, communication sciences: theories and achievements,
Armand Colin edition, 2007
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edition : dunod, 2000
8) Christine DONJEAN, Internal Communication, professional edition,
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9) Eric COBUT, Christine DONJEAN, internal communication, 2nd edition:
Professional Edition, 2015,
Fanelly NGUYEN-THANH, Communication: a strategy for
company service, Ed, ECONOMICA, Paris, 1991
11) Jean BORDEAU, the toolkit for the communication officer, edition
organization, paris, 2012
12) Jean Marc DECAUDIN, Jacques IGALENS, Stéphane WALLER, the
internal communication: strategy and techniques, 2nd edition: Dunod,
Paris, 2009
13) Jean Pierre LEHNISCH, communication in the company, publisher:
University Press of France, 2013
14) Liliane DEMONT-LUGOL and others, corporate communication:
stratégie et pratique, 2eme édition, Armand colin, 2006
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edition: Dunod, 2012
Marie-Hélène WESTPHALEN, communicator: the communication guide
Company, 3rd edition: Dunod, 1998
17) Marie-Hélène WESTPHALEME, communicator, 4th edition: Dunod, Paris,
2004

94
Chapter III : Presentation of the practical case: SAA company

Section 3: The study related to the analysis of the stakes of communication in

the company SAA

The main results of our empirical study, and the interpretation of the results
obtained from the analysis of the stakes of internal and external communication will be presented
and commented on in this third section.

First of all, we will present the methodology that was used for the
completion of this study, then we will proceed to the precise description of the survey
which was carried out in the field.

1. Presentation of the study methodology used:

1.1. Research Methodology:

The study aimed to determine the stakes and objectives of communication.
on the company's image as well as its stakeholders. We will present the interview
semi-directive that was carried out.

The semi-directive interview is used to gather specific information of a nature

qualitative, it aims to explore, to understand rather than to measure and quantify. It is a
a technique often used for conducting exploratory studies, it is centered around
specific themes to be addressed that will be defined in an interview guide that will be established at
preliminary.

1.2. Sampling method:

The objective of this thesis is to analyze the means, the stakes, the missions as well
what are the functions of the communication process within the company and its impact on
reputation and the evolution of personnel. The field study consisted of interviewing
certain managers and executives in order to obtain better statistical reliability.

1.3. Difficultés rencontrées :

The conduct of a survey on the issues of communication at the level of
The agency and regional direction of 'TIZI OUZOU' seems difficult for the following reasons:

the spread of the virus 'COVID-19', and the precautions taken to avoid any
decontamination
Due to the health and economic crisis, the company was reluctant to welcom
students in order to validate the diploma.
Some managers take a long time to respond.

80
 Bibliographic list

[Link]
external/
[Link]
[Link]
[Link]
[Link]
mass-communication-what-differences

[Link]

Periodical reviews:

1) Eric DACHEUX, the sociological year: Studying marketing in light of

the communication published in January 2001
Hugo DELOVA, what crisis communication was adopted?
3) Hugues HOTIER, Bernard Dagenais' communication plan, The
Presses of Laval University 1998, March 26, 2012
4) Jacky Leroy, Guide pour les communicateurs fédéraux, éditeur : 2013,
Brussels, internal communication: from action to interaction
5) Gilles WILLET, Communication audit: critical analysis, communication
and organization, published on March 26, 2012
Geneva business news, August 3, 2017, Switzerland, strategic role of the
external communication
Olivier MOCH, group communication and mass communication,
What is the difference? : The basics of communication, June 1, 2016
8) Marianne CHEVALIER (digital project manager at SRP media), January 25
2018, published on June 6, 2019, impact of digitalization on
internal communication.
9) Pénélope SEMAVOINE,graduate of Sciences Po Paris (2004), During the period
In times of crisis, think about communicating internally.

Memoirs:

1) Abdelhakim MAZOUZEN "the impact of internal communication on

the internal image of the company", master's thesis in sociology of
work and human resources, Abderrahmane Mira University, 2013/201
2) Aurore BARTEL, Olivia ROCHE "research notebook, management and
internal communication » PAU SCHOOL OF BUSINESS ESC 3
CYCLE ENTREPRENEURSHIP, 2012
96
 Bibliographic list

Faycal HAMDI, "the impact of external communication on performance

company's commercial: Henkel Algeria, bachelor's thesis in
commercial science, national institute of commerce, 2008
4) Isabelle LEMIR, Faustine, Cathy TONEL, 'the communication or media:
evolution or revolution
Lille, 2000/2001
KItoum SORAYA, "impact of internal and external communication on
the image of the company", master's thesis in sociology of work and
human resources, Abderrahmane Mira University, 2015/2016
6) Karima MOKRANI, "the role of internal communication at the level of
the company NAFTAL, master's thesis sociology of work and
human resources, Abderrahmane Mira University, 2013/2014
7) Lydia AMLIGH, Sekoura ARNOUK, "internal communication and its impact"
on the improvement of the quality of banking service," master's thesis
in business sciences, Mouloud Mammeri University, 2016/2017
8) Soline LEMERCIER, "internal communication as a tool for motivation
in the company
learning, Strasbourg School of Management and the university of
Strasbourg, 2015/2016.
9) Tinhinane ADJLOUT, Maghnia DRIK, "external communication audit"
Master's thesis in management science, Mouloud Mammeri University,
2016/2017.
10) Yasmin NEMIR, Hilal AZROU, "the impact of internal communication on
the performance of employees » master's degree in sociology, University
Abderrahmane Mira 2015/2016

97
Annexes
 Annexes

Appendix 1: the interview guide

MOULOUD MAMMERI UNIVERSITY

FACULTY OF ECONOMIC AND COMMERCIAL SCIENCES

AND MANAGEMENT

Option: human resource management

Nom de l’entreprise: société régionale des assurances (TIZI OUZOU)

Theme: Analysis of the stakes of corporate communication

Interview Guide:
This study is conducted in preparation for a master's thesis in science.
of Management. We kindly ask you to respond objectively to our interview in order to
to collect the necessary data for the realization of this research.

This information is reserved for scientific purposes that remain anonymous.

We thank you in advance for this collaboration.

1- What internal communication methods are available within the SAA company?
.........................................................................................................................................

2- What is the most used mode (written-oral-audiovisual) of communication in your

company?
.........................................................................................................................................

3-Does the lack of internal communication affect the achievement of objectives?

the company?

4- Does internal communication motivate and improve the relationship between

the administration and the staff?

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 Annexes

5- Does internal communication improve your skills?

………………………………………………………………………………….....................................................

6- Are there other means that you would like the SAA company to integrate into
the future?

7- What are the objectives of internal communication within your organization?

company?

8- Are you directly contacted by management?

9- In your opinion, what are the means that allow for quick understanding and
effectiveness of the message?

Does your company give you the opportunity to express yourself to improve your ...
professional practices?

11- What are the external communication means of the company?

..................................................................................................................................................

12- What are the objectives of external communication?

..........................................................................................................................................

13- How do you determine the strategy for external communication?

.........................................................................................................................................
14- What do you think of the image of the SAA company?
…………………………………………….......................................................................................

15- Do you think that communication influences the image of your

company ?................................................................................................................

16- Does your company have a communication plan?

17- Do you prepare a diagnosis before defining your strategy?

communication?
.

Does the company SAA have an intranet network?

19- Have you ever participated in an event? If yes, what type of event?

..........................................................................................................................................

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 Annexes

20- Do you have a website? ...

Has the internet allowed you to connect with your targets and retain your customers?
..............................................................................................................................

22- Have you ever attended a conference organized by your

company?

23- How do you assess your relationships with your clients?

…………………………………………………………………………………………………………………………………

Do you have a crisis cell?

25-What is your communication strategy in the era of 'COVID-19'?

……………………………………………………………………………………………………………………………………

26- Through what channels are your clients informed of changes that impact your
business during the pandemic?
………………………………………..………………………………………………………………………………….

27-Are you informed about the new health measures taken within your
company ?

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 Annexes

Annex No. 02: schematic representation of the leader position held by the
SAA company

The company SAA holds 23% of the market share in various insurance.
branch.

The company SAA holds 31% of the market share in auto insurance.

102
 Annexes

Appendix No. 03: External Communication Means of the SAA Company

flyers

103
Annexes

104
Annexes

105
 Annexes

Annex No. 04: the main meeting and exchange crossroads

insurance through trade shows and fairs

106
Annexes

107
 Annexes

Annex No. 05: SAA Communiqué during COVID-19

108
Table of contents
 Table of contents

Acknowledgments

Dedications

List of abbreviations

List of tables

List of diagrams

Summary

General introduction ..................................................................................... 8

Chapter I: Conceptual Framework of Communication ......................................................... 14
Introductionn............................................................ 15
Section 1: Approach to communicationn .15
1. Definition of communication:.................................................................................. 15
2- Process of communication ................................................................................... 16
2.1. The Phases of Communication : ........................................................................... 16
2.2. Non-verbal communication :............................................................................ 17
2.3. Information theories: ................................................................................... 18
2.3.1 Shannon and Information Theory............................................................ 18
2.3.2 Wiener and the notion ofFEEDBACK.................................................................... 19
3 - Communication Techniques.................................................................................... 20
3-1-Listening:................................................................................................................ 20
3.2 Questioning .................................................................................................. 21
3.3 Rephrasing:............................................................................................ 21
Section 2Notion of business communication............................................................. 22
1- Elements of definition and typology of corporate communication...................... 22
1.1-Définition de la communication d’entreprise....................................................... 22
1.2-Types of corporate communication................................................................ 22
1.2.1 The internal communication :............................................................................. 22

[Link]/ The internal communication path ..................................................... 23

A) Downward or hierarchical communication:........................................... 23
B) Upward or employee communication: .................................................... 23

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C) Horizontal or lateral communication:...................................................... 24

1.2.2 - The external communication

[Link]- The components of external communication: ................................... 25

A) Institutional communication:.................................................................. 25
B) Marketing communication:.25
2-The forms of corporate communication: ........................................................... 26
2.1- The interpersonal communication .......................................................... 26

2.2- Group communication ................................................................................ 27

Mass communicatione ................................................................................... 27
3. The obstacles of communication .............................................................................. 28
3.1. Zoom on the obstacles to good internal communication: ............................... 28
3.2 - Focus on the obstacles to effective external communication ................................ 29
Section 3: means of communication ................................................................................ 30
1- Internal communication methods: ........................................................................... 31
1.1- Means of oral communication: ........................................................................ 31
1.1.1- Traditional means: ................................................................................. 31
1.1.2- the technical relays : ...................................................................................... 33
1.2-The means of written communication............................................................ 33
2- Means of external communication................................................................. 35
2.1 - Media communication....................................................................................... 35
2.2 - Communication out of media
3-The digitalization of corporate communication..................................................... 38
Conclusion ............................................................................................................................ 40
Chapter 2: analysisthe stakes of corporate communication41
Introductionn.42
Section 1organization of corporate communication................................................ 43
1- The functionsorganizational communication...................................................... 43
1-1-The information function: ..................................................................................... 43
1-2- The managerial function: ...................................................................................... 43
1-3- The social function : ............................................................................................... 44
2-Objectives of corporate communication44
3-The role of corporate communication:.................................................................. 46

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3.1 - the role of the manager of communication :.......................................................... 46

3.2-Attachment of corporate communication: ............................................. 47
Section 2setting up corporate communication.............................................. 48
1- The targets corporate communication48
1.1- Choice of communication method: ...................................................................... 48
2- communication strategy......................................................................................... 49
2.1- the phases of the communication strategy :...................................................... 50
2.1.1-The investigation phase: .50
2.1.2 - The reflection phase:.................................................................................... 51

2.1.3-The Action Phase51

2.2- the communication plan...................................................................................... 51
2.2.1- The foundations of the communication plan :.............................. 52
2.2.2- the objectifs du plan de communication : ...................................................... 53
2.2.3-process of developing a communication plan................................. 54
2.3-the communication audit: .................................................................................... 55
2.3.1-the objectives of the auditcommunication : .................................................... 55
2.3.2the tools of the audit process56
2.3.3-The phases of the communication audit56
2.3.4-The Types of Auditof communication :............................................................. 56
[Link]-The internal communication audit56
[Link]-The external communication audit57
3- Crisis communication: ......................................................................................... 58
3.1- Characteristics of the crisis : ................................................................................. 59
3.2- The course of the crisis.................................................. 59

3.3- Strategy crisis communication : ................................................................. 60

3.4 - crisis communication management .............................................................. 61
Section 3analysis of the challenges of corporate communicatione ...................................... 62
1- the stakes of communication ................................................................................... 62
1.1 - The stakes of internal communication:............................................................. 62
1.2- The stakes of external communication: ............................................................ 64
1.3- Stakes of digital communication: ................................................................... 65
2-The levers of corporate communication:............................................................ 66

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2.1- The communication as a lever for employee motivation :............................. 66

2.2 - communication as a lever for change at the level of collaborateurs: 66

3- Lien between external and internal relations: ....................................................................... 67
3.1- the internal communication and institutional communication : ....................... 67

3.2- the internal communication and crisis communication : ................................... 68

3.3- the internal communication and financial communication :................................ 68

3.4- the internal communication and recruitment communication : ...................... 68

Conclusion : .......................................................................................................................... 69
Chapter III: Presentation of the practical case: SAA Company................................................... 70
Introductionn.......................................................................................................................... 71
Section 1basic concepts and definition of insurance................................................... 71
1- Definition of insurance........................................................................................... 71
2-The role of insurance: ................................................................................................ 71
2.1- the economic role ................................................................................................ 71
2.2- the social role :......................................................................................................... 72

Section 2presentation of the host company................................................................ 73

1- presentation of the SAA : ............................................................................................... 73
1.1- historique : ............................................................................................................. 73
1.2-composition of the insurance sector................................................................... 74
1.3 - Activities of the SAA:............................................................................................... 75
2- the position from the SAA on the Algerian market insurance: .................................. 75
3- Organization of the SAA:................................................................................................ 76
3.1- the central direction : ............................................................................................. 76
3.2- directions regional: ........................................................................................... 76
3.2.1- Administrative function .................................................................................. 77
3.2.2 - The technical function...................................................................................... 77
3.3- the agencies : ........................................................................................................... 77
3.3.1- Administrative Function .................................................................................. 77
3.3.2 - The technical function
4- the HR policy of the insurance company: .............................................................. 77
4.1- Recruitment : ........................................................................................................ 77
4.2- Training :............................................................................................................. 78

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4.3- Marketing: ......................................................................................................... 78

4.4-Social Responsibility at the heart of the company.............................................. 78
Section 3: The study related to the analysis of communication issues in the company
SAA
1- Presentation of the study methodology used: ....................................................... 80
1.1 - Research methodology: ................................................................................ 80
1.2-Sampling method:................................................................................. 80
1.3- Difficulties encountered:......................................................................................... 80
2- Analyze the stakes of thecommunication about the company SAA.............................. 81
2.1-Tools and means of communication within the studied company................. 81
2.1.1-Internal communication tools of the company: ........................................ 81
2.1.2-External communication tools of the company83
2.2-Integration of new communication methods at the SAA company......... 83
3- Communication Objectivesof the company according to the executives of SAA:
........................................................................................................................................... 84
3.1-The communication and the image of the company:...................................................... 84
3.2-Impact of corporate communication on employee motivation........... 84
3.3-Corporate communicationand the skills of employees: ....................... 85
4- External communication strategy: ......................................................................... 85
5 -Communication plan of the company SAA: .............................. 86
6-Corporate communication within the SAA company during the COVID era-19 : 86
6.1- Communication strategy during a pandemic: ....................................... 86
6.2 - Means of communication during the coronavirus pandemic: ..................... 87
Conclusion : .......................................................................................................................... 88
General conclusion........................................................................................................ 89
Bibliographic list ...................................................................................................... 93
Annexes.......................................................................................................................... 98
Table of contents.........................................................................................................109

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