Read the article below about creating a strong corporate image.

Choose the correct word or phrase to fill each gap.

There is an example at the beginning, (0).
Creating a strong corporate image
A corporate image is the public’s perception of what your company (0) B . It is essentially the ‘personality’ of your
organization and it is what differentiates you from the competition and establishes you in the business world.
Developing a good corporate image doesn’t just happen, it takes years and sometimes decades to promote. It is ‘a
series of proactive choices that (1) an end result’. It should go without saying that you need, first and foremost, to
ensure that your company product or service is something to be proud of, since it is the primary generator of your
image. However, beyond this, there are several key components to creating and maintaining a good corporate image.
Ethics
Whatever the company does should have an ethical underpinning from top to bottom. This requires more than
simply creating a series of ethical policies and procedures. Your ethics need to be an (2) part of the company culture:
the company will do the right thing regardless of the result. Key to (3) this ethical framework is establishing a system
of checks and balances and reporting mechanisms that clearly lay out the (4) of breaking these rules.
Communication and consistency
The (5) to effectively establishing an ethical culture, and to every element of developing a good corporate image, is
good communication. This part of image development (6) not only to a company’s management and lower level
employees, but also to external stakeholders (such as customers, vendors, shareholders, etc.) and the public in
general. Strong consideration should be given to developing a separate strategic communication plan to (7) this task.
However, in order for communication to be successful, your corporate image must be clear and consistent with the
products and services you have to offer, the benefits you provide to your target audience and how you (8) them. If
your positioning statement indicates that your products are aimed at retirees, for example, then you must make sure
you are communicating with retirees: your corporate image must (9) on this audience.
Maintaining credibility
It is essential at all costs to (10) your credibility in the market and in the minds of your customers by demonstrating
that you do what you say you will do. If you are a charitable organization, for example, then spending thousands of
dollars on elaborate conferences and high-end salaries will end up discrediting your image. Similarly, if you are
trying to create an image of environmental concern, you will need to invest in ensuring that your products or services
have (11) environmental credentials.
Advertising and the media
You need to align your advertising strategy with the image you want to create. If you are focused on an image of
caring and compassionate health care, for example, then focusing on the technology for delivery of healthcare
services will distract from the image of compassion. It sounds obvious, but it is surprising how often companies (12)
with such anomalies. In addition to its own advertising, an organization should set up a permanent structure for
monitoring the various media and gathering information about how it is portrayed. A company has to know where
it stands in the eyes of its beholders in order to respond to any given situation.
Alignment with similar values
Finally, it is important that you partner or align yourself with other organizations and people who share your
corporate values. The saying that ‘We are judged by the company we keep’ is especially true in creating a corporate
image. The people, partnerships and other businesses you deal with will either help to (13) your image or destroy
it.
0 A portrays B stands for C means D indicates
1 A make B result in C come to D lead to
2 A innate B integral C inherent D inner
3 A putting up B setting up C being D doing
4 A consequences B actions C possibilities D procedures
5 A answer B solution C key D result
6 A touches B goes C reaches D extends
7 A make B put C carry out D start
8 A benefit B position C sell D place
9 A focus B target C direct D look
10 A create B keep C maintain D make
11 A imaginable B impossible C incredible D impeccable
12 A give themselves away B let themselves down C betray themselves D disappoint
13 A strength B show C reinforce D emphasize

Read the text below about the future of corporate philanthropy. Choose the best sentence from the list to fill each
of the gaps and mark a letter A–H. Do not use any letter more than once. There is an example at the beginning, (0).
The future of corporate philanthropy
Some of the biggest and most powerful companies in the world today are becoming almost as well known for their
high-profile corporate social responsibility initiatives as for their products and services. Some are cynical about the
motivations for this. (0) E He maintains that corporate social philanthropic activities have become ‘heavily promoted
story tools that present a deliberately over-inflated image of corporate citizenship’. What is more worrying still is
that all this activity has effectively served as a smokescreen to hide a significant fall-off in corporate charitable
contributions worldwide. (1) Business charitable deductions now only average about 0.7% of pre-tax earnings.
As ‘real’ contributions to charitable causes diminish, Hindery laments the fact that so many
CEOs have failed to understand the fact that an effectively managed contribution programme can deliver strong
returns to a corporation. He maintains that if company donations are directed to non-profit groups closely aligned
with the interests of the corporation’s business objectives and the community context in which it operates, they can
become a powerful business tool. (2) Examples of this kind of ‘strategic’ corporate philanthropy would include, for
example, financial literacy programmes supported by financial institutions, or health and wellness programmes
funded by pharmaceutical companies. (3) Moreover, the kind of multiple-stakeholder participation such initiatives
require and generate can become a powerful social force and an agent for positive change.
(4) Contributions that are purely selfish in their intent, for example, that are designed only to bolster the bottom
line, or to support pet projects of senior managers or board members, do not, again according to Hindery, ‘satisfy the
requirements of good corporate citizenship’. (5) In other words, when a business gets too ‘strategic’ in its giving, this
will often result in it cutting its overall contribution rather than, for example, deciding to focus on one or two strategic
causes.
Then there are those who would advocate the abolition of corporate philanthropy altogether. (6) They would argue
that because corporations are constantly pushing against the limits imposed by society in pursuit of profits they will
never make good citizens and should not be treated as citizens. (7) Given the bottom-line driven world we live in, it
seems unlikely that the current state of corporate giving is unlikely to change any time soon.

A Without any additional promotional effort by the company concerned, such programmes often end up elevating
awareness of the brand to the same degree as for the cause.
B There is also the danger that strategic philanthropy is actually at the root of the downward trend in contributions
to charity.
C Of course, for acts of corporate philanthropy to become solely about advancing the interests of the company, would
be a contradiction in terms.
D They should not be regulated or boycotted into doing the right thing.
E Leo Hindery Jr, Chairman of the Smart Globalization Initiative at the New America Foundation believes that,
increasingly, companies exploit their corporate social responsibility initiatives for promotional purposes.
F Whereas 25 years ago, businesses allocated on average 2% of their pre-tax profits in gifts and grants, today
companies are only one third as generous.
G In such cases a donation of, for example, 1% of pre-tax earnings, begin, as Hindery says, to ‘take on the look and
feel of an investment, not a handout’.
H They include, for example, the acolytes of Friedman who continue to believe that a company should only be
responsible to its shareholders.