PRN 3104 International Public Relations. Mr Kevin Smith. 9/10/2009
Global Alliance for Public Relations and Communication
The World Public Relations Conference and Festival 2009
GERMANY
“a celebration of the success and growth of PR internationally”
GERMANY
Map and flag: CIA World Fact Book 2009
Contents
1.Introduction 4
1.1 Map 5
2. History and background of German public relations 5
2.1 Scope and size of German public relations industry 7
2.2 Role and activities of peak industry body 8
3. Trends and industry development 9
3.1 Major industry challenges and achievements 10
3.2 Industry values and ethical considerations 11
3.3 Media/Communications 11
3.31. TV/Radio 11
3.32. Print 12
3.33. Telecommunications/Internet 12
3.4 Professional Development 12
4. Cultural considerations 14
5. Conclusion 14
Reference 16
6. Case Study: Volkswagen/Volkswagen Group 19
Attachment 1: Remarks on Offentlichkeit and the Public Sphere
Attachment 2: German media statistics
Attachment 3: Cultural Considerations in Germany
- Introduction
The Federal Republic of Germany (more commonly known as Germany), is the fifth largest world economy, and Europe’s biggest. With 82 million people, Germany is the second-most populous European nation after Russia, and a stable, powerful democracy whose success is built upon the strong self-discipline and efficiency of its well-educated workforce of 43.6million (in 2008). Commanding over 2,300kms of Baltic and North Sea coastline, and classified as West European, Germany enjoys a strategically-superb geographical location, temperate climate, and many natural resources. After the country was re-unified in 1990, United Germany celebrated the return of all rights in 1991, and now operates under a Constitution. Germany and ten other European EU countries began to use a common currency in 1999.
Encompassing sixteen states, the Federal government is run by an executive headed by Chief of State, (President), elected for a five year term, with a possible second term, and a Head of Government, (Chancellor), elected for four years. There is a Cabinet, (Bundesminster) of Federal Ministers, part of the Federal Assembly (Bundestag), also elected for four year terms, and a Federal Council, (Bundesrat), drawn from the state government.
The most recent elections were held in September, 2009. There are a number of strong and active political parties; Alliance - ’90/Greens, Christian Democratic Union (CDU), whose member Angela Merket is currently the Chancellor, Christian Social Union (CSU), Free Democratic Party (FDP), Left Party (Die Linke) and the Social Democratic Party (SPD).
The first language of Germany is German. 99% of the population are literate, and in 2003, 4.6% of GDP was spent on education. 66.1% are aged between 15 to 64 years. The ethnic ratio 91.5% German, 2.4% Turkish, with the final 6.1% comprised mainly of Greek, Italian, Polish, Russian, Serbo-Croatian and Spanish. A Christian country, 68% of the German population is divided equally between Protestant and Roman Catholic, with 3.7% Muslim and the remainder unspecified. The population is highly urbanised, and in 2008, 74% lived in German cities.
Superb infrastructure, financial, banking and stock exchange sectors help to tenaciously hold onto Germany’s strong technological lead as one of the world’s biggest and most efficient producers of industrial high-quality goods, in many industries. In 2008, ahead of most other economically-mature nations, the services sector employed 67.8% of the workforce, industry 29.7%, (high-quality iron, steel, coal, cement, chemicals, machinery, vehicles, machine tools, electronics, food and beverages, shipbuilding and textiles), and agriculture 2.4%. With a primarily export-derived GDP of $2.918 trillion in 2008, Germany occupies a major place in the global economic marketplace, and as the world now appears set to enter another period of high global demand, is well-positioned to benefit strongly.
- Map: CIA World Fact Book
2. History and background of German public relations
A unique, early form of public relations began in Germany when Frederick the Great, (1712 – 1786) ran an extensive system to inform the public of good news (Nessman, as quoted by Moss, Vercic, & Warnaby, 2000, pp. 212, 213). This may have come about because ‘in the Germanic tradition, the power of the king was subordinate to the assembly of freemen” (Albrecht, 2001, p. 17). There is deep history of independent political pressure groups, for example; religious, trade unions, immigrant, veterans and business organisation groups; there are not, and have never been, many professional lobbyists. Examples of successful relationship and communication-building with publics (van Ruler and Vercic, 1999, p. 2) occurred as early as the 13th. C., when as members of the Hanseatic League (The Hansa, or guilds), the free cities of Hamburg, Bremen, and Lubeck in northern Germany were involved in the development of extensive overseas trade. Brand says the Hanseatic League
history is dominated by a continuous struggle to
overcome the incompatibilities between individual,
local and regional interests and identities on the one
hand and the realisation of an overall commercial
policy geared to the maintenance of its dominant
market position on the other. (2007, p. 1),
Another, later example in 1890 was industrialist Afred Krupp, who employed up to 20 permanent “news bureau” staff in his company (Nessman, as quoted by Lutzler, 2009, p. 1).
Thus the formulation of independent German PR ideas proceeded for more than two centuries (Kleinstuber, 2001). Evidence in 1917 demonstrates the dissemination of two-way symmetrical communications, or “active information work ... termed “Offentlichkeitsarbeit” (Liebert, as quoted by Lutzler, 2009, p. 1), as “public work”, or “working with the public and for the public” (Oeckl’s definition/s, as quoted by Kampgen & Spitzenberger, 2007, p. 5). More recently, in European debate, a spatial metaphor has been added, “working in the public sphere” (Kleinstuber, 2001). All these definitions differ from that of American “public relations”; Oeckl also defined the term “public relations” in Germany as “PR = Information + Adaptation + Integration” (as quoted by Kampgen & Spitzenberger, 2007, p. 6).
By the 1950s, Albert Oeckl and other German theorists’ publications were expanding German public relations by incorporating “unique, cultural profiles” (Freitag, 2009, p. 264). A fruitful, two-way exchange with American public relations theory began. At the same time, during the dynamic reconstruction that began in the late 1940s, and for two decades thereafter, a strong American influence prevailed. The principal American theorist was Edward L. Bernays, the nephew of Sigmund Freud (Nessman, as quoted by Moss, Vercic, & Warnaby, 2000, pp. 212, 213). A complex causal network was developed -
- Public relations - politics
- Public relations - business and/or administration
- Public relations professional associations - founded in 1958
(Nessman, as quoted by Moss, Vercic, & Warnaby, 2000, pp. 212, 213).
German theorists played a key role in the development of the lively, intellect-based style of public relations that prevails in a number of European countries today (Nessman, as quoted by Moss, Vercic, & Warnaby, 2000, pp. 212, 213). Lutzler quotes Bentele and Peter:
The Germans could become interesting players in this
European drama, not only because of their economic
vitality. ... The German tradition of scholarship is
grounded in philosophy ...they [can view] mass media ...
in the larger framework of politics, economics and culture.
(2009, p. 2).
2.1 Scope and size of German public relations industry
Between the years 2000 to 2005, the German public relations industry experienced dramatic growth; the number of permanent PR employees increased by 75%. Today, DRPG industry turnover-forecast for 2010 is 5, 7 billion Euros.
This growth commenced in the mid-19th C, when traditional German theory and practice were principally action-based, not defensive (as in America). The end of WW2 heralded a new public relations era in Germany, and it was then the term ‘public relations’ with its strong American-orientation, first came into common use. According to Kampgen & Spitzenberger, today the State and nonprofit institutions use the term “Offentlichkeitsarbeit”, while private companies and public relations agencies use “public relations”. Meaning and usage of this word are continuously evolving, as lively debate continues as to the exact meaning (see Appendix 1), and to change as other, more correctly representative, contemporary terms such as “communication management” are adopted by the current marketplace (2007, p. 6).
Notwithstanding “unique and long-lasting challenges ... [which are] economic, political and social consequences of the re-integration of the East and West of the country” (Keller, as quoted by Bamber, Lansbury & Wailes, 2004, p. 212), sustained development and growth continues in United German public relations-related sectors of education, practice and industry. Between 2001 and 2004 nearly 60% of market budget allocation was shared between (in order of importance): IT/Telco, chemistry/pharmaceuticals, financial services, Travel/tourism, Politics/states/city councils: resulting increase (during 2003/2004) of gross annual turnover of 51%, (Lutzler, 2009, p. 2), while permanently-employed public relations practitioners rose to around 20,000 members (Kampgen & Spitzenberger, 2007).
In Germany there is a great deal of direct use of practitioners, and in 2007, 40% of practitioners worked within a company, 20% in associations, churches or unions, a further 20/30% in social and political institutions, with approximately 20% of individual practitioners working for or through public relations agencies. (DRPG)
A 2002 survey of companies indicated 80% of the most senior industry professionals employed by those companies worked in the ‘dominant coalition”, or the uppermost hierarchy. Kampgen & Spitzenberger state that, although there are definitely both managerial and technical positions, the emphasis placed on the “differentiation of public relations roles ... and the managerial and technician roles [as in America] do not easily carry over to the German situation .... [and more common is] a division into three roles; representative, journalist and mediator” (2007, p. 9).
2.2 Role and activities of the peak industry body
In Germany, the peak body role is not fully consolidated; representing the interests of individual German public relations practitioners is DPRG (German Public Relations Association), website www.dprg.de , which began in 1958, with Albert Oeckl as co-founder. Membership in 2007 was 1,800 individual public relations professionals. DPRG is still run by around two hundred volunteers. DPRG is involved in’ cooperation’ with International Public Relations Association (IPRA), with a presence in over 70 countries.
In 1973, GPRA, Gesellschaft PR-Agenturen, or Association of Public Relations Agencies, was formed, and in 2007 thirty public relations agencies were members. At that time a further 4,000 public relations practitioners were members of the German Journalists Association, website www.djv.de
DPRG represents the professional interests of its members - internal and external PR consultants, and in-house communication managers, and supporting them by promoting education, vocational training and field research, providing information, arranging specialist conferences and seminars, ensuring good industry networking and contributing to a scientific understanding of PR.
DPRG works to promote the profession’s public standing and broaden the public’s knowledge of the profession, cultivates international relations, and is developing a superb mutually-supportive relationship between the profession and vocational educational institutions.
As Germany is a member of the EU, DPRG holds membership in the EU PR body, Confederation Europeenne des Relations Publiques (CERP).
3. Trends and industry developments
Today the splendid normative guidelines developed by Oeckl are still operating, and held in esteem. They are leading German public relations to a PR new paradigm, also developing in Europe, which attributes equal importance to building relationships as well as communications and defines “publics” and “public sphere” more clearly (van Ruler and Vercic, 1999, p. 4.). van Ruler and Vercic make the point that public relations, though widely practiced in Europe, it is rarely under that name, rather “information management, corporate communication, or communication management”. (1999, pp. 1, 2.)
Lutzler, describes the results of a 2005 Survey entitled “SKOPOS Overall industry trends” (in Germany) as
- Integrated communications 60%
- Product PR 38%
- Corporate Social Responsibility (CSR) 35%
- International topics 32%
- Other 15%
Other, important global and local value-trends currently impacting the German public relations industry are: the deepening and broadening global female economy, and how/where growth and economics fit within the green, sustainable global environment. Palazzo, when discussing questions and solutions regarding the intercultural management of values, quotes Turner/Trompenaars, saying:
Our future economic success depends on how
well we understand the deepest motivations
of our trading partners. It takes more than
language skills and etiquette lessons to plumb
the complexity of desires and actions we can
barely recognise in ourselves.
(Palazzo, 2002, p. 1)
3.1 Major industry challenges and achievements
Prior to affecting a value shift in German global public relations models, German theorists always carefully analyse every aspect of the situation so the industry can have the highest confidence in all new educational avenues. If linked to vocational training this will provide higher levels of skills-building: between individualism and communitarianism and properly and effectively deal with, and lessen the cultural challenges of high/low contextualisation, thus being “capable of being responsive to societal demands” (Freitag, 2009, p. 263).
Consideration of “traditional cultural metric scales” (Freitag, 2009, p. 264) appearing in early German global public relations successes may be relevant. Public relations theory characterises Germany as having short-term orientation, being moderately individualistic, and dominantly masculine. However, there exist examples of anomalous feminine components, as in early historic public relations successes like the Hansa, where maintaining good interpersonal relationships, including for long periods, and caring for the ships and the merchandise – were (and still are) competitive advantages (Brand, 2007).
Many masculine aspects are essential, desirable, and culturally-appropriate, for example; far sighted planning. Volkswagen’s successful slogan “It runs and runs and runs” (Reiger, 2009, p. 3) was based chiefly on single-minded/solidarity, and German technical dependability, masculine traits used by Volkswagen, with the aim of long-term foreign sales. Since the mid-1980s, the German preparedness to spend the time to perfect strategy and planning, especially when allied with the long-term orientation of the Chinese, have been indispensible elements in ensuring the spectacular success of Volkswagen China. It is important to preserve these inherent advantages by taking firm steps to ensure the German public relations operative gender-mix remains balanced and re-masculinisation of the industry occurs.
German industry remains dedicated to global enterprise, and German public relations has embarked upon important preparations. In the Case Study, successful involvement of public relations is demonstrated in how Volkswagen remains a most potent and enduring icon/brand. Lasting campaigns/slogans such as Volkswagen Group’s “Beetle” provide invaluable foundations upon which to prepare for the challenges of the new, as Volkswagen has so successfully achieved in China.
3.2 Industry values and ethical considerations
Albert Oeckl joined his Four-Phase Model of PR Management to “regard for it [PR] as a separate and high-level management (staff) function in all kinds of organisations, not as a subdiscipline of marketing, or as pure publicity or propaganda” (Kampgen & Spitzenberger, 2007, p. 6). Oeckl deemed essential professional values “truth, clarity (lucidity) and ... unity of word and deed” and constantly reinforced his belief that these characteristics should be linked to “sociability, open behaviour, integrity and modesty” (Kampgen & Spitzenberger, 2007, p. 6). Today’s German (and also the European) PR model has four further, linked, functions; reflective, managerial, operational and educational (Freitag, 2009, pp. 262, 263).
German corporations generally house business ethics instruments inside corporate mission statements, holistically entrenched within individual corporate culture. Germany is classified as an “achievement society” (Palazzo, 2002, p. 206), where ethics is also considered to be the responsibility of every individual (p. 196). When describing “corporate norms and values” as “habits of the heart”, Palazzo outlines some of the “problems and questions within the intercultural management of values” (2002, p. 195), and makes the point that ethics as practiced in American business is generally not applicable to Germany. Ethics, and the public perception of ethics, are culturally and socio-politically specific (p. 197) and the primary aim is to find the correct solution, properly integrated into the “framework of a holistic organizational development’ (Palazzo, 2002, pp. 207, 208)
3.3 Media/Communications
3.31 TV/Radio
Germany’s energetic media industry is one of the biggest, divided between privately-owned and public sectors, both linked to the Constitution and regulated differently. Germany encourages the continual growth of a number of media products termed “citizens broadcasting”; radio and television programs on “open” channels, and also printed, published products. (Kampgen & Spitzenberger, 2007, p. 11).
Germany has 373 television receivers, a placing 4 of 89. German viewers watch an average of 23 hours per person per week, placing them 5 of 13, with German television ownership 6 of 215 (CIA World Fact Book).
3.32 Print
A continuing, major German success story is the production of books of many types. The Universal Decimal Classification, by total titles, places Germany 2 of 80. The Frankfurt Book Fair has a history of more than five hundred years, and is one of the most important.
German newspaper circulation remains strong, current position 2 of 51, with readership still 3 of 67 (CIA World Fact Book).
3.33 Telecommunications/Internet
German telecommunications systems and infrastructures are among the most technologically-advanced in the world, with German Internet hosting as 3 in the world, at 22.606 million internet hosts in 2008. Current telephone mainlines per capita places Germany 2 of 203; international telephone service is excellent with voice traffic minutes number 2 of 164 (CIA World Fact Book).
Germany’s extensive, well-managed systems had 42.5 million internet users in 2007. Current information and communication technology expenditure numbers 3 of 74. New developments, such as the German global social-networking/ site peperonity.com, which the parent, peperonity.de classifies as a mobile “ecosystem” and the “world’s largest mobile site-building and advertising service” with a”diverse user base” now in excess of 10 million users, are rapidly developing. Refer to Appendix 2 for more extensive detailed media statistics.
3.4 Professional Development
Today, the high German level of competency, as drivers and innovators, is the result of continuing and steady evolution of a two-tiered education system of vocational training, internally and in the global public sphere. Lutzler quotes Carey as saying that in “the history of a related subject of scholarly study, mass communications, is much older in Germany than in the United States” (2009, p.3). The profession is “academically institutionalised ... [with] 70-80% of [member-practitioners] educated to degree or PH.D level”.
German skills-knowledge base is already at an optimum level within the PR education system and German PR operatives generally “see an organization as a well-oiled machine, functioning on the basis of its structure, but without the need for a constant exercise of power” (Albrecht, 2001, p. 16.). This metaphor is especially relevant to DPRG members, who come from many different fields; journalism, law, engineering, (Kamphen & Spitzenberger, 2007). This situation leads onto to the possibility of expansion into a further, new PR educational paradigm, with the emphasis on knowledge, as versus the current situation which is primarily skills-focussed.
The networks of professional or vocational training are highly-respected parts of the dual-education system in Germany, “carried out in Fachhochschulen (applied science or technical school) ... and universities” (Freitag, 2009, p. 273). Responsibility is shared by the government; the unions, industry and citizens. Public relations-related units are now offered throughout the curriculum and, since the 1980s, more German universities offer public relations units, sometimes in several languages. This is made possible by the high levels of literacy and because the 67% of the population speak another language, and 27% more than two foreign languages.
LeBaron classifies Germany as exhibiting moderate individualism, operating in the mid-range of low-contextualisation, with low power-distance (2003, p. 1), moderate levels allowing practitioners to integrate well into foreign cultures. Albrecht says “Laws and rules try to prevent uncertainties in the behaviour of people” (2001, p. 17), and while demographics throughout Europe, and many other parts of the world are rapidly changing, nonetheless, it is, as Albrecht says: “In spite of the availability of the same information virtually anywhere around the globe, laws ... continue to vary ... [with] no signs of spontaneous convergence” (p. 18). The development of extensive, strategic contextualising information-networks (Albrecht, 2001, p. 27) will increase practitioner’s abilities to implement transparent, culturally-appropriate pathways to deal with local and global cultural diversity.
4. Cultural considerations
Germany is a highly ordered culture, and “German business culture is a formal one, defined by a formal chain of command, attention to detail and punctuality” (Frietag, 2009, p. 266). These characteristics play important parts in the dependability and stability of German products, services and provides the incentives for public relations practice to fall into Grunig’s definition of excellence. There is a strong formal element social structure, and direct, low-context communication generally applies, although there is now a “generational dichotomy” appearing (Freitag, 2009, p. 271). Refer to Attachment 3 for a number of considerations when working in Germany
5. Conclusion
German public relations inform, educate and inspire and the results place them within the category of excellence. Beginning at an early point German groups begin to establish and successfully practice public relations, to promote overseas trade and industry. Today German public relations theorists, industry, and educational system continue to wend a measured evolution through a number of important and timely development stages, continuing to provide insight, skills and tools, meeting major challenges, keeping Germany at the forefront of the changing global economy and major, changeable and different international markets like China, where Volkswagen Group have had successful joint-venture operations for over twenty-five years, with production in excess of eight million vehicles since 1984 (refer Case Study).
Germany’s history of successful overseas trade demonstrates a long-term, commanding grasp of international public relations, even as they inevitably evolve and develop. The scope of the public relations industry allows Germany to continue to successfully participate in global-market expansion, the “coming together of nations through new or expanding alliances ... [which requires] clarification of interdependence among nations” (Freitag, 2009, p. 263), and Germany’s strong theoretical foundation supports the dramatic expansion of global development in many positive ways and occupies a key role in the development of new theory, both at home, within the European community, and globally.
Assisted by high national literacy levels, and familiarity with one or more foreign languages, the German character enables the contemporary public relations professional, no matter where they work; independently, whether in the dominant coalition, or other sections of German religious or other organisations, not-for-profits, or government, to create appropriate successful cultural networks with partner individuals, businesses, corporations and governments, from collectivist and other different, societies.
This year, in the midst of greatest economic chaos, with depressed global trade volume, fractured regional growth, and dramatic market shifts, Volkswagen China became number 1 car manufacture in China. This was achieved with the fortitude and farsightedness of their Chinese partners. Strength, skill, patience, discipline, intellectualism – and optimism - excellent characteristics, which turned this year, and the last sixty years, into era for German public relations, and Germany, to celebrate.
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6. Case Study 1 Volkswagen
Volkswagen Group’s handsome public relations internet site is dedicated to constantly delivering high-quality, accurate, tightly-focussed, pertinent and up-to-date news, statistics and information, with many transparent releases clearly attributing much of Volkswagens’’ enduring success to the attention the group pays to long-term planning. This is linked inextricably to their superbly efficient public relations-systems with diverse relevant local, national, regional and global publics, both internal and external.
Recent press releases on the site recount the corporation’s effective modern commencement and transition to ownership and control by the German Federal Government, and the State of Lower Saxony during October, 1949. Their press release announces: “A memorandum ... marked the climax to the breathtaking course of developments ... Volkswagen got off to a great start with the Beetle and the Transporter and soon became a symbol of the German economic miracle” (8th October, 2009).
Albrecht says “Power and structure are the key elements in the organizations people build” (2001, p. 16). Volkswagen’s internet site displays Volkswagen’s masterly and successful communication with diverse domestic and international publics, and its building of culturally and economically satisfying relationships, both internal and external, over more than sixty years. Prior to handing over in 1949, the British military government, who controlled the works, had developed a “close-knit sales and customer service network [which] paved the way for [entry into] the export business”. Volkswagen paid attention to getting structure right from the beginning, and the results are positive; power, on many levels. A further key decision was to “empower the workforce ... [by] encourage[ing] co-determination by agreeing to a democratically-elected factory representative ... and extending employees’ decision-making rights”.
The British also empowered Heinrich Nordhoff, “a textbook patriarch”, Director-General at Volkswagen’s Wolfsburg works from 1948 to 1968 (Reiger, 2009, pp. 1, 6.). From the 1940s, Volkswagen has made many economically-important, long-sighted public-relations-based decisions; that this German industry should concentrate on providing to the world, Volkwagen’s German delivery be on a global scale, and “tightly planned public-relations initiatives ... [would publicise Germany’s] triumphs” (pp. 1, 6). Dedicated to “constant and incremental technical improvements ... Nordhoff’s single-minded pursuit of a single-model policy exploited ... booming international demand” (p. 5), - and contributed to Germany’s superb positioning in today’s global marketplace.
With this beginning in 1949, “10,227 employees in Wolfsburg and Brunswick produced 45,154 Volkswagen – 2008 saw the multi-brand group that is [now] Volkswagen Akteingesellschaft produce 6.3 million vehicles with a workforce of 369,900 in many countries”. (8th October, 2009). (refer insert )
Today, in the midst of a “crisis year ... [a] product offensive ... [using their] broad product portfolio ... [has seen their] world market share rises to 11.7%”. To mid-October 2009, the Volkswagen Group China joint-venture annual sales in China increased by 37% (16th October, 2009). This month, Volkswagen Group are celebrating a five-million vehicle production anniversary in its Shanghai works, and entering a “Milestone [era and are] on the way to an integrated automotive group with Porsche” (1st. October, 2009). (refer insert )
To keep pace with these increases, further investment in China of four billion Euros ... to be financed from cash flow ... by 2011 is progressing, into the development of “new products, and the expansion of product capacities” Volkswagen Group China. (refer insert ) The targets: two million annual Chinese vehicle sales (12th October, 2009), and number one automaker worldwide.
Holding A+ plus Global Reporting Initiative (GPI) as a global leader in sustainability reporting and coverage Volkswagen Group is also classified as “an attractive international employee” in China. A spokesperson says “success was closely linked with the development of its employees ... [and that the group] focuses on fostering the competencies of its employees in China” (1st. October, 2009).
Group Chairman Martin Winterkorn, when delivering the Volkswagen Group 2009/2010 Sustainability Report entitled “Driving Ideas” stated, “the Volkswagen Group knew better than any other automaker how to meet the wishes of drivers both today and tomorrow”. He continued: “Volkswagen Group view sustainability as a fundamental process of corporate management. Commercial success, environmental protection and social responsibility: these three elements must be brought into balance around the globe and in a sustainable manner” (1st September, 2009).
Below is s small selection of examples of the Volkswagen Group’s many, diverse, recent, globally-situated, public relations initiatives, derived from some of their most recent (Jan-Sept 2009) releases:
- Audi (one of Volkswagen’s many iconic brands) committed to continuously enhance the environmental compatibility of products and production sites and to ensure eco-friendly use of natural resources
- Ingolstadt works: establishment of the Audi Environmental Foundation and 5million Euro endowment - to strive to protect the natural livelihood of people, animals and plants, by measures and research, which encourages the development of environmentally compatible non-automotive technologies. To promote environmental awareness and sustainable human/environment harmony
- Shanghai Volkswagen Road Safety Education TV Program successful – 2nd series April 2009
- “Volkswagen Green Journey” environmental education program in Poyang Lake Wetland May 2009
- “Volkswagen Green Journey” environmental education program Lhasa – September 2009 (6th October, 2009).
During this period of violent financial stress, lessening of global volume of trade, erratic regional growth, volatile market segmentation and the requirement for substantial commitments to eco-driven re-designs, Volkswagen Group have re-entered the marketplaces of North America, Russia, East and West Europe in anticipation of their recovery (refer inserts 4 and 5).
Attachment 1: Offentlichkeit and the Public Sphere
Attachment 2: German media statistics
Attachment 3: German cultural considerations
Assignment 2 Public Relations in Germany Susanne Harford 10043898 Page 15 of 24
