Global Awareness

Global awareness and understanding of international issues and practices related to communication demonstrated by at least one activity or assignment that asks students to explore a communication situation or problem from a global/international perspective.

COM 638 – “Strategic Communication for a Global Audience” provided a comprehensive overview of global communications through cultural, economic, political, historical and other lenses.

The international scandal involving the use of banned performance-enhancing substances Screen Shot 2017-03-07 at 10.06.21 PM.pngby Russian athletes was the subject of a research project during the course. The analysis focused on the Russian government’s use of propaganda, denial, and other tactics to mitigate damage to its reputation; although effective in its domestic culture, these measures played out very differently with a global audience. As I concluded, “the results of the study supported the grounded theory that the Russian government limited the ability to achieve its strategic communication intent by failing to align messages among athletes, government officials and other state interests.”

Here is a copy of the study.



My MA Communications muse

The term “portfolio” describes a collection of samples or works, as in the portfolio of an artist. But portfolio can also refer to one’s financial investments or holdings. This digital portfolio reflects both aspects as they relate to the experience during my graduate studies: a collection of various work products that together render the investment of hundreds of hours of study, as well as the intellectual holdings that they produced (I hope).

Back at the end of the first course (COM 601 Communications Fluency), I used a car as the metaphor for my communications skills and expertise. My entire professional career as a public relations practitioner, I had driven this car wherever I needed to go, with only a Screen Shot 2017-03-07 at 9.10.10 PM.pngsmidgeon of understanding about the theoretical mechanics of what actually makes it run. In many respects, the master’s coursework was analogous to sticking my head under the hood, taking apart the engine and then rebuilding it, to gain that understanding.

As an undergraduate major in journalism, I was trained to be a newspaper or broadcast reporter. Writing, editing, working under deadlines, and the ability to absorb and convey information in ways that were compelling to the receiver, were transferable skill-sets between journalism and public relations. Missing from this training was an academic foundation in theory, history, and cultural context and insight that the graduate level studies delivered. Additionally, the coursework enabled me to broaden my professional understanding and expertise, as well as to learn about digital forms of communication that are so prevalent in modern society.

The master’s studies were intellectually rigorous and always challenging. Over the past two years, there were innumerable instances where I was able to apply something gleaned from my studies to my work and vice versa. The experience has made me a more diversified, skilled and knowledgeable communications practitioner. Moreover, it has been the culmination of my academic and professional development to date, and the precursor (by design) for the next phase of my career and life.

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Screen Shot 2017-03-07 at 10.45.02 PMIntegrate theory and content learning by developing and completing a comprehensive communication project.

There were several examples of integrative learning  during the master’s coursework. One of the earliest came in COM 610 – “Social Creation of Organizing,” when I used the movie National Lampoon’s Animal House as a demonstration of Kenneth Burke’s “Equipment for Living.” The project, titled The Scoundrel as Leadership Archetype, examined symbols and other rhetorical characteristics of movies that influence viewers’ values and behaviors. For an example, I described the effect that the movie had on me; by presenting the characters as heroic figures who confronted oppressive institutions while exerting their own creativity, the work influenced my development as a leader. Although the choice of text to examine drew guffaws from the instructor and at least one of my classmates, it made for an interesting exercise in learning.

Similarly, the digital project in COM 613 – “Constructing Messages and Audiences” represented integration of theory and content learning. I analyzed the press conference to announce the 2015 firing of Tom Ross as president of the University of North Carolina. Titled “22 Minutes of Doublespeak,” the video applied Peter Berger’s motifs for social constructionism to explain this example of a strategic communications failure.

Digital Portfolio

of Adam Bernstein, APR*IMG_1633

A compendium of work that showcases my learning during graduate studies in pursuit of a Master of Arts in Communications from the Knight School of Communication – Queens University of Charlotte, May 2015 – May 2017.

Purpose | CourseworkLearning outcomes

About me:

  • Public relations practitioner with more than 30 years of experience providing strategic communications counsel
  • Currently Senior Vice President of Chernoff Newman, a leading Southeastern integrated communications agencies
  • Expertise includes internal/external communications planning, community relations, media relations, crisis communications, issues management, public affairs and marketing communications
  • Experience in healthcare, professional services, non-profit, real estate development and education
  • Accredited Member of the Public Relations Society of America (PRSA), as signified by the APR* after my name (woo hoo!); served as president, board member and International Assembly delegate for the Charlotte Chapter
  • Have chaired boards of numerous community organizations including the Foundation for the Charlotte Jewish Community, Temple Beth El and the Charlotte Civic Orchestra; also served as trustee of many others including the Charlotte Symphony, Jewish Federation of Greater Charlotte, Wildacres Leadership Initiative, The Echo Foundation and United Family Services Men for Change campaign committee
  • William Friday Fellow for Human Relations
  • Education: Bachelor of Arts in Journalism and English – University of North Carolina at Chapel Hill, May 1983; Master of Arts in Communications – Queens University of Charlotte, May 2017 (expected)

Elevator speech

Twitter: @AdamBernstein

Big Branding Ideas: Acting Small


Below is my podcast about Employee Identification. I interviewed the owner and employees of Bruce Julian Clothier in Charlotte, NC.

The purpose of the project was to provide an opportunity to “critically examine the effects of organizational identification practices (i.e., employee branding) on employees.”

Although I don’t have much of a future as a sound engineer, creating the podcast was fun and I learned a great deal. Unfortunately, the interviews were recorded in store during regular hours, so there’s a lot of ambient noise like a delivery truck and the tailor’s sewing machine idling. Oh well…

Hope you enjoy listening. Comments are welcomed.

Not Just Another Brick In the Wall

Behind every strong brand is a collective of loyal consumers who relate to that brand on a very personal level. Together, they’re called a brand community. And no brand can exist without one.

Research has shown that group members “are more interested in the social links that come from brand affiliations than they are in the brands themselves; brand loyalty is the reward for meeting their needs for community, not the impetus for the community to form” (Fournier, S., & Lee, L., 2009, April).

The brand reflects certain values and other traits that the consumer finds desirable or complementary with his or her self-image. Deep down, buying and using the product is validation. Powerful emotional connection leads to affiliation and ultimately, to brand loyalty.

Achieving a symbiotic relationship between brand and consumer should be what every brand manager thinks about morning, noon and night. Here are 10 rules to live by, not necessarily in any order, to help you reach that peak:

Tend the flock.

The brand community does not exist to serve the business; it exists to serve members’ blacksheepneeds (Fournier, S., & Lee, L., 2009, April). Consumers are looking for a sense of shared identity that differentiates them from others, common rituals and traditions. Their affiliation lead to a “sense of moral obligation” that inspires participation and binds the group together (Arvidsson, A. & Caliandro, A., 2016, p. 728). In other words, they’re engaging for themselves to fulfill a need, and the brand is a mechanism to accomplish that goal. Approach everything you do from the consumer’s perspective.

Dive deep into brand culture.

The culture of the community is hard-wired to the brand’s attributes. Harley Davidson owners are a particularly strong brand community because members share a dedication to motorcycle culture: “open road” lifestyle, riding activities, and personal values of individualism, freedom, and patriotism (Brand Communities and Consumer Tribes, 2016). Social scientists call this “organizational identification”,  which is to say that just as an organization reflects the characteristics of its members, the opposite is just as true (Ashforth, B. E., & Mael, F., 1989, p. 22). Members are one with their tribe. And the more you learn about how members interact with others, the more on-target your brand management will become.


A vibrant brand community can deliver valuable insights about customers, enhance marketing and advertising strategies, and aid in developing new products and services (Kleiman et al, 2010). Proper care and feeding of a community requires time, energy, resources — and respect. The size of the group must be calibrated, since too many participants may inhibit formation of relationships among members and with the brand. Trust is vital; if the organization tries to exploit the channel for increasing sales or gathering intelligence, or does not practice active listening, then credibility with members will be lost (Kleiman et al, 2010) . So will your chances to build brand equity.

Tell a good story.

Since the dawn of time, humans have told stories. Compelling stories can be extremely valuable because they make it easier for the consumer to engage the brand, while giving the organization clarity and understanding of the role that the brand plays in customers’ bond2lives (Yohn, 2014, LOC 3338). James Bond is great example of how effective narratives can be. In every Bond flick, certain brands are prominently and repeatedly portrayed: Aston Martin automobiles, Heineken beer, Coca Cola beverages, and Sony electronics. Bond fans can hardly expect to have the same experiences as their favorite character, such as death-defying car chases, frequent sexual escapades, and using of high-tech spy gadgets. But they can live the life of a sexy British super spy vicariously by using readily accessible brands that he uses on screen (Cooper & Schembri, 2010, p. 564). Narrative elements are powerful way to connect to the consumer.

Sweat the details.

It takes a lot of work to manage the characteristics of a strong brand. No detail is too small. Take language. Words, phrases, and tone of voice differentiate the product from its competition and encourages engagement by consumers — two vital elements of brand strength (Delin, J., 2005, p. 39). Brand name, descriptions, and terminology can reinforce physical or symbolic characteristics to form positive associations (Usunier, J., & Shaner, J., 2002, p. 215-16). Paying attention to language can also help international brands avoid cultural missteps in translations to other languages and cultures (Delin, 2005, p. 39).

Know the ground rules.ref

Each brand community has rules to keep everyone in line (Schau, H. J., et al., 2009, p. 34). These could be as formal as codes of conduct and governance, or as informal as when and how to welcome new members and other expectations for participation. Community protocols are as diverse and distinctive as the products they represent. Learn them to gain insight about what makes the group and its members tick.

Open your eyes.

Brand communication is becoming increasingly visual, and many experts believe that owlgraphic elements have surpassed verbal ones in importance for creating brand identity (Phillips, B. J., et al., 2014, p. 318). Your brand is visually depicted by its logo, typeface, color scheme, as well as the photos used in your promotional materials. Presenting a consistent visual brand identity reinforces desired senses of emotional congruence and familiarity, which strengthens consumer preference for the brand (pp 226-227).

Technology is NOT the answer.

The Internet, wireless technology and social media have largely replaced traditional forms of paid advertising as primary methods for product promotion. These resources have expanded reach to prospective consumers, provided more diverse methods of engaging them, and helped enable the building of brand communities. Technology is often a more efficient platform for sharing information, responding to questions or crisis scenarios, and delivering innovative methods for customer interaction, such as digital gaming or other virtual experiences online. But no matter how versatile or advanced technology may seem, it does not replace the need for good old fashioned understanding of what’s on your consumer’s mind. Technology is the means to an end, not the end

It’s bigger than that.

Consumers like brands with a conscience. When a brand takes on a social challenge like poverty, hunger or racial inequality, its supporters feel empowered and validated (Hoeffler, S., & Keller, K. L., 2002, p. 78). What’s more, consumers like to wear their support on their sleeves — literally – by publicly sharing their support for worthwhile causes with others, on bumper stickers, buttons, apparel or events (p. 80).

Stay alert online.

Don’t kid yourself; the Internet is a tremendous resource, but it can be a scary place. False or misleading information abounds, cyber-security issues loom, and fraudulent activities and abusive personal behaviors such as “trolling” and “stalking” are rampant. All of these can inhibit engagement and degrade credibility and messaging, which can undermine consumer trust. To mitigate their effects, make sure to maintain timely and accurate information, efficient and reliable digital interfaces, secure portals, and otherwise credible information online (Martín-Barbero, S., & Sandulli, F. D., 2006, p. 146.).


Think of a brand community as a long brick wall, with each brick representing a supportive group member. And you, the brand manager, are the brick mason. Constructing the brand wall requires engagement using a variety of methods — language, images, stories, etc. —  all designed to tap into each member’s sense of ideal self and validate traits that she considers valuable or desirable.

The best strategy for building a strong brand is to protect and serve the supporting community and its members. Take care of them first, and they will take care of your brand.


Algesheimer, R., Dholakia, U. M., & Herrmann, A. (2005). The Social Influence of Brand Community: Evidence from European Car Clubs. Journal Of Marketing, 69(3), 19-34.

ARVIDSSON, A., & CALIANDRO, A. (2016). Brand Public. Journal of Consumer Research, 42(5), 727-748. doi:10.1093/jcr/ucv053.

Ashforth, B. E. & Mael, F. (1989).  Social identity theory and the organization. Academy of Management Review, 14(1), 20–40.

Cooper, H., Schembri, S., & Miller, D. (2010). Brand-self identity narratives in the James Bond movies. Psychology & Marketing, 27(6), 557-567.

Delin, J. (2005). Brand Tone of Voice: a linguistic analysis of brand positions. Journal of Applied Linguistics, 2(1), 1-44. doi:10.1558/japl.2005.2.1.1

Fournier, S., & Lee, L. (2009, April). Getting Brand Communities Right. Retrieved September 15, 2016, from

Hoeffler, S., & Keller, K. L. (2002). Building Brand Equity Through Corporate Societal Marketing. Journal Of Public Policy & Marketing, 21(1), 78-89.

Kleiman, D., & Keinan, A. (2010, May 17). Don’t Make These Mistakes with Your Online Brand Community. Retrieved September 20, 2016, from

Martín-Barbero, S., & Sandulli, F. D. (2006). Harley Davidson’s Brand Identity on the Web: A BIWAM Filtering. Journal of Website Promotion, 2(1/2), 141-161. doi:10.1080/15533610802104190.

Phillips, B. J., McQuarrie, E. F., & Griffin, W. G. (2014). The Face of the Brand: How Art Directors Understand Visual Brand Identity. Journal of Advertising, 43(4), 318-332. doi:10.1080/00913367.2013.867824.

Schau, H. J., Muñiz, A. M., & Arnould, E. J. (2009). How Brand Community Practices Create Value. Journal Of Marketing, 73(5), 30-51. doi:10.1509/jmkg.73.5.30.

Usunier, J., & Shaner, J. (2002). Using linguistics for creating better international brand names. Journal Of Marketing Communications, 8(4), 211.

Yohn, D. L. (2014). What great brands do: The seven brand-building principles that separate the best from the rest. San Francisco, CA: Jossey-Bass, a Wiley brand.

@. (n.d.). Brand Communities & Consumer Tribes | Vivid Brand. Retrieved September 15, 2016, from

COM 664: Organizational Identity and Brand


Welcome back to my blog. It’s been a while since my last post.

I have created a category for COM 664 – Organizational Identity and Brand, where I will post assignments related to the brand project later in the course. When you return (and I hope you will), select the COM 664 category in the “Menu & Widgets” box at upper right of the home page.

Taking a cue from Neely M, a friend and classmate, here’s the course description for COM 664:

This course explores the ways organizations today craft and communicate an authentic brand identity. As the marketplace changes, organizations are challenged to find ways to differentiate and gain the competitive edge. Connecting with stakeholders through a clear and consistent identity that aligns with organizational values and mission can increase profits as well as customer and employee loyalty. This course highlights the most effective ways to craft brand identity through authentic, strategic messages and visual presentation disseminated through both traditional and mediated platforms. The course also investigates how social networks have changed and challenged efforts to craft organizational identity and brand, as well as the ways employees’ personal identities are ultimately interdependent with organizational identity.

Looking forward to re-connecting.