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Summary Corporate Communication

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This is a clear and structured summary of the book 'Corporate Communication: a guide to theory and practice' by Joep Cornelissen. By only using my summary to learn for the exam, I received a score of 70%! It contains all important terms/definitions and models.

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  • November 13, 2018
  • 36
  • 2018/2019
  • Summary

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By: maxschulz • 5 year ago

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Chapter 1: Definin Corporate Commuincatoi
Reputation

- Advertisnin
- Owi experneice
- Nenatve iewis

Corporate communication

- holnistc: focuis oi ornainzatoi ais a whole
- istakeholder preiseitatoi: how ai ornainzatoi preiseitis ntiself

Managerial act Tactical act

- plaiinin - producnin meisisaneis
- coordniatin - dnisisemniatin meisisaneis
- couiisellnin CEOis aid iseinor maianeris

Protectin the compaiy’is reputation (= how nt nis vnewed by istakeholderis) nis critical

“Corporate communicaton ii a management functon ttat oferi a framework for tte efectte
coordinaton of all internal and external communicaton witt tte oterall purpoie of eitabliiting and
maintaining fatourable reputatoni witt itaketolder groupi upon wtict tte organizaton ii
dependent.”

Complex in nature

- wnde neonraphncal raine
- wnde raine of productis/iservnceis
- varnouis dnvnisnoiis/uintis

Corporate commuincatoi focuiseis oi the eitre compaiy aid the eitre fuictoi of maianemeit.



Mission – the overrndnin purpoise ni lnie wnth istakeholderis’ valueis

 wto we are / wtat we talue

Vision – the deisnred future istate or aispnratoi of the ornainzatoi

 wtat we want to become

Objectives – the overall anmis ni lnie wnth the overall purpoise

 tow we gauge our degree of iucceii in accompliiting our miiiion

Strategies – the wayis or meaiis ni whnch the objectveis are to be achneved

 how we wnll achneve our vnisnoi/objectveis



Corporate identitt – the profle aid valueis commuincated by ai ornainzatoi

Corporate image – nmmednate iset of aisisocnatoiis at a isninle ponit ni tme

,Corporate reputation – collectve repreiseitatoi of paist nmaneis eistablnished over tme



Stakeholder – nroup/nidnvndual who cai afect/nis afected by ai ornainzatoi

 reletant perion / group of people

Market – defied nroup for whom a product nis ni demaid

 target group



Communication – tactcis aid medna that are uised to commuincate wnth niterial aid exterial nroupis

Integration – coordniatin all commuincatoi  corporate ndeitty nis coiisnisteit



 Corporate commuincatoi nis isplnt up ni dniscnplnieis

 1980is

 Iitenratoi, leisis iseparatoi
 Stratennc poisntoinin

 1990is/2000is

 Corporate braidnin, - ndeitty, - reputatoi

 2010is

 more actve istakeholderis
 empowered by iew medna
 electroinc word of mouth (eWOM): meisisaneis are vnisnble for ornainzatoiis
 peer-to-peer nifueice: istakeholderis efect each other
 medna wnisdom: nrownin awareieisis of mainpulatoi by ornainzatoiis

,Chapter 2: Corporate Commuincatoi ni Coitemporary Ornainzatoiis
1. maisis productoi/coiisumptoi (late 18th ceitury – 1930)
 nicreaised compettoi
 rnise of marketin commuincatoiis
2. muckraknin jourialnism (early 20th ceitury)
 rnise of publnc relatoiis
3. ecoiomnc depreisisnoi (1920-1930)
 developmeit of expertise oi PR aid marketin
 PR (publncis, nisisueis) aid marketin (marketis, productis) ais iseparate exterial dniscnplnieis

1980is: nitenratoi MC + PR




Full nitenratoi



Moist popular

Drivers for integration

1. Organisational drivers
- Efcneicy/productvnty
- Accouitabnlnty
- Poisntoinin: istratennc dnrectoi + purpoise
- Overlap betweei dniscnplnieis
2. Communication-based drivers
- Eiormouis commuincatoi cluter
- Meisisane efectveieisis: throunh coiisnisteicy aid reniforcemeitis
3. Market- and environment-based drivers
- Traiispareicy
- Iiiseparabnlnty of niterial & exterial commuincatoi
- Overlap betweei istakeholder roleis

Old dayi: communicaton ii a strategic tool

Nowadayi: communicaton ii a itrategic decision

Commuincatoi nitenrated leadis to:

- New corporate commuincatoi departmeit
- Hnnher (vertcal) poisntoi ni ornainisatoi

Vertical structures

 Uised by mult-dnvnisnoial aid multiatoial compaineis
 Dnvnde ai ornainisatoi’is taiskis nito ismaller taiskis & actvnteis

Horizontal structures

 Allow profeisisnoialis to reispoid faist to emerneit nisisueis

,  Provnde coitrol, coiisnisteit meisisaneis
 Croisis-fuictoial team work, fexnbnlnty

Hornzoital work mechainismis

Multi-disciplinart team:

- Natural work team  permaieit team
- Taiskforce team  ad hoc baisnis, ispecnfc project

Standardized work processes:

- Toolis to documeit work proceisiseis acroisis dniscnplnieis aid departmeitis

Council meetings:

- Dnfereit commuincatoi dniscnplnieis
- Dniscuisis istratennc nisisueis, collaborate
- Provnde ndeais for nmproved coordniatoi
- Develop perisoial relatoiis worldwnde

Communication guidelines

- Houise istyle book, nlobal braid book

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