Samenvatting
Samenvatting Corporate Communication, ISBN: 9781526491978 Premaster Corporate Communication (825051-B-6-2021 SM2)
- Instelling
- Tilburg University (UVT)
Summary corporate communication lectures+book
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Voorbeeld van de inhoud
SUMMARY CORPORATE COMMUNICATIONChapter 1: Corporate communication definition
Corporate communication
= A management function | that offers a framework for the effective coordination off all internal and external
communication | with an overall purpose of establishing and maintaining favourable reputations | with
stakeholder groups upon which the organization is dependent
Management function at level the board to be coherent
Involves optimisation of reputation
More sale + employees
Creating brand image
Integrating marketing (concern themselves with ways of effectively bringing products to markets) and
public relations (concern themselves with issues of public concerns)
Traditional view: these two things are distinct
Markets are created by identification of a segment of the population for which a product/service is
demand
Public are seen as actively creating and mobilizing themselves whenever companies make decisions
that affect a group of people adversely
Concern themselves with more general news related to entire organization
Corporate communication has changed over time:
Range of specialized disciplines:
Corporate advertising
Corporate design
Internal communications
Issue and crisis management
Media relations
Investor relations
Change communications
Public affairs
Tasks corporate communication manager
Managerial tasks and tactical tasks are both needed.
The work of a corporate communication manager is not only writing nice texts, but primarily managerial. The
corporate communication manager has his place close by the CEO and management, because they help to
decide what policy the organization will take from a communication perspective. They need support from the
management, because it takes planning, coordinating between the different departments.
Managerial
Planning
Coordinating
Counselling CEOs and senior managers (=adviseren)
1
,Tactical: What to communicate and how to communicate
Producing messages: texts for the website, for press conferences, who is going to join a talk show and
what is he/she going to say
Disseminating messages (= verspreiden)
Factors that make corporate communication complex
Wide geographical range (multinationals)
Wide range of services and products
Corporate headquarters and various division and business units
Consensus within the organisation often hard to establish
Demands and integrated approach to harness the strategic interest of the organization at large
Covering all the stakeholder strategies
Many people and organizations involved
Key concepts
Mission
= Overriding purpose in line with the values and expectations of stakeholders
Who we are + what we value?
What business are we in?/ What business are we?
Stakeholders are needed
Vision
= Desired future state: the aspiration of the organization
What do we want to be known and appreciated for?
Corporate objectives
= Statement of overall aims in line with the overall purpose
More short-time and precise
In line with overall vision
Strategy
= The ways or means in which the corporate objectives are to be achieved an put into effect
Often specified in terms of specific organizational functions (finance, HR)
How it is done
2
,Corporate identity
= The profile and values communicated by an organization
Integrate all communication to ensure that different stakeholders conceive an organization in a
favourable and broadly consistent manner
In line with the projected identity
Corporate image
= The immediate set of associations of an individual in response to one or more signals or messages from or
about a particular organization at a single point in time
Related to individual actions
Damage can be repaired
Corporate reputation
= An individual’s collective representation of past images of an organization (induced through either
communication or past experiences) established over time
Longer term
Damage to reputation is difficult to repair
Positioning in the mind of the
stakeholder
Stakeholder
= Any group or individual who can affect or is affected by the achievement of the organization’s objectives
Neighbour’s, houses, student, the city, the restaurant at the University
Market
= A defined group for whom a product is or may be in demand (and for whom an organization created and
maintains products and services)
Communication
= The tactics and media that are used to communicate with internal and external groups
Integration
= The act of coordinating all communication so that the corporate identity is effectively and consistently
communicated to internal and external groups
3
, Corporate communication trends:
1980s:
Fragmentation led to each department sub optimizing their own performance
Restructuring trend in corporate organisations
Realization that strategic positioning was needed for stakeholders
1990s – 2000s:
Corporate branding + corporate identity + corporate reputation => positioning in the mind of the
stakeholders
Downsides of positioning view:
o Gives impression that stakeholders can be managed or even controlled
o Models of reputation management
o Corporate messages to direct outcomes in terms of awareness, attitudes or broader
reputational change
o Implies a linear model of communication
o It neglects the fact that stakeholders are active agents, not passive agents or speakers-in-
waiting
Questions arising from the positioning view:
- Can stakeholders be managed or even be controlled?
- Are models of reputation management all that matter?
- Corporate message always directed towards reputational change
- Are linear models of communication always the best?
- Are stakeholders always passive agents or speakers-in-waiting?
2010s:
Stakeholders have become more active: voicing their expectations, self-organizing & advocating
(pleiten)
Empowered by new media technologies that are more interactive and dialogue based
Gradual shift towards stakeholders sharing experiences, opinions and ideas about organizations
Challenges and opportunities through word-of-mouth and peer-to-peer influence
Vb: Werknemers kunnen een bedrijf in het slechte daglicht zetten als ze het ergens niet mee eens zijn via bv
social media
Engagement:
Not merely about sharing opinions and perspectives
Organization must be transparent
4
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