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NOTE 1 The Chinese names of international brands in the study have been reverse-translated into English literally. The translation may appear odd in English because (1) they are coined in such a way as a brand name; and (2) Chinese characters used in these names may have various interpretations in meaning. REFERENCES Fan, Y. (2000) ‘A Classicification of Chinese culture’, Cross Cultural Management: An International Journal, 7:2, 3–10. Fan, Y. (2002a) ‘The National image of global brands’, Journal of Brand Management, 9:3, 180–192. Fan, Y. (2002b) ‘Globalbrand.com: standardised or localised communications’ Academy of Marketing Conference, Nottingham. Fan, Y. and Pfitzenmaier, N. (2002) ‘Event sponsorship in China’, Corporate Communication: An International Journal, 7:2, 110–116. Levitt, T. (1983) ‘The globalization of markets’, Harvard Business Review, May-June, 61:3, 92–102 Quelch, J. A. and Hoff, E. J. (1986) ‘Customizing global marketing’, Harvard Business Review, 64:3, 59–68. Roth, M. S. (1995) ‘Effects of global market conditions on brand image customisation and brand performance’, Journal of Advertising, 24:4, 55–75. Usunier, Jean-Claude. (2000) Marketing across Cultures, 3rd edn, London: FT Prentice Hall. Wang, J. (1997) ‘From four hundred million to more than one billion consumers: a brief history of the foreign advertising industry in China’, International Journal of Advertising, 16:4, 241–260. Wei, R. (1997) ‘Emerging lifestyles in China and consequences for perception of advertising, buying behaviour and consumption preferences’, International Journal of Advertising, 16:4, 261–276 Wu, X. (2002) ‘Doing PR in China: a 2001 version – concepts, practices and some misperceptions’, Public Relation Quarterly, Summer, 10–18. Yin, J. (1999) ‘International advertising strategies in China: a worldwide survey of foreign advertisers’, Journal of Advertising Research, 39:6. ACNielsen, www.acnielsen.com.cn China Daily, www1.chinadaily.com.cn China PR, www.chinapr.com.cn Economic Daily, www.economicdaily.com.cn Unilever, www.unilever.com.cn © 2004 Sandra Oliver for editorial matter and selection; individual chapters, the contributors
CHAPTER 13 Today’s corporate communication function Michael B. Goodman This chapter looks at a variety of management functions in relation to an organization’s communication strategies for both internal and external stakeholders. It recognizes that technologies such as the internet underscore the global character of communication and that corporate communication has become a strategic tool for a corporation to gain competitive advantage. The chapter explores current trends in corporate communication and a variety of other important issues such as the role of business and communication; tools for communication practitioners; the building of relationships; and communication during change management. Corporate communication (Goodman, 1994 and 1998) is the term used to describe a variety of management functions related to an organization’s internal and external communications. Depending on the organization, corporate communication can include such traditional disciplines as: public relations, investor relations, employee relations, community relations, media relations, labour relations, government relations, technical communication, training and employee development, marketing communication, management communication. Many organizations also include philanthropic activity, crisis and emergency communication, and advertising as part of corporate communication functions. Technologies such as the internet underscore the global character of communication. In practice, corporate communication is a strategic tool for the corporation to gain a competitive advantage. Corporations use it to lead, motivate, persuade, and inform employees – and the public as well. Understanding corporate communication provides the vision a company requires in an information-driven economy for strategic planning. Corporate communication is more art than science. Its intellectual foundations began with the Greeks and Romans – with rhetoric. Its body of knowledge is interdisciplinary, drawing on the methods and findings of: anthropology; communication; language and © 2004 Sandra Oliver for editorial matter and selection; individual chapters, the contributors
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HANDBOOK OF CORPORATE COMMUNICATION
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First published 2004 by Routledge 1
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PART II: CORPORATE COMMUNICATION AT
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Figures 2.1 Strategic employee comm
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Tables 2.1 Strategic objectives 5.1
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Contributors Anthony Clive Allen is
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David Pickton lectures and research
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organization as a whole beyond that
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Preface In its 250th anniversary ye
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PART I CORPORATE COMMUNICATION AT N
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enlightenment regarding cross-cultu
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participants had a sense of outcome
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5 Working to define clear and measu
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game’ according to the men’s ru
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that assist the leader in perceivin
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interaction patterns are slow to ev
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and physical ability. As the concep
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organizations: have academics and t
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CHAPTER 2 A best-practice approach
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implications and effects. Many mana
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4 Effective media/forums: Effective
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The three-phase action plan contain
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Where are the company’s employee
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Once senior management has establis
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employee improvement efforts, at th
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CHAPTER 3 Knowledge management for
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take this further and distinguish b
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• The identification of the conce
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structured). The lack of formal org
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as they occur in and affect organiz
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kinds in organizations, data wareho
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tools, techniques, methods and prin
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the wider tasks of disseminating kn
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to achieve. Rich networks of contac
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management of these resources. Ther
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CHAPTER 4 Corporate and government
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the collective and the planned towa
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individual business executive cause
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due to ‘handicaps in status’. D
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definition of the national interest
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This was the case with the Major go
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Public silence, private analysis an
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The tension between these perspecti
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Principles and Practice, London: Th
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have resulted in shifts in normativ
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out of which twenty-three replies w
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Argument over how public relations
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ather than rank in order of perceiv
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programmes. This is possible only i
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A practitioner claims that research
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elations. The term that seems to be
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have in place some form of auditing
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2 Wheeler, T., D. Moss and J. White
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CHAPTER 6 Communication similaritie
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of mass communications, journalism
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2000). Stakeholders with a large st
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But over time, both entrepreneurial
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with a small and important number o
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similarities of quoted (listed) or
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expressed, especially in the United
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Chairman CorpCom Committee Finance
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their time on communication. Argent
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question, debate the judiciary func
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CHAPTER 7 Strategic challenges for
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implementation which implies three
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one major objective to aim at whils
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The nurse The administrator The the
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Patients and service users Non-care
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whom a communication breakdown may
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hospital as advocated by the profes
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A changing local government environ
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Act local Despite the original misg
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Summary Both studies indicate the c
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CHAPTER 8 Communication audits: bui
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ship of key issues and relating com
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• What are the key business probl
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available the results will be, and
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should also be publicized. In this
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• give regular feedback on perfor
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REFERENCES Cialdini, R. (2001) Infl
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CHAPTER 9 The Olympic Games: a fram
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well-structured department format,
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Page 168 and 169: Table 9.4 Atlanta 1996 PR practices
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Page 174 and 175: Howard, S. (1998) Corporate Image M
Page 176 and 177: Meaning of the corporate brand Corp
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Page 180 and 181: managers and employees to keep up w
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Page 184 and 185: CHAPTER 11 Differing corporate comm
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Page 188 and 189: Most businesses have the potential
Page 190 and 191: clear majority of the respondents b
Page 192 and 193: Sales and business development team
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Page 204 and 205: Table 12.1 Advertising industry tur
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Page 212 and 213: Table 12.10 How did you integrate t
Page 214 and 215: Table 12.14 What role does event sp
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Page 224 and 225: Only 8.8 per cent use a vendor for
Page 226 and 227: Building a corporate communication
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Page 232 and 233: • Electronic means: email, broadc
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Page 244 and 245: CHAPTER 14 Assessing integrated cor
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dominated by a handful of huge comp
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Figure 15.2 The changing face of Co
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PART III MANAGING IMAGE, IDENTITY A
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modes of delivery - it supports amo
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Conversely, and of equal importance
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open up new competitions in what we
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May, with 24 hours non-stop music b
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Kanter, R. M. (1989) When Giants Le
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Table 17.1 The best corporate reput
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Mandelson, Henry McLeish, and Slobo
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Schultz, 1999). The second reason i
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Table 17.3 Revenue (%) Less than $1
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While there is little doubt that go
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McCarthy, E. J. and Perrault, W. D.
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Table 18.1 Operational functions of
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Table 18.2 Differences between rout
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Due to the wide range of circumstan
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Legislative/regulatory (UK) Environ
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The Turnbull Report encompasses iss
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Data recovery Technology recovery B
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as electrical supplies, voice and d
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direction the media would take so t
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on top of the building. Meridian we
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the system/building failure was dow
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Scotiabank’s incident response In
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Scenario: phases 1 and 2 Info sourc
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As vice president, Rex Engstrand, d
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Luftman, J. N. (2003) Managing Info
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Issues Issues management is part of
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Agency Agency Agency Agency Transpa
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tent. Such lack of website maintena
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inging people in to work from home
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e) deployed. In addition, the conse
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Figure 19.5 Tesco has statements ab
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organization is something that has
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Mojo Wire, 11 is the website which
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Someone got your copyright: you got
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prevent a mass of comment in dozens
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NOTES 1 Grunig, J. E. (1982), ‘Th
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lifetimes. 2 A study by CBS News an
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• Do you agree the events of Sept
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Table 20.1 Responses of senior-leve
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important and more significant assi
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Table 20.3 Comparing mean scores be
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11th because stockholders and emplo
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email conversational interviews wit
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CHAPTER 21 Public relations and dem
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about public policy options. This t
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international flux and transformati
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etween organizations and publics. A
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elations. Some of these took their
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By the late 1950s and early 1960s m
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PART IV THE FUTURE IS NOW
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developed in this chapter as an aid
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composition can be judged by visual
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Figure 22.1 Toyota Source: Permissi
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Response The represented participan
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(11) Is the linearity (position of
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(3) What is the integration of diff
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Response The text is concerned with
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CHAPTER 23 Methodological issues fo
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The whole management endeavour is t
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awareness of what is involved in in
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• In making sense of the world, u
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CHAPTER 24 Communication for creati
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simultaneously de-emphasizes the va
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y what the organization values and
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Opportunities for providing a varie
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integrated organization is recogniz
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Activities 1 Select three establish
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Shepherd, M., Briggs, R., Reinig, B
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demand for cultural insight (Coulma
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The evolution of the knowledge econ
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their products. In testimony before
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language policies. With rare except
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Individuals possess unique personal
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Abrams (1983) goes on to describe l
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dominant language emerges within hi
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degree to which the language afford
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Table 25.1 Functionality offered by
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Dhir, K. S. and Savage, T. (2002)
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Reeves, N. and Wright, C. (1996) Li
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growth of public relations. There i
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economic downturn, the global corpo
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definition, demanded that it be bro
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Technology Anyone practising public
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nurses and pharmacists, and include
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1-way mandate from HQ 24% Local uni
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accounting procedures being used an
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of the tragedy of Enron, that 90 pe
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expose the student to some thought
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and the understanding that ‘trust
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CHAPTER 28 The new frontier for pub
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necessary (Grunig et al., 1995). Fo
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culture-bound perspectives and assu
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audiences; in addition to communica
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All respondents agreed that knowled
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company needing more foot soldiers
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(1995) Multicultural Public Relatio
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