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is an assessment tool. The resulting analysis does not suggest a particular strategy but may be used to formulate both strategies and tactics in a focused way by concentrating on areas of most need. The chapter is predicated on the presumption that integration of corporate communication is a good thing which can offer the benefits of synergistic effect. Importantly, it was recognized that a lack of integration is likely to have dysfunctional consequences. Lack of attention to ICC is not a neutral position but a negative one. The assessment profile proposed makes no attempt to measure these effects or to justify the value of integration. The ICC profiling approach proposed is ‘process’ driven, not outcomes driven. This is seen as the most practical and appropriate approach to adopt to assess integration. However, managers may make use of relevant ‘output’ performance measures in determining their responses to each of the dimensions and may seek to highlight particular sub-areas of each dimension for this purpose. REFERENCES Duncan, T. R. (1994) ‘Is your marketing communication integrated’, Advertising Age, 64(4), 26. Ehrenberg, A. S. C., Scriven, J. A. and Bernard, N. R. (2000) ‘Advertising established brands: an international dimension’, in S. O. Monye (ed.), The Handbook of International Marketing Communication, Oxford: Blackwell, Chapter 13. Fletcher, K., Wheeler, C. and Wright, J. (1994) ‘Strategic implementation of database marketing: problems and pitfalls’, Long Range Planning, 27(1), 133–41. Gonring, M. P. (1994) ‘Putting integrated marketing communication to work today’, Public Relations Quarterly, 39(3), 45–8. Hartley, R. A. and Pickton, D. W. (1997) ‘Integrated marketing communication: a new language for a new era’, Proceedings of the Second International Conference on Marketing and Corporate Communication, University of Antwerp, April. Jones, J. P. (1995) When Ads Work: New Proof That Advertising Triggers Sales, New York: Simon and Schuster. Linton, I. and Morley, K. (1995) Integrated Marketing Communication, Oxford: Butterworth Heinemann. Meffert, H. (1979) Praxis des Kommunikationsmix, Münster: BDW. Moriarty, S. E. (1994) ‘PR and ICC: the benefits of integration’, Public Relations Quarterly, 39(3), 38–45. Morley, M. (1998) Corporate communication: a benchmark study of the current state of the art and practice’, Corporate Reputation Review, 2(1), 78–86. Pickton, D. and Broderick, A. (2001) Integrated Marketing Communications, Harlow: Financial Times, Prentice Hall. Robbs, B. and Taubler, D. (1996) ‘Will creatives prevent agencies from adopting integrated marketing’, Marketing News, 30(20), 4. Shimp, T. (1997) Advertising, Promotion, and Supplemental Aspects of Integrated Marketing Communication, 4th edn, New York: Dryden Press. Schultz, D. E. (1993) ‘How to overcome the barriers to integration’, Marketing News, 27(15), 16. Schultz, D. E. (1997) ‘Integrating information resources to develop strategies’, Marketing News, 31(2), 10. Swan, A. (1993) ‘One-stop debate’, Marketing, 1 Apr, 42–3. Van Riel, C. B. M. (1995) Principles of Corporate Communications, London: Prentice Hall. Varey, R. J. (1998) ‘Locating marketing within the corporate communication managing system’, Journal of Marketing Communication, 4(3), 177–90. Varey, R. J. and White, J. (2000) ‘The corporate communication system of managing’, Corporate Communication: An International Journal, 5(1), 5–12. © 2004 Sandra Oliver for editorial matter and selection; individual chapters, the contributors
White, R. (1997) ‘Shouldn’t we be assessing the effectiveness of total communication campaigns rather than individual techniques’, International Journal of Advertising, 16, 118–22. Wolter, L. (1993) ‘Superficiality, ambiguity threaten IMC’s implementation and future’, Marketing News, 27(19), 12–13. © 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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Table 9.2 Seoul 1988 PR practices D
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Table 9.4 Atlanta 1996 PR practices
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according to the specific Australia
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etween venue operations and the pho
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Howard, S. (1998) Corporate Image M
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Meaning of the corporate brand Corp
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in today’s fast paced global comp
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managers and employees to keep up w
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in innovative products of a consist
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CHAPTER 11 Differing corporate comm
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would like to achieve. From the mom
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Most businesses have the potential
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clear majority of the respondents b
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Sales and business development team
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national differences, and they may
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imitate and copy others rather than
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and systems are altered. Communicat
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from business leaders to the people
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there were 78,339 firms involved in
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Table 12.1 Advertising industry tur
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loses the phonetic link with the or
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of the issues discussed here will h
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wants and attitudes, something that
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Table 12.10 How did you integrate t
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Table 12.14 What role does event sp
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NOTE 1 The Chinese names of interna
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linguistics; management and marketi
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your company is in. This brings us
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- securities - insider information;
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Only 8.8 per cent use a vendor for
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Building a corporate communication
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America some seventy years ago, onl
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and interpreting information. Liste
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• Electronic means: email, broadc
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People on their own and in organize
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LANs (local area networks) function
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Qualities of organizations and peop
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Technology and the environment The
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and external relationships. The act
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CHAPTER 14 Assessing integrated cor
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ment of working relationships with
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Barriers to integrated corporate co
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addressed in each dimension and bet
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example, the different strategies a
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Integration of communication target
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Dimensions of integration Very stro
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CHAPTER 15 New technology and the c
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However, there are also strong argu
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smaller groups of people, i.e. from
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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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