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McCarthy, E. J. and Perrault, W. D. (1994) Essentials of Marketing, 6th edn, Chicago: Irwin, p. 105. McDaniel, C. and Gates, R. (1993) Contemporary Marketing Research, 2nd edn, St Paul, MN: West Publishing Co. McLuhan, M. S. (1967) cited in W. J. Keegan (1999) Global Marketing Management, New Jersey: Prentice Hall, p. 1. Mokhiber, R. and Weissman, R. (2003) ‘The 10 worst corporations of 2002, available at http://www. multinationalmonitor.org downloaded 2 January; cited here with permission. Observer, (2001) 23 December, p. 4. Ohmae, K. I. (1985) Triad Power: The Coming Shape of Global Competition, New York: The Free Press. Ohmae, K. I. (1989) ‘Managing in a borderless world’, Harvard Business Review, 67, May–June, 152–61. Pincus, J. D., Robert, A. P., Rayfield, A. P. and DeBonis, J. P. (1991) ‘Transforming CEOs into chief communication officers’, Public Relations Journal, 47(4), 87–92. Podolny, J. M. (1993) ‘A status-based model of market competition’, American Journal of Sociology, 98(4), 829–72. Schultz, D. E. and Kitchen, P. J. (2000) Global Communications: An Integrated Marketing Approach, Chicago: NTC Business Books; London: Macmillan. Schultz, D. E. and Walters, T. (1997) Measuring Brand Communication ROI, Chicago: American Marketing Association. Shapiro, C. (1983) ‘Premium for high quality products as returns to reputations’, Quarterly Journal of Economics, 98(4), 659–81. Van Riel, C. (1999) Corporate Communications, New Jersey: Prentice Hall. Vendelo, M. T. (1998) ‘Narrating corporate reputation’, International Studies of Management and Organisation, 28(3), 110–28. Wall St. Journal, (1999) ‘The best corporate reputations’, September. Welch, J. (1994) cited in W. J. Keegan (1999) Global Marketing Management, New Jersey: Prentice Hall, p. 1. Yankelovich Partners (2001) Hill and Knowlton – Third Annual Corporate Reputation Watch: CEOs on Corporate Reputation. Zorn, T. (2001) ‘Talking heads: the CEO as spokesperson’ in P. J. Kitchen and D. E. Schultz (2001), pp. 26–7. © 2004 Sandra Oliver for editorial matter and selection; individual chapters, the contributors
CHAPTER 18 Communicating a continuity plan: the action stations framework Sandra M. Oliver Restructuring during the 1980s and 1990s often saw functional areas such as investor relations and government relations become the remit of finance or treasury departments, while internal or employee management communication found itself positioned as a low priority activity in human resource departments. During a disaster, this often left responsibility for corporate affairs such as image, identity and reputation management in a vacuum and without reference to corporate PR and communication strategists other than as an afterthought by marketeers responsible for customer relations or product promotion. The result was often a long-drawn-out damage limitation exercise or worse. The chapter focuses on three banks to illustrate how emergency communication structures and processes are critical components in forward planning. The role of corporate communication/PR director is pivotal in any organization’s continuity planning, carrying as it must for optimum performance, board-level authority and accountability, as illustrated by the co-dependency Action Stations Framework. Introduction At this critical point in the history of corporate communication management theory and practice as it evolves from PR disintegration, in parallel with the convergence of technology, the role of integrated communication management in industry and commerce is once again attracting a higher profile, particularly in the banking industry. The principal activity during a crisis for communication specialists is media relations, yet titles and roles of communication practitioners in British organizations vary. In banks, for example, operational and strategic organizational functions, including crisis management, may appear as shown in Table 18.1. In 1986 a Gallop survey of Britain showed that only 3 per cent of the general population trusted bankers, which suggests that in a crisis situation, banks are likely to attract more adverse publicity from the media than other © 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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Page 268 and 269: Figure 15.2 The changing face of Co
Page 270 and 271: PART III MANAGING IMAGE, IDENTITY A
Page 272 and 273: modes of delivery - it supports amo
Page 274 and 275: Conversely, and of equal importance
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Page 278 and 279: May, with 24 hours non-stop music b
Page 280 and 281: Kanter, R. M. (1989) When Giants Le
Page 282 and 283: Table 17.1 The best corporate reput
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Page 288 and 289: Table 17.3 Revenue (%) Less than $1
Page 290 and 291: While there is little doubt that go
Page 294 and 295: Table 18.1 Operational functions of
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Page 306 and 307: as electrical supplies, voice and d
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Page 310 and 311: on top of the building. Meridian we
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Page 316 and 317: Scenario: phases 1 and 2 Info sourc
Page 318 and 319: As vice president, Rex Engstrand, d
Page 320 and 321: Luftman, J. N. (2003) Managing Info
Page 322 and 323: Issues Issues management is part of
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Page 332 and 333: Figure 19.5 Tesco has statements ab
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Page 336 and 337: Mojo Wire, 11 is the website which
Page 338 and 339: Someone got your copyright: you got
Page 340 and 341: 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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