Contents
Corporate communication Chapter 1:....................................................................................................2
Corporate communication Chapter 2 (until p.27/fig2.3).........................................................................4
Corporate communication Chapter 3 (only p. 42-44).............................................................................6
Corporate communication Chapter 4 (excluding stakeholder salience model, pp. 69-71)......................7
Corporate communication chapter 5 (excluding 5.3 on corporate branding).........................................9
Corporate communication Chapter 6 (only section 6.1 and 6.2)..........................................................12
Corporate communication Chapter 8...................................................................................................13
Corporate communication Chapter 10 (excluding 10.4 and 10.5)........................................................15
Corporate communication Chapter 13 (excluding 13.4).......................................................................18
PR chap 20............................................................................................................................................19
PR Ch 16...............................................................................................................................................22
Visual Language (PP 108, 112-115, CH 13)...........................................................................................24
,Corporate communication Chapter 1:
How to define corporate communication?
Until the 1970s, practitioners had used the term ‘public relations’ to describe communication with
stakeholders. This function included mostly only communication with the press. When other
stakeholders, internal and external from the company, started to demand more than that, the term
‘corporate communication’ came.
Stakeholders: any group or individual who can affect or is affected by the achievement of an
organisation’s objectives.
An important characteristic from the new ‘corporate’ function is that it focuses on the organisation
as its whole and on the important task of how an organization presents itself to all its key
stakeholders, both internal and external.
Corporate communication: a management function that offers a framework for the effective
coordination of all internal and external communication with the overall purpose of establishing and
maintaining favourable reputations with stakeholder groups upon which the organisation is
dependent.
Corporate communication demands an integrated approach to managing communication. Unlike a
specialist frame of reference, corporate communication transcends the specialities of individual
communication practitioners and crosses these specialist boundaries to harness the strategic
interests of the organisation at large.
- Key concepts in corporate communication –
Mission: overriding purpose in line with the values and expectations of stakeholders
Vision: desired future state: the aspiration of the organisation
Corporate objectives: statement of overall aims in line with the overall purpose
Strategy: the ways or means in which the corporate objectives are to be achieved and put
into effect
Corporate identity: the profile and values communicated by an organisation, this is what the
company wants to project to all its important stakeholder groups
Corporate image: the immediate set of associations of an individual in response to one or
more signals or messages from or about a particular organisation at a single point in time
- Everyone holds a different image of a company, example: greenpeace holds a different image
of shell, than someone who works for shell
Corporate reputation: an individual’s collective representation of past images of an
organisation established over time
Integration: the act of coordinating all communication so that the corporate identity is
effectively and consistently communicated to internal and external groups
Business communication and management communication are different from corporate
communication, because they communicate within the organisation whilst corporate communication
focuses on the entire company and the entire function of management.
Timeline of communication –
, Up until 1970s: largely used in a tactical support role for other functions such as finance and
marketing in the organisation, where its role was to announce corporate decisions, publicize
corporate events or promote products and services.
1980s – 2000s: a real shift in that communication became used in a more strategic sense to
realize the organization’s objectives and to build reputational capital with stakeholders upon
whom the organization depends for its continues success and survival. The ‘positioning’
paradigm that emerged at that time is, however, gradually evolving into a new era of
‘stakeholder engagement’ which bring with it new points of emphasis around interactivity,
authenticity, transparency and advocacy.
Advocacy: an attempt to try to change stakeholder expectations and public opinions on an issue
through issue campaigns and lobbying.
Authenticity: the quality or condition of communication being authentic, trustworthy or genuine.
Corporate communication Chapter 1:....................................................................................................2
Corporate communication Chapter 2 (until p.27/fig2.3).........................................................................4
Corporate communication Chapter 3 (only p. 42-44).............................................................................6
Corporate communication Chapter 4 (excluding stakeholder salience model, pp. 69-71)......................7
Corporate communication chapter 5 (excluding 5.3 on corporate branding).........................................9
Corporate communication Chapter 6 (only section 6.1 and 6.2)..........................................................12
Corporate communication Chapter 8...................................................................................................13
Corporate communication Chapter 10 (excluding 10.4 and 10.5)........................................................15
Corporate communication Chapter 13 (excluding 13.4).......................................................................18
PR chap 20............................................................................................................................................19
PR Ch 16...............................................................................................................................................22
Visual Language (PP 108, 112-115, CH 13)...........................................................................................24
,Corporate communication Chapter 1:
How to define corporate communication?
Until the 1970s, practitioners had used the term ‘public relations’ to describe communication with
stakeholders. This function included mostly only communication with the press. When other
stakeholders, internal and external from the company, started to demand more than that, the term
‘corporate communication’ came.
Stakeholders: any group or individual who can affect or is affected by the achievement of an
organisation’s objectives.
An important characteristic from the new ‘corporate’ function is that it focuses on the organisation
as its whole and on the important task of how an organization presents itself to all its key
stakeholders, both internal and external.
Corporate communication: a management function that offers a framework for the effective
coordination of all internal and external communication with the overall purpose of establishing and
maintaining favourable reputations with stakeholder groups upon which the organisation is
dependent.
Corporate communication demands an integrated approach to managing communication. Unlike a
specialist frame of reference, corporate communication transcends the specialities of individual
communication practitioners and crosses these specialist boundaries to harness the strategic
interests of the organisation at large.
- Key concepts in corporate communication –
Mission: overriding purpose in line with the values and expectations of stakeholders
Vision: desired future state: the aspiration of the organisation
Corporate objectives: statement of overall aims in line with the overall purpose
Strategy: the ways or means in which the corporate objectives are to be achieved and put
into effect
Corporate identity: the profile and values communicated by an organisation, this is what the
company wants to project to all its important stakeholder groups
Corporate image: the immediate set of associations of an individual in response to one or
more signals or messages from or about a particular organisation at a single point in time
- Everyone holds a different image of a company, example: greenpeace holds a different image
of shell, than someone who works for shell
Corporate reputation: an individual’s collective representation of past images of an
organisation established over time
Integration: the act of coordinating all communication so that the corporate identity is
effectively and consistently communicated to internal and external groups
Business communication and management communication are different from corporate
communication, because they communicate within the organisation whilst corporate communication
focuses on the entire company and the entire function of management.
Timeline of communication –
, Up until 1970s: largely used in a tactical support role for other functions such as finance and
marketing in the organisation, where its role was to announce corporate decisions, publicize
corporate events or promote products and services.
1980s – 2000s: a real shift in that communication became used in a more strategic sense to
realize the organization’s objectives and to build reputational capital with stakeholders upon
whom the organization depends for its continues success and survival. The ‘positioning’
paradigm that emerged at that time is, however, gradually evolving into a new era of
‘stakeholder engagement’ which bring with it new points of emphasis around interactivity,
authenticity, transparency and advocacy.
Advocacy: an attempt to try to change stakeholder expectations and public opinions on an issue
through issue campaigns and lobbying.
Authenticity: the quality or condition of communication being authentic, trustworthy or genuine.
