Samenvatting Corporate Communication
Geschreven door Layla Peters
,Table of content
Week 1
- Chapter 1,2,3
Week 2
- Chapter 4,5
Week 3
- Chapter 6,7
Week 4
- Chapter 8,9
Week 5
- Chapter 10,11
Week 6
- Chapter 12,13
,Corporate communication
Week 1
Chapter 1,2 & 3
1
Corporate communication is a management function for effective coordinating of internal
and external communication to gain and maintain a good reputation with stakeholders on
which an organisation depends on. (Important)
Stakeholders are a group of people for whom it’s important that an organisation exists
because they are consumers (extern) or employees (intern).
Activities of CC professionals
Managerial vs. Tactical
Planning Producing messages
Coordinating. Disseminating messages
Counselling CEO’s
Corporate branding: the things that make a brand known. E.g -> slogans or products. (AH:
dat is het lekkere van albert heijn)
Communication acc. to Cornelissen are the tactics and media that are used to communicate
with internal and external groups.
Complexities
Disciplines have different stakeholders
Wide geographical range
Wide range of service and products
Communications needs to be balanced between corporate headquarter and other divisions
(especially if they are located in different locations)
CC disciplines (important)
Corporate advertising
Corporate design
Employee/ internal communication (ch. 9)
Issue and crisis management (ch. 10 &11)
Media relations. (ch. 8)
Investor relations
Change communications. (ch. 12)
Public affair
Community relations
,2
Key concepts
1. Mission-vision-objectives-strategies
2. Corporate identity-corporate image-corporate reputation
3. Stakeholder-market
4. Communication-integration
Mission: overall purpose in line with stakeholders’ values and expectations. -> who we are
and what we value
Vision: desired future state-> what we want to become
Objectives: overall aims in line with overall purpose. -> how we measure our degree of
success.
Strategies: ways in which the objectives will be achieved. -> how will we achieve it.
Corporate identity: how the organisation itself sees its reputation and communicated with
stakeholders
Corporate image: an image that people have based on a one-time only experience.
Corporate reputation: a reputation that has been built over time by different experience
from consumers.
Stakeholder: relevant group of people who can affect an organisation. An active party
Market: targeted group for an organisation.
Communication: all the media and tactics used to communicate with internal and external
groups
Integration: coordination of all communication so that the corporate identity is effectively
and consistently communicated to stakeholders
Positioning: what differs an organisation from one other?
Downsides of CC
- Gives the impression that stakeholders can be controlled
- Models of reputation management-> reputations can be destroyed by one scandal
- Corporate messages to direct outcomes in terms of awareness, attitudes etc.
- Implies a linear model of communication.
- Stakeholders are active and not passive, so they speak when they want.
Trends and developments in CC
advocacy Transparency
publicity/promotions/information Positioning stakeholder engagement
authenticity
interactivity
1900-1970s 1980-2000s 2000s-present
Communications as tactical support ---> communication as strategic tool
,3
Overlapping marketing and public relations since 1980
marketing marketing communication
Public relations
Advertising
Drivers for integration
Organizational drivers
Efficiency
Accountability
Positioning
Overlap between disciplines.
Communications-based driver
Enormous communication clutter
Message effectiveness through consistency
Complementarity: cost inflammation
Market- and environment-based drivers
Transparency -> important
Inseparability of internal and external communication
Overlap between stakeholders’ roles
Vertical structures: the way tasks and activities are arranged and divided in different
departments. Mostly used by big organisations. People at a higher position control the
people at a lower position.
Horizontal structures: enables for fast responds to issues: agile (behendig), they control the
vertical structures and ensure consistency. They make work more flexible.
Shift from classic to modern communication
, Muckrakers are people who investigate an organisation and exposes scandals.
Employees become corporate communications professionals because they can easily
distribute news about their organisation
Citizen journalists: because everybody has access to technology, the size of citizen
journalism grows. This means that citizen can provide news. This makes it hard for
organisations because they have no control of the news that is being spread about them.
Social media: all internet-based platforms that is being used for creation and exchange of
user generated content (UGC). Build on the foundations of web 2.0.
Web 2.0: the general shift in the use of online technologies
Traditional vs. New media (important)
Traditional media New media
Communication approach Broadcasting: Stakeholders Crowdcasting: Stakeholders
are the audience receivers are participants of content
of a message
Communication model One-to-one Many-to-one/many
Underlying principle Corporate positioning: Content generation:
planned and controlled spontaneous and free
transfer of messages transfer of messages
metaphors Medium, channels Platform, arenas
Rules of communication Fixed, controlled Messy, impulsive
Costs of content production Expensive Cheap
Publishing threshold high Low
Social media presence. (important)
Owned media
Paid media
Earned media
Spokesblogger: employee maintaining a corporate blog
Spokebolggers can be critical about their organisation, but there are also opportunities of
spokesblogger. It is a new way to engage stakeholders, have conversations, have an
authentic voice, and tell your own story about your organisation and thus make it more
humane.
Challenges of social media
- Organisations lose control over their corporate message-> employees’ function as
communicators and can say what they want, and stakeholders can function as citizen
journalists.
- Stakeholders expect more online interaction. This cost a lot of time and money. They
expect good webcare. -> quick and appropriate responds
Geschreven door Layla Peters
,Table of content
Week 1
- Chapter 1,2,3
Week 2
- Chapter 4,5
Week 3
- Chapter 6,7
Week 4
- Chapter 8,9
Week 5
- Chapter 10,11
Week 6
- Chapter 12,13
,Corporate communication
Week 1
Chapter 1,2 & 3
1
Corporate communication is a management function for effective coordinating of internal
and external communication to gain and maintain a good reputation with stakeholders on
which an organisation depends on. (Important)
Stakeholders are a group of people for whom it’s important that an organisation exists
because they are consumers (extern) or employees (intern).
Activities of CC professionals
Managerial vs. Tactical
Planning Producing messages
Coordinating. Disseminating messages
Counselling CEO’s
Corporate branding: the things that make a brand known. E.g -> slogans or products. (AH:
dat is het lekkere van albert heijn)
Communication acc. to Cornelissen are the tactics and media that are used to communicate
with internal and external groups.
Complexities
Disciplines have different stakeholders
Wide geographical range
Wide range of service and products
Communications needs to be balanced between corporate headquarter and other divisions
(especially if they are located in different locations)
CC disciplines (important)
Corporate advertising
Corporate design
Employee/ internal communication (ch. 9)
Issue and crisis management (ch. 10 &11)
Media relations. (ch. 8)
Investor relations
Change communications. (ch. 12)
Public affair
Community relations
,2
Key concepts
1. Mission-vision-objectives-strategies
2. Corporate identity-corporate image-corporate reputation
3. Stakeholder-market
4. Communication-integration
Mission: overall purpose in line with stakeholders’ values and expectations. -> who we are
and what we value
Vision: desired future state-> what we want to become
Objectives: overall aims in line with overall purpose. -> how we measure our degree of
success.
Strategies: ways in which the objectives will be achieved. -> how will we achieve it.
Corporate identity: how the organisation itself sees its reputation and communicated with
stakeholders
Corporate image: an image that people have based on a one-time only experience.
Corporate reputation: a reputation that has been built over time by different experience
from consumers.
Stakeholder: relevant group of people who can affect an organisation. An active party
Market: targeted group for an organisation.
Communication: all the media and tactics used to communicate with internal and external
groups
Integration: coordination of all communication so that the corporate identity is effectively
and consistently communicated to stakeholders
Positioning: what differs an organisation from one other?
Downsides of CC
- Gives the impression that stakeholders can be controlled
- Models of reputation management-> reputations can be destroyed by one scandal
- Corporate messages to direct outcomes in terms of awareness, attitudes etc.
- Implies a linear model of communication.
- Stakeholders are active and not passive, so they speak when they want.
Trends and developments in CC
advocacy Transparency
publicity/promotions/information Positioning stakeholder engagement
authenticity
interactivity
1900-1970s 1980-2000s 2000s-present
Communications as tactical support ---> communication as strategic tool
,3
Overlapping marketing and public relations since 1980
marketing marketing communication
Public relations
Advertising
Drivers for integration
Organizational drivers
Efficiency
Accountability
Positioning
Overlap between disciplines.
Communications-based driver
Enormous communication clutter
Message effectiveness through consistency
Complementarity: cost inflammation
Market- and environment-based drivers
Transparency -> important
Inseparability of internal and external communication
Overlap between stakeholders’ roles
Vertical structures: the way tasks and activities are arranged and divided in different
departments. Mostly used by big organisations. People at a higher position control the
people at a lower position.
Horizontal structures: enables for fast responds to issues: agile (behendig), they control the
vertical structures and ensure consistency. They make work more flexible.
Shift from classic to modern communication
, Muckrakers are people who investigate an organisation and exposes scandals.
Employees become corporate communications professionals because they can easily
distribute news about their organisation
Citizen journalists: because everybody has access to technology, the size of citizen
journalism grows. This means that citizen can provide news. This makes it hard for
organisations because they have no control of the news that is being spread about them.
Social media: all internet-based platforms that is being used for creation and exchange of
user generated content (UGC). Build on the foundations of web 2.0.
Web 2.0: the general shift in the use of online technologies
Traditional vs. New media (important)
Traditional media New media
Communication approach Broadcasting: Stakeholders Crowdcasting: Stakeholders
are the audience receivers are participants of content
of a message
Communication model One-to-one Many-to-one/many
Underlying principle Corporate positioning: Content generation:
planned and controlled spontaneous and free
transfer of messages transfer of messages
metaphors Medium, channels Platform, arenas
Rules of communication Fixed, controlled Messy, impulsive
Costs of content production Expensive Cheap
Publishing threshold high Low
Social media presence. (important)
Owned media
Paid media
Earned media
Spokesblogger: employee maintaining a corporate blog
Spokebolggers can be critical about their organisation, but there are also opportunities of
spokesblogger. It is a new way to engage stakeholders, have conversations, have an
authentic voice, and tell your own story about your organisation and thus make it more
humane.
Challenges of social media
- Organisations lose control over their corporate message-> employees’ function as
communicators and can say what they want, and stakeholders can function as citizen
journalists.
- Stakeholders expect more online interaction. This cost a lot of time and money. They
expect good webcare. -> quick and appropriate responds
