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| Preface to the Fifth Edition | |
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| A Note on the Case Method | |
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| The Changing Environment for Business | |
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| Attitudes toward American Business Through the Years | |
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| Hollywood: A window on Main Street and Wall Street | |
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| The Global Village | |
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| How to Compete in a Changing Environment | |
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| Recognize the Changing Environment | |
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| Adapt to the Environment without Compromising Priniciples | |
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| Don't Assume Problems Will Magically Disappear | |
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| Keep Corporate Communication Connected to Strategy | |
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| Conclusion | |
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| Case: Google Inc. | |
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| Communicating Strategically | |
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| Communication Theory | |
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| Developing Corporate Communication Strategies | |
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| Setling and Effective Organization Strategy | |
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| Analyzing Constituencies | |
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| Delinering Messages Appropriately | |
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| Constituency Responses | |
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| Conclusion: The Corporate Communication Connection to Vision | |
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| Case: Carson Container Corporation | |
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| An Overview of the Corporate Communication Function | |
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| From "PR" to "CorpComm" | |
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| The First Spin Doclors | |
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| A New Function Emerges | |
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| To Centralize or Decentralize Communications | |
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| Where Should the Function Report? | |
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| The Subfunctions within the Function | |
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| Identity and Image | |
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| Corporate Advertising and Advocacy | |
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| Corporate Responsibility | |
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| Media Relations | |
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| Marketing Communications | |
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| Internal Communications | |
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| Investor Relations | |
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| Government Relations | |
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| Crisis Management | |
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| Conclusion | |
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| Case: The Hewlett-Packard Company | |
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| Identity, Image, Reputation, and Corporate Advertising | |
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| What Are Identity and Image? | |
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| Differentiating Organizations through Identity and Image | |
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| Shaping Identity | |
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| A Vision That Inspires | |
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| Names and Logos | |
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| Putting It All Together Consistency Is key | |
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| Identity Management in Action | |
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| Conduct a Identity Audit | |
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| Set Identity Objectives | |
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| Develop Designs and Names | |
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| Develop Protolypes | |
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| Lanuch and Communicate | |
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| Implement the Program | |
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| Image: In the Eye of the Beholder | |
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| Building a Solid Reputation | |
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| Why Reputation Matters | |
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| Measuring and Managing Reputation | |
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| Corporate Philanthropy and Social Responsibility | |
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| What Is Corporate Advertising? | |
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| Advertising to Reinforce Identity or Enhance Image | |
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| Advertising to Attract Investment | |
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| Advertising to Influence Opinions | |
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| Who Uses Corporate Advertising and Why? | |
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| Increase Sales | |
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| Create a Stronger Reputation | |
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| Recruit and Retain Employes | |
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| Conclusion | |
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| Case: JetBlue Airways: Regaining Altitude | |
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| Corporate Responsbility | |
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| What Is Corporate Responsibility? | |
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| The New Millennium's CR Surge | |
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| The Upside of CR | |
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| CR and Corporate Reputation | |
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| Consumer Values and Expectations: Taking Matters into Their Own Hands | |
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| Investor Pressures: The Growth of Socially Responsible Investing | |
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| Responsibility Inside and Out: Employee Involvement in CR | |
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| Strategic Engagement: The Continued Influence of NGOs | |
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| Being Green: The Corporation's Responsibility to the Environment | |
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| Communicating About Corporate Responsibility | |
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| A Two-Way Street: Creating an Ongoing Dialogue | |
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| The Dangers of Empty Boasting | |
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| The Transparency Imperative | |
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| Getting It Measured and Done: CR Reporting | |
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| Conclusion | |
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| Case: Starbucks Coffee Company | |
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| Media Relations | |
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| The News Media | |
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| The Growth of Business Coverage in the Media | |
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| Building Better Relations with the Media | |
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| Conducting Research for Targeting Media | |
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| Responding to Media Calls | |
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| Preparing for Media Interviews | |
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| Gauging Success | |
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| Maintaining Ongoing Relationships | |
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| Building a Successful Media Relations Program | |
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| Involve Media Relations Personnel in Strategy | |
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| Develop In-House Capabilities | |
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| Use Outside Counsel Sparingly | |
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| Developing an Online Media Strategy | |
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| Extend Your Media Relations Strategy to the Blogosphere | |
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| Hardle Negative News Effacently | |
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| Condlusion | |
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| Case: Adolph Coors Company | |
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| Internal Communications | |
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| Internal Communications and the Changing Environment | |
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| Organizing the Internal Communication Effort | |
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| Gools for Effective Internal Commounications | |
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| Where Should Internal Communications Report? | |
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| Implementing an Effective Internal Communications Program | |
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| Communicate Up and Down | |
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| Make Time for Face-to-Face Meetings | |
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| Communicate Online | |
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| Create Employee-Oriented Publications | |
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| Communicate Visually | |
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| Focus on Internal Branding | |
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| Consider the Company Grapevine | |
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| Management's Role in Internal Communications | |
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| Conclusion | |
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| Case: Westwood Publishing | |
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| Investor Relations | |
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| Investor Relations Overview | |
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| The Evolution of Investor Relations | |
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| A Framework for Managing Investor Relations | |
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| The Objectives of Investor Relations | |
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| Types of Investors | |
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| Intermediaries | |
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| Developing an Investor Relations Program | |
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| How (and Where) Does IR Fit into the Organization? | |
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| Using IR to Add Vulue | |
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| Investor Relations and the Changing Environment | |
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| Conclusion | |
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| Case: Steelcase, Inc. | |
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| Government Relations | |
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| Government Begins to Manage Business: The Rise of Regulation | |
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| The Reach of the Regulatory Agencies | |
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| How Business "Manages" Government: The Rise of Government Relations | |
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| The Government Relations Function Takes Shape | |
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| The Ways and Means of Managing Washington | |
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| Coalition Building | |
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| CEO Involvement in Government Relations | |
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| Lobbying on an Individual Busis | |
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| Political Action Committees | |
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| Conclusion | |
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| Case: Disney's America Theme Park: The Third Battle of Bull Run | |
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| Crisis Communication | |
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| What Is a Crisis? | |
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| Crisis Characteristics | |
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| Crises From the Past 25 Years | |
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| 1982: Johnson & Johnson's Tylenol Recall | |
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| 1990: The Perrier Benzene Scare | |
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| 1993: Pepsi-Cola's Syringe Crisis | |
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| The New Millennium: The Online Face of Crises-Data Theft and Beyond | |
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| How to Prepare for Crises | |
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| Assess the Risk for Your Organization | |
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| Set Communication Objectives for Potential Crises | |
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| Analyze Channel Choice | |
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| Assign a Different Team to Each Crisis | |
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| Plan for Centralization | |
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| What to Include in Formal Plan | |
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| Communicating During the Crisis | |
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| Get Control of the Situation | |
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| Gather as Much Information as Possible | |
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| Set Up a Centralized Crisis Management Center | |
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| Communicate Early and Often | |
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| Understand the Media's Mission in a Crisis | |
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| Communicate Directly with Affected Constituents | |
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| Remember that Business Must Continue | |
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| Make Plans to Avoid Another Crisis Immediately | |
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| Conclusion | |
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| Case: Coca-Cola India | |
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| Bibliography | |
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| Index | |