| |
| |
| Preface to the Sixth Edition | |
| |
| |
| A Note on the Case Method | |
| |
| |
| Acknowledgments | |
| |
| |
| |
| The Changing Environment for Business | |
| |
| |
| Attitudes toward American Business through the Years | |
| |
| |
| Hollywood: A Window on Main Street and Wall Street | |
| |
| |
| The Global Village | |
| |
| |
| How to Compete in a Changing Environment | |
| |
| |
| Recognize the Changing Environment | |
| |
| |
| Adapt to the Environment without Compromising Principles | |
| |
| |
| Don't Assume Problems Will Magically Disapper | |
| |
| |
| Keep Corporate Communication Connected to Strategy | |
| |
| |
| Conclusion | |
| |
| |
| Two Kids in a Sandbox | |
| |
| |
| Don't be Evil | |
| |
| |
| The Chinese Market | |
| |
| |
| NGOS, Competitors, and Congress Make Noise | |
| |
| |
| Pressure from Shareholders and China | |
| |
| |
| Case Questions | |
| |
| |
| |
| Communicating Strategically | |
| |
| |
| Communication Theory | |
| |
| |
| Developing Corporate Communication Strategies | |
| |
| |
| Setting an Effective Organization Strategy | |
| |
| |
| Analyzing Constituencies | |
| |
| |
| Delivering Messages Effectively | |
| |
| |
| Constituency Responses | |
| |
| |
| Conclusion: The Corporate Communication Connection to Vision | |
| |
| |
| Case Questions | |
| |
| |
| |
| An Overview of the Corporate Communication Function | |
| |
| |
| From "PR" to "CorpComm" | |
| |
| |
| The First Spin Doctors | |
| |
| |
| A New Function Emerges | |
| |
| |
| Corporate Communications Today | |
| |
| |
| Specific Responsibilities of Corporate Communications | |
| |
| |
| To Centralize or Decentralize Communications? | |
| |
| |
| Where Should the Function Report? | |
| |
| |
| Working Strategically with External PR and Communication Agencies | |
| |
| |
| The Subfunctions within the Function | |
| |
| |
| Identity, Image, and Reputation | |
| |
| |
| Corporate Advertising and Advocacy | |
| |
| |
| Corporate Responsibility | |
| |
| |
| Media Relations | |
| |
| |
| Marketing Communications | |
| |
| |
| Internal Communications | |
| |
| |
| Investor Relations | |
| |
| |
| Government Relations | |
| |
| |
| Crisis Management | |
| |
| |
| Conclusion | |
| |
| |
| Tea Drinkers Heaven | |
| |
| |
| From Moonshine to Big Time | |
| |
| |
| Growing Their Brand | |
| |
| |
| Communications Role | |
| |
| |
| Case Questions | |
| |
| |
| References | |
| |
| |
| |
| Identity, Image, Reputation, and Corporate Advertising | |
| |
| |
| What Are Identity and Image? | |
| |
| |
| Differentiating Organizations through Identity and Image | |
| |
| |
| Shaping Identity | |
| |
| |
| A Vision That Inspires | |
| |
| |
| Corporate Brands | |
| |
| |
| Putting It All Together: Consistency Is Key | |
| |
| |
| Identity Management in Action | |
| |
| |
| |
| Conduct and Identity Audit? | |
| |
| |
| |
| Set Identity Objectives | |
| |
| |
| |
| Develop Designs and Names | |
| |
| |
| |
| Develop Prototypes | |
| |
| |
| |
| Launch and Communicate | |
| |
| |
| |
| Implement the Program | |
| |
| |
| Image: In the Eye of the Beholder | |
| |
| |
| Building a Solid Reputation | |
| |
| |
| Why Reputation Matters | |
| |
| |
| Measuring and Managing Reputation | |
| |
| |
| Corporate Philanthropy | |
| |
| |
| What Is Corporate Advertising? | |
| |
| |
| Advertising to Reinforce Identity or Enhance Image | |
| |
| |
| Advertising to Attract Investment | |
| |
| |
| Advertising to Influence Opinions | |
| |
| |
| Who Uses Corporate Advertising and Why? | |
| |
| |
| Increase Sales | |
| |
| |
| Create a Stronger Reputation | |
| |
| |
| Recruit and Retain Employees | |
| |
| |
| Conclusion | |
| |
| |
| JetBlue Takes Off | |
| |
| |
| The Perfect Storm | |
| |
| |
| On Thin Ice | |
| |
| |
| Misery Loves Coverage | |
| |
| |
| Congress Comes Calling | |
| |
| |
| Conclusion | |
| |
| |
| Case Questions | |
| |
| |
| |
| Corporate Responsibility | |
| |
| |
| What Is Corporate Responsibility? | |
| |
| |
| The UN Global Compact Ten Principles | |
| |
| |
| The Twenty-First Century's CR Surge | |
| |
| |
| The Upside of CR | |
| |
| |
| CR and Corporate Reputation | |
| |
| |
| Consumer Values and Expectations: Taking Matters into Their Own Hands | |
| |
| |
| Investor Pressures: The Growth of Socially Responsible Investing | |
| |
| |
| Responsibility Inside and Out: Employee Involvement in CR | |
| |
| |
| Strategic Engagement: The Continued Influence of NGOs | |
| |
| |
| Being Green: The Corporation's Responsibility to the Environment | |
| |
| |
| Communicating about Corporate Responsibility | |
| |
| |
| A Two-Way Street: Creating an Ongoing Dialogue | |
| |
| |
| The Dangers of Empty Boasting | |
| |
| |
| The Transparency Imperative | |
| |
| |
| Getting It Measured and Done: CR Reporting | |
| |
| |
| Conclusion | |
| |
| |
| Fair Trade Coffee | |
| |
| |
| Starbucks' Issues with Fair Trade Coffee | |
| |
| |
| The Starbucks Culture | |
| |
| |
| The Fair Trade Decision | |
| |
| |
| Case Questions | |
| |
| |
| |
| Media Relations | |
| |
| |
| The Evolution of the News Media | |
| |
| |
| The Growth of Business Coverage in the Media | |
| |
| |
| Building Better Relation with the Media | |
| |
| |
| Conducting Research for Targeting Traditional Media | |
| |
| |
| Researching and Engaging the Expanded "Press" | |
| |
| |
| Responding to Media Calls | |
| |
| |
| Preparing for Media Interviews | |
| |
| |
| Gauging Success | |
| |
| |
| Maintaining Ongoing Relationships | |
| |
| |
| Building a Successful Media Relations Program | |
| |
| |
| Involve Media Relations Personnel in Strategy | |
| |
| |
| Develop In-House Capabilities | |
| |
| |
| Use Outside Counsel Strategically | |
| |
| |
| Developing an Online Media Strategy | |
| |
| |
| Extend Your Media Relations Strategy to the Blogosphere | |
| |
| |
| Handle Negative News Effectively | |
| |
| |
| Conclusion | |
| |
| |
| History of the Adolph Coors Company | |
| |
| |
| The Coors Mystique | |
| |
| |
| The Nature of the Brewing Industry | |
| |
| |
| Marketing and Distribution at Coors | |
| |
| |
| Management-Labor Relations at Coors | |
| |
| |
| Nationwide Boycott | |
| |
| |
| Federal Lawsuit | |
| |
| |
| David Sickler and the AFL-CIO | |
| |
| |
| Corporate Communication at Coors | |
| |
| |
| Shirley Richard | |
| |
| |
| Confrontational Journalism | |
| |
| |
| Open or Closed Door? | |
| |
| |
| Case Questions | |
| |
| |
| |
| Internal Communications | |
| |
| |
| Internal Communications and the Changing Environment | |
| |
| |
| Organizing the Internal Communication Effort | |
| |
| |
| Goals for Effective Internal Communications | |
| |
| |
| Where Should Internal Communications Report? | |
| |
| |
| Implementing an Effective Internal Communication Program | |
| |
| |
| Communicate Up and Down | |
| |
| |
| Make Time for Face-to-Face Meetings | |
| |
| |
| Communicate Online | |
| |
| |
| Create Employee-Oriented Publications | |
| |
| |
| Communicate Visually | |
| |
| |
| Focus on Internal Branding | |
| |
| |
| Consider the Company Grapevine | |
| |
| |
| Management's Role in Internal Communications | |
| |
| |
| Conclusion | |
| |
| |
| Westwood Publishing Background | |
| |
| |
| Corporate Communication at Westwood | |
| |
| |
| The Voluntary Severance and Early Retirement Program | |
| |
| |
| Communicating About the Plans | |
| |
| |
| Case Questions | |
| |
| |
| |
| Investor Relations | |
| |
| |
| Investor Relations Overview | |
| |
| |
| The Evolution of Investor Relations | |
| |
| |
| A Framework for Managing Investor Relations | |
| |
| |
| The Objectives of Investor Relations | |
| |
| |
| Types of Investors | |
| |
| |
| Intermediaries | |
| |
| |
| Developing an Investor Relations Program | |
| |
| |
| How (and Where) Does IR Fit into the Organization? | |
| |
| |
| Using IR to Add Value | |
| |
| |
| Investor Relations and the Changing Environment | |
| |
| |
| Conclusion | |
| |
| |
| History of Steelcase, Inc. | |
| |
| |
| Identity, Vision, and Reputation | |
| |
| |
| The Initial Public Offering | |
| |
| |
| Steelcase as a Public Company (IPO TO JUNE 2000) | |
| |
| |
| The Investor Relations Effort (1998-2000) | |
| |
| |
| Case Questions | |
| |
| |
| |
| Government Relations | |
| |
| |
| Government Begins to Manage Business: The Rise of Regulation | |
| |
| |
| The Reach of the Regulatory Agencies | |
| |
| |
| How Business "Manages" Government: The Rise of Government Relations | |
| |
| |
| The Government Relations Function Takes Shape | |
| |
| |
| The Ways and Means of Managing Washington | |
| |
| |
| Coalition Building | |
| |
| |
| CEO Involvement in Government Relations | |
| |
| |
| Lobbying on an Individual Basis | |
| |
| |
| Political Action Committees | |
| |
| |
| Conclusion | |
| |
| |
| The Controversy Comes to a Head | |
| |
| |
| The Disney's America Concept and Location | |
| |
| |
| The Virginia Piedmont | |
| |
| |
| Disney's Plans Revealed | |
| |
| |
| Piedmont Opposition | |
| |
| |
| Disney's Campaign | |
| |
| |
| The PEC's Campaign | |
| |
| |
| The Vote | |
| |
| |
| The Historians and Journalists Take Over | |
| |
| |
| Disney's Response | |
| |
| |
| Congressional Hearing | |
| |
| |
| The Debate Continues | |
| |
| |
| The Decision | |
| |
| |
| Case Questions | |
| |
| |
| |
| Crisis Communication | |
| |
| |
| What Is a Crisis? | |
| |
| |
| Crisis Characteristics | |
| |
| |
| Crises from the Past 25 Years | |
| |
| |
| 1982: Johnson & Johnson's Tylenol Recall | |
| |
| |
| 1990: The Perrier Benzene Scare | |
| |
| |
| 1993: Pepsi-Cola's Syringe Crisis | |
| |
| |
| The New Millennium: The Online Face of Crises-Data Theft and Beyond | |
| |
| |
| How to Prepare for Crises | |
| |
| |
| Assess the Risk for Your Organization | |
| |
| |
| Set Communication Objectives for Potential Crises | |
| |
| |
| Analyze Channel Choice | |
| |
| |
| Assign a Different Team to Each Crisis | |
| |
| |
| Plan for Centralization | |
| |
| |
| What to Include in a Formal Plan | |
| |
| |
| Communicating during the Crisis | |
| |
| |
| |
| Get Control of the Situation | |
| |
| |
| |
| Gather as Much Information as Possible | |
| |
| |
| |
| Set Up a Centralized Crisis Management Center | |
| |
| |
| |
| Communicate Early and Often | |
| |
| |
| |
| Understand the Media's Mission in a Crisis | |
| |
| |
| |
| Communicate Directly with Affected Constituents | |
| |
| |
| |
| Remember That Business Must Continue | |
| |
| |
| |
| Make Plans to Avoid Another Crisis Immediately | |
| |
| |
| Conclusion | |
| |
| |
| History of Coke | |
| |
| |
| Indian History | |
| |
| |
| Coke in India | |
| |
| |
| The Indian Beverage Market | |
| |
| |
| Marketing Cola in India | |
| |
| |
| Corporate Social Responsibility | |
| |
| |
| Previous Coke Crises | |
| |
| |
| Corporate Communication at Coca-Cola | |
| |
| |
| NGO Activism | |
| |
| |
| Indian Regulatory Environment | |
| |
| |
| The Initial Response | |
| |
| |
| Gupta's Dilemma | |
| |
| |
| Case Questions | |
| |
| |
| Case Bibliography | |
| |
| |
| Bibliography | |
| |
| |
| Index | |