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| Preface | |
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| Acknowledgments | |
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| About the Authors | |
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| About the Contributors | |
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| Reputation Management | |
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| This Chapter Covers | |
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| Reputational Capital | |
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| Identity | |
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| Can Reputation Be Measured? | |
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| Can Reputation Be Managed? | |
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| "Intangible Asset" - The Wrong Perspective | |
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| Comprehensive Reputation Management | |
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| Confusing Communication with Performance and Behavior | |
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| The Ten Precepts of Reputation Management | |
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| Reputation Management | |
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| Ethics and Communication | |
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| This Chapter Covers | |
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| Introduction: Why Ethics Matters | |
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| What is Ethics? | |
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| Ethics and Organizational Communication | |
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| Ethics of Communicating | |
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| Ethics of Running a Business | |
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| Ethics of Representation | |
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| Helping Companies Behave Ethically | |
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| Media Relations | |
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| This Chapter Covers | |
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| The Case for a Centralized Media Relations Function | |
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| Organizing the Media Relations Function | |
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| Media Relations as a Lightning Rod | |
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| Moderating Expectations | |
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| The Journalist and the Spokesperson | |
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| Fear of the Press | |
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| The Press' Right to Know | |
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| The Press' Penchant for Bad News | |
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| The Good News About the Press | |
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| Press Relations from a Position of Power | |
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| Success in Media Relations | |
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| New Media | |
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| This Chapter Covers | |
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| A Different World | |
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| An Abridged History of New Media | |
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| New Media and the Consumer Electronics Revolution | |
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| A Sampling of Today's New Media Tools | |
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| Are the New Media Truly Different? | |
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| Examples of Digital Marketing | |
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| The Impact of New Media on TV | |
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| New Media Terms | |
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| Employee Communication | |
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| This Chapter Covers | |
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| Employee Communication: The Stepchild of Public Relations and Human Resources | |
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| Making Progress: Employee Communication Today | |
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| Employee Communication Drives Organizational Performance | |
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| The New Role of Employee Communication | |
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| The Five Traits That Distinguish the Best Employee Communication Shops | |
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| Government Relations | |
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| This Chapter Covers | |
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| What Is Government Relations? | |
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| Case for a Centralized Government Relations Function | |
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| Organizing the Government Relations Function | |
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| Understanding the Key Audiences | |
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| Setting the Company's Government Relations Agenda | |
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| Success and Expectations Management | |
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| Role of Third-Party Advocacy | |
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| Role of the Lobbying Consultant | |
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| Role of Political Contributions | |
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| State and International Government Relations | |
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| Government Relations Best Practices | |
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| Community Relations | |
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| This Chapter Covers | |
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| Hardy's Relationship-Building Principle # 1: Be Involved. Be Committed | |
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| Hardy's Relationship-Building Principle # 2: Building Reputation, One Relationship at a Time, Is Good Business | |
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| Hardy's Relationship-Building Principle # 3: Choose the Right Projects. Be Strategic | |
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| Hardy's Relationship-Building Principle #4: Keep Moving Ahead | |
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| Hardy's Relationship-Building Principle # 5: Embrace Diversity | |
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| Hardy's Relationship-Building Principle # 6: When Things Go Wrong, Make Them Right as Fast as You Can | |
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| Investor Relations | |
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| This Chapter Covers | |
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| What Is Investor Relations? | |
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| The Goals and Roles of Investor Relations | |
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| What Does "Public Company" Mean? | |
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| A Brief Introduction to the Securities Markets and Investment | |
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| Securities Analysts: The Crucial Intermediaries | |
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| Sell-Side Analysts | |
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| Buy-Side Analysts | |
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| IR's Interaction with Analysts | |
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| IR's Interaction with Investors | |
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| The Financial Media | |
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| IR and Corporate Disclosure | |
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| Materiality | |
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| Disclosure | |
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| Global Corporate Communication | |
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| This Chapter Covers | |
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| The Global Imperative | |
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| The Global Corporate Communication Role | |
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| Standardize or Customize? That Is the Question | |
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| The Global Communication Network | |
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| Internal Communication-Worldwide | |
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| External Communication | |
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| Working with Public Relations Agencies | |
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| Measuring the Success of Global Communication | |
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| Integrated Communication | |
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| This Chapter Covers | |
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| Creating Enterprise Value through Powerful Brand Identity | |
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| Leadership: The Engine of Effective Integrated Communication | |
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| A Shared Vision Will Replace a Shelf Full of Policy Manuals | |
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| Culture: The Lever for Transformation | |
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| Communication Toolbox: The Devices Used to Move People to Action | |
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| Marketing and Sales, What Is the Difference? Does It Matter? | |
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| The Corporate Brand: Differentiating the Company's Approach to Business | |
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| Issues Management | |
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| This Chapter Covers | |
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| Issues Management Overview | |
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| Establishing an Issues Management Function | |
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| Prioritizing Issues | |
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| Issues Management Planning Process | |
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| Developing an Issues Management Plan | |
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| What the Elements of the Issues Management Analysis and Planning Template Mean | |
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| Crisis Communication | |
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| This Chapter Covers | |
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| Introduction | |
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| What Is a Crisis? | |
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| Timeliness of Response: The Need for Speed | |
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| Control the Communication Agenda | |
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| Dealing with Rumors | |
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| Controlling Rumors: A Mathematical Formula | |
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| Corporate Responsibility | |
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| This Chapter Covers | |
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| Corporate Responsibility | |
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| Communicating Corporate Responsibility | |
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| Tools | |
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| Challenges and Opportunities in Public Relations and Corporate Communication | |
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| This Chapter Covers | |
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| Earning a Seat at the Table: Defining the Professional Communicator's Role | |
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| Historical Perspective: Edward L. Bernays and the Roots of Applied Anthropology | |
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| The Future of Public Relations and Corporate Communication | |
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| Becoming Truly Strategic | |
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| Notes | |
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| Index | |