Integrated approach to analysis of communication in issue arenas : building a balanced communication strategy portfolio - case Paperinkeräys Oy (original) (raw)
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The handbook of communication and corporate reputation
Wiley-Blackwell eBooks, 2013
Despite the inherent risk of communications tactics, using the framework of an integrated marketing communications (IMC) strategy with stakeholders may help prevent reputation damage. An integrated strategy can continuously build a positive reputation. As a managerial process, IMC has developed over the past two decades. It can support the creation of a more positive reputation for an organization and more positive brands of the activities, products, and services of the organizations (see Caywood, 2012a). Defi nition of IMC It is logical that an integrated strategy should be better than a " disintegrated " one. IMC is defi ned with the benefi t of a global perspective in Kliatchko ' s (2008) defi nition, which is more parsimonious and based on his comprehensive analysis. He states, " IMC is an audience-driven business process of strategically managing stakeholders, content, channels, and results of brand communication programs " (Kliatchko, 2008). One weakness of this defi nition is its use of the word " business, " which might detract for some readers from the value of IMC in many organizations including government, politics, nongovernmental organizations (NGOs), and more. However, a precise defi nition of IMC is not yet defi nitive. Even the logical and heralded integration of functional areas (sales, advertising, promotions, database marketing, and public relations) of marketing communications has not provided a clear path for IMC-based reputational management. The This chapter explores how integrated marketing communications (IMC) has emerged as a reputation support force. It examines the development of IMC and the reputation-building process. The chapter examines reputational risks with certain types of products that pose a threat to consumers, users, and infl uential people, and discusses how communicating with consumers and dozens of other " protected status " stakeholders can be a high-risk professional action capable of building or ruining an organizational reputation. To overcome these negative factors, the chapter primarily addresses the IMC strategic means to reduce the risk to the reputation of an organization or individual.
AN ASSESSMENT ON THE RELATIONSHIP OF CORPORATE COMMUNICATION AND CORPORATE REPUTATION
International Journal of Disciplines In Economics and Administrative Sciences Studies (IDEAstudies), 2022
Today, it is a fact that effectively managing communication resources and corporate communication process makes institutions different from each other and adds value to institutions. With this value, institutions stand out among their peers and gradually gain reputation. In this context, with the intense competition environment brought by globalization, how institutions reflect themselves to their stakeholders is becoming increasingly important. In addition, the communication and interaction that institutions establish with their stakeholders also affect their reputation levels independently of the production of goods/services. Corporate reputation is one of the main determinants of corporate sustainability in the long run. Developing corporate reputation only by establishing high interaction with internal and external stakeholders; brings with it the necessity of good communication. In this context, for institutions; a consistent, balanced and uninterrupted communication performance has become inevitable. Corporate communication can only function properly as long as reciprocity and interaction are observed. In addition, information acquisition/exchange, which enables institutions to achieve their goals in interaction with their stakeholders and requires the redefinition of the corporate vision, is possible with the effective use and diversification of communication resources. The only way to effectively use the communication resources available in most institutions is to adopt a systematic and strategic management approach. The communication process carried out within the framework of a strategic management approach is one of the most important elements that make institutions superior to each other in the eyes of stakeholders. This strategic communication management also positively affects corporate reputation. Corporate Communication conceptualized in this context; it is extremely important to determine the scope that meets the requirements of interaction with the stakeholders, to establish/develop/protect corporate reputation and ultimately to ensure corporate sustainability. In this context, the aim of the study is to examine the role of corporate communication management in the process of reputation building, which is based on the creation and strategic use of communication resources. In the study, first of all, the conceptual framework of corporate communication management was mentioned, and then it was associated with corporate reputation.
Handbook of Communication and Corporate Reputation, 2013
As this chapter makes clear, focusing solely on performance and achievement attributes is a matter of searching for something only by looking where it is easiest to find. The body of research from other organization-related disciplines has built up a wealth of knowledge about these attributes. It is time for communication to expand the focus into new areas, examining reputational attributes that may offer as much or more insight into what corporate reputation is, how it is formulated, managed, and changed. Future research should consider bearing out organizational communication performance dimensions that can function as reputation attributes, enabling the discussion, reflection, benchmarking, and rewarding of organizations systems, practices, and processes that create more desirable organizations, workplaces, products and services, and contributions to society.
REPUTATION MANAGEMENT AS RELATIONSHIP MANAGEMENT Introduction
This paper investigates the concept of corporate reputation and corporate image. Corporate image is the product of the experiences of a product or service and the messages sent by an organisation, while corporate reputation is the product of management behaviours and organisation-public relationships. This paper explores whether corporate reputation can be managed and who manages it. It is especially interested in identifying how much control corporate communication practitioners have over corporate reputation.
Issues management as a basis for strategic orientation
Journal of Public Affairs, 2002
is associate professor of marketing at the Norwegian School of Management. She holds a DBA (doctor of business administration) from Henley Management College in the UK. Her interest areas are corporate communication, corporate branding, corporate social responsibility and cause related marketing. She has had papers published in the Journal of Communication Management, Public Relations Review, Journal of Advertising Research and Journal of International Advertising, among others and is co-editor of Corporate Communication: A Strategic Approach to Building Reputation. She is a member of the editorial board of the Journal of Communication Management and a representative to the executive committee of the Reputation Institute.
11th International Conference on …, 2007
The aim of the present study is the proposal of a set of drivers on which the organization can operate to improve its reputation. These drivers are derived from a new model ("Governance-structure-system" model), which enables the understanding of the working mechanisms of corporate communication activities of large companies. Starting from the individualization of the differences between corporate image and reputation, we propose a causal map of key influences on image and reputation. Then, we describe the factors of GSS model and select, from them, the specific drivers for corporate reputation management. In other words, we individualize the drivers through which it is possible to act on corporate key influences affecting corporate reputation. In the second part of the study, we present a critical analysis of the drivers actually used in some crisis cases, come to some conclusions and try to point out some directions for future research.