Preface |
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xi | |
Acknowledgments |
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xix | |
About the Authors |
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xxiii | |
About the Contributors |
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xxvii | |
1 Reputation Management |
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1 | (44) |
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Squandering the Reputation Asset: Days of Reckoning Draw Near |
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2 | (2) |
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4 | (2) |
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Expert Perspectives: Corporate Character and General Electric |
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6 | (3) |
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9 | (3) |
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"Intangible Asset"-The Wrong Perspective |
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12 | (1) |
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Can Reputation be Measured? |
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12 | (1) |
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Expert Perspectives: The Economic Case for Corporate Reputation Management |
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13 | (6) |
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Can Reputation be Managed? |
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19 | (1) |
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Comprehensive Reputation Management |
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20 | (3) |
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Confusing Communication with Performance and Behavior |
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23 | (1) |
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Reputation Mismanagement: Lessons from the Financial Crisis |
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24 | (4) |
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Case Study: Reputation be Damned |
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28 | (1) |
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The Ten Precepts of Reputation Management |
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29 | (3) |
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Reputation Management: The Best Corporate Communication Strategy |
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32 | (2) |
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Brand (Not Reputation) Management |
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34 | (1) |
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The Expanded Reputation Formula |
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34 | (1) |
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Expert Perspectives: Everybody's Got Brand |
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35 | (3) |
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Expert Perspectives: Systems Theory |
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38 | (2) |
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40 | (1) |
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Resources for Further Study |
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41 | (1) |
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Questions for Further Discussion |
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42 | (3) |
2 Ethics and Communication |
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45 | (47) |
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46 | (2) |
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Introduction: Why Ethics Matters |
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48 | (1) |
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49 | (4) |
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Ethics and Professional Communication |
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53 | (6) |
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Expert Perspectives: Ethics and Social Media |
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59 | (1) |
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60 | (1) |
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Case Study: Nuclear Meltdown and Credibility |
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60 | (4) |
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Case Study: China's High-speed Train Crash |
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64 | (3) |
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Ethics of Running an Organization |
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67 | (3) |
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70 | (2) |
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Helping Companies Behave Ethically |
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72 | (4) |
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Case Study: Citizens for a Free Kuwait |
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76 | (5) |
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Sidebar: Historical Perspectives on Ethics in Communications |
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81 | (5) |
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86 | (1) |
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Resources for Further Study |
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86 | (1) |
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Questions for Further Discussion |
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87 | (5) |
3 Media Relations |
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92 | (34) |
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Enhancing Global Reputation |
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93 | (1) |
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94 | (1) |
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The Case for a Centralized Media Relations Function |
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95 | (2) |
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Organizing the Media Relations Function |
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97 | (1) |
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Media Relations as a Lightning Rod |
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98 | (1) |
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Sidebar: Five Models of Public Relations |
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99 | (1) |
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100 | (1) |
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The Journalist and the Spokesperson |
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101 | (1) |
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Case Study: Relationships Matter |
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102 | (1) |
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103 | (2) |
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Expert Perspectives: Launching a Product through Effective Story-telling |
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105 | (1) |
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105 | (4) |
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The Press' Penchant for Bad News |
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109 | (1) |
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The Good News About the Press |
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110 | (1) |
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Press Relations: A Collaborative Relationship |
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111 | (1) |
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Expert Perspectives: The Art of the Pitch |
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112 | (3) |
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Success in Media Relations |
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115 | (2) |
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Sidebar: Content Development |
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117 | (1) |
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Expert Perspectives: All Content is Not Equal |
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118 | (1) |
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118 | (6) |
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Qualities of a Good Media Relations Person |
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124 | (1) |
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Resources for Further Study |
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125 | (1) |
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Questions for Further Discussion |
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125 | (1) |
4 Social Media |
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126 | (27) |
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126 | (2) |
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128 | (5) |
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Organizational Participation in Social Media |
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133 | (5) |
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Social Media Challenges for Organizations |
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138 | (1) |
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Expert Perspectives: Social Media, Ethics and Reputation Management |
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139 | (4) |
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Sidebar: Air Force Web Posting Assessment Response Diagram |
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143 | (2) |
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Case Study: #SochiProblems: The 2014 Winter Olympics |
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145 | (1) |
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146 | (2) |
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Resources for Further Study |
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148 | (1) |
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Questions for Further Discussion |
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149 | (4) |
5 Organizational Communication |
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153 | (30) |
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Aligning Hands, Minds, Hearts...and Souls |
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154 | (1) |
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Aligning Employees Is Essential to Reputation Management |
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155 | (1) |
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The Best Internal Communicators Don't Just Focus on Producing Great, Creative Output; They Focus on Helping Leaders Create Outcomes |
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156 | (3) |
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The Best Internal Communicators Successfully Position Themselves as Trusted Advisors to the Leaders they Serve |
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159 | (1) |
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Sidebar: How Leaders Create Meaning in Organizations |
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160 | (2) |
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Expert Perspectives: Running Communications as a Business |
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162 | (1) |
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The Best Internal Communicators Recognize that they are Competing for Employees' Attention in an Increasingly Crowded Information Marketplace |
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163 | (4) |
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Sidebar: What Can Employees Expect? |
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167 | (2) |
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The Best Internal Communicators Help Leaders Tell a Consistent Story and Connect the Dots |
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169 | (3) |
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Case Study: Sticking Together in a Quest for Survival |
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172 | (2) |
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The Best Internal Communicators Equip Employees for "Moments of Truth and Trade-off" |
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174 | (4) |
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Sidebar: The Return of "Long-term Greedy" at Goldman Sachs? |
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178 | (2) |
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180 | (1) |
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Resources for Further Study |
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181 | (1) |
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Questions for Further Discussion |
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181 | (2) |
6 Government Relations |
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183 | (25) |
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184 | (1) |
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What is Government Relations? |
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185 | (2) |
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Case for a Centralized Government Relations Function |
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187 | (1) |
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Organizing the Government Relations Function |
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188 | (2) |
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Understanding the Key Audiences |
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190 | (1) |
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Case Study: Reputation and Integrity-A Bryce Harlow Profile |
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191 | (2) |
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Setting the Company's Government Relations Agenda |
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193 | (1) |
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Success and Expectations Management |
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193 | (1) |
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Role of Third-party Advocacy |
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194 | (2) |
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Role of the Lobbying Consultant |
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196 | (2) |
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Role of Political Contributions |
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198 | (2) |
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State and International Government Relations |
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200 | (1) |
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Expert Perspectives: An Interview with Karan Bhatia |
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201 | (2) |
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203 | (1) |
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204 | (2) |
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Resources for Further Study |
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206 | (1) |
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Questions for Further Discussion |
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207 | (1) |
7 Community Relations |
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208 | (17) |
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209 | (1) |
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Hardy's Relationship-building Principles: Principle #1: Be Involved; Be Committed |
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210 | (2) |
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Principle #2: Building Reputation, One Relationship at a Time, is Good Business |
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212 | (1) |
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Principle #3: Choose the Right Projects; Be Strategic |
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213 | (3) |
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Principle #4: Keep Moving Ahead |
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216 | (1) |
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Case study: A Developing-world Community |
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216 | (2) |
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Principle #5: Embrace Diversity |
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218 | (1) |
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Expert Perspectives: Wake Forest University: The Path to Becoming a National University |
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219 | (2) |
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Principle #6: When Things Go Wrong, Make them Right as Fast as You Can |
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221 | (1) |
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222 | (1) |
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Resources for Further Study |
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223 | (1) |
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Questions for Further Discussion |
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224 | (1) |
8 Investor Relations |
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225 | (19) |
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Overcoming Barriers and Outperforming the Market? Priceless! |
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226 | (1) |
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What is Investor Relations? |
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227 | (1) |
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The Goals and Roles of Investor Relations |
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228 | (1) |
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A Brief Introduction to the Financial Markets and Investment |
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229 | (3) |
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Case Study: Starbucks 2014 Annual Meeting |
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232 | (1) |
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Disclosure and Materiality |
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232 | (6) |
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Information Intermediaries: Securities Analysts |
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238 | (1) |
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Information Intermediaries: The Financial Media |
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239 | (2) |
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241 | (1) |
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Resources for Further Study |
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242 | (1) |
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Questions for Further Discussion |
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242 | (2) |
9 Integrated Communication: Everything Communicates |
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244 | (24) |
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Communication Lessons from the Buffett Beach Party |
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245 | (1) |
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Overview: The Multidisciplinary Challenge |
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246 | (1) |
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The Convergence of Brand and Reputation |
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247 | (1) |
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Strategy in the Brave New World |
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248 | (2) |
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The Role of Marketing: Get and Keep Customers |
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250 | (2) |
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The Role of Communication: Move People to Desired Action |
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252 | (1) |
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The Integrated Communication Hook® Model |
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253 | (1) |
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253 | (6) |
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Case Study: Switzerland's MS Tilranor PlanetSolar, the Largest Solar Boat in the World, and the Deepwater Expedition Showcase the Practical Applications of Solar in Cities Around the World |
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259 | (3) |
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262 | (1) |
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Resources for Further Study |
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263 | (2) |
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Questions for Further Discussion |
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265 | (3) |
10 Issues Management |
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268 | (27) |
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Neutralizing Challenges Before they Become Crises |
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269 | (1) |
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Issue Management Overview |
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270 | (6) |
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Case Study: Establishing an Issues Management Function |
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276 | (1) |
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Developing an Issue Management Plan |
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277 | (2) |
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What the Elements of the Issue Management Analysis and Planning Template Mean |
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279 | (1) |
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Sidebar: Sample Threat Assessment: An Embezzlement |
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280 | (3) |
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The Issue Management Plan |
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283 | (2) |
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Sidebar: The Difference Between Issue Management Strategies and Tactics (Actions to Take) |
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285 | (4) |
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Sidebar: Ultimate Audience/Influencer Audience |
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289 | (3) |
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292 | (1) |
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Resources for Further Study |
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293 | (1) |
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Questions for Further Discussion |
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293 | (2) |
11 Crisis Communication |
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295 | (38) |
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295 | (1) |
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296 | (3) |
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299 | (4) |
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Sidebar: Quick Choices and the Least Bad Outcome |
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303 | (1) |
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Decision Criteria: What to Do and Say |
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304 | (2) |
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Sidebar: What Happens When You Don't Show You Care? BP Deepwater Horizon |
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306 | (1) |
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Sidebar: What Happens When You Don't Show You Care? Costa Concordia Shipwreck |
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307 | (1) |
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Sidebar: Showing You Care-China's Premier Wen Jiabao and the Sichuan Earthquake |
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308 | (1) |
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Sidebar: Social Media-"United Breaks Guitars" |
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309 | (1) |
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Sidebar: Social Media and the Change in Power Dynamics |
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310 | (1) |
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Timeliness of Response: The Need for Speed |
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311 | (4) |
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315 | (2) |
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Sidebar: Ten Avoidable Mis-steps |
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317 | (1) |
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Control the Communication Agenda |
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318 | (2) |
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Sidebar: Checklist for Crisis Response Preparedness |
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320 | (1) |
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321 | (8) |
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329 | (1) |
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Resources for Further Study |
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330 | (1) |
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Questions for Further Discussion |
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330 | (3) |
12 Corporate Responsibility |
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333 | (24) |
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334 | (2) |
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336 | (4) |
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Communicating Corporate Responsibility |
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340 | (2) |
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Sidebar: The Corporate Responsibility to Respect Human Rights |
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342 | (2) |
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Case Study: Nike's Journey, Part 2 |
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344 | (2) |
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346 | (7) |
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Resources for Further Study |
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353 | (1) |
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Questions for Further Discussion |
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354 | (3) |
13 Public Relations Consulting: Consulting and Corporate Communication-The Nexus |
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357 | (20) |
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Management Lesson from Consultants |
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358 | (1) |
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Overview: The Public Relations Consulting Business |
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359 | (1) |
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The History of Public Relations Consulting Firms |
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359 | (4) |
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Agency Structure and Areas of Practice |
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363 | (1) |
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364 | (2) |
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Managing Consultants and Consultancies |
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366 | (1) |
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Expert Perspectives: The Deming System of Profound Knowledge |
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366 | (1) |
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Client Service: A Creative Collaboration |
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367 | (2) |
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Case Study: Stay True to Who You Are |
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369 | (1) |
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Pitching and Winning New Business |
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370 | (2) |
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Ethics in Public Relations Consulting |
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372 | (1) |
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Sidebar: The ICCO Stockholm Charter |
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372 | (3) |
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Resources for Further Study |
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375 | (1) |
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Questions for Further Discussion |
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375 | (2) |
14 Challenges and Opportunities in Corporate and Organizational Communication |
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377 | (19) |
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Earning a Seat at the Table: Defining the Professional Communicator's Role |
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379 | (4) |
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Historical Perspective: Edward L. Bernays and the Roots of Applied Anthropology |
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383 | (2) |
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The Future of Corporate and Organizational Communication and Public Relations |
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385 | (1) |
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Expert Perspectives: Six Challenges Facing the Public Relations Practitioner Today |
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385 | (4) |
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389 | (7) |
Index |
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396 | |