Introduction to Corporate Communication: Case Studies from India

Cover
Half Title
Title Page
Copyright Page
Table of Contents
List of figures
List of tables
Preface
Acknowledgements
Part I
	Chapter 1: Corporate environment: An overview
		1.1 Evolution of business
			1.1.1 Pre-liberalization era (1947–1991)
			1.1.2 Post-liberalization era
		1.2 Changing business environment
			1.2.1 External influencing factors
			1.2.2 Internal influencing factors
		1.3 Contemporary corporate environment
			1.3.1 Multinationals
			1.3.2 Conglomerates
			1.3.3 Cross-ownerships
		1.4 Major corporate giants
			1.4.1 Technology giants
			1.4.2 Major corporate giants of India
		1.5 Types of media ownerships
			1.5.1 Chain ownership
			1.5.2 Vertical integration
			1.5.3 Cross-media ownership
			1.5.4 Conglomerate ownership
		1.6 Requirements for organizations in contemporary environments
		1.7 Defining company
			1.7.1 Private-sector companies
			1.7.2 Public-sector companies
			1.7.3 Cooperatives
		1.8 Defining corporate and corporation
			1.8.1 Differentiating between a company and a corporate
		1.9 Defining organization
			1.9.1 Organizational vision and mission
				1.9.1.1 Vision
				1.9.1.2 Mission
			1.9.2 Organizational objectives
				1.9.2.1 Effective objectives are SMART
				1.9.2.2 Quantitative and qualitative objectives
		1.10 Corporate culture and organisational culture
			1.10.1 Corporate culture
			1.10.2 Organizational culture
		1.11 Corporate governance
			1.11.1 Defining corporate governance
			1.11.2 Corporate governance and management lessons from Indian texts
		1.12 COVID-19 and corporate environments
			1.12.1 Communication with stakeholders
			1.12.2 Maintenance of healthy relationships with contracted parties
			1.12.3 Care for employees and related optimization
			1.12.4 Keeping teams engaged
			1.12.5 Learning new skills
			1.12.6 Research and innovation
			1.12.7 Adopting to change
			1.12.8 Plan policies for next 3 months/9 months/18 months
		References
	Chapter 2: Corporate communication
		2.1 Defining corporate communication
		2.2 Concept of corporate communication
			2.2.1 Basic functions of corporate communication
			2.2.2 Responsibilities of corporate communication
		2.3 Evolution of corporate communication
			2.3.1 Shift from PR to corporate communication
			2.3.2 Differentiating PR and corporate communication
		2.4 Evolution of the concept of corporate communication
		2.5 Overlap among PR, corporate communication, and marketing communication
			2.5.1 Overlapping activities of marketing and PR
		2.6 Scope of corporate communication
			2.6.1 Changing scope of corporate communications
		References
	Chapter 3: Forms and structure of corporate communication
		3.1 Structuring communication
			3.1.1 Single and coordinated structure
			3.1.2 Matrixed or unconsolidated corporate communication departments
		3.2 Factors considered for structuring corporate communication department
		3.3 Centralization or decentralization
		3.4 Developments in corporate communication and marketing communication
		3.5 Emerging roles and responsibilities
		3.6 Other forms of communication within communication structure
			3.6.1 Vertical communication, horizontal or lateral communication, and diagonal communication
				3.6.1.1 Vertical communication
					3.6.1.1.1 Downward communication
					3.6.1.1.2 Upward communication
					3.6.1.1.3 Corporate communication being the staff function
				3.6.1.2 Horizontal/lateral communication
					3.6.1.2.1 Differences between horizontal and vertical communication
				3.6.1.3 Diagonal communication
			3.6.2 Formal and informal communication
				3.6.2.1 Formal
				3.6.2.2 Informal
			3.6.3 Verbal and written communication
				3.6.3.1 Verbal communication
				3.6.3.2 Written communication
		3.7 Forms of corporate communications: managerial communication, organizational communication, and marketing communication
			3.7.1 Management communication
			3.7.2 Marketing communication
			3.7.3 Organizational communication
		References
Part II
	Chapter 4: Corporate constituencies and stakeholder mapping
		4.1 Corporate constituencies
		4.2 Stakeholder “mapping”
		4.3 Methods of stakeholder mapping
			4.3.1 Power–interest matrix
			4.3.2 Stakeholder salience model
			4.3.3 Linkage model of stakeholders
			4.3.4 Stakeholder by communication strategy
			4.3.5 Stakeholders by defining stakes and their priority
			4.3.6 Primary and secondary stakeholders based on the interest
			4.3.7 Contractual and community stakeholders
			4.3.8 Layered stakeholders
			4.3.9 Internal and external stakeholders
				4.3.9.1 Mapping at Magicbricks
			4.3.10 Other methods
				4.3.10.1 Stakeholder mapping at INOX Leisure Limited
		4.4 Understanding stakeholders and strategic management
			4.4.1 The stakeholder model of strategic management
		4.5 Communication for stakeholder management
			4.5.1 Considering and involving constituencies in decision-making
			4.5.2 Developing relationships with constituencies
			4.5.3 Conversation
			4.5.4 Control
			4.5.5 Building relationships
		References
	Chapter 5: Stakeholders communication: Tools and methods
		5.1 Stakeholder relations
			5.1.1 Internal communication or employee communication
				5.1.1.1 Internal communication tools
				5.1.2 External stakeholder communication
					5.1.2.1 Investor relations
					5.1.2.2 Supplier relations
					5.1.2.3 Media relations
					5.1.2.4 Tools of media relations
					5.1.2.5 Government relations
					5.1.2.6 Public affairs
					5.1.2.7 Lobbying
					5.1.2.8 Community relations
					5.1.2.9 Customer relations
		5.2 Other tools and applications of corporate communication
			5.2.1 Corporate advertisement
			5.2.2 Event management
			5.2.3 Sponsorship
			5.2.4 Corporate films/videos
			5.2.5 Social media/digital media: technology-mediated corporate communications
		References
Part III
	Chapter 6: Corporate branding
		6.1 Brand management
		6.2 Brand strategy
			6.2.1 Elements of brand strategy
		6.3 Brand name
			6.3.1 Brand name development
		6.4 Brand architecture
			6.4.1 Masterbrand brands (monolithic branding)
			6.4.2 Endorsed brands
			6.4.3 Individual brands (branded/pluralistic)
		6.5 Brand identity
			6.5.1 Elements of symbolism in brand identity
		6.6 Brand image
			6.6.1 Corporate image
				6.6.1.1 Dress code
			6.6.2 Differentiating brand image and brand identity
		6.7 Brand reputation
			6.7.1 Elements which build the corporate/brand reputation
			6.7.2 Brand reputation audit
		6.8 Brand personality
		6.9 Brand recognition
		6.10 Brand recall
		6.11 Brand awareness
		6.12 Brand loyalty
		6.13 Brand equity
			6.13.1 Factors in brand equity
		6.14 Brand identity audit
			6.14.1 Process involved in a brand audit
			6.14.2 Steps for a brand identity audit
		6.15 Rebranding
			6.15.1 Types of rebranding
				6.15.1.1 Reactive
				6.15.1.2 Proactive
			6.15.2 Corporate rebranding in India
			6.15.3 Rebranding failures
		References
		Websites
	Chapter 7: Corporate social responsibility
		7.1 Understanding philanthropy and corporate social responsibility
			7.1.1 Approaches to corporate philanthropy and CSR
			7.1.2 Indian point of view on donation and philanthropy
			7.1.3 Idea of trusteeship
		7.2 Defining CSR
			7.2.1 Historical development of concept of CSR in India
				7.2.1.1 Before 1947
				7.2.1.2 1947–1990
				7.2.1.3 1991–2000
				7.2.1.4 2000–2018
			7.2.2 Types and dimensions of CSR
			7.2.3 Reasons for engaging in corporate philanthropy and CSR
				7.2.3.1 Financial gains
				7.2.3.2 Developing relations with the community
				7.2.3.3 Employee motivation
				7.2.3.4 Relations with communities and stakeholders
				7.2.3.5 Improved branding
		7.3 Differentiating philanthropy and CSR
		7.4 Social media and CSR Practices
			7.4.1 Social media usage for CSR
		7.5 Legal provisions and CSR trends in India
			7.5.1 COVID-19 and CSR measures
		7.6 CSR trends in India
			7.6.1 Latest CSR intervention preferences
				7.6.1.1 First, an integrated community development intervention
				7.6.1.2 Second, needs-based intervention
				7.6.1.3 Third, aligning interventions with core competencies
				7.6.1.4 Fourth, creating shared value
		7.7 CSR: implications
		References
		Websites
	Chapter 8: Crisis communication and management
		8.1 What is a crisis?
			8.1.1 Characteristics of a crisis
			8.1.2 Why does a crisis happen?
			8.1.3 Forms of crisis
		8.2 Organizational crisis
			8.2.1 Types of organizational crisis
			8.2.2 Organizational crisis and social media
		8.3 Crisis management
			8.3.1 Theoretical bases to management of the crisis:
				8.3.1.1 Structural function systems theory
				8.3.1.2 Diffusion of innovation theory
			8.3.2 Crisis management model
			8.3.3 Need for crisis management
			8.3.4 Essential features of crisis management
		8.4 Crisis management and planning
			8.4.1 Need for a crisis management plan
			8.4.2 Characteristics of a crisis management plan
			8.4.3 Steps involved in a crisis management plan
		References
		Websites
Part IV
	Chapter 9: Communication strategy and campaign planning
		9.1 Strategy and strategic communication
		9.2 Link between corporate strategy and communication strategy
		9.3 Corporate communication and strategic communication
		9.4 Models defining the strategic role of corporate communication
			9.4.1 The Grunig and Repper model
			9.4.2 The Moss and Warnaby conceptual model
			9.4.3 Steyn\'s (educational) model
		9.5 Issues management and corporate communication
		9.6 Understanding corporate communication strategy ( Steyn, 2004)
			9.6.1 Who should design a corporate communication strategy?
		9.7 Developing strategic communication plan
		9.8 Developing a communication plan
			9.8.1 Communication Plan
				9.8.1.1 Step 1: Defining the strategic intent
				9.8.1.2 Step 2: Review the situation and communication audit
				9.8.1.3 Step 3: Setting the objectives of the campaign
				9.8.1.4 Step 4: Deciding what resources are available
				9.8.1.5 Step 5: Diagnosing the organization’s image
				9.8.1.6 Step 6: Analysing corporate constituencies
					9.8.1.6.1 Finding out the organization’s constituencies
					9.8.1.6.2 Determining the constituency’s attitude toward the organization
					9.8.1.6.3 What does the constituency know about the communication or the area of the campaign?
				9.8.1.7 Step 7: Deciding message channel and structure
					9.8.1.7.1 Deciding the channel of communication
					9.8.1.7.2 Formulating the message structure
				9.8.1.8 Step 8: Formulating the media strategy
				9.8.1.9 Step 9: Budget preparation
				9.8.1.10 Step 10: Planning methods of evaluation
		9.9 Evaluation methods
			9.9.1 Communication audit
			9.9.2 Media monitoring
				9.9.2.1 Gatekeeping research
				9.9.2.2 Output analysis
				9.9.2.3 Syndicated media monitoring services
		9.10 Execution of the campaign
			9.10.1 Setting the timetable
			9.10.2 Final execution and evaluation of results
		References
Part V
	Chapter 10: Corporate ethics and guidelines
		10.1 Corporate governance and business ethics in India
		10.2 Companies act 2013
			10.2.1 Independent director under the Companies Act, 2013
			10.2.2 Audit committee
			10.2.3 Internal audit
			10.2.4 Serious Fraud Investigation Offence
			10.2.5 Corporate social responsibility
			10.2.6 Applicability
			10.2.7 CSR committee and policy
		10.3 Corporate governance and ethics from Kautilya’s Arthashastra
		10.4 Business ethics
			10.4.1 The basic principles of business ethics
		10.5 IABC code of ethics for professional communicators
			10.5.1 Preface
			10.5.2 IABC’s Code of Ethics
			10.5.3 IABC’s Code of Ethics in practice
			10.5.4 IABC ethics committee
		10.6 The PRSA code of ethics
			10.6.1 PRSA Code of Ethics
			10.6.2 Statement of professional values
		10.7 PRSI Code of Ethics
			10.7.1 Ethics
			10.7.2 Code of Athens
			10.7.3 India
		References
		Websites
Index