Index
accountability, corporate social responsibility 207–209
activism 470–485; cyclical model 188–189; defences to 476; definitions 472–473; effectiveness 478–479; emergence 476; framing 473–474; H&M campaign 480–481; issues management 187–189; leverage 475–479; organisations 478; platform and channel access 481–483; social media 482–483; strategies and tactics 474–477
actual corporate image 158–169
advertising 19, 22–24, 97–98; see alsomass communications; marketing public relations
Advertising Value Equivalency (AVE) 230–233
advocacy: internal communications 303; public opinion 34–37; women’s rights 70–73 the agency argument 200–201
aims of financial communications 345
AMEC Social Media Valid Framework 235–236
American breakfasts, Bernays 391–392
amoral organisations 105
analysis matrix for risk management 181–182
analysts, financial communications 342
Annual General Meetings (AGM) 347
as art, PR 5
assimilation of new technology 454–457
audience: consumer relations 392–393; financial communications 341–343; internal communications 304–307
auditing: corporate identity 158–169; internal communications 310–311
AVE seeAdvertising Value Equivalency
balance, news releases 284
Bank of Scotland 129–132, 136, 139–142
barriers to evaluations 227–229
Battersea Dogs and Cats Home 438–439
beef burgers, cultured 396–399
behavioural audits, corporate identity 160
behaviour, cultural drivers 251–253
behaviour theory of the firm 29
black or minority ethnic (BME) groups 497–498
blogs 279
Bloodhound SSC project 418–420
BME seeblack or minority ethnic groups
boundary-spanning: Muzi Falconi 176–177; PRISM 177–179; risk and issues management 173–179; stakeholder levels 174–176
brand PR 388–404, see alsoconsumer relations
breakfast and bacon sales in America 391–392
breast cancer awareness, Pakistan 260–265
British Standard for Crisis Management (BS 11200) 192
building trust, business-to-business 406
burden of proof, activism 482–483
burgers, cultured beef 396–399
business awards 409
business-to-business relations 405–421; characteristics 405–407; implementation 407–408, 414, 416–417, 419; important consider ations 410–411; Lloyds TSB Autolease 415–417; measurement 411–412, 415, 417, 420; media relations 408–409; Mettis Aerospace 413–415; strategy building 407, 413, 415–416, 419; targeting 406, 410; University of the West of England 418–420
Cadbury, Kraft takeover 355–357
capitalism: Kantian 201–202; laissez-faire 199–201
central government 363–365, see alsogovernment; politics
Central Office for Information (COI) 363–364
changing perceptions 4
channels 13; activist access 481–483; of communication 41; consumer relations 393–394; internal communications 314–322; mass communication 34–37
Chartered Institute of Public Relations (CIPR) 106–108; Code of Conduct 116–117; registration 119–120; regulation 118–121; training 110–112
Chase–Jones model of issues management 187
CIPR seeChartered Institute of Public Relations
coalition building in politics 67–68
cognitive dissonance theory 39
COI seeCentral Office for Information
collaboration and internal communications 301–302
common starting points (CSPs) for corporate identity 151–152
communication 27–49; audits for corporate identity 160; celebrity advocacy 70–73; corporate 127–143; cultural theories 43–47; definitions 27–28; financial 336–358; information age 451–457; internal 97, 295–335; language frames 69; levels 28; mass communication theories 30–37; models 31–33; New Labour 54–57; persuasion and motivation 37–43, 47; public opinion 30–31; public sphere 57–59; risk management 183–184; semiotics, framing and messaging 41–43; social theories 43–47; systems theory 29–30, 47; theories 27–37
communication technology: globalisation 141, see alsodigital media; internet; social media
competencies 15–24; disciplines 16–18; four Ps 19, 21; internal communications 326–330; marketing 23–24; new technologies 465–468; private sector 90–92; relationship onion 19, 21
competitiveness, internal communications 302
compliance, internal communications 299–300
compulsory registration and licensing 119
consistency, corporate identity 150–152
consumer relations 388–404; Bernays case studies 390–392; Beyond Dark chocolate 400–403; brand PR inception 389–390; channels 393–394; evaluation and measurement 395–396, 401–403; influence 394–395; Maastricht University’s cultured beef 396–399; reputation management 394–395; understanding audience 392–393
contemporary practice 12–24; competencies 15–24; corporate communication 127–132; disciplines 16–18; four key steps 14–15; industry structure 12–14; marketing 19, 22–24
continuing models of evaluation 224–226
continuous professional development (CPD) 110–111, 114–115
contracts 252
controlling agendas, financial communications 351–352
co-orientation models of communication 33
coping strategies for crisis management 191
core competencies seecompetencies
corporate communication 127–143; Bank of Scotland case study 129–132; corporate social responsibility 138–139; current practice 127–132; environmental scanning 142; ethics 142; globalisation 141; opinion formers 141; reputation management 140; social capital 135; social responsibility 138–139; stakeholder approach 132–138; stakeholder engagement 138; stakeholder management 136–137
corporate identity 7–8, 144–171; actual and desired 158–169; auditing 158–169; behavioural audits 160; communication audits 160; consistency 150–152; definitions 144–145; identifying desired image 158, 162–163; management 149–154; organisational culture 152–153; Queen Margaret University College case study 161–169; reality 153–154; reputation 147–149; research 154–169; symbolism 150, 166–167; visual audits 160–161; vs. corporate image 146–147
corporate image vs. corporate identity 146–147
corporate–not-for-profit partnerships 436
corporate social responsibility (CSR) 138–139, 197–218; definitions 198–199; engagement and responsiveness 207–209, 213–216; evaluation and reporting 205–207, 210–213; Irish Banking sector case study 210–216; language 203–205; in practice 202–209
corporate stakeholders 175
corporate strategy and identity 149–150
corporations: free-market capitalism 199–201; social responsibility 197–218; stakeholder model 201–202; see alsoorganisations
Costa Coffee UK and Ireland 331–332
CPD seecontinuous professional development
crisis management 172–173, 189–195; apologia 194–195; coping strategies 191; environmental scanning 191–192; personal impacts 189–190; plans 190–193; strategies 192–193
CSPs seecommon starting points
CSR seecorporate social responsibility
culturally appropriate models 12
cultural relativism 104
cultural theories of communication 43–47
culture: conventions 253–254; corporate identity 152–153; diversity 250–253; government 63–64; identity 145–146
cyclical model of activism 188–189
defences to activism 476
demographics and internal communications 305
deontology 102–103, 197, 201–202, 204–205
design audits, corporate identity 160–161
desired corporate image research 158–169
development of new technology 451–454
development stages of businesses 94–96
De Wit and Meyer’s web of relational actors 86–87
digital media: business-to-business relations 409; competencies 465–468; effective utilisation 457–464; globalisation 443–449; mobile addicts 450–451; not-for-profit sector 437–439; rhizomatic middleness 449–450; utilisation 451–464
digital natives (gen-C) 450–451
direct horizontal relation 86–87
disciplines: competencies 16–18; marketing 23–24; specialist 18
discourse: language frames 69; public affairs 62–63
disputation 186
diversity 497–498; cultures 250–253; diaspora 249–250; local conventions 253–254
downstream vertical relations 86–87
driving performance with internal communications 302–303
economic actors 87
ECOPSI seeEuropean Communication Professional Skills and Innovation Programme
Edinburgh Council tram services introduction 380–385
education: body of knowledge 112–113; continuous professional development 110–111, 114–115; training 113–115
EEG seeelectroencephalograms
effectiveness of activism 478–479
effective utilisation of new technology 457–464
EIAS seeenvironmental impact assessment studies
eight-factor PR integration model 15–18
electroencephalograms (EEG) 401–403
employees: as advocates 303;
engagement 300–304, 317; turnover 300–301
encroachment, marketing 97
engagement: activism 474–477; corporate social responsibility 207–209, 213–216; Edinburgh tram services introduction 381–382; employees 300–304, 317; internal communications 300–304, 317; new technology usage 462–464; not-for-profit sector 430–440; stakeholders 138
environmental impact assessment studies (EIAS) 268–269
environmental scanning 82–84, 142, 191–192
EPISTLE framework 83
ethics 101–123; capitalism 199–202; corporate communication 142; corporate social responsibility 197–218; credibility 120–121; cultural relativism 104; deontology 102–103; media relations 288; morals 101–105; organisations 105; professionalism 106–117, 121–122; registration and licensing 119–120; regulation 118–121; theories 102–104; universal rights 103–104; utilitarianism 102
EUPRERA seeEuropean Public Relations Education and Research Association
European Communication Professional Skills and Innovation Programme (ECOPSI) 15–20
European Public Relations Education and Research Association (EUPRERA) 113
evaluation 219–242; barriers 227–229; business-to-business relations 411–412, 415, 417, 420; consumer relations 395–396, 401–403; corporate social responsibility 205–207; financial communications 350; industry responses 229–230; internal communications 325–326; media effectiveness 231–233; models and methods 222–226; not-for-profit sector 440–441; objectives 221–222; online presence 235–237; Pink Ribbon Campaign, Pakistan 264–265; in practice 226–230; public affairs projects 68–89; return on investment 233–235
extent of globalisation 255–256
external environmental factors 134
feedback: communication 31–33; internal communications 308, 316
financial communications 336–358; aims 345; audiences 341–343; changing focus 337–339; during transactions 348–350; evaluation 350; future issues 350–354; historical context 339–340; investor relations 341–344, 350, 354; Kraft and Cadbury takeover 355–357; media relations 342–344; millennials and generation Z 353; ongoing communication 350; outside financial calendar 348; regulatory environment 344–345; reporting 346–347; social media 352; timing 346; trade and
technical media 343–344; working environment 340–341
financial markets, social media impacts 352
first world perspective 246–248
five elements of PR 7
five questions for line managers 324
five stages of activist action 476
flotations, financial communications 348
framing: activism 473–474; communication theory 41–43; public affairs 62–63
free-market capitalism 199–201
functional roles: business communication 79–80; intelligence gathering 82–87; links to other departments 96–99; strategy making 81–82; systems theory 80–89
future challenges 489–499; changing models 494–496; equality 496–498; professionalism 492–494
future issues, financial communications 350–354
GA seeGlobal Alliance
game changers, globalisation 249
gatekeepers: mass communication 34–37; within organisations 281
gen-C (digital natives) 450–451
gender taboos in tobacco 390–391
generation Z, financial communications 353
Global Alliance (GA) 245–246; codes of practice 117
globalisation 243–271; corporate communication 141; cultural differences 250–253; diaspora 249–250; extent 255–256; local conventions 253–254; new technology usage 443–449; organisations 254–255
global relations 243–271; Brass LNG 268–269; community 244–246; cultural differences 250–253; definitions 243–244, 248; diaspora 249–250; first world perspective 246–248; frameworks 258–259; game changers 249; Gezi Park 266–267; local conventions 253–254; new technology usage 443–449; Pink Ribbon Campaign, Pakistan 260–265; in practice 259–269; theoretical approaches 257
government 51–59; central 363–365; direct lobbying 65–66; environmental analysis and strategic decision making 64–65; grassroots campaigning 66–67; issues management 185–186; lobbying 59–73; the Lobby system 53–54; local 365–371, 374–387; not-for-profit engagement 430–431; public sector relations 359–387; public sphere 57–59; soundbites and spin 54–57; spin 51, 52, 54–57; structures, institutions and culture 63–64; women’s rights 70–73; see alsopublic sector relations
Gratification and Uses approach 37
growing organisations 95
H&M, activist campaign 480–481
hedge funds, financial communications 341–342
history: beginning of information age 451–454; financial communications 339–340; internal communications 306; of PR 8–12
hospitality 409
human resources links to PR functions 97–98
hypodermic model 33
IC see internal communications
identity 145–146; see alsocorporate identity
impact: consumer relations 394–395; not-for-profit sector 440–441
implementation, business-to-business relations 407–408, 414, 416–417, 419
indirect horizontal relations 86–87
industry responses to evaluation 229–230
influence: celebrity advocacy 70–73; coalition building 67–68; consumer relations 394–395; direct lobbying 65–66; environmental analysis and strategic decision making 64–65; grassroots campaigning 66–67; lobbying 59–73; news 275–277; positioning within organisations 90–96; public affairs theory 61–63
informal approaches to internal communications research 307–308
informal networks for internal communications 306–307
information, interpretation 87–88
information overload 452
innovation–decision process 41
Inside Media and Continental Tyres 290–293
Institute of Public Relations (IPR) 108, 110
institutional investors 341
institutions of government 63–64
integrated communications activities 16–17
intelligence gathering 82–87; corporate social responsibility 206–207; environmental scanning 82–84; internal communications 317; issues management 184–185; publics 84–87; stakeholders 84–87
internal communications (IC) 97, 295–335; advocacy 303; audience 304–307; auditing 310–311; channels 314–322; collaboration 301–302; in context 295–296; Costa Coffee UK and Ireland 331–332; definitions 296–297; driving performance 302–303; engagement 317; evaluation 325–326; feedback 308, 316; HR vs. PR 298; informal networks 306–307; intelligence 317; legal obligations 299–300; line managers 317, 323–325; Maersk Line 333; major changes 304; need for 298–304; not-for-profit sector 429–430; planning 311–314; research 307–310; retaining staff 300–301; skills and organisation 326–330
international air shows 413–415
international bodies, not-for-profit sector engagement 431–433
international diversity 249–250
international relations 243–271; see alsoglobalisation; global relations
internet: competencies 465–468; development 453–454; effective utilisation 457–464; globalisation 443–449; mobile addicts 450–451; not-for-profit sector 437–439; rhizomatic middleness 449–450; utilisation 451–464; see alsodigital media; social media
interpreting information as a management function 87–88
investor relations 341–344, 350, 354
IPR seeInstitute of Public Relations
Irish Banking sector case study 210–216
issues management 172–173, 184–189; active approaches 187–189; context 185–186; intelligence gathering 184–185
iteration within evaluation 224–226
knowledge and internal communications 311–312
Kraft, Cadbury takeover 355–357
laissez-faire capitalism 199–201
language: business-to-business relations 410; corporate social responsibility 203–205
language frames 69
legal actors 87
legal constraints on local government 366
legal department links to PR 98
legal obligations and internal communications 299–300
leverage,, activism 475–477, 479
lifelong learning 110–111, 114–115
line managers, internal communications 317, 323–325
listening, media relations 287
Lloyds TSB Autolease (LTSBA) 415–417
lobbying 59–73, 121; celebrity advocacy 70–73; coalition building 67–68; definitions 59–60; direct 65–66; environmental analysis and strategic decision making 64–65; evaluation 68–89; issues management 188–189; not-for-profit sector 430–433; pressure and interest groups 60–61; public affairs theory 61–63; structures, institutions and culture 63–64; see alsoactivism
local cultural conventions 253–254
local government 365–371, 374–387; legal constraints 366; purdah period 367; reputation management 369–371
long form versus short form presentation 464
long-term relationships 406
LTSBA (Lloyds TSB Autolease) 415–417
Maersk Line 333
magic bullet model 33
major changes within internal communications 304
Maletzke model of communication 35–36
management functions 5, 7, 76–100; apologia 194–195; boundary-spanning 173–179; business strategy 77–80; core competencies 90–92; corporate identity 149–154; corporate level 78–79; crisis management 172–173, 189–195; environmental scanning 82–84; functional level 79–80; human resources 97–98; influence of positioning 90–96; information interpretation 87–88; intelligence gathering 82–87; issues management 172–173, 184–189; legal departments 98; links to other functions 96–99; practitioner’s roles 89–92; PRISM 177–179; publics 84–87; relational actors 86–87; risk management 88–89, 172–173, 179–184; stakeholder levels 174–176; stakeholders 84–87, 136–137, 174–176; strategy making 81–82; systems theory 80–89; value chains 79
managers, internal communications 317, 323–325
marketing 19, 22–24, 96–97; encroachment 98; terminology 97–98; tools 23–24
marketing public relations (MPR) 19, 22–24, 96–97; tools 23–24
mass communication 30–37; basic model 31–33; gatekeepers 34–37; Maletzke model 35–36; Osgood–Schramm model 32–33; persuasion and motivation 37–43; public opinion 30–31, 33–37; Shannon and Weaver model 31–32; theories 33–37; Westley–MacLean model 34–35
mature organisations 95
meaning: communication theories 43–46; semiotics 41–43
measurement 219–242; business-to-business relations 411–412, 415, 417, 420; consumer r elations 395–396, 401–403; not-for-profit sector 440–441; public affairs projects success 68–69; see alsoevaluation
media relations: business-to-business relations 408–409; Buzzfeed case study 287–289; changing landscape 277–279; Continental Tyres case study 290–293; ethics 288; financial communications 342–344; human interest 281–282; the Lobby system 53–54; monitoring, listening and responding 287; New Labour 54–57; news 275–277; news creation 279–280; news releases 283–285; in practice 282–285; relationship management 285–286; social 275–294; techniques 280–282
mediation, communication 28
mentoring 115
mergers and acquisitions 348–349
messaging, communication theory 41–43
Meyer and De Wit’s web of relational actors 86–87
millennials and financial communication 353
minority ethnic groups 497–498
MNOs (multinational organisations) seeglobalisation; global relations
monitoring media relations 287
morals 101–105; capitalism 199–202; ethical theories 102–104; organisations 105; rules 101
motivation, communication theory 37–41, 47
Mountfield Review 53
movements of thought 440
MPR seemarketing public relations
multinational organisations (MNOs) seeglobalisation; global relations
multipliers, media evaluation 232
mutuality in communication 28
myth-busting campaign, Action for Children 428–429
narrative: news releases 283; new technology usage 462–464
narrative paradigm leading thinker 39
National Health Service (NHS) 371–373
need for internal communications 298–304
new capital, financial communications 341–342
New Labour 51–59; the Lobby system 53–54; soundbites and spin 54–57
news 275–287; creation 279–280; evaluation and responding 287; human interest 281–282; personal publishing 279; print media 278–279; releases 283–285
newsjacking 475
new technology 443–469; assimilation 454–457; competencies 465–468; development 451–454; effective utilisation 457–464; globalisation 443–449; planning usage 461–464; rhizomatic middleness 449–450; utilisation 451–464
NHS (National Health Service) 371–373
Northamptonshire County Council 374–379
not-for-profit sector 422–442; Action for Children 428–429; Battersea Dogs and Cats Home 438–439; celebrity patronage 433–435; charities 426–427; compassion fatigue 423–425; context 422–423; corporate sector partnerships 436; definition 425; Diabetes UK 435–436; digital media 437–439; government engagement 430–431; impact 440–441; internal communications 429–430; international body engagement 431–433; measurement 440–441; social enterprises 427; social media relations 437–439; stakeholders 429; trends and movements 440; voluntary organisations 427
ongoing communication, financial 350
online publications impact 282–285
opinion formers 141
opportunity management 187–189, see alsoissues management
organisational identity 146, 152–153
organisational relationship onion 19, 21
organisation of internal communications 329
organisations: activism 478; business strategy 77–80; corporate level 78–79; culture and identity 152–153; free-market capitalism 199–201; functional level 79–80; globalisation 254–255; influence of PR 90–96; links to other departments 96–99; management functions 76–100; moral ethos 105; practitioner’s roles 89–90; relational actors 86–87; social responsibility 197–218; stakeholder model 201–202; strategy making 81–82; systems theory 80–89; as targets 406; see alsogovernment; politics; private sector
Osgood–Schramm model of communication 32–33
overcommunication 452
Pakistan, Pink Ribbon Campaign 260–265
performance and internal communications 302–303
personal impacts, crisis management 189–190
personal publishing 279
persuasion: communication 37–41, 47; semiotics, framing and messaging 41–43; theories 38–41, 47
PEST analysis 82
Phillis Review 53
Pink Ribbon Campaign, Pakistan 260–265
planned activities 7
planned behaviour theory 39
planning: business-to-business relations 407–408, 413, 415–416, 419; internal communications 311–314; new technology usage 461–464
platforms, activist access 481–483
political actors 87
politics 50–75; coalition building 67–68; direct lobbying 65–66; environmental analysis and strategic decision making 64–65; grassroots campaigning 66–67; ideal communication 57–59; issues management 185–186; lobbying 59–73; the Lobby system 53–54; public sector relations 359–387; public sphere 57–59; soundbites 54–57; spin 51, 52, 54–57; structures, institutions and culture 63–64; women’s rights 70–73; see alsopublic sector relations
positioning within organisations 90–96
practical approaches to corporate identity research 155–158
practical considerations in public sector relations 362–363
practitioners: competencies 15–24; contemporary roles 12–24; credibility 120–121; four key steps 14–15; in the future 493–494; links to other functions 96–99; marketing 23–24; positioning within organisations 90–96; private sector 89–92
preparation, implementation and impact model of evaluation 222–223
presentation: news releases 283–285; short form versus long form 464
press agentry model 11
print media, decline of 278–279
PRISM seePublic Relations Information System Management approach
private client brokers, financial communications 344
private equity, financial communications 341–342
private investor services,, financial communications 343
private sector: business strategies 77–80; core competencies 90–92; development stages 94–96; human resources 97–98; influence of PR 90–96; intelligence gathering 82–87; interpreting information 87–88; legal departments 98; links to other functions 96–99; marketing 96–97; practitioner’s roles 89–92; relational actors 86–87; risk management 88–89; size of organisations 93–94; strategy making 81–82; systems theory 80–89; value chains 79
processes, four key steps 14–15
process feedback 308
professional bodies 13–14, 115–116
professional development 110–111, 113–115
professionalism 106–117, 121–122, 492–494; body of knowledge 112–113; codes of practice 116–117; continuous professional development 110–111, 114–115; credibility 120–121; qualifications 109–112; representation 116–117; research 112–113; training 113–115
profits vs. social responsibility 199–201
Protein World campaign 174
psychological contracts 300–301
public affairs 59–73; celebrity advocacy 70–73; coalition building 67–68; definitions 59–60; direct lobbying 65–66; environmental analysis and strategic decision making 64–65; evaluation 68–89; grassroots campaigning 66–67; pressure and interest groups 60–61; structures, institutions and culture 63–64; theory 61–63; women’s rights 70–73
public information model 11
publicity, news creation 279–280
public opinion: activism 470–485; gatekeepers 34–37; mass communication 33–37; understanding 30–31
Public Relations Information System Management (PRISM) approach 177–179
publics 13; influence of PR 94; intelligence gathering 84–87; new technology usage 462–463
public sector relations 359–387; central government 363–365; context and origins 359–360; Edinburgh trams introduction 380–385; future challenges 373–374; local government 365–371, 374–387; NHS 371–373; Northamptonshire County Council 374–377; in practice 362–363; reputation management 369–371, 372; social media 381–383; in theory 360–362
pull channels for internal communications 315–316
purdah period, local government 367
push channels, internal communications 314–315
pyramid model of research 223–224
QMUC seeQueen Margaret University College
qualitative approaches to internal communications research 308–309
quantitative approaches to internal communications research 309–310
Queen Margaret University College (QMUC) case study 161–169
quotes in news releases 284
RDT seeresource dependency theory
reactions to internal communications 316
reality: communication theories 43–46; corporate identity 153–154
reasoned action theory 39
registration and licensing 119–120
related functions at stakeholder levels 174–176
relationship management in media relations 285–286
reporting: corporate social responsibility 205–207, 210–213; financial communication 346–347
reputation management 6, 22; activities 16–17; consumer relations 394–395; corporate communications 140; corporate identity 147–149; corporate social responsibility 138–139, 197–218; local government 369–371; NHS 372
research 112–113; consumer interests and responses 392–393, 395–396, 401–403; corporate identity 154–169; corporate social responsibility 206–207; internal communications 308–310; issues management 184–185; pyramid model 223–224
resource dependency theory (RDT) 29, 47
responding, media relations 287
responsiveness and corporate social responsibility 207–209
retail investors, financial communications 344
return on investment (ROI) 233–235
rhizomatic middleness 449–450, 465
risk management 88–89, 172–173, 179–184; analysis matrix 181–182; communication 183–184; traffic light triage 182–183
risk scores, Diabetes UK 435–436
ROI seereturn on investment
sectors, influence of PR 93
Shannon and Weaver model of communication 31–32
shaping the future 489–499, see alsofuture challenges
shared perceptions in communication 28
share prices and corporate communication 141
short form versus long form presentation 464
short term model of evaluation 224–226
Six Degrees of Separation 394–395
size of organisations and influence of PR 93–94
skills seecompetencies
SMARTT objectives 221
social capital 135
social constructivism 42, 44–47
social enterprises 427
social judgement theory 39
social media: activism 481–483; assimilation 455–457; business-to-business relations 409; Buzzfeed 287–289; competencies 465–468; effective utilisation 457–464; financial market impacts 352; globalisation 249; impact on practice 275–276, 278–279, 282–285; monitoring, listening and responding 287; not-for-profit sector 437–439; personal publishing 279; public services engagement 381–382
social mission 4
social responsibility 7–8; definition 198–199; profits 199–201; see alsocorporate social responsibility
social return on investment (SROI) 233–235
social theories of communication 43–47
societal levels and business strategy 77–80
societal stakeholders and PR functions 175
sociocultural actors 87
sociological communication theories 44–46
speaking engagements 408
specialist disciplines 18
SROI seesocial return on investment
stakeholder levels and PR functions 174–176
stakeholder management 136–137, 273–485; activism 470–485; Brass LNG 268–269; business- to-business 405–421; consumers 388–404; corporate social responsibility 203–209; financial communications 336–358; internal communications 295–335; Kantian capitalism 201–202; media relations 275–294; new technology usage 443–468; not-for- profit engagement 422–442; not-for-profit sector 429; Pink Ribbon Campaign, Pakistan 262–264; public sector 359–387
stakeholder model of capitalism 201–202
stakeholders 22; co-orientation models of communication 33; engagement 138; influence of PR 94; intelligence gathering 84–87; relational actors 86–87
stakeholder theory: corporate communication 132–138; corporate social responsibility 138–139; engagement 138; environmental scanning 142; ethics 142; management 136–137; opinion formers 141; reputation building 140; share prices 141; social capital 135; strategic management 137
start-up organisations 95
status and professionalism 109–112
status of public relations 97
strategic management 76–100; business strategy 77–78; business-to-business relations 407, 413, 415–416, 419; core competencies 90–92; corporate identity 149–150, 162; corporate level 78–79; functional level 79–80; influence of positioning 90–96; information interpretation; intelligence gathering 82–87; legal departments 98; links to other functions 96–99; politics 64–65; practitioner’s roles 89–92; risk management 88–89; stakeholders and publics 84–87; stakeholder theory 137; strategy making 81–82; systems theory 80–89; value chains 79; see alsomanagement functions
strategic relations 125–271; activism 474–477; apologia 194–195; boundary spanning 173–179; corporate communication 127–143; corporate identity 144–171; corporate social responsibility 138–139, 197–218; crisis management 189–195; globalisation 141, 243–271; issues management 184–189; measurement and evaluation 219–242; risk management 179–184
strategies, future challenges 494–496
structural reorganisations 97
structural theories, public affairs 61–63
structure of the industry 12–14
structures of government 63–64
success measurement, business-to-business relations 411–412, 415, 417, 420
sustainability, financial communications 351
symbolism and corporate identity 150, 166–167
systems theory 29–30, 47, 80–89; environmental scanning 82–84
targeting: business-to-business relations 406, 410, 413; short form versus long form 464
technical media, financial communications 343–344
technological actors 87
technological readiness 465–468
theoretical considerations, public sector relations 360–362
theory of planned behaviour 39
theory of reasoned action 39
timing of financial communications 346
trade media, financial communications 343–344
traditional view 4
transactions, financial communications 348–350
transmission of information 27–28
trend following in not-for-profit sector 440
two-way communication 7, 11–12, 32–33
UKPAC seeUK Public Affairs Council
UK Public Affairs Council (UKPAC) 117
understanding consumers 392–393
understanding public opinion 30–31
University of the West of England 418–420
upstream vertical relations 86–87
Uses and Gratification approach 37
us vs them framing, activism 473–474
utilitarianism 102, 197, 204–205
Valid Metrics Framework (VMF) 230–233
value chains 79; internal communications 328; PR functions 175
venture capital, financial communications 341–342
visual audits, corporate identity 160–161
voluntary organisations 427
Weaver and Shannon model of communication 31–32
websites: investor relations 350, see alsodigital media; internet; new technology; social media
WEG seeWomen’s Empowerment Group
Westley–MacLean model of communication 34–35
wheel of education 111
wire services, financial communications 343