Chapter Writing: Integrated Corporate Communication (ICC)

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SAMPLE EXCERPT:

[. . .] Those ways could be (Gray and Balmer, 1998):

Cognitive: it means to request for more information than required.

Affective: it means to inspect the message with comprehension point-of-view.

Behavioural: it means to determine that how far the collected data is true or not with every subjective point-of-view (Gray and Balmer, 1998).

Outer, Inner along with Co-Maker stakeholders

Corporations are comprised of corporate communication. It is based upon diverse audiences. It is divided into three targets on the basis of priority of the recipients of this corporation's communication. They are (Brown and Dacin, 1997):

1. Inner stakeholders

2. Outer stakeholders

3. Co-makers

Corporate communication is based on numerous audiences; this aspect could be explained as follows: a company always targets a specific group of people on the basis of designed criteria of their personal information. After this the information is transferred to the targeted group of potential recipients. This selection of such people is made on the basis of their peculiar interests and personalities with respect of time or space (Brown and Dacin, 1997).

After defining targeted people, the next step is to make specific profiles regarding public threats or opportunities. This profile is made up of targeted people or combined views that the company must include with the dialectic terms by using various tools. This in return is advantageous. This could also help to limit the chances of occurrence of critical outcomes (Brown and Dacin, 1997).

Inner communication is based on that information which includes personal data of an employee like his behaviour. It bonds the various components of the organisation. This type of information is transmitted through media networks. It is always in accordance to the organisation's structure. Its target is to limit the spontaneous integrity and fortuitousness of the transmitted data. This in turn helps the company to work in accordance to the inner and outer world's demands. The inner media network includes many formal and informal channels, in which the formal ones include (Pratt and Foreman, 2000):

Meetings

AGMs

personal letters conversations and interviews internal communiques service orders and procedures preparation, refresher and training programmes permanent corporate publications (house organs)

There are several outer targets like (Pratt and Foreman, 2000):

customers suppliers financial world public authorities associations and lobbies media opinion makers

opinion leaders, etc.

The objective of communicating such targeted people is to broadcast brand commercials, check their transmitted resources and guide and forward them to their respective recipients (Pratt and Foreman, 2000).

Outer communication includes broadcasting of a particular brand/corporate identity. It does so by employing various personal, non-personal and ICT tools of communication. Throughout this procedure, the company basically keep a connection with the outside world through proper advertisements, news, events and various symbols. They collectively react positively toward the respondents of the company and its products from the outside world (Balmer, 1997).

There are three specific paradigms which have been enumerated outstandingly. As far as organizational end communication is concerned, the goal is to optimize the tasks and functions of entire company. On the other hand, the commercial end communication is associated with the marketing of products, agreements as well their offers. The identity can also be defined by a third option that is institutional ends communication, relates to promotion and development of the entire organization (Balmer, 1997).

The outer/inner divergence of parts etc. explains companies' distinctive condition which is running around specifically to local markets. In these types of companies, their Inner communication is restricted to industrial relations management, however, their outside information is purely linked to marketing and advertising. At local and global level, these two diversions are not successful to fulfill the communication requirements of modern companies. Despite of the fact, these companies are lagging behind with regard to worldwide communications, nonetheless, do not bother to peep into external world (Balmer, 1997).

The public sector (by which the organization's fundamental activities are significantly affected, pertaining to the outer world), in order to compare their attitude ( of moral, social, judicial and economic - environmental importance) with 'corporate social responsibility' and 'corporate responsibility' and to verify their long-term/medium term reliability and uniformity, gives a substantial amount of time to the formal and inherent content of communications. The public segments pay substantial attention to this matter, as the organizations adopt this attitude 'immediately' and 'without checks', that is externally programmed promotional lines stated in communications with convincing objectives. It further emphasizes the need for establishing contacts with outer environments to the companies, on the contrary, offers huge amount of opportunities, enabling the company to play a pivotal role to increase the corporate image so as to improvise the marketing agenda (Balmer, 1997).

Finally, in terms of worldly corporations, demonstrates the need to identify the next public target known as 'co-makers', which articulates both social and economic operators irrespective of public and private sector. By the help of this target, an organization tries to sustain its advantaged terms and relations with other companies efficiently. It chiefly takes part in promoting an organization to follow its success path and finally takes the company to the level of self-sufficiency (Riel and Fombrun, 2007).

Some particular facets are defined by the co-makers' audience. Like, retail structures of quasi-franchised and franchised (for example: networks of fuel distribution) may be included; partners in the form of suppliers involved in activities of R&D, commercial and manufacturing both; particular 'key-clients', specially those who belong to the channels of distribution having high competition; specific consultants, who are decisively contributing towards the particular management goals; particular financial operators whom job is to describe the time periods and development lines implementation ways after interacting with the organization and some more like these (Riel and Fombrun, 2007).

Recipients' brackets are therefore identified by the co-makers with particular identifying facets, having some sort of similarity with Inner audience and some with external. Generally, simultaneous availability of the following is the feature that distinguishes a co-maker (Riel and Fombrun, 2007).

- formal agreements are there which create preferential relationships;

- highly frequent and continuous relationships (mostly consisting on personal and confidential nature);

- periodical results are influenced significantly by the individual relations

- remaining vigilant to maintain a contribution on continuous basis to achieve long and medium term objectives, along with exclusive or preferential involvement (Riel and Fombrun, 2007).

The sector of real estate is one of the example of co-makers communication, where particular reference regarding franchising agreements among the affiliated operation units and affiliating organizations are made. 'Business know-how' management is regarded by the specific 'co-makership' flow of information, the affiliating organization experimented, perfected and devised its methods, knowledge and technical skills for the marketing of its product, using the flow of information which includes: using the trademark correctly, applying 'Visual Corporate Identity' (furniture, shop-windows, signs), procedures developed for the usage of tested and tried selling, techniques involving merchandise and promotion, and difficulties faced in taxation issues, administrations and communication of other commercial organizations were targeted. As far as the connection of the information flow from the co-makers for the 'know-how' of real estate business management, 'System Presentation Manual' has so much importance as it emphasizes on: A detailed outline for the trademark usage and a product line presentation; acquisition of asset and techniques of selling; methods of storage and inventories; price fixing indications; establishing computerised management control system; policies regarding the employees; accounts, administration, insurance and taxation processes. For a similar and correct point of sale for furnishing an Architecture Manual and to keep the practise acodes and ways of point of sale launching an Advertising Manual, and for the promotion of particular offers made by the organization; seminars and meetings, along with the communication between the affiliated operation units and affiliated organization to show the evaluations and strategies developed by the corporations and ultimately 'support and assistance on continuous basis', including editorial techniques (correspondence, technical documentation, bulletins, house organs), contacts of telephones, refresher and training courses, online support and personnel's visits are also imagined by the flow of co-makership information (Balmer and Greyser, 2006).

ICC Strategies and tactics

Numerous strategies of integrated communications can be outlined by the considerations discussed earlier which corporations may adopt. Here, corporate behavior definition can be (Brondoni, 2006):

- Product communication integration;

- Corporate communication integration;

- Integrated communication along with outer targets' prevalence;

- Integrated communication along with inner targets' prevalence;

- Integrated communication along with co-makers' prevalence (Brondoni, 2006);

Integrated Product Communication (IPC)

Several flows of information planning including co-makers, targets which are inner and outer are basically the procedures through which the communication regarding the integrated product takes place in corporations operating locally and globally, connected with the quantity of tools deals with a particular product (Argenti, 2009).

A particular promotion of service or product using strategic tools and ideas is likely to lack organizational-centric vision of the company. It caters short-term aims through focus on strengths of corporate environment; however, it must have worked towards long-term objectives (Argenti, 2009).

It is not possible to achieve systemic integration among ends/information flows/targets if communication… [END OF PREVIEW]

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