Machine generated contents note: Attitudes toward American Business through the Years -- Hollywood: A Window on Main Street and Wall Street -- The Global Village -- How to Compete Ma Changing Environment -- Recognize the Changing Environment -- Adapt to the Environment without Compromising Principles -- Don't Assume Problems Will Magically Disappear -- Keep Corporate Communication Connected to Strategy -- Conclusion -- Two Kids in a Sandbox -- Don't be Evil -- The Chinese Market -- NGOS, Competitors, and Congress Make Noise -- Pressure from Shareholders and China -- Case Questions -- Communication Theory -- Developing Corporate Communication Strategies -- Setting an Effective Organization Strategy -- Analyzing Constituencies -- Delivering Messages Effectively -- Constituency Responses -- Conclusion: The Corporate Communication Connection to Vision -- Case Questions -- From "PR" to "CorpComm" -- The First Spin Doctors -- A New Function Emerges -- Corporate Communications Today -- ^

Specific Responsibilities of Corporate Communications -- To Centralize or Decentralize Communications? -- Where Should the Function Report? -- Working Strategically with External PR and Communication Agencies -- The Subfunctions within the Function -- Identity, Image, and Reputation -- Corporate Advertising and Advocacy -- Corporate Responsibility -- Media Relations -- Marketing Communications -- Internal Communications -- Investor Relations -- Government Relations -- Crisis Management -- Conclusion -- Tea Drinkers Heaven -- From Moonshine to Big Time -- Growing Their Brand -- Communications Role -- Case Questions -- References -- What Are Identity and Image? -- Differentiating Organizations through Identity and Image -- Shaping Identity -- A Vision That Inspires -- Corporate Brands -- Putting It All Together: Consistency Is Key -- Identity Management in Action -- Step 1: Conduct an Identity Audit -- Step 2: Set Identity Objectives -- Step 3: Develop Designs and Names -- ^

Step 4: Develop Prototypes -- Step 5: Launch and Communicate -- Step 6: Implement the Program -- Image: In the Eye of the Beholder -- Building a Solid Reputation -- Why Reputation Matters -- Measuring and Managing Reputation -- Corporate Philanthropy -- What Is Corporate Advertising? -- Advertising to Reinforce Identity or Enhance Image -- Advertising to Attract Investment -- Advertising to Influence Opinions -- Who Uses Corporate Advertising and Why? -- Increase Sales -- Create a Stronger Reputation -- Recruit and Retain Employees -- Conclusion -- JetBlue Takes Off -- The Perfect Storm -- On Thin Ice -- Misery Loves Coverage -- Congress Comes Calling -- Conclusion -- Case Questions -- What Is Corporate Responsibility? -- The UN Global Compact Ten Principles -- The Twenty-First Century's CR Surge -- The Upside of CR -- CR and Corporate Reputation -- Consumer Values and Expectations: Taking Matters into Their Own Hands -- ^

Investor Pressures: The Growth of Socially Responsible Investing -- Responsibility Inside and Out: Employee Involvement in CR -- Strategic Engagement: The Continued Influence of NGOs -- Being Green: The Corporation's Responsibility to the Environment -- Communicating about Corporate Responsibility -- A Two-Way Street: Creating an Ongoing Dialogue -- The Dangers of Empty Boasting -- The Transparency Imperative -- Getting It Measured and Done: CR Reporting -- Conclusion -- Fair Trade Coffee -- Starbucks' Issues with Fair Trade Coffee -- The Starbucks Culture -- The Fair Trade Decision -- Case Questions -- The Evolution of the News Media -- The Growth of Business Coverage in the Media -- Building Better Relation with the Media -- Conducting Research for Targeting Traditional Media -- Researching and Engaging the Expanded "Press" -- Responding to Media Calls -- Preparing for Media Interviews -- Gauging Success -- Maintaining Ongoing Relationships -- ^

Building a Successful Media Relations Program -- Involve Media Relations Personnel in Strategy -- Develop In-House Capabilities -- Use Outside Counsel Strategically -- Developing an Online Media Strategy -- Extend Your Media Relations Strategy to the Blogosphere -- Handle Negative News Effectively -- Conclusion -- History of the Adolph Coors Company -- The Coors Mystique -- The Nature of the Brewing Industry -- Marketing and Distribution at Coors -- Management-Labor Relations at Coors -- Nationwide Boycott -- Federal Lawsuit -- David Sickler and the AFL-CIO -- Corporate Communication at Coors -- Shirley Richard -- Confrontational Journalism -- Open or Closed Door? -- Case Questions -- Internal Communications and the Changing Environment -- Organizing the Internal Communication Effort -- Goals for Effective Internal Communications -- Where Should Internal Communications Report? -- Implementing an Effective Internal Communication Program -- Communicate Up and Down -- ^

Make Time for Face-to-Face Meetings -- Communicate Online -- Create Employee-Oriented Publications -- Communicate Visually -- Focus on Internal Branding -- Consider the Company Grapevine -- Management's Role in Internal Communications -- Conclusion -- Westwood Publishing Background -- Corporate Communication at Westwood -- The Voluntary Severance and Early Retirement Program -- Communicating About the Plans -- Case Questions -- Investor Relations Overview -- The Evolution of Investor Relations -- A Framework for Managing Investor Relations -- The Objectives of Investor Relations -- Types of Investors -- Intermediaries -- Developing an Investor Relations Program -- How (and Where) Does IR Fit into the Organization? -- Using IR to Add Value -- Investor Relations and the Changing Environment -- Conclusion -- History of Steelcase, Inc. -- Identity, Vision, and Reputation -- The Initial Public Offering -- Steelcase as a Public Company (IPO TO JUNE 2000) -- ^

The Investor Relations Effort (1998-2000) -- Case Questions -- Government Begins to Manage Business: The Rise of Regulation -- The Reach of the Regulatory/Agencies -- How Business "Manages" Government: The Rise of Government Relations -- The Government Relations Function Takes Shape -- The Ways and Means of Managing Washington -- Coalition Building -- CEO Involvement in Government Relations -- Lobbying on an Individual Basis -- Political Action Committees -- Conclusion -- The Controversy Comes to a Head -- The Disney's America Concept and Location -- The Virginia Piedmont -- Disney's Plans Revealed -- Piedmont Opposition -- Disney's Campaign -- The PEC's Campaign -- The Vote -- The Historians and Journalists Take Over -- Disney's Response -- Congressional Hearing -- The Debate Continues -- The Decision -- Case Questions -- What Is a Crisis? -- Crisis Characteristics -- Crises from the Past 25 Years -- 1982: Johnson & Johnson's Tylenol Recall -- 1990: The Perrier Benzene Scare -- ^

1993: Pepsi-Cola's Syringe Crisis -- The New Millennium: The Online Face of Crises-Data Theft and Beyond -- How to Prepare for Crises -- Assess the Risk for Your Organization -- Set Communication Objectives for Potential Crises -- Analyze Channel Choice -- Assign a Different Team to Each Crisis -- Plan for Centralization -- What to Include in a Formal Plan -- Communicating during the Crisis -- Step 1: Get Control of the Situation -- Step 2: Lather as Much Information as Possible -- Step 3: Set Up a Centralized Crisis Management Center -- Step 4: Communicate Early and Often -- Step 5: Understand the Media's Mission in a Crisis -- Step 6: Communicate Directly with Affected Constituents -- Step 7: Remember That Business Must Continue -- Step 8: Make Plans to Avoid Another Crisis Immediately -- Conclusion -- History of Coke -- Indian History -- Coke in India -- The Indian Beverage Market -- Marketing Cola in India -- Corporate Social Responsibility -- Previous Coke Crises -- ^

Corporate Communication at Coca-Cola -- NGO Activism -- Indian Regulatory Environment -- The Initial Response -- Gupta's Dilemma -- Case Questions -- Case Bibliography.