Rudolf Beger

Rudolf Beger
Present-Day
Corporate
Communication
A Practice-Oriented, State-of-the-Art
Guide
Present-Day Corporate Communication
Rudolf Beger
Present-Day Corporate
Communication
A Practice-Oriented, State-of-the-Art Guide
123
Rudolf Beger
ANTORUM INTERNATIONAL Ltd.
Hong Kong
Hong Kong
ISBN 978-981-13-0401-9 ISBN 978-981-13-0402-6 (eBook)

https://doi.org/10.1007/978-981-13-0402-6
Library of Congress Control Number: 2018940343
© Springer Nature Singapore Pte Ltd. 2018

This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part
of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations,
recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission
or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar
methodology now known or hereafter developed.
The use of general descriptive names, registered names, trademarks, service marks, etc. in this
publication does not imply, even in the absence of a specific statement, that such names are exempt from
the relevant protective laws and regulations and therefore free for general use.
The publisher, the authors and the editors are safe to assume that the advice and information in this
book are believed to be true and accurate at the date of publication. Neither the publisher nor the
authors or the editors give a warranty, express or implied, with respect to the material contained herein or
for any errors or omissions that may have been made. The publisher remains neutral with regard to
jurisdictional claims in published maps and institutional affiliations.
Printed on acid-free paper
This Springer imprint is published by the registered company Springer Nature Singapore Pte Ltd.
part of Springer Nature
The registered company address is: 152 Beach Road, #21-01/04 Gateway East, Singapore 189721,
Singapore
Contents
1 Introduction and Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

1.1 Corporate Communication Versus Public Relations (PR) . . . . . . 1
1.2 Corporate Communication Image and Positioning . . . . . . . . . . . 3
1.3 Important Communication Principles . . . . . . . . . . . . . . . . . . . . 5
1.3.1 Integrated Communication . . . . . . . . . . . . . . . . . . . . 5
1.3.2 New Generation Communication . . . . . . . . . . . . . . . . 12
1.3.3 Two-Way Communication . . . . . . . . . . . . . . . . . . . . 20
1.3.4 Public Diplomacy . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
1.3.5 Information Overload . . . . . . . . . . . . . . . . . . . . . . . . 26
1.3.6 Credibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
1.3.7 Political Correctness . . . . . . . . . . . . . . . . . . . . . . . . . 39
1.3.8 Managing Disinformation . . . . . . . . . . . . . . . . . . . . . 43
1.3.9 Alternative Facts and Fake News . . . . . . . . . . . . . . . 44
1.4 Types of Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
1.4.1 Voluntary and Involuntary Communication . . . . . . . . 48
1.4.2 Direct and Indirect Communication . . . . . . . . . . . . . . 48
2 Planning for Corporate Communication . . . . . . . . . . . . . . . . . . . . . 79
2.1 Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80
2.1.1 Socio-Political and Economic Environment . . . . . . . . 80
2.1.2 Company Positioning . . . . . . . . . . . . . . . . . . . . . . . . 87
2.2 Communication Goals and Objectives . . . . . . . . . . . . . . . . . . . 98
2.2.1 Realistic Objectives . . . . . . . . . . . . . . . . . . . . . . . . . 98
2.2.2 Management Endorsement . . . . . . . . . . . . . . . . . . . . 99
2.2.3 Unrealistic Management Expectations . . . . . . . . . . . . 100
2.3 Strategy and Tactics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101
2.3.1 Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101
2.3.2 Tactics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112
v
vi Contents
2.4 “Brainstorming” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119

2.4.1 Group Brainstorming Process . . . . . . . . . . . . . . . . . . 119
2.4.2 Fostering Creativity . . . . . . . . . . . . . . . . . . . . . . . . . 120
2.4.3 Brainstorming Techniques . . . . . . . . . . . . . . . . . . . . . 121
2.5 Targeting and Micro-Targeting . . . . . . . . . . . . . . . . . . . . . . . . 122
2.5.1 Targeting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 122
2.5.2 Micro-Targeting . . . . . . . . . . . . . . . . . . . . . . . . . . . . 147
2.6 Content . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151
2.6.1 Content Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151
2.6.2 Types of Content . . . . . . . . . . . . . . . . . . . . . . . . . . . 152
2.6.3 Creating Content . . . . . . . . . . . . . . . . . . . . . . . . . . . 152
2.7 Strategic Elements of a Corporate Communication Plan . . . . . . 156
2.8 Implementation of a Corporate Communication Plan . . . . . . . . . 157
2.8.1 Internal Responsibilities . . . . . . . . . . . . . . . . . . . . . . 157
2.8.2 Internal Resources . . . . . . . . . . . . . . . . . . . . . . . . . . 161
2.8.3 Support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 161
2.8.4 Staff Versus Line . . . . . . . . . . . . . . . . . . . . . . . . . . . 161
2.9 Evaluation and Success Control . . . . . . . . . . . . . . . . . . . . . . . . 162
2.9.1 Management’s Traditional Number Orientation . . . . . 162
2.9.2 Growing Importance of “Earned Media” . . . . . . . . . . 163
2.9.3 Is Corporate Communication Exempt
from Ratios? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 164
2.9.4 Tools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 165
2.9.5 Alternative Tools . . . . . . . . . . . . . . . . . . . . . . . . . . . 167
2.9.6 Evaluation of Social Media Press Releases
(SMPR) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 170
2.9.7 Return on Investment (ROI) . . . . . . . . . . . . . . . . . . . 171
2.9.8 Conversion Rate . . . . . . . . . . . . . . . . . . . . . . . . . . . . 171
2.9.9 Key Performance Indicators (KPIs) . . . . . . . . . . . . . . 172
2.10 Additional Checkpoints . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 174
2.10.1 Keeping Competition Out of the Media . . . . . . . . . . . 174
2.10.2 Forming Reliable Relationships . . . . . . . . . . . . . . . . . 174
2.10.3 Building Confidence . . . . . . . . . . . . . . . . . . . . . . . . . 175
2.11 Prompted Media Stories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 175
2.11.1 Print Media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 175
2.11.2 Electronic Media . . . . . . . . . . . . . . . . . . . . . . . . . . . 176
3 Media Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 179
3.1 Building a Trustful Media Network . . . . . . . . . . . . . . . . . . . . . 180
3.1.1 Selection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 180
3.1.2 Two-Way Street . . . . . . . . . . . . . . . . . . . . . . . . . . . . 181
3.1.3 Building Media Contacts . . . . . . . . . . . . . . . . . . . . . . 181
Contents vii
3.2 Media Attention . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 183

3.2.1 Unsolicited Media Inquiries . . . . . . . . . . . . . . . . . . . 183
3.2.2 How to Work with the Media . . . . . . . . . . . . . . . . . . 184
3.2.3 Offline Media Tools . . . . . . . . . . . . . . . . . . . . . . . . . 192
3.2.4 Press Releases and Press Conferences . . . . . . . . . . . . 192
3.2.5 Media Alerts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 250
3.2.6 Interviews . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 251
3.2.7 TV and Radio Talkshows . . . . . . . . . . . . . . . . . . . . . 271
3.2.8 Other Print Media Tools . . . . . . . . . . . . . . . . . . . . . . 275
3.2.9 Speech Writing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 282
3.3 Online Media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 296
3.3.1 Dwindling Trust in Traditional Mass Media . . . . . . . . 296
3.3.2 Social Media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 318
3.3.3 Social Media Press Release (SMPR) . . . . . . . . . . . . . 338
3.3.4 Podcasts and Blogs . . . . . . . . . . . . . . . . . . . . . . . . . . 347
3.3.5 Social Media Trends . . . . . . . . . . . . . . . . . . . . . . . . . 360
4 Employee (Internal) Communication . . . . . . . . . . . . . . . . . . . . . . . 363
4.1 Strategic Part of Corporate Communication Mix . . . . . . . . . . . . 363
4.1.1 Employees Engagement . . . . . . . . . . . . . . . . . . . . . . 364
4.1.2 Risks of Ignorance . . . . . . . . . . . . . . . . . . . . . . . . . . 364
4.1.3 No Longer “Nice-to-Do” . . . . . . . . . . . . . . . . . . . . . . 366
4.1.4 Positioning of Employee Communication . . . . . . . . . . 366
4.1.5 Employee Communication Principles . . . . . . . . . . . . . 366
4.2 Case Study: Internal Communication in a Hotel . . . . . . . . . . . . 371
4.2.1 Underestimation of Importance . . . . . . . . . . . . . . . . . 371
4.2.2 Hotel Example . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 371
4.2.3 Importance of Internal Communication . . . . . . . . . . . 371
4.2.4 Management Ignorance . . . . . . . . . . . . . . . . . . . . . . . 372
4.2.5 Corporate Communication’s Role . . . . . . . . . . . . . . . 372
4.3 Effectiveness of Employee Communication . . . . . . . . . . . . . . . 373
4.3.1 State-of-the-Art Communication System . . . . . . . . . . 373
4.3.2 The Director’s Role . . . . . . . . . . . . . . . . . . . . . . . . . 374
4.4 Internal Communication Channels/Tools . . . . . . . . . . . . . . . . . 374
4.4.1 Offline Employee Messaging Tools . . . . . . . . . . . . . . 374
4.4.2 Online Employee Messaging Tools . . . . . . . . . . . . . . 378
4.4.3 Spamming Employees . . . . . . . . . . . . . . . . . . . . . . . . 384
4.4.4 Employee Communication in Multinational
Companies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 384
4.4.5 Employee Communication in Internal Crisis
Situations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 385
4.4.6 Communication and Change Management . . . . . . . . . 386
viii Contents
4.5 Success Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 396

4.5.1 Surveys . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 397
4.5.2 Counting Views . . . . . . . . . . . . . . . . . . . . . . . . . . . . 397
4.5.3 Feedback . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 397
4.5.4 History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 397
4.5.5 Sticking Points . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 398
5 Investor Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 399
5.1 Definition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 399
5.2 Twofold Responsibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 400
5.3 Organisation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 401
5.4 The Importance of Non-financial Information . . . . . . . . . . . . . . 402
5.5 Globalisation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 403
5.6 Cooperative Contingency Planning . . . . . . . . . . . . . . . . . . . . . . 404
6 Political Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 405
6.1 Difference Between Corporate and Political Communication . . . 405
6.1.1 Government Relations . . . . . . . . . . . . . . . . . . . . . . . . 406
6.1.2 Lobbying . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 406
6.2 Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 411
6.2.1 Lobbying at Three Levels . . . . . . . . . . . . . . . . . . . . . 411
6.2.2 Integrated Communication . . . . . . . . . . . . . . . . . . . . 413
6.3 Social Media in Political Communication . . . . . . . . . . . . . . . . . 414
6.3.1 Integral Part of Political Communication . . . . . . . . . . 414
6.3.2 Continuing Company Scepticism . . . . . . . . . . . . . . . . 414
6.3.3 Politicians Are Models for Companies . . . . . . . . . . . . 415
6.3.4 Reciprocal Company Activity . . . . . . . . . . . . . . . . . . 418
6.3.5 Risks in Using Social Media in Political
Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . 424
7 Conf lict/Crisis Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . 425
7.1 Characteristics of a Crisis . . . . . . . . . . . . . . . . . . . . . . . . . . . . 426
7.2 Key Word: “To Be Prepared” . . . . . . . . . . . . . . . . . . . . . . . . . 426
7.3 Typical Crisis Situations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 426
7.4 Contingency Planning Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . 427
7.5 Crisis History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 427
7.6 Role Games . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 428
7.7 Crisis Team Characteristics . . . . . . . . . . . . . . . . . . . . . . . . . . . 429
7.8 Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 429
7.9 Questions to Check . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 430
7.10 Theory . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 430
7.10.1 Three-Level Communication . . . . . . . . . . . . . . . . . . . 430
7.10.2 Three-Level Communication Structure . . . . . . . . . . . . 431
7.10.3 Ways for Convincing . . . . . ........ . . . . . . . . . . . 432
Contents ix
7.10.4 Rules of the Game . . . . . . . . . . . . . . . . . . . . . . . . . . 433

7.10.5 Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 434
7.10.6 Choice of Themes . . . . . . . . . . . . . . . . . . . . . . . . . . 434
7.10.7 Battle of Words . . . . . . . . . . . . . . . . . . . . . . . . . . . . 435
7.10.8 Management of Language . . . . . . . . . . . . . . . . . . . . . 435
7.10.9 Deflection in Conflict Situations . . . . . . . . . . . . . . . . 435
7.11 Crisis Management Planning . . . . . . . . . . . . . . . . . . . . . . . . . . 438
7.11.1 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 438
7.11.2 Crisis Scenario Planning . . . . . . . . . . . . . . . . . . . . . . 438
7.11.3 Organisational Tasks . . . . . . . . . . . . . . . . . . . . . . . . . 440
7.11.4 Media Relations in a Crisis . . . . . . . . . . . . . . . . . . . . 450
7.12 Scenario 1: Industrial Incident . . . . . . . . . . . . . . . . . . . . . . . . . 453
7.12.1 Key Word: “Available Information” . . . . . . . . . . . . . 453
7.12.2 Restrictive Communication Policy . . . . . . . . . . . . . . . 454
7.12.3 Risks of a Restrictive Communication Policy . . . . . . . 455
7.12.4 Alternative Options . . . . . . . . . . . . . . . . . . . . . . . . . . 457
7.12.5 Responsibilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . 458
7.12.6 Allocation of Blame . . . . . . . . . . . . . . . . . . . . . . . . . 458
7.12.7 Speculations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 458
7.12.8 Potential Conflict: Corporate Communication vs.
Lawyers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 458
7.12.9 Money Estimates of Damage and Insurance
Coverage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 461
7.12.10 Victims . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 461
7.12.11 Media Log . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 461
7.13 Scenario 2: Negative Media Coverage . . . . . . . . . . . . . . . . . . . 462
7.13.1 Multi-prong Offensive Strategy . . . . . . . . . . . . . . . . . 463
7.13.2 Examples for Pro-active Tools . . . . . . . . . . . . . . . . . . 463
7.14 Scenario 3: Rumours . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 464
7.14.1 Conceptional Distinction . . . . . . . . . . . . . . . . . . . . . . 465
7.14.2 Company Internal Aspects . . . . . . . . . . . . . . . . . . . . 467
7.14.3 Standard Corporate Communication Solutions . . . . . . 470
7.14.4 Managing Without Denying . . . . . . . . . . . . . . . . . . . 472
7.14.5 False Rumours . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 473
7.14.6 Disprove False Data . . . . . . . . . . . . . . . . . . . . . . . . . 473
7.14.7 Rebuttals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 474
7.14.8 No Comment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 474
7.14.9 Punitive Approach . . . . . . . . . . . . . . . . . . . . . . . . . . 475
7.14.10 Fighting Lies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 475
7.14.11 Alternatives: Spread Happy Truths Instead . . . . . . . . . 475
7.15 Scenario 4: Public Conflict . . . . . . . . . . . . . . . . . . . . . . . . . . . 475
7.15.1 Keeping the Ball Low . . . . . . . . . . . . . . . . . . . . . . . . 475
7.15.2 “Embrace Strategy” . . . . . . . . . . . . . . . . . . . . . . . . . 476
7.15.3 Managing Extremists . . . . . . . . . . . . . . . . . . . . . . . . 477
x Contents
7.16 Scenario 5: Terror Attack . . . . . . . . . . . . . . . . . . . . . . . . . . . . 479

7.16.1 General Communication Principles Apply . . . . . . . . . 480
7.16.2 Business Is a “Soft” Target . . . . . . . . . . . . . . . . . . . . 480
7.16.3 Communication Management of a Terrorist Attack . . . 483
7.16.4 Communication Tools . . . . . . . . . . . . . . . . . . . . . . . . 487
7.17 Communication by Terrorists . . . . . . . . . . . . . . . . . . . . . . . . . . 489
7.17.1 Asymmetrical Strategy . . . . . . . . . . . . . . . . . . . . . . . 489
7.17.2 Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 493
7.17.3 Lessons to Learn . . . . . . . . . . . . . . . . . . . . . . . . . . . 494
7.17.4 Responding to Terror Communication . . . . . . . . . . . . 498
7.17.5 Role of Business . . . . . . . . . . . . . . . . . . . . . . . . . . . 504
7.18 Communication in Conflict Resolution Processes . . . . . . . . . . . 505
7.18.1 Arbitration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 505
7.18.2 Conflict Resolution Methods . . . . . . . . . . . . . . . . . . . 506
8 Other Areas of Corporate Communication . . . . . . . . . . . . . . . . . . . 507
8.1 Corporate Identity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 507
8.1.1 Corporate Image . . . . . . . . . . . . . . . . . . . . . . . . . . . . 507
8.1.2 Corporate Identity . . . . . . . . . . . . . . . . . . . . . . . . . . . 507
8.1.3 Corporate Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . 510
8.1.4 Corporate Mission . . . . . . . . . . . . . . . . . . . . . . . . . . 516
8.2 Multi-cultural Corporate Communication . . . . . . . . . . . . . . . . . 517
8.2.1 Multicultural Societies . . . . . . . . . . . . . . . . . . . . . . . 517
8.2.2 Multinational Alliances . . . . . . . . . . . . . . . . . . . . . . . 518
8.2.3 Communication Techniques . . . . . . . . . . . . . . . . . . . 518
8.3 Corporate Communication at Trade Shows . . . . . . . . . . . . . . . . 525
8.3.1 Corporate Communication Role . . . . . . . . . . . . . . . . . 525
8.3.2 Communication Objectives . . . . . . . . . . . . . . . . . . . . 526
8.3.3 Communication Opportunity . . . . . . . . . . . . . . . . . . . 527
8.3.4 Company Messages . . . . . . . . . . . . . . . . . . . . . . . . . 528
8.3.5 New Product Launches . . . . . . . . . . . . . . . . . . . . . . . 528
8.3.6 Media Contacts . . . . . . . . . . . . . . . . . . . . . . . . . . . . 529
8.3.7 Opportunities for Small and Medium Sized
Companies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 530
8.4 Communication for Events . . . . . . . . . . . . . . . . . . . . . . . . . . . 531
8.4.1 Definition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 531
8.4.2 Vision Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . 531
8.4.3 Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 532
8.4.4 Key Role for Corporate Communication . . . . . . . . . . 532
8.4.5 Special Target Group Character . . . . . . . . . . . . . . . . . 532
8.4.6 Event Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 534
8.4.7 Social Media for Events . . . . . . . . . . . . . . . . . . . . . . 536
8.5 Communication for Trade Associations . . . . . . . . . . . . . . . . . . 559
8.5.1 Definition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 559
8.5.2 Scope of Activities . . . . . . . . . . . . . . . . . . . . . . . . . . 560
Contents xi
8.5.3 Character of Associations’ Communication

Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 560
8.5.4 Some Key Success Factors . . . . . . . . . . . . . . . . . . . . 561
8.5.5 Management and Leadership . . . . . . . . . . . . . . . . . . . 562
8.5.6 Decision-Making Speed . . . . . . . . . . . . . . . . . . . . . . 564
8.5.7 Consensus and Lowest Common Denominator . . . . . . 564
8.5.8 Dissent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 565
8.5.9 Corporate Communication in Trade Associations . . . . 566
8.5.10 Association Success Control . . . . . . . . . . . . . . . . . . . 567
8.6 Communication for Clubs . . . . . . . . . . . . . . . . . . . . . . . . . . . . 568
8.6.1 Communication for Business Clubs . . . . . . . . . . . . . . 569
8.6.2 Communication for Entertainment Venues and Night
Clubs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 570
8.7 Communication in the Hospitality Sector . . . . . . . . . . . . . . . . . 571
8.7.1 Corporate Communication Potential . . . . . . . . . . . . . . 571
8.7.2 Hospitality Communication Is Different . . . . . . . . . . . 572
8.7.3 Conventional Hospitality Communication . . . . . . . . . 574
8.7.4 New Communication Channels and Tools . . . . . . . . . 575
8.7.5 Crisis Corporate Communication in the Hospitality
Sector . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 580
8.7.6 Employee Communication in the Hotel Sector . . . . . . 581
8.7.7 Positioning of Corporate Communication in the
Hospitality Sector . . . . . . . . . . . . . . . . . . . . . . . . . . . 581
8.8 Corporate Communication in the Arts Sector . . . . . . . . . . . . . . 583
8.8.1 Basic Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . 583
8.9 Communication for Fans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 605
8.9.1 Sports Business as a Model for Fan
Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . 606
8.9.2 Sports News Are Event not Issue Driven . . . . . . . . . . 606
8.9.3 Fans As Communication Medium . . . . . . . . . . . . . . . 607
8.9.4 Role of Corporate Communication in Fan
Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . 608
8.9.5 Earning Fans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 608
8.9.6 Social Media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 611
8.10 Personal Branding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 617
8.10.1 Brand Definition . . . . . . . . . . . . . . . . . . . . . . . . . . . . 617
8.10.2 Personal Branding . . . . . . . . . . . . . . . . . . . . . . . . . . 619
8.10.3 Reasons for Creating a Personal Brand . . . . . . . . . . . 622
8.10.4 Stand-Alone Professionals . . . . . . . . . . . . . . . . . . . . . 623
8.10.5 Important Elements of Personal Branding . . . . . . . . . 624
8.10.6 Personal Brand Management . . . . . . . . . . . . . . . . . . . 630
8.10.7 Offline Methods . . . . . . . . . . . . . . . . . . . . . . . . . . . . 636
xii Contents
9 Communication for Non-profit Organisations . . . . . . . . . . . . . . . . . 637

9.1 Definition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 637
9.1.1 Non-Profit Organisation . . . . . . . . . . . . . . . . . . . . . . 637
9.1.2 Single-Issue-Interest Groups . . . . . . . . . . . . . . . . . . . 638
9.2 Communication for Single-Issue-Interest Groups . . . . . . . . . . . . 638
9.3 Communication for Non-Profit Organisations . . . . . . . . . . . . . . 639
9.3.1 Growing Competition . . . . . . . . . . . . . . . . . . . . . . . . 639
9.3.2 Same Communication Principles as for Companies . . . 640
9.3.3 Fundraising Communication . . . . . . . . . . . . . . . . . . . 640
9.3.4 Target Group Distinction: Supporters and Donors . . . . 641
9.3.5 Relationship Building . . . . . . . . . . . . . . . . . . . . . . . . 642
9.3.6 Donor Directions . . . . . . . . . . . . . . . . . . . . . . . . . . . 642
9.3.7 Company Expectations . . . . . . . . . . . . . . . . . . . . . . . 642
9.3.8 Approaching Donors and Supporters . . . . . . . . . . . . . 643
9.3.9 Forms of Donations . . . . . . . . . . . . . . . . . . . . . . . . . 649
9.3.10 Online Tools for Fundraising . . . . . . . . . . . . . . . . . . 650
9.4 Communication for Foundations . . . . . . . . . . . . . . . . . . . . . . . 652
9.4.1 Low Profile Tradition . . . . . . . . . . . . . . . . . . . . . . . . 652
9.4.2 Barriers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 652
9.5 Communication for Charities . . . . . . . . . . . . . . . . . . . . . . . . . . 653
9.5.1 Promoting Charities . . . . . . . . . . . . . . . . . . . . . . . . . 653
9.5.2 Small Budget Communication Tools . . . . . . . . . . . . . 654
9.6 Recognition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 658
9.6.1 Donor Direction . . . . . . . . . . . . . . . . . . . . . . . . . . . . 658
9.6.2 Recognition Opportunities . . . . . . . . . . . . . . . . . . . . . 658
9.6.3 Measuring Success . . . . . . . . . . . . . . . . . . . . . . . . . . 659
10 Talent Criteria for Corporate Communication . . . . . . . . . . . . . . . . 661
10.1 Current Perception . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 661
10.2 Scope of Professional Activity . . . . . . . . . . . . . . . . . . . . . . . . . 662
10.3 Typical Corporate Communication Activities . . . . . . . . . . . . . . 662
10.4 Qualifications (Entry Requirements) . . . . . . . . . . . . . . . . . . . . . 663
10.5 Corporate Communication Skills Set . . . . . . . . . . . . . . . . . . . . 664
10.5.1 Subjective (Human) Skills (Talent) . . . . . . . . . . . . . . 665
10.5.2 Objective (Professional) Skills (One Can Learn) . . . . . 666
10.6 Volunteering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 667
10.7 A New Breed of Corporate Communication Specialists . . . . . . . 667
10.7.1 Online Communication Experts . . . . . . . . . . . . . . . . . 667
10.7.2 Online Experts’ Tasks . . . . . . . . . . . . . . . . . . . . . . . . 668
10.8 Online Skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 670
10.9 Newsroom Content Editor Skills . . . . . . . . . . . . . . . . . . . . . . . 671
Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 673
Chapter 1
Introduction and Principles
In this book, the term “COMMUNICATION” (singular) is used instead of

“COMMUNICATIONS” (plural). This is because the latter refers more to infor-
mation and communications technologies, such as telephone networks, networking
protocols, and the like.
1.1 Corporate Communication Versus Public Relations

(PR)
In addition, in this book, the term “PUBLIC RELATIONS” (PR) is not used for the
totality of all Corporate Communication activities. Instead the term “CORPORATE
COMMUNICATION” is used.
The term “Corporate Communication” is not just “PR” with a new name but a
more precise and a more honest description of the Corporate Communication
function:
• FIRST, the term “COMMUNICATION” covers a broader area, i.e. all com-
munication roles, activities and tools, some of which cannot be described as
“Public Relations”. “PUBLIC RELATIONS” (PR) typically focuses on external
audiences and is only one of the avenues for Corporate Communication.
EXAMPLE: Journalism is clearly a communication discipline; and it is,

equally clearly, not Public Relations.
• SECOND, in the author’s view, the term “Public Relations (PR)“ is an

antiquated description of modern CORPORATE COMMUNICATION.
© Springer Nature Singapore Pte Ltd. 2018 1

R. Beger, Present-Day Corporate Communication,
https://doi.org/10.1007/978-981-13-0402-6_1
2 1 Introduction and Principles
It euphemistically assumes in general that Corporate Communication activities

can be used to identify, build and nurture “relationships” between the company
and its various publics. This concept of “building relationships” as a general
principle should be abandoned.
The word “relations” used in the term “Public Relations” assumes an interaction
between at least two parties aiming at associating separate things with each
other. This assumption is no longer reflecting the Corporate Communication
function’s reality. In today’s increasingly confrontational socio-political envi-
ronment it is an illusion to assume that total harmony can be achieved between
conflicting positions, for instance by approaching entrepreneurial interests, on
the one hand, and public interests, on the other hand (read Sect. 1.3.4.1).
On the contrary, today, it must be realistically concluded that conflicts are a fact
of life and no communication or “PR” strategy will be able to change that
situation. In contrast to what the term “Public Relations” seems to suggest,
Corporate Communication does not aim at establishing (social) “relations” or an
interaction between those who carry out such communication and those who are
their defined recipients (target groups).
The task of modern Corporate Communication is different: It primarily wants to
influence opinions and behaviour. This task has even become more important
than ever before because today, our world, whether in business, politics or in the
private sphere, is much more socially connected as a result of new technologies
than in the past.
1.1 Corporate Communication Versus Public Relations (PR) 3
EXAMPLE: A single tweet (a message sent using Twitter) from the right kind
of prominent person or celebrity could be worth more than an entire adver-
tising budget or a (political) communication campaign strategy.
• THIRD, in addition to its inaccuracy, the term “Public Relations” has confused
the definition of the broader Corporate Communication function. Its use has
artificially separated a number of communication sub-functions, which belong
together, need to be placed under one roof and which should be centrally
managed to ensure that a company talks with “one single voice”.
• FOURTH, the term “Corporate Communication” better reflects the modern
requirement for harmonising all Corporate Communication (“Integrated
Communication”, read Sect. 1.3.1). This concept suggests that all Corporate
Communication sub-functions, including marketing communication, Public
Relations, internal communication, government relations, advertising and sales
promotion, corporate identity, pp. be orchestrated in order to project a consistent
positive image on the mind of a company’s various audiences.
1.2 Corporate Communication Image and Positioning
Despite the increasing complexities, the growing dynamics, challenges, and the
increasing speed of Corporate Communication, many corporate executives quite
frequently still believe, that not a lot of specific professional expertise is required to
do Corporate Communication. In their opinion, a person in the Corporate
Communication profession just needs a good judgement, some sensitivity, some
imagination, be a good writer and an eloquent speaker (read Chap. 10).
This erroneous perception is one of the reasons why, sometimes, Corporate
Communication has a difficulty in getting considered “at par” with and be at the
same hierarchical level as other corporate staff functions, such as legal, controlling,
or human resources.
In many cases, Corporate Communication executives are still not seen as valued
members of the top management group and are frequently deprived from providing
direct input into top management’s strategic decision-making (read Sects. 1.2, 2.2.3,
2.3.1.3, 2.8.3, 2.8.4 and Chap. 10).
In consideration of the increasing importance of communication for a company,
Corporate Communication executives must analyse their situation with the goal of
improving it. This includes a critical review and analysis of the own status within
the company. It will become evident very quickly that the continued blurred image
of the Corporate Communication function might be a result of four major
deficiencies:
• PERCEPTION AND PREJUDICE: The unclear perception and positioning of
the Corporate Communication function in the corporate hierarchy. Corporate
Communication is still frequently suffering from the stigma, that, for many, their
activities are perceived as synonymous with mere (superficial) publicity,
focussing on empty talking, dealing with intangible goods such as “image” and
“relations” with mainly hostile and not professionally acting third parties. In
many cases, the Corporate Communication expert (also called public relations-,
public affairs-, corporate affairs manager, and the like), is not directly reporting to
top management, is not member of the decision-making strategic management
group, but reports to a subordinate function with no guarantee that his views will
be brought to top management’s attention to become part of management’s
decision-making (read Sects. 1.2, 2.2.3, 2.3.1.3, 2.8.3, 2.8.4 and Chap. 10);
• QUALIFICATION: Frequently, communication strategies and tactics proposed
by Corporate Communication executives are criticised for lacking intelligent
analysis, and for an absence of consideration of imminent socio-political and
psychological trends. This deficiency is frequently a result of the quality of
people assigned to the Corporate Communication job. It is still common practice
in many companies that senior executives from any corporate function, irre-
spective of their communication talent, will get assigned to do “public affairs” at
the end of their career because, in the view of top management, the function does
not require specific qualifications except for some seniority and company
experience (read Chap. 10);
• INTERNAL COMPETITION: The responsibilities for Corporate
Communication, marketing communication, advertising and sales promotion,
corporate philanthropy, government relations, internal communication, and
other communication activities by company units are frequently allocated to
different departments of different importance to top management. In fact, they
rarely cooperate effectively but tend to get engaged in turf wars and professional
or personal jealousy. In addition, the relationship between the different
departments is normally more informal than formal, more opportunistic than
structured, and frequently more dependent on the individual relationship
between their respective department heads (read Sect. 1.3.1.6);
• ACCOUNTABILITY: A major challenge for the Corporate Communication
function is to demonstrate that they have made a measurable contribution (e.g.
ROI contribution) to the company’s success (read Sect. 2.9). In this context it must
not be overlooked, that Corporate Communication is a “staff-”, and not a “line-”
function. From a top management standpoint, “line” functions, through their
production and market (ing) related activities, generate the money for the com-
pany. In contrast, “staff” functions (such as legal, tax, human resources,
book-keeping, and communication), do not directly generate income but (only)
spend company money for their endeavours to support “line” functions. In other
words, “staff” functions are perceived as being subsidised by “line” functions.
This perception leads to a recurring challenge. Each year, when budgets are
reviewed and allocated by the company’s top management, especially the
Corporate Communication function is getting under scrutiny. The Corporate
Communication manager has to demonstrate the value of its contribution to the
corporate success. This can be an uphill struggle, because Corporate
1.2 Corporate Communication Image and Positioning 5
Communication is generally dealing with intangible goods and a numerical evi-

dence of success is difficult to demonstrate. In case the Corporate Communication
manager fails to convince his management the consequences can be disastrous for
the function. Management and the “line” sponsors may cut the Corporate
Communication budget, reject well thought-through Corporate Communication
projects/campaigns or the Corporate Communication manager might even see his
and his subordinates’ positions challenged at risk. In order to minimise this per-
manent challenge, Corporate Communication experts need to demonstrate their
ability to contribute to the company’s success by verifiable successes, creativity
with respect to all four points above, by being smart, and working very hard (read
Sects. 1.2, 2.2.3, 2.3.1.3, 2.8.3, 2.8.4 and Chap. 10).
WORKING HARDER INCLUDES:
• PROFESSIONALISM: To increase professionalism and refined expertise to get
perceived as a legitimate member of the strategic management team (read
Chap. 10);
• ANALYSIS: To improve expertise in analytical tools to better understand the
socio-political environment in which the company operates;
• INTERNAL COOPERATION: To implement and formalise internal structures
allowing closer internal cooperation between communication-oriented corporate
functions;
• SUCCESS CONTROL MECHANISMS: To develop and implement effective
success control mechanisms to better demonstrate the Corporate
Communication function’s contribution to the company’s success (read
Sect. 2.9).
1.3 Important Communication Principles
1.3.1 Integrated Communication (Read Sect. 7.17.4.3)
Corporate communication experts must reach out to, analyse and fulfil to their
target audiences in more integrated ways (online, mobile, in person), and foster
harmonised integrated Corporate Communication between all modes of corporate
external communication. This includes all corporate functions, which, in one way
or another, communicate in the name of the company to external publics: Public
Affairs/public and media relations, social media communication, marketing com-
munication, trade show activities, government relations, advertising and sales
promotion, sponsoring, patronage, donations, and any other forms of Corporate
Communication, including, and last but not least, any external communication
activities by the company’s top management team.
Integrated Corporate Communication is a concept under which it is ensured that

the company speaks with one single voice. All forms of corporate communications
and messages used by the company must be carefully linked together, consistent
and do not contradict each other.
The integrated Corporate Communication concept goes beyond just coordinating
basic communication activities. If professionally done, it will cover four levels of
integration: Horizontal, vertical, internal, and external:
1.3.1.1 Horizontal
Across the Board Harmonisation
HORIZONTAL integrated Corporate Communication covers the whole commu-

nication mix across business functions, including marketing communication,
advertising & sales communication, traditional Public Relations, government
relations, internal communication, investor communication, etc. They should all be
coordinated and harmonised with each other and thus lead to Corporate
Communication, which is consistent.
1.3 Important Communication Principles 7
Central Company Data Room
The establishment of a central “data and information system” could help to facilitate
this process. Such an internal system will be similar to a company data room, which
is designed for external use (read Sect. 3.3.1.7). This central internal system should
be developed under the leadership of the Corporate Communication department. The
Corporate Communication specialists have to collect, from different company
departments and external sources (e.g. the local Chamber of Commerce, and
industry associations), all available relevant information, ranging from protected
“company proprietary” information to industry sector information and statistics. The
information needs to be structured to make it easily accessible for all those company
departments, which are getting involved in communication with the external world.
1.3.1.2 Vertical
In the VERTICAL integration model, Corporate Communication and other func-

tions’ communication objectives, such as marketing communication objectives,
must comply with and support general strategic corporate objectives as stipulated in
the corporate vision and mission statements (read Sects. 2.1.2.1, 8.1.4 and 8.4.2),
and the Corporate Communication strategy and plan (read Sect. 2.7).
Vertical integration allows Corporate Communication to ensure consistency of
basic corporate messages throughout the entire organisation. This usually translates
to a better external company image.
1.3.1.3 Internal
INTERNAL integrated Corporate Communication presupposes in the company the

existence of an internal (employee) communication function (read Chap. 4). This
means that all staff is regularly and officially kept informed about any internal
developments affecting their perception and appreciation of the company. In
addition, the communication is originating from top level or other departments to
maintain employee motivation and loyalty.
Multidisciplinary Internal Communication
Internal communication is multidisciplinary in nature:

• First, internal communication draws from the wealth of Corporate
Communication, management and marketing communication, as well as
advertising and sales promotion;
• Second, internal communication includes all official and any informal com-
munication that are taking place inside an organisation.
When integrated, internal communication can develop to an important strategic

function, both internally and externally.
Alternatives Resulting from Technology Change
With the dramatic changes in communication technologies and habits in recent

years, communication has become a permanently accessible multi-channel,
multi-media commodity (read Sect. 3.3). Especially in consumer-oriented busi-
nesses, companies are expected to communicate constantly.
This leads to two alternative options for company managements:

• SEPARATE INTERNAL COMMUNICATION: The first option is the intro-
duction of an integrated approach to internal communication. Under this alter-
native, the company has decided to maintain a separate internal communication
function (for instance under the management control of the Human Resources
department) to communicate with the employees. To make this model work, the
Internal Communication and the Corporate Communication functions, as well as
all other company departments involved in (external) communication activities,
have to work together closely and coordinate their activities for consistency
reasons;
• EMPOWERED EMPLOYEES AS COMMUNICATORS: The second option
acknowledges, that, with the digital innovation further pushing ahead, the
environment for communication has changed. Digitally empowered employees
who are active on the social media are increasingly becoming active communi-
cators, internally, as well as externally (read Sect. 2.5.1.1). In particular Twitter
and Facebook are enabling employees to enter into conversations with no limits
as far as the audiences are concerned. Much more than in the past, employees
become company ambassadors, first, because they are enabled by the tech-
nologies, and second, because they are motivated as a result oft he conversational
(two-way) character of the communication. Some smart companies have already

adapted to this dramatic change. In their analysis, the borderlines between
internal and external communication are getting increasingly blurred. As a
consequence, they decided to lift the existing demarcations between internal and
external communication. Some companies have even encouraged their
employees to communicate externally. In these forward-thinking organisations,
there is no longer any separate internal communication function, but just one:
Corporate Communication.
EXAMPLE: The Dutch insurance, pensions and asset management company

AEGON has announced that it was abolishing its specialist internal com-
munication team for a more integrated communication approach.
This novel approach makes the role of Corporate Communication much more
complex and demanding. The new tolerance and flexibility requires excellent
Corporate Communication work ensuring that, internally, a sound information and
message base is provided which works to the full satisfaction of the majority of
employees. Alternatively, and/or in addition, Corporate Communication must work
from an integrated model to ensure communication consistency.
1.3.1.4 External
EXTERNAL integrated Corporate Communication requires all internal corporate

functions with communication responsibilities, and all external communication
service providers such as advertising and sales promotion and PR agencies,
“sponsees” (the recipient of sponsorship benefits), and other external consultants to
work closely together to produce a single, cohesive message for the company.
Benefits
The BENEFITS of integrated Corporate Communications are:

• Increased consistency and as a result more credibility for the company;
• Increased communication effectiveness in the information overload (a unified
message has more impact than a myriad of different messages), read Sect. 1.3.5;
• Increased impact by stretching messages across several communication tools,
providing the target audiences with more avenues to become aware of, and
interested in the company’s messages;
• Money savings as duplication in areas such as graphics and photography are
eliminated since they can be shared by all functions which communicate;
• Reduction of external agency fees by using a single agency for all fields of
communication.
Barriers
BARRIERS to integrated Corporate Communication are “functional silos” and “turf

wars” or internal power battles (when rigid organisational structures are infested
with managers who protect both their budgets and their power base), jealousy,
internal competition, and other internal inefficiencies.
EXAMPLE: In a big multinational company’s regional headquarters, the

Corporate Communication/PR and government relations department were
located at 12th floor, the same floor as top management. The marketing
communication department was on the third floor, the advertising and sales
promotion people had their offices on the 6th floor, and Human Resources,
including their internal (employee) communication experts, were located on
the 10th floor. During the lunch breaks, each functional group stayed together
and had lunch in their group. Very rarely it could be seen, that the depart-
ments had cross-functional get-togethers over lunch breaks or other occa-
sions. To communicate inter-functionally, they had to formally agree on
meetings, although all of them served in communication functions. This
organisational structure did not foster integrated communication, isolated
different communication functions and managers from each other with all
negative implications such as turf wars.
In case barriers to integrated Corporate Communication exist, the following

steps could be taken (examples):
• The initiative should be taken to top management for generating support for the
integrated communication concept;
• Most companies have engaged in internal “continuous improvement” processes
(Japanese: “Kaizen*”), read Sect. 4.4.6.1. In case this will be the case, a Corporate
Communication manager should evoke “Kaizen” principles to promote his concept;
BACKGROUND: *“Kaizen” is a long-term (Japanese-inspired) approach to

work that systematically seeks to achieve small, incremental changes in
processes in order to improve efficiency and quality. “Kaizen” can be applied
to any kind of company activity, including Corporate Communication. One of
the most notable features of “Kaizen” is that big results come from many
small changes accumulated over time. The greatest impact may be a “Kaizen”
process that is led by top management as a transformational project, or by
cross-functional teams as “Kaizen” events.
• Top management can be easier convinced about the benefits of an integrated

communication concept, when the Corporate Communication manager, before
looking for top management approval would secure the full support of all those
corporate departments, which are actively involved in external communication
activities.
Social Media Press Release (SMPR)
The social media press release (read Sects. 2.9.6 and 3.3.3) is one element in a
holistic, integrated communication concept. Today, social media must be fully and
wholly integrated into a company’s overall (and integrated) Corporate
Communication, earned media and marketing communication plan. To achieve this, it
will not be enough to put links to the company’s Twitter account or Facebook page on
the company’s press releases and SMPRs. Today, the requirements of an integrated
Corporate Communication concept make it mandatory to have a social network in
place, with relationships to journalists built before a press release is made public.
To Do List
• Integrated Corporate Communication should be put on the agenda for man-

agement meetings to ensure that the benefits are well understood by all relevant
functions;
• Integrated Corporate Communication should be an element of any new com-
munication strategy and plan (read Chap. 2);
• One should start planning with the target audience (recipient perspective), read
Sects. 2.1.2.2 and 2.5) and develop the communication tools backwards into the
various functions. This will demonstrate that all communication tools together
(represented by different functions) will be more effective than each individual
tool;
• The sharing of artwork and other (promotional) media fosters integrated
Corporate Communication;
• A good central data/information system made available for all functions active
in Corporate Communication activities will also be helpful for an integrated
communication approach.
1.3.2 New Generation Communication
Digital media has not replaced conventional media although this could well happen
in the future. Developments in this area are dramatically quick.
Anyway today, the use of digital media technologies is a “must” for the success
of any company’s Corporate Communication.
This is particularly the case, when the company target audiences’ demographics
suggest that they are more experienced in using digital rather than conventional
media. This is particularly referring to Millennials and post-Millennials (read
Sect. 2.5.1.2).
For a Corporate Communication practitioner who is absolutely snowed in with
his daily routine work, it may be a challenge to keep abreast of all new develop-
ments in the digital world. However, whatever his time constraints may be, he is
well advised when keeping himself on top of the developments, be it by reading
specialists’ magazines, consulting relevant websites, or buying outside expert
advice. In some cases, having a discussion with adolescent kids can also be quite
helpful.
Irrespective of the source of information used, it is essential for the Corporate
Communication practitioner to continuously check his information sources in this
field for any new media outlets that may be relevant for him and his company. This
especially concerns any new electronic outlets and new trends, which can help the
company, not only achieving its objectives, but, in addition, providing an advantage
over competition which may be less alert.
1.3.2.1 Communication Mix
Today, Corporate Communication is a cross-platform bunch of communication

activities reliant upon traditional and digital communication strategies, tactics and
tools, continuous improvement, and learning techniques, as well as social
engagement (read Sect. 1.4.2.3 and Chap. 9), content marketing and inbound
content (read Sects. 2.6, 3.3.1.5, 3.3.3.2, 4.1.5.4, 8.4.7.1 and 8.7.3.1), brand pro-
motion, media relations (read Chap. 3), SEO strategies (read Sect. 3.3.1.4), and,
most importantly, individual creativity (read Chap. 10).
In today’s complex world, Corporate Communication is an extremely broad and
diversified field. It is no longer exclusively anchored to crisis communication (read
Chap. 7), press releases (read Sect. 3.2.4.1), press conferences (read Sect. 3.2.4.2),
media alerts (read Sect. 3.2.5), and corporate philanthropy (read Sect. 1.4.2.3 and
Chap. 9).
Modern, contemporary Corporate Communication includes many relatively new
avenues, including social media (read Sect. 3.3.2), blogging (read Sects. 3.3.4.2
and 4.2.6), online reputation management, brand journalism, self-branding (read
Sect. 8.10), digital newsroom management (read Sect. 3.3.1.7), comprehensive
content strategies (read Sect. 2.6), thought leadership, and more.
Thanks to imaginative, edgy communicators with vision, there are now “smart
companies” and “empowered users”:
• “Smart companies” with their own news departments that create credible media
stories; and
• “Empowered users” who are active on multiple platforms and have the (tech-
nical) possibility to make their voices be heard (read Sect. 2.5.1.1).
Today, when writing a corporate messages for print or online use, one always
has to asks the question, whether anybody is interested in reading the message. The
challenge is to write a message which is not only “newsworthy” but which will
clearly stick out in the information surplus (read Sect. 1.3.5).
To be sure that the company’s message is not ignored, a number of additional tools
is required, which help to make the message stick out (read Sect. 1.3.5.2), such as:
• A dedicated website, linked/cross-referenced to the company’s website;
• Links to other relevant websites for ease of access;
• A regular blog, which can help maintain the interest of a target audience in the
company’s communication issues;
• Social networks, such as Twitter, which can be useful in raising awareness of a
particular communication issue;
• YouTube, which can be used to highlight events and other visual activities.
1.3.2.2 Combination of Online and Traditional Media
In today’s information overload (read Sect. 1.3.5), it is essential to make sure that
the information put forward will hit top news websites, blogs and will be mentioned
on key social media platforms to find its way into personal networks.
What was once a way to connect a company to the public (traditional public
relations) has today become a set of integrated communication means, mainly
focussing on social media communications such as Youtube, Facebook, Twitter,
and other forms of online promotion such as personal blogs (read Sect. 3.3.4.2),
blogger relations, online forums, and “earned” media (read Sect. 2.9.2).
The online media advantages are manifold (read Sect. 3.3). People using online
media,
• Provide direct input into the company’s target groups’ systems;
• Are getting direct feedback;
• Generally enjoy a high target group acceptance of the selected communication
tool;
• Keep better control of the company’s messages and the environment in which
they appear (e.g. blogs, third party groups and forums); and,
• In addition, they can measure the impact directly by all kinds of KPIs (key
performance indicators), read Sect. 2.9.
All this is not available for traditional (mass) media.
EXAMPLE: The influence of fashion bloggers has been skyrocketing, and it

would not be very clever to neglect them. In other industries, though, trade
press is still in the lead.
However, conventional media relations (read Chap. 3) are not to be totally

ignored. They still benefit from a high level of credibility and influence. But they
just do not play the same important role as in the past. Therefore it is smart to do
both to make sure that the job will be well done.
QUOTE: Paul Steiger, previous editor of the Wall Street Journal said in the
German news magazine DER SPIEGEL: “The internet has destroyed the old
business model, even though it is still alive”.
Gaining media coverage in conventional print publications is still important and

making phone calls can sometimes be a necessary task.
The ideal balance between online and traditional Corporate Communication has
to be decided on a case-by-case basis.
EXAMPLE: BuzzFeed (https://www.buzzfeed.com/news) is an US internet

media company describing itself as a “social news and entertainment com-
pany” with a focus on digital media. The company is best known for online
list-based articles and quizzes and is trying to better attract more young
internet-focused audiences who have different consumption patterns from
their parents. Recently, BuzzFeed announced that it will split itself into two
new departments: (1) News and (2) entertainment. BuzzFeed News will
cover, amongst others, global news operation. The newly created BuzzFeed
Entertainment Group will become the umbrella for all its entertainment
content, including video and micro-content. As to concerns over whether this
re-organisation means retreating from news, the BuzzFeed CEO said he
understands that the shift toward video can be “scary for people who write for
a living”, but that this is an industry-wide concern, not one unique to just
BuzzFeed. He added, that for BuzzFeed reporters, this organisational move
presents an opportunity. “Reporters and writers are the ones who call people
to interview them, who get scoops. So having really great reporters is
something that’s valuable to our video-news operation….having more
video-news capacity means that our reporters can write it up and also push
that to our video team so they can reach an even bigger audience”.
This re-organisation and the reassuring remarks of the company’s CEO for the
staff still working in traditional areas such as writing reports, demonstrates that even
in today’s online world, at least for the time being, traditional Corporate
Communication activities can survive in parallel with online or other modern media
activities.
1.3.2.3 New Reading Habits
But there is another challenge: Reading habits have changed. Television has started
altering consciousness and social patterns of the current parents’ generation 60
years ago. Today one can witness that particularly young people have changed their
social interactions, reading habits even more and do not seem to be interested in
serious news.
Facebook, Twitter, and other communicative online platforms heavily influence
especially teen-aged people (read Sect. 2.5.1.2). Texting, playing online video
games, and other digital distractions keep them away from learning about anything
more meaningful than normal Facebook banalities.
But not only teen-aged people, also adults used to Twitter and other short
communication concepts refrain from reading longer texts. This constitutes a
problem for communicators who want to bring complex messages across.
EXAMPLE: In May 2017, at the occasion of the first NATO meeting with the
45th President of the USA, NATO reportedly was scrambling to tailor its
upcoming meeting to avoid taxing the US-President’s notoriously short
attention span. The alliance was telling heads of state to limit their talks at the
meeting to two to four minutes at a time during the discussions, and scrapped
plans to publish the traditional full post-meeting statement.
Changing Nature of Publications
In addition, the nature of the modern publication has changed dramatically over a
span of very few years. The way printed textual information is presented today has
changed dramatically from the ancient clay tablets to smart phone screens. With an
increasing amount of time spent in reading electronic documents, a screen-based
reading behaviour is emerging. Without opening the pages of books or newspapers,
e-documents enable to read about interesting topics, fresh news, and any kind of
information. Without going to a library or a bookstore, we can find books to read.
Less Parental Guidance
First TV and following this, the new digital age, smart phones and tablets, have also
changed something fundamental about intra-family relationships. The results are
that young people are less closely under the guidance of adults than ever before and
that also their parents have stopped reading as much as people did before television
became the main entertainer in the family living room. These developments have
the potential to result in getting a new generation of young people, which may
represent the least curious and intellectual generation since a long time.
EXAMPLE: A common sight on public transportation, in malls, in pizza

parlours, coffee shops, and wherever else teens hang out: Three or four kids,
hooded, gathered around a table, leaning over like monks or druids, their eyes
glued to smartphones held in front of them with their faces lit by unfavour-
able greenish-blue light from their phones’ screen.
Screen-Bound Reading
It is very likely that teen-agers, attached to screens of one sort or another, read
more words than they ever have in the past. But they often read scraps and pieces
of information and it is likely that they are reading fewer books. When children
move toward adolescence they often stop reading. Much of their social life is now
conducted on smartphones and on text messaging which does not need eye contact.
If children are avoiding eye contact, they are avoiding books even more.
Compared to TV, Internet, games, texting, “instagramming”, reading is a weak
alternative. Reading frustrates the children smartphone sense of being everywhere
at once.
QUOTE: A US-student’s statement: “Books smell like old people”.
The likeliness that screen-bound children will read more when they are adults is
very low. Therefore, Corporate Communication professionals have to take into
account, that there is a risk that their carefully worded messages will not be read by
their target audiences or at least part of their target audiences. They have to know
about these developments, adapt to new communication habits and become creative
to ensure that they will reach their target groups.
Shorter Attention Span
The absence of proper education at home, at school, digital technology and the
common short online write-ups of news, articles and papers have contributed to the
shortening of many people’s attention spans*.
*DEFINITION: Attention span is defined as the amount of concentrated time

on a task without becoming distracted.
This phenomenon has consequences for all messages developed by Corporate

Communication managers. To be read, their messages must be short, newsworthy
and best get linked to an attention getter (read Sects. 1.3.5, 2.5.1, and 7.17.3.3).
Reference is made to the “pyramid concept” when writing (social media) press
releases (read Sect. 3.2.4).
The change of reading habits and the widely observed reduced attention span
must be of true concern to Corporate Communication professionals who are trying
“to sell messages” in the information overload (read Sect. 1.3.5). In an interview,
the Microsoft CEO stated, that “the true scarce commodity of the near future will be
human attention”.
EXAMPLE: NATO, the Trans-Atlantic military alliance, has come up with a

plan to handle US-President Trump the same way as parents might try to
control an easily distracted child. NATO officials tailored the meetings in
May 2017 to avoid taxing Trump’s notoriously short attention span by telling
heads of state to limit their talks to two to four minutes at a time. In addition,
they scrapped plans to publish the traditional full post-meeting statement
meant to crystallize NATO’s latest strategic stance.
Most people who read the online editions of newspapers know that the short
write-up of news stories published for free on the publication’s e-version is nor-
mally sufficient to feel abreast of what is going on in the world. Not too many
readers subscribe for the paid subscription service to read a more detailed report,
analysis, or even an editorial comment.
1.3.2.4 Effectiveness of Communication
EXAMPLE: Former US-President Gerald Ford was asked what he would do

better if he could do his career again. He responded by saying that he would
go back to school and learn to communicate more effectively.
Today, communication is an increasing challenge. Not because there is to little

communication but too much and because, in modern society, people seem not to
have enough time to really communicate well and effectively.
For the following reasons, the current culture, although full of technology,
convenience and speed, is making communication even more challenging:
• Patience for “average”, low interest content is becoming close to zero;
• Attention spans are becoming shorter and shorter;
• There is a growing demand for customisation in communication;
• The barriers and filters in human brains that screen and select information are
getting stronger;
• Expectations of targeted, specific value delivery are getting greater;
• Competition for people’s attention is becoming stronger.
These reasons summarize the need for communication effectiveness and
better-qualified communicators (read Chap. 10). Better qualifications include:
• Communicators must make their messages user-friendly and easy to consume.
Complicated things have to be kept as simple as possible to be understood by an
impatient audience;
• Communicators must identify themselves with their audience, otherwise they
will communicate above their heads (read Sects. 2.1.2.2 and 3.2.3.4);
• Communicators cannot assume that the subject they want to communicate about
is of relevance to their audience. They have to explain the relevance before
communicating and make the audience motivated to take an interest;
• Communicators should take movies as a model for their communication. What

people like about movies is simple. They contain some elements, which will
make any communication as interesting as a movie: Story, conflict, action,
resolve.
1.3.3 Two-Way Communication

(Read Sects. 3.1.2, 3.3.1 and 7.16.2.4)
Not all forms of two-way communication are the same:

• Some are ASYMMETRICAL: This means that Corporate Communication
people research, analyse and listen to their target groups and relevant publics in
an attempt to determine how best to change their attitudes and behaviour to
benefit their organisation;
• Others are SYMMETRICAL: This means that the organisation’s Corporate
Communication people attempt to balance the interests of their organisation
with those of their target groups and relevant publics.
1.3.3.1 Asymmetric Versus Symmetric (Read Sect. 7.17.1)

DEFINITION: Asymmetry in communication is the imbalance in the rela-

tionship between speaker and hearer(s) as a result of social and institutional
factors (conversational asymmetry).
Status is one of the most important sources of asymmetry in communication.

Different status provides an inequality of social relations, for instance in relation-
ships between speaker and hearer, father and son, shopkeeper and customer.
Whilst there is normally no relevant status difference between them, there is
another source of asymmetry in communication between a company and its target
groups and other publics: The superior position of a company as a privileged source
of relevant information and insider knowledge.
Two-way asymmetric Corporate Communication is typically characterised by:
• Employing social science methods to develop more persuasive communication
(“scientific persuasion”);
• Generally focusing on achieving short-term attitude change;
• Incorporating feedback from target audiences (read Sect. 2.5);
• Using by organisations primarily interested in influencing their target groups’
thinking to get closer tot he organisation’s way of thinking instead of striving for
changing the views and policies of the organisation;
• Being more used by competitive, profit-driven companies than by non-profit
organisations, government agencies, and heavily regulated businesses such as
public utilities.
EXAMPLE for asymmetry and power relationship: Large-scale asymmetries

are typical for the doctor and patient conversation. Doctors normally exert
control over the dialogue and the concerns expressed within the consultation.
Patients typically defer to the authority of the doctor by refraining from
battling for such control themselves.
1.3.3.2 Two-Way Symmetrical Model
In contrast to the “top-bottom” character of asymmetric Corporate Communication,

two-way symmetrical Corporate Communication,
• Relies on open two-way communication and mutual give-and-take rather than
one-way persuasion;
• Focuses on mutual respect and efforts to achieve mutual understanding;
• Emphasizes communication exchange, reciprocity, and mutual understanding;
• Emphasizes negotiation and a willingness of the organisation to adapt and make

compromises;
• Requires organisations engaging in Corporate Communication to be willing to
make significant adjustments in how they operate in order to accommodate their
target groups;
• Seems to be used more by non-profit organisations, government agencies, and
heavily regulated businesses such as public utilities than by competitive,
profit-driven companies.
Win-Win Concept
The use of the two-way symmetrical communication model allows Corporate

Communication professionals to produce a “win-win” situation for their company
and their target audiences by bringing their company and its publics closer together.
This flexibility is a result of the organisation’s principle willingness to act in a
socially responsible way. A company behaving socially responsible is generally
open to adjusting or adapting its attitudes and behaviour with the goal to enable a
fair balance of interest. Once this goal has been achieved, a framework for dialogue
has been created. This concept can help to manage conflicts and, as a result, it can
produce more mutual trust and long-term relationships.
Opposition
A company’s management (in particular the lawyers) may raise arguments against
the two-way symmetrical concept of Corporate Communication. They often feel
that under the symmetrical model it will not be guaranteed that the company will
benefit equally. In their view, a “balance of interest” could force the company to
abandon part of its position which will not be in the company’s interest. In addition,
management could fear that compromise decisions leading to consensus could be at
the sole expense of the company as it would give power away to a third party.
Proof of Benefit
In these cases of internal controversy, it will be up to the Corporate Communication

professional to advise his management after his careful weighing of “pros and
cons”. His analysis of the company’s individual situation must result in the con-
clusion that a true and measurable mutual benefit can be gained and no harm will
result from opting for the symmetrical approach.
1.3.4 Public Diplomacy
Public diplomacy is a concept, which is composed of elements whose primary

purposes are as follows:
• COMMUNICATION AND INFORMATION: To communicate with third
parties outside the company to inform and educate them about the company, its
products, services and brands, mission, goals and policies;
• ADVOCACY AND INFLUENCE: To influence the attitudes, opinions, and
behaviours of relevant publics to the benefit of the company;
• RELATIONAL: To establish and sustain beneficial relationships with members
of the company’s relevant target groups and publics;
• PROMOTIONAL: To promote or “sell” the company’s values, goals and
activities to the company’s relevant target groups and publics.
Public diplomacy concepts are typically based on dialogue, respect for mutual
values, active engagement and empathy with relevant audiences, and designed to
promote understanding between cultures rather than simply making pronounce-
ments to them. Public diplomacy does not cover top-to-bottom, confrontational or
adversarial communication approaches.
1.3.4.1 Public Diplomacy and Corporate Communication
When looking at the dominant paradigm in Corporate Communication (in many

instances still called “public relations”), one can see that Corporate Communication
is based on relational concepts based on a two-way symmetrical communication
model.
Relationship Concept
By definition, in a relationship, one has to adopt a more collaborative (versus an

adversarial or confrontational) approach. Under this collaborative approach, (rele-
vant) publics are viewed as “participants” in company-public relationships (as
opposed to (target) audiences), and communication is viewed as a tool for building
relationships rather than being an end in itself.
The collaborative model goes even beyond this and regards publics as
“co-creators” of communication. This concept makes it possible for the parties to
agree on shared goals, analysis and interpretations. This perspective is long-term in
its orientation and focuses on relationships between organizations and their
respective publics.
In fact, although the adoption of more relational approaches in Corporate

Communication are perceived as more effective, their realisation has fre-
quently become more difficult in an environment in which third party (industry)
critics have gained increased influence and publicity (read Sect. 1.1).
Relations are Relative
However, the critical questioning of the importance of individual journalists

working for the conventional media make a relativization of the meaning of “re-
lations” necessary. This is caused by the quickly growing importance and relevance
of self-managed, more autonomous social media. Although they are more two-way
(symmetrical) oriented than conventional media, they are much less dependent on
mutual personal relationships. Therefore, it needs to be questioned, whether there is
any “right” decision to be made for a Corporate Communication executive.
The relativisation of the principle of “relation” is not in contradiction to the

generally accepted principle that Corporate Communication managers are supposed
to establish good personal relations with individual journalists. Indeed, there are
still areas in which such relations are essential, beneficial and worth the investment
in time and attention.
But as always, the truth lies somewhere in the middle. For a forward thinking
Corporate Communication expert, there is no catch-all solution but what counts is a
pragmatic approach which is governed by only one principle: What is best for the
company.
BACKGROUND: Currently, and quite different from the post-war period,

there are certain tendencies under which a cynical public, a denunciated or
cowed media, and a self-interested business community, seem to favour more
autocratic systems. These tendencies will probably resonate in the commu-
nication area because they combine two phenomena, peoples’ projections on
“leadership”, and simple explanations for an increasingly complex world.
• IN THEORY, everyone in the industry seems to agree that modern Corporate

Communication should become more symmetrical, i.e. two-way communica-
tion. This tendency is confirmed by the design of dialogue-oriented social
media;
• IN PRACTICE, however, many companies appear to be overwhelmed by the
growing diversity and complexity of new communication channels and oppor-
tunities. Many seem to be unwilling to make the necessary investments in
manpower, hardware and software that are necessary for the successful man-
agement of the new tasks.
1.3.4.2 Pragmatic Mix
The following list of principles reflect this pragmatic approach as they match
one-way promotional and informational (asymmetrical communication) principles,
on the one hand, and more dialogue-oriented, two-way (symmetrical) approaches
that engage a company’s relevant publics as participants in their decision making,
on the other hand.
They represent a clear reflection of the current state of the debate about the
question, which direction Corporate Communication will ultimately take in the
future, i.e. success-oriented pragmatism.
• MEDIA RELATIONS (read Chap. 3): Media relations is typically characterized
by one-way promotional communication efforts that primarily use (mass) media
and social media channels to improve or maintain the company’s image and
reputation and to maximize its public exposure.
• PRESS AGENTRY MODEL: On the other end of the spectrum, is the press
agentry model: The Press Agentry Model refers to independent press agents
who work to influence public opinion by creating news. Press agentry was much
more important in the past but is still alive in the entertainment business. Press
agents’ only aim is to get their clients into the headlines. They would normally
invest no time in research and in the discussion of ethics. Often, truth is not so
much a concern for press agents. Therefore, press agentry has frequently been
associated with lies, manipulation and propaganda.
Example: Without a press agent, Paris Hilton and some of her colleagues
would not be out in the media every day.
• TWO-WAY ASYMMETRICAL COMMUNICATION MODEL: Whether

scholars like it or not, the “two-way asymmetrical communication model” will
remain an important element of Corporate Communication. Press releases,
brochures, even static Web content, are tools, which are used by these infor-
mation dispensers, especially when it concerns promotion and the building of
image and reputation for the company (the traditional public relations’ goals).
These Corporate Communication tactics and tools will tell the company’s story
and will make any possible attempt to make their target audiences paying
attention in the information overload;
• MUTUAL UNDERSTANDING: The more modern, two-way (symmetrical)
dialogue and engagement-oriented option is focusing more on achieving mutual
understanding and benefits for both, organizations and publics. This is mainly
applicable in more sensitive situations, in which it will be a tactical commu-
nication goal to gain internal and external support and prevent (external or
internal) opposition from emerging. Typical fields of application of this option
are crisis situations, government relations, internal communication, etc.
1.3.5 Information Overload
1.3.5.1 Surplus
At present, and very likely in the future, we are experiencing a surplus of infor-
mation. The sheer size of newspapers, the bewildering number of glossy magazines
and newsletters covering every conceivable interest, the non-stop news and edu-
cational programmes that radio and TV provide, in addition the growing importance
of the Internet and the emergence of online (social) media is adding to an over-
whelming information overload. In particular, the amount of online content is
simply too much to handle, and it is constantly growing.
Smart phones as omnipresent vehicles for (status) updates, messages, texts,
notifications, warnings, apps, tweeting and everything in between, are facilitating a
massive information flow. Today, there are more messages coming at us than ever
before.
This surplus is making it tough to get a grip on what is important and what is just
spam and noise. As a result, some, if not the majority of people are experiencing
some degree of information overload.
If one accepts the idea that “too much information” can easily turn out to be a lot
like “no information”, it becomes clear that Corporate Communication profes-
sionals have reasons to start worrying about the effectiveness of their activities.
1.3.5.2 Managing the Information Overload
The question is what the effects of information overload are on the Corporate
Communication function and how communication experts can avoid becoming
unproductive and ineffective.
For them the problem is twofold:
• How can Corporate Communication professionals deal efficiently with the
information overload they are confronted with on their job and on a daily basis
(information management)?
• How can communicators effectively reach their target audiences in the infor-
mation overload (structuring)?
EXAMPLE: Corporate Communication professionals in companies have to

deal with their bosses, company employees, stakeholders and shareholders,
government (agencies), the media, interest groups, who are all knocking on
their door. In addition, six hundred emails, with 20 flagged urgent, tweets,
WhatsAPP, Messenger and other online services’ messages….and numerous
telephone, Skype and WhatsApp, pp. calls.
Making Choices
The management of information overload is a problem because common solutions

often do not address underlying causes.
For many Corporate Communication professionals reading and answering
emails, responding to texts, checking Facebook, and other social media has become
a habitual obsessiveness. In addition it often signals a professional weakness (for
instance a lack of creativity, an absence of proper professional judgement or
determination, or a lack of conceptual/strategic thinking) and arises to fill one could
call “a void”.
In many cases, where the Corporate Communication function is not well
respected by management or not sufficiently integrated into the corporate
decision-making process, the void can be a feeling of isolation. In these cases the
“connectedness” of online communication may give the illusion that the void is
filled with (artificial) activity.
This situation means often that the communication professional is not properly
focusing on what is needed in order to be productive and effective in his activities,
which will drive him into even more isolation.
Newsworthiness (Read Sects. 3.2.4.1 and 7.17.3.3)
A basic element to make a message stick out of the information overload is its
“newsworthiness”.
The question is what the elements are to make a message “newsworthy”.
There are a number of varying factors, which need to be considered when
deciding whether a message is “newsworthy”:
• TIMELINESS: Messages, which are current, are good news. The media and the
public lose interest very quickly in past events, which will always lose com-
pletion with “fresh” news;
• SIGNIFICANCE: The number of people affected or the volume of the damage
caused by an incident is important. A plane crash in which hundreds of people
died is more significant than a crash by a small private aircraft;
• PROXIMITY: An event, which is happening in the proximity will cause more
interest than if it were happening somewhere else. A good example are terrorist
attacks: When they happen in Paris there will be an outcry and strong reactions.
If the same, may be even worse and with many more victims, happens in Africa,
it will be basically unnoticed. Proximity must not only refer to a geographical
distance. Messages from areas with which particular bonds or similarities exist
have the same effect. A terrorist attack in a Buddhist country may be perceived
as “closer” by the public in another Buddhist country because of cultural links;
• PROMINENCE: News about a well-known celebrity has a stronger newswor-
thiness than something that that happened to somebody the audience is not
familiar with;
• HUMAN INTEREST: Messages or stories with a human angle affect a larger

audience as they appeal to emotion and lead to emotional reaction within the
audience. The same is true for stories involving pets and other animals;
• CONFLICT: Audiences are always more interested in conflicts of any kind,
oddities, extremes, superlatives, and, of course, scandals. Even people who are
not really interested in US-politics react with a certain curiosity with respect to
the almost daily scandalous stories emerging from the US-White House under
the Trump Presidency;
• COMPETITION: Last but not least, there will be competition. If there are a lot
of newsworthy stories on a particular day then some stories, even when con-
sidered newsworthy will be dropped.
Better Focus
But not everyone is overwhelmed by the information surplus or fails to manage the
information overload. For many, it is a matter of focusing on what is important and
ignoring the constant SPAM that floods email and social media.
They have understood that managing information overload, means to implement
specific strategies to limit ineffective interruptions by focussing on strategies that
only address core needs.
EXAMPLE: An astronaut will never check his emails during lift-off. When
people are absolutely connected to the mission at hand, there is no sense of
want. There is no need for external stimuli.
The core needs are expressed in the company’s mission, strategy and objectives
and the accompanying Corporate Communication plan and strategy (read Chap. 2
and Sect. 8.1.4).
Accomplishing these objectives will result in a better integration of the
Corporate Communication professional in the company’s management. He will
become an accepted member of the management team and perceived as fully
committed to the achievement of the company’s goals. This will result in a deeper
workplace connection and more job satisfaction for the Corporate Communication
person.
As part of this development, Corporate Communication professionals must start
to see information management as a distinct task that needs to be done well.
Handling information for them has to become a new business skill that will be
essential for their positioning in the company.
For obvious reasons, the Corporate Communication function must not only
follow these developments, but take a leading role in this new process.
Better Structuring
The question on how Corporate Communicators can effectively reach their target
audiences in the information overload is the question about designing a “commu-
nication product” (a message or an information) for an over-supplied market. This
problem is faced by the Corporate Communication professional in the same way as
by an editor of newspapers and the manager of radio or television station and social
media players.
Likewise any member of the target audience (the reader or listener or viewer of
the company’s messages) has a similar problem, as he does not know how to cope
with the surplus.
Short Messages
Some experts advise, that an answer to the information overload is to put as much
text as possible in short form (news bites) or use more images instead of too many
words. Today, one can even buy software that will automatically summarise
complex documents.
However, the trouble with summaries and news bites is that they are frequently
misleading, difficult to understand and raise more questions than providing answers.
In such a case it will make no sense to boil everything down to a minimum.
Improving Message Appeal
The Corporate Communication plan must require that the key message that forms
the basis of the planned communication must be well defined. In addition, it is
essential that the message must be drafted in such a way that the target audience
finds the message clear, simple and understandable.
If more than one point of view is presented in the message, the message must be
“sandwiched”: First the company’s argument combined with a reference to the
opposing argument, followed by restating the company’s argument and finally
refuting the opposing argument.
Using Power Words
If the company’s product/services offer has a descriptive and memorable name or

slogan or if the company’s Corporate Communication manager is prepared using
powerful language in his message, he should use it and it should become part of his
plan.
Power words are words, which help to communicate with greater clarity, poise,
impact and precision. The use of power words will get any communication
noticed easier and help set the communication apart from competing messages in
the information overload.
EXAMPLES for power words: Authentic, focus, lifetime, expert advice,

ultimate, unparalleled, superior, revolutionary, innovative, self-made, and the
like.
Adding Links (Read Sect. 3.3.1.8)
Successful content is not just following above principles but it should also be search
engine optimized with keywords, headlines, clear structure and useful links.
As far as links are concerned it needs to be noted that in 2013, Google has added
new parameters to its Webmaster guidelines. Under these new parameters it seems
that overly optimized press releases may violate “linking guidelines” and harm
search engine rankings for companies. To avoid penalties, it is recommended to
study Google’s Guidelines for Press Releases. In these Guidelines Google is
indicating certain types of (overdone) linking in a press release as “unnatural” and
warns webmasters and marketers to shy away from those types of links in their
messages. In particular, companies are warned not to use press releases as part of a
link building strategy. This means for the Corporate Communication practitioners
who want to optimize their press releases and avoid Google penalties “for unnatural
links”
• To include fewer links (one or two links per press release);
• To vary anchor texts in a way to use the company name as anchor text or use
more generic natural language anchor text, such as “find out more” or “click
here”;
• To use “NO FOLLOW” links by adding rel=“nofollow” to the press release link
html. This will tell Google to ignore the links in the press releases. The links will
still work, but Google (and other search engines) will not count the links as part
of the company’s SEO “authority”.
Adding Social Components (Read Sect. 1.4.2.3 and Chap. 9)
As the Web evolves from a network of sites to a network of people, Corporate

Communication must also evolve. But beyond the standards such as press releases,
interviews, etc., new tools such as tweetable (Twitter optimized) press release
headlines, reaching out to influencers on Twitter, and some more inventive
approaches must be considered.
One of these new tools can add innovative social components to a company’s
communication.
EXAMPLES: EXAMPLE 1: Rapid-Response Twitter Campaign: The local

weather forecast warned against unusually late and massive rainfalls and
important resulting inundations of historic proportions. The social media
outlets were busy with news and updates about the weather. As a creative and
alert Corporate Communication professional one could have had the idea, to
quickly create a communication campaign which would capitalize on the fact
that hundreds of thousands of people in the area, and possibly million others
elsewhere, would stay home and online the day the worst was announced to
happen. The central feature of such a campaign would be a virtual surfing
race in the sun. It can be expected that more than a few (online) viewers
would change their profile picture to a branded widget introduced by this
initiative showing friends and family surfing wherever they are located for
quite a while. In addition, the company could also host a virtual rainy day
tweet-up, where followers could tweet about the rainfalls in their area, their
favourite rainy day activities and answer fun storm-prep and weather-related
trivia for a chance to win great prizes sponsored by the company. One can be
sure that the campaign would generate thousands of click-throughs to
download the profile picture widget, the company would make an appearance
as a top-ten trending topic, and a substantial increase in followers on the
company’s website. EXAMPLE 2: Using Social to Share an Experience: In
the tourism and hotel resort field, it can be difficult to convey the magic of an
experience through an ad or a magazine article. A Corporate Communication
manager working for a resort hotel could envisage to tell the resort hotel’s
unique story in an innovative way. The idea is to use social media to find the
“ResidentResorter”, a person who would live at the resort hotel for two or
three months (of course for free) and use social media channels to share his
experiences. By using his own website and blogs, along with the resort
hotel’s Facebook, Twitter, YouTube, Flickr and other social media platforms
to continually update followers on his adventures at the resort and about all
the resort hotel has to offer. The campaign will be a hit, and the resort hotel
will see an increase in bookings and an increase in website traffic.
Creating a Hook
If the intention is, to make the company message stick out from the information
overload, another common Corporate Communication tactic could be used by
leveraging “hot” topics and emerging new trends to create hooks to better attract
target audiences’ attention.
The term “hook”, used as jargon in the world of Corporate Communication, is
referring to a way of presenting news that stimulates interest from the company’s
target audiences, and, as a result, from journalists.
EXAMPLE: The company news might be that the company is introducing a

new, affordable water purification system for consumers. In fact this is plain
news. But not really a hook. The hook might be that all existing water
purification systems use filters, which take all the minerals out and are
expensive like printer cartridge replacements, or use chemicals that are
harmful to the environment. Yet, the company’s new system is neither using
expensive filters, preserves all minerals in the water and is free of any
chemicals.
It is important for the Corporate Communication professional to watch that the

“hook” finds the interest of the audience he wants to reach. Both, in terms of
content and in terms of where the message is published. In the case of the water
purification system used as an example, above, it would be wrong if the story would
be placed in the business section of a newspaper. This may look impressive to
management but from a communication effectiveness standpoint it does not help to
bring it probably not to the attention of those who are discussing their dwelling’s
renovation including better efficiency in energy cost and water supplies. They will
probably read magazines on interior design and architecture, or environmental
magazines.
Hooks for Press Releases

Journalists generally miss pitches (read Sect. 3.2.2.2), even those, which may be
perfect for their reporting because they simply cannot read every communication
they receive. That is the reason, why it is so important to hook journalists from the
subject line of a social media press release (SMRP), read Sect. 3.3.3, or conven-
tional press release (read Sect. 3.2.4.1).
The two most important elements of the SMPR and conventional press release
are the headline and opening paragraph. Hooks help to let SMPRs and traditional
press releases to start strong.
Headline Hooks
The author of a SMPR or a traditional press release must surprise his readers with a
hook that immediately grabs the readers’ attention.
EXAMPLE: Advertising guru David Ogilvy has said: “When you advertise
fire-extinguishers, open with the fire”. He was aware that there are only 30 s
in a TV commercial to grab attention. The same applies in principle to a press
release. The first 30 s of the reader’s attention are crucial. This is the time
when he decides whether he should read on or throw the release into the trash
bin.
A headline is rarely a complete sentence. Instead, it is a fragment (seven and

nine words) that contains the strongest words of a larger thought. Headlines and
opening paragraphs can be made more attention-grabbing when hooks are used.
Hooks are catchy subjects, headlines and leads in SMPRs, which are designed to
catch the attention readers. Headlines and leads need to convince the reader to
decide if it the SMPR is worthy of opening.
Celebrity Endorsements/Testimonies (Read Sect. 8.9.5.3)
We are living in a celebrity-centric world. This leads to the question whether, in

Corporate Communication, celebrity endorsements of corporate messages have
become a possible Corporate Communication tool.
Normally, a celebrity endorsement is known as a quite common tool to boost
sales in marketing communications. But the frontiers between the Corporate
Communication and marketing communications areas have become increasingly
blurred. Thus, celebrity endorsements have also become an important part of the
Corporate Communication toolbox.
Celebrity endorsements are an effective communication tool when the celebrity
is either lending her name to a worthy cause or she is being paid to push a
company’s image and reputation by getting the company’s name in the media and
causing added public attention for the company.
If a company is awarded an endorsement by a celebrity for Corporate
Communication purposes, it needs to be ensured that the celebrity has some sort of
personal connection with the company or the cause she is being paid to endorse or
at least it must be possible to relate the celebrity to the group of people the company
is trying to target with the endorsed message. If this is not the case the celebrity’s
credibility will be easily lost and the endorsement can even backfire. This is
different when the celebrity is chosen to do a product endorsement. In this case it is

not necessary to be personally connected.
In addition, the Corporate Communication professional has to educate his
company management on what they can realistically expect from the celebrity’s
involvement. Normally, celebrities are accustomed to being treated in a certain way
and the proper etiquette of celebrity handling must be explained to management.
This can turn out to be difficult because sometimes the way in which a celebrity is
used to being treated is not necessarily the same way that a company is willing to
treat them.
Important questions, which need to be answered before engaging are amongst
others:
• Is there a legitimate communication campaign behind the endorsement and is
the company willing to support the campaign?
• How will the celebrity benefit from the campaign?
• Is it ensured that the celebrity’s credibility will match and not collide with the
company’s reputation?
• What types of media outlets, amount of publicity, amount of time will the
celebrity commit to in the interest of the company?
• What will happen if the celebrity will become a burden for the company (for
example as a result of bad behaviour, etc.)?
Partnering “Ambassadors”
Similar to using celebrities, the “newsworthiness” of a message can be boosted by

using members of the key target audiences, supporters, fans and opinion leaders in
that particular field as “ambassador” partners who volunteer sharing and promoting
the company’s messages (read Sects. 3.3.5, 4.4.6.3 and 8.4.7.10).
EXAMPLE: Fashion or car “aficionados” (fans) are normally so dedicated to

their preferred brand that they will happily tell everyone they meet that their
favourite brand is better than competition. They will also volunteer to pro-
mote an event organised by Corporate Communication, such as a fashion
show or the presentation of new car models at a special event. And we all
know that wearing fashion and fashion accessories displaying a corporate
identification such as a logo or the full brand name is no longer considered as
vulgar but as “cool”.
This unbridled customer identification links comfortably up with many

Corporate Communication strategies, which aim at developing a “cult” or “hype”
around their companies’ products. Once a company has achieved this level of
(brand) loyalty, the company’s Corporate Communication and marketing com-

munication people have gained an army of unpaid “PR-people” who will take over
a lot of the company’s corporate and marketing communication needs by spreading
the good word out, for free.
EXAMPLE: No Company has succeeded in creating such a loyal fan base

more than Apple. The secret to Apple’s PR success is that Apple does not just
market its products, but it also markets the ideology of simple, excellent and
sleek devices. Apple became a brand of creativity and originality. In addition,
Apple successfully turned the company’s founder, Steve Jobs, into a cultural
icon: A visionary businessman and tech expert who could be trusted to
produce state-of-the-art technology. By communicating this philosophy,
rather than focusing on the technical specifications of their products, Apple
has built up a fan base of users who personally identify with the brand.
1.3.6 Credibility
1.3.6.1 Words and Deeds
Although communication is crucial, it is important to understand that the “message”

is not all. A company and its Corporate Communication experts can communicate
as effectively as they like, but the consistency between words and deeds is of
paramount importance.
EXAMPLE: Is the 45th US-President credible, when he claims to be the only

representative of American workers’ interests, when, at the same time, he
introduces a health reform package to their detriment of that group, or in the
light of his continued refusal to publish his personal tax returns (as all other
US Presidents have done), although he is the first US President whose only
background is in his continued business activities. Corporate Communication
professionals and their managers need to acknowledge that reality can in the
end not be permanently concealed behind rhetorical makeovers.
1.3.6.2 Lies
Especially in emergencies, and in particularly embarrassing situations there is a

temptation for a company management to lie.
EXAMPLE: The German volume car manufacturer Volkswagen (VW) was

accused in the USA for the widespread use of illegal ‘defeat devices’ on its
diesel vehicles. The company’s TDI Diesels served up one set of results when
tested in the laboratory and a completely different set of data when tested on
the road. VW lied to the US Environmental Protection Agency (EPA), which
was the reason, why VW was punished so harshly. In addition, VW lied to its
customers by running a deliberate campaign of misinformation when mar-
keting its TDI Diesel models as “clean” diesel, despite VW’s knowledge that
such claims were not true. It also became known that Volkswagen was
internally discussing whether or not it should be honest with regulators about
the actual problem, as well as the pros and cons of various degrees of lying.
Only much later VW finally admitted that it had been lying about the cause of
the emissions issues for nearly two years.
Sometimes companies do not to lie in a direct way, but to themselves. They

sometimes do this blatantly by misinforming their own staff, and sometimes
through omission by keeping important details from the employees speaking on
their behalf.
This is a huge mistake as there is a very high risk that the truth will come out,
either by leaks, by accident or as a result of third party investigations.
When management decides to hide the truth or to lie, it is normally the Corporate
Communication staff, which will be the last to learn about it. There is a tendency
that management tries to hide the truth from their Corporate Communication
people. This is frequently justified by management’s intention to “protect” the
Corporate Communication manager (who is normally acting as the corporate
spokesperson) from knowing what is really going on in the company, in case he
will “accidentally” say something in public or even in a quasi-private conversation.
In reality this rarely works. Professional Corporate Communicators are very rarely
the sources of leaks, unless it is a calculated leak that serves a planned purpose.
The appropriate and more reasonable alternative would be for management to
make their corporate spokesperson a true expert advisor who could help coming up
with ideas for a problem solution before the still looming crisis hits the news, or
keeping him close while an incident is unfolding.
As a result of this attitude, corporate spokespersons who are left in the dark by
their own management, find themselves in a constant state of reacting to journalists’
questions, news reports, rumours and allegations, trying to figure out themselves
what the truth was in order to respond timely and accurately.
This balancing act continuously undermines not only the corporate spokesper-
son’s, but also his company’s credibility and trustworthiness. It makes it look as if
the company has something to hide. This becomes particularly embarrassing, when
the media know more than the spokesperson (read Sects. 2.8.1.2 and 7.11.3.3).
Top managers, who, frequently upon advice by lawyers (read Sects. 1.2, 2.2.2, 2.2.3,
2.3.1.3, 2.8.3, 2.8.4 and 7.12.8.1), choose to keep information from their Corporate
Communication manager, must know that they are risking their organisation’s good
reputation. And probably even their jobs.
1.3.7 Political Correctness
For many professionals, the so-called “political correctness” has become commu-
nication nightmare. Frequently, so-called “politically correct” language goes to
absurd length trying to avoid offending various groups and classes of people.
EXAMPLE: After showing a crime scene in a video on TV in which the

viewer could witness the criminal committing the crime, a news reporter said:
“The alleged (or the suspected) robber fled by motorbike and was soon after
arrested by the police”.
1.3.7.1 History
Hundreds of years (actually in 1793) before “political correctness” (PC) started to

influence public debates, it appeared already in an opinion written for the US
Supreme Court. In this opinion it was argued, that a toast given to the “United
States” was not “politically correct” because people, rather than “states”, hold the
most authority in the USA. In the opinion it was suggested that it was more accurate
to use the term “People of the United States.”
Later, in the middle of the 20th century, the “political correctness” buzzwords
mainly driven by left-wing academics were “speech codes” and “multiculturalism”.
Various Marxist-Leninist sects developed a distinctive cant. One of the terms they
liked to use was “politically correct,” as in (quote) “What is needed now is a
politically correct, class-conscious and militant leadership, which will lead an
armed struggle to abolish the whole system of exploitation of man by man in
Indonesia and establish a workers state!” (end quote). It was a phrase for the sort of
radical who was deeply interested in establishing and enforcing the “correct line”.
Soon journalists started to comply in herd-like fashion, which made it an issue for
the professional communicator, as he needs to judge with sensitivity what is pos-
sible to communicate avoiding to become exposed to the allegation insensitivity to
political correctness.
1.3.7.2 Sensitivity
The sensitivity refers in particular to forms of expression or action that can be

perceived to exclude, marginalize, or insult groups of people who are socially
disadvantaged or discriminated against.
A communication professional should therefore be careful not to use language or
not to behave in a way that could offend a particular group of society. The negative
effects of alleged “political incorrectness” can not only damage the individual
communicator’s but also his company’s or his company’s brands reputation. This is
even more ubiquitous at present thanks to the emergence and still growing
importance of Twitter and other social media.
1.3.7.3 Potential Weapon
The situation can become extremely tricky, when ill-minded people use “political
correctness” as a cover to damage someone’s reputation openly or anonymously as
a consciously and intentionally planned denunciation. They can easily single out
small events or a little slip-up and translate them into weapons against the indi-
vidual and/or the company he is representing. The individual and/or the company
will quickly find himself/itself embroiled in controversy and become the target of
an angry group of critics. Such denunciations, generally hissed in tones of
self-righteousness and contempt, vicious and vengeful, furious and with hatred can
affect the individual/company for a long time, even if totally unfounded.
Some critics see in the “political correctness” concept a risk of limitations on free
speech, censorship exercised in non-censorship ways, or other attempts to impose
an orthodoxy of expression, in the end, all of them resulting in the replacement of
old prejudices with new ones, especially when the political correctness concept is
hysterically exaggerated.
“Zeitgeist” (read Sect. 2.1.2.2) and prevailing taste(s) are moving on at an
unprecedented speed and sometimes it is difficult for a Corporate Communication
professional to adapt. This can result in serious difficulties and require sensitivity
and an extremely good judgment.
EXAMPLES: Someone who may have felt as a hero because he fought

against the architects of the Holocaust, may, a couple of years later, find
himself as a “racist” because of the way he had was describing Muhammad
Ali. At some point even the word “actress” became offensive and some even
suggested that we should stop using the word “rape”. Words, which, in the
past, were considered as totally harmless adjectives, such as “retarded”,
“coloured”, or “queer” are eventually deemed insulting, upsetting, unac-
ceptable and finally politically incorrect.
A movement has arisen, undirected and driven largely by the media, to scrub our
world clean of words, ideas, and subjects that might cause discomfort or give
offense.
EXAMPLE: “Politically correct” speak, as adapted by some media, which

has gone beyond ridiculous: In a pre-eminently obedient manner, a journalist,
in TV news referred to the victim killed by a crime as the “presumptuous”
dead. It had been suggested to the journalist and he had internalized it, that,
for mere political correctness reasons, he had to call an offender a “pre-
sumptuous” perpetrator, if he had confessed the crime or caught in the act. In
the journalist’s mind, this “politically correct” wording had to be applied to
everything that had to do with the crime. Even on an undoubtedly dead
victim.
1.3.7.4 Self-imposed Censorship
The climate of political correctness, its result, an imposed and ultimately

self-imposed censorship and the apparent aversion to uncomfortable words and
ideas seek to punish anyone who interferes with that aim, even accidentally. It is
creating a culture in which everyone must think twi….ce before speaking up, lest
they face charges of insensitivity, aggression, or worse.
In this climate, it is much easier for a professional communicator to revert to
“politically correct” indirect methods rather than to confront or even acknowledge a
major issue (even though everyone knows about it and it is causing serious prob-
lems) and to speak in a candid, forthright way about sensitive, difficult, or con-
tentious issues.
As a result, we find the proverbial “elephant in the living room” which is a
common metaphor for situations in which the problem is visible but ignored. Like
the TV-journalist in above example, a Corporate Communication professional who
is attempting to achieve good Corporate Communication by being ultra-sensitive to
political correctness is risking undesirable Corporate Communication results when
taking the effort to be “politically correct” too far, a similar reaction he would get
when he would ignore political correctness.
EXAMPLE: Exaggerated political correctness: It is reported that the National

Union of Students Women’s Campaign, a feminist college student group in
Britain, announced in March 2015 they would ban clapping at their future
conferences held at UK colleges. They claimed that the act of clapping could
“trigger some people’s anxiety” and therefore should be banned from all
conferences. Instead, feminist students instructed those who attend confer-
ences to use “jazz hands”, i.e. silently waving their hands in the air when they
wished to display their approval.
1.3.7.5 Company Caution
Before communicating in sensitive areas or on sensitive issues, which theoretically

could trigger a “political-correct” debate, companies and their Corporate
Communication professionals should ask themselves some questions: Will our
communication truly reflect our honourable intentions? Or: Does our communi-
cation run the risk, that the (key) message is blurred or put in danger, which we
want to communicate?
It is vital that Corporate Communication professionals make a great effort to
think these issues through in advance, before they start communicating. This
includes a professional briefing by the Corporate Communication professionals of
their management, in case they will be in the front line. Any statement, which could
be perceived or interpreted as “politically incorrect” could wreck the whole well
planned communication effort.
1.3.8 Managing Disinformation (Read Sect. 7.14.1)
DEFINITION: Disinformation is commonly defined as untrue communica-

tion purposefully spread (for example by deliberately creating rumours) and
represented as truth in order to influence public opinion or obscure the truth to
serve the perpetrator’s (hidden) purpose.
In his book “Mein Kampf”, Adolf Hitler coined the expression “Big Lie”,
referring to the use of a lie so “colossal” that nobody would believe that someone
“could have the impudence to distort the truth so infamously”. Today big lies seem
to have become the norm.
CLARIFICATION: Disinformation is sometimes confused with “misinfor-

mation” but the intention is different. Although misinformation is also false, it
is presented as truth only because the communicator does not have the facts
straight.
EXAMPLE 1: US Vice-President Dick Cheney: “Simply stated there is no
doubt that Saddam Hussein now has weapons of mass destruction”.
EXAMPLE 2: Sportsman Lance Armstrong: “How many times do I have to
say it? Well, it can’t be any clearer than ‘I’ve never taken drugs”. EXAMPLE
3: In 1983, a pro-Soviet Indian paper released a story claiming that the U.S.
military created the AIDS virus and released it as a weapon. For a couple of
years, the story appeared in many publications and the story began to spread
rapidly. The AIDS virus was terrifying and not well understood at the time.
That made this piece of Soviet disinformation especially damaging to the U.S.
image. Despite years of American protests, the Soviets remained unrepentant
and insisted for a long time that their reporting was accurate.
As part of the contingency planning in his strategic Corporate Communication

Plan, a Corporate Communication manager should develop procedures and
expertise necessary to respond to damaging disinformation quickly and
successfully.
This requires the build-up of robust strategic communication capabilities to
undertake a dedicated counter-disinformation effort. Part of this effort should be
ways allowing unbiased fact checking by creating a special resource. This resource
should be able to separate fact from fiction, add context, and debunk lies to help
company-relevant audiences to make informed decisions. In addition, media-based
initiatives could help to rebuild trust in the company and counter the disinforma-
tion. These initiatives could include exclusive interviews with the CEO, and other
forms of online (Twitter, Facebook) and offline publications.
The publication of a company report, which refers to all the details of the spread
disinformation, including a revelation of the factual and scientific falsehoods, can
be helpful and could be presented by the company at a press conference.
In addition, the Corporate Communication manager could provide to key jour-
nalists some carefully chosen “off-the-record” information (read Sect. 3.2.6.2).
The journalist invited for a confidential “off-the-record” talk may believe that the
purpose of the confidential talk is just to influence his judgement by misleading
disinformation. In the end, it really depends on the personal relationship the
Corporate Communication manager has developed with the journalist and his
confidence in the journalist’s work ethics (vice versa).
1.3.9 Alternative Facts and Fake News
Initially, the 45th US-President’s campaign team has co-opted the term “fake
news”. The phrase was originally used for false viral stories favourable to one
candidate.
In some countries, politicians are putting the “fake news” or even “fake fake
news” label on legitimate news outlets. The consequences are serious, as it is
essential in a free environment to be able to differentiate between truly fake, fab-
ricated news and news that is simply told from a perspective different than one’s
own.
EXAMPLE “Pizzagate”: The fake news story claimed Clinton and her
campaign chairman operated a child sex ring from the basement of a
Washington D.C. pizza place. That fake news story led to a shooting at the
pizzeria even though there was no sex ring to begin with.
In the meantime, another term has been introduced as a reflection of White

House staffers’ precarious relationship to the truth: “alternative facts”.
EXPLANATION: “Alternative facts” is a phrase used by the Counsellor to

the US-President, Conway, during an interview, in which she defended the
White House Press Secretary’s false statements about the attendance at
Donald Trump’s inauguration as President of the United States.
In Corporate Communication, the use of anything like “fake news” and “alter-
native facts” is no option. It is dangerous, as it will for sure backfire and cause
lasting damage to the company. Journalists’ job is to report the truth and to dig the
truth out when necessary. Once they have found out that the communication was
fake, the company and the responsible Corporate Communication persons will have
lost all their credibility and reputation. Journalists and the public will no longer trust
what will come from the company in the future as it will be assumed that if they use
“fake news” or “alternative facts” in one case, there will be other cases where they
will do the same.
EXAMPLE: Jestin Coler (USA) created a cheap looking site called “National
Report”. Ironically his company’s name was “Disinfomedia”. On the top of
the site one could read that this is America’s leading independent news
source. The (fake) stories published at this site were shared on Facebook
without thinking and they were even picked up elsewhere, for example by
Fox News. They even entered into a draft legislative bill dealing with welfare
recipients in Colorado stating that they were eligible to redeem their food
coupons in local Hashish shops. It was a lie. Coler concealed his identity by
not publishing an imprint under any page and writing articles only under a
pseudonym. It was a clever business because at the peak, Coler had up to ten
pages, with up to twenty people filling them and he earned money from
advertising. In some months he earned probably more than he did in his
profession as an IT specialist. During the presidential campaign in 2016,
Coler also published a fake article for a non-existing newspaper called
“Denver Guardian” which caused the “Washington Post” to reveal his real
identity. A “Denver Guardian” does not exist, as the “Denver Post”, a real
existing newspaper, clarified.
1.3.9.1 Unmasking Fake News
Some hints on how to unmask fake news:

• Is the source reputable?
• If one encounters a spectacular message, one should first examine the source on
which it is based;
• In the case of a false report from the “Denver Guardian” from the US election
campaign, it would have been enough to “google” the name of the medium;
• Serious message pages have an imprint and contact possibilities and do not
obscure who operates them;
• Also interesting is what a page has published so far. Is a spectacular message
perhaps the first contribution at all? Is there a supposedly traditional page
possibly only for a week? Or does the page post otherwise obviously stupid
news? Is it a satire message?
• What is really in the article—and what only in the preview?
• Where does the information come from?
• Was the source correctly rendered?
• Is the information actually explosive?
• Does a photo really show what it claims to show?
• How new is a supposedly new video?
1.3.9.2 Corporate Response to Fake News

(Read Sects. 7.14.7 and 7.14.10)
The Corporate Communication team in a company, which could become subject to

“fake news” should set up a set of clear guidelines, “rapid-response” teams, fast
intervention groups, specialized in fake news, which can keep an eye on all relevant
online platforms and react very quickly. These teams must be in close dialogue with
the social networks and request them to delete news that is identified as fake.
The question is how to identify fake news and how to make them distinct from
messages, which fall under the category “free speech” or “alternative facts”.
The proposed system cannot deal with opinions, as they would be covered by
any prevailing “free speech” protection. It can only deal with clear, targeted and
disputable false claims. In addition, the company can look out for partners such as
other companies or the Chamber of Commerce to form an alliance against fake
news and disinformation. Furthermore, companies who are at risk to be subjected to
a cyber attack have to make cyber security a top priority.
• First, it will be crucial for them to find their own authentic voice in the social
media’s information overload and establish credibility with their key audiences;
• Second, they should be prepared for a leak and have prepared a plan, which
should be developed by the IT department and Corporate Communication.
The company should know how to react when damaging content suddenly
appears. For instance they must inform the public and their interested stake-
holders that the published data have been stolen.
1.3.9.3 Corporate Defence
Also, social media platforms such as Facebook have must be taken more aggres-
sively into account (read Sect. 3.3.2.6). Facebook knows that it is an ideal tool to
put false information into circulation, especially in Facebook groups.
Until to date, the dialogue between companies and the networks was quite
one-sided: The networks wanted to sell companies advertising and their latest tools
for promotional communication. This must change more in the direction of a
genuine dialogue that takes the problems more seriously.
Facebook has demonstrated its intention to deal with this problem with its own
proposals in the fight against fake news but companies have to press for more. This
is even more important as in the near future networks such as Facebook will not
only be ideal for measuring the effectiveness of messages but for disseminating
company messages more accurately.
In the future companies will be able to appeal directly to their existing cus-
tomers, supporters and stakeholders and even ask them to carry their messages into
their personal social networks, which is particularly effective. Companies will also
be able to address potential and new customers and mobilize them to get interested
or even buy.
The future will be the completely individualized promotional campaign, tailored
to the individual customers and stakeholders of a company (micro-targeting). In
such a case, they will be approached by the company with messages that will be
drafted in a way that they seem to be important to the recipients and their life.
1.4 Types of Communication
Communication stands for “SHARING A MESSAGE” (read Sects. 3.3.1.8 and

3.3.3.2). Messages are shared by talking, writing, and in the form of non-verbal/
non-written communication, voluntary or involuntary communication, direct or
indirect communication, pro-active or reactive (defensive) communication.
All these different types of communication follow their own rules and need to be
studied and learnt by the Corporate Communication professional to allow sensible
choices matching the respective individual communication requirements.
1.4.1 Voluntary and Involuntary Communication
VOLUNTARY nonverbal communication refers to intentional movements, ges-

tures, and poses. These actions are made willingly and usually with conscious
awareness. They include gestures and facial expression, such as smiling, hand
movement, eye contact, the selection of words, the use of jargon, dress habits. They
also include meta-communication, which are used to communicate emotions in a
non-verbal way (for instance the use of pictographs). Generally they are intended to
reinforce or clarify the meaning being communicated verbally.
EXAMPLE: A police officer is using nonverbal communication if he indi-

cates with his hands an action that needs to be performed.
INVOLUNTARY nonverbal communication such as nonverbal facial expres-

sions and body language give clues about what a person is really thinking or feeling
but may not express in words. There are many ways of involuntary communication
that people use usually without being aware of doing so. Involuntary means of
communication include body language, gestures, facial expressions of surprise,
intonation, speech rhythm and tempo.
For example, many people will raise their eyebrows as one approaches them
face-to-face as an indication of recognition, surprise, or esteem. In contrast, if a
person walking down the street encounters another person who is a stranger, the
chances that neither person will raise their eyebrows are high.
1.4.2 Direct and Indirect Communication
1.4.2.1 Direct Communication
Communication is considered as DIRECT when the communicator’s message is

primarily conveyed by words used and their literal interpretation. Typical direct
communication is face-to-face communication. Direct communicators generally say
what they think.
A variation of direct communication is MASS communication when mass media
are used to spread messages.
1.4.2.2 Indirect Communication
In INDIRECT communication, the meaning is conveyed not just by the words used
but by nonverbal behaviour, for instance, facial expressions, or tone of voice. The
degree and type of indirectness vary with cultures and geographic regions.
1.4 Types of Communication 49
In particular in Asia, communicators frequently use indirect communication to

avoid conflicts, tension and uncomfortable situations in an attempt for maintaining
harmony and saving face. This is the reason why in regions of preferred use of
indirect communication, the message’s recipient has to understand the (communi-
cation) culture first to fully understand the meaning of the message.
EXAMPLES
Direct communication Indirect communication
You can say no Avoid saying no:
Instead say “maybe” or “possibly,” even if it is
“no.”
Honesty is the best policy Being polite is more important than being honest
The truth is more important than If the truth might hurt, soften it
sparing someone’s feelings
Say what you mean and mean what you Read between the lines
say
Take communication at face value Handle communication to save face
It is tolerated to disagree with the boss Criticism of others, especially people with more
authority, should be avoided
Time is money. Get to the point Small talk before business is important
One also talks about INDIRECT communication, when companies communicate

their messages by means of corporate philanthropy, for example by supporting a
carefully selected “good cause”. Granting donations, using charities, establishing
foundations, or getting engaged in various forms of patronage and talking about it
can help companies to achieve their communication goals and enhance their “good
image” and reputation. For this reason, companies supporting a “good cause” will
usually want their contribution to be made visible to their target audiences for
reaping the goodwill resulting from their charitable engagement.
Appropriate Corporate Communication activities can be used to do this pub-
licity, for example by publishing the company’s charitable activities on the com-
pany’s social media platforms or their website in the hope that it will deliver some
benefits.
Companies which are know for their charitable engagement will easier earn a
reputation as “good” corporate neighbours, receive extra (free) publicity, get their
values and intentions more widely spread, and ultimately use this reputation in
internal communication to enhance their employees’ pride in the company.
Non-verbal Communication
Meta-Communication
Meta-Communication is based on the idea that the same words or message can
mean something entirely different when accompanied by non-verbal cues. It is
therefore called a “secondary form of communication”. Meta-Communication
refers to all underlying messages in what we say and do.
EXAMPLES: Tone of voice, body language, gestures, facial expression or

irony.
These underlying messages also carry a meaning, for instance, they can either
enhance or disallow what is actually said in words. Example: The sentence “he is a
naughty boy” can be interpreted negatively as a critique of someone’s behaviour.
Alternatively, it can be interpreted to mean something positive and express admi-
ration for someone’s behaviour.
If people do not understand each other’s Meta-Communication, there will be a
conflict. Therefore, we have to learn about Meta-Communication and on how a
piece of information we provided can get interpreted by our communication partner,
and the other way around.
Body Language
Body language is non-verbal communication. Non-verbal communication includes
eye contact, posture, gestures, voice and tone quality and helps ensure that the
audience receives a message effectively. Mastering non-verbal communication is
essential in media interviews, at press conferences, in crisis communication, and in
everyday communication.
Even before a person speaks, people are paying attention to the person through
non-verbal communication. Therefore, successful communicators know how to
manage their body language when delivering a message. The following points need
to be considered when trying to avoid wrong signals:
• POSTURE: Bad posture shows lack of self-confidence and can be construed as
disrespectful. Therefore it is recommended to be straight when standing or
sitting. If seated, one should sit erect but not ramrod-straight and slightly for-
ward or toward the interviewer/audience. Leaning back can be interpreted as
lazy or arrogant and leaning as aggressive. A neutral posture would be the best.
If standing, one should do so with arms at the side. Holding the hands behind
the back or in the pockets can look rigid and stiff. In many cultures keeping a
hand or both hands in the pockets is seen as a sign of disrespect or insecurity.
Standing with hands on hips is an aggressive posture, like an animal puffing
itself up to look bigger.
• NEUTRAL: The overall posture should be natural, hands-at-the-sides, planting
one foot slightly in front of the other, which will help avoid swaying. A good
posture conveys confidence and engagement. It will help people understand that
the speaker is serious and knows what he is talking about;
• EXPANSIVE POSE: How people hold themselves can be a clue to know how they
are feeling. If they are leaning back and relaxed, they feel powerful and in control.
EXAMPLE: When the Russian Foreign Minister and the Russian

Ambassador visited US-President Trump at the peak of the public debate
about Russian interference into the 2016 US-election campaign, no photog-
raphers were admitted, except for one official White House and one Russian
Government photographer. The agreement was, that no photos should be
made public. The Russians did not honour the agreement and published
photos showing the US-President cordially smiling and shaking hands with
his Russian visitors. These photos were in stark contrast to the photos taken
earlier, during the visit of the German Chancellor Angela Merkel, at which
the US-President was obviously avoiding to look into his visitor’s eyes,
pretending not to hear her offer for a hand shake for the cameras, and refusing
to shake hands, although she and everyone else were expecting this gesture as
a mere act of politeness.
• ARMS: Arms express openness. It is best to keep them relaxed, at the sides of
the body. Arms should never be crossed in front of others because it expresses a
negative feeling and makes the person look defensive, especially when the
person is answering questions.
• GESTURES: Hand gestures can be helpful to illustrate a point, but it can also be
distracting, especially when overdone and heavy hand gestures are made. In an
on-camera interview hand gestures should be kept small and in front of the
speaker because exaggerated gestures could easily detract from the message on
which the focus should be. Sudden body movements should be avoided. Should
it be decided to gesture, it should be done naturally, not expansively.
EXAMPLE: German Chancellor Angela Merkel’s well-known trademark

hand gesture, which resembles a rhombus has been described as “probably
one of the most recognisable hand gestures in the world”, is known as the
‘Merkel-Raute’ in Germany. It sees her resting her hands in front of her
stomach, so that the fingertips meet, with the thumbs and index fingers
forming a rough quadrangular shape. Asked about it, Merkel stated that
“there was always the question, what to do with your arms, and that’s how it
came about it”. The solution was to neutralise the hands against each other,
which happens to be pleasingly symmetrical and also pushes the shoulders
up, improving posture. She said that she adopted the position to solve a
practical problem, as any trained scientist would.
Pointing with the hands can be perceived as aggressive. Any obvious signs of
discomfort or nervousness, e.g., shifting back forth, foot tapping, and clenched fists
should be avoided at any time. Inadvertently, it may convey agreement with the
questioner’s premise, when the speaker nods his head just to indicate that he
understood or is ready to answer the question. The speaker should remain neutral,
and become animated only when he begins to speak. Nodding too much will make
the person look ridiculous and like a doll;
• VOICE AND TONE QUALITY: Not only the words but also the way they are
spoken is important. The tone should align with the character and the content of
the message being delivering. When making a presentation, the voice should be
modulated according to the content and to bring attention to key points;
Example: Raising the pitch at the end of a sentence when answering a

question can be confusing and communicates that the speaker is unsure.
• EYE CONTACT: Eye contact helps establish credibility and honesty.

Maintaining eye contact (without staring, of course), shows respect and genuine
interest. There’s a fine line between holding someone’s gaze and staring him
down. This can appear aggressive. Looking up or around is a natural cue that
someone is lying or not being himself. If the speaker needs a moment to think
about an answer to a question, and briefly looks away will give the impression
that he is thinking and collecting his thoughts;
• RAISED EYEBROWS: They can be interpreted as a sign of discomfort.

Normally it is surprise or fear, which can cause people to raise their eyebrows in
discomfort;
• DISTRACTIONS: One should avoid (subconsciously) to play with clothes, tie,
hair, mobile phone, or any thing else. Checking a phone or watch, and apart
from being bad manners, is signalling that the person wants to be somewhere
else;
• NOTES: When taking notes at a meeting, one should not play with the pen or
paper, as this is interpreted as being bored or not paying attention;
• SMILE: Smiling is one of the greatest body language tools. But a constant
smile, a fake smile or an inappropriate smile can be misinterpreted. The best is
to keep a mildly pleasant expression at all times (except for situations in which it
will not be appropriate, such as announcements about fatalities, and the like) and
when smiling, the smile should be natural. Important is that the facial expression
is always matching the words and the situation. It should be noted that an
expression that can look neutral off-camera might look unhappy or angry on
camera.
Visual Communication
Images
In today’s world of new communication technologies, the written word has no
longer the power it had in the past. To effectively convey a message visual
accompaniments have become important.
There are a number of reasons for this change:
• First, the amount of (long-form) reading is shrinking because of a growing shift
from reading in print to reading on digital devices. This change means that
reading with in depth, with concentration and intensity, is replaced by digital
reading. Digital reading encourages distraction and invites for multi-tasking.
This results more scanning, skimming and searching reading practices than
reading thoroughly, i.e. slowly, pausing, rereading and scrutinizing a text.
The growing loss of long-form, “close” reading ability is detrimental to con-
ventional communication practices, which are focusing on just texts. Therefore,
for communication practitioners, the choice of the best communication medium
is crucial. To be effective, their communication vehicles must not lend them-
selves for long, concentrated reading exceeding 1,000 or so words.
Remind you that Twitter (read Sect. 3.3.2.5) employs a message size restriction
to 140 characters or less with the explicit purpose to make “tweets” very easy to
scan. It is also this size restriction, which has made Twitter a popular social tool;
EXAMPLE: Most newspapers, striving to keeping up with the times, have in

the meantime visually redesigned their layout as it was recognized that
readers were becoming more accepting of visuals. In response to this trend in
the readership, they have introduced visual changes, quick read cues,
colouring of headlines, executive briefing-style summaries of longer articles,
and sketches of their columnists.
• Second, new technologies for accessing, making, storing, manipulating, and

disseminating photos and other forms of visual communication (e.g. videos,
graphs, etc.) supply communicators with all of the necessary visual tools (i.e.
not only pictures but also various applications) they need to accompany their
written communications such as press releases, public statements, company
websites and other social networking sites.
As a result of this trend, communication professionals have to acknowledge, the
power of images and the decreasing power of words. Today, images of any kind are
very influential, especially when they come from a credible source such consumers
or users. When they act as photojournalists and post their images from their
experiences with a company or product it has a high impact because they are
perceived as truthful and honest.
This is particularly the case in the domain of tourism and restaurants. Personal
testimonies in these areas are very powerful, and can sometimes communicate with
more impact than an ordinary statement produced by a company.
With many new technological tools at their disposal communication practi-
tioners can today easily use visual imagery as an accompaniment to written lan-
guage, carrying a message more effectively. In addition, visual communication can
help to overcome cultural and language barriers or ideological beliefs.
Pictographs*
*EXPLANATION: Pictographs are a pictorial symbol for a word or phrase.
Pictographs are a form of Meta-Communication as they can be interpreted in

different ways, and, at least some of them have to be decoded.
The use of pictographs is playing an increasingly significant role in communi-

cation and in particular in the signalling of feelings. It’s wide spread use in social
media has actually made it a NEW FORM OF LANGUAGE.
Different Forms of Pictographs

• SMILIES are a stylized representation of a smiling human face. They play an
important part in pop culture. “Smiley” is also sometimes used as a generic term
for emoticons;
• EMOJIS are smileys used in electronic messages and on web pages. The
characters, which are used much like emoticons, exist in various genres,
including facial expressions, common objects, places and types of weather, and
animals;
• EMOTICONS are stylized drawings of a specific facial expression using
numbers, letters or punctuation marks. Similar to body language, emoticons
express a person’s present feelings or a mood;
NOTE: This only works in the left-to-right format. People read :-), the same
way as a human face, but not when written the other way around (-:
• ICONS can be compared to a traffic sign. They are symbols of a software tool,
function, or data file, an electronic hyperlink or file shortcut and are displayed
on a computer screen to facilitate the user’s navigation of a computer system.
Pictographs’ Relevance
Its growing popularity and use, especially in the young generation, suggests that
pictographs can no longer be ignored and must be accepted as a new form of
communication. This also applies to Corporate Communication.
Although (or may be even because) pictographs are used to express emotions
and feelings, there are reasons, why they are a good fit for a company’s social
media voice and tone.
Using for instance (positive) emoticons can make a company appear friendlier,
less distant, more human and can help growing the company’s popularity on social
media.
Pictographs are particularly effective in communication on social media and in
particular in the areas of Corporate Communication and marketing communication
because human faces are particularly effective attention-grabbing mechanisms.
Still, there may be some doubts on whether the use of pictographs is professional
in business. But researchers in the USA tested how people perceive “Smiley” faces
in a work email as compared to a social email. They discovered that the Smiley
faces in both types of fictional emails made the recipient like the sender more and
feel that the sender liked them more.
In a typical task-oriented context, professionalism is maintained by letting
impersonal, distant, cold, and unsociable features of a computer-mediated com-
munication dominate the business environment. The researchers found out that
when using pictographs in company e-mails they were perceived by the recipients
as friendly, human, emotional, and more personal.
BACKGROUND: In fact, people react to pictographs like they would do

looking at a real human face. Studies of the neuroscience of face perception
have shown that people pay more attention to faces than to anything else. It
has been experimentally proven that people respond differently to faces than
they do to other categories of objects. REASON: When looking at a Smiley
face online, the same very specific parts of the human brain are activated as
when we look at a real human face.
Therefore the use of pictographs can make a company appear more friendly,
competent, smarter and more approachable.
It is known that a recipient of an email or any other form of electronic message is
likely to perceive the message as more negative than sometimes intended by the
sender. This is a result of the messages shortness but mainly because the recipient
cannot share any non-verbal cues such as a facial expression with the sender. Some
messages, especially when they are business-style professional, ultra-short and
“dry”, can be difficult to interpret or even be misinterpreted. But pictographs might
be able to help as they reduce the possible negativity effect in the messages and can
help “soften down” what was written. The same message can sound less negative or
will give no reason for a negative interpretation when accompanied by a positive

(Smiley) Emoticon.
Research has even found evidence for an interesting side benefit to Emoticons:
Their use might help the reader remember what he has read more easily. According
to the research study, it appears that the use of Emoticons affects cognition, because
the readers’ scores on memory for chat content were significantly higher in the
“Emoticons used” condition than in the “Emoticons absent” condition.
This might be particularly important for the younger generation, which is much
more used to use and decode pictographs.
Pictograph Use in Internal Communication

The use of pictographs is particularly interesting, not only in the area of marketing
(customer) communication, but also in the area of a company’s internal (employee)
communication (read Chap. 4). The use of pictographs can help positively
influencing employees’ perceptions of the company they work for, in general, and
their workplace, in particular.
Especially in conflict situations, the use of pictographs can help soften the blow
of a critique or negative feedback. Using positive Emoticons can increase perceived
good intentions of the critique and decreases perceived feedback negativity. This is
particularly important in a typical corporate hierarchy where superiors have to
communicate with their subordinates.
Pictograph Use on Twitter (Read Sect. 3.3.2.5)

The growing importance of Twitter, recently additionally fuelled by the
US-President’s communication habits, make it necessary to add some comments
about pictograph use in Tweets. Adding symbols and Emoticons like
♥✩♬♡►♪☺♫ to Tweets make them shorter and easier to read. Research has
shown that Tweets get more attention and have the highest “click-through rates”
when there is a little room to spare. It also needs to be noted, that Twitter posts with
a photo generally outperform non-photo posts in terms of clicks and shares and
bring in more leads.
1.4.2.3 Corporate Philanthropy
Corporate Social Responsibility (CSR)
A company that practices “corporate social responsibility (CSR)” wants to behave

like a good “corporate citizen” in society who takes responsibility for its activities.
Social responsibility means that the company accepts and positively affects envi-
ronmental needs, society and communities’ values, employees’ and other stake-
holders’ expectations. One type of CSR is philanthropic giving.
DEFINITION: The word philanthropy is of ancient Greek origin and means

“love for mankind”. Today, corporate philanthropy includes the strategic
concept of voluntary and charitable giving by a corporation to nonprofit
organisations to promote the “common good”. More specifically, corporate
philanthropy refers to all ways in which companies achieve a positive social
impact through generous use of corporate resources (e.g. cash donations,
employee time, facilities, products and services) to help others in the com-
munity and support beneficial causes.
Corporate philanthropy is another indirect way for a company to communicate

with their target audiences. A company’s association with non-profit activities and
charities of all kinds is generally seen as an important communication tool. Just like
advertising, Corporate Communication, social media and others, the use of
philanthropic activities can become an important component of a company’s

communication and promotion mix.
Action Communication
In consideration of the lack of efficiency of Corporate Communication caused by
the “saturation effect” as a result of the information overload, alternative ways to
stimulate audiences’ attention are getting important for Corporate Communication.
Corporate communicators looking for new ways of communication, have,
amongst others, turned to “Action Communication” which comprises two com-
plementary tools such as sponsorship and patronage.
“Action Communication” has emerged as a major strategic communication tool
in Corporate Communication, in particular for the communication of the company’s
CSR activities and the relationship with stakeholders through accountability.
Following the trends in Western countries, this strategic and operational approach
of Corporate Communication has become an important development in the past
years in some prospering Asian countries.
It must be noted by corporate communicators that messages about corporate
ethical and socially responsible initiatives are likely to evoke strong and often
positive reactions among stakeholders and that internal and external communication
of CSR can generate important potential business benefits.
However, while communication about CSR is generally associated with positive
corporate virtues, CSR messages have also proven to attract critical attention
(e.g. STARBUCKS, ROYAL DUTCH SHELL).
STARBUCKS EXAMPLE: There has been much news about Starbucks

Company and their good sense of CSR. Starbucks has published many
Corporate Social Responsibility (CSR) annual reports. In these reports
Starbucks Company shows how it is actively involved in a combination of
activities linked to the social, environmental and economic perspectives. The
company is an advocate of CSR movements and has a high corporate social
responsibility performance in addressing the interests of most of its stake-
holders. As a result, the company is viewed not just as an organization for
profit, but also as a citizen of society. Starbucks has already implemented
various corporate social responsibility programs for its stakeholders. The
following are the main stakeholders in Starbucks Coffee’s business:
Employees (baristas, partners), customers, suppliers (supply firms, coffee
farmers), environmentally sound business, investors, and governments.
ROYAL DUTCH SHELL: Shell had a negative impact in 1995 after it’s
announced to sink the Brent Spar drilling platform in the Atlantic Ocean.
NGO’s like Greenpeace and media started campaigning against Shell with
support of local people and governments. The Greenpeace initiatives made
many people in Europe to boycott Shell products.
One can even conclude that the more companies expose their ethical and social
ambitions, the more likely they are to attract critical (stakeholder) attention. Some
research into this subject is even suggesting that if a company focuses too intently
and intensively on CSR associations, is would be possible that some audiences may
believe that the company is trying to hide something.
In any case, stakeholder expectations regarding CSR are a moving target and
must be considered carefully on a frequent basis.
In the past, stakeholders* have primarily attributed critical or negative attention
to particular industries, such as the arms, tobacco, or alcohol, industries.
*DEFINITION: Stakeholders are a person, group, or organization who is

directly or indirectly involved in an organization’s actions, policies, and
behaviour. Shareholders, customers, creditors, government, suppliers,
employees, directors, owners, and society are the key stakeholders in a
business organization.
At present, corporate responsibility issues have become more unpredictable and

changing, and include, for example, child labour, hormones and gene-modified
organisms. This is also a result from the growing number of civil initiatives and
consumer or food watch institutions.
A corporate communicator must also know that critical (stakeholder) attention is
not only restricted to his company, but can also focus on the company’s suppliers,
consumers and politicians, which may spur criticism towards a company (e.g.
NIKE, CHEMINOVA).
NIKE: In 1996, Life magazine published a story that included a photograph

of a child stitching footballs that carried the Nike logo. There is some evi-
dence that the photo was staged, since it showed inflated footballs while in
reality the balls were shipped un-inflated. But it did not matter. The picture
was a powerful visual for a situation that was shown to genuinely exist. The
company’s reputation suffered and the first of many protests began to take
place. For well over a decade, Nike became defined by the term ‘sweatshop
labour’. Consequently, many people saw Nike as the epitome of uncaring
capitalism. Nike and child labour became indelibly linked in the public
consciousness. By 1998, the company accepted it needed to take responsi-
bility and admitted, that “the Nike product has become synonymous with
slave wages, forced overtime and arbitrary abuse”. In the run-up to the 2006
World Cup, photos were presented to the company of pictures of Pakistani
children stitching Nike footballs, a direct repeat of what had happened ten
years earlier. It turned out that the supplier, Saga Sports, having become
overwhelmed with orders linked to the approaching World Cup, had gone
against the rules by sending balls out to be made at local homes. The
company decided to pull the product anyway and to cancel its contract with
Saga. It was a short-term financial blow for Nike, but it sent a strong signal to
the company’s suppliers and its customers at the same time, that Nike was
serious about tackling the problem. CHEMINOVA: Cheminova’s main
activity is development, production and marketing of pesticides. The com-
pany sees itself as “a leading supplier of insecticides and an important sup-
plier of herbicides and fungicides”. Based on a public debate in 2006 over a
number of environmental issues relating to Cheminova’s business activities, it
was decided to start CSR reporting. The CSR report is seen as a management
tool and an external communication tool, including attracting potential
employees.
Therefore, CSR engagement today requires more sophisticated and ongoing

stakeholder awareness and calls for more sophisticated CSR communication
strategies than in the past.
For a Corporate Communication manager, the importance of stakeholders for his
company’s reputation requires a careful and strategic crafting of company messages
to appeal to the specific stakeholders’ interests and motivations. The Corporate
Communication manager’s efforts must focus on how and when to engage stake-
holders in relevant Corporate Communication activities (passively or actively), and
explore potential options under which public and private stakeholders can partner to
spread the company’s messages.
Fields of Activity
In the CSR field, Corporate Communication can become active in two areas:
• To promote and communicate charitable activities of a donor company to its
benefit;
• To support a non-profit-organisation, in particular in their fundraising
endeavours.
In both cases, the objectives of a communication campaign in the field of CSR
(such as patronage, sponsoring, charities, foundations, donations) are to build
public awareness for and the strengthening of the company’s image and reputation.
Societal Changes
In the past, corporate philanthropic activities were discreet and publicity was not
desired. Today, companies draw attention to their social engagement to respond to
social pressures but also to take this relatively new tool to enhance their image and
reputation.
In the USA, there is even a free service designed to help journalists and charities
called “AskCharity”. Journalists can use it to find case studies, spokespeople and
information from a wide range of charities, and charities can use it to build their
media contacts and coverage. The growing commercialisation of charity activities is
demonstrated by the following examples:
EXAMPLE 1: “eBay for Charity” allows buyers and sellers on eBay to

support their favourite charities. Buyers can shop for items knowing they are
supporting a good cause and sellers, whether they are individuals or busi-
nesses, can donate a percentage from any sale to a charity of their choice and
add “Gift Aid” to their donations. Charities can also sell their own items
directly on eBay. All “eBay for Charity” items qualify for a fee credit on
basic insertion and final value fees equal to the percentage donated.
EXAMPLE 2: A company could set up a gift scheme for their charity.
“Charity Gifts” are an ethical and alternative way to raise money for charity.
Most of the major aid organisations such UNICEF and Oxfam run their own
charity gift schemes. “Charity gifts” make great presents for birthdays,
weddings, Valentine’s Day as well as Christmas.
In addition to increasing commercialisation, and as a result of the recent

emergence of social media and the widespread adoption of its use by businesses,
consumers and other users, many companies have understood that corporate phi-
lanthropy has become a strategic part of their indirect communication activities.
Social media have created an unprecedented level of transparency, which has
made consumers and users far more interested in a company’s values and practised
corporate responsibility than before. For that reason, and from a Corporate
Communication standpoint, a well-conceived and strategically executed corporate
philanthropy program can have important benefits for a company.
EXAMPLE: In a situation where competition is stiff and products or services

are alike, consumers may make their decision based solely on a company’s
reputation as a generous supporter of charitable causes.
In contrast to this, a company management, which is considering charitable

activities, finds itself under intensified pressure of increased public and shareholder
accountability. Company managements are bound to quantify all results, even on a
short term/quarterly basis), and to respond to investors’ concern about activities,
which do not generate nothing in return.
Therefore, managements generally want to concentrate more on those business
activities that are both, measurable and also good for society. Altruistic philan-
thropy in the traditional understanding is increasingly seen as basically not having
any business value.
It is obvious that there is a basic conflict between “return-on-investment” cri-

teria, on the one hand, and ethics and social responsibility criteria, on the other
hand. This conflict will influence the credibility of any corporate charity action.
Thus, when a company wants to get public attention for a charity initiative, it must
be credible and special. Credible because it must be truly helpful for the cause in
question and special in the sense of being newsworthy and attractive for further
publicity.
The challenge to combine both elements, the strategic concept, on the one hand,
and the requirements of more accountability, on the other hand, force the Corporate
Communication practitioner, who is getting involved in the planning for corporate
charity activities, to consider the following:
• First, he should focus on philanthropy opportunities that can possibly deliver
return on investment;
• Second, he should be aware of, or, if not existing, develop company social
objectives which shall be matched by the proposed charitable action;
• Third, he should be able to allocate financial and/or other corporate resources tot
he cause;
• Fourth, he must ensure that the resources will be used towards achieving the
company’s social objectives.
In addition, the Corporate Communication expert can help to strengthen the
justification of corporate charitable activities through strong case studies. They
should highlight why corporate funds are needed, the difference they will make to the
good cause, demonstrate that the money is spent appropriately and has a real impact.
Success Elements
Long-Term Commitment
The best corporate philanthropy programs must align with the company’s business
goals, objectives, corporate culture, and the people who represent the company in
public. This match will add credibility and enhance image but only when the
corporate philanthropy programme is viewed as a long-term strategic commitment
and not just as a quick, opportunistic, one-off programme.
Employee Involvement
Another major key is to get company employees involved in charitable activities on
every level of the organization. All employees, whatever their hierarchical level
may be, can be engaged in promoting the corporate philanthropy program through
their voluntary participation, one-time or regular donations, and by sharing the good
cause and the company’s commitment with their social networks. They can be
motivated to join in and get engaged by talking it up in internal communications, on
the company website, the company’s intranet. Management can give employees
reason to volunteer by offering paid time off to do so and to make monetary
donations more convenient by arranging for them to automatically come out of the
employee’s pay check.
Sponsoring
Definition and Scope
DEFINITION: Sponsoring is a specialised kind of Corporate

Communication. It stands for the material support of a well-targeted event,
activity, individual or organisation by an unrelated partner.
There are many aspects of sponsorship deals that one must pay attention to for a
successful sponsorship campaign. For example one must be aware of the different
forms of sponsorship as each can say or portray different things about a company.
Examples:
• Sponsorship of charities demonstrates humanity and responsibility;
• Sponsorship of sports and the media will boost your company’s popular profile;
• Cultural sponsorship may help your niche positioning;
• Sponsoring of education or research shows forward thinking.
Increasing Attractiveness
Sponsorships can create a lot of publicity. Therefore it has become increasingly
popular. More companies, even smaller businesses, are prepared to allocate part of
their Corporate Communication budget to sponsorships.
Some time ago, sponsorship could be regarded as just charitable or philan-
thropic. But in recent years, that has changed significantly. Hardly one “sponsee”
can expect to receive funds from sponsors without expecting to give something
back to them in return.
A company will normally sponsor for commercial and/or for social or ethical
reasons. When carefully targeted, sponsorship can be used for a variety of purposes
associating the sponsoring company with positive attributes provided by the
organisation receiving the sponsorship.
While most people associate sponsorships with sports, companies also sponsor
in other areas. This includes in particular the fields of entertainment (concerts,
festivals), arts & culture, publications, (professional) awards, contests, educational
projects, charitable causes and philanthropic projects, and theme parks. In the
growing area of social media, companies pay social media publishers to “talk”
(write blogs or post updates) about things such as their brands, movies, and other
products.
In addition to highly visible international and national sponsorship opportunities
(it must not always be the Olympics), there are numerous local and regional
opportunities ranging from local art fairs and theatre performances to regional
festivals.
Some events of more local interest can easily build a rapport with local sponsors
when they can demonstrate that their event can bring value to a local business. This
can help to raise the company’s local profile and demonstrate that they are showing
positive social responsibility within the local community.
Selection Criteria
Different to true charity, sponsorship is expected to result in some form of positive
return on investment for the company. This requires the use of standard evaluative
criteria to establish the suitability of a proposed event in relation to the sponsor and
criteria to enable subsequent success control.
Before sponsoring an activity, the company sponsor should be sure that the
“sponsee” is solid and his event would be successful. The Corporate
Communication expert should review the “sponsee” and ensure that he has a proven
track record, good prospects for success and match the sponsor’s image, brand,
business and communication objectives. Corporate marketers and communication
experts will focus in particular on sponsorship opportunities that are generally
aligned with their company’s business and brand objectives, reach their key target
groups, fit within their budget and provide sponsorship benefits that suit their
communication and marketing objectives.
The sponsorship agreement should provide the basis for a set of common
objectives to underpin the sponsorship under which the “sponsee” should benefit
from both financial support and other forms of backing from the company partner.
Most organizations seeking company sponsors provide information on the
variety of sponsorship levels which include data on event audience, exposure
opportunities, which can include signage, T-shirts, public announcements and
numerous other opportunities, receptions and much more. Corporate
Communication people and marketers can use this information to help match
sponsorship opportunities with the company’s communication objectives.
The success of a sponsorship not only depends on its professional management
but also whether the right choice of company/organisation, individual, celebrity or
event has been made to suit the sponsor’s image and campaign and whether it can
be carried out without any mishaps.
EXAMPLE: L’Oréal sponsors the pop singer Beyoncé Knowles, who is

widely listened to by teenagers and young people worldwide. L’Oréal is one
of the world’s leading skin and hair care manufacturers. They have made this
GBP1 Million deal with the singer for her to sponsor their “Because your
Worth it” campaigns. This deal is positive on two levels: Firstly, L’Oréal will
benefit from Beyoncé’s publicity. Beyoncé is a respected, clean artist and
actress, presenting a unique role model to her fans. Because of this role model
image her fans are likely to follow what she likes and promotes. This is where
L’Oréal benefit as Beyoncé’s fans are more likely buy L’Oréal products. On
the other hand, Beyoncé also gains from this as the campaign was launched a
few weeks before her new album was due to be released. The sponsorship
agreement is benefiting both the artist and the sponsor.
To avoid any mistakes it should be made sure that the following points are
carefully considered:
• PUBLICS: The Corporate Communication executive should understand what
his company customers, suppliers, business partners, the company’s community,
investors, employees and other stakeholders think of his company and how it is
perceived. It should be noted that erroneous or wrong perceptions can become
reality and must therefore be taken seriously;
• OPTIONS: The Corporate Communication executive must understand that
different forms of sponsorship will say different things about his company. It is
important to decide whether the company wants to play an international,
national, regional or local role; in addition, it needs to be understood whether the
company wants to boost its popular profile (sports and media), demonstrate
humanity and corporate responsibility (charities, patronage, donations), whether
it strives for a more elitist niche positioning (culture/arts), or wants to show
forward thinking (education and research);
• DURATION: It makes quite some difference when a company is sponsoring

just a single event or prepared to enter into a long-term project. One needs to
consider the direct and indirect costs of entry and exit, the difficulties to exit
from some forms of sponsorship without damage to the company’s reputation
and the other negative impact this may cause. A alternative approach would be a
fixed-term commitment and a predefined mechanism for ensuring a smooth
hand over to the following sponsor;
• INTEGRATED SPONSORING: The sponsorship should be linked to all
company’s advertising and sales promotion and other communication activities.
It must be made sure internally whether the choice of sponsorship is consistent
with other corporate, consumer and community communication activities done
by other departments in the company. Sometimes Corporate Communication,
investor relations, employee relations (human resources), marketing, and
advertising and sales promotion people work in splendid isolation from each
other. If this is so, the Corporate Communication executive should take the
initiative and make proposals for an integrated communication concept, which
will help reducing the risk of mixed messages. This could be damaging for the
company;
• STAKEHOLDERS: It could be smart, to invite the company’s key stakeholders
to participate actively by allocating specific roles to them, if appropriate;
• PLAN, BUDGET: It must be ensured with the company’s top management that
they agree with the sponsorship proposal. The top managers must personally be
committed to the sponsoring objectives and the strategy and tactics to achieve
them;
• COMMITMENT: The Corporate Communication executive must be aware of
the consequences of sponsoring, not only in terms of funds but also in terms of
commitment of time. He must understand that adequate time is required to take
care of the “sponsee”, his guidance and support.
Objectives
When committing to sponsoring certain activities, companies should always have
clear reasons and objectives for their actions. These should always be linked to
promotional objectives and in a wider sense to the Corporate Communication and
marketing communication objectives established for the company.
There are two types of general objectives, which can be classified as direct and
indirect objectives:
Direct Objectives
The objective of a company engaging in sponsorship is rarely solely benevolent,
social or ethical. Normally corporate sponsorship is a business arrangement.
Therefore it must produce some form of positive return on investment (ROI).
The suitability of a proposed sponsorship in relation to the sponsoring company

will generally be determined by using standard business evaluation criteria and not
by mere emotions. Therefore, the direct sponsorship objective is expected to be
connected with and have an immediate impact on the company’s sales as well as
impacting the level of the consumer behaviour. Normally the sponsor expects a
rapid change in behaviour of the existing and potential customers.
Indirect Objectives
The indirect sponsorship objective is regarded as a more long-term commitment,
which requires a high level of generating awareness and company image before the
companies can reach their set indirect objectives. Here, the sponsor expects pri-
marily an increased visibility to both, the company’s brands and products, contact
with a particular segment of the client base and/or stakeholders and an enhancement
of the company’s image leaving a growth in sales as a more long-term goal.
Demonstrating corporate “social responsibility” is an indirect objective and an
important factor of why companies get involved in sponsorship. Sponsorship is an
excellent way of enhancing the reputation by giving back to the community in
which the company operates. This is particularly important for small and midsized
companies, which, in absence of a national or even global exposure view spon-
sorship mainly as a tool to support their community and to establish community
relations.
EXAMPLES: Sponsorship of local hospitals, kindergartens, schools and

universities can help boost the reputation of a company in its given com-
munity. This will project a caring and socially responsible image to the
company’s consumers and stakeholders.
Typical Business Objectives

A company will normally focus on sponsoring events, individuals or organisations
that attract a similar target market audience than those, which the company is active
in. The expectations a company has when it decides to get engaged in sponsoring
activities are manifold:
• COMMITMENT: If the “sponsee” is well chosen, sponsoring him can help
creating/reinforcing the external and internal emotional commitment to the
company/brand;
• IMAGE: One of the most important aspects why organizations go into spon-
sorship deals is either to build the organization’s image or to maintain a high
level image as a “good corporate citizen”;
• AWARENESS: For companies, sponsorship is a good way of reinforcing brand

awareness, which helps to foster brand loyalty, generate consumer preference
and build company reputation and image, or a mix of all. This might raise the
profile of the corporate brand and thus increase the value of the brand;
• SHOWCASING: Sponsoring can be used to showcase unique product features,
technologies, or advantages;
• COMPETITION: Through association or exclusivity, sponsorship can help with
the creation of an advantage over competitors. Managed carefully, sponsorship
can be developed into a competitive advantage for the company. Many com-
panies engage themselves in sponsorship deals only as a result of a competitive
threat. They argue that this is the main reason for their sponsorship activity
because their competitors would sponsor instead if they would fail to do so.
Many times, companies therefore negotiate a sponsoring agreement that would
make them an exclusive sponsor to an event. The advantage related to this type
of sponsorship is a high level of exposure without having to worry about
competitors;
• STIMULATING SALES: The whole long term purpose of a sponsorship deal is
to increase the level of sales;
• RELATIONSHIPS: Sponsoring is a means to building relationships as part of a
broader relationship marketing strategy. Sponsorship tends to communicate a
company’s messages in a less commercial way. This facilitates the “soft”
building of relationships. Many companies are now involved in building long
lasting relationships with their customers/stakeholders. The creation of memo-
rable experiences often translates into lasting customer/stakeholder relationships
and (brand) loyalty;
• MEDIA COVERAGE: Sponsoring can have the potential to generate maxi-
mum media coverage, depending on the attractiveness of the “sponsee”.
Sponsorship provides a good platform to reach millions of audiences worldwide.
Some of them are likely to become customers.
• INTERNAL REASONS: In addition to commercial or social and ethical reasons
there is another, internal reasons for sponsoring, which a company may be
interested in: To enhance employee motivation and facilitate staff recruitment.
EXAMPLE 1: When employees get engaged as volunteers in sharing their

skills and knowledge gained from their daily work experience as part of a
sponsored activity, it will support internal teambuilding and bolster their
morale and motivation. EXAMPLE 2: When Nike used Michael Jordan to
promote their company, this was done in order to build pride into the com-
pany and also to develop the corporate culture. Providing a clear direction of
where the company is heading and increasing the corporate morale may itself
become a source of competitive advantage for the company.
Sports sponsoring is the most common and best example for a perfect match
between a company’s target market audience and the sponsored activities.
EXAMPLE: ADIDAS AG is a German multinational corporation that designs

and manufactures sports shoes, clothing and accessories. It is the largest
sportswear manufacturer in Europe and the second biggest in the world.
Being the most popular sport worldwide, football is clearly one of ADIDAS’
key strategic priorities. For over 60 years, ADIDAS has led all major
developments in boot, ball and apparel technologies. This dedication to the
sport and its close relationships with athletes and teams enabled ADIDAS to
become an integral part of the history, the present and the future of football.
Building on its success around major sporting events, the brand strives to
fully leveraging its outstanding portfolio of sports marketing partners.
Failures
Realistic Expectations
EXAMPLE: Having a celebrity known for an eating disorder advertise food

is not going to make the public satisfied because everyone would know this is
untrue and it would create negative exposure to the organisation as well as the
celebrity.
One should not enter sponsorship deals, which the company cannot sustain. This
can dilute and confuse the message, may suggest a lack of commitment to the
outside world and will not have the desired impact. The Corporate Communicator
should be careful when listening to some agencies, which want to talk him into
something he and his management are not fully convinced of. An early exit from a
sponsorship can be costly to the company’s and the Corporate Communicator’s
personal reputation.
It cannot be expected that sponsorship will lead to miracles especially not that
sponsorship will drive sales immediately. Sponsorship is not advertising and more
about values and visibility. Engaging in sponsorship may lift a company’s repu-
tation and exposure and, as a result, push the company up a customer’s shopping
list. But the sales effect will only work when all other marketing elements are in
place.
It is not smart to sponsor personal interests. Stakeholders will see this as an
excuse for a benefit at their expense. Of course there will be worthy exceptions to
this so one has to make sure that the company’s stakeholders are fully informed and
in agreement.
The feedback from a sponsorship relationship must be carefully monitored. If the

sponsorship does no longer produce what it was expected to do, then the spon-
sorship deal should no longer be kept up. One has also to beware of sponsorships
that can turn bad overnight, especially when involving celebrities with short
half-life or a risk to fall from the public’s grace. It is save to build up a fall back as
part of the routine contingency planning.
Poorly thought out or derailing sponsoring partnerships can produce negative
communications, alienate customers, upset the company’s key stakeholders and
damage the company’s image to the detriment of the initial communication strat-
egy’s objectives. In addition, it can demoralize a company’s staff. Although it is a
two-way street for both, the sponsee and the sponsoring company, the latter tends to
disassociate itself or its brands easier when the projected positive images obtained
by a unique personality turns negative.
EXAMPLE 1: In the Golf star Tiger Woods case where many of his sponsors,
which included the likes of Gillette, Accenture, AT&T, and General Motors
discontinued their sponsorship deals with him after news of his numerous
infidelities broke out to the public. Many of these companies did not want
their brands to be associated with such scandals and some went to the extent
of pulling out the television commercial, which featured the golf star.
EXAMPLE 2: Swiss hearing aid maker Phonak, a team sponsor on a global
brand level, believed that American cyclist Floyd Landis, an inspiring young
professional cyclist, could become the positive role model for them and their
target audiences. Floyd Landis became a winner of the world famous Tour de
France. The victory of Floyd could have turned into a significant promotional
campaign for Phonak. However soon after he won the title, Landis was tested
positively for illegally high testosterone use and was consequently stripped of
his title. This ultimately backfired on Phonak. When Phonak retreated from
professional sports sponsorships they gained global publicity as the brand that
fell from sports sponsorship. Since Landis’ fall from public grace, it has been
widely reported that Phonak’s team members were confronted with charges
of illegal drug use. As of August 2006, Phonak announced the dismantlement
of its cycling team.
Turning Failures into Success

In case a positive sponsoring partnership turns out to be negative with the potential
of negative repercussion on the corporate sponsor, the company, when the facts
make it possible, can increase the positive effect of sponsoring even when the
circumstances look like a failure. It just needs some good management judgement,
risk management experience and smartness to dare brinkmanship in such a situa-
tion. But when successful, management will be happy.
It is up to the Corporate Communication manager to imagine some realistic

contingency cases and have a “back-up plan” ready in his drawer in the event
something will go wrong. He and his companies may get into a position, in which
they have to choose whether they want to move forward into high-profile
exploitation of their sponsorship, or to keep a low profile and do something more
low key (for example involving the company’s suppliers or groups of customers in
lieu of a broader audience).
EXAMPLE: Fashion model Kate Moss made a GBP3 million deal with
Rimmel, the beauty & cosmetics company. When she was photographed
snorting cocaine she was dropped her other sponsors such as Burberry,
Chanel, and H&M. These companies were reportedly “shocked and dis-
mayed”. They fired her “because her drug use does not fit their policy of clear
disassociation from drugs”, even though they knew that the model had had
previous drug problems in the past and that she was probably still using,
before they decided to hire her. In contrast, instead of dropping the model,
Rimmel decided to keep her on. They managed the crisis much smarter by
insisting publicly that she go to rehab. The planned effect was that Rimmel
was not destroying their image or hers, but instead were trying to get the
model’s career back and their sales up. This was clever Corporate
Communication as by keeping her on and by publicly helping her, Rimmel
showed a “human face” by helping her to restore her glamorous image and
upped their sales. In fact, Rimmel increased sales after the incident. Rimmel
dealt with their sponsorship crisis professionally and for the better of both.
The result of their clever decision was that they came off better than it would
have been when they would have completely abandoned the contract. Un
consideration of Rimmel’s success, the Corporate Communication people at
Chanel and Burberry probably regretted their hasty decision to drop the
model.
Although many companies have a ready arsenal of marketing campaigns to

counter such unpleasant publicity, some of them can also be taken by surprise.
EXAMPLE: One such rare example was the nationwide protests in Brazil in
June during the 2013 FIFA Confederations Cup, a dress rehearsal for the
World Cup. Millions of Brazilians, many from the emergent middle class, a
desirable market for international brands, criticized public spending for the
FIFA events in the midst of under-investment in Brazil’s infrastructure,
education and health system. Companies were taken by surprise by this cri-
tique and had not developed a fall back.
Given these and similar situations, one would ask, why any company would
want to risk millions in a sponsorship deal. But it is clear that there are many gains
and many losses. Corporate Communication sponsorship campaigns are high stake
“win or loose” games. It is clear that the sponsor and the “sponsee” must be willing
to trust each other and take these risks.
EXAMPLE 1: Sponsors of the FIFA World Cup and the Olympic Games are
accustomed to controversy. During the 2012 London Olympics, Dow
Chemical was plagued by criticism for its association with the 1984 Bhopal
tragedy, when a toxic gas leak killed thousands at a Union Carbide plant in
India it later acquired. EXAMPLE 2: Protesters have pressed Coca Cola to
step down as a patron of the Winter Olympics in Sochi, after Russia approved
an “Anti-Gay Propaganda” law. EXAMPLE 3: McDonald’s, long-time
sponsor of the World Cup and the Olympics, has come under fire for
encouraging unhealthy eating habits by linking its brand to major sporting
events.
To avoid these situations, it is recommended that one should get involved in

some contingency planning before the company gets committed to sponsoring
activities.
EXAMPLE: Some companies are taking a cautious approach. One local

sponsor for the 2014 World Cup declined to be interviewed by the Financial
Times, because of “a ban on communicating around the World Cup… due to
the context that Brazil is in now”. However, not everyone was staying quiet.
Coca Cola was hoping to tap into popular sentiment through social pro-
grammes including a recycling initiative, creating jobs for young people and a
youth sports programme. Its 2014 World Cup anthem “Todo Mundo”
(“Everyone”), featuring Brazilian techno-pop singer Gaby Amarantos and
Samba band Monobloco, was another example of the company’s efforts to
reach out to middle-class Brazilians. Coca-Cola had claimed that it operated
in Brazil for more than 70 years and that they knew the feelings of Brazilians
and were not turning a blind eye on the moment Brazil was in but to connect
with this situation. Coca Cola’s tactic was paying off. According to a study,
Coca-Cola was the most remembered brand to be associated with the games.
Patronage
Definition
Corporate sponsorship is not the only means of supporting projects. PATRONAGE
is a common alternative under which companies can become patrons* by sup-
porting third party initiatives.
*EXPLANATION: The word “patron” is Latin and means “father”. Hence, a

patron of something is one who “begets” and protects the something. The
concept of the patron originated from ancient Roman times and designated a
Roman citizen who was a protector (the patronus) of a foreigner who had
settled in Roman territory (the cliens).
In contemporary society the word “patron” has lost some of its original con-
notation. Today the term is usually reserved for someone who is specifically a
“patron of something”.
Today, patronage used in the Corporate Communication field is meant to be the
support or financial aid that an organization or individual (patron) provides to
another person, organisation, event or project (receiver). For some, this may mean
financial support. But of equal importance than financial support is the act of
encouragement and protection, which the patron provides by lending his name to
the receiver through a formal patronage.
EXAMPLE: Running a charity is a tiring, yet rewarding, process. The success

on helping others balances on how much awareness one can draw to the
charity. One way to achieve this is for a company by getting the patronage of
a renowned institution or individual. For instance, receiving a Royal
patronage in a country with a monarchy will not only bring publicity to the
company receiver’s cause but will also enhance the company’s status and
image. If the company even succeeds in getting a personal visit from a Royal
Patron it will probably produce media coverage the company, without this
initiative, could only dream of.
In return to its patronage, a company can expect to be prominently featured as

the event’s patron. This patron status helps maximizing the visibility for the
organisation, its products and services by gaining maximum exposure with its key
audiences.
Selection Criteria
A company interested in becoming a patron would preferably select an event for
patronage, which would provide a platform for showcasing the company’s prod-
ucts, brands, its identity and provide special visibility with a target audience, which
is specifically mentioned in the company’s Corporate Communication strategy.
The company’s Corporate Communication manager must review and carefully
select any request for patronage. It is particularly important to get detailed infor-
mation about the receiver’s organisation and the event proposed. Things that must
be looked at in particular include amongst others:
• The reputation of the event and organization;
• How long it has been around;
• Good track record;
• Solid financial record;
• Duration of the patronage: Single event or campaign.
In addition, the event, which is supposed to be sponsored, should provide the
patron with sufficient opportunities to be visible for the event audience and the
patron should gain access to key attendees for networking. Special offers to the
patron should include:
• Keynote speech during the event;
• Acknowledgement by the event chairman during the “Welcome Reception”, the
opening session and the conference banquet;
• Invitations to exclusive “VIP” welcome receptions and other “VIP” events;
• The patron’s representatives should receive full conference registrations and
access to social events;
• Banners or roll-ups with the company’s name in the public areas of the event
venue;
• The patron’s material should be added to conference bags;
• A complimentary exhibition booth;
• The company name and logo and the patronage level should be listed on a slide
before each session and on the conference website;
• In addition, a paragraph about the company, an attractive photo and the com-
pany’s website URL should be published in relevant printed material such as
event brochures.
The same Corporate Communication principles apply to other philanthropic
activities and organisations, such as charities and foundations.
Donations
Types
There are many different types of donations. Companies and people may give
a one-off or regular monthly donation to charity. Some companies have a
payroll-giving scheme, enabling employees to donate money to charity directly
from their gross pay. There are also non-cash donations such as quietly sponsored
tables at fundraising dinners, bought tickets to galas and donated items to auction
for charity.
EXAMPLE 1: Since a number of years, a German franchise restaurant

company offers a voluntary food service for the homeless. In five of the
chain’s branches, homeless people can pick up a hot meal every day. On their
homepage the company refrained from broadcasting their charity and stayed
discreet. EXAMPLE 2: A German medium-sized manufacturer of promo-
tional products publicly guarantees, that their products are not manufactured
by children. They underline their commitment by regularly inspecting their
own production sites without advance notice. In addition, they initiated the
fundraising campaign “Blogging for Children in Need” to support the project
“Stop Child Labour” of “Welthungerhilfe”, one of Germany’s biggest private
organisations for development and humanitarian aid. For each contribution
published by a blogger about this initiative the company donates money to
the project. EXAMPLE 3: Within the framework of the promotion of family
and child planning, the company New Communication (NC) is not only
supporting its own employees’ children with a monthly bonus, but also
finances employees’ voluntary sponsorship for children from Third World
Countries by granting a premium on the employees’ gross salary.
Companies may also set up matched giving schemes, where the company
matches the employee’s donation. This motivates staff and builds team spirit.
Donor Direction
Most companies who are active philanthropically look to make a difference by
supporting charities. But there is a fine line to be drawn between helping a specific
cause and dictating the recipient of the donation exactly how the donated money is
to be spent. Ideally, a donation must be given to support the recipient’s stated
mission. “Donor-directed” philanthropy, for example insisting that a university
teach a new course, can cause irritations or is even not allowed under local rules and
regulations.
Recognition
Recognition is particularly important when it comes to corporate philanthropy

support. Businesses will usually want their contribution to be visible through
Corporate Communication to their industry, their local community, (potential)
customers, other stakeholders, or even a broader public when their general image is
concerned. The recipient of the donation has to be informed from the outset about
the company’s intentions and expectations to avoid subsequent misunderstandings
and possible disputes.
Donors should clearly stipulate whether and how their contribution shall be
recognized. This may be crucial for the optimization of the donor’s activity and for
the recipient in retaining the donor’s continued support.
Today, “recognition opportunities” for high-end donors are moving away from
“bricks and mortar” into areas such as programming, for instance naming a series of
lectures at university after patrons. There are no limits on creative ideas in this area.
In addition, donors are increasingly expecting accountability and stewardship,
such as donor reports, in return for their donation. The Corporate Communication
manager will react positively to this transparency and it may have an influence on
the company’s next donation.
Chapter 2
Planning for Corporate Communication
Planning covers seven major areas

• ANALYSIS
– Analysing the current and forecast environment in which the company is
operating;
– Analysing the organization and its positioning;

https://doi.org/10.1007/978-981-13-0402-6_2
80 2 Planning for Corporate Communication
• OBJECTIVES
– Establishing communication objectives (what does the company want to
achieve?);
– Developing a plan for achieving the objectives;
• STRATEGY: Three strategy options:
– Pro-active (contingency planning);
– Reactive;
– Tactical.
• DEFINITION OF TARGET AUDIENCES: To whom does the company want
to communicate?
• CONTENT
– What are the company’s key messages?
– Are the messages newsworthy?
• IMPLEMENTATION
– What are the possible barriers to bringing the messages across to the selected
target group(s)?
– Are there any models for communicating effectively?
– What are the most effective tools for communicating the messages? What is
the language the selected target group(s) will understand?
– What is the best moment for communicating the messages?
• EVALUATION AND SUCCESS CONTROL
– How to make sure that communication success can be measured effectively
(i.e. have the objectives been achieved)?
2.1 Analysis
2.1.1 Socio-Political and Economic Environment
2.1.1.1 Introduction
When developing a Corporate Communication Plan one first needs to know where
the company is positioned at present, before one can decide where,
communication-wise, the company wants to be in the future.
In preparation of developing a strategic Corporate Communication Plan, the
impact of political, socio-cultural, environmental (if applicable), economic and
other external influences on the company have to be assessed.
This form of socio-political and economic analysis can be undertaken by
reviewing the external environment, using a number of indicators to better
2.1 Analysis 81
understand the environment in which the company is operating and in which the
Corporate Communication Plan has to work.
QUOTE: The South African singer Miriam Makeba said: “You sing about
those things that surround you. Our surrounding has always been that of
suffering from apartheid and the racism that exists in our country. So our
music has to be affected by all that”.
Assessing the impact of surrounding current and forecast socio-cultural, politi-

cal, economic, environmental and other external influences upon a company’s
activities and plans is becoming an essential part of Corporate Communication’s
development of a strategic Corporate Communication Plan.
The goal for undertaking such a socio-political analysis is to diagnose the key
issues that the organisation needs to address or to consider to be successful in com-
municating with its (external) target groups and the general public (read Sect. 2.5).
Failure to anticipate socio-political developments and challenges can be a chief
cause of unsuccessful Corporate Communication.
2.1.1.2 Socio-Political Analysis
Definition
A socio-political analysis can be defined as a study of the social, political and

economic factors that shape a particular environment and how these affect the
company and its activities.
Scope
This analysis focuses typically on issues such as how supportive the socio-political
environment is for the company’s business, how general public opinion is viewing
the company’s and its whole sector’s activities, how it is viewed by the media, the
level of political support it is receiving from governments, and who the (political)
opponents are who could take an influence on the company’s (communication)
plans.
In particular the position and strategies used by opponents, the likeliness of
public (civil) opposition and interferences and the position of governing parties and
opposition parties need to be analysed carefully. As part of this analysis, current and
future political and “Zeitgeist” trends need to be taken into account.
Objectives
Such an analysis helps define potential risks the company may face and provides
the necessary background for the development of an effective Corporate
Communication strategy.
Addressing the socio-political environment in which a company operates is what
makes a Corporate Communication plan truly strategic, focusing on the most rel-
evant audiences and activities, trimming messages, avoiding the waste of unnec-
essary actions and campaigns, and, thus, ensuring a better chance of success.
Controversial Situations
A good understanding of the socio-political environment has been proven critical to

the success of those corporate projects that are potentially controversial, involve
environmental concerns, political or ideological opposition and issues related to
(unfounded) fears of people (such as nuclear, gene manipulated food manufactur-
ing, chemical, and oil and gas). The same applies when the company is part of an
industry sector, which is under attack by opponents.
These situations are normally characterised by a multitude of stakeholders, some
of which can influence public opinion and the project outcome.
For such contentious and sensitive projects, the process of developing proper
guidelines for effective Corporate Communication management is difficult. But it is
precisely this difficulty that demands that there be a well-designed Corporate
Communication strategy and plan based on a sound socio-political analysis.
A socio-political audit, and subsequent discussions of the findings in the com-
pany’s management can result in a much clearer understanding of the risks involved
and assist management in deciding on a Corporate Communication strategy.
In particularly complex cases, the final Corporate Communication strategy may
well lead to an integrated communication approach, involving not only the com-
pany, but third parties such as governments or interest groups.
2.1.1.3 Analysis Features
A socio-political trends analysis generally covers the external environment of an

organisation, breaking it down into what is the current situation and forecast to
happen in the political, economic, social, sociological (demographical), techno-
logical, environmental, legal and industry sector fields. By understanding its
environment, a company can better adapt to the current and future situation, take
advantage of opportunities and minimise threats.
2.1 Analysis 83
Basic Analysis Factors
The basic analysis factors will vary in importance to a given company based on its
industry, its individual positioning, and the products or services it produces.
A company may also wish to divide basic analysis factors into geographical rele-
vance, such as local, national, regional and global, or look at individual business
segments separately, when producing a wide range of different products.
EXAMPLE: A consumer product company will likely be more affected by

social factors, while a military defence contractor would tend to be more
affected by political factors. In addition, factors that are more relevant to a
given company or more likely to change in the future will be more important.
EXAMPLE: A company, which has borrowed heavily in the market will need
to focus more on the economic factors than others.
The analysis of the following categories can adequately assist Corporate

Communication professionals in crafting their strategic Corporate Communication
strategy and plan:
Political
Political issues (tax and investment policies, labour laws, minimum wage regulation
and co-determination laws, environmental regulation, trade restrictions/sanctions,
tariffs and non-tariff barriers, and, more general, political stability) are an important
part of Corporate Communication analysis. One piece of legislation can cost a
company millions of tax money or frustrated investment and can, sometimes, even
force a company to go out of business.
EXAMPLE: The oil industry lost millions of dollars in 2010 after the Obama
administration placed a moratorium on offshore drilling following the BP oil spill.
Political forces and issues exist at the local, national, regional (e.g. EU,
ASEAN), and even global level and can play a major role in Corporate
Communication campaigns.
Economic
The strength and performance of the local, national and international economy can
impact a company. They can represent opportunities and possible threats, which, as
a result, influence a company’s Corporate Communication strategy and plan. These
factors include the company’s economic status, financial resources, interest rates,
inflation, foreign exchange rates, as well as current and forecast economic growth.
It should be remembered, that economic forces not only affect the company, but
also the nature of competition, the company’s customers, employees and other
stakeholders.
EXAMPLE: The prices for oil products in particular gasoline and diesel are
an external (economic) force with impact on Corporate Communication.
Automobile manufacturers and their suppliers have been confronted with
dramatically growing prices for fuel over the past several years. Suddenly,
they see themselves confronted with a demand for vehicles with alternative
propulsion systems and are having trouble selling heavy fuel usage
automobiles.
Apart from the economic effects of this development (increased R&D cost for
alternative vehicles, lost profit and high inventories of vehicles which cannot be
sold in the current marketplace), Corporate Communication suddenly finds itself in
the defensive explaining governments, the media, its customers, and the general
public why apparently automobile manufacturers have not invested sufficiently in
alternative technologies.
Social
Social factors include demographic developments and trends in the way people live,
work, and think (“Zeitgeist”) the cultural aspects and health consciousness, popu-
lation growth rate, age distribution, career attitudes and emphasis on safety. Trends
in social factors affect the demand for a company’s products and how that company
operates.
EXAMPLE 1: The ageing population may imply a smaller and less-willing

workforce (thus increasing the cost of labour), a trend forcing companies to
change management strategies. In communication, companies had to adapt to
their target groups’ different desires, needs and motivation. EXAMPLE 2: A
way to reach older adults is to talk about healthy food, food safety and
nutrition. The older people are getting, the more food, wellness and health
become the centre of their lives. In addition, communication tactics have to
change. Older people are more persuaded by reason, whilst younger people
are motivated by emotion. EXAMPLE 3: In the 1950s through 1970s,
cigarette smoking was allowed everywhere and practically everyone smoked.
By 1990, the amount of cigarettes smoked had dropped dramatically. Social
2.1 Analysis 85
attitudes about smoking as being “cool” had changed to smoking being not
“cool”. This social force has resulted in different message patterns in
Corporate Communication, not only in the tobacco industry.
Technological
Technological factors include technological aspects like R&D activity, automation

and the speed of technological change. These can determine barrier to market entry,
technological market leadership and competitive positioning, quality, innovation
capacity, influences on outsourcing decisions, and minimum efficient production
levels. Innovation in the technological area covers new approaches to doing new
and old things, and tackling new and old problems. They do not necessarily involve
technical equipment. Instead, or in addition, they can be novel ways of thinking or
of organising. The effects of technological forces on an organization can be drastic:
Factors like out-dated manufacturing practices can affect the competitiveness of
many organizations.
EXAMPLE 1: In the early 1990s, the Japanese automobile industry was

about to reach a critical mass of imported vehicles into the EU-market. The
reason was the superior competitiveness of Japanese motor vehicle manu-
facturers as a result of their adoption of modern “lean management” princi-
ples (Kaizen). To ward off Japanese competition, the EU and the European
car manufacturers made frantic efforts to convince the Japanese motor vehicle
industry to agree to a ten-years grace period in which they would keep their
imports under a 10% threshold. If the Japanese would not have agreed, one or
more European volume manufacturers would probably have ceased to exist
by today. EXAMPLE 2: The music industry has experienced the ups and
downs of technological change in many ways. Tower Records, a music store
giant in the 1990s, eventually deteriorated under the pressure of music
downloads and a recording industry with economic woes, finally going out of
business in the USA in 2006.
Additional Factors
Other factors include an industry sector analysis, i.e.

• A review of the attractiveness of the industry of which the organisation forms a
part and an identification of its major challenges which could affect the
company;
• Legal factors (e.g. anti-trust legislation, consumer law, labour, safety and health
laws);
• Environmental (ecological) factors including views on weather, climate, and
climate change, which may especially affect industries such as tourism, farming,
and insurance. Especially, the growing awareness of the potential impacts of
climate change is affecting how companies operate and the products they offer,
but also their public positioning and Corporate Communication.
2.1.1.4 Responsibility for Socio-Political Analysis
A socio-political analysis is almost entirely based on external factors. If the analysis

is not outsourced but done in-house, Corporate Communication should take the
leadership and coordinate such a study targeted at the company. Members of the
management team who have knowledge of, can make a contribution, and are able to
consider the socio-political analysis factors should get involved in this exercise.
2.1.1.5 Information Collection
All relevant socio-political and economic environmental information, which will be

collected for the analytical work has to be related to the company’s business and
mission and, following this, the Corporate Communication Plan. The goal is, to
take maximum advantage of the opportunities offered by the relevant trends and
minimize the risks and threats identified.
2.1.1.6 Management Review
After the socio-political analysis is drafted, the management review process should
be as follows:
• Analysis of the findings included in the socio-political and economic review;
• Selection of the most important issues, which will influence Corporate
Communication objectives and tactics;
• Identification of strategic communication options;
• Writing of a Corporate Communication Plan;
• Review with relevant corporate functions (for instance legal, marketing and
human resources) and subsequently top management for endorsement;
• Commitment of internal resources to implement the Corporate Communication
Plan.
2.1 Analysis 87
2.1.2 Company Positioning
2.1.2.1 Internal Positioning and Mission Statement
Before getting engaged in detailed planning activities, it needs to be analysed what

benefit the company’s products and services offer to its customers, in particular, and
society, in general, and whether there are any problems or disadvantages associated
with these products and services (corporate social responsibility). This is particu-
larly important in case there are any potential environmental, health, safety, social,
political or ethical problems involved with the company’s activities.
Furthermore, one should know whether the company’s product and service offer
is likely to change within the foreseeable future or whether changes should be
introduced to improve them. And of course it is important to know what the niche
or specialty is that sets the company’s products and services apart from competition.
Against this background, it needs to be established in an unbiased way what the
company’s performance and its history is under particular consideration of its stated
mission and the communication issues, which the strategy and plan are going to cover.
It is important that this analytical work will not be done by the Corporate
Communication function in splendid isolation. Instead, at this very early stage of
planning, Corporate Communication should involve all relevant in-house parties
and functions, such as marketing, lawyers, planners, and, of course top manage-
ment, and may be even third parties who are relevant and close to the company’s
business (e.g. consultants, suppliers, customers).
As a result, the analysis of the company’s position should be neutral, realistic
and backed up with evidence, sourced material or in any case be substantiated.
Especially in companies in which the Corporate Communication function is seen
as a subordinated function suffering from a lack of recognition and respect, the
Corporate Communication official should not fall into the trap of telling his man-
agement what they want to hear. It is essential that the Corporate Communication
expert develops a self-confident stature, which will allow him to stand back and
observe his company with the eye of an objective analyst and represent his view
with appropriate professionalism.
A basis for this analysis and the Corporate Communication Plan could be a
so-called “Mission Statement” (read Sects. 7.16.2.6 and 8.1.4). A company’s
Mission Statement is a short statement outlining the purpose of the organisation
with a focus on the company’s overall goals and objectives.
The statement should also include a definition of the company’s key markets,
what the company is providing in terms of product and services, establish a unique
selling proposition (USP), which makes the company distinct from competition,
and give a sense of direction for all corporate decision-making.
When planning a communication strategy, or a Corporate Communication Plan,
or a communication campaign it is important for the Corporate Communication
function to ensure that there will be no conflict between the company’s mission, on
the one hand, and the communication strategy and plan, on the other hand.
In case the company has no “Mission Statement” in place or an existing
“Mission Statement” is out of date, the Corporate Communication executive should
initiate such statement with his company’s management and take the lead.
EXAMPLE for a Mission Statement: Citigroup: SLOGAN/MOTTO:

Knowledge is your greatest asset. DESCRIPTION: Citigroup is a financial
institution divided into these major segments: Global Consumer, Corporate
and Investment Banking, and Global Wealth Management. Citigroup Global
Consumer business offers banking services such as bank accounts, deposits,
loans, portfolio and investment management, insurance, etc. The Corporate
and Investment Banking business involves banking transactions on an
international level. Global Wealth Management involves having portfolio
management and investment advisory services. MISSION STATEMENT:
Our goal for Citigroup is to be the most respected global financial services
company. Like any other public company, we’re obligated to deliver profits
and growth to our shareholders. Of equal importance is to deliver those profits
and generate growth responsibly.
A well-crafted Mission Statement is short, simple, specific, avoids generalities

and overused buzzwords. It can help a company to focus on its core business and
provide the Corporate Communication function with a guideline for its planned
communication activities.
In addition, a Mission Statement helps determining the company’s general
direction, reminds employees of the reasons why their company exists, provides
new employees with a basis for alignment, focuses on the future by telling where
the company wants to go (“vision”), and helps to shape those strategies meant to
accomplish the company’s mission.
All these features are important for Corporate Communication activities and
plans, as they constitute the basis and the framework for any external and internal
communication activities.
2.1 Analysis 89
2.1.2.2 External Positioning
In addition and before planning a Corporate Communication strategy, some basic

questions have to be asked to better understand the company’s positioning in its
external environment. This includes questions about the company’s major com-
petitors and any current or future impediments in the company’s environment that
can negatively influence the effectiveness of the future Corporate Communication
strategy and plan.
Conflict Potential
Political and Ethical Opposition

Other questions refer to the existence of any significant opposition, particularly to
any possible political or ethical opposition to the company, in particular, or the
industry sector to which it belongs, in general.
EXAMPLE for opposition against a specific company, which has been tar-
geted individually: The Organic Consumers Association started in the mid
1990s the “Millions Against Monsanto” campaign to fight back against US
giant company Monsanto, which is responsible for creating Agent Orange,
PCBs, Roundup (glyphosate) and other toxins that threaten human health and
the environment.
This opposition, if it exists, may have a mission to resist or hinder the company’s
business, damage its or the whole industry sector’s image and reputation, and
exercise adversarial political influence. This is particularly important if the com-
pany is active in controversial business sectors, such as nuclear energy, fossil fuels,
chemicals or genetically modified organisms (GMOs).
EXAMPLE 1: Air travel has increased rapidly in recent decades, resulting in

ever more greenhouse gas emissions from flying. More than 80 NGOs (in-
cluding Greenpeace and Friends of the Earth International) signed onto a
statement opposing plans to offset aviation emissions, portraying it as a
serious distraction from the need to reduce emissions from the whole aviation
sector. EXAMPLE 2: Medical professionals, scientists, states attorneys
general, legal scholars and public interest organizations are all speaking up
against a US-Toxic Substances Control Act reform backed by chemical
companies. They claim that this reform bill is worse than the existing law.
Opposition has continued to mount and now there are 450 organizations that
oppose the bill voicing their concerns about the bill’s inability to protect
public health and safety.
General opposition against the whole industry sector might have a quite negative
impact on an individual company belonging to this sector and become as damaging
as an opposition, which is specifically targeting a single company.
In both cases, questions must be asked by the Corporate Communication pro-
fessional what kind of strategy should they develop to outbalance or even neutralise
the opposition’s influence.
The Impact of “Zeitgeist”

In this context it will be important for the Corporate Communication expert to know
how effective individual oppositional groups have been in the past, what their
reputation, their tactics and their resources are, whether this opposition is active
within the framework set by the prevailing “zeitgeist*”, for instance opponents to
gene-manipulated food and nuclear power generation, or even potent enough to
create a new “zeitgeist”, for instance, the students’ opposition in Western democ-
racies during the late sixties, which successfully changed societal patterns and
behaviour.
*EXPLANATION: “Zeitgeist” is the general intellectual, moral, and cultural

climate of an era. Executives, journalists and communicators have argued that
the idea of a “Zeitgeist” is useful in understanding the emergence of trends
(EXAMPLE: preference for written rather than oral (telephone) communication,
i.e. Twitter, SMS, Messenger, Instagram, icons, smileys, pp.), technologies
(example: IT), simultaneous inventions (smart phones, tablets, pp.) and whole
industries (social media providers, pp.), and evaluating the relative value of
innovations. In a “Zeitgeist” environment trends change frequently, and some-
times massively. “Zeitgeist” in the fifties (directly after the Second World War),
is particularly characterized by opportunism, conformism, and conservatism.
This “Zeitgeist” was swept away quickly by a change in “Zeitgeist” caused by
the students’ opposition in the late sixties, the invention of easy-to-consume and
affordable contraceptives for women (“anti-baby-pill”), new styles in popular
music and a general more liberal, self-determined life style.
Over the last years, a rapidly changing “Zeitgeist” could be experienced in the
West and in (South East) Asia. This provokes the question whether the environment
in which a company is currently operating, will be stable or unstable and thus
unpredictable.
EXAMPLES for “Zeitgeist” related phenomena: EXAMPLE 1: The Beatles’

songs perfectly captured the “Zeitgeist” of 1960s. EXAMPLE 2: 2015 was a
defining moment for Southeast Asian economies as the deadline for the
2.1 Analysis 91
formation of the ASEAN Economic Community (AEC) with a combined

GDP worth of US$2.5 trillion. The ‘ASEAN Community’ is based on three
community pillars: Economic, political security and socio-cultural commu-
nities. AEC is capturing the “Zeitgeist” of rising Asia as one of the most
dynamic powerful economic areas in the world. AEC aims to achieve a single
competitive common market, with free movement of goods, services,
investment, skilled labour and capital. EXAMPLE 3: A “Zeitgeist” book can
reflect the spirit of the age and say something about the time. They might turn
out to be classics like George Orwell’s “1984”, or bestsellers, such as JK
Rowling’s books (“Harry Potter”). EXAMPLE 4: In the eighties, the “Kung
Fu” “Zeitgeist” movie genre evolved into urban action movies spreading all
over the world finding a new place among mainstream movie audiences. This
spurred positive advances in terms of both marketing strategies and cinematic
skills development.
In addition the question arises what changes, if any, can be projected in a long
term strategic Corporate Communication Plan for the company’s particular envi-
ronment. In addition, one needs to answer the question what impediments, if any,
“Zeitgeist” will have with the company’s markets and market players, and what
influences changes in technology developments, regulation, or in society at large
might have on the company’s business, its positioning and, as a consequence, its
communication strategy.
Based on this accumulated information and the subsequent analysis of the
company’s current and forecast situation in its particular socio-political and eco-
nomic environment, it will be the Corporate Communication expert’s job to
develop a (long term and or short term) communication strategy and a plan for the
strategy’s implementation.
Negative Public Perception
Definition of Perception
PERCEPTION means the way people think about or understand someone or

something, whether accurate or inaccurate. Perceptions are derived from
many things such as values, attitudes, prejudices and beliefs. They are the
elements in the forming of perceptions.
In many ways a company’s external communication’s success and failures can

be closely aligned less to the messages as delivered, but more to the perception that
they create.
The world we all see is a reflection of who we are and what we believe. What
people will perceive is usually what they believe, and this is based on what they
hear, see and think, even if erroneous.
EXAMPLE: The classic example is the scenario like this: “You said ….”. “I
did not. I said ….”. “But I thought you said ….”. “No. What I said (or at least,
thought I did) was …”. “But I thought you said …”. For the initial speaker,
“what I thought” does not necessarily equal “what I said”. And “what I said”
is not necessarily the same thing as “what I meant”. Similarly, for the listener,
“what I heard you say” may not be the equivalent to “what you said”. So
perception may be perception, but it may not be what actually occurred.
Probably the most damaging form of misperception is the case of attributing a

certain (negative) motive to someone else’s action without reason.
EXAMPLE: There would be much less people dying in road accidents, if the
car industry would not hold back on additional safety features which are
technically possible but would negatively influence their financial perfor-
mance if introduced.
2.1 Analysis 93
This example is a clear case of a perception under which a reason for action or
inaction is attributed to someone’s behaviour that is not accurate.
When dealing with companies (or people) that we trust, people tend to take
messages at face value, at times even hail the message because of the (trusted)
source. Whereas when people hear from a source that they have a lower trust and
respect level for, they often see the worst in the message regardless of its intent or
context for that matter.
EXAMPLE: At her first visit to see US-President Trump, in front of running

cameras, Trump refused to shake hands with German Chancellor Merkel. The
President’s office subsequently declared that Trump did not hear Merkel’s
and the reporters’ demand for a symbolic handshake. The subsequent media
coverage was based on their perception that Trump was insensitive, if not
rude. The reality is that it really did not matter what the media did. People,
who tend to perceive Trump as a vulgar liar, had already decided on his bad
intent. But chances are that Trump’s supporters did not see any harm in what
he did.
Against this background, it is imperative that the Corporate Communication

manager knows how the company’s external audiences perceive his organisation.
He has to analyse whether this perception is correct or inaccurate. If inaccurate, it is
his task to develop a concept on how to affect this perception positively.
People will make judgments about a company’s appearance, activities and
performance. The way people view a company and the way the company presents
itself is the impression it will leave behind. What the company’s target audience
perceives about the company and its business is more important that what may be (a
different) reality.
EXAMPLE 1: You are a guest of a high-end restaurant. When you use the
restroom you notice that things are dirty. There are paper towels on the floor
or missing, and is something else which is unpleasant. It might be the last
time you visit this restaurant, even if the food is fabulous because you assume
that the kitchen will be as dirty as the restroom because the management does
not seem to care. EXAMPLE 2: You fly on an airline and find dirty tray
tables. This will easily lead to the conclusion that the management is gen-
erally negligent (“…if they can’t even clean the tray tables, what else aren’t
they maintaining…I may not be safe on this airline…”). You will have less
confidence in the airline and seek other, competing airlines. EXAMPLE 3:
You represent a large, well-established company. Your company’s website is
difficult to use or amateurish. People’s impression of your company who
choose to find your company on the web, either before becoming a customer
of your company or after, may change from the positive to the negative. If
you represent a small company or even a start-up and you take the effort to
create a well thought out website, it can change a lot about the way people
perceive your business. People may think that you are larger and more suc-
cessful than you may actually be, helping them to invest more confidence in
your company and your products or services.
“Perception Is Reality”
From a company’s standpoint, there is a verifiable corporate reality that exists. But
sometimes (external) people’s perceptions (or beliefs about the company) do not
match this reality. This can be a result of miscommunication, misinterpretation,
ignorance or ill-willed projections.
“Perception is reality” means that how people perceive the company is reality to
them which has nothing to do on how the company perceives itself.
• It means in particular that the company’s behaviour and the results matter
infinitely more than the company’s true intentions.
• It also means that if the company has a reputation, however unjustified, as
secretive, dangerous, not transparent, reckless, environmentally unfriendly,
incompetent or any other word for not socially responsible, then the company
has a serious problem and need to get to the bottom of it.
In these situations, for Corporate Communication, the perception has become
reality, even when the truth was blurred by misinformation, lies and
misinterpretations.
If “perception is reality”, one can also say that it is the recipient’s perception,
which is his reality. For companies this means that they must ask themselves:
• What is the company doing to earn trust and respect?
• How are the company and Corporate Communication shaping the company’s
message for their target audiences?
• What is Corporate Communication doing to be sure it is delivered the way
intended?
• Are the company and its Corporate Communication function aware of how the
company is perceived?
Management of Perception
Management has to take care of the company’s business behaviour. Corporate
Communication, which is dealing with people’s reactions to the company, its
reputation, image, business, products, brands, individual activities and external
communication has to advise and assist management communication-wise.
2.1 Analysis 95
Corporate Communication can normally not control, for example, how third
parties perceive the company’s image. This is because their perception is based on
what they hear, see and think and on how they shape their own reality through their
beliefs.
Defensive Management Position

Where there’s smoke, there’s usually fire. If a company is perceived negatively,
then there is probably some underlying behaviour or something in the company’s
history, which has led to it.
The Corporate Communication function, in close collaboration with top man-
agement, should develop a plan for managing the company’s behaviour in such a
way, that the company’s reputation will take care of itself.
However, this will only work if top management accepts that there is a problem.
Frequently, management will try to ignore the problem, deny that there is a problem
and seek rationalizations. Many Corporate Communication experts experience that
the company’s management may even react in a counter-productive way. This is
particularly the case when management believes that this negative perception is
based on ill will or ignorance and should therefore be better ignored. What man-
agement overlooks in such a situation is that the inaccurate perception of the
company has to be taken seriously because it has become a (communications)
reality.
In these cases, it is the Corporate Communication officer’s task to make top

management acknowledge that they are capable of being wrong as “perception” has
become a reality they have to deal with as with any other reality (which they will
have no problem to accept).
Company Reaction
But even if Corporate Communication has little control, it has to deal with this
situation by responding to the (possibly wrong) perception and to make third parties
view the company the way the company wants to be seen. An appropriate tool to do
this is by developing a carefully selected and targeted Corporate Communication
campaign.
Against this background, it is important for the company’s management and
Corporate Communication to understand how people perceive the company and
why people feel about the company the way they do. Often there is a mismatch
between feeling reactions and reality in the area of worrying.
Being worried or anxious is essentially a version of being afraid, for instance
being afraid for one’s safety in the neighbourhood of a chemical plant.
The neighbours’ concerns have to do with potential events that may happen, for
example an explosion or the discharge of poisonous gases. These worries may or
may not be reality-based. But they exist. The perception has become reality.
The worried neighbours’ feelings, as unfounded as they might be, must be
treated as a reality, which the chemical company’s management and Corporate
Communication experts have to take into account even if they believe that they
would know better and that no or only a very remote risk exists that such a
catastrophe may happen.
If the neighbours’ perception is ignored by the company’s management it will
lead not only to major problems in communication but can put the whole business
at risk.
One way the company can manage its neighbours’ (emotional) fears is to be as
transparent as possible. In some cases a “reality check” can be helpful, which will
provide responses to questions such as:
• What is the actual likelihood of an explosion happening?
• Has an explosion happened before?
• How many times?
• Even if an explosion happens, does that necessarily mean that it will result in a
catastrophe for the neighbours?
• And even in the unlikely event that an explosion happens what will the company
do in such an event (are contingency plan in place)?
Miscommunications
But there are cases of misunderstandings or misinterpretations, which do not fall

under the definition of the concept “perception is reality” and which do not require
a Corporate Communication campaign but just some corrective action.
• MISINTERPRETATION OF A SITUATION: These are incidents where
someone is misinterpreting a situation and reacts inappropriately because of his
personal misjudgement. Truly, in these situations, “perception does not become
reality”;
2.1 Analysis 97
• MISCOMMUNICATION: The classic example is the scenario like this: “You

said ….” “I did not. I said ….” “Oh, but I thought you said ….” “No. What I
said was …” “But I thought you said …” Under the “perception is reality”
proposition, this miscommunication will lead to major problem for both parties.
For the initial speaker, “what I thought” does not necessarily equal “what I
said”. And “what I said” is not necessarily the same thing as “what I meant”.
Similarly, for the listener, “what I heard you say” may not be the equivalent to
“what you said”. Such a dissent does not become reality;
• INACCURATE BELIEFS ABOUT THE WAY THE WORLD IS: Many people
believe that finding an investor for a “perfect, self-explanatory” product should be
fairly easy and should happen within a matter of some months or so. After many
attempts and months with no investor commitment, they begin to become discour-
aged or cynical. The reality is that finding an investor takes a lot of time and energy,
much more than generally expected. Also in this case, the erroneous judgment does
not become reality form a professional Corporate Communication view;
• MISATTRIBUTION OF MOTIVE: Another form of misperception is when
someone attributes a reason or a motive for someone else’s reaction or inaction
that is not accurate. This erroneous or deliberate projection by one party on
another party does not become reality in the Corporate Communication world;
• MISMATCH BETWEEN FEELINGS AND REALITY: Especially in the area
of “worrying” (normally with respect to potential events that may happen), not
everything people worry about is based on reality. EXAMPLE 1: The daily
worry of a mother about her child being killed on the way to school. EXAMPLE
2: The permanent worry of a wealthy man about a potential stock market crash.
Dealing with Miscommunications

In our life, we are faced with a vast number of interactions. Regardless, in every
interaction there is someone delivering the message (the person speaking, writing)
and someone receiving it (listening, reading). With this in mind, one has to ask the
question about in how many ways a single message can be interpreted.
It cannot be assumed that by using the same words, gestures, or tone of voice
that the person (organization, public) with whom one communicates means what
one means. Each person has his own, individual code. Therefore, it cannot be taken
for granted what words or gestures really mean. The literal meaning of a message
might not reflect the true intention.
In corporate and marketing communications one of the first things that one has to
learn is about the encoding/decoding of messages as it relates to the target audience.
It is of utmost importance in Corporate Communication of having a message that is
clearly articulated via the chosen medium to make sure that the ultimate reaction
received is in line with the reaction that the communicator intended to create.
The best signal for a misunderstanding is when the communication partner starts
to look puzzled or one receives negative comments in the media. That is not the
moment to get frustrated, judgmental or even angry but to go back to the com-
munication partner (target groups, media, pp) and double-check.
The “Recipient Perspective” Principle

Under the “recipient perspective” concept, yardstick for interpreting a message is
not the actual will of the declarant. Solely decisive is the recipient’s point of view
(he perceived as an “objective intelligent third party”). This means for a corporate
communicator, that his message must be worded in such a way that the message
will be understood as intended and that there will be no room for any misunder-
standing or (wrong) interpretation.
EXAMPLE: In some jurisdictions, in interpreting a declaration of intention,

the true intention is to be ascertained rather than adhering to the literal
meaning of the expression. A declaration made to another party will be
interpreted in accordance with the requirements of “good faith” and taking
account of “common usage”. The intentions of the declarant are so far
irrelevant.
2.2 Communication Goals and Objectives
2.2.1 Realistic Objectives
When developing a Corporate Communication plan, as one of the first steps, the
Corporate Communication manager needs to define precise strategic objectives.
Otherwise there will a risk of wasting time and effort. The sequence of questions to
ask is:
• What are the specific communication objectives?
• What is wanted to communicate?
• What achievement is wanted as a result of the planned communication
activities?
Once the objectives are stated, one has to ask the question whether they are
sufficiently specific and measurable to allow for tracking progress and evaluate
success. Further the objectives must comply with the company’s mission statement
and its overall business goals, objectives, and strategy. In addition it has to be made
sure that there are not too many objectives (which reasonably can not be all
achieved) and that the objectives defined are not too ambitious.
2.2 Communication Goals and Objectives 99
Normally, the Corporate Communication manager will not have a big team, and
thus his organisation will probably not have the capacity to sign up for an ambitious
“laundry list” of objectives. It will sure have a negative impact on the Corporate
Communication function’s reputation, when there is a big gap between ambition
and objectives set when it becomes obvious that the existing resources are not
sufficient to accomplish the objectives.
This is particularly true when it is realised that behind every objective identified,
there will be follow-up actions that must be taken. These actions require organi-
sational, financial and manpower resources that must be available. The Corporate
Communication manager will be smart to take this into consideration beforehand.
EXAMPLE: A Corporate Communication manager in a company, which is

producing and marketing a variety of complex products, plans to support
technical oriented marketing communication by the publication of a series of
easy-to-understand general educational brochures. The publications are con-
ceived to make it easier for market players and customers to understand the
complexity of the company’s products. To the surprise of everyone in the
company, these brochures turn out to be a “hit” in the market. Unexpectedly,
the company is confronted with a huge demand of copies from customers,
researchers, universities, schools and government agencies. Unfortunately,
the Corporate Communication department had not anticipated the success of
its own campaign and had neither the funds, nor the manpower, nor the
infrastructure in place to respond to the huge demand in a timely way. The
resulting delays led to dissatisfaction in the market and the well conceived
campaign started to become counterproductive.
2.2.2 Management Endorsement
It must not be overlooked by the Corporate Communication planner in the initial

planning phase that his first challenge when defining his communication objectives
will not be the company’s (external) target audience but his own management.
Top management does not want to waste time and budget. Therefore the com-
munication plan objectives must not only be in line with the company’s corporate,
commercial and financial objectives but in addition, they must be absolutely real-
istic. This means that the proposed communication objectives must have a real
chance to get achieved by those actions, tools and tactics, which are proposed in the
plan.
In case of doubts top management will dismiss the draft plan and the Corporate
Communication manager will neither get the required resources (time, staff, bud-
get), nor managerial support.
2.2.3 Unrealistic Management Expectations
But it can also work the other way round. In these cases, it is top management,
which has unrealistic communication objectives or management is unrealistic about
the way these objectives can be achieved.
It can happen that some top managers love to set very ambitious goals because
they do not have a correct perception of prevailing reality or it is done for mere
political reasons. In a few cases it can also be very personal human reasons, which
can lead to unrealistic expectations, for instance very personal vanity. This is an
area in which rational arguments can become easily discounted.
In all cases of unrealistic and overly ambitious expectations, the Corporate
Communication manager has a difficult task because frequently human “egos” and
human emotions are involved. Over-shooting often results in frustrations, excuses
and results, which a professional normally wants prevent from happening.
Although it is part of their job, not all Corporate Communication professionals

have the courage and the professional stature to bring their top management back to
reality by correcting erroneous misjudgements of the environment in which the
company is operating (read Sects. 1.2, 2.3.1.3, 2.8 and Chap. 10).
This task can only be done satisfactorily, if the Corporate Communications
manager has developed a profound knowledge of the social-political environment
in which his company is operating and has so created his authority within the
2.2 Communication Goals and Objectives 101
company to advise management accordingly. This professional expertise must be

brought into the debate in an objective, professional way to correct any erroneous or
misled judgements.
To add to the complexity of a Corporate Communication manager’s daily work
experience, in some cases, it cannot be excluded that management’s rationale for
their unrealistic ambition is merely tactical. Management may deliberately assume
that even if their overly ambitious goals will ultimately not be met, still more will be
achieved than if lower goals were set. In this case, management typically argues
that eighty per cent of an aggressive goal is better than 100 per cent of a lame goal.
Again, the Corporate Communication manager has a difficult job as he has to
advise his management that over-stretched goals can easily become
counterproductive.
2.3 Strategy and Tactics
2.3.1 Strategy
STRATEGY is at the centre point of communication planning as it deals with the

objectives to be achieved and the intended impact of the communication measures
(communication tactics/actions) under the Corporate Communication Plan.
DEFINITION: A STRATEGY is a concept of how the goal could be

achieved. It is a well thought through concept of your predetermined
objectives, key messages and target audiences and an overarching plan
ensuring that all your day-to-day communication activities (TACTICS)
contribute to the company’s business and your communication objectives.
EXAMPLE from the battlefield from which the terms “strategy” and “tactics”
originate from: GOAL: To win the war. STRATEGY: To divide and conquer.
Note that in the US nuclear weapons are called “strategic” nuclear weapons
because they have the potential to eliminate the need for any further tactics/
actions. TACTICS: Secret service spies gathering intelligence; advance forces
knocking out enemy communications; paratroopers securing airports;
armoured divisions dividing the opposing army’s forces; drone attacking to
take out the enemy leadership; an overwhelming force of infantry invading;
hand-to-hand combat.
Before going into details of communication planning, a company must first

make a fundamental decision on its communication philosophy: It needs to be
decided whether the company wants to follow a REACTIVE (defensive) or a
PROACTIVE strategy.
A reactive approach is based on responding to events after they have happened,

whilst in contrast, a proactive approach focuses on eliminating problems before
they have a chance to take effect on the company.
QUOTES: George Bernard SHAW: “The world has three kinds of people:
Those who make things happen, those who watch what happens, and those
who wonder what happened”. Strategy guru HAMELAND PRAHALAD
stated: “On the road to the future, there are drivers, there are passengers, and
there is road kill”.
2.3.1.1 Reactive (Defensive) Strategy
A REACTIVE communication strategy assumes that the company and its image
with the company’s key target publics will be better off when waiting and subse-
quently face a controlled risk. In such a case, the company will hope that the
problem will not surface, or if it has already done so, engage in holding statements
based on defensive arguments expecting that no one will follow up on it.
A reactive strategy involves the risk that, in times of global digital connectivity,
the company may get caught. As a result, it might face a bigger problem when
getting forced to subsequently fight a negative perception.
2.3 Strategy and Tactics 103
In such a situation, one tactical option for the company could be to putting out a
statement on its corporate website (without further electronic distribution). If the
company would then get media inquiries (which is quite likely), the company could
direct the media to its website at which the information is published.
The benefit of this tactical move will be that it signals to the media that the
company has made no efforts to hide news or information. This will help the
company to building trust and credibility with the media. Of course, this is not the
solution to the “proactive versus reactive dilemma”. But, having this option gives a
company more ways to respond.
For companies “reactive” communication is probably the most common option
(the same is true for politicians). Different to other communication models, it
normally does not invite for a dialogue but intends to terminate a dialogue. Reactive
communication often causes a company to miss opportunities to resolve problems,
motivate and facilitate change processes or achieve goals.
In some cases, it can therefore be quite unproductive especially when it stems
from self-defence, uncertainty, bad conscience, fear, anger, and resentment.
Frequently, reactive communication is counterproductive, fostering further
inflammatory arguing back and forth rather than enabling a meaningful dialogue as
basis for a balanced problem resolution.
When a Corporate Communication official starts thinking about the right
approach for his company and includes a proposal for either reactive or a responsive
communication into his plan, he should take some time to reflect on the situation
and ask himself some questions, such as:
• Why does the situation constitute a problem for the company?
• Is the situation really that important to the company or can it be simply ignored
without leading to (more) damage?
• What kind of reaction is the proposed reactive response going to provoke?
• What will be the benefit of a proposed reactive/defensive response for the
company?
• Is the proposed response hurtful, inflammatory, blaming, and derogatory or does
it provoke another reactive response (which would give the situation even more
importance)?
• What are the potential short- and long-term consequences of a reactive
response?
• Will the proposed response spark more anger or facilitate a reasonable two-way
conversation/debate?
• Does the proposed response consider other points of view?
• Is the proposed response intelligent, insightful or thought provoking?
• How can one transform a proposed reactive or defensive statement in a con-
structive manner or even into a responsive or proactive response?
When the Corporate Communication manager has drafted an initial, reactive (or
defensive) company response, he should endeavour to check its content against
above questions. This will help him to avoid mistakes, which he may later regret
and it will help him redrafting his communication so that the target audiences can
perceived it as (more) responsive and constructive, rather than just defensive and,
because of that, possibly unproductive.
The Corporate Communication expert should be aware of the fact, that in this
situation his management may be the first to challenge him. This results from
common conservatism at management level (frequently inspired and supported by
the company’s lawyers), which generally is risk adverse. They will probably either
prefer to take a careful low profile role, decide to sit the problem out or to follow a
risky “head-in-the-sand” policy.
In contrast, it could become the Corporate Communication manager’s respon-
sibility to exert a restraining influence on his management, when, in his professional
judgement, a defensive company statement, could add to blowing the problem up
even further and it would be smarter to stay quiet.
When a problem is blown up and the company’s management is urging the
Corporate Communicator to get involved in reactive communication activities, they
are often operating from anger. If one was to look under the anger one might find
wounded pride, the feeling to be misunderstood, resentment or even fear. The
Corporate Communication manager has to understand these underlying feelings and
must communicate with his management from a position that acknowledges them
but puts the company’s good image in the forefront.
Of course, the decision is depending on the individual circumstances and no
general advice can be offered. But it can be said that both the Corporate
Communication manager and his management have to exercise caution, some
foresight and their good professional judgement in evaluating the respective
situation.
2.3.1.2 Proactive Strategy and Contingency Planning
In contrast to reactive or defensive communication, responsive and pro-active

communication is much more productive than reactive communication. It is more
thoughtful, considering multiple viewpoints and sparking two-way dialogue or
debate. It requires maturity, thought, self-confidence and the courage to consider
other perspectives that differ from own.
Pro-active Strategy
In Corporate Communication, pro-active means that the company will take the first
initiative to get its story out before someone else does it his way. The pro-active
approach is normally chosen, when the company wants to keep control over its
representation in public and avoid the risk that its position will be represented
wrongly. It is in fact true when it is said that if a company has some bad news it is
better coming from the company than from someone else.
The risk of a pro-active strategy communication strategy is that the company will
provoke public attention on the issue in question or even a crisis, which might have
gone unnoticed, if the public’s attention would not have been drawn to the issue. In
such a case, inadvertently and unnecessarily the company’s reputation could be
damaged as the particular issue in question might have gone away quietly or just
getting overlooked in the information overload.
For these reasons, the decision to act pro-actively is very sensitive and needs
appropriate consideration, not only by the Corporate Communication executive, but
must involve top management and the company’s legal department.
In today’s overregulated and risk-adverse environment, companies seem to be
overpopulated by people who are often passive and not adequately proactive.
For a variety of reasons, most executives are trained to be reactive, which is also
a result of excessive regulation and an over-legalisation of business. A pro-active
approach requires a relaxation of the over-controlling tendencies and too rigid
processes of many company policies and formalities.
A part of this process could be to set conservative managers and lawyers who
tend to oppose pro-active approaches and who are married to the status quo in
contrast to pro-active “change agents” who really make things happen.
Therefore, it will be most likely in such a situation that at least the lawyers will
take a conservative approach (read Sects. 1.2, 2.2.2, 2.2.3, 2.3.1.3, 2.8.3,
2.8.4, 3.2.4, and 7.12.8.1). They will probably argue that, from a lawyer’s stand-
point, it will be “safer” just “to wait and see” and most likely management will
follow their advice.
A lack of flexibility to support pro-active behaviour normally signals that the
company looks to the past. This can easily manifest itself in complacency.
Complacency can be engendered by a long run of good performance without
serious setbacks, which normally does not encourage, but in fact tend to discourage
proactive behaviour.
If the Corporate Communication expert feels strong about a proactive approach
and he will have the “guts” to play the role of such “change agent” (read Sects. 1.2,
2.2.2, 2.2.3, 2.8 and Chap. 10), he needs to produce solid professional reasons and
a sound case backed up with facts to argue his case and convince the sceptical
minds. He must be aware that the answer to the question, which communication
strategy is the best, is not simple to give, for all parties involved. Ways to convince
a reluctant management in its consideration of the right approach include:
• Showing understanding for the legal function’s job to take a conservative
approach and to act as a good custodian of the status quo and engage in the
avoidance any kind of risks (read Sects. 1.2, 2.2.2, 2.2.3, 2.3.1.3, 2.8.3,
2.8.4, 3.2.4, and 7.12.8.1). But at the same time, making clear to management
that this conservative approach is in contrast to management’s entrepreneurial
approaches which are generally proactive as they are characterised by taking
charge, keeping control of the business, launching new initiatives, generating
constructive change;
• Convincing management that to be proactive is to change things in an intended,

controlled direction, for the better, and not to leave it to chance;
• Convincing management that pro-active action involves taking initiatives rather
than becoming the victim of unforeseeable developments. Sitting back really
means letting others try to make things happen. This is the equivalent to loss of
management control;
• Making it palatable to management that by becoming pro-active, the company
has an opportunity to reinterpreting given situations. A challenge, a threat or a
risk can be construed as an opportunity, or, under certain circumstances, a risk
can be viewed as controllable;
• Convincing management that a sit-back-and-wait approach in face of a challenge
can become detrimental to the company’s overall interests. This is particularly the
case, when management denies the existence of such challenge, or convinces
itself of the viability of a reactive strategy without considering alternatives. This
attitude would only change perceptions but without changing reality;
• Convincing management that in case of a looming crisis, and by applying a
proactive strategy, it can continue exercising its full scope of decision-making
and, intentionally and directly, change the situation through the proactive cre-
ation of new circumstances and facts, or the active alteration of current ones;
• Pointing out to management that a pro-active approach proposed by Corporate
Communication will obligatorily focus on accomplishments and tangible results
with real impact on the company and explain what this will mean to the company.
When a company communicates pro-actively, it answers questions before they
are asked and handle issues before they become problems and might emerge into
crises. By tackling problems before they turn into crises, a company improves
relationships with its key target audiences, (possible) adversaries and will generally
raise the effectiveness of its communication efforts.
In this field, the job for the Corporate Communicator is not easy: Simply pushing
out memoranda, management statements or press releases, is not good enough.
Effective pro-active corporate communication requires much more thought,
strategic and tactical preparation and well-crafted messages.
When a journalist contacts the Corporate Communication manager of a company
it is normally because he is investigating into a story he is writing on. The longer it
takes to respond to his inquiry, the higher will be the risk that he will turn to
alternative information sources, which the Corporate Communication manager
cannot control. If he has anticipated that one day these questions could be asked and
if he had prepared for that situation in a pro-active way, he could head off the
problem before it starts.
Being prepared for pro-active communication shows a commitment on the
company’s part to be transparent and responsive. When the Corporate
Communication manager uses pro-active communication practices he displays a
sense of honesty and transparency on behalf of his company that will normally be
honoured.
Also journalists know that humans run companies and that humans can make
mistakes. What will set a pro-actively communicating company apart from the rest
of the crowd is how that company deals with the media and adversity. Open,
honest, pro-active communication fuels a trusting relationship, which can be helpful
in case of a real crisis.
Of course, pro-active communication requires planning. Relevant information
should not only be readily available but also be continuously updated. An electronic
calendar can be used to control the information and produce screen reminders for
regular updates.
Communicating pro-actively empowers the company to, at least partly, frame
and control the public discussion. This is of course preferable as opposed to having
to respond to a third party, probably (partly) inaccurate framing of a situation. By
communicating pro-actively the company has a better opportunity to control the
situation and the way it will be perceived.
Contingency Planning
DEFINITION: Contingency planning aims at preparing an organization to

respond professionally and effectively to a significant future event or situation
that may or may not happen, such as, but not limited to an emergency and its
potential impact.
Developing a contingency plan involves making decisions in advance about a

possible course of action, the management of company resources, a clear assign-
ment of responsibilities, communication and coordination procedures (read
Sect. 7.4).
A contingency planning process can basically be broken down into three simple
questions:
• What is (likely) going to happen?
• What is the company going to do about it?
• What can the company do ahead of time to get prepared?
Contingency planning is most often undertaken when there is a specific threat or
hazard, for instance in hazardous industries like the chemical or nuclear energy
industries.
To commit company management to contingency planning is much more dif-
ficult for a Corporate Communication manager in largely problem-free industry
sectors. In these sectors it is not easy to know exactly what a possible emergency
could be. But still, there is a need to imagine the worst to happen and to be
prepared, even when management is ignorant about the risks.
EXAMPLE 1: One would assume that a chocolate manufacturer feels rela-

tively safe as regards possible emergencies as his products and production
processes are generally not perceived as constituting a safety hazard.
However, this comfortable situation may change dramatically when the
chocolate manufacturer is blackmailed with poisoned products placed in
supermarket shelves. EXAMPLE 2: In the UK, a blackmail plotter claimed he
had laced food poisoned with pure cyanide on the shelves of a supermarket
chain and demanded £2 million to call off the threat. In a threatening letter to
back up his warning the plotter said that the blackmailer worked at the store
and could poison food at will and that the “slow-selling” item would be
purchased within five days, leading to the “certain death” of anyone con-
suming it.
Again, it will be the Corporate Communication manager’s individual profes-

sional stature, which is needed to convince a reluctant management about engaging
in such a proactive activity (read Sects. 1.2, 2.2.2, 2.2.3, 2.8 and Chap. 10).
In preparation of a contingency plan, it is recommended to develop realistic and
sensible scenarios. On basis of these scenarios it will be possible to think through
some possible impacts and develop a plan that will set out the scale of the response
and the resources needed.
Responsive Communication
Generally seen, it takes far more intellectual power to communicate responsively

than it does to communicate reactively.
Many communication problems in the corporate world come from a company’s
inability to listen to and understand its (socio-political) environment. Especially
when management’s daily professional routine is so intensive that it has no spare
capacity left for listening to outside feedback it can run into communication
problems. It is the role of the Corporate Communication expert to advise man-
agement on external influences and developments, which could have an impact on
the management’s decisions and thus the company’s business (read 2.1.1). He has
to act as the “ear” of the company and alert management about relevant trends.
The Corporate Communication expert has to be aware of the fact that his
communication to management has not necessarily to be nice. It has to be clear.
This may lead to situations, when his good communication may lead to profound
disagreements or rejection (read Sects. 1.2, 2.2.2, 2.2.3, 2.8 and Chap. 10). But as a
true professional he has to accept the responsibility for doing that.
The Corporate Communication manager makes a good job when he conveys
external realities into the company’s boardroom. This is particularly important
in situations, in which, under the pressure of the daily work burden, management
may otherwise overlook misunderstand what is going on outside.
This knowledge will enable the company to exercise more responsive commu-
nication practices. Responsiveness means in particular to be aware and appreciate
external trends and developments and to come to better judgements.
Predictive Risk Approach
Whilst the proactive communication approach is not in response to an immediate

risk, and a reactive communication strategy concerns the immediate treatment of
issues after they have happened, a PREDICTIVE RISK communication strategy is
looking into the future and takes a view, which is not only based on experience and
past performance but also on the prediction of what could reasonably be expected to
happen within a given time frame.
A predictive risk communication strategy, which is proactive in its character,
assumes that a company’s management is aware of the fact that it will face at least
one or even more serious events within a given period of time, which need to be
managed communication-wise.
In our current increasingly dynamic environment and in consideration of the
very fast pace of change in many domains, company managements, even more than
under the relatively stable conditions of the past, need too consider present,
sometimes dramatic, changes in society, such as rapid technological change,
globalisation (and the reverse), deregulation (and the reverse), fierce (global)
competition, and increasing public attention, concern and irrational hysteria.
Sources of conflict and disturbances and control requirements change frequently
and proactive communication management can no longer be based merely on
responses to experience, past incidents and accidents.
Therefore, a carefully planned proactive communication strategy must be pre-
dictive in its character and apply an approach based on observation of the character
of relevant societal phenomena actually present and a carefully crafted outlook.
EXAMPLE: Risk prediction models are used to help companies and their
Corporate Communication departments to predict future behaviour of their
key target groups (customers, governments, the public) and make an informed
choice about their future orientation. A conventional motor vehicle manu-
facturer develops a model to find out whether current and forecast technology
developments will lead to a situation in which future cars will become
“computers on wheels” rather than “automobiles with computers on board”.
For this analysis, the manufacturer has created a model, which combines
technical information in complex ways with socio-political, demographic and
lifestyle information from internal and external sources. The company’s
predictive models analyse, amongst others, past and current performance to
assess how likely a customer is to exhibit a specific behaviour in the future
and prevailing trends to assess how governments are going to change their
policies and regulation.
This analysis will make boundaries visible to company decision makers. In

addition, efforts must be made to counteract pressures that will drive
decision-makers toward these boundaries, as this may have negative repercussions
on the company’s image.
EXAMPLE: Consumer lobby groups claim that car manufacturers could save
a lot of car passenger lives by manufacturing saver cars. The lobby groups’
allegations are that manufacturers have in fact developed sophisticated pas-
senger safety technologies but are holding them back for mere profit reasons.
For two reasons, Corporate Communication has to be on top of and influence

this analysis:
• First, Corporate Communication can do its bit by making an important contri-
bution to the analysis, especially in the field of socio-political and “Zeitgeist”
trends (read Sect. 2.1.2.2);
• Second, Corporate Communication should understand, that the analysis’ out-
come will influence its Corporate Communication strategies reaching into the
future which have the potential to making the company clearly distinct from
competition.
A pro-active, predictive communication strategy will be future-oriented and
therefore be outside the expected patterns.
If a company fails to deal, in a pro-active way, with developments, trends and
possible incidents which can be predicted at a certain level of likeliness (i.e. they
cannot be one hundred per cent excluded from happening), there is a risk of serious
communication failures.
A typical example for such a communication failure is an incident which hap-
pened outside the expected pattern but which could not be excluded from
happening.
EXAMPLE: At a certain point in time after the Fukushima Tsunami catas-

trophe, the operating company’s (TEPCO) chief was forced to admit a fiasco
over the company’s communication policy. He had to admit that TEPCO
waited too long to announce that radioactive groundwater was reaching the
open sea. At a news conference he said that TEPCO had been worried about
making an announcement of such magnitude based on conjecture, so it waited
until the data could be carefully confirmed. He promised to improve
TEPCO’s public relations and that the company would communicate about
the risks even if the evaluations did not show enough evidence. TEPCO
management and Corporate Communication management should have pre-
dicted that the public would be quick to slam them for failing to properly
handle the leakage or disclose the information. They should also have known
that in such an extreme case, a defensive communication strategy would

generate the impression of a lack of the company’s ability of keeping the
people informed, and would bring into a question whether TEPCO was doing
all they could to protect the environment and the people and, even more basic,
had a plan to deal with such a situation. In addition, the incident also high-
lighted flaws in the flow of information within the plant which is an indication
of the absence of internal contingency planning among those internal func-
tions at various levels, which are involved in decision making, planning and
implementing crisis communication.
Therefore, the basic challenge in developing an improved proactive, predictive

communication approach is to ensure an improved interaction among those internal
functions at various levels, which are involved in decision making, planning and
implementing communication strategies.
The tool of an inter-functional brainstorming seems to be an effective instrument
to overcome any prevailing internal barriers and individual prejudices.
Professional Stature
A Corporate Communication manager must frequently deal with difficult manage-

ment styles. These are often characterised by over-control, mistrust, autocratic
decision-making, demands for obedience and compliance, no room for creativity,
and punishments for mistakes. Therefore, his opposition to a conservative manage-
ment attitude will require a strong personal stature vis-à-vis top management and the
legal function and enough “guts” to argue an alternative case (read Sects. 1.2, 2.2.2,
2.2.3, 2.3.1.3, 2.8.3, 2.8.4, 3.2.4, 7.12.8.1 and Chap. 10).
But it needs to be kept in mind, that a courageous, intelligent, experienced,

conscientious, extraverted Corporate Communication expert is viewed by man-
agement more likely as a valuable truly professional collaborator with a sense of
mission, inspiration, strong contributor with leadership qualities and
self-determination to see his vision through, no matter how difficult the obstacles.
Proactive behaviour by Corporate Communication professionals creates positive
impressions, especially from management. It may result in a variety of positive
consequences, including better, closer involvement in corporate decision-making
and, last but not least, rewards in terms of internal recognition and career success.
The challenge for the Corporate Communication expert is to convince a conser-
vative management and the lawyers, that he will be able to manage, balance and
optimize the risks. Proactivity cannot be allowed to be accidental or opportunistic. It
needs adequate forethought, good execution and an approach, which is based on the
close integration and harmonisation of all relevant internal functions’ communication
activities (read Sect. 1.3.1 and Chap. 4) and, most importantly, management control.
2.3.2 Tactics
A Corporate Communication Plan has not only to decide on what is planned to be

done (actions and tools) but also how it is planned to communicate the company’s
messages to the target audiences (tactics).
2.3.2.1 Definition
There is a distinct difference between a Corporate Communication STRATEGY

and Corporate Communication TACTICS.
TACTICS in Corporate Communication are communication devices or actions

taken to execute a strategy and to achieve communication objectives. Tactics are
highly practical activities such as writing blog posts, sending tweets, replying to
emails, etc.
Whilst the purpose of a STRATEGY is to identify clear, broader and long term
goals, the more short term oriented term tactics means the use of specific, flexibly
used resources to achieve sub-goals that support the defined broader strategic
mission. Tactics use experiences, best practices, tools, plans, processes to produce
clear deliverables and outputs.
EXAMPLES: STRATEGY: Make the company the industry spokesperson in

a given industry. TACTICS: Offer more (background) information (e.g.
industry statistics) than competitors on general industry issues and spearhead
in good corporate citizenship (e.g. by getting visibly active in corporate
philanthropy).
What combines the two terms is that they have to work in tandem. This must be
ensured in the company’s Corporate Communication Plan.
2.3.2.2 Selecting Communication Tactics
When the key messages are defined, a number of different communication options
and tactics need to be considered amongst the following categories:
• Face-to-face communication and opportunities for personal involvement;
• Controlled media, such as newsletters, in-house magazines, pp.;
• Uncontrolled media, such as conventional (offline) news media, online social
media;
• Indirect communication activities, such as corporate philanthropy;
• Advertising and promotional media (another form of controlled media).
Not every option is appropriate for each issue and for each company business.
The Corporate Communication manager’s communication plan must package the
available tactical options into a cohesive tailor-made communication program,
which is in line with the corporate mission, the company’s goals and objectives, the
long-term communication strategy, and which will match the particulars of the
situation.
Media Tools
• Personal Involvement: Open-house days, plant tours, test drives, distribution of

samples, provision of informative literature;
• Educational Gatherings: Conventions, seminars, symposia, colloquia, work-
shops, trainings;
• Product Exhibitions: Trade shows;
• Meetings: Annual stockholder meeting, plant neighbour gatherings;
• Speeches: Question-Answer session, talk and lectures, panel debates;
• Special events: Theme events, sponsored events, contest, grand openings,
anniversaries, social events, fund raising events.
Publications
• SERIAL PUBLICATIONS: Newsletters, bulletins;

• STAND-ALONE PUBLICATIONS: Brochures, leaflets, booklets, internal news
releases;
• Progress Reports: Annual reports, quarterly reports, research reports;
• DIRECT MAILS: Memos, management letters, invitations, catalogues;
• MISCELLANEOUS PRINT MEDIA: Posters, displays, bulletin board news,
suggestion boxes;
• AUDIO-VISUAL MEDIA: Telephones, dial-a-message, recorded information,
demo tape, demo DVD, CD;
• VIDEO: Company videos, video conference, teleconferences, slide shows;
• COMPUTER-BASED MEDIA: e-mail, news groups, web sites, homepages,
web-TV, web-radio, blogs, podcasts;
• DIRECT NEWS MATERIAL: News fact sheets, s community calendars,
interview notes, news releases, video news release, social news release, photo
and caption, media kits;
• OPINION MATERIAL: Position statements, white papers, letter to the editor,
guest editorial;
• INTERACTIVE: Interviews, news conferences, studio interviews, satellite
media tours, editorial conferences.
2.3.2.3 Other Tools
Business Cards
Although we live in the digital age, there continues to be one printed product that
will probably survive: The conventional business card. Business cards are a
necessity for introductions, networking and memorizing. They still are the most
simple, cost effective method of self-promotion.
Format and Design

However, frequently, business cards are quite difficult to read because of special
colours, extremely small print, difficult-to-read font, or they have an exceptional
size, which does not fit into any standard-size business card holders. Non-traditional
business card layouts can cause problems for specialised business card reader apps.
In addition, some business cards are printed on black or on material, which does not
allow making notes on them, which may turn out to be inconvenient.
Therefore, it is recommended to forget about pretentious design and materials
and stay very much down to earth.
A business card should have standard size, which allows them to be scanned by
standard “business card reader” applications, a clear and unpretentious design and
the essentials should be easily legible:
• NAME (followed by title/position and company, if any);
• TELEPHONE: One mobile telephone number under which the business card
holder can be reached anytime;
• One EMAIL address and HOMEPAGE (if any);
• A PHOTO of the face (which may facilitate the name’s attribution in case of
doubts after a first meeting).
All additional information can be printed on the backside of the business card in
case it is needed. This includes the postal address as nowadays communication is
mainly done electronically.
Business Card Scanner Apps

When designing the company’s business cards it must be considered that those
people who receive a lot of business cards, such as journalists, will be challenged
by the mere amount of business cards received at a trade show and the task to put
them on their digital contact list.
Today, there are plenty of well performing apps in the market that will help
managing the huge pile of business cards by quickly digitalizing them and adding
the relevant information to the personal contacts list. This is the reason why
business cards should be fit to be scanned in easily by using mobile business card
scanners, which are available in the market.
Some of them can read and digest card information in many different languages
including some Asian languages (such as WorldCard Mobile).
Many of these apps have trouble in recognizing all-black cards and extremely
glossy cards (such as CardCam), others (such as FoxCard are just business card
scanners, and not a social networking tool, and cannot add digital features to the
current business card or share the business card digitally with other users. It also
needs to be noted that some of these apps have some trouble with non-traditional
business card layouts.
Most apps have their own cloud-based database that can sync across multiple
platforms and can also save contacts directly to the user’s contacts list and sync
with gmail/Google contacts. Unlike other apps, SamCard does not use a
cloud-syncing database. Therefore, no account and no special contact list to save
the data to is needed. Instead, SamCard saves all of scanned cards directly to the
iPhone’s contacts list
If possible, one should write key words and key observations on the back of the
business card, which one receives from business contacts to better remember whom
one has met. When the data will be added to the contact list, it should not be
forgotten to attribute a category or categories to the name such as “Arts” or “Hong
Kong business”. It will make it easier to retrieve the person on the contact list and to
find all persons back who fall into the specific category.
To keep the contact alive and to develop a deeper relationship with the person in
question, soon after the first meeting, an email should be sent or a call be placed.
Networking
For a Corporate Communication manager it is important to expose himself to social

events and contacts to meet people rather than staying at the office and writing
memos. It is part of the Corporate Communication manager’s job to go to recep-
tions, seminars, industry and chamber of commerce get-togethers, charity events,
networking events, trade shows and other business events.
It will increase the company’s and the personal profile of the Corporate
Communication manager, if he volunteers to become a speaker at Chamber of
Commerce events, universities, Rotary Club or Lions Club gatherings, and the like,
in case he has the talent to speak and something special of interest to present to a
multi-interest audience.
“Meet-up” or “Expat” Groups
There are numerous meet-ups or groups that get together on a regular basis on many
different topics. This will expose the Corporate Communication manager to new
things to learn as well as new people that can lead him to new communication
opportunities. When the Corporate Communication manager is an expatriate, he can
join in addition expat groups and establish a network and reputation there.
Establishing an Expert Profile
The company’s and the personal profile of the Corporate Communication manager
can further be increased by getting engaged in conducting research and the writing
of article or presentations about interesting subject issues related to the company’s
field of activity or the industry sector it is operating in. Such articles or presenta-
tions can be put on the company’s blog and the company’s Facebook page (if any).
In addition, the Corporate Communication manager can use Twitter and tweet
about it to direct the attention to his postings and link it to the company’s website
profile. When using PowerPoint, the articles can also be posted for free on www.
slideshare.net. To drive web traffic to the sites, one can motivate friends and the
personal professional network to use “Digg” (www.digg.com/).
EXPLANATION: “Digg” is the “homepage of the Internet”. It is featuring

the best original content, best articles and videos that the web is presently
talking about.
Knowledge Sharing
Also in order to increase the company’s visibility, the Corporate Communication

manager can provide something of value to his local community. This can be a
show-off of his personal expert knowledge and the company’s USP.
EXAMPLES: As a professional in Corporate Communication, the Corporate

Communication manager can share some of his knowledge and teach an
interested audience on interesting subjects such as the basics of crisis com-
munication or self-branding; as an artist or art gallery principal, one could
give art classes; as a web-master, a class on SEO, or how to set up a website
could be given; and, as the representative of a food company, he could talk
about new “organic food” trends.
Corporate Communication Campaign
A communication campaign is designed to achieve a specific objective. Such a

campaign involves working in a planned and proactive manner towards a specific
goal. To be successful and not to waste valuable resources, funds and manpower, a
campaign must be planned and implemented properly.
To plan a Corporate Communication campaign, one need to think through why

one is engaging in it, how it is going to be conducted and how will the different
forces be positioned.
There are many different types of Corporate Communication campaigns, from
• Long-term perception changing and awareness raising; to
• Short-term product launches and events.
Regardless of the type of campaign, all require good planning to focus effort,
improve effectiveness, encourage a long-term view within the organisation, reduce
the chances of mishaps, manage conflicting priorities and keep the campaign
proactive.
For developing a Corporate Communication campaign, the same principles as
for developing a strategic Corporate Communication Plan apply:
• Key issue: What will be campaigned about?
• Key objectives: What does the company want to achieve?
• Key messages: What will be communicated?
• PR tactics: What is the plan to do?
• Communication materials: What is planned to be communicated and how?
• Spokesperson: Who will communicate the company’s messages?
• The team: Who will do what?
• Resources: How much will it cost?
• Evaluation: How will the outcomes be evaluated and measured?
Whatever the Corporate Communication campaign is about,
• It must be built on a solid and simple, unifying message that allows easy
understanding and a high possibility of broad consent;
• It must have a clear purpose, something one can summarise in four or five
words.
2.3.2.4 Strategic Implications of Tactics
When evaluating and selecting different tactical solutions in the Corporate

Communication planning process, some questions need to be answered before
decisions are made:
• Whether the selected tactics will help the company to interact successfully with
the targeted public;
• Whether the selected tactics will advance the company in achieving its
objectives;
• Whether there are any disadvantages or potential downfalls connected to the
selected tactics;
• What kind of impact the selected tactics will have on the targeted audience;
• What the main advantage of the selected tactics will be over alternative options.
2.4 “Brainstorming” 119
2.4 “Brainstorming”
The “brainstorming” tool is of specific interest to Corporate Communication

because creativity is an essential part, if not even at the core of Corporate
Communication activities.
This includes fields such as strategy, tactics, crisis management, communication
tools, social media relations and nurturing target group relationships.
The purpose of creative thinking in the brainstorming mode is to generate ideas
with the goal to get the company’s voice heard in the notorious information
overload and solve problems effectively.
In fact, many battles have been won in various fields, including Corporate
Communication, by using creative ideas and tactics not previously imagined and by
departing from orthodox methods.
QUOTE BY SAATCHI: Creative thinking is the last legal way to secure an

unfair advantage.
2.4.1 Group Brainstorming Process
Conventional group problem solving can often be undermined by unhelpful group

behaviour. By contrast, brainstorming provides a free and open environment that
encourages everyone to participate. Any ideas are welcomed and built upon, and all
participants are encouraged to contribute fully, helping them develop an array of
creative solutions.
Very important in an organisation is that during the brainstorming process the
brainstorming participants’ diverse experience is brought into play. It increases the
richness of ideas explored, which means that frequently one can find better
solutions to the problems than in splendid isolation (“all of us are smarter than one
of us”).
In addition, a joint procedure will be helpful to implement the results of a
brainstorming, a common proposal or solution, as participants will be ready to
buy-in and support the proposal or solution chosen. It is very likely that they will be
more committed to an approach if they were involved in developing it.
These conclusions open the door for smart tactics, which the Corporate
Communication function can use to overcome some of its prevailing deficiencies.
Generally, the Corporate Communication function alone is generally too weak to
push through and get top management approval for creative ideas. In most
organisations, Corporate Communication has an internal perception problem (as
they are considered “staff”, not “line”, dealing with “intangible goods”, constitute a
cost factor rather than being a contributor to corporate profit generation, and the
like), and lack sound success control.
Furthermore, Corporate Communication is not a corporate key function with a
specific and clearly defined area of responsibility, such as manufacturing, finance,
legal, human resources, marketing, and others.
Although organizational structures vary from company to company, these basic
functional areas are usually present in the senior management team, which
Corporate Communication, although of strategic importance, is frequently not. This
can negatively affect the Corporate Communication’s ability to positively con-
tribute to the goals of the organization.
If confronted with a specific issue or problem, brainstorming is an elegant way
out for the Corporate Communication function. Since its role is to help or even to
spearhead the company develop and maintain good relationships with all publics, it
must come up with an effective idea on how to achieve this.
2.4.2 Fostering Creativity
With group brainstorming, Corporate Communication can take advantage of the full
experience and creativity of all management team members.
2.4.2.1 Overarching Perspective
Therefore, it will be smart by the Corporate Communication manager to take a

tactical initiative by inviting all relevant company functions to a goal-oriented
brainstorming with the objective to arrive at a jointly agreed proposal or problem
solution. This wide range of disciplines and cross-section of experience can make
the session not only more creative but the results of the brainstorming will become
more legitimate from a top management standpoint.
2.4 “Brainstorming” 121
In addition, other management functions’ involvement can also encourage them

to commit to solutions, because they have provided input and played a role in
developing them.
Top management has an important responsibility to ensure that all key functions’
viewpoints are given due consideration when critical decisions are made. Thus, they
will have much more confidence in a proposal, which has been jointly developed
and is supported by all relevant experts and not just by Corporate Communication.
By providing his overarching perspective, the Corporate Communication man-
ager does much more than just delivering a tactical Corporate Communication
product. Actually, he will deliver a balanced and well thought-through proposal,
which is precisely what top management is expecting from all members of the
senior team. By delivering strategic counsel the Corporate Communication manager
enhances the value of his function and will possibly get one step ahead in earning a
permanent seat at the executive table (if not already assigned to him).
Group brainstorming enables people to suggest ideas at random in a process
meant to improve the creative process, specifically in the search for new, creative
ideas, for the search of specific problem solutions, and, last but not least, to enhance
team-building and motivation.
2.4.2.2 Structured Process
But brainstorming is not simply a random activity. Brainstorming is a structured

process in a group of people in which a “facilitator” will record every suggestion on
a flipchart or similar and encourage everyone to participate, to dismiss no idea, and
to prevent others from ridiculing wilder suggestions.
When doing an individual brainstorming (which follows the same process as for
groups, except that it is just one person doing it), one does not need to worry about
other people’s egos or opinions and one can possibly become more creative.
Individual brainstorming is most effective when a list of ideas has to be generated,
or a simple problem needs to be solved.
Group brainstorming is often more effective for solving complex problems. This
is because in an individual brainstorming one does not have the wider experience of
other group members from other functions and with different views and horizons to
draw on.
2.4.3 Brainstorming Techniques
The brainstorming process needs a facilitator (ideally the Corporate

Communication expert), a flip-chart or alternative because it needs to involve the
whole team: Everyone involved must be able to see what is said, discussed and
proposed. Brainstorming places a significant burden on the facilitator to manage the
process, people’s involvement and sensitivities, and then, after the brainstorming, to
manage the follow up actions. Some key points to consider:
• Objectives must get defined and agreed upon;
• A time limit must be set;
• The brainstorming process should generate ideas and suggestions;
• Ideas and suggestions must get categorised, condensed, combined and refined;
• Items should be prioritised as appropriate;
• Results as proposals will be summarize, analysed and assessed;
• On this basis, executive proposals will be developed;
• The proposals will be reported to top management for endorsement;
• After management endorsement, the proposals will be implemented;
• The implementation will be monitored and controlled.
2.5 Targeting and Micro-Targeting
2.5.1 Targeting
2.5.1.1 Definition of Relevant Target Audiences
Target audiences are those groups of people who interact with the company on the
issues at stake.
2.5 Targeting and Micro-Targeting 123
Before a Corporate Communication professional communicates his company’s

message, he probably wants to know who these groups of people are and to whom
they want to communicate. As part of this analysis, they have to set priorities
among the various audiences and select those, which are the most important
audiences on the particular issue being dealt with.
This work includes an analysis of the nature and characteristics for each audi-
ence in terms of major desires, political agenda, interests, requirements, needs and
expectations with respect to the issues in question, the selected audience’s rela-
tionship to the company and a variety of socio-economic, political, cultural and
technological trends that may affect them. In addition, it would be good to know
what benefits the company can offer these specific audiences.
In addition to identifying and analysing the key target audiences a Corporate
Communication manager has to identify media targets by asking himself, which
specific media will effectively influence his selected key target audiences and their
possible involvement with various other media.
The key major audiences for the company, its products and services, are (pri-
mary) customers (people who use the company’s products and services), the sec-
ondary customers (who use the products or services of the company’s primary
customers), suppliers (who provide the company materials, products and services),
major media and opinion leaders who are influential on these target audiences as
well as elected and appointed government officials. In addition, enablers (groups
that create an environment that supports the Corporate Communicator’s organiza-
tion) and influential opponents who have the potential to slow down the company’s
business.
Sub-categories
There are a number of sub-categories, which can be used to break down a specific
audience. For instance, a target audience can be broken down in sub categories by
using demographics such as age, sex, social group, marital status, income, occu-
pation or beliefs.
Given increasingly sophisticated marketing tools and new technologies, very
information about people’s habits and lifestyles can be added to this list.
Examples:
• Main sources of information (i.e. reading or viewing habits);
• Shopping habits;
• Leisure and sports activities;
• Urban, suburban or rural location;
• Means of transport.
“Empowered Individual Users”

Recently, a fundamental shift has occurred, away from traditional communication
towards online communication. Individuals (users) who embrace new forms of
technology and who excel by accepting a “continuous improvement concept” are
enabled to communicate more effectively. As part of this change, users, especially
the younger generation, which have been shaped by the convergence of the mobile,
cloud, social and data megatrends, have succeeded in shifting the balance of power
in the communication process away from active communicators (such as sellers or
company communicators) towards themselves.
The result is that they have gained more independence and have taken at least
part of control in the former unilateral communication process. The best example
for this empowerment is the possibility for each individual “to go viral”.
EXPLANATION: The term “going viral” refers to actual viruses, which

spread in a similar chain reaction pattern, with one sick person spreading the
germs to a few people near him, who in turn spread the germs to a few more
people, and so on until an epidemic ensues.
Characteristics of “Empowered Users”

An alert Corporate Communication professional needs to take this development

into consideration. He has to know the typical characteristics of an “empowered
user” to craft any communication activities if he does not want to miss out on this
growing group of “users”. These are:
• HIGHLY INFORMED: “Empowered users” get their information from multiple
sources before making decisions, many of which are online;
EXAMPLES: Posting pictures on Facebook and following (celebrity) tweets

evolved into gathering social recommendations, comparison-shopping online
and in stores, and reading user reviews before booking or buying important
items (e.g. TripAdvisor).
• GLOBAL: “Empowered users” are not specific to the West. They may even be
more prevalent in regions with higher smartphone adoption (for instance in
Asia);
• MOBILE: “Empowered users’” phones or tablets are more important than their
wallet. They carry them permanently around. It seems that they view these
devices as an always-on, digital personal assistant that understands who they
are, where they are and what they want. They use it to gather information, make
decisions and complete tasks;
• LOYAL: “Empowered users” are loyal but only if their loyalty is rewarded.
While “empowered users” are value conscious, they also expect companies/
brands to understand who they are and how they make purchases across the
various channels such as mobile, online, in store, and also expect services that
are specifically tailored to them;
• HANDS-ON: “Empowered users” can and will create their own user experience,
for instance by picking “best-of-breed” cloud services. They use Amazon for
shopping, move files with Dropbox, and have almost fully replaced most
competitive service providers (for instance cable networks, and the like) by
readily available Internet services.
How to Deal with “Empowered Users”
QUOTE: “Social media puts the ‘public’ into and the ‘market’ into mar-
keting” (an unknown blogger).
Independent and Smart

The important side effect of social media is that they turn users into a volunteer
public relations (corporate communication) and marketing force. Connected users
are “empowered users”.
For companies this means that there is a huge new powerful force that can work
as “partners” to engage and magnify a company’s message. With their platform and
source positioning and their voice “empowered users” can become a company’s
“best ally”.
In consideration of this new development, Corporate Communication managers
have
• To upgrade their target group analysis process;
• To strengthen their continuous improvement process;
• To improve their digital technology and online tools know-how,
all to ensure that they are never lagging behind the “empowered” part of their
target audiences.
“Empowered users” are smart and not willing to be driven by conventional
communication tools or even ads. With access to multiple points of information and
communication, “empowered users” are going to check sources before making up
their mind. They are driven by their own ability to click their way to independent
source information and they are using their social network of “friends” to give them
feedback on any subject issue.
Personalised Corporate Communication

At a time of increasing diversity and if possible, Corporate Communication experts
should get engaged in Corporate Communication activities, which foster
• Long-term oriented target audience understanding;
• Sympathy;
• Loyalty; and
• Support.
As part of their Corporate Communication strategy they have to provide a
platform to connect with “empowered users” on the tech-platform of their choice
for sharing opinions. By offering such platform, these new online communities of
followers can help the company to share its messages or stories.
Since “empowered users” are active in social networks, the community of
“followers” can also serve the Corporate Communication professional as a “social
network” creating a true two-way relationship between the company and the users/
followers.
Smart Corporate Communication experts can also use this model to create more
relevant content. This is important as digital content needs to find users at the right
place, the right time, and on the right platform.
The risk that content selected by the Corporate Communication professional may
not be of interest to the selected target group will be substantially reduced when its
creation or curation will be driven by “empowered user” intelligence. This will
further help strengthening a company’s relationship with its stakeholders and
(potential) consumers.
Empowered to Go Viral
The potential risks involved by the emergence of “empowered users” can be
demonstrated by the concept of “getting viral”.
EXAMPLE: A consumer has a bad product experience or a neighbour to a

company plant feels that the company has done a bad public relations’ job. In
the past, the angry consumer or neighbour would have written to the man-
ufacturer or to the company, which produced the bad PR communication or
he would have called the boss. It would then have been at the discretion of the
company to react to the complaint one way or another or just ignore it. In the
latter case, the angry consumer/neighbour could easily go viral and cause a
chain reaction to the disadvantage of the company in question. Such a
communication process can easily get out of control for the company and
cause harm to its reputation and/or its business. Therefore, in this new
environment of information sharing, a prudent company, which has that risk
in mind, will not only be prepared to communicate but will do it construc-
tively to avoid that risk of undesirable negative publicity.
The concept behind “going viral” involves a (mostly undesirable) chain reaction.
OFFICIAL FACEBOOK DEFINITION: Facebook actually has an official

definition for “virality” in its analytics jargon. There “virality” is defined as
“the number of people who have created a story from your post as a per-
centage of the number of people who have seen it.” It goes on to elaborate
that a “story” can consist of “liking, commenting or sharing your post,
answering a question or responding to an event”. This leads to the concept of
“viral reach,” which Facebook defines as “the number of unique people who
saw this post from a story published by a friend.”
If an individual published a complaint about a company’s product’s or service’s

bad quality, a short description of the case and an illustrating photo on a social
media portal such as Facebook, it may become a disaster for the company. In some
cases, it can even be called a true crisis.
Other Facebook users or the poster’s Facebook “friends” might find this dis-
seminated content to be compelling and will share the story. Next, a number of their
“friends” see it and share it. This will go on, with sharing after sharing, until
thousands or sometimes, even millions of users see the story and share or comment
on it.
In the end, and because the vast majority of these users are total strangers to the
original active posting and far away from the original poster’s individual experi-
ence, the whole story will be blown up, get totally out of control and could become
a real communication disaster for the company in question.
Difference to Traditional Approaches

The traditional “top-down” communication concept, under which the communi-
cating company has full control over the situation, emphasizes the imperatives and
vision of upper management. Under this concept, company messages are provided
from the top to the media and other target audiences. With its clear lines of com-
petence and authority, it traditionally assumes obedience.
If still followed by Corporate Communication today, this decision would ignore
the fact that today’s agile message recipients are not only well informed or can
easily inform themselves using online resources, but are in addition “empowered”
by new forms of technology to react publicly.
The concept of “going viral” is also in stark contrast with conventional mass
media, where millions of people also see a piece of content, for instance by
watching TV. But in absence of a portal enabling dialogue and “sharing”, there is
no easy chain reaction but, in comparison, just relatively harmless acts of sharing,
for instance mouth-to-mouth.
The emergence of the “empowered user” (whether consumer, user, member of a
target audience for company messages, etc.) has resulted in a radical change of
behaviour patterns in the user’s interactions with organizations. In addition, it has
created many new choices and competitive dynamics, which must be dealt with by
all companies.
A communication concept, which does not take this new phenomenon into
consideration, and does not anticipate possible (potentially negative) reactions, may
find itself unprepared for a situation, which can become undesirable.
Contingency Planning
As part of the Corporate Communication professional’s contingency planning, and
assuming a possible sensitivity of the subject issue, it may be smart by the
Corporate Communication professional to include in his planning the possibility of
a negative reaction and the risk that the story may “go viral” and thus get out of
control. Therefore, it is highly recommended to be smart and anticipate a dynamic
environment, which is associated with “empowered users” and the risks and
uncertainties related to their activities.
Temptation
The complex cultural reasons that determine whether a specific piece of content
goes “viral” elude precise rational understanding. This insecurity may not prevent
some companies and their Corporate Communication experts from trying to arti-
ficially create a viral phenomenon in order to promote their company and its
messages. They must accept the fact that only a very small percentage of posts on
Facebook, for instance, go viral.
Most of those, which go viral, only do that to a limited extent: They are reaching
perhaps only hundreds or thousands of people rather than millions. Most of those
posts, which actually “go viral” come from private users who are not publishing
their content for business reasons.
Still, some Corporate Communication professionals may feel tempted to try
because there is an obvious incentive for companies for posting content on
Facebook, and the like, which cost the company little or nothing.
A Corporate Communication executive who happens to get involved in such an
attempt, must be aware that chances of his company’s post going “viral” is still very
difficult to achieve. However, the chances can be increased by not only publishing
timely, topical and current content that has a broad appeal, but also by adding a
heart-warming, sentimental, emotional or a humorous story illustrated by attractive
pictures.
Stakeholders
It is crucial for the planning of a strategic Corporate Communication Plan that
anyone who could have an influence on the company must be identified. These
people are generally called “stakeholders”. The term “stakeholder” implies that
these people have a special interest or “stake” in the company and its business.
EXAMPLES: Key stakeholders can be consumer groups, political influen-

cers, regulators, donors, local community representatives, suppliers, cus-
tomers, trade unions, and employees. Those with a financial influence on the
company include investors, shareholders, consultants and analysts.
Opinion Leaders
Opinion leaders are a special key audience, which can influence a company’s target
audiences. It is vital that they are not neglected.
Definition
Opinion leaders are important targets for any Corporate Communication strategy.
They do not need to directly communicate with their followers but exert influence
on others by a series of decisions and actions along the chain that links them to the
followers. The followers might be influenced by several opinion leaders, such as
think tanks, futurists and experts contributing to the opinion-building of politicians,
educators, journalists and business leaders.
Opinion leaders are credible opinion-multipliers because they have the ability to
influence other people’s actions through interpersonal contact. Their role can be
crucial to the success of a Corporate Communication campaign or a whole
Corporate Communication strategy.
Opinion leaders are in a position to influence other people’s actions because they
are respected, have a view that carries weight in a community, are catalysts for the
formation of public opinion, are highly interested in an issue or issues, are better
informed than the average person, are believed to have more knowledge of a subject
or issue, are avid consumers of mass media, are interpreters of media content,
actively search out information on a subject, like to let their opinions be known,
actively share information.
EXAMPLE: An opinion leader may be someone with a specific status in a

community, a highly respected analyst in a sector of the business world or an
academic who is regularly interviewed on a specific subject.
Because of their strategic position, opinion leaders are multipliers who, in

everyday life, in networks and groups or in sub-publics add their personal influence
and credibility to any Corporate Communication campaign tool you are using. They
cannot only provide additional information but can also help adding legitimation
and more credibility to a company’s communication and reduce the message
recipients’ uncertainty and risk. In addition, if the company is able to gain the
support of such people, they can publicly and actively back the company’s com-
munication campaign or other Corporate Communication actions to win over a
wider audience on the company’s behalf. This will make a company’s Corporate
Communication strategy much more credible and effective.
For these reasons it is in any Corporate Communicator’s interest, to identify key
opinion leaders or multipliers who can affect the company’s image and reputation.
EXAMPLES for Opinion Leaders: Individuals: Societal opinion leaders are

Albert Schweitzer and Martin Luther King Jr. Political opinion leaders were
Winston Churchill, Dalai Lama, Mahatma Gandhi and John F. Kennedy. In
business, opinion leaders are Bill Gates, Jack Welch and Steve Jobs.
Organizations: The World Economic Forum, the Munich Security
Conference and Greenpeace can be considered opinion leaders. Also,
so-called think tanks can be opinion leaders. Opinion leaders have emerged
also in the social media influencing for example consumers’ purchasing
decisions. Frequently, businessmen or politicians retired from active service
become respected opinion leaders, a status they did not enjoy when they were
on their jobs. EXAMPLE: Germany’s former Chancellor Helmut Schmidt or
the Soviet Union’s last President Gorbachev.
Identifying Opinion Leaders

Defining and identifying opinion leaders is an important task. In general, opinion
leaders can be distinguished from others by three general characteristics:
• PERSONAL (SOCIAL) ATTRIBUTES: Social activity and high social acces-
sibility. Opinion leaders have greater social participation, higher socio-economic
status and greater contact with change agents than their followers;
• COMPETENCE: Knowledge and experience, familiarity, and interest in the
relevant subjects and domain, credibility, visibility and social recognition,
personal involvement;
• STRATEGIC SOCIAL LOCATION: Opinion leaders typically have a central
position in social (online and offline) networks and greater exposure to mass
media than their followers.
But even on basis of these general attributes, it can be difficult to identify
opinion leaders because they tend to influence their followers by personal contacts.
Therefore, the identification, understanding and analysis of networks in a social
system are a crucial task when identifying opinion leaders.
EXAMPLE: A health agency wants to diffuse practices or attitudes that

promote health, such as using bleach to clean needles in a population of drug
addicts. To accelerate the diffusion of their message, the agency needs to
select a small set of people who have crucial positions such as a higher
network centrality in this particular social system to use them to bring their
message across effectively.
Use of Opinion Leaders

Opinion leaders are a vital element of the diffusion process of information. In this
process, they are acting as “evaluators” whose judgments are trusted by their fol-
lowers. By using opinion leaders a company’s (media) information is not chan-
nelled directly to the selected target audiences, but first reaches opinion leaders.
They will then evaluate the company’s messages and share them with others in their
(social) networks and by doing so help to improve the effectiveness of the com-
pany’s communication.
One of the most distinctive features of their involvement in the diffusion process
is the use of informal and interpersonal communication, rather than formal and
other means of communication, such as (mass) media.
Once opinion leaders have been identified, their understanding of and support
for the company has to be built. This will enable them to become advocates for the
company and its activities, according to the Corporate Communication plan.
EXAMPLE: Introduction of new farming methods among Dutch farmers in

the Netherlands. It became obvious that the Dutch farmers’ decision-making
during the adoption process was determined more by their personal contacts
with opinion leaders, even though mass media functioned as a main source of
new knowledge. Radio, TV and print media (mass media) diffused the
information on new farming methods to the opinion leaders and from them to
the farmers (the message’s key target audience). But it turned out that the
mass media were major agents in arousing the interest in new methods early
in the adoption process. However during a later stage of the process, personal
contacts were especially influential in the decision to adopt the new method.
It became clear that opinion leaders affected the target audience’s final
decision to bring about behavioural change more substantially than the (mass)
media. The media just provided new information but did not affect the target
audience’s perceptual change. The interpersonal contact was more important
for the individual farmers’ adoption of innovations.
Multipliers
Journalists Are Opinion Multipliers

Corporate Communication professionals are normally keen on using “opinion
multipliers” to maximise circulation of their messages or audience figures.
Multipliers are generally seen favourably due to their perceived higher level of
credibility.
Typical “opinion multipliers” are journalists because they have the capacity to
spread news from one single source to a maximum number of people.
Media Agencies: Message Multipliers

However, today, journalists are rarely any more the true source of information one
reads in newspapers, listens to on the radio, or watches in TV.
It is an important aspect of the current international media system, that most of

the international news in the media come from only three global news agencies
from New York (Associated Press, AP), London (Reuters) Agence France Press,
AFP. Others, less important, include the Russian TASS, China’s Xin Hua, and
many local agencies. The global news agencies are actually at the center of glob-
alization in the news industry (which is characterized by instant communication and
global connectedness), as they are instrumental in creating the conditions that have
made globalization possible.
BACKGROUND: News agency, also called press agency, press association,

wire service, or news service, are organizations that gather, write, and dis-
tribute local, national or global news to newspapers, periodicals, radio and
television broadcasters, government agencies, and other users. Generally
news agencies do not publish news themselves but supply news as a product
to its subscriber customers. These, obtain products that they could otherwise
not afford. Most mass media today depend upon the agencies for the majority
of the news even those big few, that have news gathering resources of their
own.
Opposing Trends: Concentration and Fragmentation

For a Corporate Communicator it is important to know,
• That first, only a handful of these international news agencies supply interna-
tional news for the (mass) media. Of course (local) journalists, who are mostly
using agency contributions in their daily work, adapt the “raw material” origi-
nating from the agencies to their local needs. Mostly without marking their
articles accordingly. Sometimes, articles are (partially) rewritten to make them
appear as written themselves, or they are “spiced up” with little own contri-
bution, for instance by adding images, statistics, or graphics and then presented
as own reports. The result of this centralisation is, that the traditional media
mostly report on more or less the same topics frequently even characterised by
the same words, comments and bias. Also, news, which one can find on many
news-portals on the Internet are mainly based on the same agency reports; and
EXAMPLE: An analysis of the reporting of three leading daily newspapers in

Germany, Austria and Switzerland on the Syrian War shows that 78% of all
articles were based entirely or partly on agency articles, and none on the
newspapers’ own investigative research.
• Second, the Corporate Communication professional should know, that the fact
that news agencies have not yet followed the adaptation to the new online
(social) media to the same extent as most traditional news media, constitutes an
opportunity for him. The traditional media, like newspapers or broadcasters,
have quickly adapted to the Internet-driven change in information and com-
munication patterns. For instance, most media have established their respective
online services and/or entered into cooperation with specialised news channels,
which supply audio-visual add-ons. The reason for this delay is that the news
agencies’ business model seems to make it more difficult to make use of online
platforms and interact with users, especially if they mainly rely on a
business-to-business model. The agencies must answer the question how they
will be able to use social media and, at the same time, maintain their core
business of selling news on a subscription basis.
Corporate Communication Opportunities
• CONCENTRATION: First, the concentration in the area of news gathering and

distribution has a positive effect for the Corporate Communication professional.
In case his company messages are truly newsworthy for an international audi-
ence, he will include major international, national and local agencies in his
distribution list. If his news is considered truly “newsworthy” or even “breaking
news” by the agencies’ editors, he can exploit the extraordinary multiplier
(distribution) power of the agencies for his company’s purposes;
• PAYWALL BARRIER: Second, it is also in the interest of a company’s
Corporate Communication manager, when news agencies are confronted with
the challenges constituted by social media channels like Facebook or Twitter.
– A website can almost be categorised as a safe environment as all the
information is kept behind a “paywall” and, as a result, power over its
content lies in the hands of the news agency;
– Social media is something completely different. Here, a lot of the power lies
with the users. As soon as a “posting” has been made, the linking and
sharing can start, being probably the most powerful tool for the audience.
The opportunity for Corporate Communication lies in the fact that the infor-
mation distributed by the company will not end up behind an agency’s “paywall”.
After getting accepted as “newsworthy” by the agency’s journalists, the agency’s
“paywall” constitutes in fact a second barrier, as the journalist working for the
traditional media also has to make a decision, whether the company news “sold” by
the agency is of interest to him and whether he should buy it from them. As an
alternative, the direct linking and sharing tool option of online social media rep-
resents an important potential for Corporate Communication for reaching new
recipients without experiencing an additional barrier.
Therefore, the question, whether a news agency should engage with social media
is not really relevant for the company’s Corporate Communication manager.
On the contrary, it is much more important for him to exploit the new distri-
bution channels offered by the Internet to his company’s advantage. Irrespective
from whether traditional media and news agencies get scared by this new com-
petitor in the struggle for reader attention, social media provide the Corporate
Communication manager with new smart channels.
Using social media tools, he can engage with readers on a very personal level,
strengthen the loyalty with his company, products and brands, provide a positive
(caring) image of the company, and offer readers additional value.
“The Social Media Influencer”

The explosive popularity of social media has given rise to a new breed of mass
communicator: The so-called “social media influencer”.
In traditional Corporate Communication and Public Relations these people were

called “opinion leaders” or “multipliers”. However, with the emergence of social
media, “social media influencers” have large followings on social platforms, can
influence opinion and behaviour at scale and got their own special category.
Smart companies and their Corporate Communication staff make sure that they
take advantage of the platforms and built-in audiences, which social media influ-
encers can provide.
However, the challenge for companies and their Corporate Communication
specialists is to find the appropriate social media influencers. And once a social
media influencer was identified, the next challenge is to look beyond the mere
number of his followers but also at their commitment and, very important, the
quality of content.
2.5.1.2 Millennials and Post-millennials
CLARIFICATION FOR DIFFERENTIATION PURPOSES: BABY

BOOMER GENERATION (ALSO CALLED THE X-GENERATION)
VERSUS Y-GENERATION (MILLENNIALS) AND Z-GENERATION
(POST-MILLENNIALS): “Baby Boomers” are people person who were
born between 1946 and 1964, a post-war period, when birth rates across the
world spiked. “Baby Boomers” have had, and continue to have a significant
impact on the economy. As a result, they are still the focus of marketing, AS&P,
and corporate Communication activities. As the longest-living generation in
human history, “Baby Boomers” are at the forefront of what’s been called a
“longevity economy,” whether they are generating income in the workforce or,
after retirement, spending their pension money as consumers. As a result of
increasing longevity and physical fitness due to technological and medical
advancements, “Baby Boomers” continue to explore new lifestyles and expe-
rience more alternatives in how and where they can spend their time.
Technology has also changed “Baby Boomers’” life and a large percentage of
them have joined the digital age, communicate in social networks as a means of
staying in touch with family, keeping up with developments and conducting
business from home. “Baby Boomers” are Corporate Communication’s tradi-
tional demographic target group.
The Y-Generation (Millennials)
The Millennials (Y-Generation) follow the “Baby Boomer” Generation (also called
the X-Generation) and precedes the Z-Generation. The Z-Generation is different
from the Y-Generation as they did not know the world without mobile (smart)
phones and ubiquitous connectivity.
Millennial Definition
The Millennial generation (“Millennials”) is defined as being the first digital gen-
eration. Millennials were born in the 80s and 90s.
The Millennials (Y-Generation) follow the “Baby Boomer” Generation (also
called the X-Generation) and precedes the Z-Generation. The Z-Generation is
different from the Y-Generation as they did not know the world without mobile
(smart) phones and ubiquitous connectivity.
Millennial Characteristics
There are a variety of characteristics that can help identifying a Millennial.
Millennials remember the turn of the Millennium, the first major terror attacks
and the 2007–2012 economic and financial crisis. This had a decisive impact on the
awareness and the behaviour of this generation with regards to security, both
physical and economic, in particular as, in some countries, they have witnessed
times of historically high rates of youth unemployment.
Furthermore, the global shift from a relatively static Cold War bi-polar world to
a more volatile post-Cold War environment, more complex political situations
characterised by increasing diversity, growing individualisation (individuals),
globalisation (national economies and free trade zones) the re-emergence of reli-
gious intolerance and resulting Islamic terrorism, the quickly emerging issues of
climate were all new developments indirectly and directly affecting the Millennials’
generation and its priorities and preoccupations. In addition, the Millennials know
the world before the emergence of mobile communication and (smart) mobile
phones. They were naturally “growing” into the quickly emerging digital world.
ILLUSTRATION: Millennials are used to having options in all parts of their

lives. They grew up in an era, which started with hundreds of television
channels, boxes of crayons with 96 colours and has now arrived at a level
featuring multi-coloured smart phones with an increasing number of functions
and applications and increasingly sophisticated laptops.
Based on the knowledge of what makes a Millennial “tick,” Corporate

Communication practitioners need to understand the main elements that charac-
terize Millennials’ life concepts and communication preferences:
• PARENTAL FRIENDSHIP: Millennials are friends with their parents (one of
the first generations to have that relationship), which creates a strong influence
between both generations;
• SOCIAL: Millennials are highly social and have a strong need to work on teams
(even or because they are usually working remotely) and to collaborate in their
respective networks. They generally prefer collaborative decision-making and
think and prefer to act as a group;
• CHARITABLE WORK: Millennials are generally sensitive to their company’s
charitable activities. Therefore, Corporate Communication should make sure
that the company’s contributions to charitable cases are communicated on a
regular basis;
• NON-CONTROVERSIAL: It is evident from Millennials’ communication
preferences that they shy away from forms of communication where con-
frontation might occur. In contrast to face-to-face dialogue and (telephone)
conversation, text and email are the most controlled form of communication.
The recipient has complete control over the rate that information is taken in. It
should also not be overlooked that the “subject line” of a written (digital)
communication is important to Millennials because it, too, serves as a filter that
prepares them for the body of the text.
• DOING: Millennials learn more by doing than by reading and encourage con-
stant feedback, which makes them result-oriented. Also as a result of “contin-
uous improvement” techniques, they are usually searching for ways to develop
and improve their work quality. This makes them better team members but also
a more difficult target for written communication;
• SHARING: Millennials are “Me”-centric: They seek self-development and their
own advantage, for instance through the sharing economy, which means taking
advantage of what the world has to offer and offering what they have to offer the
world. They generally have a policy of returning the favour, most often through
social media, and they enjoy co-creation and co-customisation;
• NO GEEKS: Millennials are not all “geeks”, although they are digitally enabled
and have a nearly natural understanding of technology and its uses;
EXPLANATION: The word “geek” is a slang term originally used to

describe eccentric or non-mainstream people; in current use, the word typi-
cally connotes an expert or enthusiast or a person obsessed with a hobby or
intellectual pursuit (source: Wikipedia)
• PRAGMATISM: This generation can be seen as conscious, pragmatic, and

positive realists. They are smart consumers who valorise transparency and
authenticity. Quality is very important to them, especially concerning connec-
tivity, music and film. They want to fully experience their activities. Their
mind-set is “Yes, we can” and they seek higher purposes besides profit;
• FIRST DIGITAL GENERATION: Millennials are the first generation to grow
up in an information society, making them true “digital natives”. Because
Millennials rely so heavily on technology, they may not be as familiar as other,
preceding generations in reading techniques and verbal communication skills.
Corporate Communication for them has to take this changed behaviour and
alternative communication patterns into consideration;
• MULTI-TASKING: Millennials are better in multi-tasking than preceding
generations. They often work on multiple projects by having more than one
screen open. This skill makes them flexible team members that can successfully
handle several tasks at a time;
• COMPLEXITY: This flexibility makes them a more complex target for (inter-
nal) Corporate Communication; Millennials’ experiential learning style and
result-orientation will add value and help drive business results. On the other
hand, it will be more difficult for Corporate Communication practitioners to
reach this target group by conventional communication tools. Corporate
Communication has to adapt to this situation by developing special communi-
cation tools, which will attract Millennials’ attention and, at the same time, have
sufficient credibility with Millennials;
• PREFERRED MEDIUM: Millennials can best be reached where they spend the
most time: On their smart phones or tablets. Face-to-face meetings and conference
calls are less effective with Millennials as they are considered as a burden;
• AVOIDANCE: For Millennial users the information has brought both,
empowerment and a sense of powerlessness. With a few swipes or keystrokes,
one can easily find information about any subject. On the other hand, users are
inundated with information about nothing and everything. Information overload
and a resulting information fatigue, but also rejection of information/messages
or ignorance are characteristic for the current situation. The burden of pro-
cessing large quantities of information is producing a number of typical cog-
nitive patterns amongst Millennials of which avoidance strategies is one;
• AVERSION TO PHONES: In general Millennials do not like talking on the
phone.
EXAMPLE: (Smart) Phones are not used to make phone calls anymore.
European telecommunications company Q2 published a study that showed
that “telephone” apps on smartphones (i.e. using a smartphone to make
regular phone calls), are only the fifth-most-used-app among the general
public.
The reason for this development is that the Millennial generation grew up with
the gradual introduction of instant messaging, texting, email, and other forms of
written communication. These technologies are more comfortable and more precise
forms of communication. In addition, it could also be that phone calls are perceived
as an interruption to someone’s daily business, while text messages and emails can
be opened and read at the recipient’s discretion;
EXAMPLE: Phone calls may not be popular any more among Millennials,
but they still have the advantage of creating a dialogue, which emails cannot
do as effectively.
• FACE-TO-FACE: Face-to-face communication is challenging for Millennials

but of course, it is still necessary. Ironically, allowing Millennials “to hide”
behind text messaging and other written communication will only impede
effective communication in the long run and have a damaging impact on
company culture and organizational efficiency. For Corporate Communication,
implementing strategies that are a win-win for everyone means accommodating
the anxieties of Millennials and the company, which will lead to more effective
communication;
• SAFE SPACE: The Corporate Communication expert has the expertise in
communication and communication tools, which can help Millennials to over-
come the dislike they may have about communicating face-to-face or by phone.
The Corporate Communication function should volunteer to develop the trust
needed and create a “safe space” for them to get used to real life communication
again;
• INFORMAL COMMUNICATION: Millennials have a less formal style of
communication than preceding generations. They generally have more casual
environments, relaxed dress codes, and more informal communication. That
means that Corporate Communication can become less formal, less
“top-to-bottom” (if at all), more familiar in tones and friendlier;
• VISUAL COMMUNICATION: The use of other casual, visual forms of com-
munication like emojis may become increasingly popular but needs to be well
considered before used as, in business, it may lead to the perception of
incompetence (read Sect. 1.4.2.2);
• AVAILABILITY: Corporate Communication practitioners need to understand
the Millennials’ 24 h/7 days communication cycle. Non-traditional schedules
are becoming more common in some business environments as many
Millennials are increasingly prepared to work after regular office hours.
Corporate Communication can reflect these trends by scheduling digital com-
munication to keep things moving outside of the traditional 9 am–5 pm office
hours;
• ONLINE: They search online but (sometimes) they still buy offline. Millennials
are convinced that technology makes life more enjoyable. They seek peace of
mind and they are used to the best online experiences, such as Zalando, Airbnb,
Amazon or Uber;
• GLOBAL: With the erosion of private life and national frontiers, the emergence
of issues such as globalisation and digitalisation, and with the parallel intro-
duction of smartphones, Millennials developed a shared sense of a common
global (digital) culture. In the area of communication Millennials may have
more in common with their peers across the world than with next door members
of the older generations. Corporate Communication practitioners must know
that appealing to this shared sense of common identity can help gaining
Millennial’s attention and trust;
• CONNECTIVITY: Digital connectivity is totally embedded in the life of
Millennials. They are always “on”, their smartphones are often a central part of
their lives with everything essential contained in them (they are in fact a kind of
“lifeline”);
EXPLANATION: “Nomophobia” is a new word used in the context of the Y

generation, that describes the fear of being disconnected. They enjoy inter-
active content (via social media) and have a ‘right here, right now’ attitude
and expectation.
• SHORT: Company communications should be kept brief as Millennials know

how to master the art of saying something meaningful in 140 characters or less
(when tweeting at Twitter). The more concise the company’s message will be,
the more likely the Millennial target group will relate to or appreciate what is
said;
• DETAILS: The requirement to be concise does not mean that one can skimp on
the important information and relevant details. Most Millennials prefer to see
detailed instructions or plans before acting. The ideal corporate message will
cover everything the Millennial target group needs to know;
• NONVERBAL: Millennial’s appreciate concise and efficient communication.
Their tolerance for long, wordy speeches, text messages and emails is low. They
are used to communicate with few words, and often use pictures, emoticons and
other cues (read Sect. 1.4.2.2). Keeping communication brief and structured can
help Millennials to not feel overwhelmed. Otherwise they will simply ignore
anything, which is too convoluted or complex;
• VISUALS: Millennials seek as smart visual culture and they prefer video over
image over text. Visuals need to be smart, surprising and creative. Content is
clearly king, as they direct themselves to where interesting content comes from.
The “FOMO syndrome” (“Fear-Of-Missing-Out”) describes the way in which
they remain connected to those channels, which keep them up to date with what
is important to them: On demand and not in a linear way. Millennials tend to

practice “binge”-consumption (i.e. watching all episodes of a TV series in one
day);
EXPLANATION “BINGE”: The word binge is normally used in the context

of excessive drinking. It stands for a dangerous pattern of excessive alcohol
consumption.
• BUDGET CONSCIOUSNESS: Although they are young, Millennials are not all
budget seekers. But they have grown up with many mass-market lean business
models that allowed for low-cost services.
Corporate Communication for Millennials

For Corporate Communication it is crucial to know how the demographic group of
Millennials is different from previous generations, so as to effectively use Corporate
Communication means when interacting with this group.
Companies and their Corporate Communication specialists should not think of
Millennials as just another customer (sub-) segment, but as a new, separate target
group. Therefore, Corporate Communication should be open and prepared to
understand the specific needs and desires of Millennials and communicate effec-
tively. This may require different ways of thinking, working (e.g. using a contin-
uous adaption and improvement mode) and communicating;
Millennials were born into a world where every move they made was analyzed,
scrutinized, measured and commented on. Their communication style can therefore
be best understood as defensive. It is for this reason that they find various filters,
settings and options for screening, filtering, and censoring incoming information
and sensory material which technology has provided as extremely important to
them. Corporate Communicators should be aware of these psychological aspects
leading to their special communication behaviour. In addition it is important to
remember, that in some societies, Millennials are trend leaders who provide the tone
for the whole society. Therefore, the approach should reflect the Millennials’
special features:
• APPROACH: Millennials should be preferably addressed online, unexpected
(positive surprise), in a unique and individualised way (benefitting from the
principles of USP), and at the same time convenient, customisable, preferably
combined with a hype, smartness, a human touch and possibly positive;
• WEBSITES: Websites targeting Millennials require careful development if they

want to attract the attention of this demanding target group: Quality, a flawless
and smooth user interface/experience, speed and only a few clicks to essential
bits, app and mobile friendly, elements of discovery/experiments and only rel-
evant advertising (if any);
• MUSIC: Music is very important to Millennials. They are the generation of
Walkman or iPods and are used to carrying their music with them;
• INNOVATION: Millennials are attracted by communication means that are
perceived as dynamic and which can cause interest and enthusiasm. This
attraction may be achieved by connecting emotionally to the Millennial target
group. This can be made possible by a new focus on participation, shared
experience and new forms of communication which are different from tradi-
tional communication practices;
• EXPECTATIONS: The expectations of Millennials can best be met by their
involvement, two-way-street communication, combining off- and online pres-
ence, using peer-to-peer communication (such as social media influencers,
testimonials, use of the parent generation).
More and more Millennials are finding that Chat Apps are a more reliable and
convenient way to communicate than emails. Therefore, Chat Apps are replacing
emails as the preferred mode of digital interaction. Once email was at the forefront
of convenient written communication as a way to quickly send messages and share
files from anywhere in the world.
Even if it is still a primary tool to communicate, over the past several years, and
in a Millennial world, the proliferation of Chat Apps, SMS, and social messaging
platforms has largely displaced emails. And as these newer communication chan-
nels enhance their capabilities and add more functionality, the threat to email’s
sustainability will increase in the Millennial and Post-Millennial world.
For a Corporate Communication practitioner text messaging (to Millennials) has
several advantages: Text messages are mobile and instant, which means they can be
read anywhere and received and read at almost any time. They can also be con-
sidered before reacting, which is more difficult in phone calls or in-person con-
versations. Text messages are also a preferable way of communicating because of
their mass-messaging capabilities.
There are services like “Dial My Calls” (https://www.dialmycalls.com), which
allow Corporate Communication practitioners to quickly coordinate certain
well-defined target groups such as “company employees” with a single text, making
it perfect for an “all hands on deck” situation. They are also good for sending
information, which the sender wants to be read immediately as in emergency sit-
uations, a job which one cannot achieve by sending out emails because they do not
have the same level of immediacy as text messages.
EMAILS’ FUTURE: Email is still seen as a primary mode of written com-

munication. For older generations email is still the most used communication
tool, both within the workplace and between private correspondence. It will
take a couple of years from now before most of the younger generation of
users will join the workforce and further diminish email’s relevance in the
workplace. Other reasons why email will not die quickly are:
(1) PREFERRED MODE: Email is a powerful tool for company marketers in
reaching consumers. According to an ADOBE survey around 50% of the
survey participants stated that email was their preferred mode of receiving
marketing material (followed by direct mail with 22% and social media with
9%); (2) STORAGE CAPACITY: Different to chat apps, email is more than
just mail. The increasingly large volumes of personal data users are storing
and transmitting (also as a result of growing smartphone use) will be of
growing importance to companies securing workplace data and information.
The email system makes it possible for the users to have easy and quick
access to information and log-away files. Different to chat apps, email has
virtually limitless capacity and email users are using it as a storage and filing
system for later retrieval. Ephemeral chat apps cannot replicate that, on the
contrary, their security concept works against it.
The Z-Generation (“Post-millennials”)

Z-Generation Definition
The Z-Generation, also called the “Post-Millennials”, “iGeneration”, for short:
“iGen”, the “Plurals” or the “Homeland”-Generation was born after 1997, up to the
mid-2000s and spans through the present day. The bulk of this generation repre-
sents the current generation of children and teenagers, the oldest are about 20 years
old and just entering the labour market.
While Millennials still seem to receive the bulk of attention from the media,
AS&P (advertising and sales promotion) and Corporate Communication, in some
countries they actually no longer make up the largest proportion of the population.
Frequently, the largest generation is the Z-Generation. Therefore, it must be studied
by Corporate Communication practitioners in which way the two generations differ
and what consequences that could have on effective Corporate Communication.
Z-Generation Characteristics
The Z-Generation is growing up in a world in which traded values and traditional
systems and structures have been discredited or are broken. They have less belief in
what their parents believed in. They can be described as a generation of founders,
who are expected to build new ways of doing things.
The Z-Generation is even more digital than the digital-native Y-Generation
(Millennials). They were born into and raised in a digital environment with
smartphones, internet connectivity, and social media, and cannot imagine the world
without connectivity. They are the children who do not read books but use
smartphones to play with. Their reflex is to swipe for turning pages not (physically)
turning pages. When the Z-Generation will become adults, they will very likely be
exclusively digital. Their challenge will not be digitalisation as for the previous
generations, but artificial intelligence (AI) and how it will integrate with human
ways of operating.
Different to Millennials, the Z-Generation has been living in a world of smart-
phones and free Wi-Fi for as long as they can remember. Millennials grew up in a
digital world that was still in full development and restrictions and it happens that
they are as confused by some of the newest apps as baby boomers are. In contrast,
the Z-Generation has a better instinctive understanding of the digital world, man-
ages hopping quickly between platforms, adapting to new technologies and picking
up new software much easier than Millennials.
In countries, which were particularly hit by the economic and financial crisis
between 2007 and 2012, the Z-Generation is pragmatic and motivated by security
and money as a reflection of their parents’ financial struggle.
As digital natives, people of the Z-Generation are fans of entertainment (“en-
tertainment omnivores”). Z-Generation people are the first to have ever grown up
with social media accounts and smartphones from a very young age, and they start
creating their own “personal brands” during these formative years.
Like Millennial employees, the Z-Generation loves technology in the workplace,
but the digital natives still crave human interaction at work. As a group, Millennials
are said to be collaborative and teamwork oriented. They want to work in an

environment where inclusion and integration is important, and where everybody
works together to advance goals.
The Z-Generation, on the other hand, is said to be defined by its competitiveness.
They want to work on their own, have their own workspace and be judged on their
own merits rather than those of their team. Their independence ties into their
competitiveness.
The Z-Generation also understands that there is a need for continuous skill
development in order to stay relevant. Their independence and desire for financial
success makes it more likely that they to want to start a business than Millennials.
Different to Millennials (who are preferring to communicate in writing using
over email or text messaging or chat Apps), the Z-Generation prefers talking
face-to-face again. Some attribute this different attitude to the negative attention
Millennials have received for their reliance on technology, or because the platforms
they have grown up with (e.g. WhatsApp, Snapchat or Skype) have allowed people
to communicate with a full range of sound and motion, instead of just text.
However, because the Z-Generation grew up on the internet, apps, social media and
text messaging as their information streams, face-to-face conversation is not what
this post-millennial generation is used to in communication. Therefore, company
management, with the expert assistance of Corporate Communication experts, will
need to look for potential deficiencies when looking at the ways the different
generations of employees get their message across to the outside world and how
effective they are in receiving messages from outside.
The effectiveness of both ways of communication and the identification of
communication tools that work for everyone will positively impact the company’s
way of doing business and of maintaining or building its image with its relevant
publics.
Corporate Communication for the Z-Generation

To reach the Z-Generation audience successfully, Corporate Communication must
consider that this generation has a particular desire for “choice” and “control”.
Z-Generation people have a very clear vision of what they want from a product or
service. Superficially seen, Corporate Communication professionals are not con-
fronted with these developments with the same intensity and urgency as their
colleagues in marketing and AS&P, but it would be erroneous for them to ignore
these trends. They have to learn about rapidly changing information requirements
and the tools and means to get their messages across also to people who believe that
“books smell like old people”. They need to constantly interact with these groups
once they are defined as target groups for their communication and involve them in
dialogue and conversation in order to keep up with them and to get their attention.
In addition, it needs to be taken into account that in the Z-Generation envi-
ronment diversity is more important and that minorities constitute a larger portion
of this generation than ever before. This is the reason why some people also use the
term “Plurals” to describe the Z-Generation. For Corporate Communication (as for
marketers and AS&P people) this means that it will be a (competitive) advantage to
have a well-trained, experienced staff or, in bigger organisations, a diverse staff
from a variety of backgrounds to mirror the Z-Generation people and to use
Micro-Targeting techniques to better identify and communicate more effectively
with the company’s target audiences.
2.5.2 Micro-Targeting
2.5.2.1 Introduction
EXAMPLE: A domain is known for its below average age ratio, high
diversification of preferences, passions, emotions and “hype”. To commu-
nicate effectively to such a group means to definitely know about the target
groups’ specific behaviour patterns. Conventional target group identification
methods are not effective enough to allow a successful targeting in such a
very volatile social environment.
New “micro-targeting” methods may be appropriate in some areas to facilitate

effective and successful Corporate Communication. With the help of
“micro-targeting”, messages can be tailored for each individual channel and device
and social media can be more effectively used to build a follower base and drive
people to ‘like’ the relevant pages messages and even post photos and video content
after the event.
Because of the information surplus and the increasing volatility of target audi-
ences, splitting target audiences plays an increasingly important role in some fields.
Splitting up target audiences leads to a complex differentiation of countless
special target groups and sub-groups with different profiles and characteristics
reflecting different tastes, preferences and commitments. That is what is called

“micro-targeting”.
In principle, “micro-targeting” is much like traditional targeting. Like traditional
targeting methods, it is also based on demographic, social and geographic infor-
mation. But different to conventional targeting, “micro targeting” adds whatever
other individual-level (micro-) information and criteria are available to single the
target group members out for highly targeted information.
“Micro targeting” is going deeper in its target group analysis by identifying,
describing and using the individual target group members’ behaviour and, on this
basis, making assumptions and predictions on their future behaviour. For instance,
additional consumer data and specific demographics are used to identify the
interests of individuals or groups of like-minded individuals to influence their
thoughts, actions and decisions.
Because of this more detailed analytical process, “micro targeting” is of course
more precise than traditional targeting methods.
EXAMPLE: CASE 1: A hotel operator company manages with hundreds of

hotels and resorts across the country. The marketing is taken care of by a
single team at company headquarters. When a Corporate Communication
campaign is designed for the promotion of a new nationwide offer, the bigger
the audience, the better. In that case, the hotel company can target its entire
target audience, the entire country, or based on the relevance, the entire
Twitter sphere, to make sure that as many people as possible are reached.
CASE 2: This is different when the hotel company decides to offer a special
deal to one or several specific regions, or one hotel only. In this case, a
distinct micro campaign promoting the special offer will be more appropriate.
If the hotel company would simply tweet the offers to their entire audience
and promote without targeting, potential customers all over the country will
end up completely confused, or be wasting time by clicking on offers that are
not relevant to them.
2.5.2.2 Micro-Targeting Technologies
“Micro-targeting” is not anything really new in principle, but what is new is the
technology available that makes “micro targeting” such a powerful tool. Especially
the emergence of social media is fostering and facilitating “micro targeting”. They
are the best example of how technology is changing the way messages are com-
municated in the most efficient and effective (targeted) way.
2.5.2.3 Communication Channels
An important aspect of a micro targeting is to know the preferred communication

channel of the targeted individuals/target group members. In particular Facebook
and their vast amount of information on their members can be used for micro-target
specific demographics.
Device Selection
A company and its Corporate Communication expert need to understand which

device is the most conducive to their Corporate Communication, their messages,
and their content type. This influences their targeting, as it has to be done
accordingly. If not done so, there is a risk that the work will remain ineffective and
lead to a waste of money.
To do this targeting effectively, one needs to determine which “APP” is the most
relevant to the company’s Corporate Communication objective, its target audience
and messages.
If it is known that the company’s “APP”/messages are mainly downloaded on
smart phones, there will be no reason for wasting money and efforts on laptops or
other personal computers. By specifying the device and targeting the message to the
most relevant application, a company can mitigate the cost of its communication
effectively.
EXAMPLE: eBooks and scientific papers will probably be downloaded on

laptops and other personal computers rather than on smartphones and a
company active in this field, can save money by choosing not to target smart
phones.
Re-targeting
Probably the best-known ways that one can engage in micro targeting is by
“re-targeting”* advertisements or other promotional messages and “Facebook
Advertisements” (www.facebook.com/business/products/ads).
*EXPLANATION: “RE-TARGETING” is a cookie-based technology that

uses a JavaScript code to anonymously “follow” a company’s audience all
over the Web. The re-targeting company places a small code on their website
which is unnoticeable to the site’s visitors. Every time a new visitor will open
the site, the code drops an anonymous browser cookie. Later, when the visitor
browses the Web, the cookie will let the provider know when to serve new
messages, ensuring that the messages are served to only those people who
have previously visited the site. Retargeting is so effective because it focuses
the advertising on people who have already demonstrated (an initial) interest.
Re-targeted messages are directed to visitors due to activity they took, or due to
the sender’s singling the visitor out using their demographic and/or other features.
E-Mail Lists
Another way of taking advantage of “micro targeting” is using available email

marketing software, for example by sending out a poll to a selected audience to
collect more information. Many businesses are using this form of micro targeting
when sending personalized email messages to the people they know. Once a name
and an email address are available one can use special software to automatically
personalize emails sent out. This results in more people reading them.
Smart companies have used their email list also to gather more information, for
example by making a survey linked to something of value, which makes the
addressee more motivated and thus more likely to provide the information
requested.
LinkedIn
In addition, LinkedIn can be used to engage in “micro targeting”. Members of a

specific LinkedIn-group can be targeted by
• The creation of an own specific group; and
• Developing a group and theme-oriented message campaign.
Twitter “Tailored Audiences”
In addition to targeting to a device, Corporate Communication professionals can

also upload a Twitter tool, which allows establishing a custom list in the form of a
“Tailored Audience”.
According to Twitter, a “Tailored Audience” “allows to define groups of existing
and prospective customers based on users’ web browsing behaviour, email
addresses, Twitter ID and other” customer relationship management “(CRM) data”
(business.twitter.com/en/targeting/tailored-audiences.html).
This Twitter tool can be found under the “Tools” tab at the top of the Twitter
Ads dashboard. One just needs to select “Audience Manager” to create different
types of “Tailored Audience” lists. Once opened, the tool enables a communicator
to handpick those Twitter users that have already shown interest in the relevant
product/messages (e.g. users who have formerly visited the company’s website),
instead of just addressing a general audience with a possible loss of effectiveness.
In addition, Twitter’s tool will cover users who have interacted with the com-
pany’s competitors and those who have shown an interest in Twitter products
similar or related to the product the company wants to promote and any product
whose audience is similar to the company’s key target audience.
An additional feature of this tool is, that it enables the user to re-target his
website visitors on Twitter. By placing a cookie on the website, Twitter creates a
list of people who have visited the company’s website, and when those people use
Twitter next again, the company’s message will show up reminding the users of its
message/event and the like.
2.6 Content
2.6.1 Content Strategy
Content strategy, which is touching on all relevant platforms for outreach, is the
foundation of any modern Corporate Communication activities.
EXAMPLE: The New York Times’ slogan is that it prints ‘All the News
That’s Fit to Print’. This is no longer reality as actually The New York Times
prints what fits. What fits is what advertisers will support and readers have
time to consume. In a surplus society, there are too many stories and each
story has to fight to get a spot.
For Corporate Communication, producing attractive “content” is an opportunity

to do something different, which sticks out in the information overload. The pre-
vailing “surplus” situation makes the production of content more important than
ever. To be effective with content generation in a “surplus” business environment, it
is essential to focus only on the most interesting and most relevant content.
2.6.2 Types of Content
There are no limits when it comes to types of content. These include, but are not
limited to, any piece of conventional offline and online content, including articles,
pictures, videos, songs, and the like.
In the online domain, the term “online content” covers RSS feeds*, links posted
on blogs, social media feeds, or an online news mix that can be easily shared.
*EXPLANATION: An “RSS feed” (or “web feed”) is a document, which

includes a text and metadata like publishing date and author’s name. RSS
feeds enable publishers to make content available from one website to other
sites (syndication). When a user subscribes to a website RSS the need for him
to manually check the website for new content is removed. Instead, the user’s
browser constantly monitors the site and informs him of any updates.
2.6.3 Creating Content
2.6.3.1 Key Message
The core of any content is a clear message. When drafting messages, the real
intellectual challenge is, again, the rather difficult management of surplus: The
amount of information commonly available offline and online requires the talent of
stripping a message down to a minimum without investing too much time and
without distorting the key message.
2.6 Content 153
EXAMPLE: Former US-President Bill Clinton famously used KISS: “Keep It

Simple, Stupid!”
This means for professional Corporate Communication that a message has to be:
• “SLASIB”: Say Less And Say It Better;
• SHORT: Each sentence must be very short;
• CLEAR: Clearly written in easily understood words. No jargon;
• CONCISE: Not more than few sentences;
• PERSUASIVE: True, believable and convincing;
• MEMORABLE: Easy to remember;
• CONTRASTING: Different from what others are saying. Positive surprise;
• IMAGINATIVE: Addition of a self-explanatory image.
Once the Corporate Communication professional has written the key message, it
should be tested confidentially on colleagues, trustworthy friends (stakeholders) and
other reliable contacts before proposing the draft to top management. Beyond of
what they say, it is good, in addition, to note their non-verbal reaction, especially
their body language.
Eye contact can also often serve as a good guide for their true reaction. In
principle, their feedback can be quite important for you as it allows you to do
corrections based on their constructive comments.
After top management’s endorsement of the key message, it must be controlled
by the Corporate Communication function at all times, that the key message (once
established) is consistently used in all of the company’s Corporate Communication,
whoever is communicating on behalf of the organisation (management, human
resources, lawyers, marketing personnel, p.p.).
In addition, all other messages sent out by the organisation must be in com-
pliance with the company’s key message and mission (integrated communication).
EXAMPLE: The company may use an advertising slogan, a mission state-

ment or communicate a certain message when lobbying the government. The
Corporate Communication professional must be careful not to contradict any
of these public statements when drafting his company’s key message.
When it comes to generating other content, there are two different ways of doing it:
New Content
The Corporate Communication professional is responsible for creating authentic

new content.
Content production is the process of developing and creating visual or written
offline and online assets, such as background briefings, corporate whitepapers,
themed presentations or info-graphics, videos (offline), and eBooks, blog posts,
pp. (online). The details of content production might vary widely, depending on the
type of content.
EXAMPLE: OFFLINE: A corporate WHITEPAPER will normally have one

author. In contrast, an “infographic” is generally produced by an illustrator.
This will require only light writing. ONLINE: A “blog post” is normally
written by only one single writer. In contrast, a promotional video generally
requires a specialised team.
Curating Content
The Corporate Communication professional must also act as a “CONTENT

CURATOR*”. In this role he is not creating content but is responsible for sorting
through large amounts of existing relevant content, finding content pertaining to a
specific category and sharing this information with the company’s key audiences in
a mash-up style. In detail, content curating is the act of sifting, discovering, com-
piling, sorting, gathering, and presenting content that surrounds and is relevant for
specific themes.
*EXAMPLE: A content curator is an information chemist. He mixes atoms

together in a way to build a new molecule, which, because of the mix,
becomes a new value.
Content curating means to amass content from a variety of sources, and deliv-
ering it in an organized fashion. This reflects the fact that relevant content is not
only found in or generated by the Corporate Communication function but also in
other departments, such as corporate marketing, from product managers and other
subject matter experts and from third parties. Curating content therefore means
creating a “basket” of content in an intelligent way and activating it with the use of
different platforms.
2.6 Content 155
EXAMPLE: The process of content curating is similar to making a mixed

tape of music for your best friend. You choose only the best songs to share.
Content curating has become an important tactic, also for Corporate

Communication, to maintain a successful offline and online presence for the
company and to facilitate the provision of extra value to the company’s key
audiences and its customers.
BACKGROUND: Content curating is actually nothing surprisingly new:

Anyone with a Facebook feed or Twitter stream has experienced content
curating first hand and has been participating in content curating without
knowing it.
2.6.3.2 Content Curating as a SEO Tool
In many companies, content curating is being used to drive Search Engine

Optimization (SEO), read Sect. 3.3.1.4.
A company that links multiple pieces of content about a specific subject will
increase its exposure when that topic is searched in the web. This would be a smart
move by Corporate Communication, if more visibility for the company’s com-
munication is wanted and content curating tools are used. With effective content
curating work (i.e. find, organize and share content online), it could be ensured that
the company’s website is constantly delivering updated, topical, and keyword-rich
content.
It is known that websites that use regular content curating usually update more
frequently. Search engines generally reward these up-to-date websites by indexing
them more often. And there is an additional desirable side effect: The content
curated for a chosen topic will automatically include the most popular search terms
within the company’s area of interest. This can be instrumental for boosting search
result rankings and add to making a company’s website a potential winner in the
battle of SEO.
NOTE: Content curation can be optimised by using online tools such as

BagTheWeb (www.bagtheweb.com), Paper.li (www.paper.li) and Redux
(www.redux.js.org), among many other offers. These tools can assist in
sorting through the abundance of online content to find the most pertinent
information that fits a company’s needs. In addition, some of these tools will
even allow for creating original content and curating content at the same time.
The latter option is advisable because using automated curating or focusing
on quantity over quality can lead to poor quality curating, which can backfire
on the company. Of course, the chances to be successful in driving SEO are
much higher when the Corporate Communication professional will not only
relying on the content curating tool but mix it with existing original or newly
created content.
2.6.3.3 Content Audit
Today, Corporate Communication plans should include “content audits” and

“content assessments”, enabling Corporate Communication professionals to deter-
mine areas of weakness and winning measures occurring in active corporate
communication campaigns.
2.7 Strategic Elements of a Corporate Communication

Plan
• Analysis and development of the final desired company position. Establishment

of specific communication goals: Company reputation, image, brand name.
Definition of the deliberate message and desired action;
• Analysis of the company’s communication infrastructure: Suitable media, tim-
ing, professional personnel, technical and financial capacities;
• Targeting of the company’s audiences and selection of communication chan-
nels: General public, micro-targeted publics, multipliers, opinion leaders and
social influencers within society, journalists, decision makers, stakeholders,
investors, and employees. Calling to audience to do something specific.
Distribution of messages employing the appropriate media;
• Development of a contingency plan;
• Development and execution of the strategic Corporate Communication Plan:
Definition of Corporate Communication objectives. Development of Corporate
Communication tactics. Establishment of strategies;
• Tracking and evaluation: Feedback. Media analysis. Monitoring of selected
audiences’ reactions. Comparison of the desired company end position and
defined goals.
2.8 Implementation of a Corporate Communication Plan 157
2.8 Implementation of a Corporate Communication Plan
In the implementation phase of the Corporate Communication Plan, the question

must be answered how strategies and tactics developed in the plan will be managed
and executed.
Most questions as regards communication methods and channels are likely to be
covered by the Corporate Communication Plan. Therefore, the focus here will be on
the internal organisation, which is key to the effective implementation of the plan.
This particularly concerns the question of “stewardship” and “leadership”.
Of course, there will be no general answer to all questions as each individual
situation will be different. But there are some guiding principles, which will be
discussed below.
2.8.1 Internal Responsibilities
Most Corporate Communication plans comprise a complex, interconnected range of

different activities in different fields (e.g. offline and online, internal and external,
promotional communication and government relations).
The Corporate Communication Plan should be very clear and outline roles and
responsibilities specific to each planned activity. If that is not the case, this should
be done in the pre-implementation phase to avoid confusion, ineffectiveness and
prevent that nothing “falls between the cracks” during the implementation phase.
This is especially important where the communication activities involve repre-
sentatives from different functions within the company or external advisors. A good
example is Government Relations’ projects, which frequently involve experts from
more than one company department. Therefore it is essential for all people involved
to understand who has the lead role, and who has other roles and responsibilities.
2.8.1.1 Stewardship
It needs to be decided upon:

• Who will take responsibility for the implementation of which communication
processes or activity;
• Who will have the power of coordination and control;
• Who will be entrusted to be the “voice of the company” (corporate spokesman).
In general terms, the Corporate Communication function should be responsible
for the implementation of the Corporate Communication Plan. In case different
corporate functions or departments are getting involved, Corporate Communication
should be responsible for the coordination and the control of any activities involving
communication expertise. Only this central coordination role (stewardship) will
ensure that its publics will perceive the company as “speaking with one single voice”.
If the logistics of the Corporate Communication Plan are too large to be handled
effectively by in-house Corporate Communication staff, it may be necessary to use
specialised external consultancies. External advisors may also have expertise that is
not available in-house. And, last but not least, they may bring objective analysis and
counsel unhindered by internal politics.
2.8.1.2 Spokesperson (Read Sects. 1.2, 2.8.1.2, 3.2.6.3, 3.2.9,

and 7.11.3.3)
The Corporate Communication Plan must make clear, who will serve as the
company’s primary contact for working with your key audiences.
As a “default” solution, the head of the Corporate Communication department
should be appointed “company spokesperson” and be responsible for the man-
agement of all inquiries and other communication issues.
Specialists’ Role
However, even though Corporate Communication is concerned with all Corporate

Communication activities, even a seasoned Corporate Communication practitioner
is not always the most appropriate “point persons” for working with every audi-
ence. Some audiences may be so engrossed with technical issues that they need to
be dealt with by subject matter specialists and technical experts. In these cases a
decision has to be made who will represent the company on this particular issue.
Still, the Corporate Communication expert needs to be involved:
• First to exercise his judgement in the selection process on the level of credibility
for each possible spokesperson and the level of speaking talent (can the person
speak calmly and reassuringly) and charisma. Only the person the best suited for
this particular communication task should be chosen to present the message;
• Second, it will be absolutely essential that, even if the Corporate Communication
expert is not the official spokesperson on this issue, he will be physically present
when the alternative spokesperson executes his role. This is important as the
spokesperson may get involved in using company jargon or get tempted to
respond to questions beyond his expertise. In this situation, the Corporate
Communication expert has to intervene to protect the company’s interest.
Top Management Role
Some prestigious, high profile audiences (political figures, major business execu-
tives, etc.) may not be satisfied dealing with Corporate Communication staff
members. They may expect and warrant the personal attention of a member of top
management, such as the Managing Director, CEO or the chairman of the company.
In some cases, a company’s CEO takes it for granted that, because of his
seniority, he will represent the company in public. This decision can be based on a
wide range of reasons, for instance on the CEO’s judgement that Corporate
Communication, as a mere staff function, has just an advisory but not a represen-
tative role to play or his very personal vanity which attracts him into the limelight.
However, in Corporate Communication, seniority or vanity are no good reasons to
make such judgments.
EXAMPLE: The US White House issued a statement from Secretary of State,

head of the US State Department, after the publication of a Washington Post
report saying that US-President Trump had revealed highly sensitive intelli-
gence to Russian top-diplomats in the course of a conversation about ISIS.
The issue: Senior State Department officials had no idea the statement had
come out from their top boss, learning about it only from the media. They
called it “surprising” and “odd” that they, nor their colleagues, knew that the
White House issued the statement. Some analysts said they were “stunned”
by the way the US State Department was blindsided. One comment said that
“it just speaks to a level of dysfunction at the State Department, in terms of at
least the communications effort that …. is truly remarkable”.
Therefore, the CEO should not automatically have the privilege to be the
company spokesperson.
In the example above, the Secretary of State felt that he did not have to consult
with his experts in an extremely sensitive field before issuing a highly political and
sensitive statement. In this specific situation, his demonstrated ignorance was
particular severe because he was not an experienced politician and diplomat, which
prevents him from judging the full possible consequences of his lonely and uni-
lateral decision.
In addition to possible external diplomatic and political irritation, there will
certainly be repercussions internally, as the Secretary’s top advisors will not be
motivated by getting blindsided.
There are also cases, when the CEO comes across badly, defensively, or
aggressively as a speaker or just because of his outer appearance. In these cases it
would be smart for the Corporate Communication professional to discuss this issue
frankly with his superior on the basis that all decision have to be good for the
company and please “egos”. This frank talk requires civil courage (read Sects. 1.2,
2.2.2, 2.2.3, 2.8 and Chap. 10).
EXAMPLE: The Corporate Communication executive of a chemical company

had the task to manage communication in a crisis situation. His company had
decided to shut down a plant with several hundred lay-offs. The issue became
quite political and resulted in a high public and media interest. His CEO wanted
to make the critical announcements in front of TV-cameras. The CEO’s
motivation was a mix between personal pride in his seniority and human vanity.
In the Corporate Communication executive’s view, the public appearance of his
CEO would have resulted in a communication disaster. This decision had
something to do with the appearance of the CEO and not with his qualifications
as a manager. When he was speaking, the CEO instinctively lowered his face
and one could not see his eyes, which were hidden by deep-set dark eyebrows.
In addition, he always looked unshaven because of his strong dark hair growth.
In addition, the CEO had a muddy, unclear pronunciation to which he unfor-
tunately added his favourite use of chemist’s special jargon, which no layman
could understand. And in front of TV-cameras, despite his makeup, it could be
seen that the CEO was strongly sweating in the face. Especially in front of
cameras and microphones, the CEO, produced (unwillingly) an incredibly
unsympathetic charisma and created the impression of a man who had some-
thing to hide. The courageous Corporate Communication professional suc-
ceeded in outmanoeuvreing his CEO and made the announcements himself in a
professional way. He was criticised by his boss but saved the company a lot of
negative press.
2.8.2 Internal Resources
In addition, and prior to the Corporate Communication Plan’s implementation,

decisions will need to be taken on timing, length, extent and cost of the Plan’s
implementation (if not done already as part of the planning exercise).
In particular, the Corporate Communication professional should get a realistic
view on the communication resources available in-house for his planned commu-
nication activities. It makes no sense to have a brilliant plan when neither an
appropriate budget, nor the manpower, nor the funds, nor management support is
available to successfully implement your plan.
2.8.3 Support
The Corporate Communication professional also needs to analyse how supportive

the internal environment will be for his planned communication activities and how
strong the Corporate Communication staff’s role is in the company’s
decision-making process. He has to be fully aware of whether there any impedi-
ments or obstacles, which could come from within his company, including top
management and line management, and if there is a risk, he needs to know how to
overcome them.
2.8.4 Staff Versus Line (Read Sect. 2.8.4)
Corporate communication is a “staff” and not a “line” function. It is quite frequently

a Corporate Communication professional’s daily experience, that his “staff” func-
tion is under permanent internal pressure to justify its role, staff and budget.
In this internal “war”, “line” functions generally argue that the income they
generate and which is pro-rata partly allocated to finance the company’s staff
functions, such as legal, tax, accounting, and Corporate Communication, is spent by
these staff functions and the like and needs continuous justification. As a reflection
of this situation, it is an ever-recurring annual phenomenon that staff functions have
to demonstrate the contributions they have made to the company’s performance and
to justify their cost. These discussions influence and provide a good indication on
how supportive an organisation will be when the Corporate Communication
manager proposes a strategic Corporate Communication plan which requires the
rest of the organisation’s support and collaboration.
2.9 Evaluation and Success Control
The measurement of Corporate Communication success is of increasing

importance for two reasons:
2.9.1 Management’s Traditional Number Orientation
Different to other corporate activities, Corporate Communication products are

widely perceived as intangible goods and thus not measurable. They are generally
used to achieve objectives, which are supportive to and in line with general business
objectives.
In fact, the success of communication activities cannot easily be expressed in
numbers because it seems difficult to associate them with the number-oriented
objectives of any other entrepreneurial activity, such as production volumes and
sales.
This has led to a situation, in which the Corporate Communication function in a
company is frequently not positioned hierarchically and funded sufficiently as it
would be justified by its strategic importance.
2.9 Evaluation and Success Control 163
The only way Corporate Communication could convince management that it has
made positive contribution to the achievement of the organization’s business
objectives would be to translate their successes into a form that number-oriented
managers understand, appreciate, and value.
2.9.2 Growing Importance of “Earned Media”*
*DEFINITION: “Free media” or “earned media” means publicity for a

company, which is gained through other communication activities than
advertising (“paid media”), for example Corporate Communication/PR, or
“owned media”, which refers to corporate publicity gained through branding.
Business leaders are increasingly recognising the importance of earned media, in

particular Corporate Communication, and develop a greater appreciation for its
value, especially in times of increasing importance of online, particular, social
media.
In parallel, and as a result, corporate executives are looking for ways on how to
measure the success of Corporate Communication.
In the past, and frequently still today, most company managements seemed to
trust in subjective (individual) judgements or accidental references to individual
special cases. These unreliable assertions about the effectiveness of Corporate
Communication are difficult to accept.
Corporate Communication is an important strategic corporate function requiring
quite substantial financial means. It can even be essential for a company’s success
especially when it gets involved in quite important subjects such as crisis man-
agement, social media activities, corporate philanthropy, or an all-encompassing
communication campaign affecting the company’s long-term image.
The lack of accountability is indeed alien to the corporate system and managers’
generally number-oriented mind-sets. This traditionally has negatively influenced
the Corporate Communication function’s internal image and, as a result from this,
its power and budget.
2.9.3 Is Corporate Communication Exempt from Ratios?
2.9.3.1 Matching Objectives
The key to understanding the success of a Corporate Communication program lies

in establishing mutually agreed upon, quantifiable results between line people and
the Corporate Communication function. The most important points of reference for
evaluating Corporate Communication activities are the organization’s (strategic)
business objectives, and following from this, the (strategic) communication
objectives.
Measuring the results of Corporate Communication activities must therefore start
with a review of measures taken and success achieved in matching the business
objectives.
2.9.3.2 Quantification
To do this, appropriate quantitative and qualitative tools must be identified, or

possibly created, which allow for systematic and sustainable success control.
In some cases, it will be difficult to define what “success” really means when
evaluating the effects of a communication plan. “Success” must not necessarily be
the noticeable improvement of the company’s image.
EXAMPLE: In a situation in which a company’s framework conditions are

unfavourable, “success” can also mean preserving the current status or the
containing of possible damage. This will mainly apply in real or perceived
crisis situations. In these cases an analysis should be considered in which,
over a given time period, the company’s individual image will be compared
with the image of the whole industry sector.
2.9.4 Tools
The success control mechanism and tools must be understood as part of a feedback
system under which the Corporate Communication Plan is permanently monitored.
The development and implementation of the plan must be seen as a dynamic
process and the tools will be designed to continuously determine the degree of
success or failure. This will lead to corrections in case discrepancies between plan
and objectives.
2.9.4.1 Traditional Tools
Media Clippings Service
In general, Corporate Communication professionals in companies employ clipping

services, which professionally and systematically screen the media for relevant
coverage. Clippings (print press) and video footage are then condensed into a
periodical management de-briefing or a management information file.
In many cases, this service is an unexploited valuable resource for the Corporate
Communication professional because the existing (historical) stock of information
can be easily used for a systematic analysis of the company’s image in the media
over a longer period of time.
By using this information systematically and analytically, the Corporate
Communication professional can produce, in addition to the regular files, annual or
semi-annual analytical summary reports about the company’s developing image.
When engaging in such regular analysis some points need to be considered and
highlighted:
• How frequently and to what extent and in which connection (positive or neg-
ative) is the company mentioned, including the editorial part of the publication,
or referred to in the electronic media?
• What do the reports refer to (themes, incidents, products, people, news)?
• Are the reports focussing only on the company or are they discussing the
company in the context of the whole industry sector or in reference to
competition?
• Are the reports more positive (e.g. on achievements, successes) or negative (e.g.
failures, risks, crisis)?
• How frequently and to what extent the media is publishing news based on the
company’s press releases and other Corporate Communication activities?
Media Hits Counting
In the past, the evaluation of Corporate Communication activities (if at all) was
mainly about volume and not ratios. In this field, to measure the success frequently
some forms of quantitative evaluation methods were used, which focussed simply
on the number of media “hits”* achieved.
*COMMENT: Critical minds translate the word “hits” ironically into “How
Idiots Track Success”.
Typical control related questions include:

• How many journalists did the company talk to?
• How much media coverage did the company get as a result of this activity?
• What is the “paid media” equivalency of that coverage?
This relative primitive tool represents only a one-time analysis. Even when the
“hits” were compared annually, they were just providing a snapshot in time
information but no social science based, systematic and reliable information basis.
Therefore, this tool cannot be seriously considered as an indication for “success” of
Corporate Communication activities.
An often-overlooked area is the number of times the company’s business was
mentioned in articles about its competitors. Especially for a growing business, this
can be an important indication of success, particularly in developing image and
awareness. Once the number of articles the company was mentioned in has been
identified, it should be analysed how the company and/or its products were por-
trayed, in particular in relation to the competitors. Over a longer period of time, this
analysis will indicate whether the company’s perception in the industry is changing
to the better or to the worst.
Journalist Relationships
One of the most valuable and rarely overlooked elements of a solid Corporate
Communication “set of instruments” is the building and nurturing of a cordial and
respectful relationship with journalists.
A Corporate Communication practitioner needs to take the time to understand
and assess the journalists’ particular interest, the publication or media outlet they
work for, their competitive position and how his relationship has affected their
media coverage so far. This assessment will provide valuable information on where
the company is performing well communication-wise and which media outlets
deserve more attention to get enhanced coverage.
A Corporate Communication manager can count this as his personal success,
when journalists habitually contact him. This means that he has established a
relationship in which he and his company is perceived as a trusted and credible
information source.
2.9.5 Alternative Tools
Traditional evaluation tools may still be useful, but in addition, more sophisticated
alternative measurement tools must be used which can help to get a more accurate
and more detailed picture.
The absence of systematic success control in Corporate Communication may
change, as more sophisticated measurement tools for Corporate Communication
activities are becoming more prevalent.
Corporate Communication, if professionally run, has never been more
accountable in the management boardroom than before. In an increasingly complex
communication environment as new kinds of media have emerged, grown in
importance rapidly and mobile smart phones have created new opportunities to
reach target audiences many rules of the game have changed.
New technologies have emerged, which will make the measurement of
Corporate Communication activities easier and more reliable. These emerging new
technologies will better integrate monitoring and measurement of traditional media
with social media.
The new platforms, which are made available can perform well in measuring
Corporate Communication performance, for instance by improved automated tools.
These tools can monitor media mentions, determine how positive or negative the
coverage was, and correlate the coverage to business objectives like sales.
The latest methods being used to evaluate the effectiveness of Corporate
Communication are mainly digital.
However although digital has been a real game-changer, it still took measure-
ment of Corporate Communication performance one step back and two steps
forward.
Previously, traditional media measurement was focusing on volumes of articles
and shares, although one knew that these numbers cannot provide any real insight.
Today, one can assess the quality and effectiveness of Corporate Communication
activities in a way that one can see how consumers of messages are interacting with
the sender company.
New tools, such as digital analytics and social media listening, allow companies
to capture unsolicited conversations and feedback, which could not be captured in
the past, at least not in a cost-effective way.
Easy-to-manage digital tools certainly provide some basic ingredients to mea-
sure the effectiveness of communication activity, at least when it is executed
through digital channels.
But measuring success in Corporate Communication activity requires more than
judging success by clicks, links and is still more than simply counting “likes” on
social media. And, Corporate Communication is not just about media coverage.
Although it is frequently claimed that “soft measures” including reach and
frequency have been put aside in favour of return on investment and attributed
revenue, it should not be overlooked that many Corporate Communication activities
escape such measurements as they continue to be intangible.
To achieve a long-term-oriented communication value, more qualitative (versus
quantitative) factors need to be embraced.
2.9.5.1 Socio-Scientific Framework Data
The advantage of surveys, which, combined, form a pool of socio-scientific

framework data is twofold:
• First, they can be used as part of an analysis of the present situation (before any
Corporate Communication strategy is developed and implemented), which
serves as the basis for such strategy;
• Second, they can be used as a control instrument for the Corporate
Communication measures employed as part of such strategy.
2.9.5.2 Neighbourhood Survey
The importance of the manifold interrelations between a company, on the one hand,
and society, on the other hand, and their repercussions on the socio-political
environment for the organizations’ activities must be rated quite highly. This is
particularly true for a company’s immediate physical environment.
In the case of bigger companies or production units, it has been proven that
important data can be collected in the neighbouring environment, from groups such
as neighbours, local politicians, political parties, religious organizations, associa-

tions and other institutions.
From the data gathered in such surveys, conclusions can be made about the
effectiveness of Corporate Communication activities trying to influence these
groups.
2.9.5.3 Employee Surveys
The same is the case for a company’s own human resources. Company employees
must not be ignored by the Corporate Communication professional but be valued as
company “ambassadors” and opinion multipliers.
This is even more important, the bigger the company is and the more staff the
company employs. People who work for a company communicate about their
employer: In their family, in the group of friends, in clubs and associations.
This is particularly important in times of a crisis, whether the crisis has hit the
individual company, or the whole industry sector.
Employees who are not well informed about the reasons for the crisis and the
crisis management, can turn into negative “ambassadors” who enhance a possibly
prevailing negative public perception.
It is therefore an important tool for the evaluation of Corporate Communication
activities’ effectiveness, to understand whether the company’s own employees are
satisfied with their working place, proud of their company and whether they are
prepared to identify themselves with the company’s objectives and the image is has
in public.
Typical themes which should be covered by such internal survey should include
questions on the quality of working places, working conditions, company infor-
mation, training and vocational training, management and leadership, income and
social benefits.
2.9.5.4 Content Analysis
As a supplement to the neighbourhood and employee surveys, a qualitative content

analysis of the coverage of the company and its activities in the (local) print and
electronic media should be made. Again, two questions must be asked to do such
analysis:
• How do local media report about the company (positive or negative)?
• To what extent, are the press releases, which were published by the company
reflected in the (local) media’s reporting?
One of the possible results of such analysis can be that the company’s Corporate
Communication activities may not have succeeded in demonstrating the benefits
and the success of the company’s activities to the defined target groups, whilst at
the same time, the company may have been quite successful economically. It is well
understood that in such a situation, it will be extremely difficult for the Corporate
Communication professional to justify changes of the communication strategy to
management.
2.9.5.5 Media Surveys
Important conclusions about the Corporate Communication activities can be made

from the results of empirical surveys amongst those journalists who generally take
an interest in and report about the company’s activities.
2.9.6 Evaluation of Social Media Press Releases (SMPR)
Before a social media press release (read Sect. 3.3.3) is sent out type of measure-
ment must be define because otherwise it will be close to impossible to evaluate and
control the success of such communication activity.
There are three types of measurement:
• Quantitative;
• Qualitative;
• ROI.
As a ROI concept will probably be alien to a Corporate Communication pro-
fessional, the first two types will be the most important for him.
• QUANTATIVE: What the Corporate Communication expert really wants to
know is who is sharing the information his SMPR provides and, in addition,
whether, and, if affirmative, how those people are sharing the information within
their networks. In Facebook or Twitter language this means that the Corporate
Communication activity must be so attractive to boost the number of Facebook
“likes” and Twitter “shares”;
• QUALITATIVE: From a qualitative evaluation perspective, it will be important
to know for Corporate Communication what will be said about the information
spread by the SMPR.
EXAMPLE: Is the message perceived as “cool” and does it attract “com-

ments” or does it get widely ignored?
Social media are “two-way-street” channels and the objective of a corporate

SMPR is to exploit this potential. The Corporate Communication initiative must
make sure that the reader of the message wants to post his reaction on the
company’s Facebook page or tweet about it on Twitter and then receive an instant
response without getting into the past trouble to call a toll free telephone number.
The intention of the Corporate Communication manager must be to transform
his initiative into a two-way conversation. This is the same model when a Corporate
Communication manager expects journalists and bloggers he has targeted to
actively share his message and come back for more information.
It goes without saying that before starting such a social media initiative, the
Corporate Communication manager must make sure that an efficient system is in
place to respond quickly to any question or inquiry.
2.9.7 Return on Investment (ROI)
Still too many companies and in particular their line managers and top executives
are wholly focused on the ROI concept when it comes to Corporate Communication
activities’ results. Nobody will deny that the ROI is an important success control
tool, but when it comes to intangible goods such as “image”, “social responsibility”,
“corporate culture” and “reputation” there are alternative ways to measure it than
just as an immediate financial return.
The Corporate Communication function’s activities cover a diversity of, fre-
quently long-term oriented services from media relations to government relations.
With such a wide range of activities, it must be understood that Corporate
Communication professionals have a hard time guaranteeing hard ROI numbers as
part of quarterly performance reports such as done by production and marketing.
If Corporate Communication achieves its objectives, for instance, in managing a
corporate crisis successfully, or winning an uphill struggle in the lobbying arena,
the function spurs a good corporate image, produces positive feedback from the
company’s target audiences, or protects the company from the possible negative
impact of proposed rule-making. That results in a contribution to the ROI that is
outside just the traditional ROI-driven financial number oriented measurement
concept.
2.9.8 Conversion Rate
In question is whether the “conversion rate”* concept can be used as a model for
measuring the success of Corporate Communication activities.
*EXPLANATION: “Conversion rate” is an important online success metrics

which is the percentage of visitors to a website that accomplish an objective.
In other words, conversion marketing is the act of converting site visitors into
paying customers. The efficacy of conversion marketing is measured by the
conversion rate, i.e. the number of customers who have completed a trans-
action divided by the total number of website visitors. EXAMPLE: If 100
people visit a website, and seven of them fill out the published lead form, the
conversion rate is 7%.
The conversion rate formula cannot be applied to measuring Corporate

Communication activities’ success effectively. The reason is that it will be mea-
suring how many people were talked to but not the results of those conversations.
EXAMPLE: If a communication person has conversations with 20 journalists

and bloggers, and 6 of them write about the communication person’s com-
pany, the conversion rate would be 30%.
However this number would neither represent the tone of the article (positive or
negative), nor the effectiveness of the relationship (trust or mistrust) built-up
between the Corporate Communication manager and the journalists or blogger. In
addition, the results derived from such relationships would also not be represented.
In fact, a reference to the conversion rate concept would more emphasize building
media lists, but not media relationships.
2.9.9 Key Performance Indicators (KPIs)
DEFINITION: A Key Performance Indicator (KPI) is a measurable value that

demonstrates how effectively a company is achieving key business objec-
tives. Organizations use KPIs at multiple levels to evaluate their success at
reaching targets. High-level KPIs may focus on the overall performance of
the enterprise, while low-level KPIs may focus on processes in departments
such as sales, marketing or Corporate Communication.
2.9.9.1 Limited Use
It is difficult for many Corporate Communication managers to find out the most
effective way of managing their performance on basis of KPIs.
KPIs are repeated activities that can be measured from one period to the next:
They are an outcome for the company’s business that Corporate Communication is
supposed to deliver and not merely a communication activity. KPIs therefore
describe what would happen if Corporate Communication succeeded in fulfilling a

particular, well defined task (outcome).
However most Corporate Communication activities have intangible or complex
outcomes or are not repeated actions that can be compared from one period to the
next. But this is the fundamental requirement for KPIs. Therefore it is difficult to
identify suitable KPIs for Corporate Communication practitioners.
In view of this restriction, and in a limited field, KPIs actually used by some
Corporate Communication practitioners tend to relate to stakeholder opinions
canvassed from one period to the next measurable either by report or survey.
EXAMPLES: Monthly reports on Corporate Communication corporate image

brochure stocks showing stock levels at least 50%; quarterly running review
and update of Corporate Communication strategy plan completed; six
monthly stakeholder satisfaction survey showing at least 75% positive
response; quarterly evaluation reports on extent of positive media coverage;
monthly report on corporate image campaign committed against budget
shows no budget over-runs; monthly (internal) employee publication contains
agreed proportions of content on organisational changes, safety results and
staff promotions.
2.9.9.2 Formulating KPIs
One of the most important aspects of KPIs is that they are a form of communi-
cation. As such, they abide by the same rules and best-practices as any other form
of communication.
In terms of developing a strategy for formulating KPIs for Corporate
Communication, one should start with the basics and understand what the
Corporate Communication function’s objectives are and how it is planned on
achieving them.
One way to evaluate the relevance of a KPI is to use the so-called SMART
criteria. The five letters SMART stand for:
• “Specific, Measurable, Attainable, Relevant, Time-bound”.
In other words the Corporate Communicator has to ask himself the following
questions:
• Is his objective specific enough?
• Can he measure progress towards that goal?
• Is the goal realistically attainable?
• How relevant is the goal to his company?
• What is the timeframe for achieving this goal?
KPIs need to be defined according to critical business objectives. When defining

KPIs these steps should be followed:
• What is the desired outcome of the Corporate Communication activity?
• Why does this outcome matter to the company?
• How is progress to be measured?
• How can the outcome be influenced?
• Who is responsible for the outcome?
• How will be known whether the outcome has been achieved?
• How often will the progress towards the outcome be reviewed?
2.10 Additional Checkpoints
Even in light of this discussion of ROI, Conversion Rates, KPIs and other formulas,
it is suggested, that instead of just producing more or less artificial numbers to get
close to a ROI-kind of success control mechanism, some additional checkpoints (to
those discussed above) need to be taken into consideration by the Corporate
Communication professional. Of course, these need to be “sold” to management
before.
2.10.1 Keeping Competition Out of the Media
Communications is not only about keeping a company’s brand in the media

spotlight. It is also about keeping this spotlight from shining on the company’s
competitors. Every media placement, every article written, and every positive
mention the Corporate Communication professional will achieve for his organisa-
tion is chipping away at the company’s competition. If a Corporate Communication
professional starts to ignore his own communication planning, he will allow
competition to overtake his niche and steal his company’s brand awareness.
2.10.2 Forming Reliable Relationships
The “relations” part of Corporate Communication still has some meaning when
talking about building connections between the company’s Corporate
Communication people with media representatives, opinion leaders and multipliers.
Corporate Communication professionals will try to build trust by establishing
and qualifying themselves as a “bridge” between the company’s needs and the
needs of the specified target groups, such as the media.
2.10 Additional Checkpoints 175
Indeed, in theory, a Corporate Communications representative is the only one

who is in daily contact with his key target group representatives, especially the
media, gaining an understanding of what they are working on and how he and/or his
company can support their work.
As part of this activity, a Corporate Communication professional will not make
an effort to “sell” his company’s position, but rather find a way that his company’s
experience, expertise and specialist know-how can be made of service to for
instance the media. This will open the door to ways of communicating the com-
pany’s positions to the well-defined target groups.
2.10.3 Building Confidence
Establishing confidence and building up a recognizable corporate image is one of

the most essential reasons to utilize Corporate Communication professionals.
In a universe in which social media communication campaigns can become
extremely popular, a company’s reputation and the communication strategy to
(further) push the company’s image into the limelight is more important than ever.
2.11 Prompted Media Stories
There are some benefits of looking for evidence for how much content produced by
the major news media is actually derived from Corporate Communication activities.
First, such information can add to your success control toolbox. Second, it may
motivate you to improve your media activities when you see a competitor or
another company doing this successfully.
2.11.1 Print Media
By paying careful attention to the stories about organizations similar to yours, you
should soon spot clues (not proofs) that suggest some of the stories were provided
in their entirety as press releases or were otherwise planted by a Corporate
Communication practitioner who wanted to get them in the media:
• The story may actually say information came from a news conference, press
briefing, or other special event. Or, without being that specific, the story could
refer to information that was “announced today” or to a report that “was recently
released”;
• There may be quotes attributed to a company spokesperson or another informed
company source;
• The story might refer to “an exclusive interview” or describe internal workings
of an organization that could not have been obtained without special access or
inside information;
• A story that doesn’t directly focus on a particular company but which,
nonetheless, quotes several people employed by that company might have
originated as a release from that company;
• A story which quotes only one or two people but which includes unusually long
quotes might also have originated as a press release;
• In trade magazines or special sections of a newspaper a story about a new
product that just happens to appear on the same page as an advertisement for
that product may be more than a coincidence. There is a good chance the story
originated as a press release or a pitched idea that ended up as a placement
because of the advertisement.
2.11.2 Electronic Media
Similar clues (not proofs) exist for Corporate Communication-inspired stories on

television:
• Corporate Communication practitioners but aired in their entirety as if they had
been produced by the station;
• Stories put together by local reporters but using excerpts from a VNR or other
packaged video provided by Corporate Communication specialists;
• Stories entirely produced by the station but based on a news conference, special
event, behind the scenes tour, or other activity originated by Corporate
Communication practitioners and made available to the station.
Some Corporate Communication-inspired stories on TV are obvious and easy to
spot. Others are more challenging. Here are some clues:
• Stories shot during a news conference or other special event;
• Stories featuring “exclusive interviews” or those in which the journalist reveals
that he was given special access to a special location or “was invited to speak to”
the interviewee;
• Stories that purportedly talk about a broad business or industry trend but in
which all of the interviewees work for the same company;
• Stories in which someone other than the journalist appears in more than one
location or in which the same person appears multiple times but wearing dif-
ferent clothing;
• Stories that show lots of in-the-plant assembly line or machines-in-action shots,
or those that include lots of shots of one particular company’s products;
• Tip-offs to Corporate Communication-originated stories are not limited to the
content of the story. Sometimes the best clue that a story originated as a
2.11 Prompted Media Stories 177
company piece is the fact that the story looks or sounds different than the other
stories in the newscast.
Some more clues:
• One story is presented as a “voice-over” report without an on-camera reporter or
interviewer while the other stories in the newscast feature on-camera reporters;
• Character-generated identifications of people written across the bottom of the
screen in one story are use markedly different typefaces and/or colours than
those in the other stories in the newscast, or if one story has no on-screen
identifications while the others do;
• One story has crisp, clear, studio-quality sound for everything that’s said while
the other stories have ambient “natural sounds” in the background while people
are talking or, if the exact opposite occurs and only one story has ambient
background sounds and the others have acoustically isolated voices without
extraneous background noises;
• Transitions between camera shots in one story are all dissolves or wipes while
the transitions in all other stories are cuts, or if any other distinctive editing style,
e.g., spin transitions, flash cuts, or split-screens, shows up in only one story in an
entire newscast where the other stories have a very similar visual style.
Chapter 3
Media Communication
The media is a key channel of communication with most companies’ audiences. In

the past, it was relatively easy to match a relevant media outlet to each audience. At
that time, the media environment was characterised by national newspapers, a
strong tradition of regional and local newspapers, a vast range of magazines, often
with a relatively stable readership, local and national radio stations and TV
channels.
The recent rapid growth of electronic information systems and non-terrestrial TV
stations have resulted in the decline of this pattern and changed that environment
forever.
Today it has become much easier to take each target audience and work out
which media outlets are most likely to influence them most effectively.
This is also due to more sophisticated (marketing) systems, including
micro-targeting, which can be used to draw up very specific audience profiles.

https://doi.org/10.1007/978-981-13-0402-6_3
180 3 Media Communication
The economics of the media have also let to a situation in which many outlets,
especially newspapers and magazines, have cut back on permanently employed
journalists. In turn, this means that many outlets, especially consumer, lifestyle and
leisure magazines and newspaper supplements, rely more heavily on Corporate
Communication-inspired materials.
3.1 Building a Trustful Media Network
3.1.1 Selection
Because of the increasing variety of media outlets, tools and channels, relations
between the Corporate Communication function and the media need to be carefully
focused and selective. Neither the Corporate Communication practitioners’ personal
likes and dislikes, nor their notions of journalistic excellence are relevant. The best
media by journalistic standards, or even the most popular media, are not necessarily
the best media for all Corporate Communication purposes or for all companies’
messages. Guidance for the Corporate Communication manager’s judgement is
solely provided by the defined needs and the orientation of his company. The key
question to ask in this process is which media outlet provides the most effective way of
reaching the company’s well-defined key target audiences.
These media outlets should be selected and relationships cultivated on the basis
of their usefulness, not any other, less relevant criteria such as reputation, jour-
nalistic excellence, state of the art technology, total circulation, and particularly not
because they happen to be more responsive to Corporate Communication
initiatives.
EXAMPLE 1: A social service agency that tries to use national newspaper

stories to reach (illiterate) welfare clients is wasting its time and money. An
alternative media medium has to be selected to reach a much higher per-
centage of the desired audience. This could include spot ads on carefully
selected (local) radio stations or the use of relevant multipliers active in that
specific environment. EXAMPLE 2: Television may be a poor choice of
medium for an art museum to use in appealing to deep pocket art lovers for
their financial contributions. Despite its large audience and high penetration
of the population, a carefully targeted direct mail campaign, personal phone
calls, or visits would probably be much more appropriate and effective.
3.1 Building a Trustful Media Network 181
3.1.2 Two-Way Street
Media relations should be a mutually beneficial two-way street. Whether they

willingly admit it or not, in general, Corporate Communications people and jour-
nalists are mutually dependent on one another. Corporate Communication practi-
tioners need journalists as conduits for getting messages to various publics.
Journalists need public relations people as sources for story ideas, leads to com-
petent spokespersons, and specific information about stories in the pipeline. Thus,
both will benefit from a positive working relationship.
Although many journalists play down the importance of Corporate
Communication practitioners’ leads and claim that the news media come up with
their own story ideas, communications research consistently find that a high per-
centage of news stories originate from Corporate Communication input.
3.1.3 Building Media Contacts
If a Corporate Communication officer or his company believe that, for whatever

reason, they do not need any media contacts should not lead to the erroneous
assumption that the subject “media relations” can be totally ignored. It can be
predicted that sooner or later something is going to happen that will require the
company to work with the media.
• It may be a positive message, for example a new invention, the introduction of a

new product, an acquisition, or the opening of a new facility, for which the
company wants maximum publicity;
• Or, it could be negative circumstances, such as a plant accident or fire, staff
layoffs, product failures, a product call-back action, or being named in a pending
product liability suit, which the organization wants to downplay or minimize.
If media contacts have not yet been initiated, a company and its Corporate
Communication expert are well advised to start with this task without delay. The
media are not “things”. The media are made up of human beings doing their jobs. If
a Corporate Communication professional can make human contact with media
representatives and especially if he can make their jobs easier, they may return the
favour when he and his company need it.
In case an honest and mutually beneficial relationship with the relevant media
was established before these special circumstances develop, the company and its
Corporate Communication executive will have a much easier task to accomplish
their Corporate Communication objectives. In contrast, if they have to start from
scratch, they will have a much more difficult time in particular when they have to
convey a negative message.
In particular small and medium-sized companies will probably normally have
little contact with the (mass) media. Usually they do not give media relations a high
priority because they are unlikely to attract the attention of the media, no matter
how hard they try as their news are not considered “newsworthy”.
However, they may want to use the media as outlets for their marketing com-
munication to gain attention for their products. Here, Corporate Communication
could play a supporting role when their willingness to accept the importance of the
media is complemented by their creativity causing the media to pick up one of their
company’s stories.
In some areas, Corporate Communication still boils down to some kind
of “relationships” as the feeling of “trust” is involved. Even in times of electronic
communications, it still takes some building of a personal relationship and the
building of mutual trust with journalists to get into the media.
Part of this relationship building is for the Corporate Communication practi-
tioner to understand that a journalist’s job is not easy. Journalists are permanently
hunting for news, working under tough deadlines, faced with strong competition
and their “news industry” is currently going through an economic meltdown.
Therefore, a Corporate Communication professional’s tactical goal should be to
establish a relationship that gets journalists to start thinking of him as a reliable and
trusted resource of information who can help them get their job done. For instance,
Corporate Communication could be helpful by:
• Providing journalists with useful information or help them find it;
• Returning their phone calls or emails quickly;
3.1 Building a Trustful Media Network 183
• Finding out what their deadlines are and do everything he can to meet them;
• Learning what kind of stories they write or produce, figuring out angles that will
work for them, and putting them in touch with people they should talk to.
Activities such as these can be helpful in creating mutual trust, respect, credi-
bility, and, sometimes, personal sympathy, or even friendship. These are important
elements of a good personal relationship in the hectic world of the media.
EXPLANATION: Trust is not only a logical but also an emotional act. Trust
is emotionally felt and not measured. Trust allows exposing vulnerabilities to
people based on the belief that they will not take advantage of the other
party’s openness.
Without trust, a Corporate Communication professional cannot provide back-

ground information or even off-the-record information to a journalist. He cannot even
give an interview if he must believe that a biased journalist will deliberately distort
his message. On the other hand, a journalist who does not trust his (company) source
(of information) has a difficult time in writing his story and getting it published.
But one should not get overly enthusiastic about the concept of “mutual trust” as it
should not be overlooked that many journalists have some degree of suspicion of
Corporate Communication professionals along the lines of the German proverb:
“Whose bread I eat, the song I sing”, whilst, on the other hand, some Corporate
Communication professionals recognise the journalists’ ongoing desperate need for
stories, which produce copies and, as a result, paid advertising. In some cases, the
basis of trust does not exist any more or is under attack as currently demonstrated in
the USA or in Turkey.
3.2 Media Attention
3.2.1 Unsolicited Media Inquiries
Being able to respond to the media means having a professional who is accessible
to journalists in case they ever have questions about the company and its activities.
These “accessible” spokespeople have to be enabled to provide prompt, accurate
information and explanations that will satisfactorily answer journalists’ questions.
There are some organisations which, because of the nature of their business or
the environment in which they operate, need to have a public relations
spokesperson on-call 24 h per day, seven days a week. They include medical
centres where lives are at risk, airports and/or places that deal with hazardous
materials where an accident could have major consequences such as chemical
plants, nuclear energy plants and oil refineries.
But even organizations which choose to engage in no media relations’ efforts

should at least have someone designated to respond promptly to media inquiries to
avoid the possibility of being portrayed as non-responsive or secretive by the media.
3.2.2 How to Work with the Media
3.2.2.1 Standard Concepts
There are some basic concepts, tools and techniques that a smart Corporate
Communication professional should use in working with the media to develop,
package, and disseminate newsworthy messages for subsequent publication.
Journalists do not appreciate sales and self-promotion. They are normally well
trained and sufficiently experienced to be able to separate what matters from gar-
bage. It is recommended to adhere to some of the best practices in media relations
to be professional:
• When citing a credible sources it should be quoted;
• The spellings of names, products, and people should always be correct and
double checked;
• The provision of links to background information such as outside resources and
data is helpful;
• Speculation or (unfounded) assumptions must always be avoided;
• Possible conflicts of interest should be disclosed to avoid embarrassment;
• When writing a post or a pitch, the intention should be of telling a story;
• Unique examples, the highlighting of trends, and the provision of insider advice
can be of interest.
EXAMPLE: A posts starts like that: “At ABC company, we believe that….”
What the mention of the company name and the blue hyperlink is basically
saying is: “Dear valued reader that knows nothing about my company, don’t
read this article even though that’s is why you are here. Just click this link to
LEARN MORE and BUY NOW!”
This is exactly what journalists want to protect their readers from. It is under-
stood that leads, image, reputation, credibility and ultimately sales might be the
benefit from a proactive Corporate Communication approach, these should not be
the prime goals associated with the activity. The goals of a corporate communicator
should be more aligned with increasing the visibility and credibility of your
company and gaining backlinks from high authority websites.
Editorial content that offers in-depth insights is the most influential content type.
Editorial content personalizes your company, and people want to sympathize
and ultimately buy from companies whose values and ideas align with their own.
3.2 Media Attention 185
Guest posting is a great way for your target audience to learn more about what your
company does and to establish trust.
Getting the attention of journalists has more and more become a challenge in a
situation of information overload (read Sect. 1.3.5). Below are some conventional
ways of establishing contacts with a journalist:
• JOURNALIST VISITS: In theory, visiting the media’s offices and getting to
know the people who work there well enough to include them in the Corporate
Communication professional’s business network sounds like an efficient way to
start building a personal relationship with a journalist. The people whom a
Corporate Communication professional needs to know are reporters, journalists,
independent journalist (working as free-lancers), photographers, editors, pub-
lishers, news directors, programmers and station managers. Actually, visits to
the media’s offices are usually quite rare. Most journalists, even those who
welcome a visit, normally do not encourage nor appreciate Corporate
Communications people who frequently drop in on them in particular when
calling near deadline times. In fact, they are likely to be very suspicious of such
activity. Therefore, the most common networking tool continues to be the
telephone. But calls just to make some small talk should be avoided. Journalists
have a hectic daily life and will not appreciate it unless the company has some
relevant information, which can be passed along to them or the Corporate
Communication professional wants to offer feedback on stories they have pre-
viously written. Most reporters will not appreciate it if company representatives
make them feel they are trying to push a story;
• FACE-TO-FACE COMMUNICATION: An area to factor into the Corporate

Communication professional’s plan is the scope for direct contacts with relevant
journalists. The key is to know where it will be appropriate and most likely to
meet them. The events may include: Conferences held by professional bodies or
trade unions in a particular sector, seminars, receptions, business breakfasts,
exhibitions, and trade shows, Chamber of Commerce events, or other major
business gatherings, but also background or off-the-record talks;
• JOURNALIST INVITATIONS: Some people say that it would helpful to invite
the media contacts to come to the company’s offices. This is an advice, which
cannot be generalized but must be decided on a case-by-case basis. In some
cases such visits can work very well, when informative, and may help estab-
lishing a common ground for future contacts. In other cases the journalist may
be either too busy or decline such an invitation for political reasons as he may
prefer not to be seen at the company’s facilities as he is known as critical of the
company, the company’s products or the whole industry sector, for example
nuclear energy producer.
EXAMPLE: Some of the common requests journalists typically receive:

What topics are you interested in? Do you have any special ideas about it?
Can I write a guest article/post for you? “Can I send you an article on X
topic?”
All these questions lead to time-consuming and confusing communication

between the journalist and the Corporate Communication professional. Most
websites that accept guest posts publish guidelines for submitting articles, best
practices, FAQs, and examples of well-written articles. One can easily find the main
topics and categories a website covers by reviewing articles and the site’s tagging
structure. It is also more efficient and appreciated by a journalist if he would receive
a completed article in which it is stated that it is open for changes to get it ready for
publication or an in-depth outline of an article.
3.2.2.2 Pitching*
“Pitches” are essential components of Corporate Communication, in particular in

media relations.
*EXPLANATION: The terms “pitch” or “pitching” are used in business

language (“business pitch”, “elevator pitch” and “video pitch”). Regardless of
the means chosen “to pitch”, the aim is typically the same: Describing a
business idea or opportunity as comprehensive but as short as possible with
the intention of causing someone’s attention and interest. When an
entrepreneur presents or describes his business ideas to prospective investors

he is “pitching”. An “elevator pitch” is simply a very short “pitch” that distils
the idea into a short summary that takes only as long as a short elevator ride.
A “video pitch” is a pitch done via a short video rather than in person.
Even if journalists are still the main target group for Corporate Communication
pitching, today, pitches do not just go to them but also target bloggers and online
experts with important Twitter presences and intelligent and constantly updated
blogs. In this context it is important to note that the rise of Social Media platforms
has not only added to the range of communication vehicles, but also led to a new
generation of journalists. Today, the media include social media influencers and
bloggers and, in addition, a great diversity of “ezines” (internet magazines) and
blogging communities. Popular bloggers, Twitter activists and LinkedIn influencers
are now very important additional targets as part of Corporate Communication
media relations.
Once a pitch is finalised it can serve as the core the content of all Corporate
Communication, including press release content, media alerts, blogs, etc., and serve
as inspiration for social media input.
Crafting Professional Pitches
The notorious information overload and the ever growing mass of unprofessional
communications, which provide only little real news and crowd up journalists’
inbox force the Corporate Communication professional to craft a company pitch for
a journalist that will clearly will stand out.
When crafting such a pitch, the vital elements of what is intended to be shared
must be determined, and references to the competitive environment and business
trends should be made to create a diversified positioning for the company and make
the pitch stand out.
Whether promoting a company’s messages or stories, reputation or image, a
pitch in Corporate Communication should be reflective of the current position of the
company, the industry it belongs to and its business environment.
A few standards to consider when writing a pitch for the media:
Technicalities
• Name and title;

• Company name (hyperlinked);
• Two sentence or less description of what the company does and how it is
positioned in a competitive market;
• Credibility markers*:
*EXAMPLES: Recently published guest posts in other publications, links to

high quality content published on the company’s website or blog, a reference
to the company’s newsroom (if available), LinkedIn, recent awards won or
recognition by authoritative sources, and others.
Pitch Content
When pitching a journalist, the company’s point of view, or the point of view of the
company executive who is put forth as an expert source, must be emphasized. It
must be understood that for journalists to write a good story, they need outstanding
characters with personalities and opinions, which stand out as different from the
company’s competitors.
When journalists know that your company has a specific perspective, or they
perform a Google search and stumble upon your company’s specific opinion, they
will reach out for commentary and opinions. This will bring your company into the
media.
Unique Selling Proposition (USP)*
Crafting pitches takes some talent and intellect. In the process of drafting, the vital
elements of what the company wants to share, updates on market trends and
information about competitive announcements has to be determined to create a
Unique Selling Proposition (USP)* which stands out in the information overload.
USP DEFINITION*: USP is especially important when the company’s

business is similar to other companies’ business in the same market. The key
to effective selling in this particular situation is a “Unique Selling
Proposition” (USP) in which it is pinpointed what makes the company
“unique” in a world of equal competitors. USP is the consideration presented
by the company as the reason that its products and services are different from
and better than that of the company’s competition.
Journalists Are Not Customers
Another rule for the Corporate Communication professional is to avoid treating

journalists like they are the company’s customers (pitch based on “customer
persona”).
In the following example, a Human Resources company wants to write a pitch
about the “benefits of recruiting” to educate small businesses.
EXAMPLE: A typical pitch from a Human Resources company based on

customer persona: “Why Recruiting Is Important to Your Business”.
The problem with this pitch is that an experienced industry journalist who reads
content on human resources management on a daily basis, has probably read about
this subject hundreds of times, already written articles about it numerous times, and
was pitched on the subject multiple times.
Therefore, when crafting his pitch, it is important for a Corporate
Communication practitioner to go beyond the conventional and to create a special
twist to his story. To get the journalists’ attention he has to find a unique angle or a
new approach to make the pitch stick out of the enormous daily flow of information
inundating journalists’ inboxes.
Therefore, and in contrast to above “customer persona” based pitch, a pitch must
be based on “readership” to stick out in the tremendous information surplus.
EXAMPLE: A pitch from a Human Resources company based on “reader-

ship”: “How to Recruit the Best Candidates Without Ever Meeting
Face-to-Face”.
It is most likely that a publication specialised on human resources has already

discussed the “importance of recruiting” several times, but it might not have dis-
cussed a special way of recruiting (not face-to-face).
Headline
What a journalist typically sees in his inbox is the headline (subject line). In his
hectic job, his judgement has to be quick and simple: If the subject line is not
interesting, why would the pitch be worth his time. Still many Corporate
Communication professionals spend hours writing up email pitches and quality
articles but neglect considering the impact of an attractive headline before sending
the email. An interesting subject line will attract the attention by being simple,
clear, and compelling.
EXAMPLE FOR AN EMAIL PITCH TEMPLATE
PITCH SUBJECT LINE: Innovation in…. PITCH BODY: Dear [First

Name], my name is [Full Name], Head of Corporate Communications of
ABC [Company Name]. We believe companies need to …. so they can
improve …. In the past, I’ve written about …. [include link], and I recently
published a piece on best practices for …. [include link] for CBA Company.
I’ve read your submission guidelines and would like to submit for your
review a guest post: “How to Run a …. Program”. In it, your readers will
learn [list 2–3 key elements of the article. Here’s a key point from the article
[Insert quote from the article]. I’ve attached the article and a short bio. You
can grab a headshot here [link to image]. Please let me know if you have any
questions. I appreciate you taking the time to review. Thanks,
Easy to Read
Often, Corporate Communication pitches are too long. Most journalists want pit-
ches to be less than 200 words, or even less than 100 words. A good guideline for
writing pitch emails is to follow the best practices of writing for online audiences:
• The most important information must be at the top (pyramid concept, read
Sect. 3.2.4.1);
• Bullet points structure the message;
• Short paragraphs make the pitch easy to read;
• Important pieces of information should be written in bold letters;
• No expert language or jargon to be used;
• Press releases can be attached to or included at the end of the email;
• Links to more information such as videos, images, demos, and the like can be
helpful.
ANOTHER EXAMPLE FOR AN EMAIL PITCH TEMPLATE
PITCH SUBJECT LINE: Brandnew Study suggests….PITCH BODY: Dear

[First Name], I’m reaching out to share a look at a new study on …. from
[Company Name]. We’re a …. company that believes that more of …. needs
to be done online and anonymously to remove … in the … process. This
interesting report [title] reveals:
1. …………
2. …………
3. …………
This is relevant due to the recent news about [detail relevant industry
trend]. If you’re interested in covering, let me know. I would be happy to put
you in touch with our CEO, … [name + link]. He can speak on why we did
the study, which findings were most surprising, and the action items for ….
Here’s a link to the study: [include tracking URL + don’t put behind a form].
Thanks,
Tracking
There are many people pitching and many of these people are pitching irrelevant
information. This drains a journalist’s time. Therefore, it is safe for a smart
Corporate Communication professional to follow up his pitch at least once but
better no more than three times.
For the follow-up, an email tracking system or one of the existing PR monitoring
and tracking tools can be used to see if and when the journalist opened the pitch
email.
EXAMPLES:
http://blog.hubspot.com/agency/pr-tools
http://www.hubspot.com/products/sales/sales-tools
If there is no reaction from the journalist one can assume that the pitch either was
not a good fit or is not a good fit now. In such a case the Corporate Communication
professional can still inquire whether the journalist wants the pitch in a different
format. As a side effect, this personal contact can be a good way to start a pro-
fessional relationship. Once the journalist starts to trust his corporate counterpart
and the content produced by him, he will feel better prepared to consider the
company’s contribution.
Pitch Targets
A well made Corporate Communication pitch will not only power the company’s
media relations and press release content but, in addition, serve as an inspiration for
social media communications. Therefore, in today’s online oriented environment,
pitches are not only targeted at journalists. Corporate Communication pitches also
target bloggers, and online experts with impressive Twitter personas.
Pitch Channels
Of course a pitch can be sent via email or even by telephone, but more contem-
porary will be to use Twitter or another similar carrier.
While it can be tempting to draft a generic pitch email and then mass blind copy/
BCC a huge list of contacts, it is not the most effective way to build a relationship
with journalists. Of course, it might take more time to write more personalised
emails, but it will lead to better media placements and more real connections with
journalists.
In your email, reference should be made to previous articles which the Corporate
Communication professional may have read that led him to believe that his pitch
would be relevant to the journalist’s media readers. It should never be forgotten that
journalists are also human beings: Sometimes a little flattery will never hurt.
3.2.3 Offline Media Tools
Offline media tools include a mix of traditional communication/public relations,

marketing, advertising and sales promotion techniques as well as some more recent
means by which companies which focus on the Internet are promoting their busi-
nesses away from the Internet to motivate potential customers to pay an online visit.
In addition, the use of offline communication tools is frequently dictated by a
company’s target audiences’ preferences for traditional media. As part of his tar-
geting work (read Sect. 2.5) a Corporate Communication practitioner will be asking
whom he wants to reach, which age categories his audiences represent and what
their communication preferences are: Radio, TV, Internet, social media,
face-to-face networking, newspapers or magazines. There are a large number of
options including the traditional offline tools such as press releases, press confer-
ences, advertising, print publications, interviews and talk-shows. In most cases,
truly effective Corporate Communication strategies tend to take advantage of both
online and offline tools. This makes it important not to ignore the traditional ways
of Corporate Communication but to integrate them into a comprehensive Corporate
Communication strategy (read Sects. 1.3.2 and 2.3.1).
3.2.4 Press Releases and Press Conferences
3.2.4.1 Press Release (Discussion of Social Media Press Release

under Sect. 3.3.3)
Only a short time ago, the newspaper was a ritual in people’s daily lives. Today,
people have control over where, when, and how they consume information and, as a
result, it is becoming more complex for traditional Corporate Communication teams

to do their jobs effectively.
Although conventional press releases are often associated with “old-school”
Public Relations and although they may not be the preferred communication tools
for the young “Net Generation”, there are still many reasons why a conventional
press release still has a role to play and why announcements using alternative
electronic/online tools should include or link to a press release. For this reason, they
should not be abandoned but used as an important part in the communication mix
available to a company.
Meeting Journalists’ Requirements
Many media editing teams are increasingly understaffed and overworked. When
writing a press release this should be kept in mind.
It will be more likely to get media coverage when efforts are made to make life
easier for the journalists. This means in particular, that a press release should always
be written as close as possible to the way the journalist would actually publish it,
i.e. with minimal editing. In the best of all worlds it would be written in a way that
the journalist could simply copy it.
When writing a press release it will be helpful for journalists, if the author would
use sentences that are easily quotable and make an impact when used separately
from the rest of the message.
The press release can be personalised and the message illustrated when a picture
is attached.
For the less experienced Corporate Communication practitioner it can be helpful
to study successful press releases, which made it into the media, and which were
issued by third parties to get the feel of the structure, the format, the tone, and the
language of a successful press release. There are a number of clues on how to find
out, which press releases were successful and prompted media stories (read
Sect. 2.9).
Structure
“Pyramid Style”
In today’s hectic world, the age of information surplus and increasingly low
attention spans, neither journalists, nor other readers, would read the entire press
release if the start of the release did not generate immediate interest.
Journalists are “speed readers” and impatient. They want to get to the point
quickly. This will be supported by a short synopsis of the most newsworthy content
on top of the press release as a first paragraph like the peak of a pyramid.
In this first paragraph, the key messages* and the most important details, which
the writer hopes to bring across to the journalist reader should be summed up
neatly. When the key message is placed up front, the journalist to can quickly
decide whether or not he wants to read further.
*DEFINITION: The key message is the message one wants to bring across
even if the editing journalist would cut off the rest of the press release.
With the most important information defined in the first paragraph of the release,
the missing gaps should be filled in with information and very concrete facts about
the products, events, people, dates and other information, not only related with the
main message in the first paragraph, but elaborating and illustrating the key mes-
sage in a descending order of importance.
Press Release Body

A good guideline for the architecture of a press release is to answer the following
questions:
• Who? Answer: The company/an incident/an event, etc.
• What? Answer: The company is releasing a new product/an accident happened/
an event is planned, etc.
• When? Answer: A specific date/next week/next month, etc.
• Where? Answer: Location/all major markets/event location, etc.
• Why? Answer: It is real news because the product is new, etc.
• How? Answer: Main event at hotel/plant/trade fair, etc.
Just by addressing these points one can be sure that nothing is missed. This
concept can also be applied at the paragraph level as well, and makes it easy for the
reader to skim a whole article just by reading the first sentence of each paragraph.
Eye-Catcher Headline and Keywords

A headline should always be self-explanatory: Brief, clear and to the point.
The headline should be written, after the draft press release has been completed.
From the draft text, the essence of the message has to be captured, which means that
the news have to be distilled into just a few words.
The simplest method to create the press release headline is to extract the most
important keywords from the press release. From these keywords, a logical and
attention-getting statement can be developed. Using keywords will make it be
simpler for journalists and readers to get the idea of the press release content, and
give the release much better visibility in web search engines.
The first draft of a headline must be tested carefully on to whether it is capti-
vating, catchy and irresistible.
Email Subject Line

When the intention is to email the press release, the word “press release” should not
be made the subject line of the email. This would not be helpful to get the jour-
nalist’s attention considering the amount of emails he is receiving and screening for
“real” news. It would be better to get the journalist’s attention by using the press
release headline as the subject line of the email. If the press release subject line is
written as a good “grabber” headline, this will help the message to stand out in the
journalist’s email inbox.
EXAMPLE for email subject line: “COMPANY & Co. wins USD30 Million
Government Contract”.
Sample Press Release Structure
[Company name, logo, identification]

PRESS RELEASE
FOR IMMEDIATE RELEASE
Contact: Name of Corporate Communication Manager

Tel. xxx.xxx.xxxx
Skype:
Email:
Date:
HEADLINE OF PRESS RELEASE (IN UPPER CASE)
Subtitle in Title Case
Short synopsis of the most newsworthy content.
The body of the press release with all key message in a descending order
of importance.
Last paragraphs:
About X Corporation: Mini-biography of the company and its business.
Quote from the owner/CEO of the business (if appropriate).
The last line: To learn more visit: www. …. or call us at XXX.XXX.
XXXX.]
###
[Three hash tags is the universal symbol for the end of the press release.]
Basic Rules for Press Releases
Journalists’ Discretion
Of course, from a company perspective, the ideal would be if the media outlet in
question would use their press release exactly as submitted, without changing
anything. But in reality, this is quite unlikely unless the Corporate Communication
practitioner who writes the release is thoroughly knowledgeable about media style
and practices and is perfectly able to reflect that in what and how he writes. This
will be the exemption.
In real life, it is much more likely that a press release, which the journalist
perceives as newsworthy, will be edited and/or rewritten in ways that turn it into the
media’s version of the company story rather than the Corporate Communication
professional’s view of the story. The journalist, at his discretion, may cut some text
out or may add additional information to make the story more complete or more
relevant to his audiences.
Sometimes, journalists will not even edit press releases for reasons with regards
to content but trim them to simply fit the space available or to make them more
consistent in terms of style.
In some other cases, the journalist may just want to show his readers an opposing
standpoint if there may be more than one side to the company’s story.
And if the story of the press release involves a particular industry’s problem, the
journalist may invite comments from competitors to provide a more complete view
on the issue in question, or balance out the company’s particular viewpoint laid
down in the press release.
EXAMPLE: In the USA, the Environmental Protection Agency (EPA) found

that many VW cars being sold in America were equipped with software in
diesel engines that could detect when they were being tested, changing the
performance accordingly to improve results. VW had initiated a major mar-
keting campaign to sell diesel cars in the USA, advertising its cars’ low
emissions. In the meantime, VW has admitted cheating on emissions tests in
the USA. Amongst others, VW got involved in heavy Corporate
Communication activities in the media to protect or to rebuild its good rep-
utation. But of course, journalists were keen on finding out whether other
carmakers had a similar problem. Of course, Ford, BMW, GM, Fiat-Chysler,
Renault-Nissan, PSA and other car manufacturers were asked for statements.
Targeting (Read Sect. 2.5)

The message in a press release can be of interest to a general public. Then it may
not be a disadvantage when the Corporate Communication professional sends an
identical press release to multiple media outlets and multiple journalists at the same
time.
EXAMPLE: A company wanted to promote a pencil made from certified

wood. The wood was 100% non-toxic with no lead or artificial materials. The
idea was to promote the pencil by telling a general public that this
environmentally-friendly pencil was the first pencil that grows: When the
pencil becomes too short to use, the stub can be simply planted and I will
sprout into herbs, vegetables or flowers. The goal of the press release was to
generate across the board, broad national media recognition of the company
and the product. This was done successfully: The company and its product
were featured in national online coverage along with a CEO interview. This
coverage resulted in the company nearly quadrupling sales in just a month
and a half.
However, when the message is obviously only of interest to specific target

audiences, and specialised media outlets and expert journalists exist, blasting the
identical press release out to all media outlets signals not only a lack of focus but
also include the risk, that the press release will be considered as irrelevant and
become widely ignored. This could put the reputation and professionalism of the
company’s Corporate Communication function in question and risks that future
releases will also be ignored.
EXAMPLE: A small company had the idea to use a press release to promote its
new idea to educate people about a new dating app. The new mobile app was
supposed to simplify the process of singles finding and meeting each other by
listing nearby establishments and venues where other single people have
checked into, in any city. The target group for this press release was not broad
but very limited: Only users, who had to be 18 + years of age, and of course
single, and prepared to register by creating a brief, anonymous online profile.
It is therefore recommended to craft each press release to target a specific media

outlet and send it to the specific journalist who covers that special domain. If, for
whatever reason, this information is not known to the Corporate Communicator, it
can usually be found on the media outlet’s website.
Accurateness
A press release must always be accurate and factual.
EXAMPLE: A lot of companies claim that they are the industry leader. If it is
not 100% evident or could be disputed by other market players, one should
not waste the editing journalist’s time.
A neutral place to put a description of the company is in the company infor-

mation part or link of the release.
Newsworthiness (Read Sects. 1.3.5 and 7.17.3.3)

One of the most important basis rules is that a press release is only used when there
are news that are important to announce and which are relevant for the media and,
of course, the company’s target audiences.
EXAMPLE: A new product, a new business, an innovation, an award, a

publication, a new contract, an invention, an important charity event.
“News” must not be mixed up with advertising and sales promotion. Journalists
do not like to be exploited as carriers for free advertising.
The press release must really matter to people outside of the organisation. This
can be subject to individual judgment but an objective instinct for newsworthy
stories will develop over time after some training by reading newspapers, trade
publications, and related magazines on a daily basis, with an eye on what the media
outlets consider news.
EXAMPLES: Building a new washroom at company headquarters is not

really all that important to the outside world. Building a new state-of-the art
filter system for a polluting lacquer shop in a car plant is worth a press
release, at least with local media and the plant’s neighbours as a main target
group. Building a new manufacturing plant that will result in a thousand new
jobs is definitely worth a press release with broader distribution.
It is important to keep in mind that the news has to be really “new”. Any
deviation from the normal course of events is novel, and thus newsworthy.
Old news is quickly discarded by the readers. A story, which happened today, is
normally news. If the same thing happened last week, it is probably no longer of
interest.
EXAMPLE: An afternoon raid on a Hells Angels’ house may warrant a live

report during the 6 p.m. news. However, tomorrow, unless there are major
new developments, the same story will probably not be important enough to
mention.
Another factor that relates to timeliness is currency. This involves stories that
may not have just happened but instead have an on-going interest to the targeted
audience.
EXAMPLE: The rise and fall in oil and natural gas prices has been happening
for years, but it is still relevant to the public. Therefore it has currency.
But in some cases just to be “new” is not enough. The news also has to be
“newsworthy”. The more newsworthy a press release is made, the better the
chances are of it being selected by a journalist for reporting.
“Newsworthiness” is often in the eye of the observer. Something that is news to
a food section journalist is, in all likelihood, totally useless to a technology section
journalist. Therefore, the press release must be specifically targeted to the appro-
priate (specialised) journalist of a (specialised) publication.
Prominence
Normally, celebrities get more coverage just because they are famous. People take
a, sometimes obsessive, interest in famous people’s life. This must probably be seen
as an outgrowth of people’s natural interest in social hierarchy and the resulting
interest in social cues.
EXAMPLE 1: If you break your arm it will not make it to the news. If the Queen
of England would break her arm it would be big news. EXAMPLE 2: The 6
deaths in a local van accident might go by unnoticed by the national media
unless a movie star or a well-known politician prominent was on the van.
Conflict Attractiveness
Conflict in its many forms (emotional or physical/people against people, or

environment/nature, animals, etc.) is traditionally triggering most the interest of
readers. If one looks closely at the stories that actually make news, most of them
will have some element of conflict.
EXAMPLE: Imagine two meetings by a coalition government. At the first, the

government passes its annual record budget unanimously with no argument. In
the second, there is violent disagreement amongst the coalition partners about
the introduction of a new tax. Some government members want to reduce public
debt, while others want tax cuts but not a new tax. The two sides are entrenched
in their positions and the conflict erupts into a full-scale dispute. Of course, the
second story is much more interesting for the media and the public.
Shock Value
Shock value and titillation factors are common for the tabloid mass media.
EXAMPLE 1: An explosion in a refinery has less shock value if it was caused

by a technical failure such as a pipe leakage than if it was caused by the attack
of a terrorist. EXAMPLE 2: A popular saying in the communication domain
goes as follows: “When a dog bites a man, no one cares. When the man bites
back, that is a news story”.
Human Interest
“Human interest” stories (and stories involving animals) are generally entertaining
(“soft”) news, which are a bit of a special case in this context. They often disregard
the main rules of newsworthiness. It may not really matter where in the world the
story has taken place and it does not really need to affect a large number of people
because “human interest” stories appeal to emotions: They aim to evoke emotional
responses such as amusement, pity or sadness.
EXAMPLE: Fire fighters are saving a cat from a tree.
Television news programs often place a humorous or quirky story at the end of the
show to finish on a feel-good note. Newspapers (such as the Financial Times) often
have a dedicated area for offbeat or interesting items. But these kind of “human interest”
stories become newsworthy only when there is nothing more significant to report which
is possible because “human interest” stories do not date as quickly as others.
Significance
The number of people affected by the story is important.
EXAMPLE: A plane crash in which hundreds of people died is more sig-

nificant than a crash killing a dozen.
The more people are involved in a news event, be it a demonstration or a tragic

accident, the more newsworthy the story will be. Likewise, the number of people
affected by the event, whether it’s a new health threat or new labour laws, the more
newsworthy the story will be.
EXAMPLE 1: It is “politically correct” and desired by some politicised media

that demonstrations are held against gene-manipulated food. If only 100
demonstrators show up and not the expected several thousand, it is easy for
both, print and electronic media, to make readers and viewers believe that this
was a major event. EXAMPLE 2: US-President Trump attacked the media for
accurately reporting on the size of the crowd which attended his inauguration
in Washington DC in 2017. Trump claimed that news outlets had downplayed
how many people had gathered to see him sworn in as president. For many
weeks, for Trump and his Speaker, this banal issue seemed to be more
important than any of the numerous burning political issues to be solved.
In reverse, politicised media can blow up a normally minor event and report
about it although by objective standards it is not newsworthy.
EXAMPLE: German TV-media reported in the main evening news about a

demonstration by animal right activists against a chicken farming company,
which was alleged of disregarding animal protection rules. There were only
two handfuls of activists but for political reasons, the smart camera team
made it look like a major demonstration.
Proximity
Most news organizations cover a specific geographic range.
EXAMPLE: A newspaper in the northern provinces may report on a local charity

event, but is unlikely to report on a new condo development in the capital.
Stories, which happen geographically near to the target audience, have (sub-
jectively seen) generally more significance. The closer the story to people’s home
geographically, the more newsworthy it is.
EXAMPLE (for geographical proximity): For someone living in France, a major

plane crash in the USA has a similar news value to a small plane crash near Paris.
But it should be noted that proximity does not always have to mean geographical
distance. Stories from countries with which one feels to have a particular bond or
similarity (historical proximity) have the same effect.
EXAMPLE (for historical proximity): Australians would be expected to relate

more to a story from a distant Western nation than a story from a much closer
Asian country.
The same is true for cultural/ideological proximity.
EXAMPLE (cultural proximity): A Islamist terrorist attack in Berlin killing

14 innocent people, cause an outcry in the Western world and, sometimes
pathetic, reactions. Similar attacks by the same terrorist groupings in
Pakistan, Yemen or Nigeria killing hundreds of people and more are reported
but basically stay unnoticed or uncommented. For instance, the Boko Haram
massacre on Nigerian villages, which killed an estimated 2,500 people,
received a low level of coverage, yet the 17 appalling deaths as a result of the
2016 Paris shootings achieved blanket coverage on a global scale.
Consequence
EXAMPLE 1: The fact that a truck hit a utility pole is not news, unless, as a
consequence, electric power is lost throughout a city. EXAMPLE 2: The fact
that a computer virus found its way into a computer system might not be
news until it shuts down a telephone system, or endangers lives by shutting
down crucial medical equipment at a hospital.
Possible Future Impact
An event, which at first sight has no newsworthiness, can become major news in
case there is a story behind.
EXAMPLE: A normal burglary of an office in the Watergate Hotel in

Washington, DC (USA) was hardly news until two reporters saw the impli-
cations and the possible future impact. Eventually, the story behind this
seemingly common burglary brought down a US President (Nixon).
Exceptional Quality
Exceptional quality refers to how uncommon an event is.
EXAMPLE: A man getting a job as a music conductor is not news, unless

that man is blind.
Pathos
People like to hear about stories that commonly elicit emotions such as feelings of
pity and sympathy. These stories are commonly called “tear jerkers”.
EXAMPLE: News about a child who is all-alone after his parents were killed
in a tragic car accident.
Extremes or Superlatives
Journalists love extremes or superlatives: The first, the last, the best, the worst, the
biggest, the smallest, breakthrough. If there is a possibility to refer to an extreme or
superlative in the company’s press release, this opportunity should be used. It will
usually make the story more newsworthy.
In some areas, however the overuse of superlative terms in press releases and
headlines such as “breakthrough,” “game changer,” “miracle,” “ground breaking,”
and “marvel” can be widespread and may create unrealistic hypes. This is partic-
ularly true in the case of the health industry. In sensitive areas such as health care,
Corporate Communication professionals (the authors of press releases) and jour-
nalists (the editors of press releases) should both be careful when employing
superlatives and be sensitive when communicating. Most superlatives’ used in press
releases come from the author of the release. This is dangerous, as journalists may
not have the expertise needed to back up superlative phrases used in the original
release.
Hypocrisy
There are few stories as interesting to journalists as prominent people betraying

their own publicly stated positions. These stories are almost guaranteed to remain in
the headlines for a long time.
EXAMPLE: A leading member of the German Green (Environmentalist)

party is actively involved in the drafting of tougher anti-drug rules.
Accidentally, he got caught by the police when buying a party drug from a
street dealer to attend a gay sex party.
David Versus Goliath
In many stories, there is a “big guy” and a “little guy.” Since the media often view
their role as being the protector of the exploited, the little guy usually receives more
sympathetic media coverage.
REMEMBER: Even if the company’s message is newsworthy under the

above principles, the journalist may still drop story because there is compe-
tition. If, on a particular day, there are a lot of newsworthy stories then the
journalist has to make a selection and the company’s story may be dropped.
When the company’s story is time-sensitive it may be dropped permanently.
Otherwise there is a chance that it may just be delayed until a new slot
becomes available for the journalist to publish it, of course only if it still
“news”.
Writing a Press Release
Company Identification
The press release should show on top the date and city from which the press release
originates. The city may be omitted if it will be confusing.
EXAMPLE: The release is written in A-City about events, which took place
in the company’s B-City location. In this case, the mentioning of the city in
which the press release was written could be confusing.
The company name should be included in the headline, any subhead, and in the
body of the first paragraph for better visibility via search engines and for news
professionals and other readers. If the press release is mailed on a hard copy, it may
be put on official company letterhead.
Recipient’s Perspective (Read Sect. 2.1.2.2)

The press release must be applicable to the target audience. The test question for the
Corporate Communication professional is, why the recipients of his message should
care about what he has to say.
To be effective, a press release must be written from the perspective of readers in
the target audiences. It is important that the information value for the target audi-
ence is noted.
EXAMPLE: A local journalist needs a local reference. For an industry trade

magazine, this aspect is less relevant.
The most frequent reason why press releases end up in the journalist’s trash, is
low information value, lack of importance for the target audience and an annoying
advertising character. Not always it will be easy to avoid this perception (of hidden
advertising) because eventually the company want to sell something. But there are
various ways one can package the message in a way not to create that impression.
Efficiency
REMEMBER: Most journalists are very busy. They do not have time to do
much research. When a journalist looks at a press release, he is thinking, from
the first second, about how long it is going to take him to get it to print.
When writing a press release, the Corporate Communication practitioner has to

be aware, that his press release is competing for the journalist’s attention with many
others, which the journalist has received in his inbox. Therefore, the release got to
be professional. Otherwise it will for sure be ignored.
The term “professional” in this context means that the press release must be as
close to “ready for press” as possible.
If the release is lacking real content, filled with fluffy advertising, does not
include real news (newsworthiness), is difficult to understand or just needs to be
rewritten to be understood, is full of grammatical and factual errors, misspellings
and typos, uses company or specialist’s jargon, a journalist will probably not waste
his time in doing the Corporate Communicator’s homework.
It needs to be understood that what the Corporate Communication professional
writes in his press release will be what a journalist uses in his write-up.
Press releases that simply state “Press Release” as the subject will probably not
be opened as there are too many other messages fighting for the journalist’s
attention. Many press releases stream into a media outlet every day. Most of them
end up in the trash because a journalist simply does not have time to read through
the whole press release to grasp the writer’s point. From this follows that press
releases have to grab the journalist’s attention from the headline. The headline
should make clear that the news released fits in with his reporting.
EXAMPLE: Two sports companies are partnering to offer sport stadiums and
sport teams technology that allows them to beam messages to mobile phones
based on geo-locating fans when they are in or near the stadium. For instance,
a fan can be welcomed as he enters the stadium or delivered a coupon as he
walks past the team store. ALTERNATIVE 1: “Company ABC and
Company XYZ partner for enhanced in-venue experience”. The first issue is
that the journalist who receives this press release in Outlook would only see
the first few words and most probably not open the release. The second issue
is that he sees the name of Company ABC but does not really care about this
company and move to the next email. ALTERNATIVE 2: If the press release
would have used the new technology and how it might improve attendance or
in-stadium experience as a hook (for instance “Teams greet fans through
mobile” or “Further integrating mobile with sports”, instead of putting the
company names on the top, the journalist’s interest would probably have been
triggered.
Another effective hook would be a reference to the journalist’s past work, such
as,
• Following-up to your piece on…;
• Your recent piece about…
A journalist addressed like this will be much more inclined to continue reading
the release.
One of the worst ways to begin a SMPR or a traditional press release is to say
“ABC President Mark Marker today announced …” Obviously, if a press release is
sent out, someone has announced something. The attribution is of less importance.
The news story must come first.
Grabbing Readers’ Attention

A well-crafted press release will normally engage the reader quickly so he is
immediately interested. A way of doing this is to use
• A startling statistic;
• An intriguing story;
• An exciting photo;
• A special hook;
• Any other special selling point, which will tell the reader how he will benefit
and what he can gain.
Maintaining Reader’s Interest

Readers can easily disregard anything in writing. So it is essential that writers know
how to not only grab the reader’s attention, but how to maintain their interest.
A Corporate Communication professional knows to keep the reader invested in
what they are reading, for instance by providing examples that make any requests
sound reasonable, appeal to reader emotions or emphasize indirect benefits the
reader may receive such as feeling good about himself.
The Corporate Communication professional must be prepared for readers who
are reluctant and unwilling to ask questions. Such a reaction should be anticipated
by presenting counter-arguments to whatever objections a reader might rise and, as
always, benefits and focus on the positive should be stressed.
Social Engagement
Just writing and sending out press releases may not be enough to attract the desired
attention. (More) attention from media, bloggers, columnist, etc. may be attracted
by an active and intelligent social engagement of the company. This can make a big
difference (read Sect. 1.4.2.3 and Chap. 9).
Incorporating social influencer outreach and engagement has become an

essential part of any Corporate Communication strategy (read Sect. 2.5.1.1).
Utilizing tools, such as those offered by the global provider of PR software and
services CISION (www.cision.com) can help power social media influencer iden-
tification and engagement.
In fact, social media platforms have given rise to a whole new generation of
“new age” journalists and information watchers, with many followers behind them.
Today one can hardly do a great Corporate Communications job anymore without
using Twitter, Facebook, Google+, LinkedIn or Pinterest.
EXAMPLE FOR THE EFFECTIVENESS OF SOCIAL NETWORKS: CBS:

“But are you going to be tweeting and whatever you’re upset about just put
out there when you’re president?” Trump: “So it’s a modern form of com-
munication, between Facebook and Twitter and I guess Instagram. I have 28
million people”. CBS: “So you are going to keep it up”? Trump: “It’s a great
form of communication. Now, do I say I’ll give it up entirely and throw out?
It is a tremendous form of communication. … I think I picked up yesterday
100,000 people. I’m not saying I love it, but it does get the word out. When
you give me a bad story or when you give me an inaccurate story …. I have a
method of fighting back…” CBS: “But you’re going to do that as President?”
Trump: “I’m going to do very restrained, if I use it at all …. I find it
tremendous. It’s a modern form of communication. There should be nothing
you should be ashamed of. It’s where it’s at. I do believe this, I really believe
that: The fact that I have such power in terms of numbers with Facebook,
Twitter, Instagram, et cetera, I think it helped me win all of these races where
they’re spending much more money than I spent. …. And I won. I think that
social media has more power than the money they (the Clinton campaign)
spent, and I think maybe to a certain extent, I proved that”.
Language and Jargon Management
When a communication professional distributes press releases, or sends out blog

posts or content aimed at audiences he wants people to actually read and grasp the
information. That will not happen if the readers have to struggle to understand the
message. This is particularly sensitive, as over the last ten years, the reading
behaviour has changed. With an increasing amount of time spent screening (not
necessarily reading) electronic documents, a new screen-focussed reading beha-
viour has emerged:
• First, a decreasing sustained attention is noted;

• Second, new reading behaviour is characterized by more time spent on browsing
and scanning, one-time reading, non-linear reading, reading more selectively,
and keyword spotting. Less time is spent on in-depth and concentrated reading.
This makes it important for the communication professional to make his com-
munications attractive for (quick) reading, in particular for screen readers.
Attractive meaning eye- and mind catching key words, focused content, short
sentences and nothing which could demotivate the quick reader to “turn the page”.
Simple
No journalist or other reader wants to read a long, meandering press release. Press
releases have to be simple, concise and lean, including only the most important
information. The press release body copy should be compact. Very long sentences,
paragraphs, repetition and overuse of fancy language must be avoided. Especially
company/industry jargon or specialized technical terms must not be used. If
accuracy requires the use of an industry-specific term, it needs to be translated in
layman language or defined.
When bullet points to highlight key information are used in the press release, it
will be easier to quickly scan through for a “speed reader”.
Long Sentences
Sentences should be kept short. After its completion, a text should be read loud.
Very frequently one will find that the sentences are too long and too complicated to
understand and that they need trimming.
A communicator is well advised when he will imagine his audience as a regular
person and ask himself the question, how he would explain a new software plat-
form, for instance, to his old mother.
There is always an option to explain even a more complex concept in a short and
simple way. The message just needs translation and must be distilled from a
complex into a simpler text.
Positive
Press releases should be as upbeat and positive as possible. Positive messages are
normally the easiest to write. Phrases like “following the resignation of the previous
chairman” or “after a period of inactivity” should be avoided.
A journalist could decide to investigate those matters instead of reporting what is
in the press release and, even if the circumstances were completely innocuous, for
instance if the chairman had resigned due to ill health, the resulting copy might not
be to your liking.
No Negative Words
Words have to be carefully chosen to avoid losing the reader’s attention and
receptivity. Negative words only add to overall negativity of the message, so
positive language should be used that focuses on reader benefits. Words to avoid
include “cannot”, “regret”, “reject”, “fail”, “mistake”, “impossible”, and the like.
No Emotional or Insulting Words

Words with no business value must be avoided. Words such as tremendous,
delighted, thrilled, pleased, and so on are examples of words that explain an
emotional state. It is more than likely that they are irrelevant to the message to be
shared.
Also avoided must be words, which can be perceived by the recipient of the
message as insulting.
EXAMPLE: If a company management decides to attack a government policy

or decision because its consequences will have a negative impact on the
company’s business, it is wise not to state that the government made a
“wrong” decision. This is too blunt and will most likely provoke a counter
statement, which again may result in an undesirable public debate. A more
diplomatic way of expressing the same is to state that the government’s
decision is “erroneous”, combining this statement with the offer for more
information and clarification.
Ethical Language
Pretentious, exaggerated, defamatory, hypocrite, dishonest or misleading language
should be avoided under any circumstances as their use will very likely backfire on
the company.
Rational Versus Emotional

The question should be asked, whether a company’s key message should restrict
itself to a pure rational content, or should a more emotional (positive or negative)
appeal be selected. This issue should be considered from a recipient perspective’s
standpoint. In the end an approach should be taken, which, most likely, will be the
most successful in bringing a company message across to the key target audiences.
This may ultimately be a mixture between a rational and an emotional approach.
Humour
It also needs to be decided on whether the use of humour in Corporate
Communication will make a difference, for instance by letting the spokesperson be
perceived as more persuasive. This depends from the culture and the specific cir-
cumstances, in particular, on whether humour is relevant to the issue, appropriate
for the audience, enhances the message and will help meeting the communication
objectives.
A sense of humour can get a communicator out of a sticky situation with the
media and other external and internal audiences. Humour is also a way of standing
out amongst the crowd.
In some situations, humour is not just a nice thing to have in Corporate
Communication, but it becomes essential.
EXAMPLE: The Corporate Communication manager of a major automobile

manufacturer gave one of his bi-annual early morning presentation to a
Financial Times Conference in London. When he watched his audiences
during the presentation, he noticed that he had lost contact with many people
in the audience. He blamed the early morning hour for this lack of attention.
After his presentation, one participant talked to him and stated frankly, that
his presentation had been quite tiring. He suggested bringing in some
English-style humour, which would help to change the atmosphere. The
Corporate Communication manager followed this advice and, at the next
occasion, when he made a similar presentation, he pepped up his presentation
by some humour. The result was surprising. The whole audience was fol-
lowing him throughout his presentation and, at the end he got more than just a
polite applause.
The Corporate Communication manager in above example realised that

Corporate Communication is about relationships and that he had to make efforts
win people in his audience over and make them more interested in following his
deliberations. He also realised that one of the best ways to do this is through
humour.
But it needs to be remembered that using humour is not a goal in itself or an
attempt to be more entertaining. On the contrary, the use of humour is a tactical tool
to strengthen the communicator’s message and it must always be relevant.
Otherwise the connection, with the audience will be lost. This requires that the
theme and the content have to be chosen in a way that it resonates with the
audience.
EXAMPLE: The Corporate Communication manager of a company wants to

make a lasting impression on journalists, win over prospective new investors
(investor communication), get the attention of a sceptical audience at a
seminar or convention, or explain organisational changes to an internal
audience (employee communication). If he is able to make his audience
laugh, people will not only remember him, but develop some sympathy,
which may help to boost his credibility.
Of course this does not mean that everything produced by Corporate

Communication should turn into stand-up comedies instead of professional
Corporate Communication pitches. In a professional or competitive pitch process,
the presentations by Corporate Communication should be kept as professional as
possible. A Corporate Communication professional must have the sensitivity to
read people and situations and inject the humour only when it is appropriate and
will directly or indirectly, optimise the impact of his key message.
QUOTE by a PR Consulting firm’s CEO: “If the key to good comedy is

timing, I’d add the key to good business humour is tone”.
Another important point to consider when using humour in Corporate

Communication is steer away sensitive subjects where humour can easily become
offensive. A subject can be perceived as sensitive, when one should never make fun
of it. This includes topics like race, disability and abuse.
EXAMPLE: IHOP, the International House of Pancakes, an American

multinational pancake house/fast casual family restaurant chain was using the
wrong kind of humour in a tweet. The company posted a picture of a stack of
pancakes with the title, “flat but has a GREAT personality.” IHOP, whose
customers include families, posted this during the Breast Cancer Awareness
month. Many social media users showed their disapproval of IHOP’s tweet,
claiming it was sexist and disappointing. The company was forced to quickly
remove the tweet and had to apologize in public. This is always good protocol
if, despite good intentions, you put out humorous but offensive content.
Something similar than for humour applies to the sex, guilt and fear appeal.
Jargon and Slang

Legal, foreign, medical, and technical (industry) jargon and commonly used slang
words must be avoided under all circumstances. Jargon should be used only
between people thoroughly familiar with the jargon.
Jargon is technical language and terminology or the characteristic idiom of a
special activity or group. Jargon is used among experts of the same sector (e.g.
lawyers, doctors, chemists), amongst scientists (e.g. at universities, laboratories), or
just within individual companies (company jargon). It is used exclusively within
more or less closed groups and is hard or even not to understand for people outside
these groups.
To communicate in jargon can cause misunderstanding or alienation. People
complain about jargon because Corporate Communicators often fail to realize that
terms they know well may be difficult or meaningless to their audience. Therefore a
Corporate Communicator must want his messages to connect in ways that are easy
to understand and should avoid jargon at all costs.
In case jargon cannot be avoided for technical or other reasons it should be the
job of the Corporate Communication expert to translate this special language or
terminology into easy to understand simple language to make sure that everybody
will understand what is said or written. If it is still difficult to come up with a good
explanation in lay terms, one should refer to a good dictionary or reputable online
sources to explain the concept.
The Jargon words and phrases are vital to some professions because they are a
streamlined way of referring to various (often complex) concepts (for instance in
physical science). Indeed, a great part of one’s education in a profession such as
physical science consists precisely in learning the specific jargon of that profession.
However, if one chooses to use jargon, then one has to be sure that the target
audience is comfortable with it. But even then it must be used properly and
intelligently as one has think also about the secondary audience. In case technical
language must be used in the communication, jargon words should be defined
jargon the first time they appear, or a glossary should be provided.
Acronyms and Buzzwords

The same principles apply to acronyms and buzzwords, which normally do not
mean anything to a general audience. If they have to be used, they must be used
sparingly and they should always be defined at the first mention.
EXAMPLE FOR BAD ACRONYM LANGUAGE: “An RFP was issued by

DOE; ORNL responded for the ORR.”
A buzzword is an important-sounding word or phrase connected with a spe-

cialized field or group that is used primarily to impress laypersons:
EXAMPLE 1: ‘Sensitivity’ is a frequently used buzzword in the beauty

industry. EXAMPLE 2: Even more notorious is the buzzword “sustainable”
which seems to be at the heart of all debates about measures to protect our
nature (the buzzword used here is “environment”). Ecological activists,
corporate heads, chief of states, heads of governments, and even bankers have
in common that they are all talking in terms of “sustainable development”.
With such diverse powers talking with one voice, one has to wonder if the phrase
has any meaning. The term “sustainable development” is so amorphous that it
almost defies definition. Most definitions one can read are either oxymoron or so
vague (for instance: “leaving something for future generations”) that the question
must be asked who can be (at least openly) opposed to that and who will argue in
favour of “unsustainable development”? But if there is no opposition, of what use is
the term? Still the popularity of the term and its use are increasing. At present it is
used inflationary to let a product or behaviour look good and socially acceptable.
A sound and honest Corporate Communication policy will refrain from using
such buzzwords as they may generate erroneous perceptions. There is a risk that
these will backfire one day, for example when the company gets into the limelight
and close scrutiny by the media even if the reason for the sudden media attention
has nothing to do with environmental issues.
Translating Expert into Layman Language

A Corporate Communication expert who works in a highly specialized company,
may get into conflict with his expert colleagues and/or his boss because he will use
another language in his communication with a layman public than they would do
who are used to their expert language.
His professional job is to translate their expert language into a simple and easy to
understand layman language which a journalist and the public can understand.
Short, he has to express their message, but in other, simpler, and easy to understand
words.
It is likely that the experts may challenge the Corporate Communication person
and may even refuse to endorse his text. In this case, the appropriate way forward
for the Corporate Communication practitioner is to respond to the experts by asking
them, whether his text is wrong in terms of facts and figures and substance, or
whether they would have explained the same issue just by using different words.
• If the respond negatively and say that the draft text is factually wrong, of course
the text must be redrafted;
• However, if they say that the facts and figures are correct but that they would
have used a totally different (more complicated) expert language, the Corporate
Communication practitioner needs to convince the experts, that as long as the
facts and figures are correct, the text does not need to be changed. On the
contrary, he has to demonstrate that his translation of the experts’ expert into
layman language will help laymen (journalists, government officials, members
of the public) to understand the company’s message. Reference should also be
made to the concept of the “recipient perspective”.
EXAMPLE: Explanation of the manufacture of a commodity petrochemical

product to not specialized journalists: VERSION 1: THE TEXT EXPERTS
AND THE BOSS WILL LIKE AND APPROVE: “Polyethylene is the most
common plastic. Its primary use is in packaging (plastic bags, plastic films,
and containers including bottles. Ethylene is usually produced from petro-
chemical sources. The manufacture of polyethylene involves the manufacture
of the monomer methylene, a gaseous hydrocarbon with the formula C2H4,
which can be viewed as a pair of methylene groups connected to each other.
Typical specifications are < 5 ppm for water, oxygen, and other alkenes.
Acceptable contaminants include N2, ethane (common precursor to ethylene),
and methane. Ethylene is a rather stable molecule that polymerizes only upon
contact with catalysts. The conversion is highly exothermic. Coordination
polymerization is the most pervasive technology, which means that metal
chlorides or metal oxides are used. The most common catalysts consist of
titanium (III) chloride, the so-called Ziegler-Natta catalysts. Another common
catalyst is the Phillips catalyst, prepared by depositing chromium (VI) oxide
on silica. Polyethylene can be produced through radical polymerization, but
this route has only limited utility and typically requires high-pressure appa-
ratus”. VERSION 2: THE TEXT THE EXPERTS AND THE BOSS WILL
PROBABLY NOT EASILY APPROVE ALTHOUGH IT IS
TECHNICALLY CORRECT: “Polyethylene is the most common plastic.
Most of the materials that are called plastic are polymers. As plastic material
can change its shape, many different things can be made of it. Its primary use
is in packaging, including plastic bags, plastic films, and containers including
bottles. There are many types of plastic. Most plastics do not occur in nature
but are man-made. The raw material is oil and natural gas processed in an oil
refinery. The manufacture of polyethylene is usually quite complicated and
involves a range of different manufacturing processes in a specialized
petrochemical plant. Initially, the raw material for polyethylene production
starts off as a powder, or as pellets or flakes, to which various other materials
are added to arrive at the plastic end product”.
The Corporate Communication professional must not be afraid of internal crit-

icism by his in-house specialists, his superior, the lawyers or other members of the
management. He is the expert in Corporate Communication and his professional
advice has to sustain.
EXAMPLE: The sentence “coleoptra hydrophilidae reproduce most prolifi-

cally in densely byrophic environments” can be easily translated into “water
beetles reproduce most abundantly in thick moss.” This translation conveys
the same information as the original, but it can now be understood by a lay
audience.
The test question shall always be whether it can be easily explained it to your
mother, grandmother, or the kids. Sometimes it will be helpful to explain jargon by
using examples.
EXAMPLE: The classic example is a measurement of micro-meters or

nano-meters compared to the thickness of human hair. That gives readers a
mental image of the scale one wants to convey.
Here are some sentences from press releases, which were re-phrased according
to the principles, above, i.e. jargon-free, using simplified language and without
changing the content:
ORIGINAL 1: “The ABC company website is now fully operational with the
ecommerce functionality all set up.” CORRECTED: The company has
launched its website. ORIGINAL 2: “We are continuing our efforts that we
began last fiscal year to pursue patent infringers in an effort to monetize the
value of our extensive patent portfolio.” CORRECTED: “To protect our
patents stock and the related income, we are pursuing all violators”.
ORIGINAL 3: “In the second quarter we paced our promotional activities to
avoid the vacation season promotion clutters in the market.” REWRITTEN:
“We ran vacation promotions earlier than normal to increase their effective-
ness”. ORIGINAL 4: “The new company and its management team has
invested a substantial amount of their time and effort in laying the ground-
work for the company’s unique value proposition to its potential customer
base while setting the stage for developing its brand of products.”
CORRECTED: “The new company is developing its marketing plan”.
ORIGINAL 5: “We believe the confusion associated with our warrant
accounting has caused some potential investors to eschew the company due to
the complexity of our earnings calculations.” CORRECTED: “Investors want
simpler accounting for our warrants”. ORIGINAL 6: “The company’s
customer-centric business model provides a strong value proposition to
consumers.” CORRECTED: “Customers like the company’s prices and ser-
vice”. ORIGINAL 7: “We are cognizant that we must address our debt sit-
uation and our pending line of credit maturity but we ultimately believe
striving to improve our core business is a fundamental component of a
solution for all parties in this regard.” CORRECTED 8: “We will cut the
company’s debt as we build business”. ORIGINAL 9: “Questions may be
posed to management by participants on the call and in response the company
may disclose additional material information.” CORRECTED: “Executives
will answer questions during the call”.
Other Words to Avoid

Press releases’ headlines should be short and catchy: Usually five to seven words
are enough as each word counts. Active verbs should be used, staying away from
“is” and “are.” No space should be wasted on passive verbs like “shows” or
“demonstrates”. Also boring verbs like “are” or “is” should be avoided as well as
fancy adjectives and adverbs and words like “the,” “an,” and “that”.
Negative Messages
Negative messages are difficult to write because they normally deliver bad news. In
such a case, the audience is usually being told exactly what it does not want to hear.
There are a number of techniques that help soften the blow of bad news:
Provision of Reasons
When people are receiving bad news, they want to know why. By providing logical,
clear reasons for the negative news, readers are more likely to be understanding of
the situation.
Cushion Bad News

Buffers are the first tool, writers of press releases use, to soften the negative blow of
the message. One of the tools is to present best news first or signalling solidarity
and understanding. The bad news will be placed strategically after the buffer and
before a positive closing in an attempt to lessen the impact.
If the bad news is sandwiched between two positives, the reader is less likely to
dwell on the negative. But one should be careful that the suggested cushioning must
not get perceived as cynical. It requires some tact and sensitivity to find the right
structure and mix.
Pleasant Close
The closing serves as the press release writer’s last chance to leave the reader with a
positive thought. It is appropriate to promote goodwill by looking ahead toward a
brighter future, to offer an alternative option, if one exists. But again, one must
avoid becoming perceived as cynical.
Persuasive Writing
Persuasion is a challenging task. Whether press release writers are aiming to per-
suade journalists, customers, potential donors, or those working within the same
corporation, they will want to focus their attention on the main elements.
Quotes
What many people do not realize is that quotes can be great tools for spicing up
your story. They can add new layers to your story, so use them wisely. A quote
allows a busy journalist to prepare a complete article without doing a follow-up
interview.
Quotes should ideally come from key stakeholders in your company including
your executive team, project leads, or those directly impacted by your announce-
ment and involved in the subject matter of the release.
The chosen quote should shape your narrative and emphasize the core of the
announcement. Quoting key figures and authorities underlines the importance of
your development.
Call-to-Action* (CTA) (Read Sects. 3.2.4.1 and 3.3.1.4)
*EXPLANATION: A “call-to-action” is information on what the author of

the message wants the public/the readers to do with the information that he is
releasing. EXAMPLE 1: If one wants the readers to buy a product, infor-
mation on where the product is available should be included. EXAMPLE 2:
In case readers are wanted to visit the company’s website, to enter a contest or
learn more about the organisation, the website address or a phone number
should be included.
A “call to action” button (CTA) should be included in the release, if appropriate.

The same applies for company websites and blogs.
Techniques
Timing
The timing of the press release is very important. It must be relevant and recent
news, not too old and not too distant. Sensitivity should be demonstrated about the
socio-political environment, current news and other factors, which could risk the
press release’s effectiveness.
Common Sense
Common sense should be applied when a date is selected.
EXAMPLE: Probably one of the absolute worst days for sending out a press
release is the 1st of April, April Fool’s Day. Even if your message is com-
pletely sincere, publishing or launching anything on the 1st of April is
probably not to be perceived as credible or the sincerity of your message is
put into question.
Days
Content is only half the equation in all forms of communications. The other half of
the equation is distribution: Who will see your content. If the goal of a press release
is to get noticed by media sources, it logically follows that the absolute worst time
to publish a press release is when everyone else is publishing a press release.
A survey in the USA has shown that typically there are certain days and times at
which the media are getting swamped with press releases. According to the survey,
Mondays are popular, but Tuesdays even more so. Fridays are the least busy day
during the working week, and almost nothing comes over the wire on the weekends.
It needs to be checked whether this is similar in other environments, in particular
countries with excessively many public holidays and resulting “long weekends”.
Daytime
When one wants to get in front of the news cycle for the day, on the surface it looks
like that publishing in the early morning hours will be effective. However, the
problem is, that everyone publishes in the mornings. A journalist, who is looking
for something interesting, has a remote chance to quickly find the most interesting
in such a lot of traffic. It should therefore be checked whether the sending of a press
release on a weekend or at a very off-hour might get more notice.
Formatting
Layout
Keep it short and to the point. If you are sending a hard copy, the text should be
double-spaced.
• Giant type and multiple colours do not enhance your news, they distract from it.
• Put the release in the body of the email, not as an attachment.
• If you must use an attachment, make it a plain text or Rich Text Format file.
• Do not type a release distributed electronically on letterhead. It is a waste of
your time and the editor’s. Just type the release straight into the email message.
Word Versus Pdf

Word documents are acceptable at most outlets, but if you are using the newest
version (.docx), save down a version (.doc). Newspapers especially, are on tight
budgets now, and many have not upgraded. Use PDF files only if you are sending a
full media kit with lots of graphics. In general, it is recommended to use Word
documents. PDF documents create all sorts of problems. In case your reason to use
PDF are images/graphs, please consider that your press release can be uploaded on
the news section on your organisation’s website and images are normally either
available on the website, or can be attached in low resolution to the email. One can
include the link to the press release, as well as Twitter info on #howtofollow.
WORD VERSUS PDF: To make it easier for the journalists, it is recom-

mended to use word documents and not PDFs. PDFs create all sorts of
problems. Using Word and the DOC format, it is easy to edit large areas of
text, change the flow between pages, and change font sizes and styles, among
other things. With a PDF file one has very limited editing options. When it
comes to editing documents, Word is a much more powerful and pliant
format than PDF. In addition, images in a Word document are easy to extract
and reuse. This cannot be done with a PDF, because its images are embedded.
Font and Font Size

A bold headline also typically uses a larger font size than the body copy.
Conventional press release headlines use the present tense and exclude “a” and
“the”, as well as forms of the verb “to be” in certain contexts.
The first word should be capitalized, and also all other proper nouns. One should
not capitalize every word. Most headline words appear in lower-case letters,
although using a stylized “small caps” font style can create a more graphically
news-attractive look and feel.
Attachments
Photos or Graphs
Include visual aids whenever possible in your press releases. Things like,
info-graphics, videos, and have professional photos can make your press releases
more eye-catching and more engaging. It is all about dressing up your press release
to make it as appealing as possible.
BEWARE: Many journalists will NOT open attachments to emails because of

the risk of importing a virus into the computer system.
Media File Attachments

Media files should normally not be sent over e-mail. Large files will clog an inbox
and may end up in the junk mail folder.
Additional Background Information

The additional information provided should always be valuable. The reader should
be informed where he can learn more.
Additional details should be offered that strengthen the narrative. For instance,
noteworthy ways in which the company has developed the product in question or
comments on future implications of the message included.
It should be made easy for a journalist to grasp what the company does. A few
sentences that summarize the company’s business or a brief history of its growth
can serve the journalist as an easy reference.
It should always be remembered to include a link to the company’s homepage so
readers are not forced to go hunting for more information.
Distribution of Press Releases
In today’s saturated surplus environment, whatever can be done needs to be done to

get the company news noticed by the selected journalist(s)/public. Today, with
multiple options available, the distribution of press releases has to be expanded to
use the full potential of all options. Dependent from the character of the news, and
in addition to the traditional recipients of important company news, social networks
need to be considered.
Selection of Media
After the press release is drafted and the end-control has been done, the press
release has to submitted the to the right media.
Selective Versus Blanket Distribution

As said, and contrary to the assertion of some critics, press releases are not a dead or
obsolete communication tool. But, their effective use is very different than it used to
be. In fact today, selective rather than blanket distribution has become the norm.
Past Blanket Distribution

In the past, some Corporate Communication professionals operated like news
release factories. They produced as many press releases as possible and distributed
all of them to all possible media, even to the extent sending copies to several
reporters who worked for the same medium. For many it was just a matter of
playing the percentages and thinking that the more they sent out, the more likely
they were to have at least some of them used. Others justified blanket distribution as
a matter of fairness, saying they did not want to appear to be playing favourites by
sending press releases to some media but not to others.
Current Selective Distribution

But in the meantime the use of press releases has matured. Corporate
Communication professionals began thinking in terms of tailoring their releases to
fit specific media.
• For some, this meant paring down their distribution lists to selectively targeted
media and distributing fewer copies of each release;
• For others it meant preparing and distributing multiple, slightly different copies
of each press release that could be selectively mailed to different media without
reducing the total number of media to whom they sent press releases.
At its most basic level, the latter approach meant preparing several localized
versions of a release instead of a single version meant for nation-wide distribution.
It also meant preparing a print media version of the press release using
• AP style guidelines (http://www.apstylebook.com/); and
• A separate broadcast version using RTNDA style guidelines. This might also
include sound bites and/or a B-roll video* (http://www.rtdna.org/content/
coverage_guidelines).
Optimal Distribution
The best way to ensure an optimal distribution of a press release is to capitalize on
existing relationships. If the journalists know that their corporate counterpart have
spent some time to research their interests, or if they have received true newsworthy
stories from him in the past, they will be much more likely to pay attention to his
activities in the future.
Pragmatic Relationships
Corporate Communication practitioners’ relationships with the media need to be

based on and reflect the needs and the orientation of their organisations.
Neither the practitioners’ personal likes and dislikes, nor their notions of jour-
nalistic excellence are relevant. The best media by journalistic standards, or even
the most popular media, are not necessarily the best media for all Corporate
Communication purposes or for all organisations’ messages.
Frequently communication initiatives are concentrated exclusively on the major
media (for example national newspapers or TV-channels) or a company’s attention
becomes too focused on just the business media which may reach executives, to the
exclusion of the media that reach the company’s key target groups, for example its
customers.
Mutually Beneficial
Media relations should be a mutually beneficial, two-way street relationship.
Whether they willingly admit it or not, in general, Corporate Communications
people and journalists are mutually dependent on one another. Corporate
Communication practitioners need journalists as conduits for getting messages to
various publics. Journalists need Corporate Communication people as sources for

story ideas, leads to competent spokespersons, and specific information about
stories in the pipeline. Thus, both can benefit from a positive working relationship.
Media Profiling
In the past, it was relatively easy to match a relevant media outlet to each audience.
The media environment was characterised by national newspapers, a strong tradi-
tion of regional and local newspapers, a vast range of magazines, often with a
relatively stable readership, local and national radio stations and TV channels.
The rapid growth of electronic information systems and non-terrestrial TV sta-
tions have resulted in the decline of this pattern and changed that environment
forever.
Today, it has become much easier to take each target audience and work out
which media outlets are likely to influence them most. This is due to more
sophisticated marketing systems used to draw up audience profiles.
The economics of the media also mean that many outlets, especially newspapers
and magazines, have cut back on permanently employed journalists. In turn, this
means that many outlets, especially consumer, lifestyle and leisure magazines and
newspaper supplements, rely more heavily on Corporate Communication inputs
and public relations-inspired materials.
Focus on Usefulness
Not all media are ideal media for all purposes or for all organisations. They should
be selected and relationships cultivated on the basis of their usefulness, not any
other, less relevant criteria such as reputation, journalistic excellence, state of the art
technology, total circulation, and particularly not because they happen to be more
responsive to Corporate Communication initiatives. Therefore, media relations need
to be carefully focused. Therefore, the key to effective media distribution is
• To remember the company’s ultimate target audiences; and
• To select those media, which provide the most effective ways of reaching
specifically them.
EXAMPLE 1: A social service agency that tries to use national newspaper

stories to reach (illiterate) welfare clients is wasting its time and money. An
alternative media medium has to be selected to reach a much higher per-
centage of the desired audience. This could include spot ads on carefully
selected (local) radio stations or the use of relevant multipliers active in that
specific environment. EXAMPLE 2: Television may be a poor choice of
medium for an art museum to use in appealing to deep pocket art lovers for
their financial contributions. Despite its large audience and high penetration
of the population, a carefully targeted direct mail campaign, personal phone

calls, or visits would probably be much more appropriate and effective.
Media Lists
In case the company has no media list of relevant media sources and their contact
information, the Corporate Communication practitioner has to develop one.
This can be done in an EXCEL spread sheet or any e-mail program in which the
practitioner keeps his contacts/distribution lists.
An up-to-date media list will allow the Corporate Communication practitioner to
identify his media targets more precisely as it should split the relevant media outlets
into different categories. Therefore, his relevant contacts should be separated into
categories/groups, so that only those press releases are sent which are really rele-
vant to each category/group.
EXAMPLE: A story about a local event should not be sent to a journalist who
is active at national level. In case a Corporate Communication practitioner
will do this, he will quickly be put on the journalist’s “spam” list and this will
kill any chance of him paying attention to future releases.
Vertical and Horizontal Media

The first general distinction will be between VERTICAL media (those, which are
based around specific interest areas, such as a sport, leisure or specific business
sectors) and HORIZONTAL media (which are broader and more general and which
may cover local, national or international news, or a range of topics aimed at a
broad demographic).
EXAMPLE: Vertical and horizontal media: Newspapers, magazines, televi-

sion, radio, online. GEOGRAPHICAL: International, national, regional/local.
CONTENT FOCUS: Lifestyle/consumer, trade/sector-specific, business,
specialist. ONLINE: Digital channels, websites, blogs, social media/
networks.
From such a categorized media list the Corporate Communication professional

will select suitable media outlets, which are likely to reach his company’s specif-
ically selected target audiences effectively.
CAUTION: Many CEOs prefer to get coverage by the most prestigious or

well-known media, or the business sections of the main broadsheet news-
papers. They may also favour renowned (business) magazines. A Corporate
Communication professional should be critical of these more instinctive
rather than analytical preferences and think beyond the more traditional
outlets as there may be more effective media such as highly regarded spe-
cialists publications in the company’s specific sector.
Journalists’ Specialisation
In addition to such listing the Corporate Communication professional should have
well-developed and up-to-date (background) information about journalists, their
contact details and their specialisations. He also needs to know, which journalists
are in-house and which are freelance.
Freelancers are frequently highly specialised and may be more relevant of the
communication issue at stake. These journalists may have worked on stories that
show some knowledge of the company’s business and/or specific issue and, in the
past, may have impressed with their reporting on a similar issue, which make them
even more important for the company.
From this selection of journalists the Corporate Communication professional
selects those journalists who are relevant for the issue in question. Journalists can be
quite irritated when they receive material or calls from Corporate Communication
people on subjects they have never been involved in.
The media list and the background information on individual journalists are
“living documents” which means that they must be kept up to date and added to or
amended on a continuous basis.
To help decide, which media outlets to include, the Corporate Communication
professional needs to know the specific media outlet’s cup-to-date circulation/
audience figures and forecast trends. It is important for the Corporate
Communication professional to know which media outlet is gaining or losing their
audiences and whether there are new competitors around with a more attractive
offer.
In some countries there are bodies, which provide properly audited figures on
circulation figures of newspapers and magazines, measurements of TV audiences
and reports on trends, combined with other useful information.
Distribution Techniques
Journalist-oriented
The company’s press release should be sent the way that the journalist wants it to be
sent, e.g. by hard copy by mail, courier, fax, email, etc.
The two most common ways to distribute press releases are via email or fax.
Unfortunately, both methods are heavily abused by “spammers”, who send out
untargeted press releases and solicitations to journalists at a rate of hundreds per
week.
As pointed out above, it is not recommended in principle, to send out media files
over e-mail. Large files will clog a journalist’s inbox and may end up in the junk
mail folder without even being noticed.
In case email is used, the content needs to be typed or “pasted” directly into the
body of an e-mailed press release. This is recommended as many journalists delete
e-mails with attachments because (1) they take too much time to download and,
(2) even more importantly, may contain viruses.
The Classic Cc/Bcc Error
*EXPLANATION: “Bcc” stands for “Blind Carbon Copy”. Normally when

an email is sent, recipients can see who else received the email because they
can see the “To” and “cc” fields. Cc stands for carbon copy and is a term that
comes from when we used typewriters and used carbon paper to make copies
of letters to send to extra people. But when an email is sent using the “bcc”
field, the other recipients cannot see who is listed in the “bcc” field.
It can happen accidentally that someone on the Corporate Communication team

screws the mass mailing process up and pastes valuable and confidential email
addresses into the wrong field: Instead of using the “bcc*” field, the “cc” field is
used. The emails contained in the “cc” box will be seen by all recipients and those
in the “bcc” box will not.
EXAMPLE: How a simple email error revealed the identities of hundreds of

HIV patients. A UK HIV clinic sent out its newsletter to 780 people. Rather
than emailing a long list of people using the “bcc” field, they used “cc” instead.
The result was that everyone who received the email could see the email
address of everyone else who has been sent the email. As this list was asso-
ciated with an HIV clinic, everyone on the list was told that others on the list
had an association with the clinic. This could potentially mean, that the con-
fidential HIV status of an individual was being disclosed to others on the list.
When this embarrassing error became public, an inquiry has been ordered into
how the clinic managed to disclose the names and email addresses of
approximately 780 people.
Consequences of intentionally or unintentionally disclosing email

addresses:
• It constitutes an embarrassing privacy breach;

• It reduces reputation and trust;
• It diminishes the company’s and its brands’ image;
• It raises unnecessary questions;
• It makes others question the company’s/sender’s motives.
Aside from the embarrassing privacy breach, these types of email mailing errors
can also potentially assist spammers in targeting individuals with their unsolicited
messages.
Preventive Planning
“Forward” Option
These mailing errors would not happen, if, instead of using the “bcc” field, the
email would have been sent out to the main recipients only using the “To” and “cc”
fields. Then the sent email can be “forwarded” to anyone else.
Mailshot Software
Accidental mailing errors could also be avoided if a properly configured mailshot
software for sending out the emails or e-newsletters would be used.
EXAMPLE: There are numerous commercial providers of email mailshot

software packages that offer simple tools to help creating successful email
campaigns, send large mail shots and manage subscribers, for instance,
OpenEMM, which is an “Open Source” web-based enterprise application for
e-mail and marketing automation. This tool enables the sender to create and
send e-mail newsletters and e-mails. Furthermore the user can control and
organize his lead management (i.e. methodologies designed to generate new
potential business customers).
Additional Organisational Measures
• The implementation of a demonstrable set of clear policies, procedures, and

training;
• The documentation of the process for distributing the emails or newsletter;
• The implementation of a double-check procedure, under which someone checks
the email before the “send” button will be pressed.
Outsourcing Distribution
Press Release Distribution Service Provider

If the Corporate Communication manager does not have sufficient time to research,
to achieve his goal to reach out to as many people as possible, and plans for
optimised use of outlets for his press release, he can still work with an outside
service provider to help him. In some countries, press release distribution services
exist. These services submit to news channels, websites and blogs. They will in
particular,
• Review the press release;
• Include important key words for (SEO), read Sect. 3.3.1.4;
• Get the press release to the pre-selected media outlets, journalists, news wire
sites and media agencies;
• Spend the time sending it out to potential bloggers.
Of course all these services are for a fee. As mentioned, there are free press
release distribution services but they typically offer a limited exposure.
File Hosting Services

An alternative to direct sending is the use of an online distribution site (“file hosting
service”), like BOX (https://www.box.com/home) or DROPBOX (https://www.
dropbox.com). This will allow the Corporate Communication practitioner to send
his journalist contact a link to his media through a third-party service.
This makes sense when the release is accompanied by megabyte graphs, photos
and videos. It needs to be understood by the Corporate Communication professional
that a press release posted on an online distribution site is basically like putting his
release on the Internet or on public record, as any search engine can pick it up.
Some of these sites charge for use, and some are free such as PRLog, Press
Release Distribution Service (www.prlog.com).
Direct Upload
Some media may prefer that the press release is uploaded directly to their website
over a secure submission platform. This needs to be inquired before distribution.
Desktop and Web-Based Fax

Fax was popular in the past but only had a short life. It is no longer a preferred
distribution tool. But advances in fax technology have also made it easy to mail a
faxed press release to many recipients without faxing each one individually. This is
accomplished by desktop fax, a technology that enables users to send and receive
faxes from their e-mail accounts. Simply add all of the fax numbers as separate
e-mail addresses.
Web-based fax broadcasting services work similar to desktop fax but with a few
extra features. Using a Web interface, one can schedule press releases to release on
a certain day and time and even include a pre-set number of re-dials. Web-based fax
broadcasting services also allow the user to upload contact lists from spread sheets
or existing e-mail groups. Some also include reporting services to see which faxes
went through.
Sharing
If it is wanted to get a very widespread distribution of the company message and to
get really noticed by a very broad audience, Corporate Communication needs to
develop a social “sharing” strategy. This means in particular that the company’s
press releases will be spread across Twitter, Facebook, LinkedIn, etc.
Such a plan requires:
• That the press release will be crafted in a way that it will be easy to share: For
instance, that it will include social sharing buttons, uses short, “tweetable”
headlines, and includes visuals that people want to share; and
• That the press release is transformed into a SMPR, a social media press release.
Distributing Press Releases to Bloggers (Read Sects. 3.3.4.2 and 4.4.2.6)

In addition, the Corporate Communication professional can blog about its content,
ask third parties to blog about it, and do everything he can to get more sustained,
longer-term attention. This includes in particular that some paid advertisements will
be bought to promote the message.
Know Families and Niches

If the Corporate Communication manager does not know any bloggers personally it
is the time for him to become part of the blogging community and get to know
personally those bloggers, which are relevant for his company. He should focus in
particular on bloggers that cater to the kind of people he would like to notice his
message. Sending it to bloggers outside of his domain will most likely be wasted
time and effort.
Search Bloggers in Niche

The message’s subject matter can be used as a keyword. This should track down 20
to 100 relevant bloggers to create a large base for releasing the company
information.
The following are ways that one can find blogging leaders for press release
submission:
• Google can be searched with the subject matter and “blog” as keywords.
Normally one should find a couple of pages of blog listings to research and
submit to;
• In addition, an advanced Twitter search can be undertaken to find bloggers who
regularly communicate with relevant Twitter and blog communities;
• Blogging leaders can usually be found on TWELLOW;
• Localized bloggers can be found on the Twitter site, using the search or
advanced search method and a subject matter;
• For other bloggers, Technorati, Findory, StumbleUpon, Feedster and Bing sites
can be searched. Each of these places has a blog directory.
If the blogger has not listed an email address it is not worth spending time
researching his blog because it will be too difficult to send the press release.
Alternatives: ANRs and VNRs

As alternatives to conventional press releases, some Corporate Communication
professionals use for news releases:
• ANRs: Audio tapes (audio news releases for radio stations);
• VNRs: Videotapes (video news releases for television use).
ANRs and VNRs can be shipped to the media on a tape or they can be directly
transmitted electronically.
3.2.4.2 Press Conferences/News Conferences
Press conferences or News Conferences are still the most popular and most
standardized media opportunity, even in the digital age. They are a conventional
media tool in addition to press releases, interviews, and personal media contacts.
Holding a press conference is an effective way to communicate a company’s
message with the media. The objective to hold a press conference is to generate
news about the company or to provide specific messages it wants the company
wants (promotional) or needs (e.g. in a crisis situation) to communicate to a wider
public. Press conferences are only for special occasions, when the company really
wants to make an impression by providing real news. If that is the case it is an
excellent way of getting the company’s news message out to the media.
A press conference is a tool designed to generate “hard news”* that can support
and advance the messages the organization wants to convey to the public.
*DEFINITION: “Hard news” is defined as a story in the print or electronic

media, which is timely, significant, prominent, and relevant.
Therefore, a press conference should only be held when there is “real news” to
announce. Thus, this communication tool should be saved for truly significant
occasions and can therefore not be held too frequently. “Real news” are generally:
• Stories, which are of major social interest to a broader public, and perceived as
such by media representatives;
• If a prominent individual (politician, celebrity) is present;
• If there is something important to announce, preferably linked to a significant
development, for instance the presentation of an innovative technology, or when
the company has achieved a significant milestone, for instance a doubling of its
market share in a given market;
• If there is an issue related to or associated with the company that receives
immediate media attention: In this case, the press conference should take place
quickly after the fact (emergency press conference) in order to sustain attention,
correct misconceptions if any, and reinforce key messages.
Routine information and simple announcements that are not likely to provoke a
lot of questions are much more easily and effectively handled by issuing press
releases or alternative communication tools. If the Corporate Communication
manager is not confident, a press conference will attract sufficient media attention, it
may be more effective to get his company’s story across by working with a smaller
number of trusted journalists, or by offering exclusive coverage of a story with one
particular media agency or journalist.
Press conferences are about news and particularly not about management vanity.
That is the reason why some experts prefer to call them “news conferences” hoping
to make sure that Corporate Communication practitioners do not forget about its
real value. This is important as sometimes the Corporate Communication manager
can get under some pressure by his management who think calling a press con-
ference is a good way to get some extra attention for what is an otherwise
insignificant announcement.
Indeed, when the boss is pushing hard for a press conference, it can be tough for
the Corporate Communication manager to resist. But it is his job to convince his
superiors that calling unnecessary press conferences about non-newsworthy topics
is not popular with journalists and can easily become counter-productive.
Reasons for Press Conferences
Reasons why and when a press conference should be held:

• At a press conference more information can be provided than it can be put into a
press release;
• A press conference is interactive: Journalists’ questions can immediately be
answered;
• Points can be emphasised which otherwise might not have been mentioned;
• Questions will signal immediately whether the company’s message came across
or whether the journalists have problems in understanding what the point is;
• Possible weaknesses in the company’s argumentation become apparent imme-
diately. This provides an opportunity to correct directly at the press conference (in
the presence of not one but many journalists) or in subsequent communications;
• In addition, the company spokesperson can engage in “off-the-record” or private

talks with journalists after the official press conference;
• If the company received negative publicity the record can be set straight at this
occasion where many and not just one journalist are present;
• When many media representatives are attending, it makes the press conference
seem really newsworthy: A strong media presence itself adds to the importance
of the press conference;
• A successful media conference can not only generate news, but can also boost
the morale of the company’s staff: They will take pride in knowing that the
media will turn out to hear what the company has to say. Therefore, it is
recommended, that as part of internal communication, the company’s staff is
fully informed about the press conference and its subject matters.
Emergency Press Conference
There are cases when there will be no time to prepare for a press conference. This is
when there are fast breaking news or in an emergency (crisis) situation. In these
situations, the Corporate Communication manager will be forced to schedule a
press conference on short notice.
It is recommended to make some contingency planning for such a situation,
especially if the Corporate Communication professional is working for a company,
which, for whatever reason, is in the limelight already or active in a sensitive
industry.
Once the Corporate Communication professional has done his homework before
such an event might occur, he and his organisation cannot be hit by surprise. Any
Corporate Communication plan should therefore include some contingency plan-
ning for such a surprise situation.
Of course, there are some items, which cannot be anticipated, such as the pos-
sible issue matter. But there are a lot of organisational and technical items, which
can be decided upon and prepared in advance.
EXAMPLE: It cannot be decided in advance what message shall be delivered,

but it can be decided in principle, which facility/room will be used for a
possible press conference. In addition, it can be ensured that some organisa-
tional preparations are done, such as up-to-date media (journalists’) lists,
prepared general media kits, and that all technical facilities are in place (such
as overhead projection, sound and projection system, sufficient seating, pp.), in
case an emergency press conference must be held without advance warning.
Organisation of a Press Conference
A press conference has to be organised carefully. A screwed up event may result in

no or even negative media coverage. This means that the facility, spokesperson(s)
and media kits with all the necessary (background) information should be well
prepared and enough staff should be on hand to do the logistics, especially if large
numbers of journalists are expected.
Organisational Preparations
If there is enough lead-time, the Corporate Communication manager and his team
will want to start planning at least a week or two before the press conference is to
take place.
Effective Timing
The date and time of the press conference is important. Other newsworthy events
may divert the journalists’ attention. The Corporate Communication professional
who is planning a press conference should always remember, that he and his press
conference is competing with all the other news of the day.
When choosing a date and time for the press conference, the Corporate
Communication manager has to make sure that it will not directly conflict with
other press dates, media deadlines or any other events which may draw the media
attention away from your event. One way to find this out is to check with the local
media, relevant (wire) services, or external consultants who will know if the
planned press conference date conflicts with another event.
Careful timing reduces this risk, but one cannot anticipate every possible
newsworthy event that may occur. If the carefully and professionally planned press
conference collides with breaking news of, for example, a terrorist attack, it will be
a better choice for the Corporate Communication manager to postpone his press
conference to a later date, if possible.
Some additional hints for scheduling a press conference in case tight timing will
be important:
• In many countries, Tuesdays, Wednesdays and Thursdays are the best days for
press conferences, as they are considered less busy news days. This can of
course be decided differently for each country. It will be better to plan the press
conference on one of these less busy days, if at all possible;
• The best time to schedule a press conference is between 10 a.m. and 11 a.m, to
ensure maximum coverage by the media. If scheduled later, the risk will be that
the news will not hit the afternoon paper or evening news. Journalists may also
have different filing times for their stories. For example, if the press conference
is scheduled for late in the day, there may only be limited interest because it is
too late to file for either that day or early the next day.
Site Choice
It needs to be made sure a location for the press conference will be picked that is not
too far away for reporters to travel, easy to reach, and has adequate parking.
It may be an advantage if a site will be chosen that provides relationship to the
topic the press conference is going to cover.
The place should be big enough for the number of journalists invited.
Other considerations include picking a location relatively free from high levels
of background noise, for instance from plant machine noise, traffic or aircraft. The
selection of the press conference site gets even more important in an emergency
situation.
EXAMPLE: A company operating a plant involving certain hazardous

materials is experiencing a fire at its manufacturing site. It is not recom-
mended to organise a press conference close to the incident, as dramatic
pictures taken by the journalists at the site may blow up the importance of the
event or the mere sight of the fire could be interpreted by the journalists as a
much greater catastrophe than it really is.
Definition of Key Messages

The key message(s) that the company is trying to get out to the media, resp. its
target audiences must be clearly defined. The company’s objective may be
• To introduce or shed more light on a particular issue in question;
• To announce a new company technology, product or event;
• To react to a news story or to a criticism or attack on the company/industry.
Whatever the message, it should be summarized at the beginning of the press
conference in not more than five key points to the journalists.
Media Kit
A media kit is a folder of printed information to give reporters background infor-
mation about your issue or program. A media kit could also be distributed on a
memory stick and should in addition be available online. The online version should
not use a format which journalist cannot copy easily or not use without time
consuming manipulations (for instance PDF-format). The Corporate
Communication professional should remember that he wants the journalist to use
his information. Therefore, a media kit shall comprise any information that will
make it easier for the journalist to do a story. The detailed content of a media kit is
depending from what is needed for the company’s target audiences.
Media kits should not include too much information (for instance, not neces-
sarily all what is listed below), but just what is needed to achieve the Corporate
Communication objectives:
• A media kit is ideally packaged as a two-sided folder, which should carry the
company identification and the Corporate Communication manager’s direct
contact details;
• A table of contents of the items enclosed in the actual media kit accompanied by
a letter of introduction (pitch letter): The letter must be written to grab the
reader’s interest and tell him why he should care about what he will be told and
a short paragraph identifying the moderator, the company spokesperson and the
active speakers (if any);
• The press release written for the press conference. The press release should state
your company’s position on the issue, highlights of the press conference, and a
few quotes from the company speakers;
• Copies of company spokespersons’/speakers’ remarks/presentations if they were
prepared in writing;
• (Background) information on the company, and materials or background
information, which will help explaining the issue in question. This can include
the company’s history, a company profile, and profiles of senior management
and ownership;
• Product/service fact sheets, and/or company brochures;
• Third party reviews of the company’s product and service offer can support this
presentation and can be included. This will let the journalists see what others are
saying about the company;
• Relevant statistics specific to the company’s industry sector;
• Non-profit, community-service involvement, recent awards and sponsorships;
• Illustrating photos and graphs; audio, video files, company blogs (if any), or
references to the company’s website from which clips and other information can
be downloaded;
• Company artwork (for instance logos);
• A list of frequently asked questions: This helps the journalist determine what
questions to ask at the press conference, in a personal interview and what to
include in the article/report;
• In case the Corporate Communication manager or a member of his management
are available for follow-up interviews and questions, the journalists should be
informed about it in advance;
• If a date, a time, an address or phone number, or other specific information is
part of the company’s message, and/or if the purpose of the press conference is
to announce an upcoming event, it needs to be announced more than once and to
have this information displayed prominently in the media kit or in a projection;
• Contact information.
If no media kit is available, the Corporate Communication manager has to
develop one. This needs some time. It is not recommended to create a media kit at
the last minute. The risk that it will not look professional is too big. When preparing
a media kit, one normally starts with assembling available information material. If
additional new material has to be developed, it should clearly focus on supporting
the company’s key messages.
The question is whether it should be put together on paper, electronically or
both. Today, there is a clear trend toward digital and online media kits. Thus, the
information material should be developed for online use. This may involve some
inconvenient technical work for putting information material onto letterheads and
identifiable fact sheets.
Media Kit Element
Technical Preparations
There are a number of essential arrangements, which must be made to prepare a
room for a press conference:
• The room must be checked for electrical outlets for overhead projection, sound
systems, microphones, lights, re-charging smartphones, tablets, laptops, pp.;
• The sound system must be tested before the start of the press conference;
• The room must be set up with a table long enough to seat all speakers with
legible name cards and enough seating for journalists;
• In addition, there must be enough room for the journalists’ supporting equip-
ment (e.g., cameras, microphones), and technical staff, if any;
• Visuals as a backdrop to the speakers’ table, such as charts, posters, etc. must be
displayed. It is recommended to have a dry-run before the press conference, if
possible;
• At the entrance to the room, there should be a sign-in pad for attendance;
• The podium (if any) or the table at which the moderator is placed should carry
the company’s logo on, or behind it. It should be made sure that the company
logo will be visible when journalists’ cameras focus on the moderator and the
spokesperson/speaker(s);
• Coffee, tea, water, and any other refreshments (no alcoholic drinks) should be
made available throughout the press conference;
• It should be made sure that there will be no disturbances during the press
conference, such as construction or cleaning noise or any other noise emitted
from inside or outside the building;
• If needed, it would be good to have a quiet room or corner available for indi-
vidual interviews or possible background and “off-the-record” talks with the
moderator, the spokesperson or company speakers, if requested;
• An absolute must is that the location has a top quality secure and stable WIFI
connection. The identification and password should be projected to avoid too
many inquiries.
Speaker Management and Training (Read Sect. 3.2.9)
Moderator
A good moderator is important to keep the press conference running smoothly and
on message. His experience must cover interaction with the media as well as
intimate knowledge of the issue at stake. Therefore, it would be logical, to make the
Corporate Communication manager the moderator of a press conference.
The moderator will typically open and close the press conference, facilitate the
press conference by introducing the issue and the key speakers and participants,
describe how the press conference will work and manage the “questions and
answers” session. In particular, he will direct questions from the journalists to the
appropriate company representative. During the “questions and answers” part of the
press conference, the moderator’s difficult job is to act as a time-keeper so that both,
questions and answers are kept brief.
If the Corporate Communication manager happens to be inexperienced with
press conferences, it is recommend that, if possible, he will attend the press con-
ference of a different company to familiarize himself.
Company Spokesperson (Read Sects. 2.8.1.2 and 7.11.3.3)

A company spokesperson must be knowledgeable, articulate, if possible, sympa-
thetic and charismatic, and ensure a confident handling of media questioning and
scrutiny.
The spokesperson must give a sense of confidence to the journalists that he is the
right person to answer questions. This seems to suggest that it will necessarily be
the CEO or the managing director of the company who should be the spokesperson
as he will normally have the importance and personal weight this role deserves, and
usually also the credibility.
The problem is that in some cases, top managers who are great at the behind the
scenes portion of their jobs, are not great public communicators. This may not only
negatively influence the effectiveness of the communication at the press conference
but it may become even more serious, when, as a result of his bad performance, the
top manager/spokesperson may be perceived by the journalist as a bad leader.
Whether this perception is justified or not, it may still become reality.
Of course, if the top manager/spokesperson is perceived as a good leader
because of his competence in communications, his story will be easier accepted
and, from a company viewpoint, the press conference was a success.
The Corporate Communication manager is an expert in communication.
Therefore, his judgement on who shall act as the official spokesperson at the press
conference should be taken into account.
In case his top manager is a really bad communicator, the Corporate
Communication manager has do his utmost to convince his boss from refraining
from this role and re-assign the responsibility to another, better suited person,
possibly to the Corporate Communication manager himself as a professional in this
field. This will not be an easy task for the Corporate Communication manager and
require a lot of civil courage on his side.
Fields of Training
A Corporate Communication manager must remind all company participants that a
press conference is always “live” and that it will be difficult to correct mistakes once
they are made. This requires that not only the Corporate Communication Manager
but also the spokesperson and all possible speakers are extremely well prepared.
The Corporate Communication Manager has to train the spokesperson and the
speakers at the press conference professionally on how to behave and on how to
deal with questions from the journalists.
Training on Basics
As the corporate spokesperson and the possible speakers will not be communication
experts, the contingency training should particularly cover reactions on unfore-
seeable situations such as unfair questions, questions not relevant to the theme of
the press conference, and the like. It should also be made clear to the company
representatives that the moderator (the Corporate Communication manager) will
reserve his right to intervene and interrupt a discussion, when it will be in the
interest of the company.
Presentation Skills
Very likely, none of the company speakers will have the experience as a profes-
sional speaker. Therefore, the Corporate Communication manager has to make sure
that his colleagues, especially the experts in their respective fields, increase their
(technical) presentation skills.
The formats of presentations can be very different, for example: oral (spoken),
multimedia (using various media–visuals, audio, etc.), and slide presentations.
In case an overhead projector and slides are used (which is normally the case),
the following rules should be considered:
• Never more than forty characters per slide: It must be made sure that a slide does
not carry too much text in too much detail;
• Font size of no less than 30 point: It stops the author putting too much infor-
mation on any one slide;
• Reading slides out loud: The presenter should not read his slides to the audience,
as if the audience would be composed of children. In this case, the speaker has
misunderstood that a slide is there to support what he is saying and not his
manuscript from which he is reading;
• No more than 3 main points per slide: An absolute no-go are crowded slides
(sometimes in unreadable small print or graphs, which are to small or too
complicated to be understood), which are not reflected by what the speaker is
actually saying. In this case even the most willing audience cannot decide
whether to listen to the speaker or to read the slide. Sooner or later, the audi-
ence’s attention is lost;
• The messages on the slide must be easy for the audience to understand and it
must stimulate questions for the subsequent questions and answers session;
• One attractive picture that represents a key point can be helpful in illustrating
what has been said;
• Smile and eye contact with the audience (if appropriate) can help to build up a
“rapport” with the audience;
• Wrap-up: A short summary should be given at the beginning and at the end of
the presentation;
• Simple: Concentration on the core message(s).
Complete Openness
The moderator, the spokesperson and any possible speaker have to live up the
pledge of openness:
• The moderator by giving an opening statement promising that every question
will be answered directly and openly;
EXAMPLE for an opening statement: “We are striving for unprecedented

transparency in this incident”.
• The spokesperson and the possible speakers by being clear and concise and
always telling the truth. They need to be advised that if they do not know the
answer to a journalist’s question, to say so, not to exaggerate or give facts and
figures that are not backed up by evidence (a possible subsequent fact check
may be embarrassing), and not to state their subjective opinions as facts.
The Human Factor
The Tone
It should be kept in mind by all company participants that not only facts and figures
are decisive for the perception of the company’s press conference but also the
“human factor”.
Especially when emotional subjects are involved (for instance an accident or
attack, injuries or fatalities) each speaker has to strike the perfect emotional tone
and must get across as speaking in true human terms.
EXAMPLE: In case of a fatality, the spokesperson should express condo-

lences and should say something like: “It’s as if we lost one of our own…, I
can feel the pain of…. we will never forget”.
In addition, the company participants should be told to generally assume that the
journalist audience at a press conference is normally intelligent and critical. They,
as presenters, may feel superior because of their expert knowledge and position
within the company, whilst (most of) the journalists are laymen.
Therefore, there is a risk that contributions made by company representatives in
their presentations or during the question and answers session may easily sound
patronizing. The Corporate Communication manager has to anticipate this and train
the company representatives to avoid any patronizing language. This is best be
achieved by telling the company representatives, that they should consider the
journalists as allies and not as possible adversaries.
Stage Fever
Everyone feels fearful of presenting and public speaking to one degree or another.
Giving a presentation to a critical audience like journalists can be very worrying for
many corporate people.
The key to managing and controlling this fear is to understand the two big causal
factors for this fear, i.e. low confidence and control. They are normally caused by
inadequate preparation/rehearsal, and/or absence of experience.
QUOTE: Presenters suffering from fear should remember and apply Eleanor
Roosevelt’s maxim that “no-one can intimidate me without my permission”.
It needs to be remembered that it is the presenter who is in charge. The audience,

especially a professional audience like journalists, generally accepts this, and it is
within the presenter’s rights to control anyone who does not. Nervous and inex-
perienced speakers tend to talk way to fast. They must show discipline and con-
sciously slow their speech down and add pauses for emphasis.
Training on Jargon
The moderator in particular and the additional company speakers must be clear in
what they are saying. If they start to use industry or company jargon or expert
language, they will quickly use their audience and risk that the journalists will write
something, which they felt they understood but which is very likely misunderstood
and will thus lead to inaccuracies or wrong statements.
The Corporate Communication manager has to educate the spokesperson and
possible company speakers that the aim of the press conference is to draw attention to
the issue, but not distract and mislead the audience with jargon and expert language.
When reviewing the company speakers’ presentations and at the rehearsal, the
Corporate Communication manager has to help especially the expert speakers (if
any) to translate their expert language into language which laymen journalists can
understand without asking too many questions of better understanding.
The same applies to all other emotional language such as inflammatory lan-
guage, emotional outbursts, digressions or any rhetoric mistakes caused by anger,
surprise or personal emotions, which can undermine the discipline when journalists
start asking intriguing or hostile questions. Passion or humour will make the
journalists less likely to take the presenter seriously and to pay full attention.
Dress Rehearsal
It is recommended to conduct a dress rehearsal, i.e. a private simulation of the real
press conference. During the rehearsal, other experts from the company or the
company lawyer should be asked to pose challenging questions in preparation for
difficult situations at the real press conference.
Media Attendance
Media List
A comprehensive and up-to-date mailing list is the basis for inviting the journalists
to the planned press conference. The Corporate Communication manager should
have such mailing list of media outlets, journalists, editors, news directors available
at any time. If he has not done so, this should be done immediately. The list of
journalists should highlight in particular those journalists who, in the recent past,
have covered the company, its issues and/or the specific issue at stake at the press
conference.
As a result of the economic situation in most of the traditional media (print and
TV), free (not employed and sometimes highly specialised) journalists are playing
an increasingly important role as key addressees of the company’s messages and
should therefore not be overlooked.
Media Advisory
In addition to the mailing list, the Corporate Communication manager should have
a media advisory* prepared and mailed about one week ahead of time to inform the
media about the press conference.
*DEFINITION: A media advisory is a document used to invite journalists to

cover some kind of (corporate) event, such as a press conference, a guided
plant visit or a commented (new) product demonstration.
A media advisory should be short and informative and should be written in a

way to make it easy for journalists to quickly figure out details of interest. The goal
when writing media advisory is to make the press conference an event, which
sounds interesting and newsworthy. The Corporate Communication manager
should give some extra thought to the visuals that could make his media advisory
more appealing for instance for a television journalist or news photographer to
cover.
EXAMPLE FOR A MEDIA ADVISORY: ABC Company CEO to launch

charitable “Make OUR CHILDREN HAPPY” campaign. Major corporate
contribution for a good cause. With hundred thousands of … at stake, ABC
Company will launch an intensive campaign to make sure every child will get
… High level city government representatives will cut a ceremonial ribbon to
launch the campaign.
WHAT: Press conference to launch xxxx campaign;

WHO: Company CEO, additional company speakers and city government
representatives (names);
WHEN: Date, time;
WHERE: Location;
WHY: Children in need.
Media Advisory Follow up

After the media advisories got mailed, there should be a follow-up with phone or
other personal contact to the most important media. One should give the media
advisory about three days to arrive. After this, the (telephone) follow-ups should
start with the most important journalists people the press advisory was sent to. If, in
reaction to the follow-up, some journalists claim that they never got one, it should
be offered to hand-carry (courier) or e-mail one to them immediately after the call.
In some cases, it will be smart to follow-up a second time the morning of the press
conference.
Running a Press Conference
What to Do
When the day of the press conference arrives, there are a number of steps the
Corporate Communication manager can do to help the press conference run as
smoothly as possible:
• When the journalists arrive, the Corporate Communication manager should
welcome them personally;
• In case he does not know a journalist participant, he should ask him for his name
card to complete his data base;
• The journalists have to sign in, with their affiliation, and in return receive a
media kit. The sign-in procedure must be as simple as possible;
• At this occasion, the Corporate Communication manager should check the sign
in pad and see which media outlets are represented and with which journalist he
wants to make personal contact after the press conference, if unknown to him so
far;
• The spokesperson and the active company speakers must be seated behind the
table facing the seated journalists;
• The press conference should start on time, because journalists have a busy
schedule and may be forced to leave if there is a major delay;
• The moderator should open the press conference by a very short statement
highlighting the issue in question and introducing the spokesperson and expert
speakers, if any;
• It will be safe to tape or video record the press conference, for the company’s
own records, and for possible training purposes in the future (if not prohibited or
restricted by law);
• Each speaker has to go to the podium, introduce himself and speak for a few
minutes. It can be quite challenging for the moderator to enforce some discipline
from the spokesperson or a coalition of possible expert speakers. In particular,
when it concerns the length of their contributions. In case they talk too long, the
journalists will likely lose interest or feel like wasting their time when waiting for
30 min or even more before getting to ask questions. Therefore it should be the
moderator’s goal, for each of the speakers, to talk for only a few (about two–three)
minutes. If they do not stick tot he rules, the moderator has the right to intervene;
• After all presentations, the moderator should invite questions from the jour-
nalists, including direct questions to the expert speakers.
• Before asking their questions, journalists should be asked to identify themselves
and their publication;
• After the formal end of the press conference the Corporate Communication
manager may want to encourage some journalists to stay for further informal
conversation with the spokesperson, the speakers, or him.
EXAMPLE: Set The Rules Up Front Start: “Good morning. I’m Mr.
Smith from the ABC Company. Today we’re going to hear/inform you about a
new business. We’ll hear from ABC CEO Jones, from ABC Company’s Head
of R&D, and Mr. Myer from Myer Laboratories. After each of our speakers has
made a few remarks, we’ll take questions”. END: “Thank you for coming.
Some of the speakers and I may be able to stay for a few minutes and answer
questions individually. If you have any other questions about the issues in
question, feel free to contact me. Our contact information is on the media kit at
the exit and on the press release. Please don’t hesitate to contact me if needed”.
No Answer
When, during the questions and answers session, the company representatives are
unable to answer a journalist question, for example due to a pending legal process,
the moderator can use a number of techniques, including “bridging”. An alternative
technique is called “commenting without commenting”. The goal is to keep the
journalists
EXAMPLE: “While I can’t show the video at this press conference because it
will be used as evidence and it’s needed for the court, I am still prepared to
provide still-photos to show what happened”.
The aim is to keep the journalists happy and avoid the perception that the
company has something to hide.
Hostile Questions
The moderator has to make sure that all company speakers at the press conference
are alert to questions that are outside the scope of the press conference, especially if
they are hostile.
EXAMPLE: The moderator needs to be ready to jump in and say something

like: “I’m afraid that question is outside our scope today. Would anyone like to
ask a question about the material that we’ve discussed?” Another suitable
response to a hostile or misguided question might be: “That’s a good question,
but it is not within the scope of this press conference. Our focus today is on…”.
If the question is legitimate but the moderator does not know the answer to it, he
can call on someone else from his company, or get back to that journalist later.
Infective Text
The moderator should beware of smart journalists tempting company speakers to
use certain phrases by ‘infecting’ them. They may want quotes that they can use out
of context, because those make great headlines.
EXAMPLE: At a press conference, a journalist asked the head of a large

supermarket chain: “Can you tell us more about this poisoned food that’s
been found in one of your branches”? The manager was surprised and
responded: “I cannot confirm or admit that there is any poisoned food in our
stores. But I’ll promise that we’ll follow up on this and come back to you as
soon as we know more”. As soon as he said this he realised that the journalist,
who just wanted to provoke him, had caught him out. But the manager’s
statement was made and now on record. He became subject to the journalists’
fairness not to quote him out of context or to generate a headline on basis of
his response for the paper the next day.
After the Press Conference
Contacting
The moderator should call the press conference to a close after an agreed-upon
amount of time or when questions have trailed off. The time after the end of the
official part of the press conference can be used by the Corporate Communicator to
make personal contacts with media representatives, at least with those representing
the media outlets, which are the most important for him and his company.
This is the time
• To intensify or refresh existing relationships with media representatives;
• To exchange business cards with those one has not met yet;
• To clarify possible misunderstandings and lack of understandings;
• To answer follow-up questions, which a journalist did not want to ask in front of
everybody else present;
• To provide some additional background information.
In a small community or in a specialized business, this could mean to meet one
or two people; in a big city, or in a large commodity business there might be many
more one has to know.
These post-press conference contacts and short conversations with those jour-
nalists who are the most important for the Corporate Communication manager and
his company can be very helpful. It is an opportunity for the Corporate
Communication manager to make a good impression on the journalists by being
accessible, open and honest. They will probably remember him when they need
information or a story about the company’s issue, and they will be much more
responsive when they will be contacted in the future.
Watchdog
There is a scenario, however, under which the Corporate Communication manager
may be hindered to do these face-to-face post press conference contacts. When he
discovers, which is frequently the case, that no journalist wants to talk to him, but
the company’s spokesperson at this event (the CEO or managing director) or a
specific expert speaker who presented a controversial issue and got critical to hostile
questions, he has to join his colleague to assist him and prevent him for saying
something which could damage the company’s message.
It happened many times in the past that a CEO or an expert speaker at a press
conference, who were not professional communicators and not sufficiently trained
to deal with aggressive journalists, said something meant “off-the-record” which
was actually undermining the company’s official message. This, the Corporate
Communication manager has to prevent from happening by his “watchdog”
presence.
Absences
By looking through his attendance list, the Corporate Communication manager
should be able to determine which media were not represented at his press con-
ference. For these cases, the media kit should be hand delivered to these journalists,
or an audio/video feed should be sent, or an interview be offered by telephone or
email.
Follow-Ups
As a follow up to the press conference, some key journalists can be contacted
individually for any background information or even off-the-record conversation, if
appropriate.
In addition, the press conference should be critically reviewed with the other
speakers who attended with the goal to identity areas of possible improvements for
the next press conference that will be held. In case the press conference was
recorded the Corporate Communication manager will be able to create his own
in-house news by putting the event or edited highlights on the company’s website
and send it to local bloggers and news outlets. The same goes for still photographs.
Today, it is normal practice to share news coverage via social media and a com-
pany’s website for maximum publicity.
3.2.5 Media Alerts
A media alert informs the media about upcoming events or stories. The primary
audience for media alerts are the media themselves, not their readers, listeners, or
viewers. In issuing a media alert, a company simply alerts journalists to something
they may want to cover.
3.2.5.1 Difference Between Press Release (Read Sect. 3.2.4) and Media
Alert
The difference to a press release is that a media alert does not tell the story but just
provides a hint. Whether or not the story will be covered, or how it will be covered
is left entirely up to the journalist. Once an alert is given to the media, the person
who issued it has no control over how, or even if it will be used by the media.
Therefore one can say that just listing a meeting or an event’s date, time, and place
usually fulfils the primary purpose of a media alert. Some communication profes-
sionals add a few additional sentences to explain its significance and serve as a
“mini”-press release that could be used by the media as a filler item.
3.2.5.2 Timing of Media Alerts
Media alerts should be timed to come to the attention of local media about 4–5
working days before the event. Media alerts most often call the news media’s
attention to upcoming events, news conferences, meetings, or other happenings the
media might like to have a journalist attend and report about. Others let the media
know about the availability of a prominent person. Government agencies may be
required by law to issue media alerts.
3.2.5.3 Not Common in Business
The media alert is generally not used by businesses but more by government agen-
cies, charities, foundations and publicly funded organisations. This is particularly the
case when the prevailing law requires government agencies to publish public notices
that affect members of the public. Non-profit organizations make frequent use of
media alerts as one of their tools for getting reporters to attend and cover the special
events and activities they initiate or sponsor. In the case of an important event, for
example a major fund-raising activity, Corporate Communication professionals will
not rely solely on a mailed media alert to attract media coverage. They will normally
use follow-up phone calls, personal visits, and other tools to insure the maximum
possible media attention.
3.2.6 Interviews
3.2.6.1 Principles
Preparation for Questions
A Corporate Communication expert must always know what he is going to say

before talking to a journalist. This means in particular, that he has to know his
company’s messages. If necessary, he has to practice them until he can say them
easily and naturally and should be comfortable with repeating the main messages
even in stress situations.
If a journalist asks a question that seems off-topic, or wants the Corporate
Communication manager to comment on something he is not ready to talk about, he
does not have to answer that question.
However, before flatly refusing to respond he can chose a “soft” approach and
deflect the question and get back to one of the main messages he wants to get out, or
exercise the intelligent “art of bridging”.
EXAMPLE: QUESTION to a car manufacturer CEO: “Do you think some

car manufacturers are deliberately holding back more effective passenger
safety technology for mere profit reasons?” CEO ANSWER: “I think there
may have been a lot of reasons and excuses for not introducing more
sophisticated passenger safety technologies in the past. Under my manage-
ment however, we in our company are focused on making sure that there is no
undercount as far as the next car generation is concerned. We have motivated
our product development and safety experts for taking passenger safety as
priority number one. Together we are taking responsibility for getting to the
technically highest possible standards here in my company”.
Another option for the Corporate Communication manager is to talk to the

journalist before the interview and ask him not to ask certain questions, at the same
time signalling that, if asked, he will not be able or empowered to respond.
• In case there is a well-established working relationship between the Corporate
Communication manager and the journalist, the latter will accept;
• In most cases, however, this tactic will not work because the journalist wants
“news”, and the refusal of a company spokesperson to respond is in a way
“news” itself, as it can and will be interpreted by the journalist in his way. Very
likely his interpretation will be to the company’s disadvantage.
Reactions to Questions
As a tactical move, the Corporate Communication professional can buy himself a

few moments to organize his response by answering “that’s a good question”, or
use statements like, “that’s a really good question,” or “I’m glad you asked me
that.” These filler sentences can be used to reorder thoughts and are probably not
even recognised as such by the journalist.
Short Responses
In his responses in an interview, the Corporate Communication manager has to

keep his sentences short and direct and stop when he has said what he wanted to
say.
Some journalists use silence tactically to get their interview partners to talk
(more then they should). However, one should not be afraid to stop and wait for
them to ask the next question.
Journalists will often end an interview with a sort of wrap-up question such as,
“Do you have anything else to say?” This chance should not be missed to repeat the
company’s key messages.
Only the Truth
It is highly recommended always to tell the truth and never fake it. If false infor-
mation is given to a journalist, the Corporate Communicator, his company and the
company’s Corporate Communication strategy will have lost credibility and impact.
3.2.6.2 Conflict Situations
No Answers
If the Corporate Communication manager is asked a legitimate question about

anything that he does not know the answer to (normally numbers), he should refrain
from making it up or guess. He should frankly and honestly say that he is not sure
about that specific detail, but that he will find out from experts in his company and
get back. Of course, the Corporate Communication manager has to make sure that
he will follow up as promised.
In case the journalist who asked that question is not known to the Corporate
Communication manager, he should not forget to ask him for his business card and
note a reminder on it or put his contact details with an electronic reminder on his
smart phone before forgetting.
Caution About Words
One should always assume that anything said to a journalist would be made public.
And one should never be lulled in by informal communication. Particularly caution
is required when a journalist, after a formal interview, after putting his pencil down
or stopping his recorder, will ask more or less casually a question such as “what do
you really think?” or a similar question. Normally, this is meant as a trap, especially
when the journalist assumes after the interview, that the Corporate Communication
manager was not telling him the full truth, the company has something to hide, or
when he is not fully convinced about his interview partner’s authenticity or the
credibility of his message. The best response will be to respond by just confirming
what was said before in the interview. The journalist should never be given the
impression that there are “two truths”.
The same goes for communicating by email or other electronic messaging ser-
vices. If a journalist asks for information “on background” or “off-the-record”
information, one must be 100% sure one knows exactly what he meant by those
terms.
• “Background” generally means that the journalist can use the information
without attributing it to the company or the Corporate Communication manager
personally or as a mere broadening of his information base on which he is
reporting;
• “Off-the-record” means that information is provided on basis of a gentlemen
agreement that this information just serves as background information and
cannot be used at all in a story.
Off-the-Record
A statement or a background talk, which is denoted as “off-the-record” is supposed

to be neither an official nor an attributable statement from which the journalist can
quote.
Technically, information offered “off-the-record” means that the journalist can-

not use it. But that might not be what the interviewed company representative really
intends. What he might actually be saying by agreeing to make “off-the-record”
comments is “don’t use my name,” or “not for attribution.” Thus, “off-the-record”
has two meanings:
First Meaning: No Attribution to Source
Off-the-record can mean that whatever the journalist is told can be reported so long
as it is not attributed to the person who said it. This is the most common definition
and is widely respected by journalists who know that it is a serious breach of their
professional Code of Ethics to divulge the identity of their source or to betray the
trust of that source by using information inappropriately.
Normally, journalists will be quite anxious to protect their sources to maintain
their reputation and to ensure future access to confidential information.
Usually, a journalist refers to a person speaking off-the-record as “a reliable or
trustworthy source”, “a senior insider”, or “an official close to management”. The
important condition is that the identity of the information source is not revealed.
Second Meaning: No Disclosure
The other meaning of off-the-record is when neither the identity of the source, nor
the information can be revealed. This is when the Corporate Communication
manager intends to offer his (insider) information just as (tactical) background
information to enable the journalist to better understand the issue and its context, as
a result write a better quality report, or to influence his conclusions.
But one has to be cautious: the Corporate Communication manager’s agreement
with the journalist about “off-the-record” confidentiality is just a “gentlemen’s
agreement”, nothing more.
For the Corporate Communication manager the “off-the-record” tool is a way to
pass on information without responsibility for anything that is said. If the journalist,
in breach of the “gentlemen’s agreement” decides to publish the information he
may face to be charged of false information, he may risk that the person he betrayed
may never reveal secret information to him again and that his reputation as a
trustworthy person and professional journalist is once and forever damaged.
If the Corporate Communication manager feels that the risk of breach of con-
fidence is too high, for example, because the issue in question is a “hot” political
issue and he does not want this confidential information to appear in the media, he
will probably decline and not give an off-the-record briefing.
The Corporate Communication manager should also be aware that a journalist
would always weigh his given promise against the impact of the given information.
For instance, if a government member would tell a journalist off-the-record that his
government will attack another country by next week, probably no journalists
would respect the agreement on “off the record” and publish the news.
On the other side, one can assume that a journalist will be quite anxious to know
why a Corporate Communication professional would be prepared to disclosing
information to him “off the record”. He will probably consider a number of pos-
sibilities and a Corporate Communication manager has to be aware of the following
options:
• The journalist may believe that the Corporate Communication manager wants to
lead him into a trap, because he would have found out the information anyway;
• Another option would be for him to believe that to use “off the record” infor-
mation by a Corporate Communication manager is an efficient way to start
leaking information on purpose (whatever the purpose may be);
• A third option would be the journalist’s suspicion to become part of a deliberate
and planned disinformation campaign.
Bridging
A journalist who is asking a tough question can experience that his interview
partner will not respond to that specific question but enter into a “verbal combat”,
“pass the buck”, intentionally covers a totally different subject, elegantly side-step
tough questions, or will give a totally meaningless answer. This technique is called
“dodging” or, more euphemistic, “the art of bridging”.
A bridging statement is simply a transition from one topic (based on a jour-
nalist’s question) to a subject the interviewed person wants to talk about. Instead of
answering the journalist’s question, the interviewed person goes into a totally
different direction and “bridges” from the reporter’s difficult question to an alter-
native message.
Some people, especially politicians, have developed bridging to an art. They are
not as rude as to ignore the journalist’s question but keep their answer as brief as
possible, and then bridge to the message they want to bring across. Others, more
modern in their use of the “art of bridging”, offer alternative interpretations of the
same word used in the question or reinvent the words used to more defensible
versions of the word.
EXAMPLES: PRESIDENT ELECT DONALD TRUMP IN A CBS

INTERVIEW 2016: EXAMPLE 1: CBS: “It was a pretty nasty campaign. Do
you regret any of the things you said about her” (Hillary Clinton)? Trump:
“Well, it was a double-side nasty. I mean they were tough and I was tough
and do I regret? I mean, I’m sitting here with you now and we’re gonna do a
great job for the country. We’re going to make America great again, I mean,
that’s what it began with—that’s where we are right now. There are so
many…”—Here, Trump wanted to continue talking about a totally different
subject, i.e. the topics of his campaign. But his CBS interview partner could
not be fooled and insisted by repeating the question: CBS: “So no – no regrets
about—?”. Trump: “I can’t regret. No—I wish it were softer, I wish it were
nicer, I wish maybe even it was more on policy, or whatever you want to say.
But I will say that it really it really is something that I’m very proud of I mean
it was a tremendous campaign”. EXAMPLE 2: CBS: “Are you going to ask
for a special prosecutor to investigate Hillary Clinton over her emails? And
are you, as you had said to her face, going to try and put her in jail?” Trump:
“Well, I’ll tell you what I’m going to do, I’m going to think about it. Um, I
feel that I want to focus on jobs, I want to focus on healthcare, I want to focus
on the border and immigration and doing a really great immigration bill. We
want to have a great immigration bill. And I want to focus on all of these
other things that we’ve been talking about”. CBS: “You– you know, you”–
Trump: “And get the country straightened away”. Again, the interviewer was
not taken away by Trump’s attempt to bridge: CBS: “You called her ‘crooked
Hillary’, said you wanted to get in jail, your people in your audiences kept
saying, “Lock’ em up”. Trump: “Yeah. She did—” CBS: “Do you—” Trump:
“She did some bad things, I mean she did some bad things—” CBS: “I know,
but a special prosecutor? You think you might…” Trump: “I don’t want to
hurt them. I don’t want to hurt them. They’re, they’re good people. I don’t
want to hurt them. And I will give you a very, very good and definitive
answer the next time we do an interview together”.
Preparations
Part of the preparation for a difficult media interview is to make a list of a few of the
worst questions, which can be imaged being asked, and to prepare responses to each
question.
Technique
The bridging technique is quite simple:

• If the journalist asks an innocent question, it can be answered easily;
• But if it is a really tough question, it should be answered in as few words as
possible, for example with a “yes” or a “no” or “perhaps” and then bridged to a
less contagious issue, or the key message which is intended to be brought across.
Another technique is,
• To listen carefully to the wording of the journalist’s question. Then it needs to
be looked for a suitable key word or concept, which provides an opening to take
the debate somewhere else; or
• The journalist’s words will just be repeated but no answer provided whilst
speculating on the journalist’s natural impulse to stay polite and not to stub-
bornly insist on getting an answer on the question. Most interviewed parties who
are unwilling to answer tough questions trust that the journalist will go on to the
next question.
To master these techniques one will need some training and practice.
EXAMPLE FOR A POLITICAL BRIDGING STATEMENT:

JOURNALIST: “Isn’t it true that the French Government has blackmailed the
other European Union Member States to push their own candidate through for
the Presidency of the European Central Bank?” INTERVIEWED PRIME
MINISTER: “We have developed a relationship with the French Government
which is based on trust and partnership. Next week will be the next con-
sultative meeting at ministerial level and we are expecting a new impetus for
a number of joint initiatives resulting from these consultations.”
The following sample bridging statements can be used in routine media inter-
views, as well as when one finds himself “on the hot seat”:
• “We find the more important issue is…”
• “I think it would be more accurate (or correct) to say…”
• “Here’s the real problem…”
• “What I’ve said comes down to this…”
• “Let me emphasize again…”
• “What matters most in this situation is…”

• “While xxx is important, it’s also important to remember that…”
• “It all boils down to this…”
• “Let me emphasize again…”
• “And that reminds me…”
• “Before we leave this subject, I need to add…”
No Response
In other instances, the journalist’s question might be so exotic that the Corporate
Communication manager does not want to give an answer. Therefore he will not
even use a bridging statement but go directly to his key message. This can be a
statement, which the Corporate Communication manager has prepared beforehand
and which he desperately wants to bring across to the audience. The Corporate
Communication manager may also speculate that it will be very likely that the
journalist’s next question will be based on his last answer. If he succeeds in
bridging, the journalist may stay on that preferred topic.
Examples for this kind of “bridging”:
• Let me emphasize…
• What the key is here…
• What’s most important to know is…,
• However, the real issue here is….
• If we look at the big picture….
• And what this all means is….
• Before we continue, let me just emphasize…
• This is an important point because…
• What matters most is….
• And, as I’ve said before….
• Let me just add that…
• And one thing that’s important to remember is….
• What I’ve said comes down to this…
• The fact is …
• What I recommend people do is …
• Let me re-emphasize something I said earlier about …
• That’s why it is important to …
Speculative Questions
Journalists frequently ask “what if” questions. A Corporate Communication man-

ager should never let himself getting involved in speculation. A response to a
speculative question should always be rejected. Otherwise the Corporate
Communication manager will get caught in the journalist’s trap. Again, a bridging
statement would be the best way to stay on message.
EXAMPLE: A journalist asking the CEO of a food manufacturer whose

product has been recalled because consumers have fallen ill. The bridging
statement is in italics. JOURNALIST: “What are you going to do if people
die?” CEO: “We do not get involved in speculation. What matters in this
situation is that our company uses every resource possible to find out what
happened and make sure it will not happen again. Our hearts go out to those
who are ill, and to their families.”
Direction Change
There are interview situations, in which one needs to abruptly change the direction.
This is the case when a journalist has wandered into a different direction, or is
touching on a controversial issue, which the Corporate Communication manager is
anxious to avoid. Here are sample bridging statements, which one can use to return
to the message wanted by the company representative:
• I believe that the question that you should ask is …
• The real issue here is …
Change from Small Talk to Business
There are ways to switch elegantly from talking about personal matters or small talk
to a serious business conversation. Bridging statements can be helpful to move
elegantly from one issue to another. The key point for these transitions is to keep
the listener’s full attention during that dialogue.
For instance, when a conversation is started by asking: “How was your vaca-
tion?”, a transition from the personal to the business part of the conversation has to
be done. What is needed is something that will link one part to another. As this can
be quite difficult to improvise on the spot, some prepared bridge statement can be
helpful. Even if one does not know in advance what the dialogue will be about,
there are catch phrases, which one can use in many situations. For example:
• “While I’m here, there are a couple of things I wanted to cover while I have your
undivided attention.”
• “Before I leave, I wanted to be sure you knew about…”
It is equally important to do a transition in the other direction: From business
discussions to personal discussions. Some smart journalists may use these tactics
when they are confronted with a Corporate Communicator, whom they consider a
“tough cookie” because he shows a lot of discipline. The journalist may involve
him in some sort of personal interaction with the intention to return unexpectedly to
business matters and ask him tricky business questions just when he seems to relax.
Typical bridging from business to private questions are:
• “By the way, I was wondering; where did you go to school?”, or

• “How did you decide to settle in this area?”
“Pass-the-Parcel” Trick
If a company has a problem issue they really do not want to have discussed by the
media and in public they need to find ways to turn away the media’s eye from this
issue. The tactics is:
• To divert the interest in the contentious issue to another message with an
irrelevant content, or
• To wrap the contentious issue up in a distracting way that turns the media’s eye
away from its real contents.
Whilst the real message is wrapped up in thick opacity and murkiness, the
irrelevant message is communicated preferably amid much “hotter” issues to further
distract full attention.
This “pass the parcel” tactics is further perfected, when the author of the irrel-
evant message is concealed so that nobody can be sure about the message and
nobody knows who defined its contents.
In political circles, the message (called the “parcel”) will quickly pass from one
political body to another, which helps concealing its origin and authorship. In case
journalists ask where the “parcel” originally did come from, they will normally be
referred to someone else in the circle. The “parcel” will go round and round until it
will ultimately stop at the top decision making level.
EXAMPLE: In the past, the European Union Council of Ministers announced

that it “adopted a recommendation on the nomination on Mario Draghi (Italy)
as President of the European Central Bank (ECB), to succeed Jean-Claude
Trichet (France)”. This was the “wrapped up” message. The real news for the
public, which the “wrapped up” message did not mention, was that the
European heads of government concealed an illegal conspiracy and a political
cartel agreement on their selection of the ECB candidate. The public would
have been interested in knowing who recommended the candidate, what the
criteria for his choice were (independence, experience and integrity or
nationality), when the job criteria were published where, and whether the
procedure was following the usual rules for selecting and hiring civil servants
in the European Union. Everything was deliberately left in the dark. If in
private business, a CEO was appointed in this way there would have been
uproar at the shareholders’ meeting probably followed by court cases.
Apparently, companies can also be apply the “pass-the-parcel” tactics success-

fully. This was recently demonstrated during the diesel emissions scandal, in which
some car manufacturers got involved. The scandal raised awareness over the higher
levels of pollution being emitted by many vehicles built by a wide range of car-
makers, which under real world driving conditions are prone to exceed legal
emission limits.
EXAMPLE: In a smart (crisis) communication move, one of the manufac-

turers blamed the damaging emissions crisis on a “chain of mistakes” and a
“culture of tolerance” for rule-breaking that allowed these illegal activities to
continue for a decade.
Evidence
When the laws of the country allow it and to be on the save side, one can easily
record telephone encounters with journalists by using a free tool and App for
journalists called “iRig Recorder app” (for iOS and Android).
For instance, a Corporate Communication professional who talks with a jour-
nalist via Skype on his computer and use the app to record his answers into his
smart phone. But he cannot only record his conversation but also send the audio if
needed. One can download the free version from iTunes (it is also available for
Android). After the recording is done one will get a list of the recordings on the
smart phone and the audio can then be sent by email using iTunes file sharing or it
can be uploaded to SoundCloud.
It should be remembered that before the recording one has to put the smart phone
in airplane/offline mode because any incoming phone call will put an end to the
application.
3.2.6.3 TV Interviews
TV-Training
There is nothing in anybody’s normal life experience that prepares for a TV

interview. Even for the most seasoned Corporate Communication professional, not
to mention company top managers, appearing on TV can be a daunting challenge.
Appearing on television looks so simple when watching it at night. In reality
though, in an unfamiliar television studio, surrounded by hot spot lights, a hectic
atmosphere, unfamiliar people running around doing strange jobs, it becomes a
tougher. Then a lot of even cool people realise, that it is affecting them and it can
soon become both, fear and flattery in equal measure.
A Corporate Communication professional has to undergo a TV training to
prepare for a possible TV appearance, in particular he needs to be trained to perform
professionally in an emergency situation. The higher the risk that the company can
be hit by a crisis the more frequent such TV training should be repeated to make a
kind of routine for the professional. But not only the Corporate Communication
professional, all members of the top management team for whom there could be a
possibility to be asked for a (live) TV appearance, should, from time to time,
undergo such TV training.
It is commonly said that nothing prepares someone for a TV interview but a
television interview. This is a correct statement. Therefore, a good TV training is
not just theoretical. It needs to take place under real studio conditions to make the
future interviewee used to the special conditions under which he may be subjected
to tough questions.
EXAMPLE: The CEO of an important company has no experience appearing

in front of TV cameras. Although he has a great sense of self-confidence and
was highly respected in the company, he started to reacted nervously when
his Corporate Communication manager rightly insisted on a TV training
session in the face of an imminent crisis in the company. The CEO’s ner-
vousness was not solely caused by the unusual surroundings of the TV studio,
but had its reasons in trifles, which as such did not mean much, but which led
to an unusual discomfort. This included the glare and the heat caused by the
spotlights directed towards him, the resulting sweat running down his face,
and the preceding unfamiliar procedure of face powdering in a makeup room.
There is no substitute for getting good TV training from a team of experienced

professionals. If the company is serious about wanting to raise its public profile, if it
is operating in a sector subject to potential emergency situations, if the Corporate
Communication manager has decided to do some contingency planning in antici-
pation of a possible crisis, and if the Corporate Communication manager wants to
prepare his top management for possible TV appearances, then it is well worth
investing in professional TV training.
EXAMPLE: A university president whose institutions was involved in a sex

scandal agreed to be interviewed by a TV channel. At that time, before the
interview took place, a former student had sent an email to the media in which
the student claimed that she was raped at his university. The TV coach hired
by the president for TV training must have known that the president would be
asked whether or not he had seen the email. At the interview, when he got the
question, he first responded: “I honestly may have. I’m not denying that I saw
it”. The TV coach asked the interviewing journalist not to use the response.
When she refused, the TV coach interrupted the interview, telling the pres-
ident, with cameras rolling, that she needed to talk to him out of the room.
When the two returned, the question was asked again: “Did you see the
email?” This time, the president replied: “I’m honestly going to say, I have no
recollection of that”. Then the president turned to his coach, again on camera,
and asked: “Is that OK?” The coach hastily replied: “Don’t look at me, look
at her”, referring to the interviewing journalist, who then asked the question a
third time. This time the president replied: “I honestly have no recollection of
seeing such an email and I believe that I would remember seeing such an
email. The president of the university gets lots of emails. I don’t even see a lot
of the emails that come into the office of the president. I have no recollection
of it. None”.
Needless to say, that this example is not a best case study of successful media
training for what was sure to be an adversarial interview, irrespective from whether
it was the trainee or the trainer who failed, or both. But it highlights very clearly that
without the right trainer, training and preparation, a positive media opportunity or
appropriate crisis management can quickly turn into a communication disaster with
long-lasting reputational damage to both the Corporate Communication manager
and his company.
As an alternative to his clumsy and wrong answers, the interviewee should have
been trained to use the “art of bridging” in this foreseeable situation. For example,
he could have put off a definitive answer to the question and instead have had a
prepared message that would have diverted attention away from the question.
EXAMPLE: Something like, “I have always had the best interests of my

university at heart and want very much for this whole matter to be fully
investigated. I support all recommendations outlined in the independent
investigation report. And, as always, my concerns are for the students, the
faculty, the alumnae and the supporters”.
His bridging technique would probably have drawn the journalist’s attention to
his key message and signalled to an audience, that he is a president who cares,
shows empathy and talks about more important points.
Preparations
Players and Themes

The first questions to ask is,
• Who will be interviewing; and
• Whether there will be any other guests, so there is a possibility to research their
backgrounds.
The second question is about the questions, which will be asked by the
interviewer:
• If the subject issue is narrow it will not require much clarification; but
• If the subject issue allows for a wide range of questions, it will be cautious to
ask that question.
In some cases, the interviewer will be constructive and respond. In other cases,
he will refuse, which will require some contingency planning on the interviewee’s
side as he must be prepared for many alternative options.
Messages
It will be essential to properly prepare the interviewee’s key messages for his TV
appearance. The interviewee must be clear about his subject and know the key
message(s) he wants to convey. It is recommended to focus on only a few key
points that need to be brought across.
The interviewee must be prepared to deliver his message(s) regardless of the
questions he will be asked in the interview. This requires cold blood in a situation,
which is totally unusual for most managers, even when they are respected pro-
fessionals in their areas of expertise. During the interview, any questions, which are
going to be asked should be acknowledged, but the interviewee should be strong
and determined enough to always bridge back to his key messages.
In addition, it can never be excluded that the interviewee will be asked about a
topical question on a totally unrelated issue, which, by accident, has become
breaking news at the moment of the interview. It needs to be made sure that the
interviewee has an awareness of what else is leading the news agenda at that date.
Some interviewees inform the interviewers up front, that they are not prepared to
answer a specific question. In some cases, a “gentlemen agreement” can be made
under which the interviewer will promise not to touch upon an issue, which seems
to be sensitive for the interviewee. However this is very rare since the journalists’
job is to produce “news”, an “exciting story” or even a scandal.
Therefore, it is somewhat unlikely that a journalist will engage in such a “horse
trading”. But if he does so, the interviewee must still be very careful. The journalist
may take advantage of the moment of surprise and still ask the interviewee that
specific sensitive question in front of the cameras, despite the “gentlemen agree-
ment”, just to see whether he can capitalise on the surprise effect.
The interviewee knows the topic of his interview. He has to spend time thinking
about the key points he wants to get across. In the interview, he has just a few
seconds to sell his story. But even if the interview will last for ten minutes or more,
the news channel editor will likely summarize it to just a minute or two statement.
The average TV sound bite is around seven seconds long.
DEFINITION: A sound bite is a short extract from a recorded interview,

chosen for its pungency or appropriateness.
It is recommended to practice out loud with a stopwatch in front of a mirror and

to work on getting rid of audible pauses such as “um”, “like” and “you know.”
In addition, such practising should include spending some time beforehand to
identify specific examples that help make the message more personal. This can be
done by using anecdotes, personal experiences or illustrating examples.
Audience
The interviewee must understand the audience he will be talking to and his message
should be tailored accordingly.
EXAMPLE: A manager from the tourism industry should know in advance,

whether he is interviewed by a specialised TV travel channel, or a TV
business channel, or national TV. In the first case, he will concentrate on
presenting the unique selling proposition (USP) of his hotel resort; in the
second case he will focus on quarterly results, his company’s expansion
strategy, and the like; and in the third case, he will talk about the next
vacation season in general, and how well his organisation is positioned to
accommodate any traveller’s demands.
Outer Appearance
The day of a live TV interview is not the day to experiment with clothing. It has be
ensured that the interviewee’s look is aligned with how he and his company want to
be perceived in that specific situation:
• If the message is sober and serious, one should be dressed in a dark suit;
• If the interviewee wants to be seen as hard working, or close to the work force,
he can roll his sleeves up;
• If the message is fun and informal, the interviewee can probably leave the suit at
home and wear a golf shirt.
Best is to wear something that is comfortable, neat and smart. It should be
something that makes the interviewee feel good about him and helps get his
message across. But there are some accepted exemptions:
EXAMPLE: For some corporate people, the outfit is not a question of the
occasion (e.g. work place, board room, TV-interview), but a question of
personal branding. A good example is the former Apple CEO’s signature
turtleneck, which he wore everyday at any occasion. In his younger days, the
APPLE co-founder was known for his brash attitude as well as his clothes.
From bow ties, three-piece pinstripe suits to leather jackets, walking around
the Apple campus barefoot in a t-shirt and shorts, and striped sweaters, he
tried everything. Later, he came to like the idea of having a uniform for
himself, both because of his daily convenience and his ability to convey a
signature style: The signature black turtlenecks and jeans combo.
For TV interviews, it will be better to go for complimentary tones. Patterns

render oddly on screen, and distract attention from what the interviewee is saying.
White, black or small prints should be avoided. Instead bright singular colours that
“pop” like red, pink, orange, etc. should be chosen.
EXAMPLE: Power Dressing: When Angela Merkel first entered politics

German commentators criticized her mismatched, ill-fitting suits. She is now
chancellor of Germany and, according to Forbes, the “most powerful woman
in the world”. Merkel’s frumpy style may have proved an asset to her career.
The dull outfits for which she became famous demonstrated consistency and
prudence, two qualities generally prized in German politics, a journalist
wrote. Furthermore, “her image was perceived as an honest reflection of her
personality, a no-nonsense, rational woman partial to consensus politics who
seemed completely unfazed by being chastised for her fashion sense.”
It is recommended to women not to wear anything too short as she may be sat on
a low sofa or seat. Her legs should be crossed at the ankles rather than the knees.
Accessories should be kept to a minimum: Bulky or excessive jewellery will dis-
tract viewers and can even make undesirable noise when touched. For a pre-fixed
TV interview it is prudent to bring one extra change of clothing as a backup, just in
case any accidents happen at the last minute or if by remote chance the host is
wearing the same colour.
Most TV stations will do the interviewee’s hair and makeup for TV because the
lights wash out. One has to check with the producer beforehand to see if this is the
case when important to the interviewee.
Women are recommended to apply makeup that will enhance their features
(slightly bolder than she might wear day-to-day) and darker lipstick. The goal is to
look good on screen without going overboard or detracting from the message.
Whether man or woman, the interviewees’ faces will be powdered to avoid any
shine of sweat on the face. If a man is balding, it might do to put a little powder on
to eliminate the shine.
Punctuality
On the day of the interview, the interviewee should schedule in plenty of time.
Women can take up a lot of time in makeup and hair, so it is smart to get to the
TV-studio earlier than needed to.
The interviewee should have sufficient time to relax so that he can get accus-
tomed to the uncommon environment and go through his points again.
The interviewee should not be afraid of asking any questions, even if perceived
as silly, as the he has to feel comfortable in his special situation.
During the TV-Interview
Confidence
Even if nervous, an interview should exercise self-discipline and try to appear
confident. No viewer one is going to believe in what he is saying if he does not
seem to believe it himself. Before starting to speak it is recommended to take a deep
breath. The breathing and speaking rate should be steady and calm so the inter-
viewee has time to think about what he is saying. This will help to avoid those
awkward “ums” and “ahs” and other stopgaps.
Most important is that the interviewee does not forget to smile naturally which
works best when he tries just to be himself. This may be challenging but the job is
to get the company message across effectively and not to get involved in a
self-discovery process. It is helpful in that situation when, instead of thinking about
the viewing audience, one focuses on the interviewer and tries concentrating on
answering his questions.
The interviewee knows that he is asked questions at the TV interview because he
is expected to know what he is talking about. But it would be counter-productive if
this self-confidence of the interviewee would transform into getting arrogant or
over-confident. This will normally come across very badly.
I should always be remembered that the camera and microphones will still be on
even when the interview has officially finished. An interviewee who is not cautious
may be caught with remarks that he does not want to become public.
EXAMPLE: In the midst of the UK’s political turmoil caused by the BREXIT
referendum, UK Prime Minister David Cameron, after a short press confer-
ence, at which he confirmed his resignation and that Theresa May will
become the next UK Prime Minister, was humming a happy tune to himself
(David Cameron: “Thank you very much…doo, doo, doo, doo. Right…
Good”. He did not realize the TV cameras and his microphone was still on.
This embarrassing scene was picked up by the (social) media and used to
criticize and ridicule Cameron.
One needs to understand the journalists: They want sensational news. And if the
interviewee would be in their position, he would probably not resist in broadcasting
something “sensational”, or said “off-the-record”, after the official part of the
interview.
Slow Speech
During the interview, the interviewee should respond slowly and clearly and
occasionally pause and take a breath. This is hard for those who normally speak
with a certain speed or when the speed of speaking is accelerated as a result of this
stress situations, excitement and nervousness.
Non-verbal Communication (Read Sects. 1.4.2.2 and 2.5.1.2)
Principles
More than 90% of the messages a TV audience is getting from an interviewee on

TV is non-verbal. Therefore, the interviewee should always be aware of his facial
expressions, body posture and hand movements.
It is understandable that an interviewee will be nervous or in a certain “hype”
before and during his interview. But he should strive not to let it show.
Sitting Posture
When sitting during an interview, the interviewee should sit up and lean forward
slightly when he talks. This makes him look engaged in the discussion.
Most people talk with our hands, use expansive body language or avert our eyes.
On TV this can look suspicious or even insincere. It is essential that the image the
interviewee portrays, matches the message he wants to deliver and that he is per-
ceived as authentic. Therefore, it is recommended to keep hand gestures to a
minimum. Hand gestures can help to make a point but they should not be used
excessively.
The TV camera makes no distinction. Everything looks bigger and thus more
important than one may image. Therefore it is better to stay still and not try to move
the head and body too suddenly or extensively.
Planned gestures can easily look false especially when they do not match the
other involuntary body cues.
Eye Contact
Maintain eye contact with your interviewer and avoid glancing off set. Focus on the
person asking the questions. Never look on the camera.
The more your eyes move around, the more uncomfortable your audience will
become. The perception will be that you are either trying to hide something or that
you are unsure of yourself.
Interferences
Anything which carries the risk of undesirable noise and other interferences, such as
smart phones, coins in pockets, pens, body jewellery, and the like, should be turned
off, taken off, or left outside the studio. This also applies to chairs that swivel and
rock. They should be replaced as they are too tempting, especially when the
interviewee gets nervous.
In some cases, interviewees are disturbed by seeing themselves during the

interview on the cameramen’s screens. They can ask the cameramen to turn them
off or turn around the TV set by the camera so they are no longer tempted to watch
how they look during the interview.
Unexpected Changes
Anything can happen on TV, so the interviewee should be prepared and try to
accommodate any unexpected changes and incidents. The interviewee should stay
relaxed if, for example, an interview that was supposed to be taped suddenly is
carried live, or an in-studio interview changes to a satellite hook-up.
Accentuation
A TV camera is 100% objective and observes everything, especially posture,
energy and facial expression. If the interviewee wants to learn (outside the coaching
sessions) on how to get used to this special situation, he should watch the delivery
of TV news and will see how much the professionals accentuate what they say with
unspoken cues.
Listening Face
Some people look very serious when they are concentrating. For TV interviews, it is
important to remember throughout the interview to paste a natural smile on the face
to look friendly, also whilst listening to the interviewer’s comments and questions.
Reaction to Complications
Interviewees must listen carefully to the interviewer’s questions. If the interviewee
considers a question difficult to answer, it is no mistake to pause shortly before an
answer is given. This is the time one needs to formulate a response. If the inter-
viewee does not understand a question, he has to be frank and ask that the question
be repeated. There is nothing wrong with this. If the interviewer askes an off-topic
question, the interviewee should feel free to lead the discussion back on topic.
EXAMPLE: “I can’t comment on what Mr. X has just said, but our position is.”.
An interviewee should be careful not to repeat an interviewer’s words, unless

they reinforce what he wishes to say. If an interviewer poses false premises in
asking a question, he has to be corrected immediately in a polite but firm way.
If the interviewer starts to ask questions, which include or are based on unfa-
miliar facts or figures, “post-truths”, “alternative facts” or “fake news”, the
interviewee must not accept these questions. He can use his time on TV to set the
record straight or present real facts, which he can offer to be checked independently.
EXAMPLE: You might say, “This is a common misperception. Here’s

why…”. Or: “This question is not supported by any facts….”. Or: “This
question is speculative/hypothetical and I never comment on speculative
questions”.
In addition, the interviewee can deflect questions he does not wish to answer by
introducing something else of interest. In this way, he may redirect the interview to
the subject he wants to convey.
An interviewee should always refrain from answering speculative or hypothet-
ical questions. They tend to obscure his true position. In such a case, he should turn
the situation around by clearly stating his general position and then offering his own
examples, experiences, and references, or his and his company’s active support in
doing an independent fact check.
3.2.7 TV and Radio Talkshows
3.2.7.1 Sensitivities
TV talk show producers are super sensitive to self-promotion and high viewing
rates. And they are ridiculously protective of their audience. The producer of the
talk show has normally invited a representative of the company to a talk about a
story, which he believes his audience can relate to and not because the company
and its story is important to him. Therefore, it is normally a mistake to believe that
the story is all about the company (because it happens to be invited) and not at all
about the producer’s story, which relates to the audience.
3.2.7.2 Being a Great Guest
Being a guest on a talk show, at least when one is not a celebrity, is a challenge. It is
not only very competitive but requires a lot of self-control and patience. There may
be other talk show guests who talk nonsense, are ignorant, ideologically motivated,
represent one-issue interest, or are simply aggressive.
As a talk show guest one has to keep cool, patient and tolerant with the other talk
show guests, stay with one’s message and does not get provoked, challenged or
attacked by anybody, including the talk show host.
There are a few main elements, which make anybody a great talk show guest:
• ATTITUDE: One can be opinionated but not conceited;
• EXPERT ROLE: One has to become perceived as an expert who know his
subject;
• PACKAGING: In a talk-show it can be not so much what one sells but how one
sells it;
• RULE OF “YES AND….”: “Yes and…” is what a talk show host likes. When
his guests answer a simple question just with “yes” or “no”, the talk show would
become very boring;
EXAMPLE: If you are asked a simple question like, “Is it true that you got a
lot of opposition when you made your presentation at the World Summit?”
Do not just say “yes” period. Say “Yes, and I got engaged in a serious
discussion with some of my opponents which I hope made them think about
their opposition which, in my point of view, was unfounded”. This leads the
host to ask more questions and makes for a better talk show.
• HUMOUR: Everyone likes to laugh; this usually gives anybody who does it the
upper edge and sympathy. But it should of course not be exaggerated, as nobody
wants to be perceived as an entertainer or clown;
EXAMPLE: On a talk show one blonde on the panel said, “I lost weight
because I became a blonde”. Another talk show guests nearly gagged at this
statement and just said, “Really? If it were that simple everybody would buy a
bottle of dye”. The audience went wild with applause. The guest’s message
came across.
• HIGH INTEREST: Whatever the topic may be, one should have prepared the
most interesting story. If the subject is complicated, it can be made easy to
understand by using short illustrating examples comparing to ordinary
day-to-day life;
• SMILE: A sympathetic talk show guest is alert, looks at the camera, debates
with other guests, laughs and smiles a lot. But not arrogantly, for instance when
other talk show guests are making their point. This may be interpreted nega-
tively. The best is to think that one is just talking to a bunch of friends around
the house, never mind that millions of people are watching;
• POLITE: It is recommended to be polite and not aggressive. Cross talking
should be avoided but also it should be made sure that the talk show host is just
in assigning his speaking slots. If he does not do his job, the guest has the right
to speak up and must not wait until spoken to.
3.2.7.3 How to Act When Speaking
• SIMPLE LANGUAGE: If possible, complicated technical terms and acronyms

that need explaining must be avoided. The same applies to words, terms and
phrases that lay audiences might not use in everyday dialogue;
• NO BAD LANGUAGE: Bad grammar, slang and swear Words are not
appropriate. They distract from the content of the discussion and can lessen the
credibility with the viewing audience. After all, the information shared is
important;
• PREPARED: Familiarity with the facts and a thorough understanding of the
topic are a must. Tough questions must be anticipated;
• BRIEF: Television is a time-oriented medium. The amount of time devoted to
sound bites and story length is very short. Concise responses are best;
• RELAXED: If possible one can try to discuss questions and possible answers
before the crew starts shooting. This will help to feel better prepared and more
comfortable;
• SLOW TALKING: It’s normal to feel nervous, especially if is not on a TV show
every day. Adrenaline is flowing, the heart is beating a little faster, and one starts
talking much faster than normally done;
• CAREFUL MOVES: A few slow and deliberate hand gestures are okay. Quick,
broad and sweeping hand gestures are not ok;
• SPEAK-UP: Microphones, the spotlights, the heat in the studio, the cameras and
the studio guests should not intimidate the talk show guests. It is professional
normality to many others;
• CONVERSATIONAL: At a talk how it helps to talk as though one is speaking
with a business colleague or friend.
3.2.7.4 Radio Talkshows and Interviews
Words No Pictures
Radio interviews should be an important part of a company’s overall mixed media

strategy. In contrast to TV, radio interviews communicate through words rather
than pictures. Some principles are:
• WATCH WORDS: In radio interviews one has to be careful of every word that
comes out of the mouth, as one cannot un-ring a bell. One slip can ruin the
message or the reputation. When one is talking to a radio or TV journalist
nothing is “off the record”;
• WHEN ON-THE-AIR: It should never be “read” from the memo/notes. This
does not sound natural;
• POWERFUL: To sound and be more credible and powerful on radio and on TV,
the words “I think” should be deleted from the vocabulary. “I think” dilutes the
message and causes the interviewee to sound uncertain;
• STAND NOT SIT: One can normally speak more clearly and project his voice
much better when one stands during a radio interview by telephone. Standing
raises the energy level and will help to be more focused and alert. It is also
helpful to use a telephone headset because one can speak “hands-free”.
Focus
It is save to write down four or five key points that you want to cover during the
interview to always stay on track. The advantage of the radio over TV is that one
can have a memo in front to support the logical sequence of points one wants to
make. However the memo should not cause the interviewee to appear unnatural: He
should continue to be perceived as spontaneous and unrehearsed. The points made
can be strengthened with anecdotes, some humour, and only a few numbers so that
they are more memorable and entertaining. Answers and explanations should be
kept simple and short and to get attention. Complex information tends to lose or
bore interviewers and audiences.
No Distractions
All distractions must be removed before the radio or phone interview starts.
Telephones must be deactivated, fans and noisy air cons turned off and a “Do Not
Disturb - Radio Interview” note posted on the office door.
3.2.8 Other Print Media Tools
3.2.8.1 Print Media
Letters to the Editor
Reasons
Submitting a “letter to the editor” is one way to get the company’s voice heard and
it provides free publicity. The question is whether writing a “letter to the editor” is a
good tactical move for a company’s Corporate Communication manager.
Generally, “letters to the editor” have a reason. They are meant to be in response
to something that a media outlet has published and they normally,
• Express opinions in support of, or in opposition to, an article that was published;
or
• Try to expand upon information that was shared within an article that the outlet
published;
• Given this situation, the Corporate Communication professional should ask

himself the question;
• Whether he really feels strongly about the message in the published article and is
anxious to express an opinion or whether his only motivation is to get published.
In the latter case the Corporate Communication professional should consider his
resources of time and energy and the potential return on investment of his time
and exposure;
• The Corporate Communication professional should also consider whether he
will be able to handle any negative comments or criticism which may be sent in
response to his letter (if it is published);
• It should be ensured before writing whether the readers of the publication in
question are members of the company’s key target audience;
• The Corporate Communication professional may not care about this and other
aspects, if he comes to the conclusion that the publication in question is so
prestigious that a publication of his “letter to the editor” could become some-
thing positive to his company’s reputation as such, and can subsequently be
posted on the company’s website and added to the company’s media-kit.
Some General Rules to Observe

• Both the editor and the readers will appreciate when the letter will be short,
concise and to the point;
• Of course the “letter to the editor” must fulfil the same requirements as a press
release: It must be newsworthy;
• The letter has to stay on top of the news: “Letters to the editor” get printed more
frequently when responding to recently published stories, which means timely
topics;
• “Letters to the editor” must be timely response. Print media normally would not
print “letters to the editor” about stories they covered two or three issues ago;
• If the company has recently been mentioned in the media, then obviously a
follow-up letter is a good idea, especially if the letter is rebuttal or correction;
• This can also be the case when general articles on the company’s industry sector
were published and the “letter to the editor” wants to establish his company as
an “industry-” or “thought leader” in its sector;
• The letter will more likely be accepted if it offers a fresh perspective on the topic
in question, which to know is of public interest. When writing a “letter to the
editor”, one has to come up with a unique, (expert) twist on the information
provided in the initial story under discussion. Best would be when the letter will
offer a perspective that differs from the author of the original article;
• If the letter submitted by the Corporate Communication manager is just hidden
advertising, self-promotion, or only flaunts the company, it probably will never
get published;
• Normally print media outlets have specific rules on what a “letter to the editor”
should include, normally identification of the writer, contact information, and, in
most cases, a word limit;
• Many print media refuse to publish letters that have already been printed in
competing publications. Therefore, each individual letter must be specifically
targeted to the publication.
SAMPLE LETTER TO THE EDITOR

DATE
Dear Editor:
The (Date) article “headline” by (journalist’s name) highlights the issue of
xxx. These xxx have. A re (cent poll found that xxx. But the real problem is
xxx, resulting in unnecessary xxx. That is why we support xxx. It’s a rare
win-win for xxx.
Yours sincerely,
Name
Title
Company
Op-Ed* Columns
In addition, the Corporate Communication manager can feature “stories” on

Op-Ed* pages.
*EXPLANATION: An op-ed (originally short for “opposite the editorial

page” but sometimes translated as “opinion editorial”) is a written text typ-
ically published in print media, which expresses the opinion of a third party
author usually not affiliated with the publication (for example: a company’s
Corporate Communication officer). *Op-eds are different from both editorials
and letters to the editor submitted by readers.
Op-Ed pages are more exclusive than “letters to the editor” columns. If the
Corporate Communication manager has a unique opinion expressed in a concise,
interest catching way, he may want to think about sending it to the editor of an
Op-Ed page.
By-Lined Articles
A by-lined article can be an important tool in a company’s Corporate

Communication toolbox. In particular when the company is unhappy with the
results its press release activities, the Corporate Communication manager may want
to consider writing a by-lined article to get his company’s name and message out in
the news.
DEFINITION: An article written by the company’s top representative is

called a by-lined article. The “by-line” is the place where it says “By
_________” and lists the author’s name. A by-lined article can be about
trends or tips related to the company or the company’s industry.
EXAMPLES: It could be a background report on “How denim/jeans get blue”
(when the company is in the textile business) or it may be an explanation of
an industry process: “How is metal bend into a sleek car body” (when the
company operates in the car manufacturing business).
Because it will be journalistic in nature, a by-lined article should take into

account the broader issues relating to the company’s industry or the company
markets. A by-lined article should not mention the company’s name (except at the
brief bio after the article) unless it also includes the names of its major competitors.
Any appearance of a company name will very likely destroy the chances of the
article ever being published.
Usually a company’s Corporate Communication executive will probably write
the by-lined article. However, it is advisable to consider that a by-lined article,
which is signed by members of the company’s top management, may be more
effective. They have the credentials to come off as industry authorities and experts
in their field. Therefore it may be more effective from a credibility standpoint that
they are credited as the author of the article.
Before submitting the article and the accompanying cover letter to the com-
pany’s press contacts, it needs to be made sure that the publication’s writer’s
guidelines were reviewed. If not adhered to these strictly, the risk is great that the
article will not be published.
Specialist’s Offer
As an additional option, Corporate Communication can send a targeted letter to

those journalists who cover the company’s special area of expertise. This makes
sense when the company has a highly specialised know-how and is known for that.
In the letter, the company can be advertised as a useful source of (background)
information.
3.2.8.2 Printed Matters
Corporate Brochures
A conventional, printed corporate brochure is designed and used to inform a

company’s target audiences in a tangible way in an increasingly digital
environment.
A corporate brochure should not be mixed up with a sales brochure. A typical
corporate brochure is informational and aims at attracting investors, getting dona-
tions, support or new stakeholders. In a way, it is similar to a media kit, which
provides background information on the company, its mission, position in the
market, in society, strategy and business.
Creating a corporate brochure can take many different forms and hold all sorts of
information, from a general corporate brochure introducing the company to
potential investors, to a special brochure used to achieve specific goals, such as
explaining products in more detail or offer a sampling of numerous products to
entice customers.
An online brochure is similar to its offline version but it should be optimised for
the use of key words for search purposes.
The rules for creating an attractive brochure are simple:
• The brochure needs to stand out from competition by being visually
eye-catching and its content interesting;
• It needs to be newsworthy by making sure that its content is relevant, topical and
important;
• The brochure must fully match and reflect the company’s (corporate) identity
and consistent with its mission and (desired) image.
Newsletters
The Corporate Communication professional has to be sure what he wants to achieve

by creating a corporate newsletter (online or offline), whether there is a real need
(internally, externally), whether a newsletter as a tool fits into his larger Corporate
Communication strategy and test the newsletter option against any other (less
expensive) alternatives.
The Corporate Communication manager has to be sure how his newsletter will
look before adding body content. Therefore, the design of the newsletter’s template
should always come before writing or gathering content.
The Corporate Communication professional must be sure that he has gathered
enough content. Places to look out for content are the company’s blog (if any),
social media accounts (if any), internal newsletters, training and any other internal
documents, which are not company proprietary. The newsletter should be infor-
mative but written in a personal way to attract the defined readership.
Leaflets and Flyers
Leaflets and flyers are normally only used for special events in which the company
gets involved, for instance events at which the company acts as a sponsor, at which
the company acts as a patron, o rat trade shows. Key for creating this printed
material is attractiveness which can be supported by adding a colourful image (that
fills the entire background), outstanding artwork, information which easily captures
the target audiences attention by displaying bold statements supported by a very
noticeable headline, humour, testimonials and the like to stand out from the crowd.
Background Papers
Writing a background paper can be challenging. A background paper requires

careful research, diligent compilation of data from multiple (internal and external)
sources. A background paper should make complete sense to someone who has no
knowledge about your company and its business, while simultaneously being
educational to someone who already has a good understanding of the company (e.g.
stakeholders).
White Papers
Rationale
White Papers have become a popular (marketing) communication tool especially in
the field of business and politics. Corporations aim to sell information or new
products as solutions to their customers by posting a White Paper online.
A White Paper is effective no matter what kind of business is concerned. It offers
solutions to the company’s key target groups’ problems or is of general interest to
the company’s stakeholders and other target audiences.
The purpose of a White Paper is mainly to educate readers and help them make
decisions. In this case the document in question can quickly turn into a commu-
nication tool that promotes the company’s general messages, products, and services.
The benefits of writing White Papers is that it gets to be known by people and
institutions that are opinion leaders or opinion multipliers and, of course, the media.
When the White Paper gets actually read, the company can win a lot out of it in
terms of credibility, image and reputation, provided the paper is credible, sound in
terms of facts and figures, and well-written. This is particularly the case when the
White Paper offers problem-solving information. This leads to the recommendation
to Corporate Communication professionals who consider writing a White Paper that
they should mainly concentrate on those issues that the company’s customers may
have, or are of interest to stakeholders and other key target audiences of the
company.
Writing a White Paper

• The challenge is to make a White Paper short and concise, but still convey the
right ideas to the target audiences. Ideally, a White Paper should have no more
than 25 pages. Otherwise there is a risk to lose the audience;
• Language is important: The White Paper should be written in a positive
“non-sales” style. It must not be too complicated and avoid technical expres-
sions but at the same time it must be professional and provide real information
in order to be credible. Headlines must be made the clear and specific to allow
for quick orientation. Words such as “revolutionary”, “cutting edge”, etc. should
be avoided;
• Sometimes (speed) readers study only the introduction and conclusion.
Therefore, it will be good to provide material that gives them a reason to keep
on reading;
• A (the company’s) solution to the problems should be presented including the
benefits and supporting evidence;
• A one-paragraph summary should be written at the end of the White Paper in
which it is pointed out that the company’s solution is the best;
• Of course, graphics, charts, diagrams, tables and photos should be used to make
the White Paper appealing;
• Clear and appealing layout and design;
• PDF format;
• Readable font size.
Promotion
Once the White Paper is written it needs to be distributed to pass it the target
audiences. The White Paper can be offered on websites/blogs that the company
target audience visits, via newsletters, distribution on trade shows, via offering free
copies through pay-per-click advertising, by creating a special area on the com-
pany’s website for the promotion of the White Paper, and the like.
3.2.9 Speech Writing
3.2.9.1 Speech Definition
A speech or any other oral presentation is when the written word is delivered,
making it come alive for the audience.
A speech is a formal moment, during which an audience pays attention to a
speaker, who, depending on the circumstances, will pronounce few or many,
informal or formal, festive or serious words (generally their own), most often
prepared in advance.
The difference between speeches and presentations is mainly that a speech rarely
relies on visual support.
In contrast, presentations are generally supported by visual aids. A presentation’s
aim is to call to action, or to teach or explain something to the audience.
A speech does not have that aim. A speech’s typical main purpose is to inform,
to explain or to convince the audience to take up and support the views represented
by the speaker.
Generally seen, speeches are expressions of the speaker’s individual view.
Hence there are no general rules on how to draft an ideal speech. Therefore, the
following discussion can merely provide some framework recommendations on
how a speech can be targeted and structured to fulfil its aim: To bring a speaker’s
message across to his audience.
3.2.9.2 Speech Categories
Business or Private
Speeches are a part of almost all gatherings, professional and private, be they brief
introductions, openings, thanking words, addressing a general or an expert audience
or important keynote speeches. Before writing/giving a speech, one has to under-
stand the purpose and the task of the speechwriting/speaking activity.
Speeches can be categorised into informational, instructional, emergency,
entertaining or festive, persuasive and private speeches (the latter two will not be
discussed here as they do not typically belong to Corporate Communication).
Although these different types of speeches differ in the way they are delivered, they
all have a similar structure in common: An introduction, a body and a conclusion.
• BUSINESS SPEECH: Usually, the focus of business speeches lies on infor-
mation (to provide information and share facts by simple statements). In addi-
tion, the purpose and the task of a business speech is to persuade, convince or
influence the audience’s opinion. The spectrum of subjects can range from a
speech about new products or manufacturing methods, speeches in a forum of
investors, politicians or shareholders, sensitive speeches about dismissals or
plant closures, or improvised management statements in an acute crisis situation;
• PRIVATE SPEECH: The focus of private speeches generally lies on enter-
tainment. In this area, the use of humour, testimonies, stories, anecdotes,
examples, the exaggeration of the truth and the use of popular sayings is
common and desired. Private speeches generally convey emotions and share an
experience on a personal level.
Informational Speeches
Informational speeches are standard in the corporate world. Such speeches are
generally very formal and well structured. This also applies to podcasts, which can
be considered as speeches addressed to an unknown audience. Typical occasions at
which informational speeches will be given include the announcement of the
company’s quarterly results, the conclusions of important company board meetings,
shareholder and investor assemblies.
In some cases there is a thin line between an informational speech and a festive
speech. This may be the case for instance when a new project is launched or a new
branch be opened by the company. In this case an executive’s speech can combine
both, informational and festive elements.
Instructional Speeches
Instructional speeches are similar to informative speeches. The only difference is

that they provide advice about the action to be taken. The aim of an instructional
speech is to motivate and instruct the target audience on how and why to do
something. An instructional speech may include repetitions to make sure the
instructions are well understood by the target audience.
EXAMPLE: Some airlines have turned the instructional safety warning on the
airplane ahead of take-off into stand-up comedy acts. The result is that pas-
sengers have a laugh whilst fastening their seatbelts, which increases their
awareness of safety matters and motivation to comply.
Emergency Speeches
If not covered and pre-prepared by a prudent company’s contingency plan (read

Sect. 2.3.1.2), emergency speeches are generally spontaneous and not based on
careful preparation. Communication and short response time are key in an emer-
gency situation. The public, the media or selected audiences are expecting an
explanation of what happened, an outline of what the company is planning to do to
manage the emergency, quick and comprehensive responses to questions, the
provision of relevant background information. The company’s goal must be to (re-)
establish trust and authority.
Entertaining or Festive Speeches
In the corporate world, entertaining speeches are usually given at occasions, which
involve people (anniversaries, retirement of executives, festive occasions, and the
like). These speeches do not follow any special rules except for that they need to
achieve the declared goal: To entertain. This usually involves some humour,
(funny/entertaining) quotes, anecdotes or those private views of the speaker, which
normally are not part of standard corporate speeches.
3.2.9.3 Effective Speechwriting
Speech writing is all about knowing the audience and addressing their con-
cerns. The audience must be left with something, which is worth to think
about.
Corporate speakers can either write their own speeches or ask their Corporate
Communication professional to do this for him. There are some differences between
writing speeches for oneself or for others.
Speechwriting for Others
Members of a company’s management or the company’s CEO are frequently asking

their Corporate Communication professionals to write speeches for them. In some
cases, speechwriting is even an explicit part of the Corporate Communication
specialist’s job description.
The most important difference is that a speechwriter who is writing for someone
else has to write in the voice of the presenter. In addition, a speechwriter who writes
a speech for someone else is usually asked to write about a subject matter, which he
is not familiar with as he cannot possibly be an expert on everything he is asked to
write about. This requires him to dig into new subjects, spend time researching,
synthesize information from a variety of sources and learn. Once the speechwriter
has sifted through the material he has collected, it will be his task to identify speech
worthy highlights, including important and easy-to-understand illustrating facts and
figures, and to turn this into a compelling story.
Effective Research
In the past, speechwriters used expert interviews, company archives, libraries and
trade associations’ information pools when researching a speech. Today, Internet
based search engines, Wikipedia and others have made this task much easier as they
provide free and instant access to invaluable information sources. But although
these Internet sources have facilitated research activities, it should not be ignored by
speechwriters that first-hand information provided by internal and external experts
will help to bring up-to-date and unique points of view to a speech.
EXAMPLE: The author was asked to draft a keynote speech to a layman

audience for his CEO on Japanese-inspired, so-called “lean management”
manufacturing techniques. Until he was asked to do this job, private news-
paper literature was the only source of information for the author. In order to
write a good speech, it took him three weeks to study expert literature,
academic papers, interview internal and external “lean management” practi-
tioners to translate expert language into colloquial language, and write a
speech, which could be easily understood by a layman audience.
In addition, it can be helpful for the speechwriter to talk in advance to repre-

sentatives of the targeted audience to better understand what is expected from the
speech and, from their point of view, what the most topical issues are.
Twitter Use (Read Sect. 3.3.2.5)
Another means of getting close to the “hot” issues is to use the services of
TWÌTTER. The use of TWITTER allows the speechwriter to tap into the collective
knowledge of TWITTER users and to get involved in discussions by potential
audience members and, possibly, between audience members and the speech-
writer’s company. The use of TWITTER does not require the speechwriter to
engage in the painstaking search of daily messages posted to TWITTER.
TWITTER’s advanced search function allows to keep track of what is being dis-
cussed in this forum without forcing the speechwriter to read every single tweet.
The use of TWITTER gives the speechwriter the advantage to be as close as
possible to ongoing discussions, directly respond to trending issues of interest to the
company’s target audience and not fall into the trap of boring abstractions.
Preparatory Work
Topic
Topic and purpose must be carefully selected. The topic must be worthwhile,
relevant and appropriate for the audience.
Brainstorming
Part of approaching a topic for a speech can be a brainstorming exercise. This will
cover the gathering of all relevant initial thoughts, ideas, options and possibilities.
Some of these initial elements will need some analysis and research before being
considered for speech content. Once this is done, the elements identified in the
brainstorming process need to be brought into an interesting, attention-grabbing and
logical order.
Character of the Speech

It must be defined, whether the speech shall inform, persuade, and stir feelings,
change opinions or demand action. Jargon or expert (scientific) terms must gen-
erally be avoided. The degree of formality and humour will be defined according to
the occasion and character of the audience;
Audience
A speechwriter should analyse the opinions, knowledge, attitudes, and beliefs of his
audience before developing his speech. He should also know the audience’s
expectations. Tailoring the speech to the audience’s needs and expectations will
greatly enhance the speech’s effectiveness.
Key Message
In addition, the speaker must clearly determine the single most important message
he wants to convey to his audience and list other major points in order of impor-
tance, from most important to least important. This will guide the development of
the whole speech and ensure that the most important point is made, even if the
speaker will be forced to cut the speech short. The key message must be reem-
phasized in the conclusion at the end of the speech.
Goal to be Achieved
The purpose of the speech will normally not be to confirm the audience’s knowl-
edge about the subject issue in question but to add something new. This requires an
analysis by the speechwriter to determine where he/the person he is writing for,
wants to take the audience with the speech. This situation can be compared to the
planning of a holiday trip: The current location is known but not necessarily the
destination. Translated to a public speaking situation it means that the audience is
invited by the speaker to a journey: The speechwriter knows relatively well what his
audience’s knowledge level and views are but that he has to give some thought to
where he wants the audience to be at the end of the speech.
Outline
Once the theme/message is picked, the goal is set and the points to make are
chosen, the speech should first be organised in outline form. In the outline the main
points will be listed, followed by supporting facts, analyses and possibly anecdotes.
At the end of each point the speech has to return to the message, which the speaker
wants to get across. Numbering the points can sometimes help the audience to
follow the logic of the speech and remember where the speaker is before reaching
the climax of his speech.
Writing the Speech
Based on the outline, the introduction and the conclusion should be developed.
These are the most important parts of the speech in which the most important
messages are communicated.
Introduction
The introduction needs to be memorable. The first minutes are the moment when a
speaker has everyone’s attention. If the opening lines are bad, the attention will fade
away quickly. But if the opening words are appealing, the audience will be glued to
the speaker’s lips. For this, a speaker needs to stand out, to be different, to provide
the audience with a show worth their time—either through verbal cunningness, or
by using props or making a little scene, engaging with the audience. However, the
most important remains the attractiveness, the relevance (for the audience) and the
newsworthiness of the key message(s) the speaker wants to bring across.
Body
The body of a speech is where the messages are delivered. All elements used to fill
the body of the speech must support the messages. The number of messages and the
complexity of the speech’s body will depend on the available time and the character
of the audience. Supposing that the speaker has three arguments he wants to make.
The most common way of structuring stronger and weaker arguments in a speech is
to sandwich the weakest argument. Beginning with the strongest, then carrying on
with the weakest and ending with the second strongest argument. This is the
constellation that makes people forget the weak argument, and remember the strong
ones most.
OLD SAYING: “Tell them what you’re going to tell them…tell them again…
and then tell them what you told them.”
To support this flow, the body can be organised in different ways, according to
the topic, content and/or audience:
EXAMPLES:
CHRONOLOGICALLY: “Before going into details, let me sketch out the
history of our sector, so as to understand what the actions were, that brought
us to where we are today…”
SPATIALLY: “Think of the concept as concentric circles. In the centre
you have the core elements and the further away you go from the center…”
TOPICALLY: “Our government reform aims at drastically improving
efficiency. To do so, we have selected three areas of action: savings,
investments and responsibility. This is how we will approach each topic…”
CAUSALLY: “It all began with a stupid lie. From there on the ball began to
roll, until it became bigger and bigger and now it is heading straight for us
and we are too slow to avoid it…”
Structuring the argument in such a way will help bring the point across and will
mostly create the flow of a story.
Theme Reinforcers
Theme reinforcers are the points that a speechwriter uses throughout his speech to
“reinforce” the central message he is trying to get across. Continually reiterating
one idea/message is important as it will reemphasise and reinforce it.
EXAMPLE: In 1946, Sir Winston Churchill made a famous speech in which he

was emphasizing over and over again the need for cooperation against (com-
munist) tyranny and war. Many say that this speech was the beginning of the
so-called Cold War as he covered the serious threats with which the post-war
world was faced by Communist expansion plans, including what Churchill
termed as the “iron curtain” that had descended across the European continent.
Conclusions
Obviously, the climax is the most important part of the speech. It should be the last
paragraph, and leave everyone with something to think about. The last statements
are generally the ones that are remembered most. A conclusion is therefore more
than just repeating the introduction, it should tie any lose ends together and leave a
clear message with the listener.
It can be the case that the attention span has suffered during the speech. The
conclusion at the end will be the moment to regain the attention of the audience and
to bring the conclusion across. This is often done by using clever quotes, by
presenting an unexpected turn in the story or by talking about the benefits coming
from whatever has been covered in the speech.
A strong conclusion will challenge the audience to think beyond the limits of the
topic and may offer solutions, or closing message can further be emphasised by a
“call to action”, depending on the purpose and the content of the speech, whether it
is motivating the audience, persuading it, sharing information, celebrating, or
providing bad news. At the occasion of a celebration, declaring the food banquet or
the bar, or both, as open is generally a generally appreciated ending. The same
declaration will however be perceived as totally inappropriate in case the speaker
has to convey bad news (for instance lay-offs, a plant shutdown, accidents, pp.).
3.2.9.4 Technical Issues
The attention span of people has changed and there is a growing risk that a speaker
may lose his audience’s attention if he speaks too long (for instance more than
30 min). The speech manuscript should be double space and the typeface large
enough to read at a glance. In some cases hand-outs, visual aids and supporting
material can reinforce important information but it needs to be appropriate for the
occasion and audience. The person who will introduce the speaker should receive in
advance a brief speaker biography. The technical staff should also know well in
advance what type of audio-visual equipment or speech aids (e.g. overhead pro-
jectors) are going to be used. In case of planned media coverage of the speech, an
advance copy of the speech should be provided to those media representatives who
are unable to attend the event. However the release should be embargoed until the
time of the speech.
3.2.9.5 Questions and Answers
A speaker should anticipate questions and be prepared and willing to answer

questions following his speech (if that is appropriate). In some cases, the response
to a question may be difficult for or embarrass the speaker. In such a case it is
recommended to apply the “art of bridging”.
3.2.9.6 Delivery
Effective delivery is natural and conversational. It should reinforce the speaker’s

message, convincing (logic, simple and expressive) and include eye contact (dia-
logue with the audience).
• BEING MEMORABLE: A speaker needs to make sure to convert the initial
curiosity of an audience into attention for the rest of the speech or even
engagement. Otherwise his message will be forgotten. Being memorable is
different for everyone but what it really means is to finding out the way in which
one can stay in people’s minds longer than others. Practically this can mean
using verbal tools (for instance analogies, metaphors, axioms) or engaging tools,
such as (positive) surprises, jokes that make people laugh, or questions to the
audience that force people to raise their hands;
• REPETITION: Repetition is a strong reinforcement tool, which make the
audience remember the message better and allows to make the repeated item
become more important every time it is stated. This is particularly the case if it
comes from different sources or from different contexts;
• TRUSTWORTHINESS: When wishing to come across as a trustworthy
speaker, the mention of friends or family in the speech can be beneficial because
it invokes sympathy and psychological comfort;
• SIMPLE LANGUAGE: Using a simple language is always beneficial.

Complicated phrases may look good, suggest intellectualism and work in the
head, but spoken out loud in front of an audience, they often fail to have the
desired impact;
• SIMPLE STRUCTURE: One should never forget that an audience will hear the
speech for the very first time, and, very likely, for the last time. There is rarely
enough time to explain something again;
• LENGTH: Short is better. Sticking to the essential messages is vital. The loss of
an audience’s attention due to unnecessary deliberations is entirely the speaker’s
fault. His aim should always be not to waste any time and to fill the time of the
audience efficiently to be effective;
• ELEGANCE: Connecting words can add fluency to the speech, its story and its
clarity and make a speech elegant. “On the other hand…”, “At the end of the
day…”, “What’s more…”, are connecting different parts of the speech, by
building on top of each other and making it sound nicer. In addition, such
connecting words can help not to lose the focus;
• TENSION: The use of pauses in a speech can be extremely powerful. Few
people like silence, and most people think it is awkward or disturbing. This
feeling of insecurity can be used to make a connection to a new point in the
speech, or to attract attention to a sensitive part of the speech or key message;
• ILLUSTRATIONS: Oral illustrations allow the speaker to take the audience
elsewhere and to make them dream for a moment.
EXAMPLE: “Imagine, diving into the cold Atlantic waves, sending shock
waves across your whole body and the heat of your body being taken away
by the water…”. If the speaker would now speak of hot tea, the audience
might get a comforting feeling of warmth through their bodies.
Mimics and Gestures
• SMILE: A speaker should communicate confidence by smiling, raising his

eyebrows and using natural expressions. His smiling attitude will come across to
the audience as positive and sympathetic;
• FACIAL EXPRESSIONS: Facial expressions and nonverbal cues such as
posture and gestures should be actively used to emphasize key points and to
enhance the verbal portion of the speech;
• EYE CONTACT: The speaker should make eye contact with the entire audi-
ence, if possible. If really looking at the people makes the speaker nervous, he
should simply look directly above their heads. This gives the audience members
a sense that you are looking at someone behind them;
• TONE OF VOICE: The speaker’s tone of voice should support the purpose of
the speech (passionate if the purpose is to persuade, reflexive and slow if the
purpose is to make people doubt), and a good posture. Speaking in a monotone
voice will put an audience to sleep. A good speaker will use variations in his
tone of voice;
• VOLUME: A good speaker uses varied volume to keep his audience “tuned in.”
A speaker should be aware of volume patterns, such as his voice dropping off at
the end of sentences. This may distract the audience;
• RATE: Speaking too slowly allows the audience to drift away from the speech.
Speaking too quickly requires the audience to expend too much energy to keep
up. As with volume, a good speaker should use variations to keep his audience
interested;
• PRONUNCIATION: Words must be pronounced clearly. A good speaker will
not make the audience strain to figure out what he said. He must not slur his
words, fall into dialects or omit sounds. This includes the filling of a speech by
embarrassing “uhs,” “ums,” and “ers” sounds;
• BODY LANGUAGE: Body language is just as important as the words them-
selves. Quick and jerky gestures must be avoided as they make the speaker
appear nervous. The speaker will also become perceived as nervous when he is
rocking back and forth. Hands and arms should only be used to emphasise the
words, not too much, and if not in use, they should just hang around normally.
In general, gestures should be held longer than one would do in normal con-
versation. In addition, gestures need to be varied. Gesturing above shoulder
level must be avoided. Arms should not be crossed. A good speaker projects
confidence by keeping his arms loose and gestures natural. Hands must not
clasped together, gripping the podium, hidden in the pocket or folded over the
crotch or behind the back. If possible the speaker should do not stand behind a
podium, or lean on or grip it.
Humour
Humour and inspirational quotes can be included in a speech when appropriate. But
it needs to be made sure that each of these are well integrated into the logic and flow
of the speech and do not peak out as alien elements.
EXAMPLE: The author was invited to a series of Financial Times

Conferences in London to talk about trade and technical issues concerning the
motor vehicle industry. He provided a quite reasonable speech, nothing was
wrong and it was well received by the expert audience. But the author was
still feeling that his speech was not triggering the enthusiasm or attracting the
above-average attention he was envisaging. In his view the reaction was

lukewarm. The author was ambitious and wanted a better reaction and asked
himself how, next time, he could better engage his audience. After some
painstaking efforts in finding a solution of the problem, he came to the
conclusion, that having an English audience, one has to be humorous,
especially if one speaks with a German accent (generally Germans are not
known as very humorous people). At his next speech, he did what the English
are said to like most: He mocked about himself and spread some very short
humorous remarks in his speech. The effect was overwhelming: The same
character of speech but this time enriched with some humour, had an sur-
prisingly different effect on the same audience. The speaker was perceived as
more sympathetic, his speech was followed more attentively, there were more
questions after the end of the speech and the applause was much stronger.
One could assume that his messages were better memorized than in the
previous speeches, which had been without the spice of humour.
Delivery Style
The delivery of a speech requires the speaker to know the speech by heart. For a
good speaker it is of utmost importance to “absorb” the speech, its logical sequence
and its content. “Absorb” meaning that the speech will nearly become a part of the
speaker and vice versa. Only when the speech has been practised often enough the
speaker will really know it.
Close attention should also be paid to the “feeling” of the audience. It is by
feeling the atmosphere in the audience, that a speaker can choose the right speed
and tone of voice, the right examples, the right type of humour, to convey his
message in the best way possible.
Free Speech Versus Reading

Generally, a speech can be well received and successful irrespective from being
read or presented as a free speech. The most important element for the delivery is
the speaker’s self-confidence. Whatever builds that confidence is the best way.
Whatever works best for the speaker, whether it is an A4 with bold printed words, a
notepad with memory aids, a teleprompter, or a good memory.
Reading or Memorising
Still, there are communication experts who argue that speeches should better not be
read unless accuracy, technical/scientific complexities or political correctness are an
overriding factor, which forces the speaker to stick to his manuscript, or if the
speaker is so prominent that he has not to worry about whether his audience is
listening.
EXAMPLE: The chairman of the European Central Bank (ECB) is giving a

speech about whether the ECB will raise interest rates. He can read his
speeches because he has to be absolutely accurate and he can be sure that his
audience will listen to his remarks extremely carefully.
The reasons why, in the critics’ opinion, a speech should not be read or fully
memorised are as follows:
When a speaker reads his text there is little or no eye contact between him and
people in the audience. This means that there will be little or no feedback so that the
speaker cannot make subtle adjustments. On the contrary, his speech will easily be
perceived as “wooden” or boring, with no dynamics. Often the text is read too fast
or the speaker cannot read aloud without stumbling over, or is lost when he looks
up and then look back at the text. Thus, the communication will be between the
speaker and the text, and not between the speaker and the audience.
All the objections that apply to the read speech also apply to the memorised
speech. All spontaneity is gone and the speech becomes easily stilted. Often,
delivery is too rapid and the concentration is on the words, and not the ideas or
messages. Sometimes the memorised speech sounds too formal, like a written
essay.
But in the worst case, if the speaker’s mind goes blank or if he makes a mistake
or gets interrupted by a member of the audience, the whole speech can fall
apart. This would normally result in an extreme speaker reaction such as speech
anxiety, heart pounding, or sweating blood.
Extemporaneous Speaking
The best method is to compromise and speak extemporaneously. This requires
preparations and the use keyword note cards and a focus on communicating ideas,
not words.
When there was enough time to plan, carefully research, and outline the speech
the speaker can practice aloud or in his head. The key is not to concentrate on the
exact words but on communicating the ideas and messages.
EXAMPLE: Jazz musicians memorise and follow the outline of a tune and
use it as a basis to improvise. Except for the introduction and conclusion, they
do not memorize or read a melody line. Each time it is a bit different, but
should follow the outline.
This is also the way it should be when giving a speech. The speaker may
memorise a quotation or anecdote to begin and end a speech, but the body of the
speech should be delivered free or from notecards with some key words in logical
order. Notecards should have very little information, no full sentences or sequence
of sentences: Just key words or ideas. Note cards should be thought of as a map that
one follows.
Teleprompter
A teleprompter is an electronic display device, which allows the speaker not to look
down to consult written notes. The teleprompter creates the illusion that the speaker
has memorised the speech or is speaking spontaneously, looking directly into the
camera lens. Using a teleprompter is similar to using note cards. Before using a
teleprompter aid, a speaker should watch some videos of speeches given by the 44th
President of the USA while speaking. He will find that Obama’s mechanical
movements of his head, regularly from right to left and from left to right, obviously
following the flow of the teleprompter, appear totally unnatural. They leave the
listener/observer with the impression of a robot talking that detracts from the
speaker’s power of persuasion. From this observation it can be learnt that even
using a teleprompter will not necessarily make the speaker look free and
convincing.
3.2.9.7 Rehearsals
A speaker, in particular when not a routine speaker, should never miss to rehearse
his speech and make sure that he is mastering his material. A good way to rehearse
is in front of a mirror, using the video function of the smart phone or asking a
trusted person to videotape the rehearsal. This allows the speaker to analyse his
expressions, possible delivery pitfalls, and practice proper timing and to obtain
feedback.
3.2.9.8 Speaker Apprehension and Stage Fever (Read Sect. 3.2.6.3)
Some people, even seasoned Corporate Communication professionals are said to

have more anxiety over giving a speech than dying. There are some techniques to
alleviate such fear:
• It helps to overcome anxiety when the speech is prepared well in advance. This
allows the speaker to practice. The more comfortable he will become with his
speech, the more comfortable he will be when delivering it;
• Just before getting up to speak it is recommended to breathe deeply. Deep
breathing can help relax the body;
• If the speaker becomes nervous while speaking, he can also use this technique
during his speech by pausing briefly (for instance by taking a sip of water) and
taking a deep breath;
• An early arrival (at least an hour before the speech) can avoid a lot of
last-minute anxiety. The speaker can make himself familiar with the venue,
ensure the room is prepared, the audiovisual equipment works, and notes are
organized.
3.3 Online Media
3.3.1 Dwindling Trust in Traditional Mass Media
The elections for the 45th US President have clearly put a spotlight on a new trend,
which must be carefully considered by Corporate Communication anywhere in the
world.
• On the one hand, according to recent opinion polls in the USA, Americans’ trust
in their traditional mass media has dropped to its lowest level in history. People
do not believe any more that the traditional media report the news fully,
accurately and fairly. The polls reveal that just 32% of the Americans say they
have a great deal or fair amount of trust in the media. Consequently, even well
established newspapers such as the New York Times and Washington Post
actually face a continuous drop in advertisement revenues. This drop in revenue
is forcing the newspapers to go through new rounds of financial restructuring
and journalist layoffs at a time when the emergence of “fake news” demands
even stronger investigative reporting and fact checking.
• On the other hand, the election campaign activities led to unimaginable online
readership highs. The emergence of digital (online) communication tools over
the past few years has changed, not only the character of the communication
tools, but also the number of available communication channels, which have
increased dramatically. This is another reason why conventional media channels
such as TV and newspapers are on a slow but steady path of losing their former
dominating influence.
Even if the situation will not be as extreme in Corporate Communication as in
politics, this trend tells us is, that to get a message out in the prevailing information
overload, just by writing a traditional press release or using other conventional
communication tools, is no longer enough, not the most effective and not the most
targeted approach.
3.3 Online Media 297
3.3.1.1 Traditional and Modern
To get to better results in Corporate Communication, and in addition to traditional

communication tools and media, in addition new media must be used in Corporate
Communication, either by replacing the traditional tools or by complementing them
with modern tools to make them more effective.
In the world of Corporate Communication, probably the most effective way of
communicating messages to key audiences, the public and the media, is an intel-
ligent combination between traditional media tools (one-way approach) and a more
contemporary (two-way) approach focussing on digital communication.
One-Way Communication
By using conventional media (print media, radio and television), a Corporate

Communication professional wants to achieve publicity, namely editorials, articles,
interviews, profiles, or airtime. To be successful in this endeavour, he would nor-
mally write press releases and distribute them over a wire service or blast it out to a
large database of contacts (media list).
However, the moment the distribution is done, the Corporate Communicator will
lose control over the fate of his message because his release is clearly a
one-way-street communication. The risk that his press release is overlooked, dis-
carded by the journalists or changed in a way that the message gets distorted is quite
big (unless the sender has the privilege of a special relationship with the journalist
in question).
Two-Way Communication (Read Sects. 1.3.3, 3.1.2, 3.3.1 and 7.16.2.4)
Different from traditional communication tools such as press releases, modern

digital online communication tools invite and facilitate dialogue between the sender
of a message and his audience.
Online media are specifically characterized by the ability of both sides to con-
verse and share information. If a communication professional is only blasting out
press releases the conventional way, he will be missing out on an opportunity to
connect with journalists and other target audiences directly, to build a strong, loyal
following and to better manage and control the processing of his release.
3.3.1.2 New Online Media
The explosion of the Internet and social media web sites has given rise to a
whole new breed of media and public opinion-makers who operate exclusively
online. Some of the new online media available to deliver messages include:
• Websites;
• Social media;
• Blogs and podcasts;
• Internet radio and TV (talk-) shows, online magazines, newspapers and news
sites.
Especially the SOCIAL MEDIA have redeemed the promise that the Internet has
given years before: Everyone and every company can now be a channel. If one has
access to Facebook, one can theoretically create a counterparty that can possibly
absorb the influence of TV-channels and newspapers.
The Social Media will continue to grow as a dominant news distributor and are
today a huge factor in proliferating any kind of news, including so-called “fake
news” for which they provide an ideal platform.
EXAMPLES: EGYPT IN 2011: Facebook has played a crucial role in the fact
that the Egyptians could overthrow President Mubarak in 2011. Through
Facebook, opposition members found that they are many who reject the
regime, and they were able to call for demonstrations, flexible and virtually
uncontrollable. USA ELECTIONS 2016: Facebook also helped Donald
Trump to build a stock of supporters around himself and thereby bypassing
the conventional structures, even of his own party.
The task for Corporate Communication of reaching its target audiences with
their key issues will become even harder when one adds in the ability of social
media algorithms
• To “vet”, what people would rather read; as well as
• Enable people to self-select the news and views they prefer.
Especially when forced to manage a crisis situation for his company, the
Corporate Communication expert should be aware of the fact that the insensitive
“like” logic of Facebook promotes extreme positions:
The more aggressive a comment is, the more responses it will trigger with the
users and the faster the Facebook algorithm will be in the timelines. In this context,
the truth content in the message does not matter.
EXAMPLE: Trump supporters shared the positions of the extreme political

right and their conspiracy theories until nobody could no longer be sure what
the truth was. The result was too confusing to be captured by traditional
journalistic work. The established US media mainly made their normal pro-
fessional job in reporting about the two presidential candidates. But they got
surprised and overwhelmed by the consumers of pseudo-truths published at
Facebook.
This on-going development provokes Corporate Communication professionals

to go beyond the conventional when they want to reach their individual target
audiences. When carving out a place for their company’s communication in the
modern media landscape’s information surplus, they have new opportunities that
did not exist before.
EXAMPLE: TripAdvisor is currently the biggest travel reviews website in the

world. It makes approximately $1 billion in revenue a year and attracts more
than 60 million “members”. TripAdvisor began in the year 2000 in a still
information-poor environment as a simple travel website with features,
photos, and reviews. The creators of TripAdvisor found that the website’s
users’ write-ups (as an alternative to printed tourism guidebooks which were
never really reliable information sources) often spread like wildfire across the
web and were the key of its success. Today, customers of hotels, restaurants,
and other tourist attractions add about 115 comments to the website every
minute. The site is so important that its reviews can shift the tourist econo-
mies of entire countries.
Especially for the young “Net Generation”, those who grew up in the online age,
blogs, message boards and peer reviews are what matter most for them, not the
opinion of some “official” source.
If, for whatever reason, bloggers belong to the company’s target audiences it is
obvious that if the company wants to successfully reach them, the Corporate
Communication manager has to think about alternatives to the traditional press
release tool. In fact, a press release will likely no longer be effective with most
bloggers. In their community, it will stick out like a sore thumb on their message
boards. In general, bloggers prefer to scan key words or headlines on Twitter or see
what is new in their Facebook feed.
If a company wants to influence in these online oriented communities it needs to
participate as a genuine player and play according to their rules.
3.3.1.3 New Online Channels
Websites
The Corporate Communication professional’ job is to administer or, if not avail-

able, to create a representative website for his company. For a company, a website
can be used to introduce the company and its business proposition, provide
(background) information, introduce new products, innovations or research results,
inform about past and forthcoming events (such as trade fairs, company exhibits,
participation in biddings, awards, p.p.), carve out a niche, and to conduct business.
Because of its multi-purpose use, a corporate website needs to be well structured
to facilitate reading and watching images. It must use a language, which is easy to
understand by all readers, customers and journalists.
In addition, and given the increasing use of smaller electronic devices such as
smart phones and tablets, the designer of a company website should be sure on how
the website will look like on the smaller screens of mobile devices. He needs to
acknowledge, that currently, mobile devices are rapidly outperforming laptops and
desktops for Internet activity. It is therefore an imperative that a website which is
designed on a larger screen will also perform efficiently on mobile devices or,
alternatively, that a dedicated site for mobile use or a separate mobile “app” are
created.
Short Messages
The increased smart phone and tablet use also requires that whatever is written must
be kept short. Reading behaviour has changed dramatically and people do not even
want to bother scrolling down. Therefore, also messages on websites must be
developed for quick digestion.
Shortness is in fact a challenge for the writer of the message. In practice it means
that he must draft the website’s text so short that it can appear on the preview screen
with only a little more below the line.
There is another principle which must not be ignored: To increase traffic to a

website, messages have to be rich in content, easy to understand and respond to the
needs and expectations of the target audiences.
Design and Content

Good design and exciting content can help enhancing the site’s visibility to target
audiences. When the content, i.e. texts (messages), images and videos (illustration,
entertainment), is well structured, organized and optimized to serve the targeted
visitors, conversion is more likely. This means that the website will effectively be
distributed across social media channels and at least one of its messages have a
chance to go viral.
In addition, design and content directly impacts on the ability of the website
pages to build website traffic in general, and, more specifically, to appear in search
engine results. Important is to understand that easy-to-share content will enable
readers to spread the word, which is in the company’s interest as it want to see its
messages spread out.
Site Infrastructure in an Emergency Situation

Another key point, which is often overlooked, is to make sure that the company’s
website infrastructure will always be able to handle an increased load on its servers
from spike in traffic as a result of an crisis situation. This issue must be addressed
before the crisis, not during the emergency when the pressure is on.
Building Website Traffic

But crafting an appealing website is only the first part of the Corporate
Communication professional’s challenge. In a world of surplus information, it takes
more to be successful: The second part of a modern online approach is the chal-
lenge for the Corporate Communications professional to drive enough traffic to his
company’s website. Attracting website visitors is key as eventually website visitors
become company customers, supporters, fans, investors or stakeholders.
No matter how great the site is designed and filled with attractive content, it does
not have any effect when the website lacks sufficient visitor traffic. Therefore,
attracting website visitors is one of the challenges which Corporate Communication
professionals are really facing. It can reasonably be excluded that members of the
target audiences will randomly arrive at the company website. Thus, to get the
exposure the company owning the website is seeking, a special communication plan
needs to be made. This plan must be based on a tailor-made combination of tra-
ditional and online communication strategies, social networking and other means.
3.3.1.4 Online Website Traffic Drivers
Facebook (www.facebook.com), Twitter (www.twitter.com), Google+ (https://plus.

google.com), Tumblr (www.tumblr.com), Reddit (www.reddit.com), Digg (www.
dig.com), Instagram (www.instagram.com), Pinterest (www.pinterest.com), …
EXAMPLE: Even if one might not yet be active on Pinterest, it is recom-

mended to make the company website’s content and copy “pin worthy”. This
can be achieved by imagining, producing and adding an above average image
or video.
… and other social media platforms are ideal ways to draw traffic to a website with
links and content that tie into the site and content which is shareable. Profiles can be
created and activity can be unfolded in the groups that represent or rely with the
company’s target audiences.
There are a number of additional methods to get the website noticed by people
who surf the web:
Search Engine Optimization (SEO)
Whether the focus is on bringing a website online and striving for targeted website
traffic, building a corporate image or brand, or navigating a communication crisis
for a company, Search Engine Optimization (SEO) is an important element in the
(online) media communication toolbox.
DEFINITION: SEO is the art of getting a company or a theme to the top of

relevant searches on Google.
Keywords
The effective use of keywords is an important element of a plan to create more web
traffic. People who are searching the web, will much easier find the website when
the headline and the body text include some (not too many) strategic keywords. The
intelligent selection and use of key words will help to get the key messages across
quickly yet more effectively.
Keywords should never be put into graphics as search engines do not read
graphics.
Titel Tags
Keywords can also be found in “megatags”, which search engines can read.
A few years ago, press releases were one of the best tools for improving search
rankings. But Google cracked back against some manipulative practices. These
included the practice of stuffing an exaggerated number of keywords into a press
release with only one goal: To drive search engine rankings up. But also for other
reasons, overusing keywords should be avoided by the Corporate Communication
professional, as they may be marked as SPAM by the search engine. It is suggested
that a keyword should represent no more than 1.5–3.0% of the messages content.
”Conversational Search” and “User Intent”
Today, press releases are no longer a mere SEO tool. These days are definitely
gone. At present, Google is more concerned with “conversational search*” and
“user intent**” than it is with just “keywords”.
DEFINITIONS: “CONVERSATIONAL SEARCH” means that a user can

speak a sentence into a device, and that device can respond with a full
sentence. This principle is also applied to searches: where traditional searches
mostly analyzed individual keywords, a conversational search looks at the
whole string of words, to return human-like responses. **“USER INTENT”
is the key to creating the content that enhances the relevance of websites and
improves the SEO. Different to the past, when, search engines were robotic,
mechanical, and mathematical, the algorithm standards today have since
become much more focused on what those searching for information really
want. The term “user intent” can be translated into the goal someone has in
mind when typing a query into Google. In the typical company world, the
intent is to find information or make a connection with a company. Therefore,
a Corporate Communication manager should not develop online/website
content without knowing how this content can bring a benefit to the readers.
For the Corporate Communication manager who wants to gain a better under-
standing of how his company fits into search activity for his company’s category,
important keywords, or phrases and association with relevant news stories, some
free resources such as the “Google Keyword Planner” tool (https://adwords.google.
com/) can be used. For Google Related Searches, other free tools include “Keyword
Spy”: http://www.keywordspy.com; “Metamend–Etamend–Keyword Density
Tool”: http://www.metamend.com/seo-tools/keyword-density-analyzer.html; and
“Ispionage”: http://www.ispionage.com/.
Also, HTML meta data can be used, such as the headline, description and
keyword tags, and automatically populate the title tag with headlines of news.
EXPLANATION: Metadata will not be displayed on the page and provide

data about the HTML document. They are typically used to specify page
description, keywords, author of the document, last modified, and other
metadata.
Strategic “Calls-to-Action” (CTAs)
Effective Design
The design of the website/release must make it simple for users to see quick benefits
of using the app and how to actually sign up to use it. Lots of negative space and
subtle and simple graphics are also helpful. Key is that visitors must immediately
understand the message brought forward, the very moment they land on the page.
EXAMPLE: If the colour of the main and secondary CTA buttons is the same
as the headline and the company logo, the “Sign up for free” call-to-action
button will stand out from everything else on the page.
Clickworthiness
The whole point of a call-to-action is to direct the company website visitors to a

desired course of action. If the desired course of action is for the readers to check
out what the company is actually selling or stands for, there are many ways this
could be done. One way is to provide a CTA that urges people to “Check out …!”
something or make an offer for something “special” in exchange for the reader’s
email address.
• QUESTIONS: It is somewhat subtler when the CTA button asks the reader an
attention-grabbing question. This is supposed to motivate the reader to click
through, such as “are you doing your SEO wrong?” All the visitors have to do is
to enter his URL to find out;
• LOCATION: Traditionally, many blogs/websites/releases have CTAs at the
very bottom of the post. However, most readers only get half of the way through
an article. Therefore having the CTA in mid-post is a great tactic for catching
readers before they bounce off the page;
• HUMOUR: A company wanted to stand out from traditional tactics and used a
CTA button reading “Do Not Press”. The company speculated that the readers
would be curious enough to press the button. This use of harmless reverse
psychology is playful and can be successful, if it keeping with the company’s
image/brand voice;
• SURPRISE: A unique way to get readers clicking is to create a surprise by
proving something the readers would not have expected. A Vodka manufacturer
played with its website visitors’ expectations. They expected to be directed to
product pages or press releases from the homepage, but not a CTA to “Discover
a Cocktail Tailored to Your Taste”. This was a pleasant surprise. People like
personalisation and this CTA tactic provided a personalised game;
• WORDING: A lot of company websites provide their visitors with the oppor-
tunity to start a free trial. One company was more creative and di not just say
“Start a Free Trial”, but “Claim Your Free Trial.” Although the difference in
wording may seem subtle, the alternative wording is much more personal. In
addition, the use of the word “claim” suggests to the readers that there is a sense
of urgency to get that free trial;
• PSYCHOLOGICAL TACTICS: A ticking timer makes everyone want to take
action. A company was using a psychological tactic based on scarcity and
welcomed new site visitors with a pop-up CTA stating that the offer was
“limited”. This was accompanied by a timer that counted down from two
minutes. Of course nothing happened when time ran out, the CTA remains on
the page and the timer gets back to zero;
• EDUCATION: Another company refrained from a pushy sales approach and
decided to use an educational approach. On their website they asked visitors to
learn what the company does before pushing them to take any further action;
• SHOWCASE: A company used its homepage to showcase their activities. When
the visitor arrives at this company’s page, he is welcomed with animated videos
showing their activities. The main call-to-action button stood out and was
contrasting with the video that was playing in the background;
• ADDED VALUE: A company showcased on its website the real value the
visitor would get after clicking. In addition to offering “unlimited access” for a
discounted price, the company offered the visitor an opportunity called “join the
club now”. This made the visitor feel like he was missing out on something, if
he would not react;
• CREATIVITY: It would be logical for a creatively designed corporate website,
to follow up and support a unique website design by an unconventional
call-to-action button. One company did this by featuring a specially designed
icon and the words “Follow the Magic.” This enhanced the astonishing website
design and made the visitor feel like he was about to step into something special.
The company even went one step further and let the website turn into a sort of
choose-your-own-adventure game when the CTA was clicked. This click
opened a fun CTA path for visitors and encouraged them to spend more time on
the company’s website.
Balancing Multiple CTA Buttons
In some cases, a company is addressing two or more, very distinct types of people
to sign up on their website looking for totally different things. In such a case, efforts
have to be done by Corporate Communication to tie these different groups together
on their website.
EXAMPLE: On the UBER website, a video is playing in the background

showing UBER riders and drivers having a good time in locations all over the
world. The driver CTA can be found at the top of the website giving driver
candidates a simple and attractive message: “Make money driving your car.”
Exit CTAs
Exit CTAs, also known as “exit intent pop-ups” detect the website visitors’ beha-
viour. They only pop up when it seems as though a visitor is about to leave the
website. These pop-ups intervene in a timely way and serve as a tool motivating
visitors to stay.
EXAMPLE: A company selected an exit CTA, which was offering two

options for visitors as a final plea before they were about to leave the com-
pany’s website. The exit CTA offered a discount on the company’s products.
This was followed by two alternative options: “Yes Please: Send me the
coupon” and “No Thanks: I’m not interested.” First, it is helpful that each
CTA clarifies what “Yes” and “No” actually meant. Second, the company
refrained from using language like “No Thanks: I don’t like the company’s
product or business …”, which seems to allocate some kind of blame.
3.3.1.5 Content
Today, offline as well as online press releases are only effective if they are news-
worthy. But time should also be invested when creating content elements (such as
articles, reports, photos, videos, blogs, etc.) to select the primary drivers of web
traffic and to understand, which of those elements are most shared.
Therefore, a Corporate Communication expert has to develop content with SEO
in mind. He can use information gathered in research and performance metrics from
previous Corporate Communications activities and existing content, to be better
equipped for future content production and promotion. He has to make sure that his
content is rich in the keywords that the media are using to reach his company’s
information.
Content Audit
Proactive SEO activities involve technical considerations, for instance, site archi-
tecture, content optimization research, and the use of offsite platforms for promo-
tion. The Corporate Communication expert should start his SEO activities with an
internal audit to be sure that his company’s online assets can be crawled correctly
by search engines. This may include making some changes to website structure,
content, metadata, or navigation. His content audits should also look for correctly
titled and tagged videos, keyword hyperlinks, and unique and keyword-inclusive
URLs for standalone pieces of content.
Content and SEO (Read Sect. 3.3.1.4)
When creating content with SEO in mind, the Corporate Communication expert can
use “title tags*”, which are rich in keywords, as title tags are important in search
engine algorithms.
*EXPLANATION: A title tag is an HTML element that specifies the title of a

web page. Title tags are often used on search engine results pages (SERPs) to
display a preview of small extracts for a given page. This title element of a
website is meant to be an accurate and concise description of a page’s con-
tent. They are important both for SEO and social sharing.
In addition, he has to consider SEO in his pitching strategy (read

Sect. 3.2.2.2) and target journalists or bloggers with high-traffic websites to get the
most SEO benefit from resulting coverage.
Most proactive SEO strategies will boil down to a few major practices:
• To build the “meat” of any story, message, news, etc. on the company website;
• To promote the messages via social platforms to drive traffic back to the
website;
• To include high-volume search terms in social media status updates, on content
titles, and throughout articles or press release copies (when relevant).
The Corporate Communication expert also needs to closely monitor the ana-
lytical data available to see, which websites receive the most page views and which
keywords will probably be most effective in leading visitors to his company’s
website. This information should be used to update the content accordingly and on
a continuous basis.
Content Curating and SEO
For most companies, Content Curating is being used to drive SEO. A company that
successfully links multiple pieces of content about a specific subject is likely to
increase its exposure when that topic is searched in the web.
Therefore, it would be smart if the Corporate Communication expert would use
Content Curating tools. It is known that websites that benefit from regular Content
Curating work (i.e. find, organize and share content online) usually update more
frequently. This means that the company website is (known to) constantly deliv-
ering updated, topical, and keyword-rich content.
Search engines generally reward these up-to-date websites by indexing them
more often. There is an additional side effect: The content which is curated for a
chosen topic will automatically include the most popular search terms within the
company’s area of interest. This can be instrumental for boosting search result
rankings and add to making the company’s website a potential winner in the battle
of SEO.
NOTE: Content curation can be optimised by using online tools. Offers for
these services include the free BagTheWeb (www.bagtheweb.com), Paper.li
(paper.li/), and Redux (redux.js.org), among many other offers. These tools
can assist in sorting through the surplus of online content to find the most
pertinent information that fits the company’s needs. In addition, some of these
tools will even allow for creating original content and curating content at the
same time. The latter option is advisable because using automated curating or
focusing on quantity over quality can lead to poor quality curating, which can
backfire on the company. The chances to be successful in driving SEO are
much higher when one relies not only on the Content Curating tool but
mixing it with existing original or newly created content.
3.3.1.6 “Dark Page”
As a Corporate Communication professional, one needs to be prepared for crisis

situations. One of the important elements of crisis contingency planning is a system
that will allow the Corporate Communication manager to update the company’s
online data room from any place with a highly performing Internet connection.
One option for the Corporate Communication manager is to install a “dark
page*” on his company’s website that can be easily updated and activated in an
instant if a crisis occurs.
*EXPLANATION: A dark page is a website that is pre-prepared and ready to

be published quickly to the Internet in an emergency situation. Their main
purpose is to allow the Corporate Communication/PR official to react quickly
without starting from scratch in collecting basic information under stress in a
crisis situation.
Even though he may not be able to fill in every detail beforehand, the Corporate
Communication manager will have a running start should he ever need to use it.
3.3.1.7 Online Newsrooms (Data Rooms)
There is a trend that journalists take on more work with fewer resources. A simple
thing that Corporate Communications professionals can do to make the journalists’
job easier is to create an “online news room” (“data room”), which will serve as a
“content hub”.
The media newsroom concept was invented by the traditional media and has
subsequently been adopted by the industry where “newsrooms” are generally called
“data rooms”.
The “online data room” can play a big role in a company’s website content
strategy. Some people say ironically that today, Corporate Communication have
established their “central office” at the company’s website.
Real and Digital Newsrooms
There are two categories of newsrooms (data rooms):

• The “real” newsroom; and
• The “digital” newsroom.
Both are subject to the same basic principle: They exist to produce content.
• A “REAL” newsroom is normally created by the traditional media (i.e. news-
papers, magazines, radio and television channels). In these newsrooms, news are
gathered, analysed, assigned to individual journalists and used;
• “DIGITAL” (advanced) data rooms are increasingly created by companies to
house all relevant information. In the data room, all relevant information is well
organized, permanently available online and easy to access, irrespective of office
hours and personal availability. They are used to provide company news and
promotional material for free or for a fee.
Corporate Data Room
For the Corporate Communication professional, digital data rooms provide his
company with a platform for offering journalists the ability to search for informa-
tion as well as digital assets, request interviews and also to comment on the
company’s activities and to share their thoughts.
The corporate data room provides a way to deliver news and information,
background and latest news about the company, its business and its industry around
the clock with no interruption, not only for the media, but also for any interested
visitor of the website.
A company data room is typically established on the company’s website. It
allows journalists to quickly and efficiently find the information that they need as
data rooms are created to assemble and provide ample information relevant to the
company and its business such as press releases, press kits, images, and fact sheets,
white papers, scientific studies, and the like, which can be used for free by selected
users such as journalists to be analysed and used to produce content or made
available to commercial media companies for a fee.
EXAMPLE 1: The majority of sport equipment company ADIDAS’ com-

munication activities happen in online social media, because this is the space
where the company’s core target consumers are engaging with brand content.
Therefore, ADIDAS has created a digital data room around the globe (http://
news.adidas.com/GLOBAL). ADIDAS also announced that it is setting up an
internal digital data rooms to tap into trending topics. In addition, ADIDAS
will set-up a global digital center where its teams will target the younger
consumers online. Furthermore, ADIDAS will launch a production studio to
speed up branded content creation. EXAMPLE 2: RED BULL’s content
(https://www.redbullcontentpool.com) provides a rich variety of sports
material. EXAMPLE 3: The CISCO data room (http://newsroom.cisco.com)
is dedicated to producing multimedia content about technology, industry
trends, and the company’s latest technology achievements. EXAMPLE 4:
British Airways (BA) is another example for a successful newsroom concept
in Asia. In Asia, BA was challenged to remain visible and relevant in the
huge market. BA decided to do this by creating some PR around BA and
delivering their USPs as being British. The newsroom concept was used by
BA to demonstrate empathy and interpret events and stories from the local
calendar in a fun, and often whimsical, way. As a result of weekly editorial
meetings BA was able throw out ideas from local trendy hot topics and
intertwine them with stories from within BA.
An additional example in Asia of how companies and their Corporate

Communication professionals are increasingly developing live newsroom-style
services is the Philips Asia Digital Command Centre by Royal Philips.
PHILIPS faced a business challenge in two of their core businesses:

Healthcare and Lighting. The use of traditional media channels, such as
television, print media or tradeshows, no longer worked effectively to reach
the B2B consumers in these sectors. Philips found that strategies based on
social media channels were more effective. Therefore, Philips developed a
new digital strategy. They identified three key groups, which were critical to
their business: The media, influencers and “advocates”. The development of a
digital command centre was at the core of Philip’s strategy. This digital
command centre was supposed to build relationships and involve stakeholder
groups on an ongoing basis through programmed interactions. A 3-tiered
content strategy was developed: Long-form documentary-like videos,
short-form content (short videos, slide presentations), and communication
material ranging from very short types of content to ongoing
audience-targeted posts (e.g. Tweets, Facebook posts and blog articles).
Philips established a set of keywords, which used in a way to discover
influencers in the defined topic areas consumer lifestyle, healthcare, and
lighting industries. The Philips online platform provided daily email sum-
maries that highlighted insights on how to best engage with the defined
influencer groups. The results of this concept were positive as it generated an
important database of influencers. Philips categorized these influencers into
various levels of engagement, which added value and strategic support to

their Corporate Communication initiatives. Results: Increased overall con-
versation relating to Philips, higher number of mentions and activity relating
to Philips products, and increased mentions among the high-value target
audience of medical experts. The result was a world-class key influencer
campaign driven by high quality software.
Some professional Corporate Communication firms have also set up their own
newsrooms. There they do not only create news but content for social media and
multimedia productions.
EXAMPLE 1: EDELMAN’S Creative Newsroom (www.edelman.com/

expertise/creative-newsroom). EXAMPLE 2: DEEP FOCUS’ (http://www.
deepfocus.net) social media newsroom creates Facebook content for Pepsi
and Purina. Coca-Cola reportedly has six times as many Facebook fans as
competitor Pepsi Cola. According to a study by social media agency Crisp
Social, Pepsi fans are more active, more engaged and more likely to return to
the brand page. DEEP FOCUS social-media service named
MOMENT STUDIO claims to be responsible for this difference. Moment
Studio is conceived as a “creative newsroom” for Facebook content in order
to create posts designed to go viral.
The advantage of the creative corporate “data room” tool is that it is much faster
than traditional communication and marketing campaigns. Their slow speed is ill
fitted for the immediacy of the Internet. For the creative data room, timely,
photo-based Facebook posts can be created in response to immediate trends and
events all designed for the company to take advantage of the real-time web.
While many of data rooms are set up as permanent company offerings, they
could also work well just for the duration of a specific Corporate Communication
campaign, depending on the target audiences’ needs. In fact, they can be very
effective tactical ways of solving an immediate communication problem.
Data Room Making
The basics for making any online data room work effectively, are simple:
• The company content has to be made accessible;
• Easy to share; and
• Easy to view.
In this context, it needs to be remembered that the first experience that a jour-
nalist may have with a company may be through a company’s (media) data room.
Therefore it has to be made sure that the newsroom makes a good first impression.
The following points should be considered:
Facilitating Contact
A frequent complaint of journalists is that they cannot quickly and easy find the
company Corporate Communication contacts on a corporate website. In fact, on
many sites it takes a few clicks to get to the Corporate Communication contact
page. To make it easier for journalists to contact the company, the key Corporate
Communication contacts should be included on each page of the company’s
website;
Facilitating Media Section Search

The Corporate Communication professional should create a search function in his
web based media room that searches only the media section of the company’s
website to make sure that journalists are easily getting the information that they are
looking for, particularly if the company has a website that contains a large amount
of information and material;
EXAMPLE: A search for a product name at an important computer manu-

facturer’s media site provides back links to hundreds of bug reports, dis-
cussion forums, technical specifications and other material. This plethora of
information will most likely cause the journalist to veer away from their main
objective.
Needs Analysis
Preparations for a data room should begin with a detailed “needs analysis” of the
company’s target audiences. All graphics, logos and “web 2.0 tools”* are not worth
anything if a journalist cannot easily find the information that he needs to complete
a story;
*EXPLANATION: Web 2.0 is about ways of creating, collaborating, editing

and sharing user-generated content online. It covers presentation tools, video
tools, community tools (e.g. social networks), mobile tools (for podcasting,
blogging, media sharing, and more).
Content Hub Creation

To establish and run a company data room, Corporate Communication must have a
content hub in place and a team that is responsible for content creation backed by
analysis, data-mining, and trend-spotting;
Target Audience (Read Sect. 2.5)

Corporate Communication should know who may be looking at the data room at
the company’s website, e.g. the media, consumers, investors, business partners,
stakeholders, etc.;
Availability
It must be ensured that all relevant information is readily available. In special
situations such as in a crisis situation (read Chap. 7), there is no time to think about
this and to gather information;
Archives
When creating a company press release archive, it needs to be anticipated by
Corporate Communication how far back the company’s audiences may be looking,
and it needs to be determined how many categories for the company news should be
created to facilitate access;
Language
Corporate Communication has to consider the nationality of the company’s entire
group of audiences. In a multi-national company and in a multi-language corporate
environment it needs to be decided whether multiple language sites are needed or
whether English can be used as “lingua franca”;
Access
It needs to be ensured that the company website can be found directly from major
search engines and that the link to the data room is featured prominently on the
company website’s main home page;
Subscription
The media must be enabled to subscribe to categorized RSS feeds and/or email
updates so that they can receive new content as it becomes available.
Sharing and Bookmarking

Content must be made easy to share and bookmarked (i.e. each page is given a
unique URL for easy linking, and social media tags are added to take advantage of
having the company’s audience to voluntarily spread its content for free);
Visuals (Read Sect. 1.4.2.2)

Videos and high-resolution photos need to be embedded to supplement the content
and make the site more compelling;
Other (Background) Material

Some useful items to add to an online data room include: Executive Bios, corporate
background and history, general industry sector data, RSS feed, and opt-in emails*.
*EXPLANATION: Opt-in email is a web marketing term for the option given
to a web user to receive emails. Typically, web users are invited to sign up for
promotional information. Those who sign up have thus “opted in”. As a result
of the “opt-in”, the sender of the information hopes that his message will not
be perceived as unwanted spam.
3.3.1.8 Other Sharing Methods
In addition, the user’s attention can further be enhanced by recommended sharing

methods. These include tags in general, or social bookmarking sites, Twitter
hashtags and Facebook fan pages, in particular.
Multimedia Links and Tags (Read Sects. 1.3.5.2 and 3.3.1.8)
Relevant links are a way to further promote the company and its business. An
option will be to include links to subjects or background information related to the
company’s business. This will allow the user to see the company’s activities
embedded in a certain sectorial or market context.
Hyperlinks and URLs
Hyperlinks must be created. This enables interested readers to go with a single click
directly to the website and find out more about a topic of interest.
The website’s URL and a reason to visit the website should always be put on all
printed matters, including company business cards.
E-Newsletters
Free (monthly) email newsletters will be effective when they mix news about trends
in the relevant fields with tips, updates, and product information. This is a good way
to get interested people to opt into the company’s email list.
Online Magazines
In addition to blogs, there is a great diversity of online (or Web-) magazines

(“ezines”*). Non-print, online magazines have grown in popularity and, as a result,
print magazines have become somewhat nostalgic.
*EXPLANATION: “Ezine” is a magazine published only in electronic form

on a computer network (see: www.ezine-dir.com). Some online magazines
distributed through the World Wide Web call themselves webzines. Online
magazines are non-print magazines, which are read online only, and are
generally available through a magazine subscription website.
There are two features that make online magazines different from blogs:
• A design format that imitates the traditional print magazine, with issues that
contain articles and regular columns being published at a magazine-like pace
(monthly or quarterly); digital editions of magazines are often called digital
facsimiles to underline the likeness to the print version;
• Websites that curate articles or posts from different writers on the same subject
issue.
In addition that it can be read on handheld electronic devices such as tablets, the
word “digital” in digital magazine refers to the type of content offered.
EXAMPLE: In online magazines, advertisements may be linked to webpages

and articles may include audio-visual material and direct links.
The most popular digital magazines, in order of “least interactive” to “most

interactive” are digital replica, replica-plus, and reflow-plus (http://www.mequoda.
com/articles/digital-magazine-publishing).
• A “digital replica” is typically a PDF of the published magazine that has been
formatted for a tablet reader;
• A “replica-plus” offers much more interactivity (e.g. videos and
advertisements);
• Magazine publishers who create a “reflow-plus” tend to add new functionality to
the magazine that makes it act uniquely from any other digital magazine, and
more like an “app”.
Customized Emails
Customized emails can generate improved response rates. This is one of the least
expensive tools for building web traffic.
“Forward-to-Friend” Function
Interesting and well-written content can be sent to friends by using the “forward to a
friend” function: In online communications, one has to think viral. Whether a
newsletter is emailed, or Facebook or Twitter are used, it is always of interest to
encourage others to spread the word. It is another way to spread a company
message out.
Email Signature
An email signature should always have a link to the company website. As it is

automatically attached to all outgoing emails, it may bring in additional visitors to
the site.
Extras and Freebies
To trigger people’s interest, it should always be highlighted what people will get as
an “extra” when they visit the company’s website and what they may want to give
away to a friend.
Freebies can be newsletters, lists of “Top Ten Tips on.”, a free eBook, or the
download of free software. In case the company website has a chat room, free
online seminars can be held.
In addition, and depending from the sector, free CDs, DVDs, Blue Ray Disks
can be provided. They can feature teasers, samples, and demonstrations.
All these offers will motivate people to use the company’s website more or with
more enthusiasm.
Events (Read Sect. 8.4)
Relevant real-world events can be put into the “events” section on the company’s
Facebook page, any messages or updates can be broadcast on a Twitter feed to
instantly alert the target audience or fed into Ezine, a magazine published only in
electronic form on a computer network (www.ezine-dir.com).
3.3.1.9 Online Discussions and Chat Groups
Online discussion groups and chats are another option to build traffic when the
expertise is available. Helpful solutions and knowledgeable advice can be offered in
a consultant/advisor style. Eventually, people will become interested, read, and visit
the company’s website. Where appropriate, an URL can be provided.
3.3.1.10 E-Auction
Website traffic can also be built by posting items for sale on major auction and
marketplace sites, such as eBay, Yahoo! and Amazon. Those sites may bring in lots
of traffic from readers seeking for more information.
3.3.2 Social Media
3.3.2.1 Two-Way-Street (Read Sects. 1.3.3, 3.1.2, 3.3.1.1 and 7.16.2.4)
Different to the traditional communication tools, social media are an extension to

the web in a way that focuses on people and their social networks. They offer an
online two-way-street communication.
Social networking sites such as Facebook, MySpace, Twitter and others can help
to create an online presence and to connect with relevant people (e.g. journalists,
customers, stakeholders, investors, fans):
• First, they are good networks to keep interested parties in the loop of events and
other news and they also allow interested parties to connect with the company
who is owning the website;
• Second, they allow the company to watch what its website visitors are saying
and doing and what they and their “friends” get excited about.
Studying and analysing the networks is the best form of market research. It will
tell the company what kind of products/messages these groups like, what events
they get excited about and how they communicate.
The website owner, who interacts and shares his messages this way, has the
opportunity to get socially involved by becoming an active part of his particular
community, to stay up-to-date on current news and trends and establishes a basis for
direct contact. This engagement will help driving people to his website.
A Corporate Communication professional will therefore be well advised to
develop ideas for a “social media campaign” and implement it with the goal to
enhancing his company website’s effectiveness. On the one hand, most modern
users want something extra and, on the other hand, the corporate website owner
does not want users to be driven away from his messages because his website is
boring. An added social component can serve as a means for the website to be
perceived as a useful and entertaining resource.
The better the social media presence, the more aware people will become about
corporate messages and company products presented. When a Corporate
Communication manager chooses for his company not to participate in the social
media, he is missing out on an opportunity to connect with his company’s target
audiences in social networks.
3.3.2.2 Social Media Campaign (Read Sect. 2.3.2.3)
A corporate “social media campaign” is a coordinated Corporate Communication

effort using social media platforms to achieve one or more business goals.
A “campaign” differs from everyday social media activities because of its sus-
tainability, precise targeting, focus, and success orientation. Typical business goals
include increasing website traffic, getting feedback from users, building email user
lists, driving sales, etc. A social media campaign will typically launch a new social
component. This can be for instance an instructional YouTube video, a blog, a RSS
feeds, or something similar.
3.3.2.3 Online Comments
Blogs and features on (newspaper/magazine) sites offer excellent opportunities to

get a company’s message across and raise the organisation’s profile with a larger
readership/users. This is especially the case, when the news story/message dis-
cussed on these sites is of particular interest to the company. When the company
wants to be part of the discussion it can get its views heard in such a particularly
active and interested community.
A Corporate Communication professional, who wants to use the “comments
sections” in an online publication, can write an un-commissioned blog piece as part
of a response. By doing this he will involve his company in the ongoing dialogue
there about a given subject. The quicker he will respond, the higher up on the
comments list he may be. In addition, such activity could turn out to be a good
starting point for the Corporate Communication manager to engage with the
journalist in charge. Most journalists take the “comments section” seriously and use
it as an inspiration for further articles and a place to source potential interview

partners, if needed.
It should be kept in mind, however, that journalists like to publish blogs first on
their own site. A Corporate Communicator should be sensitive to this situation and
wait until the journalists have published his message online before cross-promoting
it across different channels or uploading it to the company’s own blog or company
website.
3.3.2.4 Risks in Using Social Media
Supervision
It is recommended that companies create an approval process involving a senior

manager for any social media communication. A junior person should not have full
control as their inexperience could cause irreparable damage to the company.
Reputation
Social media may cause a risk to a company’s reputation by creating negative

publicity: Content is being created in real time, outside of the firewall, with resultant
reputational risks. Mistakes and hacks can have a negative impact on the company
and loss of employee, customer, stakeholder, government, shareholder and investor
confidence.
Security
There is always a risk of hacking, spy-ware and bugs amongst others. This means
that there is a risk of having confidential company information leaked outside the
company.
The responsible for Corporate Communication needs to work closely with the
company’s IT professionals or hire a professional to ensure proper privacy and
security settings are in place. This is critical to protect confidential information, to
avoid having your account hacked, or falling victim to cyber theft. Higher profile
companies will need more sophisticated security systems.
Protection
There are some free, high-quality tools available for proactive listening online, such
as Google Alerts and SocialMention. The Corporate Communication manager
should activate such a tool for getting email or RSS feed alerts when the company’s
name or chosen keywords are mentioned online. SocialMention is a tool for getting
an overview of how the company is perceived online. After a keyword is plugged in

it returns a stream of mentions and a list of the top users of the term. That last
insight is great for identifying key influencers.
Crisis Management (Read Chap. 7)
Companies need management plans that outline what to do when something goes
wrong on social media and how to use social media in a crisis.
EXAMPLE: When British entertainment retailer, HMV, decided to lay off

190 employees via mass firing, one employee started live tweeting the
activities—directly from the company’s Twitter account. What’s worse, she
was the only one with access to the accounts at that time and when her
superiors found out what was happening, they had no clue how to stop it.
Bots
Companies must be aware of “bots*”.
*EXPLANATION: An Internet bot, also known as web robot, WWW robot

or simply bot, is a software application that runs automated tasks (scripts)
over the Internet. Typically, bots perform tasks that are both simple and
structurally repetitive, at a much higher rate than it would be possible for a
human alone (Source: Wikipedia).
Bots are a cheap tool, that seems to prove successful at muddying things up,
spreading confusion, and making life unpleasant for political players. The use of
bots in political communication can be used to promote political events and
spreading (mis-) information.
3.3.2.5 Twitter for Corporate Communication
Twitter is a useful social media tool, which could be called a “real time social
networking site”. On Twitter one can connect with other users in real time to post
and interact with messages (“tweets”) restricted to 140 characters and share
information as it happens.
EXPLANATION: Twitter is a short message communication tool that allows

anyone to send out messages to people who subscribe to the user (followers).
Tweets can include a link to any web content (blog post, website page, PDF
document, etc.) or a photograph or video. People follow (subscribe) to a
Twitter account, and one can follow other people. This allows anyone to read,
reply to and easily share their Tweets with the followers (retweet). In the
social media world, Twitter falls into the category of micro-blogging tools
because of the short, disconnected messages it distributes.
Current Hype
Also caused by the 45th US President’s Twitter activities, there is “hype” about the
power of posting on Twitter. The hype is about,
• Providing a direct way to contact a broad public and journalists;
• The possibility for quadrupling followers;
• Providing keys to building lists;
• Allowing the attendance in (specialised) chat groups;
• The ability to post six-second videos, GIFs and other tricks.
In fact, there are many posts and stories on the Internet, which advocate “instant
turbocharging” of Corporate Communication activities using Twitter.
Reasons for Using Twitter
In fact, joining Twitter can help the Corporate Communication practitioners

meeting journalists, potential stakeholders, opinion multipliers, opinion leaders, and
obtaining speaking engagements or writing opportunities. The three main reasons
for Corporate Communication practitioners to join Twitter are:
• NETWORKING: One can use Twitter to meet new (social) influencers, jour-
nalists, customers, stakeholders, “friends”, adversaries and opponents and fol-
low them or get them to follow;
• ANNOUNCEMENTS: If Corporate Communication wants to tell the public
something about the company or its business such as a new product, an
upcoming event, an award, a new management appointment, or to keep the
company’s publics (including employees and their families) updated during a
crisis situation;
• RESEARCH AND ANALYSIS: Corporate Communication can also use
Twitter to find out what the company’s competitors are doing, and what
members of the company’s key audiences are tweeting about.
Using Twitter for Business
Short and Concise

As a result of its 140 characters restriction, Twitter message (Tweets) must nec-
essarily be short and concise. Tweets can include a link to any web content (blog
post, website page, PDF document, etc.) or a photograph or video. If a picture “is
worth a thousand words”, adding an image to a tweet greatly expands what one can
share beyond the 140-character limit.
People follow (subscribe) to the user’s Twitter account, and the user follows
other people. This allows the user to read, reply to and easily share his tweets with
his followers (retweet).
In the social media world, Twitter falls into the category of microblogging tools
because of the short, disconnected messages it distributes.
Simplifying Tweets
In case one has to get used to the specific Twitter style, one can use ClickToTweet
(www.clicktotweet.com), which facilitates creating a simple tweet.
Positive Networking
On Twitter, positive networking is retweeting, thanking, mentioning and following
other Tweeters, and generally being helpful and polite, much as one would be in
real life.
It is also important for the Corporate Communication expert to remember that he
is on Twitter for a reason. His account is not a personal account where he is
tweeting just for fun. The account and his Twitter activities are supposed to helping
his professional network, company business, and the company’s positive visibility.
This means that everything the Corporate Communication manager does on Twitter
should ultimately help him achieve his Corporate Communication goals.
Feedback
Another Twitter feature allows a company’s target group members to privately
share their opinions of the company’s business. These feedback opinions include
valuable information that can help influencing the content and strategy of the
company’s Corporate Communication.
Retweeting
Retweeting is an effective way to get noticed on Twitter. By choosing retweets
carefully and tactically, the Corporate Communication manager establishes himself
among the company’s followers as a source of solid information and attractive
links. In addition, he can develop to become an influential Tweeter himself.
Following Other Tweeters

One of the easiest ways to build genuine followers on Twitter, is to start following
other people. It is very likely that a certain percentage of the people one follows will
follow back.
Lists
Lists are primary tools for organizing information. A list on Twitter is a group
organized around a theme. This helps to organize Twitter feeds in categories, which
makes finding them easier.
EXAMPLE: All journalists who cover the local stock exchange are put on
one list.
Unlike Facebook, Twitter restricts users to 140 characters for each Tweet so
there is an incentive for a short, punchy writing style which is preferred in a world
of changing reading habits.
Frequency of Tweets
There is no rule but sending out too many Tweets certainly will bore or even annoy
the company’s followers as they will feel “spammed”. The key may not be the
frequency but the content of the Tweets. In the end it will be the followers and their
reactions, which will tell a company if its Twitter strategy is working effectively or
not. Monitoring Twitter analytics is a way to see if the company’s Twitter strategy
is effective.
In case the company or its Corporate Communication professional is running a
blog post, the link to the post should be posted more than just once. The Corporate
Communication manager has to understand that Tweets do not have the same
“organic reach” as in the past. Therefore it is recommended to Tweet the company’s
content multiple times throughout a given period of time to attract followers’
attention.
Using Twitter Hashtags (Read Sects. 8.4.7.7, 8.4.7.8 and 8.4.7.9)

It is highly recommended to search by hashtag or hashtag crawling*, including
hashtags in the tweets posted.
*EXPLANATION: “Crawling” refers to programmes that visit websites and

read their pages to create entries for a search engine index. The activity is
called “crawling” because the programmes crawl through a website,
page-by-page, and follow the links to other pages on the site until all pages
have been read. All major search engines have such a programme, which is
also known as a “bot”.
Hashtag search is the quickest way to gain the attention of relevant followers.
Popular hashtags to tag Tweets will help the Tweets to show up more easily in
searches, especially if popular hashtags are chosen.
EXAMPLES: #womaninbusiness, #yummy, #delicious, #healthy, or #ukbiz.
Twitter recommends using a maximum of two hashtags per tweet.
Chat Hours
Chat hours are times of the week when people tweet using hashtags on particular
subjects. There are chat hours for women, geographical areas, types of businesses,
and Facebook. Chat hours are a good opportunity to connect with people who have
similar interests or are of local interest.
Animation
Sometimes the message the company is trying to convey cannot accurately be
described by words alone. In such a case emojis (read Sect. 1.4.2.2), memes*, and
GIFs has skyrocketed, making the inclusion of such visual messages practically a
language of their own.
*EXPLANATION: “Memes” is a worldwide social phenomenon. They are a

virally-transmitted cultural symbols or social ideas. The word “meme” was
first introduced by evolutionary biologist and atheist, Richard Dawkins.
“Meme” comes from the Greek word “mimema” (meaning “something imi-
tated”). Dawkins described memes as a form of “cultural gene”, which is
transmitted similar to a DNA (from mind to mind). The majority of com-
monly used memes are captioned photos that are intended to be funny. Other
memes can be videos and verbal expressions. They behave like a mass of
infectious viruses, traveling from person to person quickly through social
media. Meme examples: HUMOUR: Leo Dicaprio toasting (http://www.
nbcnews.com/pop-culture/pop-culture-news/cheers-lets-toast-leonardo-
dicaprio-again-again-again-f6C10339660); SHOCK: Angry German Kid
(https://www.youtube.com/watch?v=PbcctWbC8Q0); URBAN MYTH: Mel

Gibson and Man Without a Face (http://www.snopes.com/glurge/noface.asp);
PHILOSOPHICAL: Russell’s Orbiting Teapot (https://en.wikipedia.org/wiki/
Russell%27s_teapot). The majority of Internet memes are transmitted by the
age group of 20-something because they are hyper-connected and in love
with social media.
A company’s Twitter account, which might include solely text or static images,
can be filled with GIF* content.
*GIFs (Graphics Interchange Format) is an image format that has come into
widespread usage on the Internet. The format supports simpler images such as
graphics or logos and animations.
As an animated images, a GIF can add an extra to certain company messages

and, in addition, will appeal to the company’s audiences’ attention span and
emotions more than a text-only Tweet could. Twitter has recognised the power of
the GIF tool and introduced a GIF search feature that will allow users to search a
GIF library.
Twitter Videos
Twitter’s native video system is of importance because Twitter users love videos.
Different to YouTube, which is mainly used as a search engine, Twitter users rely
on Twitter for video discovery. So even if a company has not a lot of followers, its
videos still have a chance of being seen on Twitter. Videos on Twitter are subject to
the same restrictive rules and they can only have a maximum length of 140 s. For a
company this is normally enough time to capture the attention of its new followers.
Working with (Social) Influencers (Read Sect. 2.5.1)

An additional way of attracting follower attention is to cooperate or even partner up
with (social) influencers in the company’s industry sector for creative campaigns
like a social media takeover or an “Ask Me Anything (AMA)” Tweet session (i.e.
a question and answer session on any subject issue).
Recognising Key Influencers on Twitter

In contrast to the majority of Tweeters who are not very active and particularly
engaged, there is a much smaller group of Tweeters, which is seriously active.
A Corporate Communication manager who decided to get active on Twitter should
review their Tweets to see whether they are talking about topics of interest to him
and the company, or have followers who fit the company’s ideal target group
profiles. If that is the case, the Corporate Communication manager should consider
these Tweeters as “key influencers”. These people are of foremost interest to the
company and should be actively followed and, even beyond, the Corporate
Communication manager should engage with them. This means retweeting their
tweets that he believes his own followers may enjoy, and benefitting from, and
replying to their tweets. As they are active, switched-on Tweeters, there is a chance
that they will retweet the Corporate Communication manager’s own Tweets in
response and mention him, which will help him to reach a much wider audience
target group members, potential interested parties, stakeholders and network
connections.
New on Twitter
If the company and its Corporate Communication staff has not used Twitter yet, it
will be wise not to jump into the Twitter experience without first learning how to
use it. The best way for the Corporate Communication practitioner is to spend some
time on Twitter studying how people in his company’s business sector or related
areas use the service. The best models to study and to learn for a Corporate
Communication practitioner are the Twitter activities of journalists and relevant
bloggers.
Gaining Followers
The reason why members of a company’s target groups do not react to the content,
which the Corporate Communication manager has posted is not always that people
do not like what he is tweeting. It could just be that they do not see it.
At its beginning, Twitter has been a network for conversation. But it developed
into a mass-messaging channel as it has the ability to reach the masses with a single
Tweet.
But now, in the information overload, even celebrities and well known com-
panies with millions of “followers” are not seeing the same level of engagement
they did a number of years ago.
Individual Connections
One approach to this issue is for the active user to tae Twitter back to its own
essence and focus on creating personalized experiences and engage in conversa-
tions with the user’s followers. This means to look at Twitter not as a megaphone
(communicating with all contacts at once), but as a telephone, which provides the
user with the opportunity to have individual conversations with his contacts.
Indeed, Twitter can be used to reach out to people directly, rather than only as a
platform to broadcast a message to everyone.
The reason why this option may not be more used is that companies think that it
is too difficult to scale. On the surface, it seems that way. But the reality is for many
companies it is much more effective than sending a regular Tweet that gets com-
pletely overlooked. This approach of making individual connections is particularly
recommended to smaller companies that do not have a huge following and that are
active in a very competitive environment.
Promoted Tweets
Companies can gain attention and traffic from Twitter users worldwide when and
their Corporate Communication professionals pay to “trend” “promoted tweets”.
“Promoted tweets” is a tool that can put advertisements in Twitter on search results
and then move to the user feeds.
EXAMPLE: How does it work: When a Twitter user searches for a specific
term, the promoted tweet shows up first in the search results before the user
sees the list of different conversations about the brand. EXAMPLE for a
promoted tweet: “Another day in the cupping room. Our coffee quality team
tastes thousands of cups a year to ensure quality”. Promoted by Starbucks
Coffee.
The difference between a “promoted tweet” and a regular tweet is the ability to
resonate with Twitter users. However, if a company sends out a “promoted tweet”
and it is not shared organically, Twitter will discontinue the use of the “promoted
tweet”.
If the Corporate Communication manager’s goal is to drive users to his com-
pany’s website, “promoted tweets” can be used to gain clicks by users who may not
be following the company but who are searching for it or a related issue.
But the Corporate Communication professional has to be careful when using this
tool of “promoted tweets”. Although “promoted tweets” have the potential to grow
the attention for a company’s messages, there are also some negative aspects. The
“promoted tweets” system could annoy people to the point of unfollowing the
company. Twitter users enjoy using this service because it is the users’ content and
their ability to share information. When a service introduces content that they did
not give permission to share, it could be counter-productive.
EXAMPLE: If a user is in a conversation and is then rudely interrupted by an

individual who did not ask to be involved, it is annoying.
Trending Topic
In addition, at Twitter, “Trending Topics” lists provide a range of subject items,
which users across Twitter are talking about simultaneously. Such a single trending
topic can also be used by a company for its communication purposes.
A “Trending Topics” list contains subjects that thousands of people across the
whole of Twitter are discussing at any one time. “Trending Topics” can cover
business, economics, politics, marketing, technology, science, travel, arts and music
and others. (Company) users can also organize the people they follow into lists of
companies (or personalities), which are related in some way.
EXAMPLE: A company user could list all of the non-profit organisations

(NPOs) and charities they are interested in and want to follow into a single
list, for easy reference.
Provoking a Twitter Feud

A company can provoke a tactical exchange of arguments between itself and a
competitor to enhance its visibility and exposure. What is meant here, is a
“friendly” back and forth of arguments, not a real quarrel or a heated exchange of
arguments.
EXAMPLE: McDonald’s and Burger King, the US fast food industry giants,
got engaged in an public exchange of arguments. Both companies fought for
years to attract a maximum of customers in theirs places. Aggressive
advertising was one of their favourite means in this battle. At a certain
moment, when this battle had died away, Burger King surprised McDonald’s
by calling for a “burger wars” ceasefire. The occasion they had chosen for
their surprise initiative was the important official “Peace Day”. They made an
unsolicited proposal to McDonald’s suggesting that the two companies col-
laborate on a new, special joint product for “Peace Day” (www.mcwhopper.
com). McDonald’s CEO swiftly turned down Burger King’s offer and
accused them for comparing their long standing rivalry to war. Burger King’s
communication move was very smart because it put their company (number
two in the market) on equal footing with rival McDonald’s. The idea created a
nice shortcut for Burger King to assumptively build relevance relative to
McDonald’s, at least in consumers’ minds. In addition, the occasion of the
“Peace Day” was well selected by Burger King, as it let Burger King look
peace-seeking, i.e. good. Although McDonald’s assured that it did not per-
ceive itself as being “in war” with Burger King, they still got dragged into a
situation by Burger King’s aggressive move, which they could not win.
Burger King knew that it would not really matter whether McDonald’s would
take Burger King up on the offer or not. Either way, they would win as they
got the credits for this peaceful idea. Burger King knew that if McDonald’s
would refuse, their rival would look like a coward. They also knew, that if
McDonald’s would take Burger King up on the offer, McDonald’s would not
look like a leader but just a follower.
Social Media Takeover

A social media takeover puts an organisation’s account in the hands of another for a
set period of time. After a company has spent a lot of time strategically building,
nurturing, and growing its social media presence, it may be prepared to hand over
the control to a third party for a social media takeover. The intentions behind a
social media takeover can be to engage a new audience, build brand awareness, or
simply please current followers and strengthen relationships.
A company’s decision to expanding their reach to new social media channels is
normally the perfect time to initiate a social media takeover. Partnering with a party,
which is already established in that space helps quickly build an audience and reach
people with greater impact.
The benefits of a social media takeover can include:
• ENTERING NEW SOCIAL MEDIA CHANNELS: At some point, many
companies decide to test new social media channels. They may already be active
on Instagram and LinkedIn and want to expand their activities to Twitter;
• INCREASED ENGAGEMENT: Strategically selected takeover partners have
highly involved audiences. They can create a large sense of excitement and
engagement with the company’s target audience;
• GREATER AUTHENTICITY IS ESTABLISHED: Partnering with the right
party for a social media takeover instantly makes the company’s brand feel more
relatable and authentic;
• EXPANDED BRAND REACH: The company can use a social media takeover
to connect with target audiences who would otherwise have been difficult to
reach. This is especially useful when launching a new product or entering a
segment that is new to the company’s brand;
• RE-ENGAGEMENT OF EXISTING FOLLOWERS: Not all of the company’s
social media followers may be engaged. A social media takeover helps attract
those who are not currently paying attention and generate new levels of
excitement.
EXAMPLE: Entertainment company Walt Disney wanted to launch a new

Snapchat channel. They needed an established partner to launch their project
with greater effectiveness. Therefore, they looked within the Snapchat space
to identify a person with the required clout for a successful social media
takeover. They found a creative artist who was known for transforming
“selfies” into entertaining images featuring costumes, cartoon characters, and
comical scenery. Disney recruited this Snapchat “influencer” to share news
about Disney’s upcoming channel and generate excitement and buzz for their
brand.
Target Group Service (Read Sect. 2.5.1)
Twitter is the perfect place for social media target group service. Twitter’s social
media customer service tools allow direct messaging to and target group members’
feedback.
EXAMPLE: A company can add a link to its Tweets that automatically

displays a “call to action” button, which allows the recipient of the company’s
message to send the company a direct message back. The company’s
Corporate Communication manager has to make sure that he will respond
swiftly to any inquiries he receive through this feedback tool, as he needs to
ensure that his contact’s feedback is appreciated. This will also help
enhancing the perception of his company as a responsive organisation.
Social Media Management Software Tools

A helpful option to manage this is to use a social media management software tool
such as SPROUT smart search (https://sproutsocial.com) to manage and facilitate
Twitter conversations.
SPROUT even allows tracking the company’s conversation history to create
context around the company’s relationships with any followers the company has
communicated with in the past.
Working with Twitter’s Algorithms

When a company focuses on creating the one-to-one conversations they will have a
much easier time getting Twitter engagement*.
EXPLANATION: Twitter Engagement is the amount of interactions received

for each Tweet. Twitter engagement can include, “likes”, retweets, replies,
follows, link clicks, and many more. In addition, this could just mean
someone saw the posted Tweet. A user’s Twitter engagement rate is a key
performance indicator (KPI), to evaluate just how well the user is interacting
with his audiences.
Twitter’s algorithm essentially rewards companies that share content, which

their audiences actually want to see and get engagement. If “followers” are con-
sistently engaging with the company’s Tweets, it is more likely for this company to
show up in their feed when they first open the app. When a company is successful
and its followers start to engage with its Tweets more often, Twitter will pick up on
the pattern and be more likely to prioritize the company’s Tweets for those users.
Employee Advocacy (Read Chap. 4, in Particular Sect. 4.4.2)
Employee advocacy is one of the trends that will change how companies will use
the social media. Twitter is an ideal network for employee advocacy initiatives
because all Tweets are public, and easily amplified across audience segments. This
makes it easy for employee messages to reach potential company target group
members. Some companies have started to recognize the immense communication
power they have in their own employees. Employee social advocacy programs
encourage a company staff to share updates about the business on their own social
media accounts and there is a lot of positive response.
Continuous Change
Twitter (and other social media is in an almost constant state of change. This means
that a Corporate Communication practitioner who decided to use Twitter must keep
himself continuously up to date on all changes, new features, new trends and best
practices.
3.3.2.6 Other Social Networks at the Workplace
For years email has been a preferred way of communication between management
and employees. This may change soon with the emergence of a new generation of
internal social networks for use within companies by employees. Surveys have
shown that a lot of company managers are disillusioned about the performance of
their company’s current collaboration and communication options in which emails
play a central role.
Social media’s intuitive interface, built around themed chat rooms and search-
able archives, will probably make it to preferred online platforms for active busi-
ness users.
Facebook and Corporate Communication
Target Groups’ Expectations

Irrespective from any skepticism and reluctance, especially by top management, a
simple reason for a company to use Facebook for Corporate Communication is that
the company’s target groups may likely expecting the company to show its pres-
ence on Facebook. In consideration of Facebook’s astonishing expansion, failing to
create and maintain a presence on this platform can actually put the company
behind its more alert competitors and may negatively portray the company as
behind the times.
Opportunities
Facebook represents some interesting opportunities for Corporate Communication.
With an audience of hundreds of millions of users who log on the social network,
Facebook has an undisputed communication potential.
As a predominantly social outlet, Facebook is foremost a very personal space for
most users. Still, Facebook has a role to play in Corporate Communication.
Targeting (Read Sect. 2.5.1)

Before a Corporate Communication practitioner starts communicating via
Facebook, it will be important for him to think first of his audience. Only if he is
sure that Facebook is the appropriate channel for his message and when the
company message can be customized in a way appealing to the target group’s
expectations, he can initiate such postings.
The way to research an audience on Facebook is not easy. Most of the infor-
mation one can gather on Facebook will not be helpful, neither the demographics
will give an insight into where people gather, what sort of messages they share, the
“Zeitgeist” they are representing, and the overall “vibe” of the community on
Facebook interested in the company’s messages. Therefore it is recommended, as a
first step in planning Corporate Communication activities on Facebook, to listen.
The Corporate Communication practitioner should make the effort finding active
groups focused on topics relevant for the company, join them and listen to learn,
and later to judge whether this group is relevant for achieving the company’s
communication goals.
Using Audience Segmentation

Facebook posts can be targeted to particular audiences, target groups, and seg-
ments, for instance journalists, opinion leaders, multipliers, or customers. If posted
to the entire company audience without tailoring, one may annoy or bore many
people. In contrast, tailored messages will become more effective when targeted and
segmented precisely to the group of people, which the company is trying to reach
with this particular post.
Objectives
As a second step, the Corporate Communication manager has to set his commu-
nication objectives. He has to decide whether he wants to use Facebook to develop
relationships with the media and/or bloggers, or is he more interested in finding and
engaging supporters, fans, and stakeholders and building awareness for the com-
pany’s messages among them. Calls to action, building web site traffic, or gener-
ating conversation or hype can be appropriate goals but need to be defined
beforehand.
Generating Publicity
Obviously, Facebook is a place to generate publicity. For a company’s Corporate
Communication manager, it is therefore also a place to promote his company’s
image. If he wants to do that effectively on the Facebook platform, most of his
communication activities should be focusing on establishing relationships and
building credibility with the company’s selected audiences.
The key for the Corporate Communication practitioner is, to respect the char-
acter of the medium, the personal nature of interactions on Facebook, and to take
care that the messages are tailor-made to fully match the selected audiences’
expectations. If a company’s Facebook posts are too promotional or aggressive in
nature it is likely to turn off users, especially if they are visiting for the first time. It
would be smart by the Corporate Communication professional to let the quality of
his company speak for itself instead as this will help to build value into the com-
pany’s posts.
EXAMPLE: The Corporate Communication manager misunderstood or

ignored the character of Facebook as an interactive medium and got engaged
in blunt and aggressive company promotion. The feedback he received was
negative, if not even counter-productive. His competitor working in a dif-
ferent company active in the same industry sector, focused his Facebook
content on educating and entertaining his company’s audiences. He promoted
his company’s blog posts, company White Papers, invited to special events
and informed about some new developments of interest to the target audi-
ences. The feedback was much more positive.
Getting People to Click the “like” Button

To build a Facebook “fan” base, one has to start with existing assets, i.e. the
company’s existing supporters and fans. In all company email and other commu-
nication tools, such as e-newsletters, website, blogs, Twitter, and on all other
physical promotional materials, especially those given out at offline events, a “call
to action” has to be placed to make sure that the company’s Facebook Page is
visible.
Media and Blogger Relations (Read Sects. 3.3.4.2 and 4.4.2.6)

Virtual environments created by Facebook and others lend themselves well to
building real relationships with media representatives and bloggers. Facebook,
Twitter and other two-way communication platforms make it generally easier to
keeping in touch. Just the “like” button helps to remind people that there is a third
party interest, someone paying attention to what they share and post, and which, if
repeated, can help building real relationships.
In addition to building relationships, Facebook activity is facilitating the
establishment of another line of communication with key journalists and bloggers.
Using Facebook for Pitching (Read Sect. 3.2.2.2)

Some people find that journalists often respond quicker to their Facebook messages
as opposed to the emails sent to their corporate accounts. If this is so, Facebook can
be used as a means to pitch journalists.
Connecting with Influencers, Supporters and Fans

(Read Sects. 2.5.1.1 and 8.9)
Facebook represents an effective opportunity to find and connect with people of
interest to the company. If the company’s Corporate Communication manager
develops an active presence on Facebook, increases his and his company’s visi-
bility, for instance by sharing interesting information or commenting intelligently
and constructively on third party postings, other Facebook users will want to
connect and interact. This requires on the company’s Corporate Communication
manager’s side, the ability to produce, curate and share attractive information and
the willingness, resources, and the time to interact with the company’s audiences on
a one-on-one basis.
When the Corporate Communication manager succeeds that third party users get
interested in his messages’ content, he can trigger a viral distribution of his mes-
sage. This becomes evident when the users are prepared to “like”, share and
comment on the company’s message posts.
The Company’s Facebook Site
Clear Goals
The Corporate Communication manager has to set clear goals for his company’s
Facebook presence. This could include the generation of leads, engaging customers,
improving the loyalty of stakeholders, increasing corporate website traffic, etc.
Profile Picture
The company’s profile picture is as important as an individual’s profile picture. The
company’s profile picture must be immediately recognizable, connected to the
company’s logo, and match the company’s image
Cover Photo
When the company promotes particular news or content, the cover photo and
pinned posts should be used to support the efforts. The cover photo is the most
visible part of the company’s page, so it must look professional.
Developing the “About” Section

The “About” section appears right below the cover photo and it is the first place
visitors will look to determine what the company is about and what it does.
Therefore, it is obligatory for the Corporate Communication manager to fill this
section in. His entry into the “About” section should be short, concise and
compelling.
Audio-Visuals (Read Sect. 1.4.2.2)

On Facebook, posts with visual content get much more engagement than just texts.
Timing
Experience will tell whether posts published on certain days of the week or time of
the day perform better or worst. This will vary from region to region and industry to
industry. An analysis of the specific situation and the reading habits of the chosen
audience should be made.
Responding to Comments
Facebook is a two-way conversation platform. When someone posts comments,
asks questions, requests support or posts a complaint, the Corporate
Communication manager has to respond as quickly as possible. There is Social
Media Monitoring software, which can assist that nothing is missed. It provides
functionality for listening, tracking, and gathering relevant content across wide
ranges of social media. Generally, such software is used by Corporate
Communication, social media, and marketing teams to understand customer sen-
timent and identify trends.
Facebook’s “Workplace” Application

Facebook’s “Workplace” application (https://www.facebook.com/workplace) will
use its enterprise communication and collaboration network to make work in a
company “as addictive as socializing”. Just as Facebook keeps its users connected
to their friends and family, it can do the same inside a company with co-workers.
“Workplace” subscribers can use the product’s special “Work Feed” of posts
from colleagues to exchange ideas and assume tasks. It will also offer “Groups”
(https://groups.fb.com/) as well as “Messenger”, which includes audio and video
calling options that will compete with Skype and others. In addition, it provides the
social network’s profiles, events and live video features.
EXAMPLES: Facebook Workplace is about more than communicating

between offices. A shipping company can now connect with their ship crews
using Live video, a bank uses Workplace instead of fax machines and
newsletters to share updates with its branch offices, multinational companies
and international non-profit organisations can use Workplace for their people
to stay connected. In addition, Workplace enables employees from different
organisations to work together and to extend collaboration beyond their
company boundaries (for instance, to facilitate the close collaboration
between an automotive supplier and the OEM manufacturer).
LinkedIn
Twitter and Facebook are probably attracting most attention when discussing
Corporate Communication opportunities offered by social media for Corporate and
marketing communications. But there are some other online platforms such as
LinkedIn.
LinkedIn is unique as it is combining news and interaction with professional
networking. LinkedIn News is a feature under which business content can be
widely shared among the people following a specific industry.
A company’s Corporate Communication manager should see the LinkedIn
“sharing button” as an opportunity to disseminate company news and to make
arrangements that this LinkedIn functionality will be embedded on the company
website’s/blog’s content pages. The LinkedIn feature enables corporate users to

share press releases by embedding the LinkedIn share button prominently on all
press release pages, along with buttons for Facebook and Twitter.
Other sharing and interaction options, such as a variety of blogging tools, are
also available.
Additional useful LinkedIn applications for Corporate Communication purposes
include:
• RESEARCHING AND NETWORKING: Most LinkedIn corporate and indi-
vidual professional users keep their profiles up to date, and provide links to their
blogs, Twitter accounts and websites;
• TARGET AUDIENCE GROUPS: LinkedIn has numerous professional and
special interest groups and active Q&A discussions in the “Answers section”.
For an alert Corporate Communication professional, this feature is an oppor-
tunity to learn what is on the company audience’s mind, including useful
information for planning new Corporate Communication activities, including
blog posts and especially content creation activities;
• IDENTIFYING INFLUENCERS: Participating in some of the different dis-
cussion groups and Q&A forums, the Corporate Communication practitioner
will be able to identify and build relationships with real “influencers”, indi-
viduals who are well-connected in the company’s industry, and who speak up
and thus act as opinion leaders and multipliers;
• BUILDING CREDIBILITY: LinkedIn enables a user posting a question to
select a “best answer” from those received. Collecting and, more important,
providing “best answers” will help building expertise and visibility within an
industry sector. An active Corporate Communication manager will exploit his
growing visibility as more users will want to connect with him, which is an
effective way of establishing credibility ands reputation;
• COMPANY PAGES: In addition to the powerful personal networking tools,
LinkedIn offers companies the ability to establish company pages. These pages
are an important “touch point” within the LinkedIn system for the company.
Company LinkedIn pages are a nice tool, which the Corporate Communication
manager can use to plug in his company’s Twitter feed, an RSS feed from the
company’s blog, or use other tabs to highlight key products, ideally supported
by audio-visual material and images, which are illustrating products and text.
3.3.3 Social Media Press Release (SMPR)
3.3.3.1 Coexistence
The advancements of the Internet and subsequently of social media have made the
traditional format of a press release not useless but less effective. There are new
media tools, which can make traditional press releases more effective. These
include Social Media Press Releases (SMPRs), which are also referred to as Social
Media Releases or Social Media News Releases.
SMRPs reflect a new press release format that integrates all of the communi-
cation methods and tools that the Internet and the digitalization of communication
have brought with them. SMPRs are using a different approach, which is more
adapted to new communication habits. This refers mainly to the different tools that
are used by SMPRs to share and broadcast messages.
The use of traditional media is still correct and SMPRs have not replaced tra-
ditional press releases. A stand-alone social media press release is not enough to
reach all of the company’s key communication targets. Therefore, the conventional
press release still remains one of the best ways to get a corporate message out. But
rather traditional press releases, on the one hand, and SMPRs with their additional
features, on the other hand, have to be seen as complementary to each other. When
the Corporate Communication practitioner fails to address the new media outlets
and new generation communicators and social influencers, he may ultimately have
an acceptance problem, especially if his company’s product is not unique or
especially share-worthy, or if his message is of particular importance to a pre-
dominantly online oriented public.
3.3.3.2 Difference to Traditional Press Releases (Read Sect. 3.2.4.1)
Online Availability
In addition, SMPR are available online rather than inside a pitch email. This means
that journalists can,
• Find the SMPR via search;
• Link to them;
• Share SMPR content, wholly or parts, easily and instantly on social media;
• Link by one click to any background material of interest for the journalist’s
story;
• Have access to multimedia content easily.
Multi-media Add-Ons
Different from conventional press releases, SMPRs allow releasing messages that,
in addition to the text, can provide a rich set of relevant aggregated information.
This set can comprise multiple media contributions on the specific topic in question.
Two-Way Communication
These contributions are generally open to re-use and re-distribution (sharing) and
capable to transform a static text-only conventional press release into a dynamic
venue for relevant discourse (two-way communication).
EXAMPLE: A company’s SMPR template allows the incorporation of

bookmarks, citations, video, clips, mp3, images, blog posts, links to other
resources, and social network sharing tools. This new possibility to integrate
multiple links and resources will allow the journalist to select and pick
individual info items that will best serve his target audiences’ interest and his
personal editorial style.
Sharing Function
This multimedia-oriented approach is great for interactive and collaborative com-

munication and sharing of messages and stories. It helps to get a message across
quicker, easier and more creatively. This added value will make it much more likely
that the message in question may be picked up, re-tweeted, or otherwise shared with
a larger audience.
“Shareable”, “Tweetable”, “Likeable”

Distribution is obviously vital to the success of a press release, be it a conventional
press release or a SMPR. But for SMPRs the process is slightly different.
• TRADITIONAL: When distributing traditional press releases, Corporate
Communication and PR professionals are used to target journalists to get their
company’s story placed.
• SMPRs: For SMPRs the Corporate Communication practitioner has to target
three different groups of people directly:
• Journalists;
• Bloggers; and most importantly
• Consumers.
The main difference between traditional press releases and SMPRs is that
SMPRs cannot be distributed by traditional means and pushed by conventional
services. They can only be disseminated by search engines and then get shared.
This makes it imperative that the Corporate Communication practitioner must
craft SMPRs in such a way that they can be easily shared to other online desti-
nations. To have impact, a SMPR must be inherently shareable (all online chan-
nels), tweetable (Twitter), and “likeable” (Facebook) on all relevant social channels.
This sharing requirement refers not only to the whole document, but to all
individual parts of the SMPR. All parts must independently be shareable to social
networks so that the company message gets maximum exposure in as many formats
as possible.
Sharing is made much easier when the SMPR is crafted short and concise,
preferably fitting on one page (a stock, standard HTML page that has everything
embedded in it).
Platforms for Sharing

There are lots of platforms available for sharing the SMPR content with various
services, for instance: www.sharethis.com or www.addthis.com.
Internet sites such as BUZZFEED (www.buzzfeed.com) and MASHABEL
(www.mashable.com) are social media sites, which provide platforms for sharing
information. BUZZFEED is particularly known for using headlines which they are
using to establish lists which easily attract the reader’s attention and may be helpful
to increase website traffic.
Content (Read Sect. 2.6)
However, whether crafted perfectly shareable or not, ultimately it will be the quality
of the content of the SMPR, which will help pulling reader traffic to the place the
SMPR is published. Many multimedia-type SMPRs are simply parked on websites
without being given much attention. Therefore, newsworthy, relevant and inter-
esting content must be put into the SMPRs and then posted in specific networks, in
which interested readers are looking for it.
Added Value (Read Sect. 1.4.2.2)

In times of information overload, readers and journalists are interested in extra
value, which is added to the information provided. Added value are those details,
which can make the information provided more relevant and digestible. Added
value can be provided by multimedia links and other social media references.
Rich in Content
SMPRs outperform plain text traditional releases because, besides text, they typi-
cally contain video, images, and anything else that will help journalists discover,
share, and write about the company’s story.
Visuals (Read Sect. 1.4.2.2)
BACKGROUND: Press releases with visual content normally get many more
views as text alone. The boost in traffic when visuals are added is substantial.
In fact, two-thirds of traffic to SMPR comes from social and search. In
addition, to increasing the company’s odds of getting media coverage, the
addition of visuals is helping the company to gain trust with its key influ-
encers and make the company’s story more engaging to readers.
No SMPR should be without images. Photos must be professional

high-resolution images, so that no journalists will need to come back and ask for
more printer-friendly pictures. Good images are proven to increase (Facebook)
views (or retweeted on Twitter), in particular when shared on social media. Images
should also be eye-catching and directly relate to the company message. Generic
stock photos should generally be avoided. For a pitch email, an image should be
used for the preview that downloads fast.
YouTube Videos
YouTube is the ideal video platform for three reasons:
• First, has the largest audience that loves to share if something is share-worthy;
• Second, the YouTube player is fully mobile-compatible on many different
platforms and devices, so the Corporate Communication practitioner can be sure
that his SMPR will be available to journalists, bloggers and other content
creators;
• Third, nearly every social network recognizes YouTube URLs and allows
YouTube videos to be played.
Mobile-Friendly Shareable Audios

The audio must be shareable and mobile-compatible. Services like the music and
podcast streaming platform SoundCloud (https://soundcloud.com/) match this
requirement.
Links (Read Sects. 1.3.5.2, and 3.3.1.8)

Links to images, infographics, slide-share presentations, videos, and RSS can help
illustrating the company’s story or the key message. The reader should be able to
upload them easily.
SMPR Structure and Content

The same basic rules, which apply to conventional press releases, are also relevant
for SMPR (read Sect. 3.3.3).
EXAMPLE: Regardless of whether a message is written for a traditional press

release or for social media, it must still be written in a way that the targeted
audience will find that the content is adding value, informative, useful or
helpful. It does not matter what format is used, offline or online.
Similar to conventional press releases and to prevent the SMPR from becoming
treated by the recipient as junk mail the following should be avoided:
• To overburden the reader with not relevant or too detailed background
information;
• Not to provide too many URLs: 2–3 relevant URLs are sufficient;
• To focus too intensively on a sub-subject (for instance, it should be avoided that
the SMPR is too focused on general industry issues instead of the company and
its products);
• To use too much jargon in the content, rather than using easy to understand and
shareable words;
• To appeal to a (too) broad audience on the web, as opposed to specific bloggers,
social media influencers, specifically (micro-) targeted consumers.
Social Media Press Release Template

Despite all things in common, writing a SMPR is not like writing a traditional press
release.
The following template will highlight extra SMPR-specific elements, which
should be included or, at least, considered by the Corporate Communication
practitioner:
Headline
The headline of the SMPR is the first thing a journalist will see. If the headline is
not appealing the journalist may not read any further. Therefore, headlines should
always be drafted to jump out at the reader. Generally it is recommended to keep a
headline interesting, descriptive and short, i.e. at less than 55 characters. Especially
when shared on social networks, effective headlines can increase website traffic.
This effect is even strengthened when the headline is combined with a striking,
exciting image. It also needs to be made sure that the headline will be tweetable and
is rich in key words.
Subheading (Secondary Headline)

A subheading is a way to give more information without taking away from the main
headline but motivating the reader to continue reading. It is not really essential but
makes sense if it is felt that there is additional important information one needs to
present up front. However, a subhead isn’t necessary on a press release. Like he
headline, the secondary headline should be rich in key words.
Highlights
The highlights (summary) should be a tweetable narrative version of the body (key
message AND highlights). It may be used as a Twitter summary (not more than
100–140 characters) and not be more than one paragraph. Keywords should be
included for SEO reasons. If possible and appropriate, “hooks” should be included
to keep the reader’s interest.
SMPR Body (the Story)

The “body” is the “meat” of the SMPR. The body should be written as concise text
paragraphs in the “third person” and include all relevant information, which is
newsworthy.
The most important news must be on the top of the first paragraph (pyramid
style). The classical pyramid technique (read Sect. 3.2.4.1) is particularly important
for web writing, where audiences have low attention spans and readers more often
scan, rather than read, entire articles. Online writers need to use this technique for
two important reasons:
• Firstly, readers must be able to quickly decide, whether or not to read the article
and if they do decide to pass on it, they should have gotten all the key details;
• Secondly, having the most important information and relevant keywords close
to the start of the press release is good for Search Engine Optimisation (SEO),
read Sect. 3.3.1.4, as it will help the company’s message to rank better in search
engines.
The body should address the most important points but not include any opinion
or comments. The length of the SMPR depends on the message but it should ideally
not be more than 1–2 pages (including illustrations); one page is better. The SMPR
should be optimised by the inclusion of some (not to many) keywords.
Easily Quotable
Journalists will want to pull parts of the SMPR to use it in their own stories. It
should be made sure sentences are written that will make an impact when used
separately.
Fit for Small Screen

Many journalists read pitches on the go. Therefore it must be made sure by the
Corporate Communication practitioner, that the SMPR looks as good on a small
mobile smartphone screen, tablet screen as it does on a larger desktop monitor.
Facts
A bullet point-style list of a few key facts (highlights only) should be added to back
up the story with hard numbers. In general, facts and statistics will make the story
stronger:
Only those facts that are supporting the key message should be included:
• No nice-to-know information;
• Facts should include relevant references, statistics, industry data, and other
sources relevant to the key message.
Quotes
Boxes in the text should be created for interesting quotes from relevant third parties
or independent experts (links to these parties should be added). They can come
from inside and/or outside the company. But they must be relevant and the people
quoted must be credible. Quotes can make a story more interesting and human.
Especially when they are provided with relevant sound bites.
“About” Section
A short background write-up about the company, its products and brands should be
added. It can be kept very short, if a link to the “About” section on the company
website is made. If the there are news release feeds or blog feeds, which provide a way
of keeping the reader on top of the company/industry news, they should be included.
Contact Information
Company contact information must be provided to make it easy for journalists to
contact the company’s Corporate Communication department for more details, a
follow-up interview, or a background talk. Contact information should include the
name of the Corporate Communication manager, his email address, phone number
and any, other contact details (WhatsApp, Skype, Line, Messenger, RSS links and
Twitter handle).
Data Rooms (Read Sect. 3.3.1.7)

In case the company has established a data/news room, privileged access should be
provided to the relevant sections.
Share Buttons
Social media press release also means that every piece of the SMPR must be
independently shareable. Therefore, it should be made easy for journalists to share
its content, wholly or partly. Share buttons must be simple and easy to use and the
release should be rich in retweetable phrases. Anything else, which the reader
should share, must be clearly identifiable.
Tags and Bookmarks

Tags are keywords assigned to a piece of information in order to find it again. The
readers should be enabled to tag. Social bookmarking should be promoted.
EXAMPLE: company name + corporate communication + subject
Social bookmarking is a user-defined “taxonomy” system for bookmarks.

“Taxonomy” stands for a classification system for information retrieval. “Bookmarks”
are referred to as tags. Unlike storing bookmarks in a folder on a computer, tagged
pages are stored on the Web and can be accessed from any computer. Websites
dedicated to social bookmarking, such as Flickr and del.icio.us, (www.delicious) and
Technorati (www.technorati) are the most popular sites. They provide users with a
place to store, categorize, annotate and share favourite Web pages and files.
SMPR Media Kit (Read Sect. 3.2.6.3)

Whether conventional or social media press releases, it is important to have the
right press materials available. Journalists are normally doing intensive online
searching for information, and it is imperative to have a web presence and a digital
media kit, which can be offered to the journalists upfront.
The SMPR media kit will generally contain any recent news releases, a calendar
of events, and downloadable images. The company profiles, which the Corporate
Communication professional has set up in online social networking communities
will provide journalists, customers and other interested parties with a place to find
out more information.
Managing Contacts
To get a maximum distribution for the SMPR’s content (or parts of it) by sharing,
the Corporate Communication manager must have done his homework in advance.
He needs to take the time to build his network, his relationships, and his community
to have a powerful social network in place when he needs it.
Similar to conventional media relations, after initial contact, there must be a
follow up with the journalists interested in the company’s messages. It is therefore
recommended to invest in a software platform that enables the company user to

manage his contacts professionally, allows him to access information easily and
interact with these contacts on a regular basis.
Part of the homework required is some background research on those journalists
or bloggers or any other multipliers or (social media) influencers. Any follow up
dialogue with these people will be made more effective by finding out any addi-
tional background information on their personality and about which topics these
people find particularly interesting.
For this purpose, setting up search engines such as
• Google Alerts (https://www.google.com/alerts);
• search.twitter.com (http://search.twitter.com);
• BackType (https://twitter.com/BackType); and
• Collecta (www.collecta.com),
can be very helpful. These search engines will allow monitoring conversations, to
listen and to check out individual influencer’s blogs for new posts and to review
community member comments.
3.3.4 Podcasts and Blogs
Since the spread of the Internet, a wide amount of new communication tools has
been created including audio and video podcasts and blogs.
3.3.4.1 Podcasts
DEFINITION: The artificial term PODCAST refers to digital audio and video
files or recordings that can be downloaded from the Internet. Podcasts are
being streamed on intranets, extranets, private and public networks. They and
blogging have added a new dimension to the communication through the
Internet. In addition to private uses, in particular video podcasts for web
television are typically used for journalism, video blogs, and convergence
with traditional media. Video podcasting is also helping to develop busi-
nesses, especially in the advertising, sales promotion and marketing com-
munication areas.
In the past, only big businesses could afford to engage expensive agencies and invest
in equally expensive studio productions for their sophisticated advertisement, sales
promotion and Corporate Communication campaigns. Today, even smaller companies
can create modern high-quality media in a cost-effective way through video podcasts
and blogs. All they need is just a camera, editing software and the Internet.
Podcasting is an interesting alternative to get a company’s corporate identity,
activities and messages out to its target audiences and beyond. To produce a regular
podcast series can be easier than producing a video series or other forms of online
content. But the work should not be underestimated. Podcast production can take up
a lot of time especially when done in-house and no experience is available and even
more so if it is intended to incorporate professional audio.
Here, it will not be discussed in detail what is needed to make a podcast. But
some guidelines may help the Corporate Communication professional to make up
his mind on whether producing podcasts is a valuable option in his communication
mix and if yes, on how to do it.
Effective Business Podcasts
Planning and Pre-production
Before recording any first podcast, a fair amount of planning and pre-production is
needed. Below are some elements to consider:
Theme
First, it needs to be decided whether to go broad and cover a wide variety of topics
relevant to the company’s business, or one could go specific and focus on narrowly
defined special themes. Either way, it must be ensured that the selected theme will
help to achieve the company’s communication goals. The more professional,
focussed and, at the same time, the more entertaining the podcast will be designed, the
more viewers will be attracted. To get attention in the current surplus of podcasts it
will be smart to narrow the topic, find a niche and come up with creative ideas.
EXAMPLE: If it is decided to make a podcast about “urban architecture”, the

question should be asked if there is an audience out there for what the podcast
is supposed to talk about. The challenge for the Corporate Communicator is
to find an angle that is personally more interesting and better attracts con-
sumers. An option would be to narrow the general idea down from “urban
architecture” in general to “environmentally-friendly urban architecture”
specifically. Now the podcast’s coverage is specific: Urban environment,
architecture, environmental protection.
Story Length and Format

Corporate podcasts should not challenge the viewer and should be as short as
possible but bring the message across clearly. There is no rule of thumb but it
should better not exceed ten minutes. Longer podcasts may be required as a
function of the complexity of the issues covered. But it should be kept in mind that
the modern average consumers’ attention span is getting shorter and shorter.
Script
Once the theme is chosen and a general idea for the story’s format is defined, the
next step is to script it. It is not recommended to go off the cuff and improvise. In
the corporate world it is better to have a general outline to focus and keep on track.
This is especially important if it is planned to cover complex issues or to have
multiple segments as part of the story. Having a script or outline will make tran-
sitions between segments feel more elegant, and will ensure it will stay focussed
and within the time limit set.
Scheduling
Podcasts are recurring media. They are most effective when they are released
consistently. Therefore, a decision needs to be made on how frequently your
company’s podcast shall air new stories. Most podcasts are aired monthly or even
less frequently but weekly or even biweekly are of course an option, if so required.
If the company is interested in developing any kind of podcast consumer base, it
has to be ready to release stories on a regular basis. It is recommended to wait for
the submission of the first corporate podcasts until a few podcasts have been
produced which are featured or promoted as something new and noteworthy.
Podcasting Equipment
In case the Corporate Communication professional decides to engage in podcasting,

his company has to invest in some basic technical equipment, such as USB
microphones, headphones, a mixer, recording software and some other extra pieces
of equipment.
Recording Software
Pro Tools (www.avid.com/pro-tools) is a good option for high-end recording

programs but there are also several reputable free options such as Audacity, http://
www.audacityteam.org/ (an open-source editing and recording program).
Post-production
After production and post-production editing work has to be done to share and
index the produced podcasts with the company’s target audiences. There are
numerous ways to go about uploading a podcast to a host site. There are many free
web hosting services available such as Word Press (https://wordpress.org/), Blogger
(https://www.blogger.com) and HostGator (www.hostgator.com/).
Distribution
Once all this has been done successfully Apple will list the podcast in the iTunes
Store and Google will add it to its podcast selection. By this, the company podcast
has become a new media entity.
Of course the podcast needs people to watch and to listen to it to become
effective. Social media channels provide an effective way to connect with them.
Post notifications to Facebook, Twitter, Instagram, Snapchat, and other networks
should be done whenever new podcast stories become available, expanding the
content with additional links and updates if there have been any new developments
since the company’s first podcast was initially aired.
Beyond social media, the company’s podcast should also have a home on a
well-known web-platform. This will, amongst others, provide a one-stop access to
all podcasts’ stories and provide additional information about the podcast such as
content, participants and messages:
• iTunes is the most popular podcast hosting site and has the largest reach;
• SoundCloud (https://soundcloud.com) offers free podcast hosting and distributes
the podcast via RSS. Podcasts can also instantly be published to SoundCloud
itself. This makes it easy to share the company’s podcasts on social media,
blogs, and other web sites;
• Podbean (https://www.podbean.com) provides multiple tiers of hosting;
Podomatic (www.podomatic.com) is a user-friendly podcast hosting site and
offers free hosting with sufficient bandwidth and storage for podcast beginners;
• Libsyn (https://www.libsyn.com) is one of the oldest podcast hosting sites and
considered to be one of the best.
3.3.4.2 Blogs
With the unprecedented rise of Twitter and other “micro-blogging” systems,

single, multi-author and company blogs got quickly integrated into the modern
societal news-streams. In addition to individuals and institutions, blogs are partic-
ularly used by an increasing number of politicians, newspapers, companies and
advocacy groups. The notorious Twitter activities by the 45th US-President are a
good example how the Twitter tool can be used effectively. In the area of Corporate
Communication, and even not yet used to its full potential, podcasts and blogging
are of interest in particular for online product and brand advertising but also for
general company message in particular in crisis situations.
Definition
EXPLANATION: The words “log” and “book” are contained in the word
“Weblog”. A “Weblog” is a kind of logbook or diary that is maintained on a
website and is publicly visible. Previously, private records and diaries were
kept secret. Today, in the digital age, bloggers are pushing even private news
to the public, want to be present, be read, liked, and commented
Blogging is not about “just writing something” for an undefined public.
A blog is a frequently published, chronological and mostly interactive dis-

cussion and informational publication on the Internet. A blog can be the work
of a single individual, a “multi-author blog” with posts written by large
numbers of authors, or a company blog.
Blogs Versus Conventional Media
One can assume that today, that blogs are as important as print media reports.
Bloggers offer Corporate Communication experts many advantages that make them
even more interesting, such as their continuous additional live postings on
Facebook, Instagram, Twitter or Snapchat.
In addition, bloggers, on their own blog, can reproduce their own opinions in a
much more authentic way, which, in some cases, can make them more authentic
than a newspaper. Also, newspapers have the disadvantage that they are only
produced and published once daily. In contrast, texts on blogs can be read again and
again. Bloggers can pick up older reports and even link them irrespective of the date
of creation.
Blogger Versus Journalist
Today, many people see no difference anymore between bloggers and journalists.
The vast majority of bloggers are currently no less professional and absolutely on
the same level as journalists.
The journalist knows his place, has his predetermined paths, in which he must
move through his media outlet. In contrast, a blogger has full decision-making
power over his blog, at his personal discretion, can put as many texts and photos of
any theme that inspires him on various online channels.
Hypersubjectivity
Travel blogs are read by hundreds of thousands of readers and communication/PR
agencies love them. In particular travel blogs are characterized by “hypersubjec-
tivity”: What may only be good for a specifically marked editorials in a newspaper
or magazine, is totally acceptable, if not even wanted, in the blogging sphere. In the
blogging sphere, rules apply, which are largely determined by those, who design the
websites, determine topics and texts, as well as direct and immediate comments by
third parties. The blogger turns his life into a reality show whose producer, director
and main actor he unites in one person.
The Blogger’s Face

As a blogger one must always be present on the Internet. The individual blogger is
the face of his blog. His face must be seen everywhere, as that is what the readers
want to see: A real person, the author and not just an anonymous name under a long
text.
Business Blogging
For a company, to start a blog and to post to it regularly is another means for
Corporate Communication to let the target audiences and the public get to know
information in general, and to distribute specific messages or explanations, more
specifically. Blogging can be also seen as a form of social networking as corporate
bloggers do not only produce content, but also intend to build relations with their
target audiences.
In the meantime, bloggers and their blog postings have gained a lot of credibility
even with company customers in high-priced segments who today do not reject
blog entries anymore, especially if a certain reach is available and thematically the
blog fits into their Corporate Communication strategy.
It is obvious that both, the traditional journalistic, on the one hand, and the more
visual new blogger way of reporting, on the other hand, have their advantages.
This very personal blogger can be described as a new form of journalism which
is characterised by a strong participatory function. This can no longer be called
serious reporting, but only as the production of pure PR-generated themes, which
result in floods of images and opinions from which the companies can then cal-
culate their optimized customer growth.
Apparently, some representatives of the blogger world appear no longer as text
writers, but as the Corporate Communication tools for companies, which are
interested into stirring up dust in the social media. Actually, this is a clear win-win
situation, because everyone needs something from the other that he does not have:
The bloggers need capital and the companies need reach.
Through these blogs, the results for the company are directly visible. What the
bloggers create with their reach and with their customer optimised, emotional
images, a company could not achieve using their own channels.
Blogging Strategy
If blogging wants to be done effectively, a company needs a blogging strategy. This
requires a translation of a company’s goals and objectives into a strategy and plan
for business blogging.
The following elements must be considered and serve as a basis for a strategic
blogging plan:
• The principles behind business blogging must be clearly defined. This includes
formatting issues, best (industry) practices and Search Engine Optimization
(SEO);
• An accurate definition of goals, objectives, company image and products/

brands;
• A target market and target audience definition and analysis;
• An identification of the company’s mission;
• An analysis of the company’s marketing tagline.
Rationale
Based on this, it needs to be clearly defined, what the company and its Corporate
Communication executive want to achieve with the implementation of the planned
business blogging strategy. In view of many other communication means it needs to
be stated clearly what the reason are for the company to get engaged in the new
field of blogging.
These reasons could be amongst others:
• To raise awareness of the company, its products/brands, in particular, and its
general image and reputation, in general;
• To drive more traffic to the company’s website/podcasts;
• To generate marketing/sales leads;
• To develop, for image reasons, thought leadership in the company’s industry
sector;
• To create an online resource for users who are considered relevant for the
company in light of its (communication) goals and objectives.
Each of these reasons requires a different approach to the planned blog, and
therefore to the blogging strategy.
It goes without saying that a company’s blogging strategy must fully correspond
with its desired image in the market and its corporate goals, objectives and mission.
In addition, the blogging tagline must fully reflect the essence of the company’s
(perceived) identity, public image and reputation.
EXAMPLE: The Coca Cola brand promise does normally not even mention
the product it sells. Wherever Coca Cola is marketing its products in the
world, the brand essence is relaxed leisure, fun, laughter, light-hearted
smiling young sporty people, optimism. It is these associations, which
influence and finally determine the public’s experience. And it’s from this
associated information that a business blog strategy needs to evolve.
Assumed that Coca-Cola Company’s plan is to build a mailing list for future
marketing communications. The business blog strategy therefore needs to aim
at gathering contact email addresses from people who want to be a part of a
community that is sporty, young light-hearted and enjoys fun and laughter.
Target Group Content (Read Sect. 2.5)
The blog’s content must consequently reflect the selected target group’s lifestyle,
communication habits, language and preferences.
EXAMPLE: It would not be appealing to a lifestyle-oriented target group (as

referred to in the example, above), if the company blog would focus on posts
talking about production and bottling processes or corporate financial results.
Instead, a few key topics should be selected and be made the focus of the
blogging strategy, including effective timing and a design of the posts, which will
help to connect easily with the target audience. If one assumes that the target group
were young sporty people, than the appropriate time to publish the company blogs
would a period of the year, when specific sports activities referred to have their
season.
EXAMPLE: It must be considered that a 20–25-year old person who is

interested in adventure travel and boating excursions is not going to give his
email address and accept the offer to send him updates by weekly newsletter
when the blog is about joining a historic yacht race organized by the Yacht
Club of Monaco.
From these examples follows, that an effective and successful corporate blogging
strategy must reflect the company’s brand essence, needs to correspond with the
interests of the well-defined target audience, addressed to the right people at the
right moment.
EXAMPLE: If it is assumed that Coca-Cola Company’s plan is to build a

mailing list for future marketing communications, their business blog strategy
needs to aim at gathering contact email addresses from people who want to be
a part of a community that is sporty, young, light-hearted and enjoys fun and
laughter.
The blog’s content must consequently reflect this target group’s lifestyle,
communication and life culture, messages and preferences.
It would not be appealing to this target audience, if the blog would focus on
posts talking about environmental issues, the production and bottling process or
corporate financial results.
Instead, a few main topics should be selected and be made the focus of the
strategy for a specific period. If one assumes that the target group are young sporty
people, than the appropriate time to publish the blogs will the period of the year,
when sporty activities referred to are popular. And the posts will be designed in a
way to connect easily with the target audience.
EXAMPLE: It must be appreciated that a 20–25-year old person who is

interested in travel and boating is not going to give his email address when
the blog is about joining a historic yacht race organized by the Yacht Club of
Monaco and offering to send him updates by weekly newsletter.
From this example follows, that an effective and successful blogging strategy
must reflect the company’s brand essence, needs to correspond with the interests of
the well-defined target audience, addressed to the right people at the right moment.
Paid Content
In addition to the blogger’s own texts, paid content such as advertising or lotteries
can be found on blogs, which promote a product that the blogger has volunteered to
represent. For this activity the blogger gets money from the advertising company.
Selecting Bloggers
For the Corporate Communication expert it is a challenge to decide which bloggers

to host. Quite often they are misled by bloggers who either do not have the audience
they claim or do not produce the posts they promise. Traffic statistics can be
checked on sites like Alexa (www.alexa.com) and Compete (www.compete.com)
but their data is not always reliable. Another option is to ask the blogger for a screen
shot of visitor statistics from Google Analytics (https://analytics.google.com/).
Gaining Followers
The quantity (of “followers”) does not necessarily have to be bought in. When
examining the real range of a blog, often one finds that the commentators under
blog entries happen to have their own travel blog, which was simply linked by the
comment. Looking at the amount of comments, one quickly gets the impression of a
network that lives by itself.
Securing a critical number of “followers” is the result of hard work. This
includes continuous presence on all social channels, posting a large amount of
“likes”, following other well-known bloggers, and relentless efforts to become
noticed on Facebook, Instagram or Twitter ensure that the “follower” base will
grow slowly but steadily. There will be a point in time, when the “magical bor-
derlines” are pushed and a loyal readership is established.
Exact statistics on who the “followers” are and who are active on blogs do not
exist. But at least it seems to be an established fact, that the most prominent target
group is the younger generation (also called the “Millennials” or “Digital Natives”).
They can best be reached through these new media and channels.
Although bloggers are effective marketers for companies, they will be able to
fully not replace traditional journalism. In Corporate Communication the most
effective solution will be a combination of both. Smart communication will mix
both, which will ultimately help to achieve the company’s communication goals.
How to Get Bloggers to Post a Company Press Release
Introduction
When sending the first message to a blog, a short introductory paragraph should be
added that compliments the blog or a specific blog post and explains how this press
release applies to the blog’s reader demographics. It should be avoided to sound
formal or like a spam email to hundreds of bloggers. The extra time spent on research
and writing sensitively with a “human touch” will finally pay off in readership.
Relevant Content and Keywords

One of the most effective online avenues for a press release is the blogging world.
Different to just announcing a new product, business or event, an effective online
press release aims at getting the online community to discuss the content of the
message in question.
There are millions of bloggers in thousands of niche markets that can be convinced
to post exceptional content on their individual website. Bloggers can be convinced to
do that when they will be offered attractive and relevant quality content.
Therefore, the press release must be top quality, with a short but catchy description
of the product or event. Links to exceptional pictures, quotes and other exclusive
content should be included. In addition, a few keywords should appear a few times in
the press release that explain the industry, the product, the event covered.
Optimisation
A blogger does not have much time to spend reading emails, so the author of the
email must be sure to say what he wants to say in approximately five sentences. It is
also an option, just to send a short, most important part of the press release (after the
introduction) and include a link for the blogger to read the rest of the release online.
Quotes
Quotes from relevant people (for instance the people creating the product or event)
will allow bloggers to have a piece of “on the record” information right from the
source.
Additional Links
Some extra information links should be provided that support the press release. If
the company has additional information online that online readers may find useful,
it should be added.
Mutual Benefit
A typical blogger wants to see the benefit for him when advertising the company’s
press release on his blog. Therefore, it may sometimes be helpful to offer something
that is mutually beneficial to the bloggers (if appropriate). Examples are coupons,
percentages, free tickets or products, exclusive content to feature on the bloggers’
websites or any other creative idea.
Helpful Tools for Company Bloggers
Creating Headlines
The activities of a blogger are not very different from the work of a classic jour-
nalist, with the difference that there is much more live coverage in the social media
and that headlines are generated in such a way, that they are easily found through
Google and other search engines.
This is the reason why headings can not be so creative that one has to think
about them first. They must be formulated in simple words, actually those words,
which most people would enter at Google to look for something specific. This is the
only way to find the appropriate blog text when searching in search engines.
“Listicals”
Many bloggers have posted entries with titles like “7 hints…”, or “50 facts on….”,
or “10 tips to do …”. These so-called “listicals” can be called “the fast-food of the
Internet”. It is the experience, that if there is any number more than three and a list
with short sentences, user are prepared to click.
Online Tools
• PR NEWSWIRE FOR BLOGGERS (http://www.prnewswire.com/bloggers/):

PR NEWSWIRE is a one-stop resource for corporate bloggers, online jour-
nalists, self publishers, etc. The site includes PR Newswire release content as
well as original and third-party posts relevant to blogging;
• News Widget FOR DISPLAYING PR NEWSWIRE CONTENT
• (http://widgets.feedzilla.com/news/builder/index.html): This tool allows to dis-
play PR Newswire content on the website. Very little back-end programming is
required. By using this tool, one will get the headline and the body of text of the
news release. This will attract users to stay longer on the website;
• BLOGGER MEDIA TOUR (http://www.prnewswire.com/bloggers/media-tour):
The Blogger Media Tour provides a platform for bloggers to interview industry
experts, spokespeople and celebrities. PR Newswire coordinates and can produce
individual live video interviews, then encodes and hosts these clips so they can be
easily embedded into online (company) publications and blogs;
• ProfNet (www.prnewswire.com/profnet): ProfNet is a service that helps jour-
nalists, Corporate Communication professionals, bloggers, authors, and other
content creators connect with experts;
• ProfNet Connect (www.profnetconnect.com): ProfNet Connect is an interactive
online community where Corporate Communications professionals, PR-agents,
experts, and media professionals can network and engage with one another.
Subject-matter experts can position themselves as the go-to source for content
creators and journalists and, in turn, content creators can search the site by
keyword to find the experts they need. The site also features enhanced profile
capabilities, allowing users to easily add multimedia components to their pro-
files (e.g. photos, videos, white papers p.p.);
• iReach FOR PROMOTING BLOGS (http://service.prweb.com/learning/article/
public-relations-blogs-25-essential-pr-bloggers-you-should-be-reading/iReach):
For promoting a blog by issuing a press release, iReach is the appropriate tool.
iReach is a self-service platform that offers a stripped-down, DIY version of
PRN’s optimization and online distribution services. The release will be picked
up by search engines, and the content will syndicate to the web.
Blogging in a Crisis Situation (Read Chap. 7)
In a special emergency situation such as a corporate crisis, blogs may become an

effective additional communication tool as part of the company’s crisis commu-
nication strategy. The ability to leave comments in an interactive format is an
important opportunity for a company to get the facts right, especially in case of
unfounded allegations or the spreading of damaging rumours or other situations, in
which a company might find itself in the crossfire of public, government or media
critics.
Political Blogging (Read Chap. 6)
In the area of political communications, blogging provides an additional opportu-

nity for both individual politicians and political parties to advocate their case and to
invite readers and other bloggers to leave comments in an interactive format.
However, before a Corporate Communication professional will decide to engage
in a public discussion with bloggers or podcasters by pitching, he should establish,
whether the messages in question are sufficiently relevant to his company to justify
his public intervention and the resulting exposure of his organisation. In particular,
it must be carefully considered by the Corporate Communication professional,
whether it will be tactically smart to get engaged in a public discussion. The risks
involved are obvious: An official company statement can play the issue up
unnecessarily, or it might provoke the risk of backfiring on the company. An active
communication policy in such a case must be well founded by good reasons after
the assessment of all risks involved.
3.3.5 Social Media Trends
3.3.5.1 Social Networks at the Workplace (Read Chap. 4)
For many years, email has been a preferred way of (internal) communication
between company management and employees. This is in the process of changing.
A new generation of internal social networks for use within companies by
employees will likely replace email very soon.
The intuitive interface of social media platforms, which are built around themed
chat rooms and searchable archives, will probably make it to a preferred online
channel for active corporate users.
Considering that everybody seems to be familiar with Facebook, Facebook’s
new “Facebook at Work” (now called Facebook Workplace) will soon become as
popular with companies as Facebook became with the general public.
3.3.5.2 Companies Increasingly Turn to Employees

as Ambassadors (Read Sects. 1.3.5, 4.4.6.3 and 8.4.7.10)
A lot of companies have already established or will establish a dedicated social

media team. One of the companies’ major audiences will be their own employees.
Alert companies see their staff as an underused resource in Corporate
Communication and will make a growing effort to introduce “employee social
advocacy programs”. These programs will encourage employees to share company
information on their private social media accounts and by this spread the company
messages more effectively. The benefits for the company are obvious: When done
right, companies cannot only expand their social media reach substantially. They
also get measurably better results:
• Content shared by employees, gets more engagement than content shared by the
company;
• Employees’ messages or company content shared by them has a higher
credibility.
3.3.5.3 Messaging
Currently, there are billions of active users of messaging service applications

worldwide, such as Messenger, WhatsApp, LINE, or WeChat. In fact, the top five
applications in the world in the world in terms of frequency of use are all messaging
applications.
All the major social platforms have messaging components, and it seems only to
be a matter of time before they figure out how to make that data available to
businesses for Corporate Communication and marketing communication purposes.
Companies’ Corporate Communication specialists can no longer ignore this
phenomenon. Today, messaging is still largely private but companies want to know
what type of content can be shared between companies and messaging application
users and how such communication would affect web traffic and “conversions”.
Alert Corporate Communication managers suspect that there is still a huge untap-
ped messaging potential and are studying full-fledged strategies around social
messaging.
In the meantime, messaging is already emerging as a key channel for one-on-one
social customer service. Twitter already lifted its 140-character restriction with
customer support in mind, and Facebook’s Messenger has been busy piloting
customer-service features of its own.
3.3.5.4 Social Media Advertising
Everyone could notice the exponential increase in advertisements on any social

media feeds over the last years. The conclusion from this growth in advertising is
that it seems to work to the advertising companies’ satisfaction. This trend can be
expected to continue.
The new generation of “native*” social media advertisements are “sponsored
posts” on Facebook or “promoted tweets” on Twitter. They look like normal
postings from friends and followers and no longer like conventional banner ads.
*EXPLANATION: “Native” advertising is a form of online (paid) advertis-

ing that matches the form and function of the Internet platform on which it is
placed. As it blends well into the form of the content surrounding it, it can be
difficult to spot as advertising.
Also, the new generation advertisements are targeted with increasing precision.
Advertisers are now able to micro-target not only by age and gender, but by special
interests, location, and even by company affiliation, and more. Many new tools
enable a seemingly unlimited growth in social media advertising. Whilst in the past,
expensive media buyers had to be used by companies, today simple processes even
let small businesses design and pay for social media advertising in a few clicks.
3.3.5.5 Social Videos
In another area, some dramatic growth is taking place, which is of interest to

Corporate Communication. Currently, the social video market is exploding. Social
platforms such as Facebook report a doubling of its daily video views. Twitter
launched “native*” video of its own and Snapchat reports billions of daily video
views.
*EXPLANATION: A video is called a “native” video when it is uploaded to,

or created on social networks and played in-feed, as opposed to links to
videos hosted on other sites.
Experts expect, that the number of video views is going to climb further.
Facebook, for instance, is preparing to roll out features like Suggested Videos and
may be even a dedicated video feed.
Alert companies are responding to this trend and claim that video is one of the
most effective tools in their online communication arsenal. Other companies are still
reluctant to get into the social video field because they know that videos must be
professionally done to be successful and the cost of such professionally shot video
can be prohibitively expensive. Alternatives are less ambitious, shorter formats and
crowdsourcing tools as an option for companies to create and share video content.
Chapter 4
Employee (Internal) Communication
4.1 Strategic Part of Corporate Communication Mix
Effective internal communications with employees makes good business sense

because it will be difficult to have a highly committed and well-performing
workforce without.
In the past, employee communication was as simple as a CEO sending a memo

to staff to share company news in case the CEO felt it was appropriate to do so.
https://doi.org/10.1007/978-981-13-0402-6_4
364 4 Employee (Internal) Communication
In today’s environment, internal communication is widely recognised as a

strategic and much more complex part of a company’s Corporate Communication
mix.
EXAMPLE: At the 2017 world famous Hannover Messe (Hanover trade

show) it was concluded in the IT-community, that the new supervisor in a
company is primarily a communicator. The industrial Internet, the digital
networking of production and beyond the whole value added chain has
increased in width and speed. According to Microsoft, as part of a dramatic
redesign of the working world, there will be a new relationship between the
company and its customers and suppliers, as well as company management
and staff. The envisaged new world of work will ensure that knowledge
workers work together more efficiently than before. According to Microsoft it
had become clear that hierarchies are no longer effective. Microsoft offers its
employees maximum freedom as far as the place of work (e.g. work at home)
and working time is concerned. In order to keep the employees interested in
working in the office, the work environment had to be motivated. This is not
restricted to an attractive office environment, but also with a lot of
leadership. New-generation managers learn from their employees and give
permanent feedback to their employees (two-way-street communication).
Modern executives do not only judge employees, but also encourage and
stimulate them, also by asking questions and by showing themselves willing
to learn. A key element in this new manager-employee relationship is the
concept of mutual assessment. It is particularly important for the (work)
satisfaction of the employees as only those who feel involved and taken
seriously can be fully committed to achieve the company’s goals.
4.1.1 Employees Engagement
Studies have consistently found that companies, which communicate proactively,

especially during times of challenges and change, are more effective at engaging
their employees.
4.1.2 Risks of Ignorance
However, at present, many companies, especially in some Asian countries, are still
weak in their internal communication. Employee communication is frequently
ignored because top management sees the concept of internal communication as a
4.1 Strategic Part of Corporate Communication Mix 365
lower priority task than external communication. In some cases, internal commu-
nication strategies are only developed reactively when there is a crisis that makes
communication a necessity.
EXAMPLE: An organisation is undergoing a major business restructuring

with potential workforce lay-offs. The management decides to inform first its
customers and shareholders before its own employees. Result: The company
risks a major upset within their workforce, de-motivation, dissatisfaction and
possibly even a mass exodus, strike or other unrest.
However, the absence of timely and effective internal communication can be

very dangerous. Companies, which do not communicate properly with their
employees, run a high risk as support and loyalty among staffs may vanish and, in
addition, the quality of a company’s relationship with other (external) publics may
be negatively affected.
EXAMPLE: In case of a crisis or negative rumours, disgruntled company

employees make cynical comments in public about their own company.
These will be noted with great pleasure by the media, which sense a “story”
or even a sensation. In addition, in the digital era, everybody is swamped with
real-time information in the media and social media. Employees cannot only
read news about their own company almost instantaneously but react actively
and share their views through social media platforms and other online forums.
In the meantime, it is widely acknowledged that the frustration of employees,

who are not aligned with the company’s strategy, goals and activities, will ulti-
mately impact on the performance and success of the business.
Therefore, especially in the Western world, communication with employees has
become a part of the corporate strategy and an essential part of a company’s
communication mix. Increasingly alert managements have started to appreciate
their employees as one of the most important company assets and see communi-
cation with them as a critical priority, even before considering external commu-
nication. The company’s strategy, policies, vision and mission, management plans
and decisions should therefore be communicated across the whole organisation
before communicated to customers or other third parties.
4.1.3 No Longer “Nice-to-Do”
In the era of increasing globalisation and cross-border business activities, also

Asian companies are now beginning to realise that internal communication is no
longer “not a priority” or just “nice-to-do” but important to success. They start to
realise that, when professionally done, internal communications can help companies
create an open and more collaborative corporate and learning culture, better commit
employees with company values, goals and visions, and cultivate internal company/
brand ambassadors. All this will help to achieve the company’s long-term business
goals.
Keeping the internal audience well-informed must be seen as the first step
towards corporate success, an important part of talent retention through increased
loyalty, and ensures that, as credible representatives of the company, employees are
sharing messages externally that are consistent with the company’s views. Thus,
internal communication is more than just simply conveying directives of man-
agement throughout an organization but a task to help employees understand the
company’s vision, mission, values and culture and, internally, to forge a sense of
community.
4.1.4 Positioning of Employee Communication
The responsibility for internal communication can be positioned differently

depending on the company’s size and culture. Some companies have appointed
internal communications managers while others require communication/PR man-
agers to cover both internal and external communications, working alongside
Human Resources. In any case, it is desirable that Corporate Communication
practitioners will have some involvement within internal communication in some
capacity, as they are the experts in communication techniques and practices.
4.1.5 Employee Communication Principles
4.1.5.1 Definition
Internal communication is communication within an organization. This very simple

definition applies to all kinds of internal communication, also amongst employees.
Here, only “official” communication will be discussed, i.e. communication by the
management of a company on internal policies, memos, guidelines, etc.
The target audience for internal communication is easily defined: The company’s
employees. However, some companies treat their managers as a special audience
for internal communication, for instance by offering professional communication

training to help them managing challenging situations internally.
4.1.5.2 The Purpose of Employee Communication
Good internal communication can:

• Provide employees the information that concerns them and they need to know to
do their jobs effectively, including guidelines for their work. It keeps all
employees informed of what is going on in the company;
• Help to create a climate of openness within the company. It encourages good
relations among people, promotes trust, and forestalls jealousy and “turf” issues.
EXPLANATION: “Turf” issues arise when people feel they have to defend
their “turf,” their own little “claim” of influence and power in the company. In
the extreme case, this can result in hoarding of information, jealousy and
hostility (even if unfounded).
• Maintain a shared vision and a feeling that everyone is working together toward
the same goal;
• Give people a sense of ownership of the company. The combination of openness
and effective flow of (internal) communication make employees feel like part of
a coherent whole, in which their contributions, opinions and ideas are valued;
• Motivate employees and strengthen their loyalty. Transparency and good
information makes a company a pleasant place to work. This leads to job
satisfaction and loyalty.
4.1.5.3 Accessibility
Many internal communication structures, if any, can be compared to the military

“chain of command”. This structure provides strict rules on who can speak to whom
in a company. In general it means that an employee can contact and speak to
anyone below him in the hierarchy, but only to the person immediately above him.
If the employee needs to talk to a higher level, he has to go through his
immediate supervisor who then has to go through his supervisor, etc. to get per-
mission. This hierarchical structure is not really conducive to an open internal
communication system.
On the other hand, it must be understood that not all particular issues can be
brought to the attention of top management. Only after all attempts to resolve the
issue at the level on which it exists are ultimately frustrated, and as a clear
exemption, means should be provided by the internal communication system,

which would enable such direct access without distracting management from its
daily task.
4.1.5.4 Content-Tone-Structure
Internal communication has three main aspects to be considered by the commu-

nication expert:
• The CONTENT;
• The TONE (in which messages are delivered); and
• The STRUCTURE (through which internal communication is delivered).
Content (Read Sects. 2.6 and 3.3.1.5)
Content is king. Each individual company has to decide on what needs to be

communicated to their employees, at what time and by whom, as this will vary from
organisation to organisation.
It is recommended to establish some guidelines on about what and how infor-
mation will get passed on to employees:
• TRANSPARENCY: Employees need to know of what to expect from their
management and the right message must get delivered at the right time. Once a
situation is set in stone the communication has lost its effectiveness and can even
backfire when the employees will perceive it as cynical. In addition, such a
situation can also lead to rumours. Employees who get exposed to (unfounded)
rumours are vulnerable to “false truths” or “alternative facts” which can be
damaging or even lead to management’s loss of control. Therefore, internal
communication should take place in advance before facts are set. This allows
employees to feel involved and to become part of the process. In reflection of
this and other considerations, in some European countries, it has become
mandatory under prevailing labour laws for company managements to inform
and involve employees at an early stage in certain situations. This is particularly
the case when, for example, plant shutdowns, important changes of work
practices or labour force reductions become a conceivable alternative;
• EFFECTIVENESS: To make internal communication effective, it will be the
company management’s responsibility to establish an internal culture of open-
ness and trust. No matter how “co-determined” and transparent a company may
be employees still tend to look for leadership from top management level.
In addition, appropriate communication vehicles need to be selected to get the
message across. If, in the past, the culture of a company was characterised by
restrictive management communication practices and if management has
encouraged, for example, hoarding information and lack of mutual contact

among staff, switching from this to a more open culture may be difficult to
implement and take some time.
The Tone (Read Sects. 3.2.4.2, 4.1.5.4 and 7.16.3.4)
The “tone” of a message is foremost a matter of tact and sensitivity. A company

must not only be a place where open communication is accepted and encouraged
but a place at which communication respects the employees not only as “paid staff”
but as valued contributors. Also, any internal communication has to be sensitive to
different cultures and the employees’ assumptions, needs and their specific style of
communication. The use of terms, which for some seem people my sound “inno-
cent”, can cause anger, frustrations and lasting bad feelings on the part of the other.
For a management being open but becoming perceived as offensive in language or
insensitive is probably worse than not being open at all.
EXAMPLE 1: If a Western company’s local management in a Buddhist

country decides to make an important internal communication on a Buddhist
holiday, it can be perceived as insensitive. EXAMPLE 2: If the management
of a sophisticated IT company decides to communicate per printed memo, or
e-mail instead of using more accepted (social) media channels, it must have
very good reasons to do so.
Structure
If well planned, structured and timely, internal communication can be the platform
for driving employee motivation and engagement across a company. But internal
communication must have active support from the very top of the company to be
successful. Too often, especially people at management level believe that internal
communications can be reduced to a one-way stand-alone memo or web-posting
that can be done by anyone and then consider it a job done. However, it is not as
easy as that. To be effective, a company needs to create an appropriate internal
communication structure in three areas:
Top-Down Internal Communication

In most companies, internal communication typically happens from the top down.
The management team communicates necessary information and does not receive a
lot of input from the employees. Top-down communication is used by management,
to make goals, strategies and actions of the company clear to employees by com-
municating key activities, issues and developments, in particular those which will
have an impact on employees. To be effective, such communication model requires
corporate policies that facilitate internal transparency and openness and manage-
ment’s assessment of employees’ needs and expectations;
Bottom-Up Internal Communication

Bottom-up internal communication structures (from management to employees)
will provide regular, on-going opportunities for employees to provide feedback to
management. This provides company management with information about
employee needs, perceptions and opinions. Communication vehicles may include
employee surveys, suggestion boxes, so-called “town hall” meetings (at which
managers answer employee questions), individual or small group meetings with
managers, and an organizational culture that supports open, two-way
communication;
Lateral Communication
Lateral (also called horizontal) internal communication in a company is defined as
the exchange and sharing of information between employees within the organiza-
tion for the purpose of fulfilling a common purpose. Lateral communication helps to
promote teamwork and facilitates coordinated group effort within an organization.
Normally it is less structured and more informal when compared to vertical
(top-bottom and bottom-up) communication and may take place as electronic
messaging, e-mails, telephone calls, memos, letters, informal discussions, meetings,
gossip, and tele- or video-conferencing. For lateral communication there are fewer
structures in place to support it and more existing difficulties to overcome barriers.
Out of the three communication structures, lateral communication requires the most
sophisticated skill set by the practitioners. Beyond knowledge of (internal) com-
munications practice, it requires a true understanding of the politics of an organi-
zation. Some ways to facilitate lateral communication include:
• Establishing cross-functional task forces and work teams that create relation-
ships across the organization;
• Facilitating the identification of potential internal problems as a result of
increased knowledge;
• Initiating brainstorming sessions to understand existing and future challenges
and to collaborate on solutions;
• Creating teambuilding opportunities that provide employees with the opportu-
nity to work together, learn more about each other’s problems and issues,
challenges and work styles;
• Offering communication training for supervisors to motivate and facilitate
strong bottom-up, top-down and lateral communication.
4.2 Case Study: Internal Communication in a Hotel 371
4.2 Case Study: Internal Communication in a Hotel
4.2.1 Underestimation of Importance
Internal communication activities frequently have a lower priority over external

Corporate Communication efforts. It seems that some organizations do not realize
that internal communication activities can be just as critical as selling their products
and services.
Some organizations fail to play a central role in interpreting the Corporate Culture
to both internal and external audiences. As a result and in the absence of internal
communication, support and loyalty among staffs may vanish with negative effects
on motivation, (job) satisfaction, loyalty and productivity. Not well-informed
employees are de-motivated which affects the quality of an organization’s rela-
tionship with other publics.
4.2.2 Hotel Example (Read Sect. 8.7)
In this example, a Malaysian Five-Star hotel is used that ignored internal com-
munication. The hotel’s top management saw the concept of internal communica-
tion as a lower priority task than external communication such as marketing and
publicity. Generally, three problem areas resulted from this and can be highlighted
as follows:
• Firstly, employees were not informed. Relevant tools of communication were
not used to communicate with the workforce;
• Secondly, the hotel management was not given proper trainings;
• Thirdly, employees were not given a focus attention on the importance of
communication issues.
4.2.3 Importance of Internal Communication
Great hotel rankings is more than for show. Hotels with good rankings enjoy higher
visibility, booking, average daily rates, and revenue. The Internet and the emer-
gence of social media and various consumer review sites such as TripAdvisor
makes it vital for hotel managers not only pay attention to reviews but actively
manage the hotel’s reputation. Part of the hotel’s reputation is the performance of
the hotel’s staff. The staff’s performance is influenced by employee motivation.
EXAMPLE of a customer comment on TripAdvisor under the heading

“employee motivation”: “hotel is beautiful and very convenient for ski
vacations. what really impressed me much is the motivation of the staff.
whenever you need something they are there for you. always smiling and
always helpful. definitely money worth to spend”
4.2.4 Management Ignorance
The hotel’s top management did not see a need to get involved in employee
communication. For instance, the management did not reveal any of its plans to
employees because, in their view, they did not necessarily had to know. They
ignored the fact that in today’s rapidly changing business environment and in a
situation of increasing competition, organizations have to take a serious look at
communicating with employees as it may influence the performance and, as a
result, the competitive position of the organization.
Performance of a hotel will markedly increase when every effort is made by
management to keep employees fully informed of events and news. Most
employees are more satisfied with their job when there are regular communication
activities in a pleasant atmosphere. Management can do this by providing
employees access to all vital relevant information in a bottom-up, top-down and
horizontal internal communication system. As a result, employees will be proud of
their hotel when they will feel that they are taken seriously as individual contrib-
utors to the overall success, specifically, when everyone working at the hotel has the
ability to be heard.
4.2.5 Corporate Communication’s Role
Indeed, employees want to believe their managers, and managers want to be

believed, but the truth is that trust is often lacking and too few companies are
willing to openly tackle the issues.
Therefore, the Corporate Communicator’s role, when responsible for internal
communication, is considered as an important element in the organization. Internal
communicators help to enhance the internal communication procedures and build
trust on the company’s employees.
It is the role of the Corporate Communication professional working at the hotel
to initiate change of the hotel management’s internal communication practices.
4.2 Case Study: Internal Communication in a Hotel 373
The challenge for him will be to convince top management that employees need to
get involved. Specifically they need to know the organization’s objectives, its
mission and vision and plans to be fully motivated.
It will be easier for the Corporate Communication professional to do this when he
will remind management that most of the hotel’s staff is in daily contact with the
hotel’s most precious good, the customers. The hotels staff, irrespective of their
individual work assignment, is acting permanently as the hotel’s “ambassadors” (read
Sect. 1.3.5.2). Therefore, the hotel cannot afford to leave them in a state of demo-
tivation, lack of interest and indifference.
If management accepts that in the new era of globalization and online reviews,
employee communication is no longer “nice to do” but “critical to succeed”, the
first step is done towards change.
4.3 Effectiveness of Employee Communication
4.3.1 State-of-the-Art Communication System
Today’s employees are smart and empowered by a diversity of information sources,

including online media. Therefore, it would be a mistake to underestimate them.
This new smartness, intensifying (global) competition, and a variety of commu-
nication platforms offered, force a company management to strive for true employee
engagement and, in their communication with employees, to be as honest, open and
transparent as possible. The management team has to be convinced of this and has
as to imbed the principles of an open internal communication model in the com-
pany’s culture. Otherwise the communication executive, responsible for internal
communication, will fail as a result of lacking executive support.
Today, with a new era of advanced (online) communication, it is important for
organizations not only to do something to keep one step ahead of the competition,
but also to buy into new communication patterns. The dialogue-based character of
online communication channels makes it close to impossible, even for very con-
servative companies, to ignore the modern two-way flow of information.
Therefore, companies must create a coordinated, coherent internal communi-
cation system, which integrates feedback mechanisms within the company.
Management has to create an internal culture where employees feel comfortable
asking questions and raise concerns. Asia has a reputation of people not asking the
tough questions companies are used to in some Western companies. This is due to
hierarchy-based cultures. But even in Asia and also due to increasing globalisation
of businesses, cultural patterns are changing.
4.3.2 The Director’s Role
In this environment, the role of the manager responsible for internal communication
is twofold:
• First, to convince his possibly conservative management of the requirements of
modern two-way employee communication and the resulting advantages for the
company. This could be an uphill struggle, as conservative managements might
feel challenged in their traditional role. An argument, which might help con-
vincing management, is the widely used statement that “public relations, like
charity, begin at home”. Management will not deny that the best spokespersons
of the their company are the employees. A company may publish an adver-
tisement heralding the great things it has been doing. The impact of this ad is
blunted, if the employees belie these claims. In reverse, positively positioned
and well-informed employees will be the company’s best valued ambassadors;
• Second, to develop and implement, with the full support of management,
two-way internal communication systems under which:
• Management will be in touch with employees and which are as transparent as
possible;
• Communication tools are implemented with which employees feel
well-informed and which make them feel involved, and, most importantly,
• The mechanisms are installed which serve the purpose to make employee voices
heard and under which they can provide feedback to the management.
4.4 Internal Communication Channels/Tools
Every company has their own approach to addressing internal communication with
their employees. The appropriate internal communication channel and tools must be
found based on an assessment of their effectiveness in the organisation. This is a
crucial part of internal communication management’s analysis, preparation and
success. Small organisations will generally have different communication channels
than large, or multinational organisations in which groups of employees may be
spread (nationally or internationally) over many different locations.
4.4.1 Offline Employee Messaging Tools
4.4.1.1 Face-to-Face
Even in times of new technologies and increased electronic communication,

face-to-face dialogue is still the most credible and effective communication vehicle
as it is the best way to connect directly to employees and favours direct human
interaction.
4.4 Internal Communication Channels/Tools 375
4.4.1.2 Group Meetings
Group meetings are another, may be one of the most effective ways to get company
updates and news across to employees. The groups should be kept small. When the
number of attendees increases, it becomes increasingly difficult for management to
control the meeting.
4.4.1.3 Regular Staff Meetings
A company staff should meet regularly. Staff meetings allow employees to share
ideas, learn what is going on in the company as a whole, build and maintain good
relationships with one another. However, a staff meeting, which is dominated by the
boss’ monologue, sends the wrong message in a company that is trying to foster
open communication. Employees will dislike attending and in the end it will
become counter productive.
To make staff meetings more conducive to real and effective internal commu-
nication, one should ways to make them more appealing to employees:
• INFORMAL: Meetings should be kept informal and the agenda should be open
to everyone. Any employee should be able to put items on the agenda;
• CHAIRING: The responsibility for running the staff meeting could be rotated
among all staff members. This way, the meeting will no longer be perceived as
the manager’s meeting, but as one that reflects the concerns of all employees;
• FREE SPEECH: Everyone should have an opportunity to talk. This makes it
possible for employees to feel that their view is valued, and for others to pick up
ideas that they can use in their own work.
4.4.1.4 Informal Get-Togethers
One way for encouraging internal communication, also between employees and
management, is to set up ways for employees and managers to get to know one
another better in an informal environment. Therefore, many companies provide
opportunities for informal get-togethers by organising special celebrations, such as
birthdays, anniversaries, farewell parties, or regular joint luncheons. These special
events consist not only of listening to speeches made by top management but also
workshops, enjoying meals together, and other opportunities for dialogue. The goal
of these informal meetings is mainly to provide an opportunity for informal talk at
and between all levels of the organisation.
4.4.1.5 Memorandum (Memo)
A business memorandum (“memo”) is an internal letter used for communication

within an organisation between management and employees or between managers
of the same level in an organisation. Sometimes it is also called “inter-office
memorandum”. Memos are one of the major tools used for internal communication.
In addition to providing management guidance, instructions, responses and expla-
nations, memos are widely used to convey top-bottom information on different
issues to the people working in the organisation. However, memos can also be used
by employees to communicate bottom-up, in case the issue in question requires
some formality and the content is supposed to be “on record”.
The use of memos is appropriate when a specific issue is at stake and when the
list of recipients of the message is restricted. Normally, memos will not be used
when the communication to a wide distribution list of different messages on dif-
ferent subjects is intended.
4.4.1.6 Bulletin Boards
For actual or electronic bulletin boards, the same rules as for newsletters apply
(read Sects. 3.2.8.2, 3.3.1.8, 4.4.1.8 and 4.4.2.1).
4.4.1.7 Videos
It has become somewhat essential today, to deliver information through video.

However, many organisations still rely on, sometimes lengthy, newsletter and/or
bulletin board or email messages when communicating with their internal audi-
ences. This is failing to realize the power that video has in communicating a
message. Because of its more engaging and entertaining character, video is the
perfect medium to reach internal audiences, especially when communicating
updates on new developments and changes within the company. Videos should be
kept short and punchy to keep employees interested in watching them; their style
should be conversational rather than top-bottom communication style. Additional
features to improve the attractiveness and effectiveness of internal communication
include:
• A short introduction by the CEO to underline the importance of the message;
• Employee contributions to highlight the collaborative spirit within the company;
especially
• Employee interviews about the subject issue to boost credibility; and
• Possibly, the use of appropriate animations.
Today, videos can be produced without a lot of expert knowledge by using a
good camera and existing editing software. Some examples:
• iMovie (www.apple.com/lae/imovie/): Video editing software for Apple Mac;

• MAKE WEB VIDEO (http://www.makewebvideo.com/): Software for creating
animated videos for business;
• JING (https://jing.en.softonic.com/):Captures video and screen-shots from the
computer screen;
• ScreenFlow (https://screenflow.en.softonic.com/mac): Allows the recording of
the content of the entire monitor while also capturing a video camera, iOS
device, microphone and computer audio.
If the intention is to share videos to a social media network (VIMEO (https://
vimeo.com/) and YouTube (https://www.youtube.com/) offer ample sharing
options), it needs to make sure that the software is capable of doing so.
But it must not be overlooked, that video is not an appropriate communication
vehicle for every employee. For example, sales people who are permanently on the
road would probably rather read an email than watch a video. Therefore, email and
other ways of distributing information (e.g. blogs) make sense when it needs to be
ensured that all employees will get the information they need.
4.4.1.8 Offline Newsletters
A well-produced company newsletter provides context and clarifies corporate

purpose. It can help to break down silos and “turfs” by promoting team spirit and
encouraging collaboration among employees who might be separated by misled
superior guidance, team designations and departmental assignments.
A newsletter, printed or online, is a conventional way of getting information to
employees. The advantage of a newsletter is that the readers have the choice of how
much of the information provided in the newsletter they want to digest. In addition,
newsletters can serve to reinforce and promote information and messages provided
using other communications channels such as a company intranet (see below).
Furthermore, newsletters can help reducing email overload by aggregating mass
email messages.
The newsletter can contain information and messages such as such as:
• Communications by the human resources department about employee accom-
plishments (to motivate), policy changes, staff changes and promotions, training
and career development offers, which would otherwise fill up employee inboxes;
• Planned organisational changes and IT system outages;
• Training and career development opportunities and internal job openings;
• Showcasing other company affiliates, departments, and individuals to improve
cross-company awareness and collaboration;
• To share important new customer wins and customer or supplier testimonials;
• Reports on company sponsoring and charity activities.
4.4.2 Online Employee Messaging Tools
4.4.2.1 Online Newsletters
Newsletters, which are delivered as a webpage give management the freedom to

provide a tailor-made communication vehicle, including corporate branding, flex-
ible layouts, video content and other visual formats designed to achieve maximum
effectiveness. This cannot be done when using emails as one will be bound by the
programme providers’ format. Alternatively, one could dedicate a blog on the
company’s intranet, if any, to be the newsletter.
To attract attention in the information overload, the newsletter can carry special
features such as images, slideshows, on-screen displays to allow the reader to “read
now” or “read later”, a scrolling ticker flashing “breaking news”, an alert sound
(sent to smart phone or computer), which plays when notifications arrive (with the
option to set the newsletter notification to recur until read), videos, references to a
“live” webpage, iFramed* webpages, and the like.
*EXPLANATION: An iframe or inline frame is used to display external

objects including other web pages within a web page.
4.4.2.2 Emails
Emails are a particularly effective way to get management’s points of view across.
They are one of the effective ways of communication internally because they are so
ingrained into the employees’ daily work in the company that management can be
confident that the message will reach every employee without delay.
Some companies even use applications with which they can track who have
viewed their message such as
• Yesware (www.yesware.com/);
• ToutApp (https://www1.toutapp.com/);
• Sidekick (https://www.hubspot.com/products/sales/email-tracking); Mailtrack
(https://mailtrack.io/); and
• Contact Monkey (www.contactmonkey.com/).
In companies, generally internal electronic email list are created for distribution
of information to all employees. However, specialized employees may ask to be put
on restricted distribution lists that cover their specific area of work (e.g. research &
development, marketing and communication/PR, legal, ethics and compliance,
etc.).
In principle, one can distinguish between two types of lists:

• THE ANNOUNCEMENT LIST: This is primarily used as a one-way conduit of
information for management to employees (top-to-bottom). It can also be
referred to as newsletter. This is a popular email distribution system in com-
panies (example: Listserv, http://www.lsoft.com/);
• THE DISCUSSION LIST: Here any user may post, whether management or
employees under this system, anybody in the organisation can use the mailing
list to send messages to all the other users, who may answer in similar fashion.
Thus, actual discussion and information exchanges can happen. Discussion lists
are usually topic-oriented, similar to the system in newsgroups in which users
read and post messages to one or more categories, similar to a bulletin board
system. Discussion lists are less used in corporate environments.
When considering internal email communication, a management message or
report that includes data, illustrating graphs, growth numbers and quarterly results
will have a more positive impact than an email that just tells employees in which
direction they should go to reach the company goals. Adding visual representations
will be more convincing because, like pictures, they speak louder than words.
4.4.2.3 Social Media (Read Sect. 3.3.2)
After the rapid emergence of electronic social media, email communication is

already increasingly considered as a “conventional” communication vehicle,
especially by the younger generation.
Adding an internal social network to the internal communication system is one
way of introducing social media into an organization.
Privately, most employees are already familiar with the use of public social
websites. Therefore, using an internal social network will not particularly challenge
them.
Social networking software can be an important communication and information
resource for a company because employees do not only use but also contribute to it.
Users of an internal social network can contribute to the type of content and decide
on the people they want to interact with, similar to public social websites like
Facebook and Twitter.
Because of its (two-way) lateral character, communication via internal social
networking can have a flattening effect on the corporate hierarchy, and helps
empowering and encouraging employees to connect with each other internally.
Therefore, this is one of the most effective ways to improve communication in the
workplace and a great way of motivating employees.
4.4.2.4 Mobile Tools
Today, mobile devices, such as smart phones, are changing communication pat-
terns, also for all businesses. The use of smartphones and tablets can also greatly
improve corporate internal communications. There are many apps available, like
intranet that enable companies to push notifications and allow employees to respond
right from their own device. This is not only convenient for them, but also ensures
communication channels are open at all times for both the management and
employees. In addition, the use of smartphones and tablets for work-related sharing
has enabled multinational companies to operate across a number of geographic
locations and time zones effectively.
4.4.2.5 Company Intranet
DEFINITION: An intranet is a private network accessible only to an

organisation’s staff. Generally an intranet provides a wide range of infor-
mation, which is not available to the public from the Internet.
In the past, most internationally operating companies published in-house

newsletters, which were circulated among all employees, to share the latest com-
pany information. Today, with the emergence of the Internet, many of now con-
ventional in-house publications are moving towards becoming intranet websites.
More than others, multinational companies have since long recognised this trend
and use multiple channels in internal communication, including global, regional,
national and local internal intranets.
Intranets are particularly used as vehicles for communicating company news,
business strategy, and general content. In addition, intranet websites serve to
include such purposes as two-way communication among employees and the
sharing of information internally. The intranet model offers itself to the inclusion of
some of the principles, which govern informal internal get-together events. This
makes it possible for management not only to use their intranet platform to dis-
seminate information (one-way communication) but also to keep in touch with their
organization.
The enormous capacity and reach of the intranet carries the risk that companies
mainly focus on communicating the big picture and global perspectives and ignore
the local focus. For a balanced perspective, it is right to communicate consistent
messages across an organization, but it is equally important to customize delivery
and add site-specific information to meet local needs.
4.4.2.6 Blogs (Read Sects. 3.3.4.1 and 3.3.4.3)
A company can use blogs where internal communication can post information in a
very personal way. By using the blog as an internal mechanism, management
encourages two-way communication by inviting employees to comment on man-
agement post (even anonymously), so it functions as a valuable tool to get candid
employee feedback. Besides posting information, blogs are also a effective tool to
conduct surveys with employees and share survey results. Not every company in
Asia might be ready for such an open exchange of information. But the benefits of
an internal blog should not be ignored: It can help providing employees with a way
to connect on a personal level with corporate goals and contributing to an honest
and open exchange of ideas.
4.4.2.7 Twitter (Read Sect. 3.3.2.5)
With the option to tweet publicly or privately, company managers can share short
bursts of information with employee networks or a wider (corporate) audience. The
45th US-President and his collaborators are currently demonstrating the effective-
ness of Twitter communication. Leaders in the corporate world in using Twitter in
internal communication are US companies Google and Starbucks. They use Twitter
to engage and inspire employees, promote work content and provide an insight of
what it is like to work for these companies, including professional development
events.
4.4.2.8 Desktop Related Tools
In today’s corporate environment, ultimately everyone will have his own

desktop. For company management this is an opportunity as they can use the
desktop as a platform to communicate, possibly with colleagues around the world.
Whatever the individual employee’s role is in the organisation, there are commu-
nities to sign up to (or create) and to get connected with the right people within the
organisation with the knowledge and expertise needed. Through desktop related
messaging, employee can get the information they need to do their job effectively.
Delivery Option Webpage
Newsletters, which are delivered as a webpage give management the freedom to

provide a tailor-made communication vehicle, including corporate branding, flex-
ible layouts, video content and other visual formats designed to achieve maximum
effectiveness. This cannot be done when using emails as one will be bound by the
programme providers’ format. Alternatively, one could dedicate a blog on the
company’s intranet, if any, to be the newsletter.
Electronic Bulletin Boards
For electronic bulletin boards, the same rules as for newsletters apply (read
Sects. 3.2.8.2, 3.3.1.8, 4.4.1.8 and 4.4.2.1).
Screensaver Messaging
Corporate screensaver messages are an effective “push communications” channel to

make employees aware of internal messages and information without intruding or
adding to the notorious email surplus. Interactive screensaver messaging is easy to
manage, deploy and update by the internal communications/IT team. Power Point
slides, images with text, flash animations and videos can be deployed quickly and
easily in a matter of minutes.
Another advantage is that screensaver messages can be targeted to get different
content to different groups of employees. Groups can be targeted internally
allowing for customized employee communications to suit different internal audi-
ences. In addition, corporate screensaver messages can contain multiple embedded
hyperlinks directing employees to information sources, to provide feedback, to
participate in discussion forums or to opt into internal surveys.
Typical effective corporate screensaver messaging options include:
• Default screensaver image, which will run if there are no current screensavers
deployed;
• Hyperlinks, which will drive employees to further information on the intranet,
network, web, etc.
• Images with text: Pictures speak a thousand words;
• News feeds on screensavers;
• “Pushed” latest scrolling news content;
• HTML screensavers: A HTML screensaver allows viewing any webpage
specified as an individual screensaver.
EXAMPLE: A favourite company, news, or social website could be dis-

played, or an own webpage could be created.
• Uploaded intranet pages, web pages, SharePoint content, anything in HTML;
DEFINITION: SharePoint is a platform, which gives users the ability to share

and collaborate on documents, and then be able to find the documents easily
when needed. One of the core building blocks within SharePoint is “content
type”, which is a reusable collection of metadata (columns), workflow,
behavior, and other settings for a category of items or documents in a
SharePoint list or document library. Content types enable you to manage the
settings for a category of information in a centralized, reusable way
(MICROSOFT definition).
• Flash animation (for instance, animations converted from PowerPoint or ani-

mated movies built in flash;
EXPLANATION: A Flash animation or Flash cartoon is an animated film

that is created by animation software.
• Video on screensavers;
• Countdown clocks for important events;
• Snooze function for confidential internal screensaver communications that may
be visible to unauthorized people;
Desktop Wallpaper
A company can create eye-catching messages that will be published directly onto
employees’ desktop as wallpaper/background. Specific messages can be made to
automatically appear on employees’ desktop background without causing any
disruption. Desktop messages can be targeted to specific target groups of
employees. As employees cannot change deployed desktop wallpaper messages
they will remain unchanged for as long as they have been set by management
ensuring that the messages will get through to the targeted employees. This is
particularly important when the company has to communicate with remote
employees. Desktop wallpaper messages are an effective way to bring important
messages to the attention of remote employees. When a published company desktop
wallpaper has met its expiry date, and if no other wallpaper messages is intended to
be published, the desktop background will revert to the original wallpaper. Desktop
wallpaper messaging can be managed with ease by the internal communication/IT
team.
Desktop Alerts
When message delivery, timing and acknowledgment by the targeted audience are
imperative, a Desktop Alert is the appropriate tool. A Different to screen saver and
wallpaper messaging, Desktop Alert is an interruptive electronic message that
appears on employee computer screens signalling urgency. It bypasses email sys-
tems completely, displaying a window as a pop-up message directly onto any
device’s screen. This tool is ideal for high priority, time-sensitive and urgent
messages, such as breaking news, system outages, warnings or emergency notifi-
cations. An Alert can be designed to appear on screen in various formats and offers
the flexibility of a ‘read now’ or ‘read later’ option. Desktop Alerts are a completely
separate channel to email, which avoids OUTLOOK user “rules”, which often
result in communications being ignored.
4.4.3 Spamming Employees
Company management must be aware of the information overload as there is a risk

that the newsletter be pushed aside by the employees as spam. This is particularly
the case when the newsletter is printed as with the emergence of electronic com-
munication, reading habits have changed dramatically. An online newsletter makes
it much easier for the employees to access it and to make their choice. In addition, it
is easier to invite for and collect comments and feedback from the readers.
4.4.4 Employee Communication in Multinational

Companies (Read Sect. 8.2)
Internal corporate communication is very much culturally bound. The way man-
agement messages are formulated and brought forward and the way these messages
are perceived by employees vary widely from culture to culture and country to
country.
4.4.4.1 Cross-Cultural Competence
Therefore, internal communication departments must adapt their communication

vehicles when addressing messages across different cultures. They must develop
cross-cultural competence internally to make the communicators aware of the effect
of culture on their communications. This requires awareness, knowledge, sensi-
tivity, and intercultural skills.
Western societies’ communication practices and related management principles
can therefore not be blindly applied to other (strong and sometimes older) cultures.
All countries in Asia have different languages, cultures, religions, and business
practises. Even within a single country, there can be differences between provinces,
sultanates or even major cities. So succeeding with Western style internal com-
munication practices across such a complex era seems to be impossible.
EXAMPLE: In the Western world, good (transparent) internal communica-

tion can be described as timely, clear, factual, and available to all employees.
In Asia and in some other parts of the world, good internal communication is
relationship-oriented. Employees there appreciate face-to-face contact and
loyalty, respect hierarchies, and prefer conflict avoidance. The company is
widely perceived as a “family”, which requires an alternative way of
communicating.
4.4.4.2 E-Mail Example
For instance, today, most companies around the world rely on e-mail as a tool for
communication, but the way messages are conveyed in e-mail also varies by
culture.
In the USA and most European countries, e-mails should be clear and
to-the-point. Messages are generally communicated at least words as possible. But
it would be erroneous to believe that communicating with employees in
non-Western countries and regions will just require language translation. On the
contrary, it goes beyond that because translated messages are prone to misinter-
pretation and misunderstandings.
A similar concise approach to e-mailing in most other regions, including Asian
countries could easily create a lot of confusion and anxiety. There, a short e-mail
message can be easily misinterpreted as indicating that the sender is upset, arrogant
or distant. For people in these countries, in particular in Buddhist countries, every
communication is a critical element in reassuring both parties that their relationship
is on good terms (in harmony). Therefore, a more indirect and relationship-oriented
communication approach is favoured.
The increased reliance on e-mail communication at the expense of phone and
face-to-face communication requires that internal communication departments
create awareness in all employees of such cultural differences for example by
transforming internal communication departments from mono-cultural, remote
headquarters-based teams into a cross-cultural internal communication group
comprised of key managers from the organisation’s key regions.
EXAMPLE: A good way to improve these multi-cultural skills would be to

add a short paragraph to each written communication in which the (Asian)
recipient is asked about how he is doing, the weather, or any other friendly
comment that serves as an introduction to the main points to be
communicated.
4.4.5 Employee Communication in Internal Crisis

Situations (Read Chap. 7)
A crisis situation, which has an effect on the workforce, constitutes a challenge for
internal communication. A crisis could be challenging economic times for the
company’s business, (resulting) corporate re-organisations, workforce reductions,
the adding of responsibilities for remaining employees, salary freezes, suspension
of company contributions to retirement savings programs, and shifting more benefit
costs to the employee, reduction of vacation time and other changes affecting
employees personally. All these and other measures can change the appeal for the
employees of working for the organization with all its (negative) impact on
employee motivation and performance.
The task for internal communication is to re-assure, re-align and re-engage the
employees. Management and internal communication professionals play a critical
role in helping to deliver messages designed to engage employee in times of
change. This cannot be reduced to a simple provision of information and messages
but the development of a strategy, which will steward the organisation through a
period of insecurity.
The strategy should determine procedures and simple lines of communication for
dealing with a situation, which is not perceived as normal, neither by management,
nor by company employees. And there is no doubt, that in crisis situations, it is
always top management, which must be involved. For more details on crisis
communication.
4.4.6 Communication and Change Management
When companies undertake projects or initiatives to improve performance, seize

opportunities, adapt to changing markets, digitalisation, automation, globalisation
(internationalisation) and socio-political environments, they often require change:
• Structural,
• Organisational,
• Cultural.
In change situations it will not only be the company’s management, which has to
change but also, may be most importantly, the company’s employees. If the
employees will not cooperate (and, in some countries, their representatives, such as
trade unions), the company’s change process is likely to fail.
Change management is the discipline that assists in how a company management
can convince, motivate, prepare, equip and support a whole organisation composed
of individuals to abandon traditional patterns of work, enter into an uncomfortable
change process, and successfully adopt change in order to drive the company’s
future success, results and prospects.
Change management principles provide a structured approach for supporting the
individuals in an organization to move from their current state to their future state
with the least possible loss of efficiency.
Therefore, it is in the company’s and its management’s interest, to use all
appropriate means, including professional Corporate Communication to accompany
and foster the change process internally.
4.4.6.1 Two Categories of Change
For companies there are two kinds of change:

• PLANNED: The first is planned change that management had time to think
about and prepare for;
• UNEXPECTED: The second is the unexpected change that is forced upon a
company by unforeseen events and circumstances.
Continued (Planned) Change as a Company Philosophy
Breakthrough
More rarely, a drive for change may be caused by forward-looking, pioneering or
even revolutionary breakthrough developments, which have their origin within the
company.
Continuous Improvement (Read Sects. 1.3.1, 2.1.1 and 4.4.6.1)

More frequently, permanent “change” has become “business as usual” and part of
the company culture in those organisations, which have adopted the Japanese
“kaizen (“continuous improvement”) first introduced to the Western world in the
early 90s.
Continuous improvement, or “kaizen” (the Japanese word “kaizen” simply
means “change for better”), is a method in companies for identifying opportunities
for streamlining work and reducing waste. “Kaizen” deals with the very nature of
life: Change is constant, and will allow organizations to respond much more
quickly to the ever-changing business realities. The “kaizen” practice was for-
malized by the popularity of “Lean Management” in manufacturing and business in
the nineties, and it is now being used by companies all over the world to identify
opportunities to become more efficient (cost saving), effective (processes and use of
resources) and productive (better use of human resources).
“Change for the better” or “kaizen” means continuous “change management”.
Without change management the lean management concept would come to a
grinding stop. In other words, “kaizen” is a change management mindset, which
involves challenging the status quo of a company and its people. The basic
assumption of “kaizen” is that things, even at a high level of quality and efficiency
achievement, are still not perfect, and can forever be improved and be made better.
As a result, it encourages people to rise up to the challenges in the business
environment and to adapt and seek new business opportunities.
A company which has adopted the “kaizen” mindset will also be nimble as they
are used to the idea that they need to continually be alerted and must change in
order to respond to market conditions and the general socio-political environment.
Every day one can see organizations go out of business because they are too slow to
respond to change.
Unexpected Change
Change can generally be considered as a reaction to mainly external developments,

frequently concerning the markets and the socio-political environment the company
is working in. Especially the socio-political environment is difficult for the com-
pany to influence and needs particular (lobbying) expertise and manpower.
In this relatively and increasingly more volatile environment, unexpected change
can happen any time. Unexpected change has similar criteria than an emergency or
a crisis: It is often sudden, can sometimes even be scary, is forced upon a company
and can be dramatic, challenging, uncomfortable, and in some cases even fatal.
Unexpected change can, at times, transform a company in quite dramatic ways
as it may require a new a different mind-set, different corporate practices and
routines while letting go of proven traditional patterns of behaviour that may no
longer serve the company. However, it can also become very beneficial and
rewarding if handled thoughtfully by a forward-looking management. For instance,
unexpected change can lead to new initiatives and help acquiring new competitive
knowledge, insights and resulting skills from new found experiences.
EXAMPLE: One of the author’s uncles had become a wealthy man. He was
specialised in the manufacturing of industrial textiles used for covering the
front (loudspeaker) side of conventional tube radios. However, when the first
transistor radios were introduced, from one day to the other, the market for
tube radios quickly shrinked close to zero. The uncle’s company was forced
to react quickly and had to use change management tools to switch to
alternative products to survive. This included the retraining of employees
who suddenly had to do completely different work.
4.4.6.2 Resistance to Change
People by nature resist change and many management decisions to cope with
change have a high risk of failure since the scope and number of changes being
pushed through will make many people uncomfortable, if not even angry, frus-
trated, defensive, or, the worst, getting involved in so-called passive resistance.
EXAMPLE: Looming change in the European automobile industry. It is

forecast, that electric and other vehicles with alternative propulsion systems
will replace conventionally fuelled vehicles within the next two decades. As
European manufacturers are at the forefront of internal combustion engine
development, the European automotive sector is on the brink of a major
disruption and car makers are about to see uncertainty. This forecast change
requires new strategic orientations as well as stable, forward-looking policies.
European manufacturers’ current competitive advantages will disappear as
engines, transmissions and exhausts (representing one third of the value in
automotive supply) are swapped for electric motors and battery packs. The
evidence suggests that jobs will change in the automotive industry. Estimates
of how many jobs will be lost in automotive sector are highly uncertain. If
sizable numbers of electric cars are imported into the EU because new
manufacturing capacity has been created outside Europe, then a quarter of
jobs in manufacturing could effectively be offshored. If the European OEMs
are to avoid a “Kodak Moment*” they need to invest quickly and policy
needs to establish a significant European market to encourage manufacturers
to build electric vehicles in Europe. In addition, electric vehicles contain
significantly less components than cars with engines so reductions in
employment, particularly in the supply sector are to be expected. This will
only partly be offset through production of battery electric powertrains (and
components) as their production is more automated and less labor intensive,
and thus requires far less input of labour.
*EXPLANATION: In this context, the “Kodak Moment” is meant to mean
the dramatic shift from conventional photography to digital and a famous
company’s reaction to it. The digital revolution disrupted the Kodak com-
pany’s equilibrium. Faced with this enormous threat to its core business,
Kodak did what many companies do in similar circumstances: They ignored
the problem in the hope it will go away, and when it does not, deride the
new-comer in the traditional market.
In many cases, especially traditional companies therefore need specialized

support in implementing effective change communication concepts. For them it is a
challenge to understand what the difference is between communication during a
period of stability and change communication.
4.4.6.3 Corporate Communication Role
Corporate Communication in a “change” environment is a discipline that assists

company management in convincing, motivating, preparing, and supporting a
whole organisation (composed of individuals) in the transition process towards
abandoning traditional patterns of work, entering into a, sometimes uncomfortable,
change process, accepting unusual challenges, and successfully adopting change

with the goal of safeguarding the company’s future success and prospects.
A Corporate Communication concept for a change situation cannot be developed

and implemented in isolation but need to be coordinated with and adapted to the
management’s change management plan. In other words, the crafting and imple-
mentation of the communication plan has to follow the rules of “integrated
Corporate Communication” and become an integral part of the all-encompassing
corporate change management.
Emotional Side of Change
But different to a company’s change management plan, Corporate Communication,

both, in an environment of continuous (planned), or unexpected change must not
only focus on the economics and the technical sides of the change, but also strongly
consider the human, i.e. emotional (psychological) side of change.
It is a quite normal and sometimes instinctive psychological reaction by people
to fear and, as a reaction, resist change. So-called passive resistance, for example, is
an almost ubiquitous response to change.
However, this must not necessarily be so. When motivated and supported the
right way, people who are affected by change can actually turn out to be quite
resilient creatures and can be adaptive and, as a result, implement change
successfully.
Modified Communication Tools
For the motivation and support of people in a change situation, depending on the
organisation, different communication channels and tools to convey official man-
agement messages are available. In particular the Corporate Communication
function offers a number of effective tools to cause, facilitate, and foster such a
motivation and support the change process.
However, not all standard Corporate Communication tools as such will be
adequate for this process for the following reasons:
Different to normal day-to-day business situations change usually triggers
individual anxiety, worries and insecurity among management and the workforce.
Change will normally affect the business environment but, different to other busi-
ness challenges, it will very likely also affect people personally and individually. It
is this emotional element affecting each individual that makes communication in a
change situation different from normal (internal/employee) Corporate
Communication.
The emotional element must be particularly taken into account when crafting a
Corporate Communication plan for a change situation. If this is not done, there will
be a risk that management will lose its staff on the way towards a successful change.
“Passive resistance” by the company’s staff or parts of it is one phenomen amongst
others which is likely to undermine the change process by keeping things the way
they are. Sticking to old habits and ways of doing things, lack of flexibility and
resistance to buy into change will make management efforts fail.
EXAMPLE: (Passive) resistance will be difficult to avoid in most circum-

stances. Therefore, Corporate Communication will play an important role in
understanding the reasons for such resistance and develop communication
tactics, which will help turning initial resistance into a more constructive
attitude.
For these reasons, Corporate Communication, as an integral part of a company’s

change management requires a special understanding of individual people’s psy-
chology. This means in particular that answers have to be found for the following
questions:
• COMMITMENT: What needs to do be done to make people commit and get
actively and positively involved in the process of change?
• RESISTANCE: How can passive resistance to change be turned around into
engagement?
• CONCERN: Who will be affected most by the change: The whole of the
organization or only parts?
• ATTITUDE: How will people individually experience change: Will they con-
sider change as a threat, which makes them freeze, or as a challenging task, or as
a motivating opportunity?
• EFFICIENCY: What needs to be done to help motivating and supporting
individuals in an organization to move from their current state to their future
state by keeping up the level of employee motivation and morale with a min-
imum loss of efficiency?
• FACILITATOR: How can Corporate Communication enable, or at least facil-
itate change?
Based on the answers to these questions, the Corporate Communication pro-
fessional has to produce ideas and a targeted concept, which will assist affected
employees to play a constructive role in the (sometimes painful) transition process.
In such a change situation those communication activities are the most effective
which
• Make it plausible to employees that change is needed;
• Motivate and facilitate an individual’s change process;
• Clearly define the individual employee’s role in and importance for the change
management’s success;
• Provide transparency of management decisions;
• Provide easy-to-understand, forward-looking goals for the company in this
transition period, best expressed by new business opportunities.
As there are no specific communication tools for change situations, all Corporate
Communication tools used in other, particular in crisis (emergency communication)
situations need to be considered. However, in a change situation, conventional
communication tools such as emails, newsletters, bulletin board announcements,
and the like as such, will normally not help solving the problem, for instance of
(passive) resistance.
This does not mean that Corporate Communication experts cannot rely on their
traditional set of conventional and online Corporate Communication tools or are
forced to create totally new communication tools for change situations. Instead, the
communication professional will need to adapt and modify existing conventional
and online communication tools to the specific requirements typically prevailing in
a change situation.
These particular requirements are a reflection of the specific change situation, in
which (negative) emotions of those affected by change play a much more important
role than in a normal business-as-usual situation.
Therefore, for the communication experts,
• First, it is vital to understand the key drivers of employees’ emotions (for
instance job loss fears), and,
• Second, to craft communication messages tactics, which are not only appealing
to the affected individuals’ information requirements, but also to their specific
emotions. A strong emotional appeal in change management communication
will help ensuring that the communication messages will not only reach
employees on an individual and emotional level but also work reassuring and
keep the situation toned down and thus under management control.
Key for employees to adhere to a change process is a satisfactory answer to the
question what impact the change will have on them individually. If the envisaged
change cannot deliver sufficient meaning that will attract employees to participate,
then the change process stands little chances of becoming a success. If, on the other
hand, there is a good reason for joining the change process, then the project will
gain the support of the staff.
Change will provoke questions, sometimes existential ones, on origins, purpose,
execution and effects of the change. For management and Corporate
Communication experts providing the right answers, at the right time and in the
right tone of voice will contribute to controlling internal resistance. Again, the
emotional aspect is playing an important role and needs to be taken into account
when planning for Corporate Communication.
EXAMPLE: Feeding employees with standard answers and pure facts and
figures will likely not be sufficient. A sensitive Corporate Communication
approach will provide such facts and figures but make sure that, at the same
time, the information is personalised and made relevant to each individual
employee. This can be achieved by adding concrete examples of the positive
impact on the employee personally, resulting from the envisaged change.
For the people to adhere to the change process, the change needs to be connected
to them at personal and human rather than at an abstract business level.
This personalized approach can be further supported by internal events at which
“change-masters” or “change-heroes” will be publicly announced. These events are
a good way of bringing the change message across as they are not only rewarding
but are showing individual people or teams behind achievements.
Importance of Dialogue in Change Situations
In a change situation, management and Corporate Communication must be keen on

maximizing the opportunities for individual dialogue (two-way communication).
Dialogue in the change process can be formal (e.g. structured meetings) or informal
(e.g. spontaneous exchanges of opinion). Most important is that it will contribute to
the creation of trust and “goodwill”. Transparency, honesty and openness, which
are essential elements of trust and goodwill will be key.
The Risks of Group Meetings
A quasi instinctive reaction of management and conventionally thinking Corporate

Communication in a change process will be to convene group meetings, or even
general assemblies of all, or large parts of employees. At first sight, these meetings
constitute great occasions for effective communication, but after some more careful
thinking, mass meetings must be considered with utmost caution.
At mass events it is generally very likely, that there will be a spontaneous or
organized oppositional minority. At the event, an group opposing the proposed
change can, through agitation or aggressive behaviour, (negatively) influence the
behavior of the majority of the participants. Under certain circumstances, oppo-
nents, determined to use the mass gathering as a welcome forum for spreading their
messages, can embarrass management through skillful agitation and pointed
questions. The risk is that a gifted agitator with charisma but no credible alternative
to the proposed change can easily make a well prepared and well-founded string of
arguments brought forward by a company executive totally implausible.
In consideration of such risk, and particularly in situations where the active
intervention of active, sometimes radical minorities has to be expected, it seems
advisable to refrain from mass events in favour of smaller group information and
discussion meetings.
Absence of Communication
Not communicating (as a (negative) “communication tool” will usually be inter-

preted as a (defensive) message. If the management decides not to communicate,
the company’s employees will fill the vacuum. This leads to the undesirable situ-
ation under which management will lose control over the situation, as disinfor-
mation, misinformation, fake news and mere gossip will fill out this vacuum to the
detriment of the company’s interest in a seamless transition process.
“Change Ambassadors” (Read Sects. 1.3.5.2, 3.3.5 and 8.4.7.10)
“Ambassadors” who are prepared to explain, promote and support change can be
helpful in the change process and enhance the company management’s credibility.
“Ambassadors” need to be chosen wisely and there must be no doubt about their
unchallenged personal credibility and integrity. Like “product ambassadors” in
advertising, a “change ambassador” by his personal authority can strengthen
employees’ confidence in the management’s change decision also by reassuring
them. In contrast, the use of consultants in justifying a change process, on the other
hand, can trigger the opposite effect. Especially the big, well-known international
management consultancies have a reputation for completely forgetting the emo-
tional aspect of decisions about change versus facts & figures. Their credibility
therefore does not go very far with the employees concerned.
4.4.6.4 Additional Principles for Effective Change Management

Communication
The written Corporate Communication plan must be part of, harmonised with and
support the company’s change management plan and process.
• PROACTIVITY: Especially in change situations, Corporate Communication
activities must be proactive. If management and Corporate Communication fail
to do that, rumours will spread very quickly and the management control over
the situation is likely to getting lost;
• CONSISTENCY: All Corporate Communication activities must be consistent
with management and change-management goals and the Corporate
Communication plan;
• CHANNELS: Corporate Communication activities should use all appropriate
multiple communication channels as appropriate (including conventional and
social media channels, (focus) group discussions, the company’s Intranet, and
the company data room, and more);
• TOPICALITY: Corporate Communication activities should cover all that is
known about the change, as quickly as the information is available. It may be
helpful and cautious to clarify that the bias of the frequent communication is
toward instant communication, so some of the details may change at a later date.
The alternative would be to hold all communication back until all facts are fully
known, which possibly would have negative results on effective change
management;
• VISION AND MISSION: Corporate Communication activities must clearly
communicate a vision and the company’s mission after the successful imple-
mentation of the change process, and the objectives of the change management.
• FREQUENCY: Corporate Communication activities about the change must be
frequent to keep up the momentum of the change process;
• AVAILABILITY: Corporate Communication professionals must convince their
management members and the change ambassador to be available, as frequently
as the circumstances require and allow. Availability means their physical
presence in the workplace;
• SIMPLICITY: Corporate Communication activities must cover the reasons for
the changes in such a (simple language) way that affected employees understand
the context, the purpose, and the need;
• INVOLVEMENT: The Corporate Communication professionals involved in
change communication must take the emotional element in change communi-
cation into account and therefore allow for significant amounts of time for
employees to ask questions, request clarification, and provide feedback. People
affected by change must feel involved in the change process. This ensures
people’s commitment, which is an essential condition for the success of the
change process;
• INTERACTIVITY: Management and Corporate Communication should
organise interactive workshops and forums for all levels of the organization in
which affected employees can explore the envisaged changes together, while
learning more. Training should be seen and used as a form of interactive
communication and as an opportunity for people to safely explore new beha-
viours and ideas about the envisaged change;
• NETWORKING: Corporate Communication should provide ample opportuni-
ties for employees to network with each other, both formally and informally, to
share their views and ideas about the envisaged change;
• EFFECTS: The strong emotional element in change communication requires
that the affected employees must be supported in their understanding on how the
proposed changes will affect them personally. In the absence of such commu-
nication, management will likely loose control, as employees will make up their
own mind. This cannot be in the interest of management because it must be
expected that employees’ conclusions will be more negative than the truth;
• DIALOGUE: In particular in change situations, Corporate Communication base
their communication concept on dialogue and conversation (two-way commu-
nication). Just a management-style presentation or a CEO speech in a mass
event, or the distribution of papers is not sufficient and will lead to a commu-
nication vacuum (especially when the paper is authored by an external con-
sultant firm);
• TRAINING: Corporate Communication professionals must train the company
CEO and company executives, including a possible “change ambassador” to
provide answers to employees’ questions. Executives exposed to questions must
know to answer question only if they know the answer. They can destroy their
credibility when they provide incorrect information or appear to stumble or
back-peddle when responding. In case, an executive is unable to answer a
question, he must commit to come back after he has made himself
knowledgeable;
• AMBASSADORS: Specially appointed change leaders (company executives) or
“change ambassadors” need to spend time talking one-on-one or in small groups
with the affected people;
• APPRECIATION: Corporate Communication activities should put in place or
use existing public review systems to measure progress made in the change
process and publicize rewards and recognition for positive approaches and
accomplishments for individuals or groups of employees in the changes process.
4.5 Success Control
Monitoring and analysing on a regular basis will help to see whether a chosen
internal communication strategy is working successfully. However, analysing
something as intangible as “communication” can be difficult. But there are a
number of simpler ways to look at the internal communication program’s perfor-
mance than sociologists’ complicated research methodologies (read Sect. 2.9).
4.5 Success Control 397
4.5.1 Surveys
Management can introduce procedures to check employee satisfaction on the level,

speed, and inclusiveness of the information and other communication they receive
through internal communication channels. This could involve conducting a formal
employee survey. Employees could also be asked for their preferences on how they
would like to receive information, for instance, printed or online, newsletter or
video, email or social media. Questions should be asked whether employees feel
included in the working of the organization, whether they know sufficiently about
matters that directly or indirectly affect them, and whether they generally have the
information they need to do their jobs. Such a survey can also be done on an
anonymous basis. But if employees prefer not to answer under their own names, it
will provide a hint on the quality of the existing internal communication system.
4.5.2 Counting Views
When social media tools are used, the number of views for pages, videos, etc. will
provide information on the effectiveness of the communication tool.
4.5.3 Feedback
Direct feedback by the employees at the end of staff meetings or other internal
gatherings can be used to make conclusions. Staff meetings and the like can also be
used to review internal communication procedures when made a topic and how well
they are working.
4.5.4 History
In case of prevailing internal problems, management can assess from time to time
and over a period of time whether the problems have disappeared or decreased in
frequency, compared to the previous period. Improvements are a clear signal that
the internal communication campaign is working.
4.5.5 Sticking Points
Sticking points might be individuals, organizational inertia or systems. If particular

individuals seem to be the cause for problems in the flow of internal communi-
cation, they must be specially trained, better integrated or, in the worst case,
bypassed or sanctioned. Organizational inertia can be caused by hostile attitudes,
out-dated preconceptions or old procedures. It will be the management’s task to
enable a free flow of information by replacing organisational barriers. The same
applies if systems are in place, which need to be changed because they are not
responsive to the communication needs of the organisation.
Chapter 5
Investor Communication
Investor communication is one of the most important specialisations among all

other sub-domains of Corporate Communication.
5.1 Definition
DEFINITION: NIRI, the US National Investor Relations Institute (http://

www.niri.org/about/mission.cfm) adopted the following definition: Investor
relations is “a strategic management responsibility that integrates finance,
communication, marketing and securities law compliance to enable the most
effective two-way communication between a company, the financial
community, and other constituencies, which ultimately contributes to a
company’s securities achieving fair valuation”.

https://doi.org/10.1007/978-981-13-0402-6_5
400 5 Investor Communication
This definition adds finance, law and marketing to the mix of investor relations
activities. The reference to two-way communication makes clear that investor
communication cannot be equated with disclosure but must enable a dialogue with
increasingly influential shareholders.
Investor relations include Corporate Communication activities that provide
investors and other representatives of capital markets with an accurate account of
and outlook on the company’s business, in particular about the company’s current
economic, competitive and financial situation.
The purpose of investor relations is to ensure a company’s publicly traded stock
is being fairly traded through the dissemination of key information that allows
private and institutional investors to determine whether a company is a good
investment for their needs and, subsequently, to make informed buy or sell
decisions.
The target group for investor relations is primarily private and institutional
investors, shareholders, relevant government bodies and the overall financial
community, including the business and financial media, such as Financial Times,
Handelsblatt, Wall Street Journal, Bloomberg and the like.
EXAMPLE: A company makes the transition from a privately held entity to a

publicly traded corporation. This can turn out to be a shock. However, strong
coordination of the company’s facts & figures and image-oriented investor
communication can assist in making a seamless transition from private to
public by capturing the interest of investors, as well as financial and industry
experts.
5.2 Twofold Responsibility
The responsibility for the company executive in charge of investor relations is

twofold:
• First, he is accountable for creating and presenting an investment message to the
investment community;
• Second, his takes responsibility for monitoring and presenting to the company’s
management the views and opinions of relevant members of the investment
community regarding the company’s performance.
This description of tasks makes it clear that for doing effective investor relations,
more than just Corporate Communication skills are required. Additional skills
especially in accounting and finance are required, such as the ability to:
• Develop and maintain a company investor relations plan;
5.2 Twofold Responsibility 401
• Serve as the key contact for the investment community;

• Establish and maintain relationships with stock exchange representatives;
• Provide feedback to company management regarding the investment commu-
nity’s perception of how the company is being managed, and their view of its
financial results;
• Represent the views of the investor community to the management team as part
of the development of a corporate strategy;
• Perform a comprehensive competitive analysis;
• Monitor analyst reports and summarize them for senior management;
• Establish the optimum type and mix of shareholders, and create that mix through
a variety of targeting initiatives;
• Monitor operational changes and develop investor relations messages based on
these changes;
• Oversee the production of annual reports.
In addition to these non-communication requirements, the Corporate
Communication function has to contribute typical Corporate Communication
expertise (read Chap. 10), such as:
• Relationship-building skills;
• Excellent written and verbal skills;
• Assistance for the investor relations executive in developing his investor rela-
tions messages;
• The ability to develop presentations, press releases, and other communication
materials (e.g. for earnings releases);
• Preparation of industry events and presentations targeted at financial market
professionals, such as analysts, brokers, and investors;
• The ability to organise conferences, road shows, earnings conference calls and
investor meetings; and
• Management of the investor relations part of the company’s website.
5.3 Organisation
In some companies Corporate Communication and investor relations are two sep-
arate functions. In other companies investor relations is one of the responsibilities
of the Corporate Communication department. The latter is the case when man-
agement takes the view that the role of Corporate Communication is to managing
the relationship between the company and all of its publics, including the financial
community.
In most cases, however, the investor relation manager is not part of Corporate
Communication. He typically reports directly to the chief financial officer
(CFO) and frequently has better access to the CFO, CEO and other members of the
top management team than the Corporate Communication executive. In this case, it
is important that the two functions collaborate closely with each other to make their
respective activities most effective and let the company speak with one voice (read
Sect. 1.3.1).
EXAMPLE: One cannot separate the impact of an article in The Wall Street
Journal or the Financial Times from the impact of an analyst’s report. But one
has to be consistent. One cannot tell the financial media one thing and the
analyst community another. There has to be coordination to avoid inconsis-
tencies and contradictions. This supports the view that the Corporate
Communication and investor communication functions should be one. The
problem is that a Corporate Communication person is normally neither senior
enough to manage both functions, nor is he qualified to do investor relations.
Today, financial experts still dominate the investor relation profession. The
absolute majority of investor relation managers have backgrounds in finance or
accounting rather than in Corporate Communication. This means that, at corporate
level, Corporate Communication expertise in investor communication is signifi-
cantly underutilized.
5.4 The Importance of Non-financial Information
Therefore, it is no surprise that investor communication is mainly focussing on

financial information, because investor relation people perceive financial informa-
tion as more important than any type of non-financial information.
This experience is exemplified by one of the recent changes that the investor
relation function has seen: XBRL*, the “eXtensible Business Reporting Language”
(http://www.xbrl.org), which is seen as an evolution of investor relations on the
Internet.
*EXPLANATION: XBRL enables a financial analyst receiving a company’s

quarterly financial report to place the numbers automatically into proper cells
in the financial analyst’s Excel file, database or a financial model. This is
made possible by an invisible tag, which is attributed to every number. This
technology makes financial reporting automated and computer-processed:
The data can be streamed from the company’s CFO database straight to
investors’ or financial analysts’ databases.
XBRL has no tag or any financial model traces correlating between any
non-financial data and the company’s future profits.
5.4 The Importance of Non-financial Information 403
But there are examples that prove that there is other, non-financial information,
which will play an important role in communication with investors. Several studies
have demonstrated that investors assign high value to non-financial information.
For instance, information about top-management seems to be one of the most
important information for the financial community when making decisions about
buying or selling a stock.
EXAMPLE: In the first half of September 2008, the share price of Apple Inc.
experienced a notable decline. Financial analysts, however, did not attribute
this drop in share price to the poor financial standings of the corporation, bad
strategy of business development, or weakening US-economy. The drop was
largely attributed to the (non-financial) fact that Apple’s CEO Steve Jobs
looked physically too thin during one of his public appearances.
This example makes clear that non-financial data, such as an important CEO’s
outer appearance are important but do not get covered by analytical financial
models such as XBRL because they fail to correlate between non-financial data and
the company’s future performance.
5.5 Globalisation
Another change to investor relations is globalisation. In today’s world, even

companies, which are only trading domestically, can have shareholders from all
over the world. They can easily find their ways of communicating with each other,
across the world and instantaneously, totally independent from any corporate
investor relations control.
EXAMPLE: An investor in Asia will wake up to a fresh data set received

through the XBRL-enabled channels. Then he posts something erroneous at
the company’s electronic forum at, let’s say 1 am EST. By the time, the US-,
or Europe-based investor relations professional has a chance to react, half of
the world read that posting on the company’s investor relations forum, no
matter how negative, erroneous, false, or offensive that comment might have
been.
5.6 Cooperative Contingency Planning
Therefore, the investor relations and Corporate Communication functions (if sepa-
rate) have to work in close cooperation and not separate from each other (read
Sect. 1.3.1). In particular, they must engage in some contingency planning (read
Sect. 7.4). This will prepare the company for situations, which require immediate
responses using all available channels of communication.
Contingency planning should encompass the preparation of updated background
information on the company and its business, the clear definition of communication
channels (specifying who is in charge of responding), and a clear decision on
enabling the people responsible for investor communication to communicate
directly to top management.
Chapter 6
Political Communication
Corporate Communication in the political field (also called “lobbying”, government

relations or government affairs) is a subfield of Corporate Communication. Its
major focus is on the political sphere, political institutions, individual politicians,
government officials and political staffers.
6.1 Difference Between Corporate and Political

Communication
Politics always deals with the common good as it is about decision-making where
all parts of society are directly or indirectly affected. In a democracy, democratic
policy-makers and those working within government organizations are supposed to
have the public interest in mind.
This is in contrast to the corporate sphere where the extent to which the public
interest is taken into consideration is of less importance. In the political sphere, the
number and complexity of publics is greater than in the corporate settings.
In politics basically everyone can be defined as a stakeholder whereas in the
corporate sphere the number of stakeholders is restricted. The level of transparency
is generally greater in politics than in corporate settings. The prevailing public
interest in political activities is much bigger than in companies’ operations.
The main reference in business is money, whilst in politics it is ideas and power.
In commercial markets it is easily possible to like (or dislike) a product or service
whilst political products are less tangible and subject to any criticism or opposition.
Political processes always produce winners and losers and compromises are the
rule. This is rarely the case in the business sphere. Political players are much more
dependent on the media than businesses. For instance political organizations cannot
control their communication to the same extent as business organizations.

https://doi.org/10.1007/978-981-13-0402-6_6
406 6 Political Communication
The level of conflict is higher in politics than in business settings. This follows from
the fact that politics is about ideas and power and that there are always opposing camps.
6.1.1 Government Relations
The quality of a company/industry-government relationship in the political area is

based on the degree the company/industry and governments trust one another, agree
on a certain degree of discretion and transparency and mutual respect for their
respective activities and are prepared to commit oneself to one another. In particular
in crisis situations, mutual trust serves as a basis for possible emergency man-
agement situations. Solid relationships can help a company in dealing with political
actors to reach consensus or mutual understanding more effectively and to facilitate
the development of satisfactory problem solutions.
In recent years, relationship management has gained momentum together with
the rising use of social and digital media in corporate political communication/PR.
The social media activities of US President Obama and, even more so, his successor
US President Trump demonstrate that social media are extensively used for
building and maintaining relationships.
6.1.2 Lobbying
6.1 Difference Between Corporate and Political Communication 407
In the field of lobbying, individual companies or whole industries (through their

professional associations) are trying to influence political decision-making and
legislative processes by gaining and maintaining active or passive political support
for their political goals. In particular for those companies or industries (generally
represented by their industry associations), which have a high public profile or are
controversial, mutual and beneficial relationships with political actors and institu-
tions are extremely important.
EXAMPLE: Energy providers such as oil and gas companies or energy

network providers may be private companies but their activities are of
strategic national interest. Consequently, there is a high public and political
interest in their activities. The same is true for some chemical companies
who, because of controversial activities, attract a high public interest
(example: US chemical giant Monsanto because of its gene manipulated
products in the agricultural business).
In the area of political influencing, companies and industries are in competition

with trade unions, and various interest groups, including non-governmental
organisations (NGOs), single interest groups or civil initiatives. They all are
engaged in influencing political processes or outcomes in their respective fields of
interest.
Political communication often shares similar communication approaches and
techniques with Corporate Communication and marketing communication. All
three are concerned with specific publics, governments for political communication,
the media and the public for Corporate Communication and specific (customer)
target audiences for marketing communication.
Like in the area of government relations, it can be stated that the essential
element of successful lobbyists’ activities is trust as an essential constituent of good
relationships and relationship management. However, different to a mere (gov-
ernment) relations’ management, lobbying is a much more specifically targeted
activity.
In the lobbying area, a company and an industry (association) act as interest
groups involving in particular the active monitoring of and possible intervention
into policy-making and legislative activities to influence policy, individual pieces of
legislation, and regulations in their specific interest.
6.1.2.1 Prevailing Negative Perception
Today, there are many organized lobbies representing numerous segments of

society and addressing such a wide range of issues, that the public, in particular the
media, is often critical of the roles of “special interests” in the political process. The
activities of lobbyists can smack of illegitimate vote buying and influence peddling.
Most people seem to have only a hazy idea what a lobbyist is and what a lobbyist
does. This is caused by the notorious lack of transparency of lobbying activities,
which are generally done in secret, privately and with outmost confidentiality.
Because many people therefore believe that there is something to hide or to be
ashamed of, in public perception, lobbyists are favourite villains. The public seems
to believe that private interests are winning out over public interest and that priv-
ileged special interests get preferred access to government officials due to their
special connections, wining and dining, and other perks. They also feel that in this
environment, government officials make decisions not based on what they feel is
best for their constituents, but rather based on what will benefit companies with
whom they have a special relationship.
Therefore it is not a surprise that in a Gallup opinion survey in 2013, in which
people were asked to rate the “honesty and ethical standards” of various profes-
sions, lobbyists came in last.
QUOTE from former British Prime Minister David Cameron (2010): …

“secret corporate lobbying … goes to the heart of why people are so fed up
with politics. It arouses people’s worst fears and suspicions about how our
political system works, with money buying power, power fishing for money
and a cosy club at the top making decisions in their own interest.”
6.1.2.2 Transparency
Corporate lobbyists generally argue in defence of their role that they are creating
a bridge between the private sector and the public sector. They refer to the
“reciprocity principle”. Under this principle, lobbyists are providing know-how,
technical and economic background information and research results, which public
officials need when considering policies or rules affecting the businesses the lob-
byists represent.
The provision of relevant information and expertise through lobbyists’ activities
is legitimate and necessary as government officials who are acting in the interest of
the general public are generally laymen in the respective fields. But it is important
to recognize that, by providing expertise and information also provides the
opportunity for companies and their lobbyists to frame the way officials see the
issues in question. This is a sensitive area as it can fuel the perception of corruption
and conflict of interest.
“Relationships of reciprocity” with government officials are exactly what gov-
ernment ethics programs normally try to prevent as they have the potential of
undermining trust in the government. Therefore, it is in the interest of companies
that their political communications representatives are aware of and sensitive about
this issue. They have to acknowledge that their activities are a balancing act
between individual corporate goals and general public interest.
One way to improve the transparency of the lobbying process is to make sure
that possible sources of influence are visible to the public and shared with relevant
stakeholders in the specific field in question.
EXAMPLE: The European legislator started to discuss the complex problem

on how the variety of raw materials, which are used to construct cars (metal,
glass, rubber, polymers, etc.) can be recycled for alternative uses at the end of
the automobile’s life cycle. The European carmakers’ lobby feared that the
European legislator would draft legislation, which would not be in the
industry’s interest. Therefore, the lobby organisation took the initiative to
prepare draft legislation. Before they presented their draft legislative proposal
to the lawmakers, they involved all major industry representations into that
process to avoid any perception of “conspiracy”. During the following dis-
cussions, the industry’s draft provided the basis and frame for all discussions.
A success for constructive industry lobbying.
Corporate lobbyists do not always have direct influence. However the economic
and socio-economic position of their companies, in particular as major employers
(for instance the automotive or textile industries in some countries), local tax
payers, or their activities in strategic areas such as energy, and their resulting
privileged access, mean that government officials are more likely to hear
business-oriented arguments more than other arguments.
6.1.2.3 Conflicts of Interest
Lobbyists’ goal is to create and take advantage of personal relationships and to

create a relationship of reciprocity with government officials. Their relevant per-
sonal relationships (“connections”) enable lobbyists to get access to government
officials and to get preferential treatment relating to the special benefits they are
seeking.
Of course, anyone can get occasional access to government officials, but only a
diligently established system of “connections” in the political arena provides access
at critical times and in especially important situations. It is “connections” that make
lobbyists privy to non-public information, or public information before it becomes
public. This privileged knowledge can make all the difference in the success of their
company’s goals.
EXAMPLE: A local project developer invites relevant government officials to

a bus trip to visit the site of a planned development. He believes that the bus
ride is an important part of the visit. It allows his employees to talk to the
government officials in a more intimate environment. And it also gives him a
chance to demonstrate to the government officials that the company is made
of humans too. An aspect, which is important as official public township
meetings at which the developer’s view of the project may become perceived
as very depersonalized.
6.1.2.4 Government Pragmatism
Different to most of the media and parts of the public, government officials are
generally taking a more differentiated and pragmatic view. In their opinion, the
complexities of today’s society, industries, products and production processes
require input from those who have in depth insights and expertise into their
respective businesses.
Politicians generally feel that without industry expert input, they would be
intellectually overstrained when discussing policies, rules and regulations. Nobody
would expect politicians and other political decision-maker to dispose of sufficient
specific expertise in such a variety of fields. They are supposed to have good
political judgement, but they need the input from experts to establish balanced
views on policies and legislation, which are supposed to govern industry activities.
A MODEL CASE FOR POLITICAL COMMUNICATION: During Donald

Trump’s presidential campaign, Twitter bots accounted for nearly a quarter of
all postings that included hashtags related to the election. Pro-Trump hashtags
got five times as much traffic from automated accounts as hashtags that were
pro-Hillary Clinton. In terms of efficacy, Trump would seem to outperform
Hillary Clinton, since his tweets have been retweeted a total of 12 million
times, twice as many as Clinton’s, which have been retweeted 5.5 million
times. Trump has also received 33 million likes for his tweets, almost three
times as many as Clinton, who has a total of 12 million likes. Trump averages
5,639 retweets per tweet, compared with 2,154 retweets per tweet for Clinton.
Researchers found that the use of automated accounts was deliberate and
strategic throughout the election, most clearly with pro-Trump campaigners
and programmers who carefully adjusted the timing of content production
during the debates, strategically colonized pro-Clinton hashtags, and then
disabled automated activities after election day. Hillary Clinton’s most
popular tweet, with more than a million interactions, was her quip at Donald
Trump to delete his Twitter account. Donald Trump replied by asking: “How
long did it take your staff (…) to think that up”. It became his most popular
tweet.
6.2 Principles
Lobbying activities should be based on the following principles:

• Lobbying governments public office holders is a legitimate activity;
• Lobbyists should be open and frank about their lobbying activities;
• Lobbyists should observe the highest professional and ethical standards;
• It is desirable that public office holders and the public be able to know who is
engaged in lobbying activities;
• Any system for the registration of paid lobbyists should not impede free and
open access to government;
• A lobbyist shall avoid misleading public office holders by taking all reasonable
measures to provide them with information that is accurate and factual;
• Lobbyists should conduct with integrity and honesty all relations with public
office holders;
• Lobbyists should act in a manner that demonstrates respect for democratic
institutions, including the duty of public office holders to serve the public
interest;
• A lobbyist shall use and disclose information received from a public office
holder only in the manner consistent with the purpose for which it was shared. If
a lobbyist obtains a government document they should not have, they shall
neither use nor disclose it;
• A lobbyist shall not propose or undertake any action that would place a public
office holder in a real or apparent conflict of interest;
• To avoid the creation of a sense of obligation, a lobbyist shall not provide or
promise a gift, favour, or other benefit to a public office holder, whom they are
lobbying or will lobby, which the public office holder is not allowed to accept.
6.2.1 Lobbying at Three Levels
Lobbying can take at different levels: At local, national and international level.
6.2.1.1 Local Lobbying
Government relations at local level normally does not deal with public policy and
changes in laws but with direct benefits such as project development issues, land
use matters, procurement, permissions, grants, tax abatements or tax holidays,
subsidies, licenses and special financial benefits granted by local governments.
One of the main reasons to have local lobbying activities is to increase aware-
ness of the company’s local operation and to establish special relationships not only
in the community in which the operation is located, but also with local officials.
Mutual trust between a company and local government is a mutually accepted
prerequisite for conflict-free operations and a close cooperation in times of crisis.
At local level, lobbying is normally not done by professional lobbyists, but
rather directly by company owners, managers or attorneys who rarely consider
themselves “lobbyists”. Company representatives at this level are more seen as
“partners” who help developing the municipality, provide local jobs, pay local
taxes, and socialize with government officials. Thus, it is typical for lobbying at
local level that lobbying and socializing are getting mixed when officials and
company representatives play golf and tennis at the same clubs, meet at the same
bars and restaurants, and the like.
6.2.1.2 National and International Lobbying
Different to local level lobbying, government relations’ work and political com-
munication by companies at national and international level is frequently done by
industry associations. Only very big or highly specialized companies will normally
decide to have their own company lobby. This is not only because industry asso-
ciations have more clout than individual companies but also because the issues at
stake will have an affect on all companies in the industry in question and because
associations are generally better able to represent the common interest of their
member companies on policies and regulatory issues at national and international
level.
Lobbying at international level is particularly relevant when an international
organisation has been granted policy and rule making powers, such as the EU
institutions.
At local level business associations rarely get involved because their members
are competing against each other in the areas relevant at local level such as pro-
curement, grants, permissions, land use, subsidies, and licensing.
6.2 Principles 413
6.2.2 Integrated Communication (Read Sect. 1.3.1)
Corporate Communication professionals who are getting active in the political

communication field must ensure that their political messages are in harmony and
not contradicting the messages the company provides in other fields of corporate
communication, for example marketing communication and AS&P (advertising and
sales promotion).
EXAMPLE: A car manufacturer which advertises high performance monster

SUVs in the marketplace will have a credibility problem when talking to
governments/legislators that they are an environmentally conscious company
and committed to CO2 reduction.
Corporate communication professionals must therefore engage in an integrated

and harmonized approach between all instruments of corporate communication.
In case this is not professionally done, it will signal a lack of strategy or even a
lack of credibility, both being in detriment to the company’s goals.
6.3 Social Media in Political Communication
6.3.1 Integral Part of Political Communication
Today, social media (read Sect. 3.3.2) is an integral part of effective government
relations, and will become increasingly important in the future. Social media pro-
vides a platform for direct communication, and has become a powerful tool. Twitter
in particular, has even become a “diplomatic barometer”, a tool used to analyse and
forecast political relations (example: The recent US election campaigns). In order to
build and maintain strong relations with politicians and government officials, and to
effectively shape public policy and regulatory activities, corporate government
relations, professionals must use social media in their practice.
Failing to do so will result in missed opportunities to monitor policy discussions,
build relationships, be accessible, communicate key messages and demonstrate
commitment to the community.
Companies should take advantage of the benefits provided by social media. The
growing intensity of politicians’ use of social media such as Twitter, Instagram,
YouTube or Facebook (examples: US Presidents Obama/Facebook and Trump/Twitter)
suggests that it would be a mistake if companies would continue to fail to incorporate
social media tactics into their overall political communications strategy. Not incorpo-
rating all available tactics results in an incomplete, and less effective, strategy. But
companies still do not use social media yet as frequently such as politicians.
6.3.2 Continuing Company Scepticism
At present, there is a growing divide between governments, on the one hand, and
the corporate world, on the other hand. Whilst a growing number of politicians are
embracing the new (social media) communication opportunities and are increas-
ingly active on social media with dedicated teams, many companies seem to see
digital engagement in this field as inappropriate or sensitive.
This scepticism is particularly fuelled by those corporate leaders, who princi-
pally refuse to understand and embrace the new digital world. But there are many
communication professionals who have started to advocate a more active use of
social media in political Corporate Communication.
Corporate Communication professionals have to convince their reluctant man-
agements about the benefits and the new opportunities offered by the social media
in the area of political Corporate Communication.
Using social media effectively means for instance, that company lobbyists
cannot only communicate directly, but more frequently and probably more timely.
Social micro-blogging services such as Twitter provide political players with the
means to communicate directly without barriers, such as asking for dates and making
appointments (read Sect. 3.3.4.2 about “political blogging” and Sect. 4.4.2.6).
6.3 Social Media in Political Communication 415
6.3.3 Politicians Are Models for Companies
QUOTE: Tom Fletcher, Former UK Ambassador to Lebanon in the

Future FCO Report: We need an army of diplomats using new digital tools in
an authentic, engaging and purposeful way (…) We need a permanent cadre
of digital professionals who can drive digital diplomacy across the network
(…) Our content should make people lean forward.
Political players have quicker realised than many companies, that it would be a
tactical mistake to ignore online interactive communications. They understood that
they can no longer see their publics just as “consumers” but as actively involved
citizens. They realised in particular that they must allow citizens to contribute
online to the development of (their) policies.
6.3.3.1 Politicians’ Goals
This insight led them to actively develop online communication strategies and to
incorporate these into their political communication plans, in particular,
• To exploit the new opportunities to communicate directly, and not through the
filter of the conventional media, with the public, offered by the emergence of the
social media;
• To keep up with changing public expectations;
• To do anything for avoiding an estrangement between their political world and
the people;
• To embrace new methods for democratic participation;
• To generate and maintain public support for political ideas, encourage civic
engagement; and
• To build like-minded communities on the basis of the instruments provided by
social media.
As a result of these insights, many national leaders, over the last few years, have
started or even strengthened serving their social media audiences.
EXAMPLES: Canada’s Justin Trudeau, Argentina’s Mauricio Macri, U.S.

ex-President Barack Obama, and of course his successor, have recently all
made a significant impact on Twitter or Facebook. Pope Francis, who is
rarely sharing pictures on Twitter, set up an Instagram account in 2016,
specifically for his visual communications. He has become the third-most
followed world leader on the platform. Other political leaders, including the
President of Colombia and Australia’s Prime Minister, also use emojis to
brighten up their tweets, creating what can be described as a new diplomatic
sign language. The Foreign Ministry in Finland has even produced its own set
of 49 emoticons depicting summer and winter in the Scandinavian country.

Former US-President Obama’s social media communication has become
more personal through his @POTUS Twitter account and Facebook page. As
the first “president of the social media age” he has left the White House close
to 140 million fans, followers and subscribers. Beyond Twitter and Facebook,
other national leaders have also become active on new channels like Snapchat
to reach a younger audience and potential future voters. Similarly, a number
of governments, mainly in Latin America, have started to use Periscope, a
cost-effective live video streaming application, to cover their press confer-
ences. Some foreign ministries continue to expand their diplomatic and digital
networks by following each other and creating coalitions on specific topics, in
particular the fight against terror.
6.3.3.2 Government’s Response to the Information Overload (Read

Sect. 1.3.5)
Governments and politicians find it more and more difficult to get their messages
heard. Some governments therefore even encourage their diplomatic missions on
Twitter to amplify the tweets of the foreign minister or the foreign ministry.
EXAMPLE 1: The Russian Foreign Ministry consistently tags its relevant

embassies and other influential Twitter users in their pictures, and the French
government tags its ministers. The people tagged in a picture will receive a
notification, ensuring that the tweet is seen, and possibly retweeted, by the
relevant stakeholders. EXAMPLE 2: The Government of Japan has paid
Twitter advertisements to promote their account and boost follower numbers.
EXAMPLE 3: The French government has used paid Twitter promotion to
amplify its campaign against racism by promoting the hashtag
#TousUnisContreLaHaine (Everyone Against Hate Crime) on the platform.
A couple of governments are rumoured to even have used “click farms”* and
bots to improve the Twitter ranking of their leaders, or to generate massive
retweeting of a post, however we did not find any evidence of unorthodox activities
in our study.
EXPLANATION: A “click farm” is a form of click fraud, where a large

group of low-paid workers are hired to click on specific online posts’ or paid
advertising links to blow up the number of clicks.
TWITTER seems to be the social media channel of choice for governments and
foreign ministries judging by the number of governments on the platform. At
present, close to 800 Twitter accounts belong to heads of state and governments in
more than 170 countries, representing 90% of all UN member states, with a
combined audience of more than 320 million “followers”. Even the Chinese gov-
ernment, which has been very careful so far, is slowly opening up to social media
engagement and some of its diplomatic missions are actively engaging with peers
on Twitter. FACEBOOK is the second most popular network among government
leaders and it is where they have the biggest audience. YOUTUBE is the third-most
used network among governments followed by INSTAGRAM and GOOGLE+ .
The five most-followed world leaders have one thing in common: They have
discovered Twitter as a powerful one-way broadcasting tool. In general, they are
only following a handful of other world leaders (if any) and they are not very
conversational, which is almost impossible given the sheer size of their audience.
EXAMPLE: The Israeli Foreign Ministry has mastered the art of identifying
social influencers and spreading its messages to a global audience, for
instance by asking Israelis living outside Israel to amplify specific tweets via
direct message campaigns. EXAMPLE: The #IsraelRetweetedMe campaign
where Twitter users were asked to show Israel some love on Twitter. The
incentive provided was the promise that the best tweets would be rewarded
with a collective retweet from the more than 150 official Israeli diplomatic
accounts, reaching a global audience of more than 1 million followers. More
than 240 Twitter users, sympathetic to Israel, signed up to participate in the
collective amplification campaign on the platform.
6.3.3.3 Creating Mutual Connections
Building alliances is key to spreading a government’s message and to winning

support. Quite a few foreign ministries use the platform to establish mutual rela-
tions. The EU’s External Action Service (@EU_eeas) is the best-connected foreign
office, mutually following 122 foreign ministries and world leaders. Also the
Russian Foreign Ministry is active in connecting with peers on its English-language
account @MFA_Russia.
The existence of mutual connections on Twitter are a good indicator of the
diplomatic relations between two countries or the personal relations between their
leaders.
EXAMPLE: The US-State Department used Twitter to re-establish ties with

its Cuban counterpart and the Cuban Foreign Ministry reciprocated several
hours later, two months before the official re-establishment of diplomatic
relations. The US-State Department also started to follow many other foreign
offices, including Iran’s then President @HassanRouhani and Foreign
Minister @JZarif, in an attempt to establish relations between the United
States and Iran on Twitter, but none of them have reciprocated. Being
mutually connected on Twitter is not only a diplomatic gesture or courtesy,
but also allows these political leaders to direct message each other and to have
private conversations on Twitter. This especially of interest to smaller
countries.
6.3.4 Reciprocal Company Activity
Companies’ Corporate Communication departments can use direct messages to

alert journalists, politicians and government officials interested in their activities to
their latest product developments, inappropriate product approval rules and regu-
lations, foreign trade barrier problems, avoidable government agency inefficiencies,
studies. On the other hand, government officials can send companies messages
about legislative plans, policy changes, early warnings, and the like as well as
sharing relevant tweets.
6.3.4.1 Social Media Engagement (Read Sect. 3.3.2)
As “social media engagement” becomes the new measure of social media success,
driving it has become the objective of company social media strategies today.
DEFINITION: Social media engagement is like a long-term relationship. It is

not just a single interaction with one of the company’s target group members.
It is about an open line of communication over a period of time. A company’s
social media engagement is about the way the company will use networks
like Twitter, Facebook, Instagram, or LinkedIn to make each channel work in
the company’s favour by building a relationship with its target groups and
their individual members. The company has to understand, that once a
member of its target groups has decided to engage with its business on social
media, they are essentially putting trust into the company and are open for
two-way communication.
For numerous businesses, social media is a confusing and chaotic place to

communicate. Therefore, a lot of companies do not feel confident in their social
media engagement approach.
• CREATIVE: With the information overload and a saturated communication
environment, cutting through the surplus is most important. Standing out is
necessary to be noticed, and platforms such as Instagram, with its advanced
editing tools and filters, has become a breeding ground for creativity. One
example is the Estonian Prime Minister’s Instagram post of his leg and that of an
unidentified visitor both wearing colorful socks;
• ENTERTAINING: Entertaining posts create the most engagement. These are
the posts, which tend to go viral and generate the most engagement.
EXAMPLE 1: The most viewed video of Barack Obama was when he was
dancing with his wife in honour of her White House garden. EXAMPLE 2:
The European Commission’s sexually explicit trailer to promote European
films.
• HUMAN FACE: Whether politicians or CEOs of a company, communication

must never forget that there is a human face, which needs to be shown and that
any communication has to reflect that fact. The most popular images posted by
world leaders are personal posts and the Corporate Communication profes-
sionals should not forget that. For instance, family posts can be found on
Facebook or Instagram profiles of some world leaders and there is no reason,
why corporate leaders still remain more of less anonymous.
EXAMPLE: Some political leaders’ postings show them active in the gym,
provide holiday snapshots, or show them playing with children at family
parties. If one would see an important CEO in a similar situation, he would
become much more “human”. This would not only help him personally to be
perceived as sympathetic, but it would also reflect on his company image.
• DIALOGUE: With the emergence of the social media, communication is no

longer one way. Social media is all about creating a dialogue with the audience.
If appropriate and part of the political communication strategy’s principles and
goals, a dialogue with a politician or government official can be started on a
subject issue of common interest. This includes contributions by the company
by providing facts and figures, statistics and other background information, and
an invitation to the politician or government official to ask questions.
EXAMPLE: Some politicians organised Twitter Q&A sessions, such as

Rwanda’s Prime Anastase Murekezi who branded his chats #TalktoPMRwanda.
Others have used Facebook’s new live feature to chat and the EU Parliament
even asks viewers to “Snap us back” on their Snapchat account.
6.3.4.2 Comprehensive Corporate Approach
Company managements and their Corporate Communication executives need to

understand that effective political communication (government relations) depend on
a comprehensive approach. This approach embraces all Corporate Communication
options, including the use of the social media (read Sect. 1.3.1). Social media
provide an invaluable opportunity for companies to interact with government
officials and politicians to build and strengthen relationships with them.
6.3.4.3 Message
Every company has key messages they want to communicate to politicians and
government officials. Undoubtedly, face-to-face communication is the most effec-
tive way to communicate. But these meetings are not always possible.
In addition, politicians and government officials are generally inundated with
messages, many of them conflicting, from several constituencies. In order to make
sure that your message will reach its target, multiple channels should be used.
Obviously, direct communication through traditional methods always will be nec-
essary, as will be secondary channels like the media and third-party support. As a
new communication tool, social media provides more channels through which key
messages can be communicated. The social media can complement conventional
communication tools.
EXAMPLE: Twitter allows a company to share good company and industry

news, provides post links to relevant news articles and photos, and enables to
retweet supportive statements from other Twitter users. The same applies to
other social media such as YouTube and FaceBook. By using multiple
channels in the field of political communication/PR, a communication/PR
professional can increase the likelihood that his messages will reach its target.
6.3.4.4 Relationships (Read Sects. 1.1, 1.3.4, 2.10.2 and 8.8.1.11)
Building relationships is still more important in political communication than on

other parts of Corporate Communication. Communication is key to building rela-
tionships. This is particularly the case when dealing with politicians, government
and government agency officials.
The social media provides more channels through which key messages can be
communicated. They have the capacity to build, maintain and strengthen these
relationships and make government relations’ activities more effective. They can
provide additional opportunities to get to know and communicate with politicians
and officials, especially in environments where there is a high turnover of people in
office.
EXAMPLE: Twitter allows a company to share good company and industry

news, provides post links to relevant news articles and photos, and enables to
retweet supportive statements from other Twitter users. The same applies to
other social media such as YouTube and Facebook. By using multiple
channels in the field of political communication, a Corporate Communication
professional can increase the likelihood that his messages will reach its target.
More and more candidates for political office and elected politicians use social
media actively in an attempt to talk directly to their electorate. This is particularly
the case for politicians who are in political trouble.
Companies can use this openness vis-à-vis the new media by interacting with
these politicians by using the social media. With their help, relationships can
already be establish with political candidates who are still running for office even
prior to the elections and then, subsequently, these relations can be strengthened
when the candidate was successfully elected into office.
6.3.4.5 Accessibility
Relationships are always a two-way street. While providing access to politicians

and government officials it is critical to ensuring these people have access to
companies and their Corporate Communication officials. Especially when company
operates in many locations not every politician or government official in every
single location will know the name of the person in charge of political communi-
cation (government relations) in that company. But by creating a strong online
presence, through some main social media tools, the likelihood that any given
politician and government official can find the company’s contact information
trough a simple Google search.
EXAMPLE: A Chamber of Commerce executive needed to reach the com-

pany’s Corporate Communication representative with some urgency. He was
neither in his office, nor did he have the relevant mobile phone number or
email address available. However he needed to reach the company immedi-
ately to alert the company about a very sensitive issue. Because he followed
the company on Twitter, he was able to Direct Message the Corporate
Communication representative, and a potential crisis was avoided.
6.3.4.6 Twitter Conversations (Read Sects. 3.3.2.5 and 8.9.6.1)
Twitter allows direct access to leaders. Anyone, including a company, can

@mention a political leader on Twitter. Whether he responds, however, is another
matter, although a select few do reply.
EXAMPLE: The Dutch government seems to be quite conversational on its

@Rijksoverheidaccount, answering citizens’ Twitter questions about policies,
laws and regulations. Ninety-three percent of their tweets are replies to other
Twitter users.
6.3.4.7 Company Motivation
The motivation for companies to use the social media in this field is to effectively
participate in the shaping of public policy and regulatory activities.
The social media provide an invaluable opportunity to interact with government
officials in an easy and effective way and facilitate building and strengthening
relationships with them.
It is recommended that companies should take advantage of the obvious benefits
provided by the social media and follow the active politicians’ example. Indeed, the
growing intensity of politicians’ use of social media such as Twitter, Facebook, or
Instagram suggests that it would be a mistake if companies would continue to fail in
incorporating social media tactics into their overall political communication
strategy.
Undoubtedly, face-to-face communication is the most effective way to com-
municate in the sensitive political area. But for various reasons, personal meetings
will not always be possible. In addition, politicians and government officials are
generally inundated with messages, many of them conflicting, from several
constituencies.
The company cannot only use the social media to promote the company’s views
on current political and legislative issues, but, in addition, demonstrate its corporate
responsibility by offering its willingness to initiate and engage in a participatory and
transparent policy and rulemaking process.
In addition, the company can show to politicians, if the company is really active,
that it is engaged in the corporate philanthropy field, and is taking its corporate
responsibility seriously (read Sect. 1.4.2.3 and Chap. 9). This demonstrated corporate
responsibility can be quite helpful for bolstering the company’s good image at
political level.
6.3.4.8 Monitoring
In government relations, in addition to online public records and conventional

monitoring services, the use of social media tools such as Twitter, Facebook and
YouTube allow to monitor public policy discussions and debate.
EXAMPLE: “Following” politicians and government agencies on Twitter can

provide important information. These social media tools allow keeping an eye
on developments in all areas, which are critical for the company’s business.
6.3.4.9 Documentation
Social media, Twitter in particular, enables to document the company’s public

outreach and to let others know about the efforts the company is making to engage
in the community, or at national and international level. This public documentation
is especially impressive in Twitter’s sequential format.
6.3.4.10 Example for New Opportunities: Online Petitions*
Without online communication activities an important political instrument such as

online petitions cannot even be imagined.
*EXPLANATION ONLINE PETITIONS: Petitions are generally addressed

by citizens to governments with the request to act on a certain issue or with
the intention to influence a government decision. An online (e-) petition is
signed online. The initiators of an online petition will typically deliver the
petition to the addressee after they have received a sufficient number of
signatories.
The dialogic nature of social media and their permanent online availability for
everyone has eliminated many of the barriers resulting from the indirect nature of
the traditional media way of communication. This perfectly matches the modern
“socially informed” generations’ demand for more dialogue and involvement, in
particular in the political sphere.
6.3.5 Risks in Using Social Media in Political

Communication
However, the use of social media (read Sect. 3.3.2) is not totally risk-free.
Companies need to identify and to know the risks of social media, develop gover-
nance policies and an appropriate risk management to mitigate risks and deploy the
technology to implement these policies. Governance policies are about how one has
to operate social media and staying aware of the risks and how to manage those.
A typical area is language:
Social media offer any business tremendous upsides but at the same time, if not
managed properly, they can open a company up to enormous risks. One inappro-
priate tweet or Facebook post can cause irreparable damage. Legal issues may
perhaps arise if a company gives an inappropriate comment about another company
on a social media platform for instance.
The language chosen when active in the social media is key. This is very
important as messages posted in the social media can be picked up easily and
spread very quickly. In addition, messages can be re-tweeted and thus get multi-
plied beyond the message author’s control.
EXAMPLE: Police in Cologne (Germany) had to defend themselves against

stinging criticism for being “racially insensitive”. In an internal tweet, the
police had noted that hundreds of “Nafris” (an internal police jargon abbre-
viation for North African intensive criminals) had been checked by officers.
The use of the term “Nafri” had caused furious criticism amongst some
politicians and led to a political uproar. The debate revealed divisions in some
political parties, which could have an effect on their performance in the
forthcoming national elections.
Chapter 7
Conflict/Crisis Communication
Quote: “Good weather communications is done by the board of directors.

Because it is fun. Crisis-Communications is generally not any longer done by
the board of directors. Because this is no fun anymore”.

https://doi.org/10.1007/978-981-13-0402-6_7
426 7 Conflict/Crisis Communication
7.1 Characteristics of a Crisis
A crisis is generally
• Sudden;
• Unexpected;
• Urgent;
• Immediately noticeable and visible;
• Direct;
• Exercising pressure;
• Resulting in possible conflicts;
• Involving top management; and
• Will hit anyone, whether big or small, important or unimportant.
7.2 Key Word: “To Be Prepared”
Crisis communication planning can help to deal effectively with unexpected dis-
asters, emergencies or other unusual events that may cause unfavourable publicity
for a company and may damage its reputation and resulting from this its business.
Whether the crisis communications will in the end be successful will depend, in a
large part, on the preparations that are made, long before the emergency occurs.
Having a crisis Corporate Communication plan in place, will allow the man-
agement and the Corporate Communications person in charge to deal with the
situation at hand, and not waste precious time trying to decide how and to whom to
communicate (first). A detailed crisis communication plan puts management in
control of what may be a very volatile, stressful and confusing situation.
Potential emergency situations must be anticipated. The identification of a list of
potentially possible crisis situations can be established in a brainstorming exercise
with the company’s key top managers.
7.3 Typical Crisis Situations
Typical crisis situations, which can theoretically be experienced by any company

include amongst many others:
• A catastrophe such as an explosion, fire, plane crash, (civil) war, tsunami,
hurricane, etc.;
• Terrorist attacks or threats of it;
• The company becomes subject to criminal activities, such as a (bank) robbery,
product sabotage, blackmailing or kidnapping of employees;
• Criminal activities by members of the top management, e.g. bribery or lies;
7.3 Typical Crisis Situations 427
• The company is accused for having installed software to cheat on government

controls;
• The company is accused of circumventing trade restrictions or sanctions;
• The company is accused in public for having made illegal contributions to
politicians or political parties;
• The company becomes subject to anti-trust or tax fraud investigations/
conviction (possibly based on insider denunciation/WIKILEAKS);
• Cyber attack on the company’s computer system or an accidental total failure of
the company’s computer and communication system;
• Hostile take-over attempts by another company;
• Use of controversial technologies, such as gene manipulation;
• Product scandals which could also be a same sector competitor’s scandal;
• Misuse of company products with fatal results for some consumers;
• Product and other quality failures or frequent call-back campaigns;
• Public discussions about the company’s product safety;
• Negative rumours affecting the company’s business and reputation;
• Alleged lack of environmental consciousness and responsibility;
• Discrimination of women or minorities and misuse of (cheap) labour;
• Notorious confrontational attitude of the company management towards trade
unions and other employee representations;
• Hostile attacks by interest groups.
7.4 Contingency Planning Tasks
The identification of a list of possible crisis scenarios for the company will just be
the beginning of any contingency crisis planning.
• The first task will be to develop policies to avoid crisis situations or to minimize
the risk that they may occur to close to zero;
• The second task will be to establish structures and an organisation to manage a
crisis effectively. In case an emergency will occur, investigating journalist will
ask whether the company was prepared for such an incident and whether the
company has policies on that particular situation. No member of the manage-
ment team, including the Corporate Communication person, wants to be put into
the uncomfortable position of stating that there was no policy in place.
7.5 Crisis History
When considering the list of possible crisis scenarios, the management of a com-
pany will always be inclined to ask the Corporate Communication expert,
• What kind of instruments are available to detect the emergence of a crisis

situation at the earliest point in time (when the room for manoeuvre for the
management is still not restricted);
• Which options management will have to control the situation;
• Whether it will be possible in the course of, particularly after, and at the end of
the crisis, to take advantage of what had happened for the good of the company.
In response to these questions it will be advisable to run through the whole
history of crisis situations (internal and external), which occurred in the past. Their
analysis can help developing defined and well-selected crisis scenarios, which will
have a high relevance for the company.
7.6 Role Games
The selected scenarios will be of particular interest when the scenarios were tested
in realistic mock crisis role games.
The documented results of such role games can have a twofold interest to the
company:
• First, the conclusions resulting from the (relevant) role game can constitute a
basis for developing a contingency crisis communications plan (emergency
plan). This plan comprises detailed organisational decisions, clear responsibility
assignments to individuals, including possible substitute arrangements, basic
outlines for possible emergency communication measures, including “Do’s and
Do Not’s”, and communication target group details and lists (updated);
• Second, the results of the role games and the performance of individual people
involved will provide management with interesting information about the
qualification of individual employees. What is required in a crisis situation is
cold blood, order, resilience in stress situations, decisiveness and moral courage.
As a bye-product of the crisis role game, management will be able to judge the
quality of the management team and may even discover new talents. In addition,
a role game may lead to a selection of people who will become responsible in
crisis situations predominantly because of their individual performance in that
game and not because of their current hierarchical position. This makes a lot of
sense as in emergencies, it is not so much seniority and hierarchical position and
professional success, which is decisive, but creativity, strong nerves, a balanced
judgement, the ability to make decisions and a highly developed communication
talent.
7.7 Crisis Team Characteristics 429
7.7 Crisis Team Characteristics
In summary, the ideal crisis management team would be comprised of people

excelling in
• Creativity and resilience (the strategist and forward thinker/mastermind);
• “Doer” qualities and strong nerves;
• Knowledge, experience and competencies (the company insider);
• Communication talent and credibility (the public relations professional);
• Administrative excellence and organisational talent (the “accountant”).
The absence of only one of these talents in a crisis team can already negatively
influence the performance of a company in a crisis situation.
7.8 Principles
Summarizing all the important points, successful communications in a crisis situ-

ation must consider the following points:
• In reality, a crisis/emergency situation will initially force a company to react.
Therefore its communication will typically be reactive and not pro-active in
character. It will very much depend from the company’s contingency prepara-
tions, whether this first reactive communication, right after the outbreak of a
crisis, will be perceived by the outside world as “panic communication” or
planned communication;
• To avoid “panic communication”, it will be required at a good point in time, to
identify possible sensitivities and possible crisis points and to engage in some
contingency planning, including developing the basics for pro-active commu-
nication. These preparations will enable the company in an emergency to
quickly (re-) gain control of the situation (controlled panic) and protect its image
as a well-run entity;
• Even in crisis situations, the non-crisis related Corporate Communication of the
company have to be continued with the goal to keep the impact of the crisis on
the normal course of business as low as possible;
• From this follows, that the objectives of a well run communication activity must
not only be to ensure a good image of the company, but in addition, to
implement measures which safeguard that this good image will be maintained
even in “bad times”, such as the crisis situation.
7.9 Questions to Check
Important questions, which must be answered in the course of establishing a

well-planned Corporate Communication emergency plan are as follows:
• Has the management the right kind of instruments in place to get informed about
a crisis at an early stage of its development?
• Is the management ignorant or well informed about the socio-political envi-
ronment in which it is acting?
• Has the management sufficient intellectual and psychological flexibility to react
appropriately to external criticism?
• What is the professional appreciation of the communication function within the
company and particularly by top management?
• Has a crisis management team been nominated by management and trained for
all relevant types of crisis?
• Are the responsibilities clearly defined and have possible overlaps been
eliminated?
• Has one person been assigned the responsibility as only company spokesperson
in a crisis situation and will this decision become respected by the management
team?
• Is ensured, that in a crisis situation, a kind of logbook will be held (by whom?)
which will document the history of events and all actions taken?
7.10 Theory
Conflicts are controversies between at least two parties. Conflicts can either be
private or public. Public conflicts, which are fought out in the media or by the
media are called media conflicts. There are major differences in the structure of
private and media conflicts. Conflicts, which do not involve the media can normally
be reduced to a bilateral relationship: A group representing the pro-position is
confronted with another group, representing the contra-position.
7.10.1 Three-Level Communication
In contrast, media conflicts are characterized by the involvement of a third party:

The media. This difference is of enormous importance for crisis communication as,
in addition to the direct communication between the two conflicting parties, one can
see an additional third communication party: The indirect communication
involvement of the media.
7.10 Theory 431
7.10.2 Three-Level Communication Structure
The “triad” in communication is resulting into a three-level communication struc-

ture in which one has to differentiate between three communication layers:
• The first layer at which the conflicting parties communicate directly with each
other. This level is normally not recognized by the public;
• The second layer of indirect communication, when the conflicting parties argue
via the media. At this level, the conflicting parties have the possibility to use the
media as a platform to state publicly their boundaries of good will and their
willingness to compromise. These public self-commitments by stating irre-
versible boundaries or non-negotiable points is resulting into a situation in
which one conflicting party cannot compromise any more without losing face.
This leads to the disadvantage of a restriction of the party’s negotiating flexi-
bility, on the one hand, and the advantage that the adversary must take this
commitment into his tactical considerations, if he does not want to risk the
continuation of the negotiations;
• The third layer of communication is the public appeal to the media and their
readership. “Media conflicts are conflicts in front of an audience”.
A consequence of a public conflict involving the media is that the conflicting
parties’ arguments only seem to be addressed to the other conflicting party. In
reality, the arguments are addressed to the media and their readership. The
change of addressee results into a changed communication behaviour. The
conflicting parties do not communicate with each other any more but talk to the
public. In this case, the communication objective is no longer a discussion based
on arguments between the conflicting parties but an appeal to the public to
support the respective case. The character of conflict communication will
therefore change from a rational exchange of arguments with the adversary to a
more rhetorical appeal to the public. In this situation, arguments will be used in
a deliberate attempt in the public debate to push through and make known to the
public the individual party’s specific point of view rather than bringing it for-
ward with the intention to convince the other party. This phenomenon can be
witnessed quite frequently in public discussions of politicians on TV. It is an
erroneous belief that the so-called “power of the best argument” will always win
in the end in public debate. The winner in such a discussions will always be the
party, which possesses the better communication talent and who can impress the
audience more than the other party.
A Corporate Communication professional must be aware of this and must also
be prepared to communicate professionally in crisis situations. This is particularly
true in controversial industry sectors, such as the chemical, gene-technology, and
nuclear industries. But even industries, which could never imagine to get involved
in public conflicts are not safe.
EXAMPLE: It is quite difficult to see a chocolate manufacturer in the centre

of a public crisis requiring the skills of a professionally trained crisis com-
municator. However, the manufacturer’s comfortable environment can
change dramatically, when he is getting blackmailed with poisoned chocolate
products spread in the supermarket shelves. If this manufacturer is not pre-
pared for such a crisis situation and his communication people fail to com-
municate professionally, the damage for the business may be big and long
lasting. It is therefore warned against arrogance and complacency and advised
tot rain to be prepared when “the shits hit the fan” as it is commonly said in
the US communications industry.
7.10.3 Ways for Convincing
The question is whether there is general advice on how one can convince other
people in public, in particular in a crisis situation. Below there are a handful of
Questions and Answers:
• QUESTION 1: Will an argument be more convincing when it will only include
points, which are supportive to the position taken or shall it also include neg-
ative points? ANSWER 1: It very much depends from the circumstances and the
audience. In case, an audience is addressed which is mainly supporting the own
case, it will be better to reinforce the audience’s supportive standpoint by mainly
bringing forward positive points. This is different when one is confronted with a
hostile audience. A hostile audience will probably know already about all
negative points and it will be much more convincing, when one is perceived as
honest, not biassed and self-confident enough to bring the negative points for-
ward voluntarily and without being put into a corner. This may even have some
positive immunising effect when at a later occasion these negative arguments
will be brought forward again by a hostile third party. Generally, it can be
assumed, that an intelligent and well informed audience will react more posi-
tively to a statement perceived as “neutral” and intellectually honest.
A Corporate Communication professional will normally be confronted with an
“informed” public, because it will have been subject to influences from other
parties representing the opposite standpoint. For this reason it may generally be
wiser to use a two-pronged argumentation without forgetting however, to bring
forward the own point of view with the appropriate strength;
• QUESTION 2: Which argument will be kept on the audience’s mind, those,
which were brought forward at the beginning, or at the end of a speech?
ANSWER 2: The early mentioning of the strongest point allows to structure the
discussion from the beginning and thus to achieve a sustainable effect. However,
7.10 Theory 433
it is obvious that those arguments mentioned at the end will last better on the
memory of the audience. The best solution seems to be a compromise: The most
important and central arguments should be brought into the discussion at the
very beginning and get then repeated at the end;
• QUESTION 3: What is more effective, a rational or an emotional argumenta-
tion? ANSWER 3: An argumentation should include both, rational and emo-
tional elements. Studies have shown that emotional elements have a positive
effect. An argumentation, which is exclusively based on statistics and numbers
normally meets scepticism and even hostility;
• QUESTION 4: Is it better to draw a conclusion from the set of arguments used
or shall one leave the conclusion to the audience? ANSWER 4: An argumen-
tation with a conclusion will always be more effective. However, the conclusion
must not necessarily be at the end but can already be brought forward at an
earlier point in time and can be repeated at the end to be more effective;
• QUESTION 5: How important for the effectiveness of the communication is the
communicator’s personality? ANSWER 5: In general terms, the audience’s
perception of the communicator is as important as the content of his message. In
an experiment in the Fifties, a highly renowned expert with perfect scientific
vitae and high credibility (the physicist Oppenheimer) was asked by an audience
whether it will be possible one day to construct nuclear driven submarines. At
another occasion the same arguments used by Oppenheimer were quoted from
the Soviet newspaper “Pravda”. The audience mistrusted the Pravda source and
did no believe the arguments (although they were a carbon copy). This exper-
iment shows, that credibility and prestige of the communicator and also other
personality factors are influencing the effectiveness of the communication.
7.10.4 Rules of the Game
A Corporate Communication professional who wants to stand up in a crisis situ-

ation must know the “Rules of the Game”, and in particular he must know what
crisis communication is not supposed to be. For instance:
• Crisis communications is neither an intellectual and rational dialogue, nor an
academic discussion. On the contrary, it is rhetorical communication, which is
done with only one goal in mind: To convince a (sceptical or even hostile)
public of the rightness of the company’s position and the arguments brought
forward;
• The assumption that in public debate, “the power of the rational argument” will
gain acceptance or that only “the facts will convince” is very unlikely. “To be
right” and “to win one’s case” are two very different principles, which will not
necessarily follow each other logically. The US election campaigns for the 45th
US-Presidency are a good example for proving that this conclusion is correct.
7.10.5 Planning
When developing his proactive strategy and before making public statements to
publicly and controversially discussed themes, the Corporate Communication
professional must make sure that he is absolutely firm and fit in defending his
position.
In addition, he has to develop a communication plan which will transport his
messages effectively and he has to anticipate at the same time any reactions from
the public to what he is intending to say and to do as part of his communication
plan.
Areas, which need special attention by the communication professional include.
7.10.6 Choice of Themes
With very little exception, conflict themes will be forced upon companies. The
typical reflex by company managements is to react defensively. The focus of their
communications will normally be the attempt to contradict allegations made and
trying to correct erroneous or false information.
In consideration of more up to date and pro-active corporate communication,
companies should better make the attempt,
• To reverse the emerging (negative) trend;
• To regain the (communication) initiative;
• To re-establish a possible inappropriate balance in media reporting.
Companies should be quite determined about aggressive and hostile communi-
cations by third parties, including the media, and any attempts by their critics to
manipulate the public debate. These attempts should be publicly brand-marked as
unfair, manipulating or even illegal (if the case).
Proactive and offensive communications by companies in this situation must be
designed carefully:
• First, not to provoke even more aggression;
• Second, to force critics themselves to respond to questions rather than gaining
the monopoly to ask questions.
This includes the development of concrete offers for discussions, the invitation
for a dialogue and the bold disclosure of potential risks and weaknesses. The latter
should always be linked to an offer for discussion and the demonstrated flexibility
to change, if necessary.
7.10 Theory 435
7.10.7 Battle of Words
Each conflict is a battle of words. From this can be concluded that the occupation of
(tactically important) semantic fields will be an important element in a company’s
controversy with its critics.
It is therefore extremely important in a conflict situation to identify and even
invent and then occupy terms and to be the first to introduce them into the debate.
This will influence the tone of the discussion long term. Once the term has been
established in the public discussion, it will be very difficult to ignore or to replace
it (example: “fake news”, read Sects. 1.3.9 and 7.17.4.3).
7.10.8 Management of Language
7.10.8.1 Emotive Words
The communications professional should carefully avoid the use of negative

emotive words, as these will give the reporters a reason and a basis to dramatize and
to sensationalize the situation. Words such as tragedy, drama, catastrophe, profits,
p.p. must be avoided if possible. In face-to-face interviews or discussions with
journalists and even in off-the-record talks, these words should normally not be
used and not even repeated when a journalist is using them. The risk that the
journalist will use these words to dramatize his story or that the use of the word by a
company representative will end up in a direct quote is quite big.
7.10.8.2 Plain Language
Official statements by the company and its spokesperson to the media must never
include any (unfounded) assumptions, must not be subject to interpretation or
become perceived as evasive. In case a statement can be interpreted, it is very likely
that a journalist will use this opportunity, not necessarily to the advantage of the
company. In case the company will try to evade, it will generate an information
vacuum, which will likely be filled by alternative information sources, rumours,
speculations and hoaxes.
7.10.9 Deflection in Conflict Situations
Any attempt by critics to push the company into the defensive by escalating the
controversy, for example, by deflecting the initial theme of the conflict, must be
undermined by tactical communication measures.
EXAMPLE 1: A company intends to close down one of its plants, which will
result in a substantial loss of jobs. Critical media try to escalate the conflict by
introducing a new public debate about the company’s social responsibility.
The company’s response to this attempt will be to consequently persevere its
communication focus on factual information, facts and figures concerning the
reason for its decision. EXAMPLE 2: The response of the US National Rifle
Association (NRA) to demands for better gun control after numerous mass
killings in the USA is: “Men kill, not rifles”. Although its logic is ques-
tionable, this argument has an impact on the debate.
Another corporate tactics could be the smart reinterpretation of the conflict

reasons.
7.10.9.1 Conflicts About Goals
The rationale for these tactics is the assumption that societal conflicts will become
basically intractable when they concern conflicts about goals. Fundamentally
contradictory objectives can only be converged very difficulty or, in most oft he
cases, not at all. This in particular, when the objectives are based on opinions and
positions, which are influenced by ideological or political ideas. In this area of basic
or quasi-religious convictions and philosophy of life (“Weltanschauung”) an
argumentative conflict resolution cannot be envisaged.
7.10.9.2 Conflicts About Methods
This is different in the area of conflicts about methods. In this area one does not deal
with apodictic denial or affirmation. In this context it will be important to accept in an
unbiased and neutral way that a real problem does exist. When the problem can be
defined by facts and figures and not by assumptions or beliefs, it will be qualified as a
real and legitimate problem, which can be dealt with. The next logical step will be to
identify, by mutual consent, a method, which may be able to solve the problem.
This analysis suggests that a company will be well advised to redefine existing
conflicts about goals into conflicts about methods.
EXAMPLE: An international hotel concern is planning to construct a 600 keys

hotel tower in the immediate proximity of a beautiful urban park dedicated to
provide the inhabitants of the city as a green escape from the stress of the city.
There is a strong opposition by neighbours and environmental activists aiming
at preventing the hotel company from doing such an investment. Initially, the
public discussion will focus on whether the international concern shall be
7.10 Theory 437
principally allowed to do such controversial investment. One could endeavour

to reframe the discussion by asking: Would the acceptance by the public be
better if large parts of the construction would be underground? Or, would less
rooms and a lower elevation be an acceptable alternative?
According to what has been said above, it would thus be much smarter if efforts
would be made by the Corporate Communication professional to reframe a dis-
cussion about principles into a discussion about possible options. This is a prag-
matic approach, which must not be successful but at least offers more chances to
become successful.
A stepwise restatement of the proposal may therefore be helpful in moving
possibly petrified frontlines and come to compromise solutions.
7.10.9.3 “The Boomerang Effect”
Any communication and any statement made by a company in the course of a

conflict must be reviewed before publication. It must be established whether the
communication is in contradiction with communications made in the past and
whether they may have the potential to put anything into risk what the company is
intending to communicate in the future.
In case the company is a highly diversified enterprise with diverse international
interests it must be ensured that the planned communication does not contradict the
position by another part of the same company. This would have a negative effect on
the company’s overall credibility.
7.10.9.4 Pyrrhic Victories
Some company managements may insist in fighting their cases in court, when its
critics attack the company. A conservative management, backed by traditionally
conservative thinking lawyers, will tend to believe in the legal route. However,
even if they will win in court (normally after some years), the company’s legal
victory may have bad repercussions on the company’s overall image. It can
therefore be called a “Pyrrhic victory*”
*EXPLANATION: http://en.wikipedia.org/wiki/Pyrrhic_victory.
Long controversial debates in court will likely keep the attention for the issue in
question much longer alive than without legal action. A waiver by the company of
its right to fight in court or a quick legal settlement may be a more wise decision.
7.11 Crisis Management Planning
7.11.1 Introduction
Although, by its very nature, a crisis is unpredictable, it is possible to prepare for

those potential negative scenarios that might occur. It is also possible to set up a
communication system that can be activated in almost any emergency situation.
This crisis communication (contingency) planning can help to deal effectively
with all unusual or unexpected events that may cause unfavourable public attention.
Successful communication in these cases will depend, in large part, on the
preparations, which are made long before the emergency occurs.
7.11.2 Crisis Scenario Planning (Read Scenarios 1–5, Sects.

7.12, 7.13, 7.14, 7.15 and 7.16)
The Corporate Communication manager should hold a brainstorming session with

key members of the organization to identify those scenarios that might result in
unfavourable publicity for the company.
These scenarios should be put into a company proprietary “crisis communication
manual” that addresses all conceivable, realistic potential crisis situations. This
manual must always be kept up to date.
It is not recommended to develop crisis communication plans for any, especially
not for very unlikely, contingencies.
First, this does not make any sense, and second, it will unnecessarily document
possible emergency scenarios which company critics have not yet identified and
which may be added to their catalogue of criticisms. The resulting negative con-
sequences for the company can be quite serious as there is a risk that these scenarios
may be brought to the attention of the public without reference to the unlikeliness of
that incident ever happening.
7.11.2.1 Crisis is Unpredictable
Each crisis situation has its unpredictable specifics. The course of events can
deviate any time from what the planners have anticipated as being “likely” in their
planning. As a result, a rigid and inflexible plan can quickly turn out to become
obsolete or hamper an effective and efficient pragmatic crisis management.
The actual management of a crisis situation is putting high requirements on the
responsible people even if an effective plan is in place. Improvisation skills,
organizational talent, courage, creativeness and decisiveness are required to manage
in an emergency.
7.11 Crisis Management Planning 439
7.11.2.2 Plan Flexibility
From this follows that a crisis communication plan must never be understood as a
rigid framework for codes of practice and rules.
On the contrary, the plan must provide a flexible scope of action, which will
relieve the crisis management from unnecessary administrative and organizational
work. These standard tasks can be separated effectively from the preparations for
more volatile crisis elements, as they will play an important role, irrespective of the
final character and details of the concrete crisis. In areas in which the defiance of
(internal) rules will automatically cause damage to the company, additional rules
must be stipulated.
EXAMPLE: In preparation of a crisis situation, one single spokesperson must

be appointed to represent the company to the public. Only this person is
delegated the authority to make statements externally. If a company fails to
do so, or if this rule is in the plan but disregarded during a crisis situation, the
company runs the risk to speak with different voices who may be contra-
dictory or non-professional. This weakness can cause serious damage to the
company’s credibility and lead to a loss of control over the situation. It also is
possible to set up a communication system that can be activated in almost any
emergency situation.
7.11.2.3 Crisis Plan is a Living Document
It goes without saying that once a crisis communication plan has been established, it
must not become a dormant document but stay a living document. It must be
reviewed and brought up to date in regular intervals and has always to be reviewed
on its effectiveness in an emergency.
Top management must acknowledge that the mere existence of a crisis com-
munication plan does not guarantee at all that in case of a crisis, it will be able to
exercise full control over what is happening. Crisis planning only means that in case
of an emergency, guidelines are in place, which will allow the management in a
crisis to focus on the crisis-related matters and not on the organization of man-
agement and proceedings.
7.11.3 Organisational Tasks
7.11.3.1 Management Control
Having a planned system in place will allow the responsible Corporate

Communication manager in charge to deal with the situation at hand, and not waste
precious time in trying to decide on how to communicate.
An effective crisis communication plan puts the company and its Corporate
Communication manager in control of what may be a very volatile and confusing
situation.
7.11.3.2 Crisis Management Team
The Corporate Communication manager should take the initiative and get his
management’s support for establishing in advance a crisis management team. As
the communication professional he is an expert in communication and as it is his
job to know his company intimately well, the responsibility to head the crisis
communication team should be assigned to him by top management. If top man-
agement does not put all its authority behind this decision, or only does so
half-heartedly, there will be the risk, that in an emergency situation, the Corporate
Communication manager will not be respected, out-manoeuvred or by-passed by
other members of the management team.
Once the Corporate Communication manager is in charge, he has to decide
which team members will do which task: Gather information, notify families of
victims, deal with emergency officials, and communicate with volunteers and staff.
7.11.3.3 Spokesperson (Read Sects. 2.8.1.2, 3.2.6.3 and 3.2.9)

Central and Hierarchical
The internal organization of responsibility for external communication can only be

centralized and hierarchical. In particular in an emergency situation any confusion
must be avoided on who has the responsibility to speak on behalf of the company
externally. Imperatively, the company must speak with only one voice.
Therefore, central part of the crisis communication plan must be the appointment
of one corporate spokesperson. Only this one person should have the right and the
responsibility to talk to the public and the media.
Primary and Secondary Spokesperson Appointment
However, it will be safe to determine a primary and secondary spokesperson to

communicate with the media in crisis situations. This is because, in this particular
situation, the company spokesperson may be too busy with other tasks, stuck in
important meetings or otherwise be absent. As part of the contingency planning, all
additional people who are authorized to communicate with the media in a crisis
situation must regularly attend professional media (interview) training.
Spokesperson Selection
The corporate spokesperson in a crisis situation can either be the head of Corporate
Communication (in case the company has such a function in place), or a member of
the top management team or the chief executive.
Whilst the communication person has normally been trained in professional
communication (including crisis communication) he may not be sufficiently senior
to do such an important job. This may lead to a situation, in which a member of the
board or the chief executive will take on that role.
This may result in some problems, because these people may be experts in their
respective fields but normally will not have received any communication training.
The risk that they will increase the damage to the company by unprofessional
communication, including the use of confusing jargon and expert language cannot
be denied.
EXAMPLE: In the wake of the horrific killings of two young Britons on a

back-packer island in Thailand, the country’s new prime minister, in a live
televised speech, has made the claim that his country may not be safe for
female tourists who wear bikinis “unless they are not beautiful”. The prime
minister has later apologized for his remark. This example shows clearly that
even people in a top general’s and subsequently prime minister’s position
have not received a professional training in public communication. In a stress
situation, such as a live TV interview and the like, even top executives may
not be able to control their language and will stumble into situations which
will not only embarrass them personally but also the organization they are
representing. In addition, unsophisticated remarks made in public can also
have negative repercussions on the business.
Training (Read Sects. 3.2.6.3, 3.2.7.1, 3.2.7.2, 3.2.9, 3.2.9.6 and 3.2.9.7)
In case an organisation has no communication expert on its staff or if the man-

agement does not trust its communication staff and decides to do the job them-
selves, it is absolutely essential, that the person appointed to act as a company
spokesperson must be trained in basic communication skills.
Of course, this must be done in advance and not when the company has already
been hit the crisis. This training must be refreshed from time to time as commu-
nications tools and habits change.
Professionalism
Only a few years ago, email was known and fax information transfer was con-
sidered state-of-the-art. Before personal computer use, smart phones, tablets and the
Internet became part of our daily life, companies were using, amongst others, telex
for quick information transfer. Today’s young people probably do not even know
what that is.
It will be important in a crisis situation that the spokesperson will demonstrate,
as quickly as possible, his authority, competence, credibility and willingness to
communicate. Otherwise, he will not be credible for and accepted by the media
representatives and they will quickly look out for alternative information sources.
Spokesperson Stature (Read Sects. 1.2, 2.2.2, 2.2.3, 2.8.1.2, 3.2.4.2,

7.11.3.3 and Chap. 10)
If the appointed spokesperson is a communication expert and not a member of the

top management team, he may face another problem, ironically coming from inside
the company.
The challenge for the spokesperson is, that he may not be sufficiently respected
by the management or individual members of the management team.
In these cases the Corporate Communication manager must ensure that his role
(as the only company spokesperson) will be fully respected by all members of the
company’s management team, including those who are in hierarchically superior
positions.
Quite often it is the case, that members of the management team or the CEO
himself take the communication to the outside world into their own hands. This is
done although they have no communication expertise, training and experience and
although they have not established trustful relationships at least with some key
journalists.
This may be based on a lack of respect for the Corporate Communication
function, as a reflection of their superior technical know-how, or simply because of
personal ambition, superiority and vanity.
In such a situation the Corporate Communication manager and designated
spokesperson will have a personal problem. Journalists who discover that there are
allegedly more credible alternative information sources, will talk to them and ignore
him. In addition, it will become basically impossible for him to establish himself as
the only information source. This will be particularly the case when the alternative
information source will be perceived as more senior, hierarchically more important
and endued with decision-making power, more competent or better informed. In
these cases the risk of an information-chaos is imminent. The only means for the
spokesperson is to have the courage to contradict his superior(s) and dare a conflict.
7.11.3.4 First Thing a Top-Manager Should Do in a Crisis
• To acknowledge publicly that management has understood the seriousness and

urgency of the situation;
• To say nothing is to leave a vacuum that will soon be filled by third parties. The
risk is that management looses control over the situation. Management cannot
control third parties. Third parties can engage in criticism of whoever is per-
ceived responsible for the crisis. Remaining silent also makes management look
afraid or as hiding something, both of which makes the top manager a candidate
for the “bad guy” in the story;
• Information should be provided as available. Also condolences should be pro-
vided, if appropriate;
• The media should be informed about the management’s plans for what they are
intending to do to investigate and to get the facts. If there is a valid reason for
not providing important details, the media should be told what those reasons are
(for instance, such as protecting an investigation in order to ensure prosecution);
• Management should also demonstrate through words and deeds, that, for
management, people are what matters most, no matter what the situation may
be. Management should stay away from accusing or blaming anyone, getting
involved in speculation, or quote numbers, which are not solidly proven and
confirmed (first reports are inevitably (partly) inaccurate);
• Management’s ambition should be to own as much of the news space as pos-
sible and show that they are fixing the problem and taking care of people.
7.11.3.5 “Temporary Inavailability”
In reality, it might happen that the authorized company spokesperson will not be
physically present immediately after an incident happened which led to the crisis
situation. In this case, and only until the spokesperson has arrived at the scene, the
on-scene commander or technical manager will be responsible for making state-
ments, if required. However, they should be trained to refrain from making any
pertinent statements or quote figures. They should restrict themselves to referring to
a later press statement, which will be communicated after the arrival of the com-
pany spokesperson.
7.11.3.6 Preparation of Resources
All resources relevant and essential in a crisis situation must be determined and
organized in advance, before a crisis the spokesperson and the crisis communication
team will want to have up-to-date and accessible information. Resource information
may include:
• A current list of crisis team members and alternates with work and home tele-
phone numbers. Each team member should carry the list;
• Updated media lists;
• Insurance company contacts;
• Lists of emergency services such as fire, police, hospital and ambulance;
• A means to communicate with volunteers and staff (email address lists, mobile
telephone numbers to send text or word messages, and a stationary telephone
network);
• Copies of policies for potential crisis situations should be included in all crisis
communication manuals.
7.11.3.7 Emergency Procedure Guide
In addition to the general crisis communication manual, the Corporate

Communication manager should develop and distribute an emergency procedures
guide. This guide shall serve as a short procedural outline, which spells out what the
company’s staff in general should do if an emergency occurs. In addition, it should
list emergency service and crisis team telephone numbers which will allow staff to
contact emergency services if necessary, report any potential crisis situation without
delay to the designated members of the crisis team and refer media to them if they
were contacted by journalists.
7.11.3.8 Priority for Public
In any crisis situation it is imperative that management and the Corporate

Communication manager accept that after the well being of the people involved was
ensured and once safety has been restored, the public interest must be put ahead of
the organization’s interest.
7.11.3.9 Information Chains
In emergency situations management and the company’s spokesperson will be

extremely busy. They have to manage the crisis, on the one hand, and to com-
municate and to respond to inquiries, on the other hand. Therefore, the people
directly responsible for the crisis management may very easily be unable to cope
with all tasks they are expected to handle in this extremely stressful situation.
Therefore, the crisis communication plan should foresee the establishment of
“information chains”. Information chains are meant to be the tool for a
well-organized information transfer from one institution to another (snowball
system).
In such plan it must be pre-assigned, which institution (or person) will be
responsible for forwarding the information to a well-defined other institution (or
person). Only such a system will help to ensure that the crisis managers will have a
free hand on managing other, possibly more important crisis management tasks.
7.11.3.10 Assignment of Responsibilities
In the crisis communication plan, responsibilities for certain tasks should not be
assigned to individuals but to institutions, departments or units to avoid possible
confusion. This is important because individuals may have changed jobs, left the
company, are on business travel, sickness or holiday leave.
7.11.3.11 Information Centre
A more technical issue is the designation in the crisis communication plan of an

information centre (read Sect. 3.2.4.2). The information centre should be a save
place which will serve as the spokesperson’s headquarters and where the media can
meet. The information centre will also be the place at which possible press con-
ferences will be held. Therefore, ideally, there should be sufficient facilities for a
press conference room, work places for some journalists, telephone connections,
WIFI, toilettes and a refreshment area.
It needs to be noted that in some emergency situations such as a plant explosion,
fire or terrorist attack, the information centre should have a certain distance to the
place at which incidents such as this could take place. The company will have no
interest to hold a press conference at a place at which the assembled journalists will
eyewitness a catastrophe, the emergency forces coming in and give the opportunity
to make ample photos of possible dramatic scenes.
7.11.3.12 Management of Calls
As part of the crisis communication plan, it must be planned and decided on how
the expected flood of incoming calls (by the media, neighbours, employee family
members) will be managed and who is going to take these calls. In addition,
company servers must have the capacity to deal with an unusual amount of online
communication activity.
7.11.3.13 Claims for Damage
In the event of damage, the company must be prepared to deal with the handling of
possible claims.
It will be good for the image of the company not to proceed tactically or to delay
action, or even to keep silent but to establish a procedure in the plan on how to deal
with possible claims in the most un-bureaucratic way.
In case of an incident it is in the interest of the company to establish clear rules
and to communicate its willingness to cooperate to the public, as appropriate.
7.11.3.14 Keeping the Ball Low
A serious problem must never be minimized, “smoothed over” or even be ridiculed

in the hopes that no one will notice. Conversely, minor incidents must not be blown
out of proportion.
7.11.3.15 Logbook
The crisis communication plan shall further foresee the provision of manpower for
keeping a meticulous documentation of events and activities (of the crisis man-
agement team) in a kind of logbook.
This is important because there is always a risk that after the emergency, the
authorities will scrutinize the event, its cause and its management, for instance in a
public hearing.
Such a logbook will be an excellent basis for the company to state the facts and
to advocate its position. In addition, this documentation will enable the company to
analyse the management of the crisis internally and, if required, to improve internal
procedures stipulated in the crisis communication plan.
7.11.3.16 Argumentation Aids
Controversy
Corporate Communication practitioners have conflicting views on whether one

should prepare contingency fact sheets on which to base arguments in specific
situations which can be envisaged (official “language regime” or “argumentation
aid” for management).
Centrally developed argumentation aids have the advantage, that the point of
view of the organization has been clearly determined beyond any doubt. In addition
they will help preventing a situation in which different representatives from the
same organization or different departments or affiliates of the same organization
speak with different voices and will harm the organization’s credibility in public.
Obligatory Proprietary Character
It is therefore recommended that subject to the specific case in question, argu-

mentation aids will be developed by the Corporate Communication experts. This
document must be classified as “Company Proprietary” and be treated accordingly.
This includes a restricted distribution to a well-defined small group of company
representatives (top managers) namely those who, as a result of their position and
responsibilities, are likely to be in contact with the media, government represen-
tatives, politicians and the public.
Basic Rules
In drafting such common language, some basic rules should always be considered
by the Corporate Communication experts:
• The word “language regime” should never be used. There is a risk that this term
will be used by critics who get to know about the existence of such document to
allege that the argumentarium’s content is not reflecting the full truth and that it
was only developed to hide the truth. Instead the term “argumentation aid” is
less contentious and less difficult to misinterprete;
• Communication aids must only cover company statements and positions, which
in case of a breach of confidentiality can become public without causing any
embarrassment to the company’s management.
• Some Corporate Communication practitioners recommend the development of
two different sets of argumentation aids: One for internal and one for external
use. This can result into a difficult situation, when journalists learn about the
existence of an internal, more detailed argumentation. They will immediately
dismiss al arguments they have received so far and demand what they will refer
to as the “real truth”;
• It is quite normal that internal company documents which are classified as

“confidential” or “proprietary” arouse the highest interest and are thus most
vulnerable to indiscretion. This is important to know as the development of such
a proprietary document will involve more than one person and more than one
company department. Normally such a document will be the result of an internal
process of coordination and cooperation.
• To avoid a breach of confidentiality during this process any working papers and
drafts must never been forwarded internally by letter, email, or fax, unless a safe
encryption will be used. The safest way of delivery is the personal surrender of
the document. Any drafts, copies, written contributions, inputs and the like must
be shredded and not kept.
These rules sound quite simple but they must be strictly respected during the
whole process. The reality shows that again and again investigative journalists refer
to such confidential internal documents when they publish their stories.
In case proprietary documents get public, even a meticulously planned and
prepared communication strategy will fail even before being implemented. This will
very likely result into the management’s loss of (offensive) control over the situ-
ation and put the management into the defensive.
7.11.3.17 Employee Communication (Read Chap. 4 and in Particular

Sect. 4.4.5)
Appointment of Team
An important part of the crisis communication plan is internal communication. In

addition to the communication to the public, the information of the company’s
employees (especially those who are directly or indirectly affected by the incident)
and their family members is a crisis communication priority.
It is recommended to appoint a team, selected from the human resources
department staff, to do this job. As part of the crisis communications plan, these
selected employees should be trained in (crisis) communication skills by the
Corporate Communication professional.
It may be advisable to also communicate with employees in other parts of the
company or who are working for affiliated companies if there is a need to safeguard
an orchestrated reaction and common language.
Employees’ Role During and After a Crisis
Employees Are “Insiders”

In addition, the company must take into consideration that third parties, especially
the media, will perceive employees as “insiders”. They will be seen as an extra
source of information (beyond the official statements). Irrespective from their
position in the company’s hierarchy, their information will be highly credible. In a

bigger concern even top management members should become a target group for
internal communication (read Sects. 1.3.5, 4.4.6.3 and 8.4.7.10).
EXAMPLE: If the top management located in headquarters in Hong Kong is

not well informed by the local management about an incident, which hap-
pened in New Zealand, it is exposed to the risk of making erroneous
judgements and statements based on what they learnt from third party sour-
ces, including the media. Top managers will probably not long tolerate that
situation.
Appeal to Employee Solidarity

As a result of continuous effective internal communication, employees should, in
most crisis situations, avoid discussing the crisis, its reasons or its impact in public
forums. This includes writing opinions in response to messages they read on social
media sites or other forums.
They should be given a productive way to talk about the crisis within the
organization, without writing about it on Facebook and other online media plat-
forms. WikiLeaks provides enough examples of damage one person is capable of
doing to an organisation.
In theory, employees could also be ordered in a top-to-bottom communication
by management to refrain from getting involved but it is much more effective if the
employees are motivated by themselves to show solidarity with their company and
comply with internal rules. If management has to put out a “ban” on employees
speaking to media and making public statements, it could further compound the
problem because the “ban” will become a part of the story and could make it appear
as if the company has something to hide.
Damage Containment
In case, employees will criticise their company or its management publicly, man-
agement will very likely react negatively or may even be infuriated. But in such a
situation, management should be advised by the Corporate Communication man-
ager not to overreact or “circle the wagons”.
To contain the damage, the Corporate Communication manager should recom-
mend management to respond to the criticisms in the same way as with any other
criticisms that is being made. If management wants to punish the culprit, the will
very likely make him appear as a victim or a “hero” in the eyes of the press and thus
just aggravate the problem. Of course, the situation is different when management’s
actions were illegal.
Instead of receiving an “edict” from above, employees should feel motivated to

focus on the actions they can take to help the company overcome the crisis, and the
people affected by it. Management should empower employees to offer advice and
provide information of value internally.
7.11.4 Media Relations in a Crisis (Read Chap. 3)
7.11.4.1 Understanding Media Needs
Journalists are not overly difficult to manage when one understands their job and
one appreciates their interest in information. They want to get quickly a maximum
of easy to understand information. They will generally welcome a story with the
addition of some kind of human angle, especially when the basic story is somewhat
“dry” and factual.
Print journalists usually are usually asking for more detailed information than
their electronic media colleagues. Some basic facts for the edition immediately
following the incident, and some more background information and information
about the possible implications for the following editions.
The electronic media are asking for less but they are more in a hurry because of
their broadcast schedule but they will most likely ask for more frequent updates.
The focus of any media interest will be on (first) facts and more detailed
background information, information material, information on how the company
intends to proceed, whether there are specific policies in place, information on the
impact on people (employees, neighbours, p.p.), updates and possibly, an
after-the-crisis debriefing.
7.11.4.2 Press Release in a Crisis Situation (Read Sect. 3.2.3.1)
According to the course of the events, and when there are news to be reported, press
releases should be written and published. As press releases in a crisis situation are
primarily prepared to inform and to calm down the public, the language of the press
release should be clear and simple and free of company/industry sector jargon.
Long convoluted sentences must be avoided, as they will frequently result in
misunderstandings and misinterpretations. Statements, facts and figures of which
one can assume that a broader public will not really understand must be translated.
EXAMPLE: If one states that the company does produce 300,000 units per
year it will be much clearer to a non-expert public when one would state that
all these unit put together in a chain would be able to span the whole globe.
A press release in an emergency situation should make sure that the following
six questions are answered:
• WHO: Name of the company. Name and title and contact details of the person
responsible for communications;
• WHEN: Date of the incident, possibly even the hour if important for the news;
• WHERE: Location of the incident;
• WHAT: A description of what happened (the incident);
• HOW: Some details important for the understanding;
• WHY: The reasons for what happened.
7.11.4.3 Press Conferences in a Crisis Situation (Read Sect. 3.2.4.2)
Keeping Management Control
In an emergency situation, the absolute priority for the management and the
Corporate Communication manager is to maintain or regain control of the situation.
Therefore, and immediately after the acute danger has been contained, the
Corporate Communication manager has to invite for an improvised press
conference.
IMPORTANT TO NOTE: This should also be done when findings of internal

investigations are not yet available.
Possible Management Opposition (Read Sects. 1.2, 1.3.3, 2.2.2, 2.2.3, 2.8,
3.2.4, 7.12.8 and Chap. 10)
Normally the Corporate Communication manager will face same stiff opposition by
his management to do that. But he needs to explain to his management that if not
done the company will run the risk, that third parties (such as the emergency
security forces, the police, neighbours, or other informants) will be quicker and
spread their version of the incident. This would result in a part loss of control for the
company’s management over the situation.
Privileged Communicator Position
The Corporate Communication manager must recognize that in this moment when
the “shit hits the fan”, he will find himself in a privileged and rare situation as far as
the control of the media is concerned.
In a crisis situation, he will be at the centre point of information and will quickly
realize, that the journalists need him much more than he and his company will need
them. As it will normally be only the company, which can provide the journalists
with what they urgently need, i.e. credible, relevant, quick, concise and
all-encompassing information.
Positive Signals
To become accepted by media representatives as the only credible information

source, it is absolutely necessary for the Corporate Communication manager to
quickly gain the journalists’ respect and authority. This is best achieved by a clear
positive signal that the company is prepared and open to communicate and the
demonstration of (his own) competence in making statements and in responding to
possible questions.
No Questions Admitted
As far as journalists’ questions are concerned, no questions should be admitted in a

situation when the facts are not clear yet. Instead, a first (pre-prepared) statement
will be made and reference should be made by the Corporate Communication
manager to later press conferences, which will be held according to the progress of
information coming in.
7.11.4.4 Press Conference Structure (Read Sect. 3.2.4.2)
The first (improvised) press conference should have the following structure:
• Self-introduction of the communication official in charge;
• An official statement (orally and in writing), including the assurance that all
information provided at this early state will be to the best of the knowledge and
will include all facts and findings available to the management at this point in time;
• In addition to this, the first statement should make clear a the very beginning,
that the company management’s priority is at present to ensure the safeguarding
of the integrity and health of all those people who may have been affected by the
incident and that the company is working in this respect in close cooperation
with the competent authorities;
• Any other statements should be strictly restricted to facts and not give room for
any speculations. This includes the use of buzz-words, which can be negatively
interpreted and be used to discredit the company’s position;
• At the end of the statement it will be smart to repeat the company’s close
cooperation with the competent authorities. In addition it should be mentioned
that the company has emergency plans in place, which are used as a basis for the
crisis management in cases such as this;
• After the official statement, the participating journalist should be asked to leave
their name cards (names, (mobile) telephone numbers, email addresses) behind;
• In addition, a date, time and place should be announced for the next press
conference;
• After this additional statement, the communication official should leave the
room without admitting additional questions;
• Additional questions, which may be asked during his statement, should better
not be answered. If the communication official would deviate from this prin-
ciple, the risk is high that he may lose the control over the situation.
7.12 Scenario 1: Industrial Incident
In a crisis situation involving an industrial incident (e.g. fire, explosion, blow-

outs, gas leaks, oil spills, and other accidents), especially right after the incident
happened, journalists are not just interested in the “truth”. Typically, they are
working under the premise of producing news of a high degree of topicality. This
makes them first of all interested in all information, which is available at the earliest
point in time.
7.12.1 Key Word: “Available Information”
The keyword here is “availability of information”. From many industrial incidents

one can learn, that in such a case, the public, represented by the media, is expecting
information as quickly and as precise as possible. This first information must
include the cause, the evolution and the consequences of the incident.
7.12.2 Restrictive Communication Policy
7.12.2.1 Traditional Management Reluctancy
Companies have always been criticized for their information management, when
they have obviously tried to prevent information from getting public, lied or follow
an unnecessary restrictive information policy. The still widespread instinctive
company management reaction in a crisis that “none of this should get out to the
press” seems to be the worst alternative in a situation characterized by an extremely
high media interest and public attention.
Especially professional experts will always tend to be reluctant in a crisis situ-
ation to provide unconfirmed information about the installation he is responsible for
to third parties. They will always be inclined to wait until all possible causes are
established and can be verified. In principle, this is a responsible position.
7.12.2.2 The Communication World Is Different
However, in the communication world this attitude is not correct. Especially in

crisis communications the motto “to give quickly is to give double” is prevailing.
Even if journalists may have sympathy for the expert’s reluctance to communicate,
they will always give priority to the currency and topicality of their media.
7.12.2.3 Compromise: “Preliminary Information”
A way out of this dilemma for the corporate spokesperson is difficult to find but it is
advisable to add to any statement made in such a stress situation, that the infor-
mation provided are preliminary findings (possibly subject to change) and that they
only reflect the way things stand at the moment.
This additional statement safeguards that the spokesperson can change the initial
statement made during the course of the crisis management without losing face and
without being blamed for contradictions or even false information.
7.12.2.4 “No-Comment Attitude” (Read Sect. 7.14.8)
“No Comment” Response in Public
There are situations, when the spokesperson honestly does not know the answer to a
question. The worst would be in such a situation when the spokesperson would try
to tell a lie, sidestep, or is getting engaged in unnecessary secretiveness or guessing.
A corporate spokesperson should never react to a legitimate media inquiry with a
“no comment” response. Even if this response may have some justification in the
7.12 Scenario 1: Industrial Incident 455
political scene, it still remains an expression used in secret diplomacy rather than in
the modern information society. A sceptical journalist will most likely perceive a
“no comment” response as a confession of guilt or at least as an attempt to hide
something or a lack of concern.
Diplomatic Alternatives
Some EXAMPLES on how one could express “no comment” in a more diplomatic
way might be:
• “At this point in time we are not in the position to provide any more detailed
information but we will provide a new statement as soon as possible”.
• “We’ve just learned about the situation and are trying to get more complete
information as soon as circumstances allow.”
• “All our efforts are directed at bringing the situation under control, so we are not
going to speculate on the cause of the incident.”
A good response would also be to confess that one is not able at this point in
time to provide a satisfactory answer that efforts will be made to get this infor-
mation and come back to the media without delay.
EXAMPLES:
• “I am not the authority on that subject. Let me have our expert call you right
back” (ask for business card).
• “We’re preparing a statement on that now. Can I email it to you in about two
hours?” (ask for email address).
It goes without saying that such a promise must of course be honoured by the
spokesperson.
This honest behaviour in front of a critical press will be much more successful
and provide a good impression rather than providing fake news, half-truths or
non-truths, speculations or make assumptions.
7.12.3 Risks of a Restrictive Communication Policy
7.12.3.1 Loss of Control
A restrictive communication management bears the risk that the company will lose
control over the situation already at a very early stage as it will leave the field to
other parties even when they may only be indirectly involved.
EXAMPLE: In an industrial incident at an oil refinery, the reporters are not

satisfied with the management’s communication policy. Under pressure to
gain information for their reports, they turn away from management as a
prime information source. Instead, they will try to get their information from
neighbours of the refinery, employees leaving after shift end and who have no
responsibility neither for the parts of the refinery concerned, nor for providing
information professionally, the authorities involved, the fire engine people or
police agents at the crisis scene, former (possibly unhappy) employees, or
competitors. It is more than likely in such a situation that these people will
give their very private observations and opinion and that their input will not
necessarily be for the best of the company. In addition, there will be a risk,
that journalists, who are frustrated about the company’s communication
behaviour, will subsequently bypass the company as a competent information
source. This cannot be in the interest of the company.
Experience has shown that in the majority of the cases, a restrictive information
policy exercised by companies has produced negative repercussions. The devel-
opment can be compared to the one of an ill person who is a terminal case. With the
continuous progression of events, suspicion is growing stronger, speculation and
finally rumours solidify to facts. After an agonizingly slow process, the company
flexibility will be reduced to zero and it has to confess the real truth in public.
EXAMPLE: for a painful communication process in a crisis situation. The

Imhausen Chemicals case in 1989: In 1989, the German chemical company
Imhausen Chemicals was charged with illegally exporting components of a
factory capable of producing poison gas to Libya. Until the last minute, the
company has denied such involvement. FIRST MEDIA COVERAGE: A
German magazine reported that a German government-owned steelmaking
group was contacted by Imhausen to draw up blueprints for a chemical plant
in Libya. It was further reported that the government-owned company sold
those blueprints with full knowledge that it was designed to produce toxic
substances. TOP GOVERNMENT DENIAL: The German Chancellor com-
plained to the US Government about accusations in the US media that
German companies helped to build a chemical weapons plant in Libya.
INVESTIGATION: German investigators declared that they have found no
reason to believe that a German chemical firm secretly served as the general
contractor for a poison gas plant in Libya. US INTELLIGENCE: US intel-
ligence agencies intercepted Libyan telephone calls after a spill during a
poison gas production test. The German Government was informed.
GOVERNMENT FIRST STEP: The German Government said Tuesday that
it had ordered several German companies to end current deals with Libya.
GOVERNMENT SECOND STEP: The German Government secured
evidence that German firms helped Libya build an alleged chemical weapons
plant. GOVERNMENT THIRD STEP: The German Finance Minister
accepted that the plant in question was designed to produce chemical
weapons. GOVERNMENT FOURTH STEP: The German Government
sharply reversed itself announcing that legal proceedings will be undertaken
against a German firm that the United States has accused of supplying critical
help to a Libyan plant it contends was built to make chemical weapons. This
was only a week after the German Government had cleared the Imhausen of
any involvement. LAST STEP IN COURT: In a case that damaged the global
image of German business and deeply embarrassed the German Government,
a regional German court sentenced three Imhausen executives to jail terms for
their roles in illegally exporting to Libya components of a factory capable of
producing poison gas.
7.12.3.2 Negative Perception (Read Sects. 2.1.2.1 and 2.1.2.2)
A company management that will deny statements will easily become perceived as
a management, which has something to hide. This is even the case when the
management has legitimate good reasons to be restrictive on public statements. If
the assumption that the management is “hiding something” has gained a foothold in
the media’s and public perception, it will be extremely difficult in the future to
invalidate such perception.
7.12.4 Alternative Options
There are alternative options in a situation in which the communication person has
or is not at liberty to give certain information.
7.12.4.1 Cooperative Approach
For instance, an effective cooperative approach with the media will reduce sub-
stantially the risk of rumours, half-truths, false information, or hoaxes.
A cooperative approach must not mean that the communications official must
curry favour to the reporters. Cooperative only means that the company accepts the
legitimate right of the public to be informed and the legitimate interest of the media
to report about events and acts upon this.
7.12.4.2 Transparent and Honest
The company’s information policy must be transparent and honest. The chance that
this will be honoured by fair reporting in the media is bigger than in a situation in
which the company is closing all doors or trying to manipulate the media and the
public. It is important for the Corporate Communication manager in charge to
watch his language carefully when he communicates in public or with the media.
Bad news should never be belittled or downplayed but they should also not be
exaggerated or unnecessarily dramatized. Journalist will normally not expect a
spokesperson to provide information, which will cause harm to the company. But
they are expecting facts and explanations by a competent source.
7.12.5 Responsibilities
Of course the Corporate Communication manager should be forthright in dealing

with media questions. There are, however, some questions, which simply cannot
and should not be answered. These include:
7.12.6 Allocation of Blame
Under no circumstances, even under enormous pressure by reporter questions, a

company spokesperson should engage in discussing possible responsibilities (for
the incident) and other legal and potentially legal issues. It is simply not his job to
do this.
7.12.7 Speculations
Normally, painstaking investigations will be required to analyse the cause for the
incident. Any premature oral or written statement in this early situation can nega-
tively influence the company’s later legal position.
7.12.8 Potential Conflict: Corporate Communication

vs. Lawyers (Read Sects. 1.2, 2.2.2, 2.2.3, 2.3.1.3,
2.8.3, 2.8.4, 3.2.4 and 7.12.8.1)
Crises often involve legal, including insurance issues. For management and the
Corporate Communication manager it will be important to balance legal and
communication issues appropriately.
7.12.8.1 Legal Court Versus Court of Public Opinion
In a crisis situation, the question may arise when discussing the way to manage the
crisis, whether the lawyers’ (always ultra-cautious) view shall prevail, or commu-
nication considerations shall be considered more important than the lawyers’ fears
of a legal risk.
For the CEO this will be a difficult decision.
There may not be a general answer to this conflict, as each individual case will
be different. The management of a company has to solve this problem by balancing
the interests at stake in each individual case and then make a real analytical con-
sideration of goods.
In doing a judgement, it should be considered that the long-term well-being of
the organization does normally not rely on the resolution of a specific legal issue in
court, but in addition, and in some cases even more importantly, on the resolution
of a crisis situation in “the court of public opinion”.
7.12.8.2 Example: “United Airlines”
A good example for such a conflict between legal and communication is the
following case:
EXAMPLE: A US United Airlines customer was filmed being forcibly

removed from his seat, dragged down an overbooked aircraft’s aisle against
his will. The passenger was injured. First, the United Airlines CEO apolo-
gized in a quite cynical way, only for “having to re-accommodate … cus-
tomers”. US Public Relations experts said the CEO should have quickly
offered an unreserved apology. Instead, the CEO doubled down in a letter
sent to United employees, describing the passenger as “disruptive and bel-
ligerent”. The video of the incident had gone viral on social media very
quickly and caused an outcry. Only under the social media pressure and
slipping share prices, the CEO issued a full-throated apology, calling the
episode “truly horrific” promising that “we will do better”. In the meantime
the United incident had become the top trending topic on Twitter in the USA
with users suggesting slogans such as “not enough seating, prepare for a
beating.” United is still struggling to contain the fallout from the incident.
Meanwhile, a video of the incident attracted huge attention in China, which is
a key growth market for United. Even more graphic videos published later
showing the passenger covered in blood triggered further outrage on social
media in China. United was the top trending topic on Weibo, China’s answer
to Twitter, attracting more than 100 million views. Ironically, last month, the
United CEO was named US “Communicator of the Year” by the US
magazine PRWeek (http://www.prweek.com/article/1426909/united-airlines-
ceo-oscar-munoz-named-prweek-us-communicator-year). PRWeek has
communicated soon after the social media outrage, that “if PRWeek was
choosing its Communicator of the Year now, we would not be awarding it to
the United CEO”.
United was widely accused for failing to respond while the incident dominated
social media discussions in such a key market. The company should have moved
much more quickly to limit damage from the video. As a result, United has suffered
profound damage in most important international markets without showing any sign
of acceptable response. The apology by the CEO was, at best, lukewarm or, at
worst, trying to dismiss the incident.
There is some speculation that United may not have offered a full apology
because of fears over a potential lawsuit.
From a Corporate Communication standpoint, that cannot be considered an
effective strategy, as the mishandling of this crisis may even cause permanent brand
damage to the company.
This speculation highlights the above-mentioned notorious conflict between the
lawyers and Corporate Communication in a company on which corporate function’s
view should have priority in such a crisis situation. In this specific case, the goods at
stake are:
• The potential legal liability vis-à-vis the badly treated passenger, on the one
hand;
• The negative repercussions of the incident on the share value, the business, the
business strategy, the image and reputation of the company, its brand and its
management, on the other hand.
This analysis seems to make a management decision relatively easy but the
United Management initially decided differently.
Indeed, things would have gone on a different direction, if United would have
shown compassion, empathy and intent to make things right. At least, the company
could have come out of this crisis at the very least looking like an airline that cares.
Instead the CEO’s communications made the situation even worst and characterized
by social media analysts as “throwing gasoline on a fire”.
The apology note issued by United’s CEO and then his letter to employees
almost restarted the crisis when watching mentions of United which were sky-
rocketing on social media for a second and then a third time. When management
stepped out in the most offensive way possible, one could see negative mentions
surge in the social media. In fact, the company and its ill-advised CEO invited some
really negative stuff on themselves.
The consequences of such a Corporate Communication disaster can be dire, also
for the CEO, who apparently did not listen to his Corporate Communication
advisors: Instead of viewing what transpired on a United plane Sunday evening as a
“one-off” incident, now United’s shareholders are questioning the competence of
management in handling crisis scenarios.
7.12.9 Money Estimates of Damage and Insurance

Coverage
References to the volume of the damage incurred or any other numbers (e.g. on the
cost for remedying of damage and whether the damage is covered by insurances).
Journalists generally push for such quotes, as it will make their headlines more
interesting. A correct response would be, for instance, to refer to the anticipated
work of insurance experts who will independently assess the damage. These
numbers will then be made public one they are established.
It goes without saying, that in a stress situation such as a crisis, the communi-
cation person should abstain from saying anything, which is or comes close to “off
the record”. Journalist want to produce headlines and their priority in such a situ-
ation is not to gather background style information (as under normal relaxed cir-
cumstances) but an attractive headline grasping the interest of a maximum of
readers.
7.12.10 Victims
In case of injuries or even fatalities, the company and the spokesperson will be well
advised to be extremely careful and reserved in providing information. Any
statement on this subject shall be left to the hospitals and the doctors in charge. The
publication of names of injured or dead people must be left to the competent
authorities.
Under no circumstances, relatives and friends of possible victims must learn
from the media that something serious happened to their loved-ones. In this delicate
situation, the public interest in being informed must stand back in favour of the
protection of the private sphere of the people exposed.
7.12.11 Media Log
It is important in a crisis situation, which is characterized by a flurry of activity to

keep a log of media calls and return calls as promptly as possible. A log can help to
keep track of issues being raised by reporters, and provide a good record of which
media or individual journalists showed the most interest.
7.13 Scenario 2: Negative Media Coverage
There are no appropriate communication means to prevent a potentially damaging

story from being published by the media. In case the company or the communi-
cation professional would make such an attempt, the journalists responsible for the
story would feel encouraged to believe that the company has something to cover
up. On the contrary, in many cases when the ill-advised company tried to prevent
the media from reporting about a possibly embarrassing or sensitive issue, an
initially harmless story unexpectedly got into the headlines.
The challenge for the communication expert is, to provide the investigating
journalists with accurate just in time information so that the information can be
taken into account before the journalist has finalized his work. In addition, the
journalists must be convinced by credible measures that the company is honestly
interested in playing a constructive role in an objective coverage. This requires a lot
of sensitivity on the side of the communication person.
EXAMPLE: KINDER Egg’s maker Ferrero is the world’s third biggest

chocolate company. Other brands of Ferrero include Ferrero Rocher, Nutella
and TicTac. When trained on crisis communication, a communication man-
ager said that this was not really of interest to him, as his company stood for
chocolate and joy, a product beyond any conflict potential. This was an error.
Just recently, the English tabloid “The SUN” revealed that Romanian kids as
young as six are among tragic “slave” workers making Kinder-Egg toys for
chocolate giant Ferrero in filthy working condition. According to “The SUN”,
7.13 Scenario 2: Negative Media Coverage 463
desperately poor adult home workers are labouring up to 13 h a day for very
little money. Ferrero, amongst others, famed for its Ferrero Rocher is now
accused of slave labour. A local Romanian manager said: “If the bosses at
Ferrero knew what was going on in Romania they would have a heart attack”.
The revelation was shocking news and quickly became political when a UK
Government official said in public that this was shocking and that it was
appalling to learn that chocolate eggs on UK supermarket shelves could be
put there by slave labour.
7.13.1 Multi-prong Offensive Strategy
In addition to this more reactive response, the company may decide on a

multi-prong, pro-active offensive information strategy. The first element of such a
pro-active strategy could be a catalogue of activities, some of which should attract
public attention. Another element could be a preventive communication plan tar-
geting politicians, governments, opinion leaders and multiplicators.
7.13.2 Examples for Pro-active Tools
As regards the pro-active information activities, amongst others, the following

options should be considered: An issue specific advertising campaign, press con-
ferences, public symposia, (exclusive) interviews and publications. All these
activities must not only be geared to providing information in an interesting,
credible and (for the layman) easy to understand way. In addition, they must be
designed to neutralize the anticipated (damaging) news and to take away the
envisaged news value of the expected reporting.
One must not ignore that such a campaign will require quite substantial cor-
porate resources. However the expected results will justify the expense in time,
manpower and funds. These results could be:
• It cannot be excluded that the investigating journalist may abstain from writing
his story or he may decide, to change the message of his story to the positive;
• The positive side effect of such campaign for the company could be that the
company may become publicly perceived as acting responsively, being fully
aware of problems and acting socially responsible, prepared to communicate
and open for discussion. All this may strengthen the overall credibility of the
company in public;
• By doing this pro-active campaign, the company could establish itself as a
“speaker” for the whole industry sector and thus contribute to a reduction of the
risk that in the future journalist will again start investigations on their own
without consulting the company or industry in question.
The second element of the suggested pro-active communication strategy is
political in nature and will mainly focus on politicians and governments.
To avoid expected possible public pressure effectively the company will be well
advised to engage in a constructive and fact based information campaign.
The objective of such campaign should be to provide politicians or the gov-
ernment with such a state of knowledge, which will enable them to argue on basis
of facts and not to drift into an emotional debate. The positive side effect for
politicians or governments will be, that they can demonstrate towards their publics
that they are “in control” of the situation and that they were not surprised by the
developments.
7.14 Scenario 3: Rumours
QUOTE: “Public relations is easy when all the news is good”.
There may be times when a company’s reputation comes under attack by rumour
or gossip, producing a false reality and putting the company into public contro-
versy (read Sect. 1.3.9). This situation is of course the opposite of what good
Corporate Communication is supposed to accomplish. On the other hand, Corporate
7.14 Scenario 3: Rumours 465
Communication must be well trained and well prepared to manage a crisis situation
caused by rumours and help containing the damage, which the company may incur
as a result from (founded or unfounded) rumours.
7.14.1 Conceptional Distinction
• RUMOURS: A rumour is an unofficial and not confirmed information, message

or story that might be true or invented and quickly spreads from person to
person.
7.14.1.1 Grapevine Rumours
In addition, rumours coming through the grapevine normally move much faster
than through formal communication channels. Emails and social media postings
add to the grapevine communication channels, making the spreading of rumours
even faster. There are four types of “grapevine rumours”:
• “WISH FULFILMENT RUMOURS”: Identifying the wishes and hopes of
employees;
• ‘HOME-STRETCHERS’: Rumours filling the gap during times of ambiguity,
anticipating final (management) decisions or announcements;
• ‘BOGEY RUMORS’: Exaggerating employees’ fears, worries and concerns;
• ‘WEDGE-DRIVERS’: Aggressive, unfriendly and damaging rumours.
Many rumours start from someone’s account of an actual event. That is the
reason why in many cases, there are strong elements of truth in rumours.
In contrast, “grapevine information” often has no reference to the truth as gos-
siping people put their own interpretation onto information they have received, and
then pass it on in a process of partial or selective recall.
Although not always harmful, rumours can reduce employee productivity, tar-
nish personal reputations and interfere with organizational communication. This is
particularly the case when rumours abound before or during restructuring and
retrenchment processes. Understandably in these situations, employees are nervous
about their jobs and they waste time talking about the rumours. As a result, their
work rate falls.
External rumours in the same context are known to have hit sales, damaged
corporate reputations and caused share prices to fall.
7.14.1.2 Other Misinformation
• WHISPERING CAMPAIGN: When numbers of rumours exist and are persis-

tent, one can suspect a “whispering campaign.” The information spread seems
not to have source and can lead to a bad press story or a bad radio or TV
broadcast.
• BLACK PROPAGANDA: “Black propaganda” stands for bad or derogatory
(black) statements or allegations (propaganda) pushed out to destroy the repu-
tation companies, people, etc. The objective of “black propaganda” is to destroy
the company or person. The technique of “black propaganda” seeks to bring a
reputation so low that the company or person is denied any respect and prestige.
• PROPAGANDA is different to rumours. It’s an organized effort to manipulate
the public using mis-, or disinformation, half- or post-truths, fake news, and lies.
The tools are “word-of-mouth”, the mass media, social media, strategic
dis-information squads, censorship, and the like.
7.14.1.3 The Start of a Rumour
EXAMPLE: A rumour may start as

• “I’m not sure if this is true, but I heard that…”;
• Then it may evolve into: “I heard that…”;
• Finally it becomes: “Did you know that…?”
7.14.1.4 Rumours Are Viral
Whatever the intentions of the source of the rumour may have been and even when
no one intends to spread falsehoods, once rumours are “in the wild” one cannot turn
the clock back. This is especially the case today in the age of Twitter, Facebook,
text messages and e-mails. Rumours are often organic. They are sometimes man-
ufactured, based on ignorance or deliberately (tactically) leaked by opponents, but
very often, they just happen.
EXAMPLE 1: There is a rumour that the next managing director, who is

internally perceived as a hardline restructurer and job cutter, will dramatically
reorganise the company which will cause dramatic job losses. EXAMPLE 2:
A rumour has surfaced that the company is about to go out of business.
EXAMPLE 3: The company will soon be sold to a Far East competitor.
The worst rumours to deal with are rumours about things one cannot know but
just speculate about.
EXAMPLE: Rumours about plans, motivations, future events, and past

unsolved incidents.
Although in some cases, rumours are inherently very difficult to rebut (for
instance because there is no proof of another person’s motivations), the company’s
management and Corporate Communication function have to deal with them in the
most effective, i.e. least damaging way.
EXAMPLE 1 (Company internal matters): There is a rumour that the next

managing director, who is internally perceived as a hardline restructurer and
job cutter, will dramatically reorganise the company which will cause dra-
matic job losses.
7.14.2 Company Internal Aspects
7.14.2.1 Typical Subjects of Rumours
Most internal rumours are concerned with common organizational changes such as
possible mergers and acquisitions, new aspects of mergers and acquisition pro-
cesses that are already under way, changes in staffing, retrenchment plans and
restructurings (read Sects. 4.4.5 and 4.4.6). And a lot of rumours relate to personnel
changes such as a senior executive leaving to join the competition and staff changes
due to a shake-up in management.
A further substantial part of rumours were about job satisfaction and security:
• Job satisfaction rumours comprised hearsay about unhappy employees, dissat-
isfaction with management and transfer of duties;
• Job security rumours were about lay-offs caused by downsizing, restructuring,
plant closing etc. The balance comprised speculation and gossip on a variety of
topics.
At the occasion of (internal) rumours about alleged imminent operational changes
within the company with potential impact on employees (for example a new man-
agement appointment, a plant closure, relocation of facilities, introduction of new,
less manpower-intensive production processes, or merger of company departments
with a potential for job losses) particular communication measures are required.
7.14.2.2 Possible Conflict of Interest
In these sensitive situations the Corporate Communication manager is confronted

with a number of challenges, which may include the additional complexity of a
potential conflict of interest.
• On the one hand, the Corporate Communication manager must observe and
consider any mandatory legal requirements, which are imposed on a company in
terms of confidential internal information;
• On the other hand, and irrespective from the prevailing local legislative situa-
tion, the Corporate Communication manager has to act in compliance with the
general maxim that employee communication has priority over public
information.
Therefore and subject to the prevailing local legal situation, the Corporate
Communication manager has to accept that his activity can be a balancing act
between mandatory legal requirements and the requirements of an open, credible
and timely communication policy.
7.14.2.3 Government Support
If workforce reductions become a conceivable alternative, and depending from the

local circumstances, it might be advisable to involve local politicians concerned at a
very early point in time into the company’s decision-making process. This can help to
strengthen the perception of the public that the local government/politicians bear at
least part of the responsibility. Of course, the company must not induce an erroneous
impression. There must be a real consensus between the company and the government/
politicians on the necessity of the measures under discussion (read Chap. 6).
To avoid expected possible public pressure effectively, the company will be well
advised to engage in a constructive and fact based information campaign with local
politicians and governments. The objective of such campaign should be to provide
politicians or the government with such a state of knowledge, which will enable
them to argue on basis of facts and not to drift into an emotional debate. The
positive side effect for politicians or governments will be, that they can demonstrate
towards their publics that they are “in control” of the situation and that they were
not surprised by the developments.
7.14.2.4 Information Vacuum
If managers do not respond to the internal communication needs of their employees,

there will be a vacuum of information. This will trigger a process, which can easily
escalate out of control. When employees are uncertain, there is a risk that rumours
will grow, frequently adding a cynical element to an organizational happening.
7.14.2.5 Management by Walking Around
When managers move around the office without a particular objective (“manage-
ment by walking around”), they can pick up relevant rumours. This information
would not have become available if the manager had stayed in his office.
Managers can purposely send messages “through the grapevine” to test the likely
reaction to a possible management decision. This provides timely feedback and
allows for adjustments to be made before final decisions are made. In this case, “the
grapevine” is used constructively.
EXAMPLE: If one googles the phrase “Middle East rumours”, the first link
that pops up is not, as one might expect, a website propagating conspiracy
theories. Instead, it is Coca-Cola’s website (www.coca-colacompany.com/
contact-us/coca-cola-rumors-facts), at which the company explains in detail
that some rumours spread in the Arab world are false. The rumours were
fuelled by some people who seem to believe that if one reads Coca Cola’s
Arabic logo backwards, it says: “No Muhammad, no Mecca”. Others claim
that Jews own the company, or that it finances Israel. These rumours are
indeed effective as they have become one reason why Coca Cola does not as
good as its competitor Pepsi in this region.
7.14.2.6 Early Warning System
An early warning system is a good way to reduce harmful rumours that are already
circulating: staff in various locations can be informally appointed to monitor and
report on early indications of rumors. Depending on the nature of the rumours,
similar distribution channels to those in the previous paragraph could be estab-
lished. In addition, a rumour “hotline”, an internal telephone service or email
address, could be set up to receive questions from employees about rumours in
circulation.
7.14.2.7 Contingency Planning (Read Sect. 2.3.1.2)
PR staff could prepare messages on the issues for management and supervisors to
communicate in response. The messages should be tailored to specific audiences
and need to be couched in the everyday language of the workplace, not in
‘management-speak’.
7.14.2.8 No Games
The appropriate manager should confirm true rumours or true parts of rumours to
employees as soon as possible. Management should avoid playing word games with
the truth or parts of the truth in order to minimize bad news. Their credibility will
suffer substantially if they would try this.
EXAMPLE 2 (the company’s existence): A rumour has surfaced that the

company is about to go out of business as a result of fierce Asian competition.
7.14.3 Standard Corporate Communication Solutions
There are some standard Corporate Communication solutions to managing rumours

that Corporate Communication specialists should know and apply if this type of
situation ever arises.
7.14.3.1 Vacuum Situation
The management does not wish to publish their plans, strategies and proprietary
company data. To some degree, the situation of the company becomes a mystery.
Where there is no data available, people will invent it to fill that mystery. A vacuum
tends to fill itself.
7.14.3.2 “Ostrich-with-Its-Head-in-the-Sand Policy”
One technique is to merely to ignore the rumour and allow it to be overtaken by

events.
Quite often a company management just shrugs, accepts rumours as part of life
or try the famous “ostrich-with-its-head-in-the-sand” policy and advise their
Corporate Communication manager to stay quiet.
Other managements are getting deeply upset and bitterly fight to defend their
company’s reputation.
• If they involve their Corporate Communication specialist, there is a chance that
this may work out positively for the company as communication expertise is
being involved;
• However, if they try to do it themselves without professional advice, and,

lacking the expertise of Corporate Communication, their denials or other actions
can easily make matters worse.
7.14.3.3 Multi-prong Offensive Strategy
In addition to this more reactive response, the company may decide on a

multi-prong, pro-active offensive information strategy. The first element of such a
pro-active strategy could be a catalogue of activities, some of which should attract
public attention. Another element could be a preventive communication plan tar-
geting politicians, governments, opinion leaders and multipliers.
7.14.3.4 Examples for Pro-active Tools
Such a positive communication must be designed to demonstrate and underline the

company’s continuous commitment to the markets in which it is active. Appropriate
communication tools in this situation of insecurity would be those media, which are
suggesting and are a demonstration of the company’s long-term commitment to the
market.
EXAMPLE: The public announcement by the company of its decision to

publish, over a longer pre-defined period of time, a company specific and
unique product- and market-related series of booklets or audio-visuals for
customer and specialized media interest.
This book campaign can be supported by an issue specific advertising campaign,

press conferences, public symposia, (exclusive) interviews and publications. All
these activities must be geared to providing information in an interesting, credible
and (for the layman) easy to understand way. In addition, they must be clearly
designed as long-term oriented to demonstrate the company’s commitment to the
market with the objective to neutralizing the (damaging) rumours and to take away
the envisaged news value of the expected (probably negative) reporting.
One must not ignore that such a campaign will require quite substantial cor-
porate resources. However the expected results will justify the expense in time,
manpower and funds. These results could be:
• It cannot be excluded that the media will not pick up the story or it may be
decided, to change the message of the planned story to the positive;
• The positive side effect of such campaign for the company could be that the
company may become publicly perceived as committed long-term to the market,
acting responsively, being fully aware of problems and acting socially
responsible, prepared to communicate and open for discussion. All this may
strengthen the overall credibility of the company in public;
• By doing this pro-active campaign, the company could even establish itself as a
“speaker” for the whole industry sector and thus contribute to a reduction of the
risk that in the future journalist will again start investigations on their own
without consulting the company or industry in question.
EXAMPLE 3 (dramatic repositioning): The company will soon be sold to a

Far East competitor.
7.14.4 Managing Without Denying
7.14.4.1 Filling the Information Vacuum
Any channel should be used to speak up. Channels that are likely to corrupt what is
said in repeating it should be avoided. It will be smart not to stay on the same
subject that the company is being attacked on.
EXAMPLE of speaking up without denying and thus confirming:

STATEMENT: “Last month I heard your company is going out of business”.
REBUTTAL: “You are telling me! If we had not gained this Asian investors
confidence in time, we really would have been forced to close the doors.
There was some discussion in the boardroom about the Asian investor and his
intentions. But our CEO finally endorsed the offer.”
7.14.4.2 Minimizing Rumors
Plans can be activated to prevent and reduce rumours, although rumours are rela-
tively difficult to grapple with. The important thing is to maintain a good com-
munication flow using several alternative avenues to convey the same message.
It is helpful even to say that information is incomplete or discussions are in

progress, and staff will be informed as soon as there is progress information
available. It is futile to wait until everything is in place before issuing a statement
because employees quickly notice unusual happenings and they know when unu-
sual requests for information are received from head office. They will speculate
about it, usually with some paranoia.
7.14.4.3 Preventive Measures
Preventative measures should include keeping staff regularly, fully and honestly
informed of planned changes through a range of tailored formal and informal
communication avenues such as emails and face-to-face meetings at various levels.
Sometimes external stakeholders also need to receive timely messages to prevent a
harmful rumour from spreading outside the organization.
7.14.5 False Rumours (Read Sect. 1.3.9)
False rumours should be refuted by an authoritative company representative. For

instance, the chief financial officer should deal with a rumour about cash flow, and
the human resources manager should deal with a rumour about pay changes. The
refutations should be clear, strong, consistent and truthful.
7.14.6 Disprove False Data (Read Sect. 1.3.9)
One needs to be thoroughly prepared to disproving false statements. This should

only be done when appropriate documents are available and can be made public. It
makes no sense to refer to documents, which are company proprietary and will stay
in the company’s safe.
EXAMPLE: Statement: “I’ve been told you are in trouble with the Regional
Security Council”. Rebuttal: “Here’s our recently issued Safety Certificate
and a formal letter of commendation from the Safety Council”. The document
should be appropriately displayed, and, if possible, copies be distributed. The
result will be that the source of the rumour will now be discredited forever as
an accurate and trustworthy informer.
Not all rumours are so easy to disprove. Particularly difficult are situations,
where the company is forced to prove negatives. This seems close to impossible.
EXAMPLE: Question: “How do I know that your CEO was not approving
the sale of military goods into the Middle East?”
Of course, there is no document stating that no military goods were sold. This is
simply a denial situation. One opportunity is, however, to fill the no-proof situation
(vacuum) with a related “positive” information. For instance by producing docu-
ments from business activities, which prove that the company had categorically
rejected arms transactions into crisis areas in the past. It goes without saying that
such counter in a negative proof must be creditable.
7.14.7 Rebuttals
However, in most other cases, such rebuttals are useless and even unwise as they
are restating and propagating the rumours. With each repetition, scepticism is
diminishing, especially when big companies are getting involved. The above ref-
erenced Coca Cola example is a good example, because it is known, that its web
page is a magnet for search engines. And people who read rebuttals tend to forget
the denial and remember only the rumour.
EXAMPLES: McDonald’s Hamburgers have been said to contain worm

meat, Procter and Gamble is reputed to have “Satanic links” and Facebook is
rumoured to be shutting down so that its founder, Mark Zuckerberg, can have
his life back. All these rumours are false. The firms in question were well
advised not to bother denying them.
7.14.8 No Comment (Read Sect. 7.12.2.4)
No response or a “no comment” response only add to further damaging speculation.

These responses must be avoided.
7.14.9 Punitive Approach
Experience shows that a punitive approach, i.e. to threaten or to punish people who
started or spread the rumour, does not work.
7.14.10 Fighting Lies (Read Sect. 1.3.9.2)
When confronted with a lie, it is not sufficient just to fight back with the fact and the
truth. Unfortunately, people are motivated to believe certain lies.
EXAMPLE: Donald Trump claimed publicly that then US-President Obama

was born outside the USA, despite all the evidence that he was born in
Hawaii and clear forgeries of supposed proof that he was born in Kenya. It is
recommended to first attack the motives of the people who are the source of
the rumour and those who want to believe in it, and then, second, provide
people with the facts and the truth.
7.14.11 Alternatives: Spread Happy Truths Instead
Instead of denying false rumours, a company should put out a stream of positive
messages about itself. This deprives the sources of rumours and makes people to
doubt bad information things they may get about the company in question.
7.15 Scenario 4: Public Conflict
7.15.1 Keeping the Ball Low
In reaction to a growing concern about environmental protection and the ongoing

destruction of natural resources, it becomes more frequent that parts of the popu-
lation are not only getting concerned about industrial investments in their neigh-
bourhood, but decide to actively resist such investments. This is particularly the
case for industrial activity in the energy, chemical and raw material industries.
There is a possibility that the population affected by such plans will not only react
objectively, but will get engaged in emotional and ideologically motivated argu-
ments. This will heat up the debate and make it less likely that the company will
succeed in “keeping the ball low” and focussing on mere facts.
Even if all the facts are in favour of the company’s point of view, it may lose out
in the emotional public debate. Corporate executives are used to boardroom debates
but generally have no experience in acting in a heated atmosphere dominated by
emotions and (ideologically inspired) prejudices and clichés.
7.15.2 “Embrace Strategy”
Therefore, the starting point for a corporate crisis communication strategy must
neither just to stick to the facts (“let the facts talk”), generally preferred by man-
agement, nor to engage into a face-to-face confrontation with the company’s
adversaries. It will be much smarter to develop and engage in a kind of
“embrace-strategy” with the objective to find a consensus on basis of a reasonable,
acceptable compromise. It cannot be in the long-term interest of the company to
provoke a public controversy and a polarization of standpoints by sticking to its
plans with no signal for compromise. It will be much more in its interest, to draft its
plans with a certain in-built flexibility as far as certain concessions are concerned.
This will allow for compromise meant to balance out the respective interests of the
public and the company’s business goals and intentions.
The addresses of such a more conciliatory strategy can be:
• The citizens living in the area in question;
• Civil initiatives;
• The authorities concerned;
• Political parties and local politicians;
• The (local) press;
• Individual and organized activists and opinion-leaders/multipliers.
Very important for the success of that strategy is the timing. For psychological
reasons, the dialogue with the company’s adversaries must be started at a time when
the company has not (yet) created any prejudging facts. The company must stay
clear from the accusation that it is intending to take its adversaries by surprise or to
confront them with a fait accompli.
Key elements of the strategy could be, amongst others:
• The communication person must have an intimate knowledge of the adversaries
which he is intending “to embrace” with his strategy. This includes the strengths
and weaknesses of their arguments, the degree of public backing and their
credibility;
7.15 Scenario 4: Public Conflict 477
• The company must be prepared in principle to deal in a constructive way with

their adversaries’ arguments and demonstrate its readiness to engage in honest
dialogue;
• In parallel, the communication person might initiate a positive active commu-
nication policy with the objective to strengthen the company’s credibility by
bringing facts forward in an easy to understand way.
This strategy requires flexibility on both sides. It is therefore important that it
will be implemented at a very early stage of debate. At a later point in time, the
fronts may have hardened in a way that compromises will no longer be a con-
ceivable alternative. In addition mounting political pressures, possible preliminary
decisions and positions taken in public will make it politically increasingly difficult
(e.g. “loss of face”) and, under certain circumstances, even expensive to revise
positions taken.
7.15.3 Managing Extremists
A challenge for the Corporate Communication manager will always be the man-
agement of those adversaries who are under no circumstances interested in a
compromise consensus. Their goals are politically driven with the sole intention to
make most of the conflict in pursuit of their political or ideological agenda.
Frequently, these activists have the ability to influence a majority, which gen-
erally is willing to cooperate in principle. To prevent this from happening, the
communication professional should never agree to provide information or partici-
pate in public discussions when this will take place in mass gatherings and the like.
The risk that activists will use their demagogical talents to influence the majority at
these events by using emotional and polemical arguments will be quite big.
Instead, the Corporate Communication manager should favour discussions in
smaller, more homogenous groups in which he might better succeed in interested in
a consensus solution. The more a company will present itself as an institution,
which is open for dialogue and compromise the least extremists will have a chance
to dominate the discussions.
However this can of course not be guaranteed. Therefore, contingency planning
must be made by the Corporate Communication manager to manage a situation, in
which radicals, which are principally not interested in a dialogue, will get the edge
on the debate.
In such a case, the Corporate Communication manager must react and adapt his
policy and tactics to the new situation. The company and the Corporate
Communication manager will be well advised by way of precaution, to have an
appropriate strategy in place.
This time, however, the strategy should be offensive in nature. Its basis should
be a sound analysis of the adversary organizations’ and their leaders’ background
and respective political positions. All findings must be assessed carefully with the
objective to identify the adversaries’ blind spots, which can be exploited in public
debate to the company’s advantage.
This strategy can be particularly successful in situations, when superficially seen
the adversaries’ arguments seem to make sense to a broader audience, but when
scrutinized carefully, ma lead to negative consequences.
This method of argumentation is helpful, especially in cases where idealistic
goals (for instance, environmental protection) collide with reality (for instance, need
for growth to reduce unemployment).
In pursuit of this concept, information material should be produced and briefings
for interested parties (including the adversaries) should be organized. These
activities will aim at transforming complexity into simplicity by providing intelli-
gent background information (for instance, on the importance of the project in
question for the economy as a whole, the labour market and future perspectives)
and detailed information on the specific project in question and its specific role in a
bigger related context.
EXAMPLE: A chemical company wanted to do a major investment on an

industrial site, which was neighbouring a residential area. After it had
finalized the planning for the new facility, the company was smart to decide
to consult its neighbours. The neighbours and other directly affected parties
were then invited to an open dialogue in a working group. At the end of its
discussions, the working group wrote up some critical questions, which were
answered by the company in writing. Subsequently, the answers were dis-
cussed in detail at a joint meeting. These discussions resulted in a number of
proposals to change the construction of the new facility. In this specific case
the planned facility was turned 45° to protect a neighbouring commune from
possible noise emissions. This change of planning was made possible by the
company’s decision to enter into consultations with its neighbours at a very
early stage of planning. In the real case, the change of position by 45° had
cost the company some hundred thousands of Euros. If it would not have
initiated the dialogue, any possible delay of construction by legal action and
other civil initiatives by the affected neighbours would have cost the company
several million Euros.
7.16 Scenario 5: Terror Attack 479
7.16 Scenario 5: Terror Attack
Today, no industry and no company is immune from a terror attack, whether

public or private sector, automotive, oil and gas, nuclear energy, pharmaceutical,
food, the tourism industry, and even the entertainment industry. The effect of a
terrorist attacks on a company or companies can be extremely disruptive. Corporate
Communication managers and their top management need to adapt to a world, in
which terror acts are an imminent risk.
7.16.1 General Communication Principles Apply
The basic rules of any crisis scenario also apply to terror acts: Contingency plan,
crisis response team and appointment of a spokesperson, emergency hotline,
preparation of key messages, implementing stakeholder outreach, the availability of
updated background facts and figures, and so on.
7.16.2 Business Is a “Soft” Target
One knows for quite some time that terrorists prefers to attack “soft” targets because
they usually lack proper security. This involves businesses in many sectors,
including the tourism industry (hotels and travel), the retail industry (shopping
centres), the entertainment sector (restaurants, night clubs, festivals, sports arenas,
bars), banks, and inner-city public transportation systems. In addition, one knows,
that (nuclear) power plants, chemical manufacturing sites, and others, are high up
on the terrorists’ agenda.
EXAMPLE: In Manila, the entrances to the metro rail system are checked in
the same way entrances to department stores, office buildings, and shopping
centres are checked.
It appears less and less likely that the days of being able to casually walk into a
shopping centre, a sports arena, or a music festival without undergoing a security
check are numbered.
In general it seems that we face a future when security aspects will govern every
aspect of our daily routines. Therefore, it would be sensible for business leaders in a
proactive move, to engage in a discussion with governments.
7.16.2.1 Security Investments
The subject would not only be the anticipation of likely targets, but establishing
countermeasures and a coordinated approach to creating a more secure environ-
ment. If terrorism will continue to affect how business operates, it will become
necessary for companies to invest in installing security systems and personnel to
safeguard their physical operations, employees and customers on a widespread
basis. To justify this investment, one has just to consider the enormous costs
implied in enduring terrorism, business interruption losses, and heightened insur-
ance premiums that result from them to realize that preventive action is sensible.
7.16.2.2 Contingency Plan (Read Sect. 7.4)
While many companies have crisis contingency plans and disaster recovery plans in
place, most companies will not have emergency plans specifically for terrorist
attacks.
Companies’ experience with the September 11 attacks in New York City sug-
gests that companies, which are only even remotely exposed to a terrorist threat,
will have to look very carefully at their backup crisis management plans.
One of the key points is to ensure that the company will be able to communicate
with everybody easily, irrespective of whether critical data are stored in a building
that could experience a terrorist attack.
EXAMPLE: Soon after a truck bomb exploded in the underground garage of

the New York World Trade Center in 1993, the New York authorities began
planning a contingency work site. By 1995, it had built two sites, which, for
six years, were just costing rent and utilities. After September 11, however,
these remote trading posts proved to be one of the best investments the New
York authorities had ever made.
Web-based internal and external communication requires an own version of

contingency planning.
EXAMPLE: When a terrorist attack results into the destruction of a com-

pany’s intranet web server, the company staff must have an alternative to
move quickly to a post-crisis communication system. This, for instance, could
be a newly created, dedicated employee section of the company’s website.
That is how employees who have Internet access at home can stay connected
with their company.
7.16.2.3 Partnerships
Corporate Communication practitioners need to prepare or to improve the com-

pany’s collaboration with governmental agencies and other relevant institutions in
case of a terror attack.
After a terrorist incident, it is particularly crucial to increase collective efficacy,
create a sense of empowerment, and form partnerships with governmental agencies,
local organizations, and community members. By building strong relationships with
all parties involved, important decisions can be made efficiently, more effectively
and with a stronger network.
7.16.2.4 Two-Way Communication (Read Sects. 1.3.3, 3.1.2, 3.3.1

and 7.16.2.4)
Traditionally, governments and companies have relied on one-way media to

communicate to publics about risks, including terrorism (where relevant). The new
online media can offer a venue for more effective two-way dialogue-based com-
munication thereby strengthening relationships.
Corporate Communication practitioners should also understand how publics use
new media specifically in a terrorism context. Not only governmental agencies but
also companies, which are vulnerable or even exposed to terrorist threats need to
explore, as a preventive move, how publics use new media tools in a terrorism
context and how news and rumours will spread.
7.16.2.5 No Full Security
Government officials, intelligence services and police chiefs continue to warn that
many terror attacks have been thwarted, it is impossible to prevent them all.
Today’s risk is not just limited to a bomb in a suitcase. Other scenarios may
include a hostage situation, kidnapping of senior executives, random knifings or
shootings, random truck or car attacks on pedestrians, suicide bombers, cyber
attacks, and many more.
7.16.2.6 Improvisation and Company Mission (Read Sects. 2.1.2.1,

8.1.4 and 8.4.2)
Therefore, sometimes, there is no choice for companies but to improvise.

Improvisation, after all, can be most effective when a strong corporate mission and
vision are in place to guide it.
Of course, a company cannot start communicating its mission and vision during
a crisis. This has to be done continuously at any time, irrespective of a looming
crisis. A strong culture, a clear structure, a sound belief system, and a hierarchy in
place can help a company to get through a crisis. Employees will only know what to
do in a crisis, if they have been absorbing and accepting the company’s guiding
principles as laid down in its mission and vision statements all along.
A communication strategy will be helpful, which is based on the company’s mis-
sion statement and in addition designed to reminding the company’s employees of
those principles.
7.16.3 Communication Management of a Terrorist Attack
7.16.3.1 Central Decision-Making
Although operations during a crisis should be decentralized, decision-making

should not be. Airlines, nuclear power plants, and chemical companies generally
have some of the better-developed crisis command centres.
EXAMPLE: At one major airline, the “strategic command centre” is a room

featuring a conference call line that can accommodate as many as 200 outside
callers, a large number of fully equipped workstations, large-screen televi-
sions set up to receive satellite broadcasts allowing the emergency staff to
monitor all news coverage of the crisis.
7.16.3.2 Management Role
Getting on the Scene
During a crisis affecting a company, the company’s top managers have to maintain
a high level of visibility in their organisations. In an emergency, central part of a
manager’s job is political. Especially, when the cause for the emergency is polit-
ically or ideologically motivated. “Political” means that the company’s employees,
during the emergency situation, become the managers’ constituents.
In emergency situations, affected employees and workers want concrete evi-
dence that top management views their worries as one of the company’s key
concerns. Written statements have their place, but being seen on the scene, making
oral statements and the sound of an empathic human voice communicate more
sincerity to the staff. And, if the statement is made by a company leader, the
employees have reason to think that the full weight of the company stands behind
whatever promises and assurances are being made. A company chief executive’s
visibility, combined with decisiveness, candour, his solidarity and compassion, will
help lifting the spirits of all employees.
Other Top Management Obligations
In addition, to taking charge of the emergency operations, a chief executive needs to

conduct a number of press conferences, attend emergency meeting, funerals and
memorial services, and maintain a permanent presence in the company.
Furthermore, he needs to craft and record daily voice mails addressed to employees,
also those, which are spread over a wide territory, a employees expect leadership
and want to hear directly from the leader. Also, senior managers must tour the
company’s various facilities (if applicable) to meet with employees and reassure
and update them. Management must make the employees feel that they were all in
the same boat. These meetings with employees should be kept small and personal,
thus, more have to be held. The meetings should also be taped and put on the
company intranet (if any) for the benefit of every employee.
7.16.3.3 Appointment of Experienced Communication Practitioners
In an exceptional situation such as an emergency caused by terrorist activity, it is

important to have experienced communication professionals on board. These
people are normally “panic proof” (read Chap. 10).
7.16.3.4 Tone of Corporate Communication
In an emergency, a company spokesperson need to respond coolly and calmly to an

onslaught of tough questions, while appearing confident, compassionate and clear.
The reaction of a corporate spokesperson is most effective when keeping a
supportive and sombre tone (read Sects. 3.2.4.2, 3.2.6.3, 4.1.5.4 and 9.3.8.4).
7.16.3.5 Internal Communication Is Priority
As a company’s best (or worst ambassadors), employees should be briefed sepa-

rately with timely, accurate information, and advised on referring the media to the
crisis team (read Sect. 4.4.5).
In a time of extreme crisis, notably a terrorist attack, internal communications
take precedence. A terrorist act involving a company normally undermines its
employees’ composure, confidence, or concentration. Therefore, before any other
constructive action can take place, whether it’s serving customers or reassuring
investors, the morale of employees must be rebuilt.
EXAMPLE: The managing director for global corporate affairs at an

investment bank in New York City said after the 9/11 attack: “We knew
within the first day that, even though we are a financial services company, we
didn’t have a financial crisis on our hands; we had a human crisis. After that
point, everything was focused on our people”.
The most forward-thinking corporate leaders realize that managing a crisis

communications program requires the same dedication and resources they typically
give to other parts of their business. They also realize that a strong internal
communications function allows them not only to weather a crisis but to strengthen
their organization internally.
EXAMPLE: Just as a death in the family often brings people closer together,
so did the terrorist attack on the World Trade Center in New York on 9/11.
After the crisis, many executives talked about how their companies sustained
that sense of community long after 9/11 by keeping the lines of communi-
cation open. At the New York Times, the strength of these bonds was tested
soon after the terrorist attacks when a reporter received an envelope con-
taining a white powder suspected to be anthrax.
7.16.3.6 Human Element Is Paramount
But when lives are lost and people are injured, the human element is paramount,
with messages of compassion and commiseration vital. As communications pro-
fessionals, we may not be privy to advice our clients receive from police, but we
will need to work in cooperation. Corporate security teams, many with a police or
army background but often with limited media-handling skills, will also have
measures in place. It pays to befriend and work with them on simulation exercises
and during an actual crisis. There may be more stakeholders than in a regular crisis:
police will play a primary role in speaking to the press; rescue services and hos-
pitals may be involved, and politicians will voice their ten cents’ worth. The most
senior company spokesperson, preferably the CEO, should be constantly available,
while the identities of the dead and injured kept confidential, especially before
families are notified.
7.16.3.7 No Attachment of Blame
After the initial panic stage has passed, the media and the public may search for
whom to blame for the disaster. A corporate spokesperson should not get involved
in any kind of speculation and refer (media) inquiries to the competent authorities.
7.16.3.8 Contradictions
If there are more than one spokespersons, the Corporate Communication profes-
sional must ensure that no contradictory statements are made as this will add to the
chaos. Strong internal communication and the development of common facts and
figures and speaking points by Corporate Communication will ensure consistency

of messages. Of course it would be better if nobody apart from one single desig-
nated spokesperson is allowed to speak with media or anyone outside the organi-
zation about the emergency.
7.16.3.9 Continued Business Focus
A focus on work can be helpful to employees in a time of crisis. Corporate

Communication has to advise top management that revitalising staff will be key for
a successful emergency management and that appropriate internal and external
communication measures must be taken. What these measure could be should be
included in the Corporate Communication crisis contingency plan. The employees’
instinctive desire to help, will get them quickly back into a normal working routine,
foster their pride in the company and what they do, and build strong bonds between
themselves and their customers, many of whom may desperately need the company
to keep their businesses flowing.
EXAMPLE: The urgency of getting some 75 of DELL’s customers at the

place of the terrorist attack back in business pulled the DELL staff together.
DELL’s business model puts the company directly in touch with its thousands
of customers. Because of that direct contact, DELL employees knew exactly
what these customers needed. DELL’s senior leadership knew that only a
newly motivated staff would be able to deliver on DELL’s good reputation for
customer service. An internal DELL document stated that the objective of
management’s response plan was “to increase employee understanding of
how the September 11 terrorist attacks affected DELL’s customers and
business and how DELL would respond”. DELL employees worked around
the clock to get the replacement computers configured for their customers
with the correct software, whilst other employees worked those hours to pack
and ship systems to the affected customers. In addition, DELL established
service and response teams that their customers could reach through dedi-
cated phone lines and the company’s website, which gave instructions for
obtaining immediate assistance. Quote by a DELL executive: “Reaching out
to employees struggling with shock, grief, and anger with a more family-like
tone enabled us to focus those feelings on responding to our customers’
urgent needs. Maintaining that tone with regular updates more firmly than
ever linked our customer-experience strategy to our teams’ everyday work”.
7.16.4 Communication Tools
7.16.4.1 Alternative Communication Channels
Whether natural or man-made, disasters often disrupt normal flows of communi-

cation. Phone lines and power lines may be destroyed. Computer networks may go
down. Groups of employees may be stranded or isolated. This was certainly the
case many companies faced after the 9/11 terrorist attacks in New York. In that
particular situation, managers had to be creative to reach their employees. This
included the use of unusual communication channels.
EXAMPLE: Many used the mass media to communicate with employees

although in the USA, the news media and the corporate world have what may
best be described as an adversarial relationship. But in this particular emer-
gency situation, the media became allies and were used as a default com-
munication system. One investment bank CEO communicated (internally) by
publishing a full-page letter addressed to his employees in the Wall Street
Journal, USA Today, and the New York Times.
Mass Media
The distribution of a management message by independent news distributors, such

as the mass media, is especially useful at companies where employees tend to be
suspicious of statements from management.
EXAMPLE: American Airlines has had a history of troubled relations with

two of its trade unions. Therefore, in a crisis, they usually end up relying on
news media to get their message out to their employees. In their view, this has
helped building bridges and created understanding between management and
the employees.
Toll-Free Telephone Number
A toll-free number can help ensure that employees obtain information from a single
authorized source. The number should be widely circulated by TV and other (so-
cial) media. The system should enable employees, wherever they are located, to
access recorded messages containing the latest information about the crisis.
Frequent Updates
Especially a breaking event like a terror attack will always change so Corporate
Communication has to be prepared to provide many updates.
Smartphone Emergency Alerts and Twitter
Another option is the use of smart phone emergency alerts and Twitter to let
residents of the affected area know important relevant information.
Voice Mail Distribution Systems
In some companies, communicating via e-mail is ineffective in dramatic emergency

situations such as a terrorist attack, because many employees cannot be reached for
various reasons.
In these cases, ways can be found to reach as many employees as possible
effectively by other communication means. This could include CEO voice mail
distribution via alternative existing professional networks, which, under normal
circumstances, are used for a totally different purpose.
EXAMPLE 1: An airline CEO, whose company was using SABRE*

machines, decided to use the SABRE system to communicate with his
employees. The CEO used SABRE by transcribing his messages and sending
them to the SABRE machines. They could be read all over where SABRE
machines were installed at airports, including employee lounges. Even
maintenance people on tarmacs, who might not have Internet access at work,
could be kept informed by using this creative option. The airline also
recorded the CEO’s messages on Internet hot lines and posted transcripts of
them on its website. EXAMPLE 2: In another case, a company affected by a
terrorist attack decided that its employees could call one of the company’s
toll-free numbers that fed into the company’s card call centres. Here, too, the
local TV-networks played a role by broadcasting the number. The company
also put the number on the ticker display that wraps around its headquarter
building. Quickly, the card call centre became a call centre during the
emergency situation, even routing calls from third party employees looking
for information.
*BACKGROUND: The Sabre Travel Network (www.sabretarvelnetwork.

com) is the world’s leading online provider of solutions for the travel
industry, including agencies, corporations, suppliers, developers, and gov-
ernments. SABRE provides those machines that print itineraries and tickets.
7.16.4.2 Employee Training (Contingency: Read Sects. 2.3.1.2, 7.4,

7.14.2.7 and 7.16.2.2)
Companies, which are a likely target for a terrorist attack, must acquire the skills
and competencies to deal with a disaster caused by a terrorist action, or terrorist
threat. One way to ensure that the company employees are properly trained in a
terrorist event is to offer online training sessions for those who are unable to
participate in full-scale drills. These sessions can be live-streamed through a secure
online space to guarantee that information is kept private and confidential. Videos
of best practices should be produced at the occasion of these drills.
7.17 Communication by Terrorists
7.17.1 Asymmetrical Strategy
EXPLANATION: The word terror comes from the Latin word “terrere”, which
means “to frighten” or “to scare”. The recent combination with the mass (offline
and online) media has allowed terrorism to reach a global dimension. Modern
terrorism can be defined as political, ideological or religious violence in an
asymmetrical conflict that is designed to induce terror and psychic fear through
the violent victimization and destruction of non-combatant targets. These can
be iconic symbols, acts, which in itself become iconic (such as the destruction of
the New York World Trade Center).
Although Terrorism can be seen as a strategic form of communication or public

relations, (Corporate) Communication and terrorism are conceptually totally dif-
ferent forms of communication.
The terrorists’ ultimate goal is to exercise terror having an ideological (reli-
gious), political, psychological (perverted character), or emotional (e.g. personal
revenge) goal in mind. Explicit intentions make terrorist communication strategy
and tactics in two ways different from Corporate Communication:
• First, as far as the distinction between spectacular (terrorism) and participatory
(Corporate Communication) types of public sphere are concerned; and
• Second, in terms of the distinction between values-based (Corporate
Communication) and power-based (terrorism) modes of address.
But terror constitutes a message, even if we do not like it, it is not legitimate, and
even if the terrorists’ goals are not shared or approved by an overwhelming majority
of people.
Still, the terrorists’ messages are frequently brought forward successfully, also
because the terror activists are using state-of-the-art communication tools in an
extremely effective way.
7.17.1.1 Communication Goals
There are three primary terroristic communication goals:

• The propagation and enlargement of their movement;
• The legitimization of their movement; and
• The intimidation of their enemies.
7.17.1.2 Use of Strategic Communication Techniques
In the past, most conflicts were symmetrical conflicts, i.e. conflicts between parties
with more or less equal resources. Lately numerous asymmetrical conflicts have
erupted around the world.
EXPLANATION: Asymmetric conflicts are those between belligerents

whose relative military power differs significantly, or whose strategy or
tactics differ significantly. This is typically an armed conflict between a
professional army and a guerrilla group. Asymmetric conflicts may also arise
between dissimilar parties such as between a majority and a minority, reli-
gious fanatics, an employer and employees, or a master and his servant.
Terrorist conflicts whether local or global, are generally asymmetric conflicts.
The mass media and especially the Internet and in particular the social media
have become the key enablers and the main strategic communication assets for
terrorists and have ensured them a favourable communication asymmetry. The
effectiveness of online media tools, enable terrorists to compensate for a significant
part of their asymmetry in military might.
Especially Muslim terrorists place a great deal of emphasis on developing smart
integrated communication strategies and plans in pursuit of their desired goals.
Their communication goals are aimed at legitimizing, propagating and intimidating.
Their communication strategy is based on professional target audience analysis.
This allows them to adapt their messages, delivery and distribution methods
accordingly, adhering to the principle rules governing any strategic (corporate)
communication campaign.
7.17 Communication by Terrorists 491
7.17.1.3 Online Communication Tools
Over the last two decades the number of available choices for terrorists, organised
criminals and of course, ordinary, law-abiding citizens to communicate has pro-
liferated alongside the growth in digital technology. When it comes to dissemi-
nating information as widely as possible, the Internet has long been the obvious
choice.
Terror organisation, such as ISIS (Daesh), al-Qaeda, the Taliban and Somalia’s
al-Shabab have all developed media production houses to churn out their online
messages, some of which are produced to high production standards.
EXAMPLE: From Yemen, the local al-Qaeda franchise AQAP disseminates

the online magazine Inspire, which famously carried an article aimed at
recruits in America entitled “How to build a bomb in your mom’s kitchen”.
Inspire has been cited as the inspiration behind a number of jihadist attacks.
Over the last two decades the number of available choices for terrorists,
organised criminals and of course, ordinary, law-abiding citizens to communicate
has proliferated alongside the growth in digital technology. When it comes to
disseminating information as widely as possible, the Internet has long been the
obvious choice.
7.17.1.4 Social Media Professionalism
Terror organisation, such as ISIS (Daesh), al-Qaeda, the Taliban and Somalia’s
al-Shabab have all developed media production houses to churn out their online
messages, some of which are produced to high production standards.
EXAMPLE: From Yemen, the local al-Qaeda franchise AQAP disseminates

the online magazine Inspire, which famously carried an article aimed at
recruits in America entitled “How to build a bomb in your mom’s kitchen”.
Inspire has been cited as the inspiration behind a number of jihadist attacks.
7.17.1.5 Effectiveness
The IS-killers address their multiple audiences and present their messages with
utmost effectiveness. They achieve this by using smart manipulation of the common
social media to ensure that their video appears on the screens before the viewers
even knew what they are watching. In fact, the power of the terror messages is
emerging from the reception, which they receive from their targeted audiences. This
means that the whole terror strategy would totally fail when the terror videos would
not be distributed, shared and watched.
However, in times, in which the media have “to invent” drama or scandals and in
which morale and decency have lost their importance because the medias’ main
goal is to sell copies or to increase the number of viewers, there is little optimism
that the public will be willing voluntarily to neutralize the killers’ triumph by
refusing to watch what is made available.
The gruesome 2014 beheadings of six Western hostages by ISIS-fighters proved
to be an important element of a chillingly effective communication strategy
developed by cynical Islamic militants.
The killings were barbaric from a human standpoint but uniquely modern in
terms of communication.
The ISIS-killers knew that millions of voyeuristic people would watch them, no
matter how horrifying their actions and the pictures of these were. Even those
people who sensibly decided not to watch the IS-videos were hardly able to avoid
the mushrooming media analysis following the events.
In addition, there are two messages, which lie behind the entire gruesome
spectacle:
• The terrorists’ communication is supposed to denote the powerlessness of the
victim, and, by extension, the powerlessness of their families, fellow-believers,
and governments to intervene;
• The other message, the importance of which must not be ignored, is to reassure
the killers’ terrorist comrades and supporters, to gain new support, and to
motivate other terrorists to engage in similar barbarian action.
7.17.1.6 Effective Dissemination
Terrorists have specifically the Internet in mind when they stage their actions.
Better than many Corporate Communication experts they have understood that
people’s reaction can mirrored by the cyber-crowd instantaneously, creating the
fascinating dynamics of a real crowd.
Indeed, the results are sensational, although producing these videos requires
relatively little know-how, little money and little training, but they have a very
high-impact.
7.17.2 Analysis
7.17.2.1 Learning and Defeating
There two aspects of dealing with terror communication:

• First, it needs to be analysed whether there is something to learn from the
terrorists’ successful communication strategies and tactics; and
• Second, it needs to be analysed what the practical communication/PR challenges
are, which society, governments and (affected) companies face in response to
and in their struggle against terrorism.
7.17.2.2 Corporate Communication an Terror Communication
It does not need to be emphasised that, on the one hand, the killings by the ISIS
terrorists are barbaric from a human standpoint. Obviously, the ultimate single
communication goal of terrorists is to exercise terror on the majority. This barbaric
objective makes their communication strategy totally different from Corporate
Communication activities.
Of course the entire gruesome spectacle of videotaped beheadings is supposed to
denote the powerlessness of the victim, and, by extension, the powerlessness of
their families, countrymen and governments to intervene. However there is an
additional message, the importance of which must not be ignored. This message is
to reassure the killers’ terrorist comrades, to gain new support and to motivate other
terrorists to engage in similar deadly action.
On the other hand, the way these messages are communicated to the world is
uniquely modern in terms of technical communication practice. Therefore, there are
two reasons why one should have a closer look at this stunning communication
success:
• First, the question must be asked, whether there are lessons to be learnt by
Corporate Communication practitioners from the terror communication’s
success;
• Second, the terrorists’ communication practices must be carefully analysed in
the process of defining an effective counter-communication strategy and plan.
One lesson is that Corporate Communication experts, if not have done so yet,
must understand and use online media as professionally as terrorists to create better
reactions from their target groups. Their goal must be that the company message
reverberates technically as effectively as a terrorist’s message through the
cyber-crowd.
Of course, a company message will never have the deplorable attraction of
“horror”, but the principles are the same. The company’s objective in terms of
communication effectiveness and impact must in principle be the same as for the
terrorists’: To craft a message, which is so exciting (negatively, in the case of the

terrorists), and positively (in the case of a company), that the online world takes
note of it despite the information overload.
7.17.3 Lessons to Learn
The following points which all make an important contribution to the terrorists’
communication success should therefore be carefully considered by Corporate
Communication practitioners:
7.17.3.1 Mushrooming Media Coverage
Today’s Jihadi terrorists are very aware of the importance of the media and are
masters in creating fear-fuelled headlines. Even those people who sensibly decide
not to watch the ISIS-videos are hardly able to avoid the mushrooming media
analysis following the ISIS and other organisations’ terror events.
The lesson for a Corporate Communication practitioner is clear: He has to
multiply his painstaking efforts in creating newsworthy content, an attractive story
(recipient perspective), and an appealing headline. In case he will be successful in
doing this, the sharing and “like” functions in the social media will do the rest of his
work automatically.
7.17.3.2 Online (Social) Media Focus
Since New York’s 9/11 terror attack, much has been said about the role of tech-
nologies like the Internet and the social media in sustaining transnational terrorism,
the spread of its ideology, and its recruiting activities. There is no scientific evi-
dence that this is so. However, it is obvious, that the Internet and the online (social)
media have supported the terrorist communication’s success in terms of easy dis-
semination of their messages.
The lesson to be learnt by the Corporate Communication expert is that like
terrorists’ communication, any Corporate Communication activity, from the very
beginning, has to have the Internet in mind. The Corporate Communication pro-
fessional must acknowledge that the Internet and its online media services are
offering ample opportunity to reach any interested user subject to the attractiveness
of the message. Targeting and micro-targeting are of key importance in this field.
7.17.3.3 Newsworthiness
It goes without saying that basically no Corporate Communication message, which

can reasonably be envisaged, will be able to compete with the negative attraction of
a gruesome ISIS video message in terms of newsworthiness. But the “newswor-
thiness” of videos showing brutal beheadings, re-emphasises the importance for
Corporate Communication professionals to work hard when deciding to publish or
share corporate messages and crafting out content and headline.
7.17.3.4 Strong and Simple Messages
The IS-killers know that millions of voyeuristic people will watch them, no matter
how horrifying their actions and the pictures of these were. Therefore, they do not
need a lot words. They deliberately refrain from arguing, crusading or justifying
their actions, as this would become difficult to understand and undermine the
impact of their primitive message on the broadest public possible.
The lesson for Corporate Communication professionals is to work painstakingly
on the words of their company’s messages and keep them short, strong, simple and
easy to understand (no arguing, no jargon).
7.17.3.5 Dramatisation
Today, the media have “to invent” drama or scandals to sell copies or to increase
the number of viewers. In addition morale, ethics and decency have widely lost
their importance. Therefore it is easy for terrorists to attract peoples’ attention,
because what they convey is drama.
A Corporate Communication professional has little or even no opportunity to
respond to the media hunger for sensation. He reasonably cannot present a drama or
add in an acceptable way to the dramatization of his company messages. The only
thing he can do is to distil anything out of his story, or add some value to the story,
which can trigger his audiences’ interest.
7.17.3.6 Iconic Messages
Terrorist groups such as ISIS, in the past, the German RAF, or the South American
guerrilla movement led by the iconic Che Guevara, are strong in non-verbal
communication by the use of visual signs and representations that unmistakeably
stand for their ideas by virtue of resemblance or analogy to it. This iconic character
of their forms of appearances adds strength to their message and generates a high
recognition value.
The lesson to be learnt by Corporate Communication professionals is to
remember that their company’s strong brand appearance can give their
communication more clout, or, if the company has failed to establish a strong
corporate identity, that efforts should be made to catch up on this omission.
7.17.3.7 Strong Audio-Visualisation
Terrorist organisations normally do not use a lot of words but let their actions
speak. In the case of ISIS and others, these actions are visualised by professionally
done images and video footage. The terrorists have better understood than many
Corporate Communication experts that audio-visuals “speak louder than words”
and can reach people more effectively. The terrorists have also understood that
producing images and videos requires relatively little know-how, little money and
little training. Compared to other elements contributing to a successful terrorist
attack, focussing on audio-visual content is low-tech, low budget, on the one hand,
but has a very high, not to say sensational, impact, on the other hand.
The lesson to learn by Corporate Communication professionals is, that adding
high quality, spectacular audio-visual material and interesting facts and figures to
their communication means adding value, increasing the attractiveness of their
messages and accelerating the dynamics of their message for better reaching their
targeted audience.
7.17.3.8 No Spam in Information Overload
Terrorist’s communication is always important in the information overload. This

concerns governments, counter-terror organisations, the media, as well as the
general public. In contrast to Corporate Communication, terrorist communicators
must not worry about “newsworthiness”, the effectiveness of their communication,
and the risk that their messages will be treated as Spam and will stay unnoticed.
Even in the information overload, their messages will never be perceived as “no or
not relevant information”.
The lessons for Corporate Communication is that company messages must
obligatory carry messages or content that the company target groups who receive
them deem relevant to them. If the Corporate Communication manager has doubts
about this he can send his target group members a personal email message
requesting that his business emails do not get filtered into Spam. When referring to
a “personal” email, it is meant that the email does not include the company’s
marketing links or business advertisements or enhancements as that may flag the
email as something other than a personal email.
7.17.3.9 Elements of Surprise
Given the rare and unique nature of terroristic incidents, publics consistently
underestimate the likelihood of terror risks affecting them. That is one of the
reasons, why terror communication always generates a “surprise effect”. Surprise is

a psychological phenomenon that one can harness for good (in terrorist commu-
nication for attracting quasi unlimited attention).
Corporate Communication professionals can learn from this that surprises con-
nect integrally to the online communication experience and that adding a “good”,
well-chosen surprise to the company message can be beneficial for its dissemination
and effectiveness.
EXPLANATION: Surprise is an individual’s psychological and emotional

response to experience that does not align with that individual’s paradigm and
expectations. Basically, one gets surprised when something happens that is
not expected. Psychologically, surprise appeals to people. They love (posi-
tive) surprises. The human brain works in such a way that it turns its attention
to things that are new or changing. That is one of the reasons why people
constantly check emails and postings on the social media.
An increasing number of communicators are realizing the power, which the

psychology of surprise has on their target audiences.
Of course it has to be kept in mind, that a surprise can also be negative. If a
company comes up with an unpleasant surprise, it makes people sceptical, angry,
negatively biased, and may turn supporters/fans buyers into adversaries.
When people get surprised, they respond in a way that differs from how they
would normally respond, based on their individual life experiences.
(Positive) surprises can overcome reluctance, and make people more open for
the company’s messages.
For Corporate Communication this means that smart Corporate Communication
tactics, which can positively surprise has more influence on the target group.
EXAMPLE: The business magazine “Inc.” recently published an article under

the title: “Forget Customer Satisfaction. Think Customer Surprise” (https://
www.inc.com/peter-economy/forget-customer-service-think-customer-
surprise.html). In the “Inc.” article it is said, quote “The secret to delivering
great customer service is to give your customers a surprise—something they
didn’t expect. It’s those unexpected experiences that leave customers with a
story they are eager to tell”. endquote.
This message can easily be translated into advice for Corporate Communication:
(Positive) surprises make those who receive Corporate Communication mes-
sages happy. Recipients of company messages, who are pleasantly surprised are
more interested in the company’s messages because they had a memorable
experience. This helps to make the company’s communication a success and can
turn skeptics into an interested, positively-poled audience.
• In a first step to produce positive surprises, all negativity must be avoided;
• In addition, it would be tactically wrong to promise too much because company
promises normally set the target groups’ expectations;
• It is tactically smarter to under-promise;
• The crucial point is the delivery. That is the moment, at which the surprise
(unexpectedly) happens and when the Corporate Communication manager
deliberately under-promised, he, surprisingly, can over-deliver;
• Other positive surprises concern (examples):
– An outstanding company website design;
– The offer of surprising high levels of service quality, for instance, 7/24
online service availability;
– New innovative product developments;
– The hiring of an industry sector superstar manager;
– Perks for every group (such as loyalty rewards for customers), not just for
loyal customers, but also for those who are new (e.g. a first-time customers’
rewards);
– Using humour in the company’s communication as people are pleasantly
surprised by humor, especially when it is unexpected;
– Following the company’s key target group members on social media (most
people love to feel validated by being followed on social media).
7.17.4 Responding to Terror Communication
A strategic communication strategy and plan to counter terrorist communication

should have two objectives:
• To oppose the terrorists’ communication goals; and
• To defeat the terrorists’ communication.
7.17.4.1 The Risk of Overreaction
It needs to be understood that not all messages will affect the recipients. Audiences
are active both, in the selection of the information they pay attention to, on the one
hand, and in the interpretation of messages, on the other hand.
EXAMPLE: People do not follow every product advertising message, which

tells them to buy.
This means that the availability of a message (for instance, a jihadi terror video
brought online) will not necessarily be accessed and consumed. This, in turn, does
not mean that the terror message will have the desired effect, i.e. getting all viewers
terrorized, or radicalized, depending on the audience being targeted by the terror-
ists. On the contrary, watching a jihadi terror video might even increase the resolve
against terrorism, which is an opposite effect then originally intended by the ter-
rorist producer of that message. And most viewers of such video message will
probably not turn into radical terrorists.
7.17.4.2 Standard Communication Tools
Voicing Human Decency
Modern technology may offer an effective vehicle for terror messages and a
comfortable hiding place to voyeurs, but it can also provide a voice to human
decency and be used to strengthen those who still stand aside.
Statements and Demonstrations
The popular counter-communication strategies to terrorist acts are generally char-

acterized by pathetic standard statements (at political level), and powerless mass
protests (organized by organizations or spontaneously initiated by the public).
These gestures are a form of good communication/public relations because they
are human, somber, sympathetic, and supportive.
From a political standpoint, they may be justified but from a mere communi-
cation standpoint they are rather ill conceived, emotional and pathetic, not effective
and even counter productive in terms of the terrorists’ intentions.
After the killings of twelve journalist and a policeman in Paris in 2015, some
media proudly reported that “millions and even billions” of people would stand up
against the minority of a few terrorists. This self-assuring statement is erroneous. It
only satisfies those people who are helpless in face of the brutality of the crimes and
want to have a good conscious by demonstrating their sympathy with the victims.
Terrorists of any kind have always defined themselves as an elite. This logically
means that they are a tiny little minority. According to Wikipedia, quote “an elite is
a small group of people who control a …. the selected part of a group that is
superior to the rest in terms of ability or qualities” end quote.
The assumption that terrorists can be impressed by a massive turn-out of
“millions and even billions” of opposing people is simply incorrect. On the contrary
the mass protests only confirm the terrorists’ communications effectiveness. The
demonstrations prove that the terrorists succeeded in achieving their communica-
tions objective: The broadest possible dissemination of their message. Therefore,
mass protests will not discourage the terrorists or potential other terrorists, but
motivate them to do it again.
Putting national flags at half-mast, as a form of support at a time of mourning,
represents a global consciousness towards tragic events and shows respect and
solidarity. Similar to flags at half-mast, countries and businesses use lights and
moments of silence to keep a global tragedy in the public awareness.
EXAMPLES: After terror attacks in Europe, the Sydney Opera House lit up
in the national colours of the country affected, the Empire State Building in
New York went dark, and moments of silence at national events were fol-
lowed by many people.
7.17.4.3 Communication Counter-Strategy
A reasonable communication counter strategy must realistically assume that the

mind of fanatics or believers cannot be changed. They cannot be the targets of such
communication campaign.
The goal of a counter communication strategy must be to isolate terrorists.
Therefore, the targets of such strategy must be those, who openly or silently support
the terrorists’ case, those people who belong to the group from which the terrorists
recruit their new fighters, sympathizers, the Muslim communities, in particular
Muslim women and peaceful Muslim activists and officials.
The Islamic terrorists must be perceived as an active, intelligent minority with a
high potential to gain influence amongst Muslim moderates.
HISTORICAL COMPARISON: One can compare them to the first terror

cells (SA) in the German National Socialist party (NSDAP). No effective
communication strategies were developed at the eve of the National Socialist
movement as the centre right and the centre left political movements wrongly
believed that they would be able to govern the situation without. This was a
fatal error, as history has shown. Similar communication means as one should
have used at the first emergence of the National Socialist movement needs to
be brought in place.
The reasons why terrorist organisations are so successful is not only through the
use of high tech gadgetry, the internet and social media, great financial resources,
the combination of low-tech means of destruction with low-tech communication

methods (such as courier delivered handwritten notes and cash transactions) but,
much more importantly, their ability to influence minds of people. Its success is a
success of communication, which allows them to tap into the concerns of millions
of people who perceive themselves to be losers in the era of globalisation.
Therefore, a greater understanding of communication is essential to more
effective counterterrorism. Many communication experts advocate that “strategic
communication” and “narratives” are effective as weapons in countering terrorism.
However, only a few seem to truly understand the reality of the online-age envi-
ronment where such tools need to be deployed although communication tools offer
some options.
Strategic Communication
There is a widespread realization that communication is crucial to terrorism, to the

point that “strategic communication” and “strategic communication management”
have become key words in the analysis of terrorism.
DEFINITION: “Strategic communication management” is defined as the

systematic planning and realization of communication, flow of information,
media relations, and image and reputation management in a long-term hori-
zon. It conveys deliberate messages through the most suitable media to the
designated (target) audiences at the appropriate time to contribute to and
achieve the desired long-term effect. Communication management has to
balance out three factors: Messages, media channels and target audiences.
Strategic communication can mean,

• Regulatory task: Removing terrorists’ material off the Internet; or
• Communication task: Fighting the terrorists with the “right” counter-message.
Government Tasks
Since New Yorks’s 9/11 incident, much has been said about the role of technologies
like the Internet and the social media in sustaining transnational terrorism, the
spread of its ideology, and its recruiting activities.
For some, the Internet is the very reason terrorist organisations, such as ISIS,
manage to operate. Others even believe that the new media are the main cause of
radicalization.
Therefore, and because pressured by the public, politicians are increasing their
grip on the social media demanding more action to detect terror plots and for
inadvertently creating “safe havens for terrorists”.
EXAMPLE: Politicians in the UK said, that there was a “significant possi-

bility” that the policeman’s murder in London by an ISIS terrorist could have
been prevented if the UK Secret Service had known about the murderer’s
“graphic and emotive” comments about killing a soldier on Facebook.
Relatives of the soldier have accused Facebook of having “blood on their
hands”. Before the incident, Facebook had declined to comment on an “in-
dividual case” the UK’s security agencies continue to have “considerable
difficulty” in getting information from Facebook, Apple, Google, Microsoft,
Twitter and Yahoo.
Some government measures taken in the communication field include

(examples):
• Government authorities can mount communication campaigns to alert the public
to the risk of terrorism (as done in the UK);
• The police can introduce high-visibility police campaigns, as done in the UK
under the name “counter-terrorism awareness week”;
• These campaigns were accompanied by a parallel, carefully stage-managed,
burst of activity by the UK Government. Downside: Despite their harmless
names, civil rights activists immediately suspected that the measures were being
used as cover for new moves to erode civil liberties.
EXAMPLE: “Big Brother Watch”, a civil rights activist group, believe that
this is an over-reaction and say about the UK “counter-terrorism awareness
week”, that the only achievement of this initiative was that it has made the
public aware that the Government “remains as determined as ever to pursue
further data retention on each and every one of us”.
Communication Tasks
There are no messages, however perfectly crafted, that can, by themselves alone,
neutralise violent extremism and brutal terrorism.
New strategies and tactics must be developed that oppose and defeat the ter-
rorist’s communication goals and their effective strategic communication
techniques. This refers in particular to the terrorists’ use of the Internet and social
media which can only be curtailed by a counter communication plan with the goal
to erode their favourable asymmetry.
Communication Asymmetry (Read Sect. 1.3.3.1)

Gaining a favourable communication asymmetry is a major element to hitting the
terrorists at their centre of gravity in order to win this asymmetrical conflict. This
can be done by eliminating its root causes and by communicating these facts.
Root Cause Analysis

When addressing the root causes of terrorism, the implanting of messages and the
building of a critical mass of people who are in opposition to radicalism will help
turning the asymmetry against the terrorists. Changing the information asymmetry
requires that measures are taken to ensure one’s own credibility, while, in parallel
the terrorists’ credibility is undermined. This can be done effectively by exploiting
weaknesses and contradictions in the terrorists’ use of strategic communication
management techniques.
Research and analysis of the root causes and underlying conditions, motivators
and enablers of terrorism including the agitation propaganda of terrorists are vital to
shaping appropriate counter-measures to the threat from terrorism. More insight
must be gained into the local narratives and the networks such narratives arise from.
Only this analysis will result in a better knowledge of what motivates and feeds
terrorists and their followers. However, this approach, considering each single local
context through community-based approaches, is a long-term engagement.
Integrated Approach (Read Sect. 1.3.1)

To make such a strategy successful, it needs be imbedded in a comprehensive
integrated approach of coercive military and law enforcement and conciliatory
political, diplomatic and socio-economic measures. These measures and the
counter-communication plan have to be synchronized at all levels of government
(political, diplomatic, law enforcement, military, and intelligence) and any partners
and allies.
Communication from Inside the System

Efforts should be made by institutions likely to be affected by Islamist terrorist
attacks to use the Koran as a tool against the extremists. This includes avoiding
references to value systems alien to Muslims (e.g. Christianity) as a model, a
re-interpretation of the Koran as a basically peaceful religion, taking Prophet
Mohammed and his writings as a crown witness, and using moderate Muslims to
talk to other moderates. It can be assumed, that only those who know the Koran can
mobilize the moderate Muslim world.
However, the assumption that this concept will help to fight the radicals directly
is most probably erroneous, as demonstrated by the prevailing deep-rooted hatred
between the many groups and subgroups in Islam, which are hopelessly at log-
gerheads over different directions of faith.
Fake News Communication (Read Sect. 1.3.9)

A specialised communication agency was commissioned by a Western government
to produce CD-content for what was called secret “psychological operations”.
Amongst others, the agency created television advertisements. The ads showed the
terrorist group Al-Qaeda in a negative light. They also produced TV-content to look
as though it had come from “Arabic TV”. The footage, which the agency gathered
from alternative sources, or produced (at low quality), was then edited in a way to
make it look like true news footage. In addition, the agency crafted scripts for
Arabic soap operas where characters would reject terrorism with happy conse-
quences. The firm also created fake Al-Qaeda propaganda videos, which were then
planted by the military in homes they raided. The CDs were embedded with a code
linking to Google Analytics, which allowed the military to track those IP-addresses
the videos were played on.
7.17.5 Role of Business
Of course, it is not the role of business to fight terrorism. This is clearly a gov-
ernment task. It should still be mentioned, that in case of a terrorist attack, com-
panies can still play a role in the aftermath of such an attack which can be
organised, managed, and later used in Corporate Communication (if appropriate),
similar to communicating philanthropic activities. Examples:
• Paris based companies, for instance, have used their products to support people
still feeling the direct effects of the 2015 terrorist onslaught;
• Both, Facebook and Airbnb (www.airbnb), the online marketplace and hospi-
tality service, are offering their services as coping methods in the face of
tragedy;
• Facebook recently opened their “Safety Check” feature, which allows friends
and family to make sure that people they know at a place of terror attacks and
other disasters are safe;
• Airbnb delivered a much more direct response by activating its “Disaster
Response Plan”, to provide for no fee shelter for people affected, and in addi-
tion, encouraged private hosts to offer accommodation for free.
7.18 Communication in Conflict Resolution Processes 505
7.18 Communication in Conflict Resolution Processes
Communication is seen as a powerful tool for peacefully resolving differences at

personal, professional, and political levels.
EXAMPLE: When people work together, conflicts will occur. It starts with
the dispute at the office or culminates in labour disputes. Clear rules for the
communication process can avoid the parties to clash. In a strike or other
labour conflict situation, the working atmosphere is deeply disturbed. This
leads to frustrated, de-motivated and mostly unproductive staff. In addition to
the loss of a productive peaceful working environment, companies confronted
with these situations lose many millions. Therefore, it is wise and
cost-effective, not to let conflicts escalate.
7.18.1 Arbitration
The main reason for a labour dispute are missing or poor communications. The best
way to resolve a deadlocked conflict is arbitration. The chances to solve such a
crisis are improved when an experienced neutral third party mediator is brought in.
Such mediator tries to find solutions in a dialogue with both conflicting parties. The
aim of arbitration is to convince all parties to express their needs and desires and to
achieve a workable compromise.
7.18.2 Conflict Resolution Methods
There are communication methods designed to enable conflicting parties to resolve

their dispute even without arbitrator (think of Mahatma Gandhi). According to
Rosenberg’s non-violent communication concept (NVC), in conflict resolution, one
must not confuse the need and desire of people.
The NVC is based on several stages of conflict resolution, under which all
participants have to accept the insight that in general people do not act deliberately
against other, but just want to have their own needs fulfilled. According to NVC, a
dispute usually reflects just unfulfilled expectations. Each conflicting party must
therefore first recognize their own needs and those of the other people without
judging or rejecting them. The needs must not be confused with peoples’ desire.
EXAMPLE: An employee, who goes on strike for a wage increase, does it

because of his desire for more money. But in reality, he feels a need for more
economic security and better personal recognition and respect at the working
place. The employer, who does not want to pay him higher wages, also has
the need for economic security. But in addition, he also wants to safeguard his
company’s competitiveness and freedom to act.
The greatest difficulty is in identifying the respective needs of the conflicting

parties without judging them. Some critics of this method believe that conflict
resolution between conflicting parties is not possible without evaluating and
judging the respective conflicting viewpoints.
In fact, in everyday life, we are always influenced by reviews, judgments and
interpretations. However, these judgements can lead to misunderstandings and
errors (read Sects. 2.1.2.2 and 3.2.3.4). The NVC method believes that any crisis
can be defused easier when peoples’ needs are analysed in a neutral observation of
the situation. Under the NVC theory, a clear definition of the respective needs will
then prove helpful because such insight will provide real opportunities to act
towards conflict resolution.
EXAMPLE: In a strike situation, alternative solutions to conflict can be found

when employers and employees, without insisting on traditional demands,
can find ways in an arbitrated dialogue to meeting goals such as economic
security, respect or entrepreneurial freedom to act.
Chapter 8
Other Areas of Corporate
Communication
8.1 Corporate Identity
8.1.1 Corporate Image
Image in general is intangible and not easy to produce. This also applies to “cor-
porate image”.
Corporate image is primarily created by Corporate Communication and marketing
communication, which suggest a mental picture (image) to stakeholders and the pub-
lic (read Sects. 1.2 and 1.3). However, it is not solely corporate communication activ-
ities, which create the corporate image. In addition, there are many other contributors,
including the media. In the long run it will be the public and the company’s stakeholders
who will ultimately decide whether a company gains or looses in corporate image.
An important element of this judgement will be the company’s actual behaviour.
Behaviour encompasses the values of a business and how those values are
demonstrated and promoted by the company on a consistent basis. Only if the
company’s long term behaviour matches the image suggested by the company’s
communication activities, it will become believable.
8.1.2 Corporate Identity
Whilst corporate image is about reputation, creating a corporate identity is to

making a difference for a company from other corporations by developing and
maintaining a distinct corporate personality. The objective is to use corporate
identity to differentiate one company from others, thus helping a company’s
positioning within its competitive environment.

https://doi.org/10.1007/978-981-13-0402-6_8
508 8 Other Areas of Corporate Communication
8.1.2.1 Concept
In an increasingly competitive and fast changing world where people have innu-
merable options available to them, a company needs a strategy to establish a solid
presence in the marketplace.
There are good reasons to believe that the right corporate identity helps to
achieve this business objective.
Corporate-identity is either strong or weak (not positive, negative, or neutral like
a corporate image) and is more or less permanent unless changed deliberately. It
expresses a company’s brand personality and sets the company apart from the
competition.
Frequently, corporate identity is seen as just a collection of visual elements,
which are used in various applications to promote the image of an organisation.
Originally, it was synonymous with organisational nomenclature, logos, the
house-style and visual elements.
In general, this amounts to a logo and supporting devices commonly governed
by a set of detailed guidelines. These guidelines provide typefaces, page layouts,
colour palettes, and other such methods of maintaining visual continuity and
company recognition across all physical company manifestations.
EXAMPLE: The bitten-off-apple logo of APPLE has survived almost intact

over about 30 years and APPLE still is perceived as an innovative and
path-breaking company although its image as a successful business has gone
up and down several times during the same period. The same applies to the
small letter ‘i’ before a word.
The concept of corporate identity is similar to what one refers to when one talks
about a person’s identity. It is the individual personality and character that main-
tains individuality, which is expressed through behaviour, the way of speaking,
lifestyle and outer appearance. These are the specifics that differentiate one person
from another.
Similarly, a company makes itself distinct through the image that it presents
through corporate behaviour, mission statement, and Corporate Communication,
marketing communication, advertising and sales promotion, and other options.
Corporate Identity is an extension of the individual Corporate Culture that is
expressed through behaviour and the style of Corporate Communication.
But in time mere visual identity has become inextricably linked with many other
disciplines and activities essential to a company’s success. Today, corporate
identity is multi-disciplinary in nature by being made up of a company’s history,
beliefs, philosophy, technology, people, its ethical and cultural values, strategies
and behaviour.
By effectively developing and maintaining its corporate identity a company can
build understanding, loyalty and commitment among its diverse stakeholders. This
8.1 Corporate Identity 509
can be manifested in an ability to attract and retain customers, investors and

employees, achieve strategic alliances, gain the support of financial markets and
generate a sense of direction and purpose. When considering corporate identity as
of vital importance for a company’s success and growth, it is a strategic issue,
which requires top management attention.
8.1.2.2 Building Corporate Identity
Companies and persons are treated according to the same principles.
EXAMPLE: When one meets a person, normally, it is the first impression that
has the most impact. One tends to gather cues from what one can see and feel,
interpreting the observations to form an opinion about the person.
• COMPETITION: The same principles apply for companies, its brands and its
products. Most probably stronger than ordinary persons, companies want to
stand out from their competitors. To achieve this goal they need to have a good
(brand) image and to create a niche in people’s mind by presenting a distinctive
identity filled with substance;
• LOYALTY: The design of a corporate identity must be consistent with the
company’s business objectives, reflect the company’s products, mission, culture,
objectives, and future plans. People whose philosophy and lifestyle correspond
with this are more likely to develop loyalty to this company than to others. Or,
in reverse, a company with a strong corporate identity can provoke people who
are not in accordance with the company’s business can. As a result, they can
become a real nuisance for the company;
NEGATIVE EXAMPLE: A McDonald’s stores are often seen by local res-

idents as yet another undesirable junk food outlet in the vicinity and a threat
to existing local businesses, as well as causing litter and traffic problems.
People are increasingly also raising objections to McDonald’s targeting
children. Neighbourhoods are also increasingly concerned about some more
fundamental issues, such as diet and nutrition, casualisation of labour,
environmental damage, misleading advertising, animal welfare and the need
to question the power of multinationals. For one or more of these reasons,
many proposed new stores are opposed and many local campaigns have been
successful despite the fact that the planning laws were generally favourable to
McDonald’s and the company invariably tried to use their financial resources
and influence to override the wishes of local people.
• BUSINESS ENHANCEMENT: Personal experiences with a corporate identity

can influence consumers and their purchasing decisions. A corporate identity
with a strong and positive impact can create a favourable image of the company.
This can result in generating good returns in terms of referrals and repeat
business.
8.1.3 Corporate Culture
In the age of fast technology advancements and information overload, companies

need to safeguard their Culture.
Corporate Culture is a mix from ethical principles, values, virtues, integrity,
spirit, and moral foundations.
Whether shaped intentionally or grown organically, Corporate Culture reaches to
the core of a company’s identity, as well as affect every aspect of its business
ranging from employees to public image.
EXAMPLE: Prior to the opening of the Iron Curtain, the oil giant Exxon had
laid down in his Corporate Business Ethics Manual that it considered the
three small Baltic countries Lithuania, Latvia, and Estonia still as independent
countries, although they were annexed by the Soviet Union after WWII. At
that time, and in consideration of the seemingly petrified political situation,
this denial what could be considered as a “fact” might have seemed odd to
most of the people. Exxon argued, that as a global player, it had to insist that
illegal political acts such as the annexation of the three countries should not
be confirmed, and a smile about so much American political naivete. In truth,
conservative solidarity had existed. After the collapse of the Soviet Union, the
three Baltic States became independent states again.
8.1.3.1 Definition
Corporate Culture refers to the beliefs and the behaviour that determine, how a
company’s management and employees interact with each other and how the
company is using the resulting image outside the company with its various publics.
EXAMPLE: A company’s culture can be reflected in its dress code, payment

and hiring policies, (internal) communication practices, treatment of female
employees, (cooperative or not adversarial) management style, frequent
manager fluctuation, treatment of clients and client satisfaction, and every
other aspect of the company’s operations.
Often, corporate culture is not expressly defined. It develops organically over

time without any specific management plan or endeavour.
EXAMPLE: Google Inc. is a company that is well-known for its

employee-friendly corporate culture. This has helped it to consistently earn a
high ranking on Fortune magazine’s list of “100 Best Companies To Work
For”. Google explicitly defines itself as unconventional and offers perks such
as telecommuting, flexitime, tuition reimbursement, free employee lunches,
on-site doctors and, at its US-headquarters, on-site services like oil changes,
massages, fitness classes, car washes and a hair stylist.
8.1.3.2 Development
Awareness of corporate culture in business emerged in the 1960s, and was

described as the character of a company, not only through generalized beliefs and
behaviours, but also through company-wide value systems, employee relations and
communication, management attitudes and policies, work environment, valuable
visual symbols such as logos and trademarks, and even company myths produced
by charismatic CEOs such as one of the world’s most respected and celebrated
CEOs, GE’s Jack Welch, whose achievements are considered epic, and who made
his company’s value rise 4,000%. Today, corporate culture is also influenced by
national cultures and traditions.
EXAMPLE: The distinctions between corporate cultures in Japan and

Germany with their successful, more traditional, more rigid communitarian
business practices, on the one hand, and the anglo-saxon and Mediterranean,
more individualistic and entrepreneurial corporate culture before the 1990s,
on the other hand.
8.1.3.3 Characteristics
The US Harvard Business Review has identified six important characteristics of

successful corporate cultures:
• VISION: A company’s “vision” is a powerful tool, from a simple mission
statement to a corporate manifesto (encompassing the guiding philosophy, the
spirit, beliefs and values, as well as aspirations of a company in an imaginative
and inspiring way).
EXAMPLE: Google’s slogan: “Don’t Be Evil” is a compelling corporate

vision.
• VALUES: Values embody the mentalities and perspectives necessary to achieve

a company’s vision. They summarise what a company stands for, what values
do its employees embody, and what its products contribute to the world.
EXAMPLE: “We acknowledge and honour the fundamental value and dig-
nity of all individuals. We pledge ourselves to creating and maintaining an
environment that respects diverse traditions, heritages, and experiences”
(Daniels Fund).
• PRACTICES: Practices are the tangible methods, guided by ethics, through

which a company implements its values.
EXAMPLE: Netflix emphasizes the importance of knowledge-based,

high-achieving employees. Therefore Netflix pays its employees at the top of
the market salary range, rather than applying an earn-your-way-to-the-top
philosophy.
• PEOPLE: This statement advertises that a company is employing and recruiting

in a way that reflects and enhances its overall culture.
• NARRATIVE: Having a powerful narrative or origin story, such as that of Steve
Jobs and Apple, is important for growth and public image.
• PLACE: The place of business, such as the city of choice and also office design
and architecture, is an important element of corporate culture, which can attract
the best people and motivates and inspires them.
8.1.3.4 Moving Target
Corporate Culture is a moving target. There is no time at which it can be ignored or

assumed to be complete or in place. For Corporate Communication it is an issue,
which requires constant attention and continuous work, because Corporate Culture is
something that is built everyday and concerns every interaction within the company.
8.1.3.5 Employees’ Role
For Corporate Communication professionals getting involved in (internal)

employee communication, it is important to note that employees contribute as much
to corporate culture as management. The poor attitude of just one team member and
sporadic or widely spread cynicism amongst members of the staff can drag down
the entire team (read Chap. 4).
EXAMPLE: Small things such as the exchange of customary reciprocal

courtesies between employees of a company such as “please”, “thank you”, “I
appreciate it”, “no problem”, and “you’re welcome” add to the internal cli-
mate in a company, which is part of its Corporate Culture.
8.1.3.6 Emotions
In general, companies are used to rational decision-making based on economic,

financial, scientific and technical data. However, they frequently fail to understand
that an issue can be viewed in many different ways, depending on who the key
audiences are, but also that emotion (versus facts) is a powerful change-maker.
EXAMPLE: A corporate employer had a problem, which was caused at the

executive level. Executive behaviour created an atmosphere of distrust among
employees, and the resulting decline in corporate culture destroyed what had
been a genial work environment. The atmosphere became oppressive and
employees spent more time looking for a new position than doing their
current job. The media caught on to the problem and the Corporate
Communication people could see some big problems developing for the
company. In this situation, the Corporate Communication department felt that
they could play a central role in changing the corporate culture for the better,
because they were uniquely positioned within the organization. They had the
best information flow in the company, and often interacted with top man-
agement level and had a good idea of what was going on in the lower levels.
They also knew better than anyone else in the organisation what the public
perception of the company was and what the media were planning to write
about the company. After they decided to take control of the situation they
applied a fresh internal communication strategy, which slowly swung around
the declining corporate culture.
8.1.3.7 Deficiencies
Even big companies such as TEPCO and TOYOTA are often surprised by con-
troversy and seem not fit to handle a crisis because of their corporate culture. The
lack of transparency, which is so typical for the TEPCO and TOYOTA incidents, is
no accident but a result of the respective company managements’ unwillingness to
provide information even at the expense of their companies’ reputation.
EXAMPLE: Tokyo Electric Power’s (TEPCO) disastrous communication/PR

management of the Fukushima nuclear power plant disaster in 2011 seemed
to have been rooted deep in Japanese culture. A similar communication/PR
disaster was Toyota’s handling of a brake recall issue in 2010. Toyota was
caught by a global recall crisis whilst its CEO waited weeks before giving his
first full press conference.
TEPCO as a major nuclear power plant operator and the world’s largest auto-
mobile company were demonstrating that their management was poorly prepared to
communicate during a crisis where information was critical to allay fears and avoid
misleading rumours.
Corporate Communication is a concept that is supported by strategy and
implemented by (creative) individuals. These concepts are widely alien to Japanese
(corporate) culture.
Therefore, in both cases, the explanation for the companies’ communication
failure has to be found in (Japanese) corporate culture. This culture neither
encompasses “strategy” nor “individualism” as a result of traded cultural barriers.
Japan’s notorious consensus-orientation is neither supporting to deal with conflicts
openly, nor to make determined strategic choices.
8.1.3.8 Management as a Barrier
Although there are hints that the prevailing corporate culture of Japan is changing, it
is expected to be slow as demonstrated by the Tepco and Toyota incidents, which
shows that its basic management structure still seems firmly in place.
These structures are characterized by:

• Authoritarian leadership that is the source of all decision making;
• Executive management negating the value of frontline management and
rank-and-file workers;
• Slow chain of command;
• More concerned with face-saving than information sharing;
• Gridlock and denial;
• Inward focus;
• Obsolete missions and strategies.
The indications to the Corporate Communication practitioner are that this tra-
ditional culture is not well adapted to crisis situations. Power is held closely at the
top of the hierarchy and response times are slow. Individualism is not valued, so it
would be difficult to voice opinions that run counter to the chief executive (read
Sects. 1.2, 2.2.3, 2.3.1.3, 2.8.3, 2.8.4 and Chap. 10).
8.1.3.9 Stimulants for Change
Not knowing whether the crisis incidents that damaged the reputations of Tepco and
Toyota will have any impact on Japanese corporate culture, they could still be used
as an opportunity to promote corporate culture change within organisations (read
Sect. 4.4.6).
Another opportunity might be the global demand for talent. Japanese companies
are globalizing their operations. This will require them to develop leaders who can
achieve their missions in a diverse business environment across national borders
and ultimately change corporate culture.
8.1.3.10 Role of Corporate Communication
Culture-change initiatives cannot be the delegated to the Corporate Communication

or internal communication departments. The Corporate Communication/internal
communication functions’ contribution can only be to provide communication
expertise and the mechanisms to disseminate the change message internally.
Another role for Corporate Communication/internal communication practition-
ers in this process might be to have a presence and an understanding of the internal
audience, providing input into the change communication strategy and developing
communication programs that will effectively deliver the message credibly, hon-
estly and personally. Corporate Communication is the only function that is
equipped to do so (read Chap. 4, in particular Sect. 4.6).
8.1.4 Corporate Mission
A mission statement should not only be part of the company’s business and
strategic communication plan but its basis.
EXAMPLE: The CEO of the New York based mutual fund manager
Oppenheimer believes that his company’s strong mission and vision, were
essential for the employees’ outstanding performance during the 9/11 emer-
gency. When the markets reopened in New York, Oppenheimer, the only
mutual fund manager in the World Trade Towers, had one of the largest net
inflows of any broker-sold fund family in the United States.
A company mission statement is a short statement outlining the purpose of the

organization with a focus on the company’s overall goals and objectives. It should
also include a definition of the company’s key markets, what the company is
providing in terms of product and services, establish a unique selling proposition
(USP), which makes the company distinct from competition, and give a sense of
direction for all corporate decision-making.
When planning a communication strategy (read Sect. 2.3.1), a communication

plan (read Chap. 2) or a communication campaign (read Sect. 2.3.2) it is important
to ensure that there will be no conflict between the company’s mission, in the one
hand, and the communication strategy and plan, on the other hand.
In case the company has no “mission statement” in place or an existing “mission

statement” is out of date, the Corporate Communication executive should initiate
such statement with his company’s management and take the lead.
EXAMPLE for a Mission Statement: Citigroup: SLOGAN/MOTTO:

Knowledge is your greatest asset. DESCRIPTION: Citigroup is a financial
institution divided into these major segments: Global Consumer, Corporate
and Investment Banking, and Global Wealth Management. Citigroup Global
Consumer business offers banking services such as bank accounts, deposits,
loans, portfolio and investment management, insurance, etc. The Corporate
and Investment Banking business involves banking transactions on an
international level. Global Wealth Management involves having portfolio
management and investment advisory services. MISSION STATEMENT:
Our goal for Citigroup is to be the most respected global financial services
company. Like any other public company, we’re obligated to deliver profits
and growth to our shareholders. Of equal importance is to deliver those profits
and generate growth responsibly.
8.2 Multi-cultural Corporate Communication
Multicultural Corporate Communication present both opportunities and challenges

for Corporate Communication professionals (read Sect. 4.4.4).
For many companies, managing overseas businesses is more considered a
challenge than an opportunity. But it is something that cannot be avoided if a
company wants to grow outside its current marketplace or in new structures created
by governments to support trade, such as ASEAN in South East Asia.
To manage the new Corporate Communication challenges of internationalisation/
globalisation, a company needs to have professional Corporate Communication
expertise at their disposal which excel by international experience and proven
inter-cultural competence.
8.2.1 Multicultural Societies
Arabian/Muslim, Turkish, Afghani, Pakistani, Indian, Hispanic, African, Chinese,

Burmese, Philippine and other ethnic populations are growing exponentially in the
traditionally national European, South-East Asian and US-American societies. As a
result, multicultural groups are continuing to grow in size and influence and become
increasingly important audiences.
EXAMPLE BURMA (MYANMAR): Burmese in Thailand constitute

Thailand’s largest migrant population. According to the 2014 Burma Census,
1,418,472 former Burmese residents, including 812,798 men and 605,674
women, were living in Thailand, constituting about 70% of Burma’s overseas
population. Burmese migrants contribute tremendously to the Thai economy,
contributing between 5 and 6.2% of Thailand’s GDP. In 2003, the Thai and
Burmese governments signed a memorandum of understanding to formally
recognize this labor migration flow and legalize migration through a gov-
ernment program to recruit workers directly from Burma, and to use a
nationality verification process whereby migrant workers receive a temporary
passport, an identity certificate, a visa to remain in Thailand for two years,
and a change of work status to legal.
8.2.2 Multinational Alliances
In addition, multinational alliances such as the European Union or multinational

trade blocs such as ASEAN open up labour markets and cross-frontier trade rela-
tions, which requires cross-frontier communications.
EXAMPLE: The ASEAN Free Trade Area (AFTA) has now been virtually
established. ASEAN Member Countries have made significant progress in the
lowering of intra-regional tariffs through the Common Effective Preferential
Tariff (CEPT) Scheme for AFTA. More than 99% of the products in the
CEPT Inclusion List (IL) of ASEAN-6, comprising Brunei Darussalam,
Indonesia, Malaysia, the Philippines, Singapore and Thailand, have been
brought down to the 0–5% tariff range. ASEAN Member Countries have also
resolved to work on the elimination of non-tariff barriers. The United States,
the European Union and Japan continued to be ASEAN’s largest export
markets. Japan, followed by the U.S. and EU, were the largest sources of
ASEAN imports.
8.2.3 Communication Techniques
Web 2.0. is providing ample opportunities for people and businesses to target
audiences and customers who live far away.
8.2 Multi-cultural Corporate Communication 519
DEFINITION: Web 2.0 is the term given (in 1999/2004) to describe a second
generation of World Wide Web sites. It refers to the transition from former
static HTML Web pages to a more dynamic Web that is more organized and
based on serving Web applications to users, thus focussing on the ability for
people and businesses to collaborate and share information online.
The explosion of Web 2.0 has impacted the way people communicate and gather
information. Large audiences around the world, as well as those with very specific
interests, have equal access to information through social networks, virtual worlds
and video sharing sites. The social nature of blogs and community websites offers
the opportunity to communicate to and even beyond one’s target audience at a
fraction of the time or cost of traditional techniques.
In consideration of these recent and expected developments, Corporate
Communication professional exposed to a multicultural environment have to
acquire skills to communicate to multicultural audiences. Ethnic and religious
audiences, market players and consumers in foreign (export) markets and influen-
cers expect communication, that meet their language and cultural needs.
Capturing the attention of multicultural communities is becoming increasingly
important. It requires education on the communication and cultural preferences of
ethnic or religious groups, foreign consumers, business people, media and
influencers.
The question for a Corporate Communication professional is how he is going to
speak with these audiences and how his mainstream messages must be adjusted, to
be fully understood by multicultural target audiences.
Some companies have well understood the importance of adjusting their mes-
saging for years. Their tactics was to learn how people of all origins, colours,
religions, educational and financial levels and shapes are talking. They decided not
just to sell (messages) to their target audience, but to engage them.
To make this possible they did some research to find areas of opportunity to
make their brand, campaign, message initiative or organization taking part in those
discussions. This involved building a relationship with communities previously not
considered in Corporate Communication plans.
8.2.3.1 Multicultural Communication Planning
In case the company is operating in a multicultural environment, in particular in

those countries with fast growing minority groups, the Corporate Communication
plan must be modified to reach these minority groups and consider their specific
interests. If the company is operating in a multinational environment, there is a
benefit in using multicultural Corporate Communication tactics (read Sect. 4.4.4).
EXAMPLE: When Burmese migrants contribute about 5 to 6.2% to

Thailand’s GDP and are thus a significant factor for the Thai economy, they
are important enough as a foreign minority not to be ignored when it con-
cerns, for instance, internal (employee) communication.
8.2.3.2 Leveraging the Multicultural Opportunity
It must be carefully considered to become active in multicultural communication.

There are countries in which the combined buying power of foreign minorities is
tremendous. Depending on the situation in the specific environment, reaching
different cultures living within a country can have a tremendous impact on the
company’s bottom line.
For small businesses that have limited time and money to devote to Corporate
Communication, the impact can be profound. This is because foreign minorities can
be much more active in establishing small businesses which again become business
partners with other small businesses from the same minority background.
In addition, it can be said that culturally focused media outlets are extremely
influential, may be more influential than mainstream media for the majority. In
many immigration countries, the growth of culturally focused content and pro-
gramming has exploded over the past decade.
EXAMPLE: There is no greater proof of the growing importance of culturally

focused media outlets than the USD3 billion price US VIACOM paid for
BET in 2000. Black Entertainment Television (BET) is an American basic
cable and satellite television channel focussing on the black community.
Given this significance, it is important for a Corporate Communication profes-

sional working in a multicultural environment, to develop strategies and to know
the tools and techniques he can reasonably employ to reach specific cultural groups.
After the key audiences were defined and the Corporate Communication pro-
fessional knows where these audiences get their news from and who the journalists
are who write the news, he has to apply the tactics provided by his Corporate
Communication plan to get his company’s name, its products and business into the
local ethnic media.
Not a lot of things work different to the normal media relations’ practices
(contact with the editors, journalists, opinion leaders, pp.), but the Corporate
Communication professional has to tailor his press releases to these multicultural
media. It will be a great advantage, if the press releases can be sent in the language
of the target groups’ media.
Another activity would be to become a member of multicultural organisations,
for example, of a local Chamber of Commerce serving the interest of the foreign
minority group.
Of course online communications (web news, blogs, social media) must not be
neglected in the multicultural space.
Today, users with different cultural background are as active online as general
market participants. In some cases, cultural groups and other minorities are now
often ahead of the mainstream in their use of the Internet.
EXAMPLES: “The Internet is a prime example of how terrorists can behave

in a truly transnational way; in response, States need to think and function in
an equally transnational manner.” Ban Ki-moon Secretary-General of the
United Nations. TIMOTHY L. THOMAS in “Al Qaeda and the Internet: The
Danger of Cyberplanning”: We can say with some certainty, al Qaeda loves
the Internet. … the Internet … also has proven in some respects to be a digital
menace.
8.2.3.3 Beyond Minorities
Geographic and socioeconomic borders have little meaning online, allowing

information to be targeted to an array of groups that may be interested in your
company and its messages. Especially for small companies, this represents a
potentially exciting opportunity to generate attention from message recipients who
never would have had the chance to learn about your company.
Blogs, social media sites and video sharing portals enable companies to connect
more directly with their target audiences. The organic flow of information created
online lets the recipient become an owner of your company’s message which leads
him to bring others to your message, triggering viral campaigns that build and
multiply.
8.2.3.4 Respecting the Target Groups’ Sensitivities
Cross-frontier communications involves more than just the widespread (technical)

delivery of a message. To take advantage of the global interaction that the Internet
offers, communicators must learn to speak the language, meant both literally and
figuratively, of more than their core audiences.
Although the nature of social media requires companies to surrender some
control of their messages, companies must still be disciplined in their approach and
understand the nuances of communicating to audiences of varying languages,
religious beliefs, ideologies and motivations.
Again, the first step of any Corporate Communication campaign in the
multicultural/cross-frontier field is careful research into target audiences (read
Sects. 2.5 and 2.5.2). This will enable the Corporate Communication professional to
optimize his messages by anticipating the subject issues that will initiate and
stimulate discussion. Additional preparatory work includes:
• Is has to be established how the company/industry are perceived by relevant
ethnic minorities or foreign target audiences;
• Opinion leaders and influencers who play a role in the company’s target audi-
ences have to be identified (read Sect. 2.5.1.1);
• It needs to be considered carefully, how the words used and the intentions
behind of the company’s messages will translate in the Social Media and
whether they are positioned correctly. Cultural and language barriers may result
in embarrassment when one of the company’s catchy slogans, which are suc-
cessful in one country, will be interpreted as offensive in another country. While
it may be unrealistic to envision all interpretations of one’s message, failure to
consider potentially inflammatory outcomes could have dire consequences. The
Social Media are effective at creating positive attention: But the same applies
with offensive or negatively perceived information. It tends to spread twice as
fast and twice as far;
• For companies targeting specific countries or cultural groups, it will also be
important to understand the subtleties of each country’s language, culture and
beliefs;
EXAMPLES: In Chinese, Korean, Vietnamese and Japanese cultures the

number four means something negative because when spoken aloud, the
word sounds similar to “death”. As a result, many international companies
avoid the number four in their product lines entirely. The number eight in
Chinese and in South East Asian cultures is very welcome because eight in
Chinese has a similar pronunciation with wealth or fortune. Therefore, the
Beijing Olympic Games commenced at exactly eight o’clock eight minutes
on the eighth day of the eighth month in 2008. In Thailand, when people
choose (mobile) telephone, house and car identification numbers or important
dates, the number 8 is usually the first choice. In America the number 13 is
considered unlucky. According to Jewish tradition, the Number seven is the
number of completeness and perfection (both physical and spiritual). It
derives its meaning from being tied directly to God’s alleged creation of all.
There are 7 days in a week and according to Jewish tradition God’s sabbath is
on the 7th day.
• Knowing the holidays of the company’s target audiences can be crucial. One
should be aware of the dates and traditions of significant holidays in the target
audiences’ countries and, when appropriate, one should utilize the information
to the company’s advantage. For instance, generally, local festive occasions can
offer an ideal time for building positive company exposure, if not in conflict
with the festivities’ character;
• Language that refers to beliefs of any kind, be it religion or ideological should
not be used. A harmless reference in one person’s mind could be blasphemous
in another’s;
• Times at which large segments of a national/local population will be unavailable
or uninterested should be avoided.
EXAMPLES: For instance, if it is planned to make a Corporate

Communication campaign in Western Europe, one needs to steer clear of
August, when most people are on vacation. France’s cities and offices are
empty in August when the “aoûtiens”, those who traditionally take off in
August, have left for the beaches. Similarly, if you are trying to reach an
audience in China, avoid the entire month surrounding the Chinese New
Year, or the Song Kran period in Thailand. At the end of the winter period,
only the Western parts of Germany party “carnival” from Thursday through
Monday. In these areas large parts of the population is either out on the
streets, or will travel to avoid the noisy festivities. Therefore it will be a bad
time for Corporate Communication activities in that special period.
8.2.3.5 Distribution
In a multicultural, cross-frontier environment, the conventional press release

remains one of the primary vehicles used to communicate messages to broader
geographic audiences (read Sects. 3.2.3.1 and 3.3.3).
Organizations that want to reach a number of worldwide audiences should take
advantage of Newswire International Distribution and Translation Services (http://
www.prnewswire.com/solutions/International-Content-Distribution–Promotion.
html) to get the optimum international exposure.
Also, companies can reach more markets and target audiences by creating a
multimedia news release enhanced with video, images and Web 2.0 tools, poten-
tially increasing online visibility.
Using online tools and social media one has to be aware that in reality the
message is not directed just to the target audiences but to a more global audience.
The Internet is an open playing field with no borders. It allows the information to
flow freely, no matter where people or companies reside or what different lifestyles
they may have or in what different culture they operate. In the online world, people
who live thousands of kilometres apart geographically or who are not comparable
financially are neighbours, without discrimination.
Given this reality, it needs to be recognized that parties beyond the company’s
target audiences have immediate access to the story promoted by Corporate
Communication.
This can be positive but also negative. As a result, if the company wants to
broaden its reach internationally, one must consider messages that will be consistent
and acceptable with audiences beyond the company’s conventional borders and
speak to audiences of varying languages and ethnicities.
8.3 Corporate Communication at Trade Shows 525
8.3 Corporate Communication at Trade Shows
8.3.1 Corporate Communication Role
Trade shows are a key component of most companies’ marketing and marketing
communication efforts. In addition to, and in close cooperation with marketing
communication, Corporate Communication can play a major role in supporting this
effort. All Corporate Communication activities at trade shows must be fully inte-
grated in and in harmony with the company’s marketing and marketing commu-
nications plans. This will ensure that the company will be perceived as speaking
with one single voice.
While marketing communication will focus on the company’s products, tech-

nology and services, Corporate Communication will concentrate less on products
and services but on the media, the company’s image and reputation, its credibility
with the key target audiences, and environmental, safety & health and government
relations issues, if a concern.
A possible extra contribution which Corporate Communication could make is
inventing an attention-grabbing theme and slogan for the trade show and arrange for
an attractive corporate give-away. The latter should not only be relevant to the
company’s business but and useful. Both, the theme and slogan, on the one hand,
and the give-away, on the other hand, should have the potential for the Corporate
Communication function to build a story around this initiative and use this in the
company’s media kits and on the website.
EXAMPLE: On the occasion of a specialised chemical trade fair, a chemical

company produced a slipcase for seven books. This slipcase, accompanied by
a press release, a special slogan and other communication activities, was
distributed to attendees of the trade fair. The slipcase was filled with only one
book, covering a description of one of the company’s seven product lines.
The distribution was linked to the company’s promise that at the next
important industry gatherings, the slipcase would stepwise be filled with the
missing six books. The books were all written by the company’s respective
experts in their field. Each of these books comprised a detailed and com-
prehensible description of one of the company’s distinctive product lines. The
books’ value was enhanced by the addition of important industry outlooks,
statistical data and research report summaries. The way the books were put
together, made the series in its slipcase a unique source of information.
Corporate Communication and marketing communication have to collaborate

closely when selecting the company’s booth space at the trade show. If possible, the
stand with the most traffic should be picked.
In addition, the two functions need to work together in putting an effort into
booth staff preparation tailored specifically for the show in question.
8.3.2 Communication Objectives
Corporate Communication activities at trade shows should be geared to achieve

four objectives:
• To motivate target audiences, especially the media and new customers, to attend
the event and to visit the company’s booth;
• To reassure and reward selected journalists, loyal customers and important

stakeholders and investors by providing VIP treatment at the company booth, or
outside the trade show venue, at special events or individual invitations;
• To educate the media on the company’s technologies and products, if news-
worthy, which is especially the case when a new product is launched at the
occasion of the trade show;
• To reach those target audience members after the trade show, who were not able
to attend the event.
8.3.3 Communication Opportunity
The most effective tradeshow marketing and Corporate Communication programs

use an intelligent mix of offline and online media to deliver the exhibiting company’s
messages and product information to their target audiences (read Sect. 1.3.2).
In addition to and in close cooperation with marketing communication,
Corporate Communication should send out invites to their key audiences to visit the
company’s booth and set up meetings in advance. If possible, complimentary
tickets should be provided to some key contacts. Invitations to the show’s
pre-registered attendee list and the registered attendee list from last year can be sent
out by mail or by email. If Corporate Communication is using social media in
addition to conventional channels of communication, this new channel should be
used to reach out for more and new attendees. In addition to personal invitations,
the company’s trade show schedule should be posted on the company’s website
with a link to sign up for appointments.
Major social networks such as Facebook and LinkedIn must be reviewed for
specific website set-ups by the organisers of the trade show which can be used
building communities. In case a trade show organiser has set up a temporary site it
can be used well in advance of the event for joining the trade show community and
build relationships with other trade show participants.
Trade shows offer the unique opportunity for company representatives and the
Corporate Communication staff to meet face-to-face many key company contacts,
customers, journalists, investors and stakeholders within a very short time. The
opportunity is so unique also because there is basically no other opportunity at which
company top managers, experts and representatives from most company target audi-
ences and the media are physically present at one location at one time. Trade shows
enable the most economical face-to-face meetings and company representation possible.
Trade shows can in particular be used to intensify relationships with journalists in
face-to-face dialogues (read Sects. 1.3.4 and 2.10.2). This is particularly important
for small and medium sized businesses, which normally do not have the budgets to
send their Corporate Communication people on trips to meet all relevant media
representatives. They also offer a media audience for major company news
announcements, new product rollouts, new strategic orientations for the company, or
top management changes.
Because of this uniqueness, companies, which participate in trade shows should

maximize and optimize their Corporate Communication presence at trade shows as
this will maximize and optimize their marketing communication.
Journalists are attending trade shows for the same reasons. They look for
interesting news about the industry sector (such as insightful information on trends)
and specific companies attending the trade show. This hunger for news and
information represents the trade shows’ unique communication opportunity.
8.3.4 Company Messages
Trade shows offer a special opportunity for showcasing and introducing news to a
well-informed and interested expert audience. Not all news are typical marketing
communication messages but fall into the field of Corporate Communication.
Therefore, a company would be ill-advised not to maximise on the ample com-
munication opportunities offered by trade shows or just leave it to the marketing
people to represent the company at the trade show without involving communi-
cation expertise to provide a broader picture.
In addition to other Corporate Communication activities, there may be opportu-
nities for the Corporate Communication manager to secure speaking engagements for
the company’s top management representatives, either as keynote speakers or as
participant in product related panel discussions. The Corporate Communication
manager should look out for these opportunities, as they generally provide a high
visibility platform for increasing the company’s profile in an expert
environment (read Sects. 2.8.12, 3.2.9, 3.2.6.3 and 7.11.3.3).
Speaking engagements require good planning, a good choice of subject to be
presented (having the requirement of “newsworthiness” in mind, read Sects. 1.3.5,
3.2.4.1 and 7.17.3.3), and a careful identification of the appropriate company
speaker (he must have a speaking talent). The most convincing speakers are those
who can branch out beyond the standard subjects and provide news and background
knowledge to their audience.
8.3.5 New Product Launches
In case the company wants to take the opportunity of the trade show to launch a
new product or service, it needs to be made sure that the relevant media, both print
and online are contacted in time.
Specialised industry trade publications publish their editorial calendars: They
may run special trade show editions, which can be used as a platform.
It needs to be kept in mind, that most publications have long lead deadlines,
which requires early contacts.
If media coverage is a priority of the new product launch, one can decide to preview
the new product for some select key journalists and analysts ahead of the event. This
will enable those journalists to prepare the story in advance of the official launch.
In case the company wants to launch a trade show-specific, stand-alone website,
sufficient relevant and newsworthy content needs to be developed at least one month
beforehand. It has to made sure that the website can be updated easily and quickly. The
website should be populated with information about the launch, including marketing
materials, the official launch press release, photos, fact sheets, company background
and a link to encourage further (post trade show) communication. The special event
URL should consistently be used in all trade show-related correspondence, press
releases and invitations, and include a link to it from the company’s homepage.
Promoting material will normally be done by marketing communications. But
Corporate Communication should plan ahead and develop supporting
company-related background information and press releases in close collaboration
with marketing communication. In particular, Corporate Communication should
account for such activities as drafting and finalizing the launch press release,
organise press briefings and press conferences and plan the media outreach.
The organisation of a press conference depends on a number of factors (read
Sect. 3.2.6). A press conference can be costly, but for sure it will be time consuming
for company staff and invited journalists. That is why it needs careful consideration.
If a popular, totally innovative or exciting new product is launched such as a new
car model or a new smart phone, or something is presented which has a unique
angle that distinguishes the company from the other businesses it can be worthwhile
to going through that trouble. Otherwise, not only the cost might outweigh the
benefits but precious management time might get wasted.
A less expensive and less time consuming alternative to holding a press con-
ference is to arrange for some key journalists to make (exclusive) interviews of the
company’s top managers at the company both (read Sect. 3.2.7.1).
8.3.6 Media Contacts (Read Sect. 3.1.3)
It needs to be noted that the media present at most specialised trade shows are not
the media looking for sensational news, investigative journalists or the gutter press,
but journalists from the industry press who can be quite knowledgeable. In some
cases, they can even be subtle advocates of the industry they cover. Generally these
journalists are looking for positive news about the industry, in general, and the
company, in particular, which is of interest to their expert readership and not for
scandals. If a company can credibly share significant technology innovations,
economic successes, or insightful background comments on industry trends, these
journalists will be interested.
In case a trade show is used by the company’s Corporate Communication
manager to establish totally new media contacts, the following preparations should
be done:
• On the respective media outlet’s website, normally one finds photos of the
journalists they employ and free journalists they use. This will help recognizing
them at the trade show;
• The pre-registered media list should be studied carefully. Relevant media rep-
resentatives should be contacted timely before the trade show to set up
appointments at the show;
• Media representatives can easily be identified at the trade show when they are
wearing special “press” badges;
• After the official trade show hours, the Corporate Communication manager
should look out for media representatives at the trade show’s networking events
or other companies’ press conferences or receptions;
• The narrow window of opportunity provided by a trade show should be taken
advantage of as it offers face-to-face meetings with journalists who are impor-
tant for the company;
• The Corporate Communication manager should always have copies of his
company’s press kit available, either printed or on an USB-stick, or have a link
to an online press kit available, which he can email to journalists at any time;
• It must be made sure that any message offered to journalists is newsworthy to
get the journalists’ attention.
8.3.7 Opportunities for Small and Medium Sized Companies
Trade shows are especially beneficial for small and medium-sized businesses.
These industry gatherings provide an opportunity for a smaller company to meet
face-to-face a plethora of (potential) customers, competitors, industry analysts,
journalists, and possible investors over a very short period of time.
However, limited financial and manpower resources of most small and medium
sized companies mean that all opportunities have to be taken, which enable the
company to represent itself and its products at reasonable cost and lowest man-
power exposure possible.
In some cases the organisers of trade shows offer a number of opportunities to
help companies with limited resources to reap the full benefits of the show. These
might include special packages and pricing with specialised service providers, a
special website for posting exhibitors’ news, registered media lists, and online
bulletin boards. In addition, trade show organisers are sometimes offering special
marketing and promotion services. For instance, if they plan issuing press releases
there may be an opportunity to become listed in it as an exhibitor.
8.4 Communication for Events 531
8.4 Communication for Events
8.4.1 Definition
In the area of events, Corporate Communication tasks often overlap with other
organizational tasks relevant for an effective event management.
Events can have a wide range, from conservative mainstream events (e.g. edu-
cational seminars, conventions, networking gatherings, celebrations, galas for
fundraising, festivals), to avant-garde or “underground” events, such as heavy
metalpop rock concerts, “alternative art” festivals, urban “scene” events, and the
like.
8.4.2 Vision Statement (Read Sects. 4.4.6.3, 7.16.2.6, 8.1.3.3

and 8.10.5.2)
As usual in communication, and before a Corporate Communication campaign is

launched and communication tools are selected, the goals for the event and the
specific target audiences must be properly defined.
A short vision statement can provide such basis. A vision statement usually
describes what the event is trying to achieve (objectives) and indicates to whom it is
targeted.
EXAMPLE: “Folk 2018” will be the largest open-air beach party in South
East Asia and it will attract upbeat visitors from Hong Kong, Singapore,
Malaysia, Indonesia, Philippines, Vietnam and Cambodia.
The absence of a vision can result in unplanned, uncontrolled and unskilled

communication between the event organisers and their public. And if there are no
objectives then the event organisers run the risk that they and their Corporate
Communication experts will not know why they are running the event/festival and
what they want to achieve with their communication.
The following questions should be answered in the vision statement:
• Who are the (ideal) event visitors?
• What are their (entertainment) expectations?
• What is the event’s unique selling proposition (USP) vis-à-vis competing events
in the same geographical area?
• How can the event be used to promote the area/region/city/brands?
• How can the event be used to promote the sponsors’ products effectively?
8.4.3 Checklist
Therefore, and in advance, Corporate Communication tasks have to be coordinated

carefully. The following checklist illustrates this need:
• Who invites and takes care of the media?
• Who is the contact person for the media representatives?
• Who prepares a press release that includes information about the event?
• Who makes introductory remarks (if any) at the event?
• Who produces and distributes brochures and flyers?
• Who coordinates with event partners, supporters, fans, brand ambassadors,
sponsors, and special (VIP) guests?
• Who arranges for special presentations of sponsor names?
• Who is responsible for pictures and/or videos in order to document the event?
• Who is responsible in case of an emergency?
• Who is going to give interviews? Where?
• Who takes care of the legal issues, for instance license fees for playing music,
official approvals, fire regulations, or escape route planning?
8.4.4 Key Role for Corporate Communication
Whatever the purpose for initiating and hosting an event may be, the promoters
must make sure to include Corporate Communication in their event planning.
Corporate Communication, through traditional and new channels, can effectively
let an event
• Emerge from the surplus of (competing) events and information (read
Sect. 1.3.5);
• Create a buzz of excitement and public awareness;
• Generate ticket sales and attendance;
• Secure sponsors/advertisers;
• Encourage (specialized) media to attend and/or cover the event.
In particular, effective Corporate Communication campaigns can drive down the
need for advertising, and thus help to saving money, while increasing the potential
for attendance, ticket sales and after-event business.
8.4.5 Special Target Group Character
In the field of society and in particular of entertainment, preconceived notions about

traditional Corporate Communication can be widely ignored. In this field, the target
audiences are frequently much younger than the average population. Therefore,
caution is required, for instance, when selecting specific communication devices

because young audiences are often quite spontaneous and change their preferred
channels of communication frequently (read Sect. 2.5.1.2).
Also, there are often local differences in preference, which need to be consid-
ered. For all these reasons, more state-of-the-art communication concepts,
out-of-the-box thinking, creative ideas and a set of devices, channels and tools,
which are currently fancied by the respective target audiences are required.
EXAMPLE: In some areas, at a certain point in time, “LINE” became a

preferred communication app for (mainly young) people to the detriment of
“WhatsApp”, “Messenger” and others. This drive seems to have cooled down
substantially.
If the majority of the target audiences in the event field consist of young (below
national average age) people, one can conclude that the Corporate Communication
professional, who is active in this domain, must acknowledge that he has to deal
with the first generation of people, which benefitted from digital communications
while growing up. Apparently, this generation is the technology saviest.
As a result of growing up in the new digital age, these young people have
already developed fundamentally different communication habits. Today’s teen-
agers seem tong to shape the communications habits for the future, which is par-
ticularly true for the entertainment area.
EXAMPLE: Young people have increasingly turned away from talking on

the telephone. Only a minor part of their communication time is spent making
voice calls, while the vast majority is text based using instant messaging and
social networking media. And even the text messaging has changed character
recently as standard expressions of emotion has been replaced by emojis and
stickers.
By contrast to the young ones, older generations still spent time on the phone
talking and for many the traditional email is still most popular compared to a
shrinking minority among the teenager generation.
8.4.6 Event Planning
8.4.6.1 Volatility
The event domain is known for its below average age ratio, high diversification of
preferences, passions, emotions and “hype”, all of them being very volatile.
Therefore, planning means to definitely know about the target groups’ behaviour
patterns.
In particular in urban conurbations, and their surplus of entertainment offers,
event planning should take into consideration, that many consumers are extremely
opportunistic when deciding to attend an event. Even when they have formally
confirmed, guests sometimes do not show up, because last minute, they have found
something more attractive.
Some people may come to the event because they like the event’s reason or
theme, others may not care at all about this and just come to be seen.
Because of the staggering surplus and the particular volatility, splitting target
audiences plays a special role in this field. Splitting up target audiences leads to a
complex differentiation of countless special target groups and sub-groups with
different profiles and characteristics reflecting different tastes, preferences and
commitments.
New “micro targeting” methods may be appropriate in this area to facilitate
effective and successful Corporate Communication. With the help of “micro tar-
geting”, messages can be tailored for each individual channel and device and social
media can be more effectively used to build a follower base and drive people to
‘like’ the relevant pages messages and even post photos and video content after the
event.
8.4.6.2 Competitive Analysis
Competitive analysis will be an essential part of the company’s Corporate

Communication strategy in this field. In case, a company has agile competitors, it
will be smart to know what competition is doing before getting involved in
Corporate Communication activities. This is of particular interest in the event
domain because it will be very likely that competitors are targeting the same or
similar audiences.
It will not only be helpful in understanding what competition is doing but it may
also be helpful in getting more information of the (common) target group. The key
professional term for this competitive analysis is “A/B testing*” (sometimes called
“split testing”).
*EXPLANATION: One talks about “AB testing” when, for example, two
web pages, their content and underlying (campaign) strategies are compared
to see which one performs better.
8.4.6.3 Timing
The Corporate Communication outreach should be started as early as possible. This

is ideally the case, when date and venue for the event are secured (“save-the-date”).
Conventional e-mail blasts may be useful to reach a large audience for a
“save-the-date”. The emails can provide event specifics, a guide/map, a contact
telephone number and reasons to attend.
A media advisory should also be used to generate broader interest and encourage
the relevant media to attend. Photos from similar previous events can show the
media what the planned event will be like.
As far as an “early warning” is concerned, it needs to be considered, that writers
and photographers who attend events have usually extremely packed social agendas
that fill up well in advance. Therefore, it is important to get on their radar as early as
possible to secure their interest and possible attendance. An early outreach also
helps with securing sponsorships. It should not be forgotten to post event details to
the calendars of media outlets and relevant websites. Most are free calendar listings.
8.4.6.4 Teasers and Reminders
In addition, social media are perfect to post daily teasers between the first formal
announcements or invitations and a last-minute reminder to keep people interested
who are still hesitating and those, who will decide opportunistically.
A last minute reminder is as important as a “save-the-date” announcement. It is
helpful for motivating those who prefer to make last-minute decisions or those who
forgot about the invitation.
A last minute reminder follows the formal invitation, which is sent out after the
“save-the-date” communication and before the event.
It is important to contact TV and radio outlets early on the day of the event, as
TV/radio team assignments are prioritized and determined at internal meetings early
in the day.
8.4.7 Social Media for Events (Read Sect. 3.3.2)
In addition, social media such as Facebook, Twitter and possibly LinkedIn are
powerful media outlets for posting news about the event and gain exposure.
Here are some ideas on how event organisers and their Corporate
Communication people could use social media to communicate news about their
events and to engage customers, “fans” and (if applicable) potential volunteers:
• STAND OUT: A unique selling proposition (USP) must be provided to dis-
tinguish this event from others (read Sect. 3.2.2.2);
• RELEVANCE: The USP must be relevant to the target audience and must be
perceived as more relevant than other, competing events;
• CONTINUITY & CONSISTENCY: Post information about the event must be
provided in a clear, consistent manner. In addition, the design, a logo and, if
applicable, a motto, and a link to the event website for more details;
• LINKS (read Sects. 1.3.5.2, 3.3.1.8 and 3.3.4.2): Links can be used to provide
more space for the message and drive users to the event website;
• REMINDERS: Prior to deadlines, reminders should be pushed out, or other
technical/organisational information;
• AVOID CONFUSION: All media platforms must be updated simultaneously to
avoid out-dated information which could create confusion;
• FEEDBACK: Social media accounts must be set up to receive automatic noti-
fications whenever guests comment;
• RESPONSIVENESS: Responses must be provided to guests’ questions. In
addition, upbeat comments should be posted and misinformation and errors
corrected;
• PHOTOS: Dynamic images and snapshots should be provided whenever pos-
sible to attract attention and motivate reading;
• EXTERNAL SOCIAL MEDIA: Relevant external social media must be fol-
lowed before and during the event and their reporting monitored;
• SPONSORS (read Sect. 1.4.2.2): To refer to sponsors’ products and messages,
social media should be used.
8.4.7.1 Content (Read Sect. 2.6)
The Corporate Communication manager for an event should make it easy for fans
and the media to share the event by providing a variety of downloadable content,
including audio, video, postings, articles, graphics, updates via Twitter/Facebook/
Google+, and LinkedIn, email/blog posts, newsletter updates and blurbs (i.e. a short
description for promotional purposes of a book, or other written product).
If the event is a repeat event, those fun photos should be leveraged, which were
taken at previous events. It would even be more appealing to the user audience, if
user-generated content (such as photos and selfies taken by attendees) would allow
to be shared on the company’s social media accounts. Exciting, sexy, flattering and
fun pictures of some of attendees of past events can be used to create an album. If
possible, people in the picture can be tagged to make it more personal. This ini-
tiative gives people an opportunity to comment and talk about what a great time
they had and how much they are looking forward to attending the following event.
8.4.7.2 Audio-Visuals (Read Sects. 1.4.2.2, 3.3.3.2, 7.16.6.3 and 8.4.7.2)
Video is an extremely effective medium to showcase the passion and enthusiasm

the planned event is supposed to inspire.
Catchy audio-visuals are a strong mix that can drive registration for the planned
event. This is particularly the case when it will be used to convey the energy,
excitement, intensity, quality or seriosity of a past live event.
Their appeal can help creating engagement opportunities as they are easily
shared with “friends”.
When producing audio-visual material it should be remembered what the tar-
geted audiences’ expectations will be because the video should easily convey the
value and the importance of the planned event to prospective participants of the
event. For them the benefits of attending must be made crystal-clear.
It will also be helpful to add testimonials, comments, celebrity statements (if
any) and attractive graphic images accompanying these quotes and comments.
A video can be shared almost everywhere: On the company’s website and/or
event landing page, in the company’s newsletters, with company affiliates and on
social media. In addition, it can be shared in the company’s email marketing
campaign, social platforms, blog posts and email signatures.
8.4.7.3 Different Image Requirements
The Corporate Communication manager should know that the various social net-
works have different image requirements. His communication should therefore
provide options to accommodate different posting styles of the networks.
EXAMPLE: Rectangular images work best on Twitter. Square images look

best on Instagram.
8.4.7.4 Facebook
Remarketing (Retargeting)
Remarketing can be a very effective tool because usually people do not buy into an
event the first time they see the offer for an event. This is especially true for
expensive ticket items like conventions or big star concerts.
Facebook allows to show event ads to Facebook users who left the website
before purchasing a ticket. When advertising to prior website visitors, the advertiser
has to make sure, to exclude Facebook users who have already purchased a ticket.
This can be accomplished by simply creating a custom audience from the same
page, which was used to track conversions (e.g. the “thank-you” page). When
attendees land on the thank-you page after registering, the Corporate
Communication plan should foresee to capitalize on their enthusiasm by providing
a button to share a tweet or post immediately.
Facebook Event Page
Many people log into Facebook (read Sect. 3.3.2.6) at least once a day. The event’s
Corporate Communication manager can make it easy for them to keep up with
event news by creating a special event page listing. This can be used to encourage
networking (even before the event), and encourages sharing by event attendees.
Facebook has added new tools such as “targeted news feed ads” and “event
insights” to measure the effectiveness of such efforts.
Facebook’s Call-to-Action
Facebook CTA button for pages is said to “bring a business’s most important
objective to the forefront of its Facebook presence”. This “Call-to-Action” tool
(read Sects. 3.2.4.1 and 3.3.1.4) is able to drive Traffic to the event’s registration
page and should be used by the event organisers and their Corporate
Communication manager.
8.4.7.5 Instagram Video Invitations
Instagram has made it very easy to offer direct messages with video. Followers can
receive a Video invitation for the planned event. In 15 s the Corporate
Communication manager can invite new followers to his event. This is especially
effective if he will also be at the event, be visible to accommodate these attendees
(and not stay behind the scenes).
8.4.7.6 Podcasts (Read Sect. 3.3.4.1)
Whether the company and the Corporate Communication manager have their own
podcast or whether he is just a guest, he should seize the opportunity to discuss the
upcoming event. He must not just talk about the speakers or organisational issues,
but about what the attendees are going to gain by attending. The attendees will
appreciate this because they are asked to invest their precious time and resources to
attend. Highlighting the added value is an effective way to create interest in the
event and get more attendees.
8.4.7.7 Adding the Event to the Company’s Email Signature

(Read Sects. 3.3.1.8, 8.4.7.7 and 8.10.6.1)
In consideration of the large amount of emails sent and received any given day, it
looks like a good opportunity to spread awareness for the planned event by adding a
hyperlink and/or graphic to the company’s managers’ and employees’ signature line.
The Effective Use of “#Hashtags*” in Social Media (Read Sect. 3.3.2.5)
Many event organisers forget about creating one single event-specific hashtag for
use across all Social Channels the event organiser or his company is using.
*EXPLANATION: A hashtag is a pound sign (#), but it is also used on

Twitter to categorize messages. Twitter describe a hashtag as one of the most
commonly used symbols on Twitter to organize conversations, tweet at
events and engage in conversations online.
Hashtags give users the incentive to categorize their own social posts, making it
easier for other users to find content relevant to what they are interested in.
Hashtags are also an easy way to distribute popular news to groups of social users
who may not have been actively searching for it.
8.4.7.8 Hashtags for Events
By using an event-specific hashtag, an event organiser or his company make it easy

for users, not only to find what he is sharing but, in addition, other people’s
comments. This tactic is a great way to create and participate in an engaging
dialogue with event attendees and interested parties. Although hashtags were ini-
tially created as a way to organize the massive amount of content on Twitter, they
since have developed into something much different. Today, hashtags are used to
create conversations, to interact, and to promote company products, services and

events to a large number of new users.
Many major companies and brands have Twitter accounts, and some choose to
create hashtags to promote specific events or campaigns. One thing is for sure not
using a hashtag at all is no reasonable option unless the company represented is a
big brand with tons of organic engagement. Amongst others, hashtags are also a
search tool, so using them for social media will help more people find the company
profile, its posts, and the content Corporate Communication has developed.
The Corporate Communication manager who wants to use Twitter (or any other
social media channel) as part of his company’s communication strategy, in general,
and, specifically for events, needs to keep some principles in mind:
Early Planning
An event hashtag is a powerful social media tool to centralise all the online dis-
cussions around the planned event. It concentrates all online conversations, dia-
logues, multimedia messages and information about the planned event and connects
all event attendees online.
Hashtag planning should be done well in advance (It is never too early to get the
social buzz going) of the planned event and it should be used in any communication
and in any communication tool and channel, including all digital images created,
the email signature, and all conventional promotional materials such as invitations,
event flyers, business cards, etc.
Hashtag Use
During the Event

During the event, the hashtag should be used to create conversations. For instance,
the moderator or key note speaker at an event you can be asked to mention it. It is
also a good idea, to ask visitors of the hashtag to share their experiences and
thoughts. Of course, it will also be possible to stimulate the conversation when the
Corporate Communication manager himself will be active on Twitter and respond,
retweet and connect with the event’s attendees. A live hashtag feed can of course
motivate active online attendees to tweet about the event.
If the Corporate Communication manager wants to collect all posts on social
media with his hashtag he can register his event hashtag and create a social media
homepage for his event (www.eventhashtag.com).
After the Event

After the event, a hashtag allows the Corporate Communication manager to keep
the conversation going. This requires some advance preparations such as a plan to
keep on networking, and stay connected with the event/company followers. An

additional option would be for the Corporate Communication manager to gather all
the images, videos and remarks, and comments that attendees shared and thus
develop a common reference point.
8.4.7.9 Choosing an Effective Event-Hashtag
A well-chosen hashtag can help to increase the online visibility of the planned
event, and motivates Twitter users to join the event related conversation.
Generic Hashtags
Just adding the prefix “#” to the planned event name falls short of the challenge. It
may neither be unique (for instance it is used by another (competing) event), too
popular or generic.
EXAMPLE: #love, #beautiful, or #vintage, for example, have too many posts
already and are therefore useless for the planned event (for instance, a vintage
fashion show). One may get “likes”, but probably not from people who
belong to the targeted audience.
Creative Hashtags
As an alternative to popular or generic hashtags, hashtags should be sought that are

specific to the planned event’s target audience. A good approach to achieve this
goal is a brainstorming session, which can involve staff members or just be a
self-brainstorming. The following points must be considered when brainstorming:
• UNIQUE: Whatever the outcome of the brainstorming will be, the hashtag’s
“uniqueness” should be reviewed by checking Twitter Search (https://twitter.
com/search-home) and possibly other major networks. A successful hashtag is
not simple but unique. As a professional communicator, the Corporate
Communication manager wants to be able to reach his target audiences with the
use of hashtags, especially before and during the event. In addition, he wants
others to join in on the dialogue and be able to engage with each other.
Therefore he needs to get engaged in some more creative work to pick a
hashtag, which is more unique, will make the event/the company stand out in its
community and is also easily recognizable for all users;
• CLEAR: It goes without saying that a hashtag needs to be easy to understand
and can be easily memorized;
EXAMPLE: A hashtag such as #vindeffashaugo15, for example, might be

unique, but too hard to decipher. If event attendees would even memorize it,
they will surely spell it wrong. For a vintage fashion show featuring fashion
from the Twenties, #vinfash20 may a better alternative as attendees and their
followers on social media will better understand what it is about.
• MEMORABLE: A hashtag is memorable when it makes sense and is relevant.

In fact, when attendees cannot remember a hashtag, it becomes quite useless. It
could well be longer and thus be clearer. But the longer and clearer hashtag
#vintagefashionevent20ies, for example, takes up 24 (17%) of the 140 characters
of a tweet and on Twitter, every character counts. That is the reason why a
perfect hashtag counts only 8–10 or even less characters;
• SHORT: The Corporate Communication professional must remember that the
longer the event hashtag, the fewer characters Twitter users have to comment
about his event. Of course, a Corporate Communication professional has to
watch whether his choice of an event hashtag has any bad implications and
associations and whether his event hashtag can be interpreted in an alternative
(negative) way;
EXAMPLE: #vintafashoTwen20 is obviously misleading as it seems to

suggest an event for Vinta backpacker fashion for the younger generation or
an extremist right wing gathering.
• RESEARCHING: There are a number of options to research hashtags before

using them such as Instagram or Twitter search or other hashtag tools such as
Ritetag, Tagboard, Hashtags.org, or Tagsforlikes.com.
New Hashtags Versus Piggybacking
There are two main ways companies can take advantage of hashtags for their
communication efforts:
• Creating their own hashtags; and
• Taking advantage of trending hashtags.
Creating a new hashtag is not easy but, if it works out successfully, the company
behind the hashtag will benefit in terms of boosted credit and awareness. In addi-
tion, a new hashtag can guide the online conversation. This allows much better to
control the content followers or “fans” submit using the company’s hashtag and
effectively steer the conversations in a direction favourable for the company or its
planned event.
EXAMPLES: COCA COLA’s #ShareaCoke campaign featured Coca Cola

bottles and cans which carry labels with the phrase “Share a Coke With…”
and each can has a different name or title, such as “Share a Coke with Mom”
or “Share a Coke with John”. The company turned this idea into a hashtag
campaign by encouraging drinkers to tweet their own stories with the hashtag
#ShareACoke. This campaign was successful and garnered hundreds of
thousands of tweets, and, in addition, provided Coca Cola with the oppor-
tunity to create new sub-campaigns. RED BULL’S “#PutACanOnIt” cam-
paign was inspired by a photo Red Bull found on Twitter. On the photo the
user-photographer can be seen holding a Red Bull can above a Mini Cooper
car to make it look as though it was a trademarked Red Bull car. RedBull
used this image in its campaign and it became an exploding trend.
Worldwide, people created their own images with Red Bull cans placed in
unique positions.
The alternative to creating a new hashtag is using a well-established hashtag or

attempting to hijack a trending hashtag as long as it is not a controversial trend, and
that it is relevant to the company. Both options are risky as it needs to be estab-
lished that the use does not turn out to be counter-productive.
EXAMPLES: German automaker Audi’s #WantAnR8 campaign was initi-

ated by a tweet somebody had sent out with the hashtag #WantAnR8 to
explain why an Audi R8 was wanted. Audi quickly created a contest. All
users had to do was create and post a tweet using that hashtag and they had a
chance to win a R8car for a day. FOOD COMPANY: A company in the food
business decided to use a trending hashtag in a tweet to promote its product.
What the company overlooked was that this third party hashtag pertained to
child labour abuse. The company faced a social uproar for using it.
It is recommended before deciding on a new hashtag, to check what hashtags are

currently trending and make use of them, if they are relevant to the planned event or
the company’s business. Using a popular hashtag that has nothing to do with the
planned event or the company (for example, including #realDonaldTrump in a
tweet about a vintage fashion show) makes no sense.
EXAMPLE of a company for taking advantage of a trending hashtag:

Kentucky Fried Chicken (KFC) took complete advantage of the hashtag
#NationalFriedChickenDay when they realised that it was trending.
Not only Twitter, but also Instagram, Facebook, Google+, Tumblr, and Pinterest
support hashtags. To find out which hashtags are trending across all these social
media channels, one can use www.hashtags.org to find out which tags are “hot” in
real time.
8.4.7.10 Conventional Tools
Press Release and Press Conference (Read Sects. 3.2.3.1 and 3.2.6)
Press releases are still the usual method of communicating details to the media
either nationally or regionally. If the event is of local, regional or national interest,
the appropriate print, radio, and TV media should be informed in advance to trigger
interest in the event. In addition, background material including videos and photos
should be provided, including references to former successful events.
Keeping Record of Media Coverage (Read Sect. 2.9)
It is important to keep copies of all media coverage received. This is not only for
own record purposes. It can also help in the subsequent internal success control
process. In some cases, keeping a detailed record may even be a contractual
requirement of sponsors, grant providers, patrons and other contributing partners.
Advertising
If the company decided to promote the event through paid advertising, the
Corporate Communication manager has to make sure that the messages provided by
advertising (normally short term in character) are not in contradiction to, but in
harmony with the Corporate Communication strategy and messages (normally long
term in character). Close coordination and cooperation between the Corporate
Communication manager and those (marketing) people who are responsible for the
advertising and, possibly, the external advertising agency, is required.
In addition to the continuity and consistency of messages, it must be ensured that
possible advertising opportunities for the event are used to strengthen the general
corporate/event image and that they will give a clear and easy to understand
message.
Word-of-Mouth
The challenge for the Corporate Communication manager who is organising a

special event such as a sale, music concert, festival or a “grand” opening, is to make
his target audiences aware of it.
Of course there are many ways you can do this but some of the options may be
beyond the budget of small or medium sized companies.
The simplest and least expensive tool is the “word of mouth”. Getting people to
promote an event through word of mouth is very basic and thanks to the emergence
of social media has become a newly interpreted alternative. Media like Facebook
and Twitter offer free channels for event promotion and are able to generate some
awareness and create a buzz around the planned event but it can still be a laborious
task to spread the word on these platforms on a planned event.
Flyers to Promote Events (Read Sects. 3.2.8.2 and 8.4.7.9)
While social media certainly has lots of benefits in helping to promote events it is
also important to remember some of the old-school tools that have been used for
years. One such technique is using flyers to promote the planned event. Event flyers
may be a conventional tool but they are quite effective in reaching the targeted
audience and promoting a planned event.
Even in the era of online media, many events print literature of some kind such
as an event brochure or just simple flyers.
The following points are of key importance:
Flyers must be written and (graphically) designed with the needs of the potential
event visitor in mind (and not the company’s management).
The flyer must answer the following questions:
• What is the event about?
• Where is the event taking place?
• When is the event taking place?
• What is the event’s unique selling proposition (USP), read Sect. 3.2.2.2.
• Have there been successful events like this in the past (references)?
• What will attendance cost?
Design
It goes without saying that a flyer which is supposed to attract the attention of
members of the target audience must be designed to just do that and stand out from
all other printed material around and in addition highlight the main message
effectively. Flyers’ design must invite the targeted recipient to take an interest in
them. Poorly designed, dull material with bad illustrations will most likely end up in
the rubbish bin, and do nothing for the event promotion.
It needs to be remembered that the brochure or flyer will be all that many
recipients will have to decide whether to attend the event or not. The same is true
for online postings. Therefore, the printed material as well as the online postings
must be exciting (graphic design, colours, photos, illustrations), inviting (easy to
read), contain all the relevant information and use clear and simple language.
Because target group oriented design and language are absolutely essential, it is
worth paying a professional designer/texter who is familiar with the target groups’
expectations.
Targeting
Different to normal Corporate Communication practices, in the special field of
events, specific target group jargon should not be avoided but must be used to
appeal to the specific target group members and make them feel comfortable with
the event (read Sect. 3.2.4.1).
Flyers promoting an event are tangible in nature. The fact that target group
members will physically hold the flyer in their hands means that there is a high
possibility that they are going to read it. This means that the campaign is already
half way to getting the message across.
Add-Ons
To make flyers even more attractive to the target group, they can also be designed
as an incentive platform by offering incentives such as coupon codes, discounts and
vouchers. This guarantees additional attention.
Distribution
There are different ways for distributing event flyers, both off- and online.
Physical Distribution
The most traditional way to get flyers out are posting them in local retail shop
windows or on display tables in local shops or in places with a waiting room where
people spend time with not much to do, such as bus stops, hairdressers, doctors,
dentists, opticians, etc. Of course this requires the businesses’ former approval and
one should make sure to place the flyers only into those environments, which are
frequented by members of the targeted audiences. These businesses may be more
motivated to collaborate if they are offered a free display of flyers for their busi-
nesses at the planned event in exchange for their promotional help.
On the more expensive side, and assuming a list of potential attendees and their
addresses is readily available, flyers carrying the event invitations can also be
mailed out.
If the event and consequently the scope of distribution are hyper-targeted, an
alternative way to distribute flyers without an address list is to deliver them to the
door-step (“door drop”). This is a labour and time-intensive process, which may be
realistic in an area where cheap flexible aides are available and can be hired easily.
EXAMPLES: If sports fans are targeted, flyers can be distributed at a large

sports event (stadium), before or after the event. If students are targeted, the
flyers can be distributed at a campus or in an area with a dense student
population. No mailing list is needed in these cases.
It needs to be noted by the Corporate Communication manager in charge that the

distribution of flyers on the street may be subject to a special permission by the local
authorities.
Digital Distribution
Flyers can also be distributed digitally. They can easily be shared on Facebook,
Instagram, Snapchat, Twitter, or LinkedIn and pinned on Pinterest, whichever is
most appropriate to the target audience for the planned event. If there is budget and
it can be seen that the flyer is doing particularly well on one channel, it can be
decided to pay for promotion to achieve even better results.
Of course, the flyer must be posted on the company’s website, the event
organisers’ blog (if any), and the event page (if any). In addition, it should be sent
to all friends and connections via email combined with the request for sharing the
flyer with their network.
Success Control (Read Sect. 2.9)

Flyers can be designed as an effective control mechanism for reviewing the success
of the event.
For instance coupon codes included on the flyer can be one way of measuring
how successful the flyer campaign has been. Another way could be the addition of
flyer numbers, custom URL’s and QR codes* which can help to monitor how
successful a flyer campaign has been.
EXPLANATION: Quick Response (QR) codes provide a way for businesses

to connect and engage with customers and are mainly used in marketing (on
business cards, newspapers, magazines, and billboards). QR codes are a two
dimensional scanning barcode system which has evolved in recent years and
thanks to the rapid emergence of smartphones into a new marketing tech-
nique. Smartphones in particular are able to scan a QR barcode to provide the
user with information relating to the code or the message associated with it.
Event Logo/Slogan/Motto
A logo and possibly a slogan or motto, are part of the branding for an event.
A logo, slogan or motto must be right from day one. It is not helpful to have to
change after starting to use them, for instance because during the use, it emerges
that third party property (copy-) rights are infringed. Therefore, already in the
planning phase, any logo, slogan or motto must be carefully reviewed by the
company lawyer in consideration of possible infringements of the law.
Logo
As far as the design is concerned, a logo should express visually the spirit and the
rationale of the event. It must have a high recognition factor mean something to
people who are supposed to get attracted to the event. In addition, it should be
capable of becoming reproduced on many different materials, i.e. print, T-Shirts,
caps, banners, etc.
Slogan/Motto
A slogan or motto is a catchy tagline* (*a catchphrase, especially as used in
advertising), that communication professionals create to express the key theme of
an event in words and which the targeted public has no difficulty in remembering.
Some key points to create a great slogan:
• MEMORABLE. A good tagline or slogan can be used long time because they
can be easily remembered;
• SIMPLICITY. Proven words and short keywords are most convincing, even if
they represent jargon commonly used by the micro targeted recipients of the
message;
• BENEFICIAL. Positive feelings about the purpose and benefits of the event
should be created with the target group;
• IDENTIFICATION. A good slogan must stay consistent with the company/the
brand/the event (desired) image, whether stated or implied;
• DIFFERENTIATION. In the prevailing information overload, event organizers
must make an effort to set themselves apart from competition and others through
their creative and original tagline or slogan.
Websites
In today’s digital world one can no longer imagine an important event without a
special promotional website. The Internet and the social media have become key
ways of promoting a product, service or an event. This is particularly the case when
the target audience is below the public average age. Therefore, most events,
whether big or small, use promotional websites.
The appealing and targeted design of the promotional site is as important as for
traditional printed material.
But key for the website’s success is to make sure that the targeted web users will
be effectively attracted to and easily able to find the website. This requires a
registration of the site with various search engines (which is usually arrange for by
the professional web designers). An additional way to improve the website’s vis-
ibility is to get it listed on other sites. The development of links with other events or
event related products or services can in some cases be a useful way of extending
the promotional activity. For more details on promoting site visibility and increase
web traffic.
Web Cards*
It should also be considered to produce web cards.
*EXPLANATION: A “web card” is a version of a data card that is used to

promote advertising space on a website. Cards are basically small containers
of individual information and can hold all types of content visuals, text, links,
etc., with each card representing its own singular thought. One can fill the
device’s screen with a number of independent containers of information,
which provides the user with a much cleaner and comprehensible interface.
This makes browsing quicker and easier for the user. In addition, this method
accommodates gesture controls. On touch screens, the cards act as buttons
without any extra manipulation (tap the card to interact with the content).
Cards have been around for a very long time. Everybody knows post cards,
birthday cards, greeting cards, gambling cards, coupons, credit cards, driving
licence cards, and many others.
Cards are an effective medium for communicating quick stories, which is
exemplified by most movies, which are all storyboarded, using a card like format
with each card representing a scene.
High Flexibility
Important is that cards can be manipulated. They can be folded for a summary,
expanded for more details, turned over to reveal more information, sorted, grouped,
and stacked to save space. When designing cards for (small) screens, one can take
advantage of this flexibility and, in addition, can even take advantage of add-ons,
such as embedded animation, multimedia content, photos, videos, music, etc.
Perfect for Mobile Small Screens

Some experts call web cards “the future of the web” because they are fast becoming
the best design pattern for mobile devices and can provide a burst of information. If
one assumes that the predominant medium of our time is the portable screen (smart
phones and tablets), then the predominant design pattern will probably be web cards
as they are perfect for mobile devices where they can be stacked vertically or
horizontally.
The trend towards cards is confirmed by developments in the Internet, which are
directing away from pages and destinations, towards completely personalised
experiences built on an aggregation of many individual pieces of content.
The fact that content is being broken down into individual components and then
re-aggregated is the direct result of the rise of mobile communication technologies.
They enable an unprecedented access to data coming from many different sources
and replayed on billions of screens of different sizes.
Aggregation into One Experience

This new development is driving the Internet away from many pages of content
linked together, towards individual pieces of content aggregated together into one
experience. This aggregation depends on a number of elements, including:
• People’s location and environmental context;
• The people consuming the content;
• Their individual interests, preferences, and behaviour;
• Their friends’/networks’ interests, preferences and behaviour.
In addition to displaying content in a more engaging way, “Cards” can also drive
downloads of mobile apps, and even link directly into installed applications.
Twitter is already moving to web cards by launching “Cards” (https://dev.twitter.
com/cards/overview). With Twitter Cards, one can attach photos, videos and media
experiences to tweets, helping to drive traffic to the website.
EXAMPLE: In response to the newly emerging “Card” tool a high quality

newspaper such as the New York Times should start to care more about how
their story appears on the Twitter card than on their own website because, in
the future, it will be more likely that the story (the content) will be seen more
often in card format than on the website.
Simple Method
The method is quite simple: One has to add a few lines of “markup”* to the
website, and those users who tweet links to the website’s content will have a “Card”
added to the tweet that will be visible to their followers.
*EXPLANATION: Structured data “markup” is a code (semantic vocabulary)

put on a website to help the search engines return more informative results for
users. It particularly enables Google to process and display the data in search
results. “Schema markup” is the name of one of the latest evolutions in
SEO (read Sect. 3.3.1.4). With “Schema markup”, a website can be boosted in
the search engine result pages (SERPs). This new form of optimization is one of
the most powerful, but least-utilized forms of SEO available today.
EXAMPLE: A local hotel business put a “mark-up” on its event schedule
page. The “schema mark-up” told the search engine result page (SERP) to
display a schedule of upcoming hotel events. For the user this is extremely
helpful.
Not only Twitter is moving to cards. Also Google is rethinking information

distribution, away from search, to personalised information pushed to mobile
devices and is now is moving to cards (www.google.com/landingnow/). In addition,
Pinterest and the new “Discover feature on Spotify” (https://play.spotify.com/
discover) are built around cards. Much of Facebook now represents cards.
Sponsorship (Read Sect. 1.4.2.2 and Chap. 9)
Balancing Needs and Benefits

The first thing that one should remember about sponsorship is that, in general,
sponsors expect to receive some tangible benefits in return for their support of the
event. Basically a sponsor must consider whether making a contribution to the
event will give him a better return than spending the same amount of money on
advertising.
A Corporate Communication professional is well advised to consider both the
event’s needs and at the benefits which the sponsorship may bring to the event and,
at the same time, look at the likely benefits that the sponsor will receive in return.
Some Typical Benefits

The following are some benefits that an event may be able to offer a sponsor:
• Good locations for (product promotion) banners;
• Wide circulation of the event flyers in target market areas of interest to the
sponsor;
• TV and or radio coverage of the opening of the event;
• Association with a widely acclaimed event with a good (local, national or
international) reputation;
• A close match between the event visitor profile and the target clients of the
sponsor;
EXAMPLE: A gay party may be of special interest to a major supplier of

designer fashion accessories.
• Product promotional opportunities (e.g. sales booths);

• Specific mentioning of the sponsor in the event organiser’s official opening
speech;
• Highly visible display of the sponsor’s logo/slogan on the publicity wall at the
entrance of the event location (where professional photographers are place to
make their shoots of all visitors);
• The event can provide preferential corporate entertainment opportunities for the
sponsor;
• Networking opportunities for some of the sponsor’s staff.
Benefit-in-Kind as an Alternative to Cash Sponsorship

Instead of an outright cash sponsorship, the parties in a sponsorship relation can
alternatively agree on “benefit-in-kind”: The use of goods or services in exchange
for sponsorship rights (benefit-in-kind).
This arrangement can play a major role in helping sponsors to limit their cash
exposure. But placing a cash-equivalent-value on goods or services seems to be a
frequent sticking point between the sponsorship partners because sponsors typically
want to receive the full retail value of whatever is being provided. This can cause
discussions between the parties about the fair market value.
Other benefits-in-kind could include products which are not needed from an
event organiser’s operations standpoint, but which could be used for fundraising
(e.g. as silent auction item), to enhance the visitor experience or for some other
purpose.
EXAMPLE: A greeting card manufacturer wants to significantly reduce the

cash component of its sports sponsorship. Instead, he decided to provide
printing services.
Sponsor Checks
For a Corporate Communication professional it would be smart to put himself into
the position of a potential sponsor and ask some of the questions that the potential
sponsor may have in mind before deciding whether to support an event or not:
• What do I know about these people and their event?
• Are they financially solvent?
• Has the event got a high public profile?
• Has the event had any negative publicity in recent years that might reflect on my
company?
• Does my involvement represent a public relations risk to my company?
• What are the objectives of the event, and do they match my company’s
objectives, image and market profile?
• How does the event organisers’ proposal rank in comparison to the other pro-
posals that I have on my desk?
• What are the number and demographic profiles of the envisaged visitors?
• Would it be better to spend the sponsorship amount on advertising, which would
give me the best return?
• Was the sponsee’s presentation well thought out, targeted and structured?
• Had they considered my likely exposure needs?
• How much can I get out of the event organisers in return for the lowest level of
sponsorship?
• Would I bring clients to the event for hospitality purposes?
• Can the event organisers help me to open up a new niche market for my
company?
• Where will the company logo/slogan appear and can I have a sales booth?
• What are the locations of any company banners/display stands, etc.?
Creative Ideas: Take from Kids
It is important that a professional involved in event communication has constantly

innovation on his mind. The introduction of new communication ideas and con-
cepts to the event will keep it fresh and appealing to potential visitors.
There are reasons why children’s ideas can be inspiring for a Corporate
Communication professional. Children have a lot of unlimited creativity. Their
brain is still free. Many of the information children gather is unfiltered and unbi-
ased. Therefore, some of their comments and ideas may be valuable and it is not
wrong to say that adult communication experts who are desperately looking for
new, fresh ideas can get seriously inspired by what children say with their sur-
prising logic.
EXAMPLE: Sainsbury, the oldest retailer in the UK, seems to be open to new
ideas. According to newspaper reporting, Sainsbury renamed its fresh baked
bread from “Tiger” to “Giraffe”. This was done after a three year-old girl
responded to Sainsbury’s Facebook campaign, which was aimed at
re-branding the “Tiger” bread. Apparently, the girl felt that the spots on the
bread had a stronger resemblance to a giraffe’s spots than tiger stripes.
Following this, Sainsbury has enjoyed positive coverage for this sympathetic
story in many magazines.
Hooks (Read Sect. 1.3.5)
The biggest problem in communication for events is simply one of catching peo-
ple’s attention in the information overload. Every event has competition on peoples’
busy schedules. People (including the media) must be given a reason to attend the
promoted event.
Therefore, it is important to develop a “unique selling proposition” (USP) for the
event, which will make it more interesting than any others. For instance, the
attendance of celebrities, famous names, and prizes for the best event appearance,
the organisation of a quiz, and other surprises may be a big draw and will help
securing coverage by the event-oriented party-(rainbow) press, glossy society
magazines, newspapers, and the electronic media. Some ideas for “publicity hooks”
include:
EXAMPLE 1: Publishing a book and presenting it at the occasion of an event

linked to the book’s genre and messages is an effective way to open up
publicity opportunities. EXAMPLE 2: It can be very effective communica-
tion, when a Corporate Communication manager succeeds in winning a title
sponsor for an event he is planning. Tying a famous name to the company
event will increase coverage, when well communicated, can also get good
coverage. For instance, carmaker Suzuki sponsored the first Suzuki
Rock‘n’Roll Marathon and got covered. EXAMPLE 3: Numbers can be used
to capture interest. The media love to report numbers, so one could pick a
provocative topic that relates to the event’s positioning and commission a
publicity-generating survey. For instance, if the event is named a “Burlesque”
party, you announce the exciting highlights of a survey of 300 adults who
attended the last party, revealing that those who like sex talk over dinner are
single. EXAMPLE 4: The media also love to report on trends and
mega-trends. A big convenience store chain organised a Grand Opening event
after a thorough redesign of their premises. They won media attention with
the trend story about the millions of people who eat outside their home daily
and their need for family-sized dinner deals when commuting home.
EXAMPLE 5: A publishing house is presenting the last few books they are
bringing to the market to a literature-interested audience. Before the official
presentations, an unknown young writer talent is given an opportunity to read
a few pages from his first work. EXAMPLE 6: Connecting an event with a
celebrity presence is a proven way to boost visibility by association.
EXAMPLE 7: A charity event for orphans is organised. At the start of the
charity dinner, a local children choir makes a short performance to demon-
strate its compassion and sympathy for the cause.
Partnering with Other Companies/Event Organisers
Partnering with other brands may raise the stakes and newsworthiness of an event.
EXAMPLE: Burger King and Jeep turn Twitter-hacking into a

PR-opportunity: Both Burger King and Jeep’s Twitter accounts were hacked.
Given the amount of news in social media, this story may well seem long
forgotten, but it became quite the buzz for a week or more as a result of a
creative idea. When the dust had settled Burger King tweeted Jeep: “Glad
everything is back to normal”. Jeep responded: “Thanks Burger King. Let us
know if you want to grab a burger and swap stories—we’ll drive”.
Linking Events with Contests
Corporate Communication work for an event can become more interesting when it
is linked to another event.
EXAMPLE: LG hosted a texting championship and tied this contest up with

another event, which was the 10-year anniversary of “Blogger” (www.
blogger.com), which claimed: “Every minute of every day, 270,000 words
are written on ‘Blogger’”. A quarter of a million people entered the LG
contest, and a 13-year-old girl won by texting “supercalifragilisticexpialido-
cious” on her phone.
Brand Ambassadors (Read Sects. 1.3.5, 3.3.5 and 4.4.6.3)
Free Advertising and Promotion

The goal of smart social media practice is to turn members of the target audiences,
supporters, fans and opinion leaders in the company’s field of business into vol-
unteers who share and promote the company’s message.
EXAMPLE: Fashion or auto fans are usually so dedicated to their preferred

brand that they will happily tell everyone they meet that their favourite brand
is better than competition.
This is the kind of brand loyalty every company is dreaming of. Once this
loyalty is achieved, the company has gained an army of unpaid PR-people who will
tackle a lot of the company’s communication needs by spreading the good word
out.
In today’s information surplus media environment, sometimes simpler, but most
effective direct communication can be used and create increased visibility.
EXAMPLE 1: When strolling through a shopping mall, one should take a

look at what everybody is wearing. It cannot be counted anymore who many
people are wearing (T-) shirts, shoes, handbags and other bags displaying
brands and corporate logos like Nike, Adidas, GAP, H&M and many others.
It seems easy for companies to convince people to agree being used as free
“walking advertisements” or “walking billboards” when walking around in
public. EXAMPLE 2: Organizers of fundraising racing events hand out
T-shirts branded with the charity and sponsors of the event. Runners proudly
wear these shirts and are free, walking billboards for these brands.
Companies like doing this because it is cheap, effective and creates a tribe of
devoted fans and employees who become brand ambassadors everywhere they go
in the community.
Small Investment
For the company it is a small investment for increased attention, brand awareness
and, sometimes even creating conversation.
EXAMPLE: For some brands, conversation is a result of being part of a tribe.

When someone wears a cap with a soccer club logo he may get stopped on his
way to the stadium by people who want to talk about the club. By simply
wearing the cap, he attracts fans of the club that want to talk.
Companies are required to pay celebrities (read Sects. 1.3.5.2 and 8.9.5.3) when
they are wearing branded clothing or items, which advertise a planned event.
EXAMPLE: Tiger Woods makes a lot of money just for wearing his red shirts
with a Nike swish during golf tournaments. Normal people who are not
celebrities have no rights under the law to force companies to compensate
them when providing unpaid publicity.
At sporting events in particular, all of the players look like wearing a uniform
with the same corporate logos and frequently they are mimicked by thousands of
their loyal fans.
The willingness of the majority of people to buy and wear “brand name” pieces
of clothing, accessories and bags with corporate logos, slogans or event promotion
printed on them constitutes a huge “unpaid” opportunity to spread a corporate
message out.
Possible Risks
WARNING: In case a company has a “dark side” or an event promoted could

be perceived as controversial, such a mass advertising could easily backfire.
EXAMPLE: Sportswear manufacturer Nike’s “swish” logo reminds some
people of the allegations that the company may use “slaves and children”
working in sweatshops who make Nike shoes. Additional allegations made
against Nike were “paltry salaries for exploited workers” and excessively
high end-consumer prices to be paid just for the “swish logo”.
The Corporate Communication manager of an event organizer should carefully

review his company’s current behaviour and history before engaging in such a
campaign.
Inexpensive Opportunity for Creating a “Cult”

But when no issue can be detected, a Corporate Communication manager should
smart and not miss out on such a powerful and affordable marketing opportunity.
A simple T-shirt’s or a one-way-bag’s marketing power and power of communi-
cation can have a strong impact on his communication efforts.
It must not necessarily be clothing or bags, every opportunity in line with the
event’s message can be transformed into a communication opportunity if the
Corporate Communication professional is alert, pays attention and is thinking
outside the box. Some of the best opportunities can even be inexpensive and easy to
implement.
These communication tactics link comfortably up with many Corporate
Communication strategies, which aim at developing a “cult” or “hype” (read
Sect. 8.9.5.1) around their companies’ products.
EXAMPLE: No Company has succeeded in creating such a loyal fan base (read
Sect. 8.9) more than Apple. The secret to Apple’s PR success is that Apple does
not just market its products, but it also markets the ideology of simple, excellent
and sleek devices. Apple became a brand of creativity and originality. In
addition, Apple successfully turned the company’s founder, Steve Jobs, into a
cultural icon: a visionary businessman and tech expert who could be trusted to
produce state-of-the-art technology. By communicating this philosophy, rather
than focusing on the technical specifications of their products, Apple has built
up a fan base of users who personally identify with the brand.
Apple’s approach can be used as a model. In a similar way than Apple, event
promotion by Corporate Communication means ought to focus not only on pro-
moting the event as such, but also on spreading the ideology behind the event (e.g. a
specific lifestyle, a lifetime (unforgettable) experience, pp.), to help visitors asso-
ciate the event with a particular message, life view or lifestyle.
Photographs
A communication expert involved in event communication should never forget

about the power of images. This concerns the invitation phase (library of photos
from previous festivals available for media use) as well as the event (presence of a
professional photographer/publicity wall/selfie-walls) and the time after the event
(follow up and feedback).
It is important that if the images contain recognisable people one should have
their permission to include them in those photographs, which are later used pub-
licly. Also it is essential that there is a written permission to reproduce all other
images included in the library.
8.5 Communication for Trade Associations 559
8.5 Communication for Trade Associations
8.5.1 Definition
Trade associations, also known as professional membership associations, business

associations, employers’ federations, or industry associations are representing their
members’ interest to the public and governments and are generally perceived by the
outside world as the “voice of the industry”.
8.5.1.1 Trade Associations
Trade associations are founded and funded by companies or associations (in the
latter case when it is acting as an umbrella association), which operate in the same
industry sector (single-industry group) and deal with issues, which are common for
its members. They are membership industry organisations, which seek to influence
government decision and policy-making.
Trade associations can be found at local, regional, national and international
level. Trade associations’ composition, vocation and outreach vary considerably
due to their particular industries and histories.
Their budgets and staff size often depend on the nature of the business sector that
they represent, and on their prominence, track record and results-oriented efficiency.
8.5.1.2 Business Associations
A business association is usually understood to group companies not belonging to

one single industry sector, but many industries (multi-industry group). Some are
pure federations, composed of national associations; others are composed of
national associations and companies and some others have exclusive direct com-
pany membership.
8.5.2 Scope of Activities
Trade associations’ activities encompass more than membership services but much
of an associations’ staff time is spent in the political communication field, i.e. on
legislation and lobbying.
8.5.2.1 External
Externally, a trade association is generally involved in communication activities to

promote the industry sector’s image, to provide industry sector background infor-
mation and industry statistics, on the one hand, and government relations (lobby-
ing) to influence government policies and legislation, on the other hand.
In some countries trade associations can also act as negotiating partners in the
dialogue between industry and trade unions (“social dialogue”).
8.5.2.2 Internal
Internally, a trade association’s activities focus on cross-company collaboration

between member companies and associations and additional member services, such
as producing industry conferences, seminars, training and education events, and
producing background reports, white papers, and trade statistics.
8.5.3 Character of Associations’ Communication Activities
(Corporate) Communication in trade associations require a balance between pro-

moting the organisation itself and its reputation, on the one hand, and providing
communication support for the association members.
Professional (Corporate) Communication activities at trade association level can
help trade associations to champion their industries and build value for their
members by becoming a leader in providing accurate and educational information
about the industry it represents to the government, the media, the general public,
and other interested organisations.
The specific work to be done ranges from promoting industry events, such as
conferences and awards, to writing newsletters, industry background material and
political communication.
It is important to note that part of a trade association’s role is also to act as an
intermediary and interpreter between its business-focussed members, who often
work within very specific vertical markets, or issue silos, on the one hand, and
governments, on the other hand.
Trade association are supposed to be at the heart of the political and regulatory
debate in their area but their members may be not. Thus, a trade association has to
fill that gap by serving on the front lines when it comes to fighting public policy
battles that can alter the direction of the entire industry.
Furthermore, smart Corporate Communication will be essential in case of a crisis
affecting the trade association’s industry as a whole, or an individual association
member company. In the latter case, a crisis affecting just one company from the
same industry can have (negative) repercussions on the whole industry.
In case an individual company’s crisis can potentially harm an entire industry,
the best communication solution is often a single source of consistent and per-
suasive information representing all industry players.
EXAMPLE 1: Whether in times of crisis or relative calm, a unified voice is

always essential for an industry to be effective in communicating its messages.
When a trade association in the composites manufacturing business learnt that
there were community concerns over poisonous chemical emissions from
several of the trade association’s member facilities, the trade association ini-
tiated a pro-active communication campaign to minimize the likelihood of
stricter government regulation, which would have affected not only the member
companies in question, but the entire industry. EXAMPLE 2: Product recalls as
a result of part defects often affect the products of multiple companies. An
effective communication strategy must involve the entire industry and will,
therefore, most effectively be done by the competent trade association.
8.5.4 Some Key Success Factors (Read Sect. 2.9)
Some key success factors for trade associations and their managements:
• Effective leadership from the Director General (in the past frequently called
General Secretary) and the Board of Directors (normally the CEOs of the
member companies);
• Successful “tightrope walking” by the Director General between the trade
association’s goals, on the one hand, and organisational maintenance require-
ments, on the other hand;
• Success in unifying the trade association’s member interests and securing the
members’ compliance with established trade association goals;
• Success of the trade association’s management in overcoming the “lowest common
denominator” perception when dealing with politically important common issues;
• Success of the trade association’s management in establishing “common positions”
at the lowest possible degree of compromise between trade association members;
• Proactive (political and corporate) communication activities driven by a
politically-aware leadership;
• Fulfilling the “early warning” expectations of the trade association membership
before political issues reach decision-making maturity;
• Integrated communication led by a professional Director of Communication
who has to be part of the trade association’s management team;
• Permanent generation of demonstrable value for the trade association’s mem-
bership based on clear evaluation criteria.
• Responding successfully to the need for long-term stability, credibility and
predictability in relations with the trade association’s audiences, i.e. govern-
ments, government bureaucrats, and political leaders.
8.5.5 Management and Leadership
8.5.5.1 Leadership
Leadership is all about organising a group of people to achieve a common goal. The
particular challenge of leading trade associations is that they usually represent a
diverse group of people and interests. Therefore, a trade association’s management
must have the talent to balance members’ differing interests. Leadership is therefore
a very important element of the smooth running of a trade association. In the
absence of strong leadership and lacking clear directions, there will soon been turf
fights between member companies or member associations, often representing
controversial interests. Most of these power struggles have resulted in a weakening
of the trade association and a loss of credibility there, where credibility is needed.
In a well-run association, there is a good balance in roles and responsibilities
between the Director General and his staff, on the one hand, and the Board (the
association’s President and the CEO member representatives), on the other hand.
Both sides need to be strong and understand and respect the respective roles they
fulfil for the association.
8.5.5.2 Director General
Although still common in many associations, it is interesting to note that the title
“Secretary General” is on the decline. Now trade association members do not
expect a “secretary who is writing minutes at Board meetings but want the trade
association’s manager to direct the association”. For this reason the manager’s title
is evolving and it is now more common to use the title Director General.
In the same way that shareholders, investors, management and employees expect
exceptional qualities in their company CEO, so it seems that corporate members
and secretariats of trade associations expect their Director General to be outstanding
in all aspects of trade association management. Therefore, today’s Director
Generals need to have a whole portfolio of skills whilst knowledge of the specific
industry sector may of course be useful, but not a necessity.
Unlike corporate CEOs, however, a Director General of a trade association need
extra skills of persuasion and diplomacy to broker compromises between multiple
individuals, member companies, associations, and interest groups, as well as being
a good lobbyist and excellent professional communicator.
The multicultural nature of some of the trade association’s business also means
that language skills are a distinct advantage. Trade association members normally
expect their Director General to be able to express themselves in at least two
different common languages with English as a must.
The Director General needs to be empowered by the Statutes of the trade
association and the Board to run the daily operations of the association so that the
Board or its members do not start get involved in ineffective activities.
This becomes particularly important when the behaviour of one or a minority of
member companies risks to lead the trade association into an impasse. Conservative
company members, who oppose change and who prefer to prevent new regulation
rather than to influence their content through lobbying activities, sometimes act
obstructively and try to hide behind their trade association. The trade association can
find itself in a situation, in which it is hijacked by minority interests, with negative
effects for the whole sector. In these situations all diplomatic skills of the Director
General will be challenged to avoid a deadlock and resulting image damage.
8.5.5.3 Director General Profile
Over the last decade, the trend has ended when it was absolutely normal that an
end-of career company executive, with little or no public affairs, Corporate
Communication, or government relations (lobbying) experience was parachuted
into manage a trade association. Today, there is much more professionalism in the
management of many trade associations as a result of hiring a new generation of
Corporate Communication professionals starting to manage associations. This new
generation generally better understands the tools and needs of modern interest
representation and professional Corporate Communication.
8.5.5.4 The Board of Directors
Irrespective of size of the industry, the key leadership body of any trade association
is the Board of Directors. Board members should focus on the association’s strategy
and decision-making and facilitate Board decision-making by good preparations
and briefings by their local staff. Timely Board decision-making will be facilitated
by a well-designed decision-making process.
8.5.6 Decision-Making Speed
Speed of decision-making is often critical to input at the right time, for instance in
the legislative process. If the trade association does not make its voice heard due to
indecision or inaction, organisations with opposing views might gain greater
influence on political processes with strict timetables. These processes have
accelerated in the era of online consultations. Trade associations’ effectiveness and
credibility suffer from indecision. This affect more trade associations a mixture of
associations and companies and associations of associations than those trade
organisations witch only have corporate members.
8.5.7 Consensus and Lowest Common Denominator
Depending on how controversial the industry might be, some associations face
unique challenges. Many companies believe that trade associations are too often
driving lobbying down to the lowest common denominator and make them react
defensively to government initiatives instead of seeking to shape initiatives before
they become law.
Finding consensus in a trade association is often a frustrating process for alert
companies who want to drive issues forward.
The job for communication is to use the industry’s best Corporate
Communication practices in helping associations to achieve their objectives,
manage their communication related issues, and to steer them safely through crisis
situations.
• First, this sounds much easier as it is because in reality it should not be over-
looked that an association is composed of different individual company mem-
bers. Their views may not always be congruent. Although they belong to the
same industry and support the same principal goals, they may still be com-
petitors, their interest may diverge because some are small, others are big, or
their business models may reflect different geographical or other conditions,
which may lead to divergent views;
• Second, associations have to deliver in an environment that is increasingly
defined by complex markets and a fractious political and regulatory system. This
requires an intelligent, sensitive and sometimes rather complex approach;
• Third, some associations may face industry-specific image, credibility and
perception problems. For example, in most countries, industries such as nuclear
energy, chemical or automotive are under increased public scrutiny because of a
general controversy over their environmental performance. Even associations
representing the interest of the agricultural business are getting under intensi-
fying public pressure as regards the industry’s controversially discussed fer-
tiliser and preservation practices.
In all these cases, the association’s communication professional’s talent cannot

only be restricted to strategic and communication skills. In addition, his talent has to
encompass the ability to develop a purposeful compromise, achieve a fair recon-
ciliation of interests and practice target-oriented internal diplomacy.
This difficult task to help associations building a credible, powerful value
proposition requires a unique emphasis on creativity and effectiveness, an excellent
understanding and mapping of influence and key stakeholders, best-in-class com-
munication skills, and patient diplomacy.
8.5.8 Dissent (Read Sect. 7.18)
As collective entities, trade associations are typically seeking to find common

positions between their members. As a consequence, the positions almost always
reflect some degree of compromise. It is the trade association management’s
responsibility to highlight differences in opinion between members at a very early
point in time with the intention to provide an early warning and to signal dissent at a
time when compromise may still be a possibility.
But there are situations that a company needs to act independently of their trade
association. This is typically the case when a trade association has a diverse
membership in terms of size. A larger company can normally not tolerate a position
taken by their trade association, which is predominantly dominated by smaller
companies’ interest.
Such an individual opt-out of the trade association discipline constitutes a chal-
lenge to the trade association management as all associations lean towards consensus
for reasons of their own organisational survival and “raison d’être” (right to exist).
There is no panacea for solving this conflict but one way to avoid dissent within
the association may be the smart definition of the trade association’s political goals:
• In principle it applies, that more specific the objective, the greater the likelihood
that there will be dissent within the trade association membership;
• In contrast, the broader, more general or vague objectives are stated, the more
likely consensus can be achieved.
Trade association managers have to walk on a tightrope between their associa-
tion’s performance, on the one hand, and their organisation’s unity and credibility,
on the other hand.
This highlights another issue, which may occur, if the Director General of a trade
association takes a point of view, which not all of his member companies share, but
which, in his view, will help to better foster the industry’s interest.
Such a discrepancy between the trade association’s management, on the one
hand, and its members, on the other hand, requires a strong Director General who
has the “civil courage” and the stature to convince his members or a group of or a
single opponent (read Sects. 1.2, 2.2.2, 2.2.3, 2.8 and Chap. 10).
EXAMPLE: A smart and politically forward-looking Director General of a

trade association representing the automobile industry, made a proposal to his
manufacturer members to take the initiative for recycling legislation with the
goal to boost the industry’s image. The association’s conservative members
immediately turned down his initiative. The Director General did not give
up. He organised a meeting of all 25 trade associations representing the
materials included in automobiles, such as chemical, glass, rubber, polymers,
metals, etc. (suppliers). After painstaking discussions, all 25 supplier trade
associations ultimately agreed with his proposal. The Director General went
back to his members and surprised them with the written approval of all supplier
industries. The member companies had no choice but to agree to the Director
General’s brave initiative. The proposal was warmly welcomed by the gov-
ernment and helped to positively influence the industry’s reputation and image.
8.5.9 Corporate Communication in Trade Associations
Large industry sectors with important trade associations add Corporate

Communication expertise to the trade association’s staff. For Corporate
Communication professionals to be successful in a trade association is to be part of
the leadership team but not just reporting to it. It is critical to have the right internal
structures to be effective and it is a mistake to downgrade Corporate
Communication in a trade association to a second-tier role or leave them
under-resourced. Ensuring that members receive relevant information in a timely
and user-friendly format, harnessing member companies to respond to the associ-
ation’s policy proposals and draft position papers, and launch lobbying campaigns
require highly-organised professional Corporate Communication. If a trade asso-
ciation is serious about explaining its issues and improving its reputation, it clearly
need to invest in its association Corporate Communication capabilities and elevate
the importance of this role. In addition, Communications in a trade association
should not only promote the reputation of the association, but also support and
complement the industry’s and member companies’ Corporate Communication
activities. This can be done, for instance, by producing industry reports, indus-
try statistics, background material and White Papers (read Sect. 3.2.8.2), which can
be used by individual (member) companies in their communications.
8.5.9.1 Media Relations (Read Chap. 3)
In terms of general media engagement, it is recommended for trade associations to

prioritise proactive interactions with journalists, more visibility and activity on
social media and online communication of their policy positions.
Face to face meetings are still considered very important when interacting with
other stakeholders, but seminars, conferences and multimedia communication play
an equally important role.
8.5.9.2 Digital Communication and Social Media (Read Sect. 3.3)
Most trade associations are quite conservative and are generally lagging behind
their members and stakeholders in their digital communication capability. Quite a
few trade associations have first-generation websites that are out-dated with very
limited integrated social media tools which is not helpful for the association and the
industry it is representing in terms of reputation and credibility. Despite a slow and
sceptical approach to social media, many trade associations are in the process of
upgrading their websites and using online tools such as webinars*.
*EXPLANATION: Webinar stands for Web-based seminar. A webinar is a

presentation, lecture, workshop or seminar that is transmitted over the Internet
using interactive video conferencing software. Using Webinar software par-
ticipants can share audio, documents and applications with webinar attendees.
8.5.10 Association Success Control (Read Sect. 2.9)
There is a trend for corporate members to analyse the return on investment of all
their association memberships, whether international, national or local. Some
companies are assessing not only their cash expenditure but also the time staff spent
in participating in association meetings, workshops, technical committee meetings
and task forces. Some companies have established KPIs* for the organisations
representing them.
*EXPLANATION: A Key Performance Indicator (KPI) is a measurable value

that demonstrates how effectively a company (or an association) is achieving
key business objectives. Organizations use KPIs to evaluate their success at
reaching targets.
As a consequence of the intensifying scrutiny of the value of corporate mem-

berships in trade associations, these organisations must change their attitude and
operate with more of a business mindset. This requires a continuous reassessment,
rethinking and reinventing of their value proposition to the company members they
are representing.
Some associations have already responded to this trend by introducing regular

satisfaction surveys, membership care programmes, and adapted customer rela-
tionship management software to make sure that they are delivering value for their
members.
It is important that an evaluation, both by the association and its members, takes
place at least annually, before the association’s budget is presented, discussed an
approved by its Board. It is recommended that associations benchmark themselves
in a structured way against comparable organisations outside their sector and
simplify this internal evaluation to a limited number of clear criteria.
In the absence of standards, of course, each trade association member evaluates
its association under different criteria and no rules exist. One way for evaluating a
trade association’s performance is to test the alignment of policy-setting processes
against available resources. For instance, this can be done by assessing the trade
association’s structure, staffing, policy processes and products against basic value
propositions, such as “advocacy and influence”, “intelligence and information”,
“relations and networking”, and “responsiveness and reactions”. Another way
would be for a member company to evaluate its trade association membership
regularly on basis of a set of questions, including
• Does the trade association do work the member company cannot do? Or do it
better? Or do it at less cost?
• Does the trade association represent the industry’s voice? In a credible way?
• Does the trade association offer an alternative or parallel way of achieving the
corporation’s objectives?
• Does the trade association share the same broad objectives as the member
company?
• Does the trade association offer expertise the company has not available?
• Does the structure and membership composition of the trade association allow
effective work to achieve the common objectives?
• Does the trade association have an effective internal conflict resolution process
in place (e.g. in case of a blocking minority and insurmountable internal
dissent)?
8.6 Communication for Clubs
There are two categories of clubs:

• Trade and professional membership associations and business clubs;
• Entertainment venues & nightclubs.
8.6 Communication for Clubs 569
8.6.1 Communication for Business Clubs
A business club is a membership organization, which is offering certain benefits to

its corporate and individual members. Members generally have a common purpose
or interest. They regularly meet at the club venue, take part in shared activities and
events and network in promotion of their social and business interests.
The person responsible for communication for a business club will have
responsibilities in two areas: External and internal communication.
8.6.1.1 External Communication
Corporate Communication’s main responsibility in external communication is

• To create awareness in the relevant geographical area of the club’s activities;
• To position it as an important resource in the community;
• To define the club in positive terms.
In addition, activities should focus on reputation, image, and credibility.
Furthermore, it is important to demonstrate to the public that the organisation is meeting
real needs and makes a constructive contribution to and is integrated well into society.
Communication can be done by telling the club’s story through the media, using
newspapers, magazines, trade journals, Web sites and electronic media.
8.6.1.2 Internal Communication (Read Chap. 4)
Internal communication helps club members feeling proud of their club and
encourage involvement in activities. Positive communication activities will lead to
better attendance, greater participation in fundraising and service projects, and
stronger retention.
It will also be important to keep the organisation connected with alumni. If
alumni do not support the club’s activities, the question must be asked why a
prospective new member should do it.
8.6.1.3 New Members
A positive public image of the club will motivate prospective members to join. In
case the current club membership is passive and reluctant to attend club events, the
first task for the person responsible for club communication must be an analysis of
the reasons for the current membership’s restraint. This must be done before
developing a plan for attracting new members.
An important tool in spreading positive club messages is to motivate current
members and past event participants to spread the word out about the club’s
activities and projects to the (targeted) public.
This active member role requires that all members are made knowledgeable
through appropriate communication tactics about the club and its programs, and
that they are encouraged to promote the club’s mission and values to their personal,
business, and professional contacts.
Other ideas helping to attract new members include:
• Developing new club brands, such as a regular “apéro” (after-business,
before-dinner) brand;
• Promoting trendy “organic food/Bio/Sustainability” events;
• Identifying common interests with possible cooperation partners (network of
win-win cooperation with other clubs, business organisations, neighbouring
restaurants and hotels, event organizers, Chamber of Commerce, embassies);
• Involving Celebrities (special autograph settings, press conference and interview
location, preferred after-party event in town, self-initiated events, such as
theme-parties);
• Strengthening social media presence, blogs, and Twitter appearances;
• Attract product launches;
• Create theme parties (e.g. Oktoberfest, whatever is seasonal or linked to a
popular event/hype);
• Identifying “good causes” (charities) and use them for the club’s publicity.
8.6.2 Communication for Entertainment Venues

and Night Clubs
8.6 Communication for Clubs 571
The major task of a club promoter is to get as many people into his night club as
possible, be it by creating an own guest list, or by ensuring that a critical mass of
people turn up to the club on a special night event.
Promoting a nightclub does no longer only means gaining exposure through
flyer creation. Communication campaigns for nightclubs very often rely heavily on
word of mouth marketing. When a single person experiences all that the venue has
to offer, all the people they know have to have the same experience.
Crafting VIP events with a celebrity focus is another important tool event com-
munication experts utilize to help drawing attention to the nightclub as a local hotspot.
A nightclub can become highly successful when it is selected as a hotspot by the
media. Lifestyle magazines often pick up event images from a list of their preferred
photographers. If a picture is worth a thousand words then a thousand words spread
like wildfire over the Internet. The social media have a remarkable benefit to offer to
nightclubs, as the-word-of-mouth gets even more effective.
In addition, key testimonials can help to make a night club a success. They are
community builders. Other dynamic client input can also add to the success. Words
of praise when presented post-party time, are best offered by unbiased attendants
and find their way easily onto websites and web pages alike. Any notes of
appreciation are very effective.
8.7 Communication in the Hospitality Sector
Hospitality communication encompasses a vast, ever-expanding range of lifestyle

and luxury brand communication tasks. These may include traditional hotel, cruise
ship, resort and spa communication activities such as press releases, newsletters,
and society events, to more contemporary in-house special events and social media
extensions.
8.7.1 Corporate Communication Potential
Hoteliers and managers of other hospitality establishments understand what it is

they need to do to market their product. But it is not always obvious whether they
have a clear understanding of the potential, which Corporate Communication can
have on the marketing activities and what Corporate Communication’s role can be
when developing and executing the marketing plan.
Many hotels make the costly mistake of neglecting professional Corporate
Communication. Some of them fully rely on advertising and other conventional
marketing activities and ignore the importance of smart Corporate Communication
tactics. These tactics do not only support distinguishing features, unique
points-of-difference and key attributes but can result in promoting messages more
effectively.
Other hotel managers hire attractive ladies as Corporate Communication/Public

Relations managers under the assumption that their positive aura will be sufficient
for producing additional “goodwill” for the establishment.
In all these cases, hotels (and other establishments in the hospitality sector) do
not exploit the full promotion potential offered by professional Corporate
Communication in particular the expertise of a seasoned media-relations specialist.
This situation can be changed to the better by professional hospitality Corporate
Communication activities and a continued commitment to a clearly defined, mea-
surable hospitality Corporate Communication strategy and plan. Such a plan will
yield long-term rewards of broader (media) awareness, greater loyalty among
customers, and enhanced public image.
Hotel and other hospitality Corporate Communication can even help boosting
the effectiveness of the establishment’s advertising activities.
8.7.2 Hospitality Communication Is Different
As in other Corporate Communication fields, the final objective of hospitality

communication is to get the establishment (hotel, resort, cruise ship, spa, pp.)
positively covered or reviewed by print and online travel magazines, specialised TV
channels or travel related broadcasts, and business articles.
However, different to many other business sectors, communication in this
business sector is dealing with very fragmented large publics whose acceptance of
the “products” is very much depending on subjective and emotional factors, such as
taste, particular lifestyle, wellness feelings and (realistic and unrealistic)
expectations.
8.7.2.1 Sector-Specific Review Websites
Furthermore, Corporate Communication in the hospitality sector is no longer lim-

ited just to publicity, working with journalists, or organising events.
In addition to conventional Corporate Communication, and increasingly
important, customer views, directly posted on specialised travel website companies’
platforms, such as TripAdvisor.com or FlyerTalk.com can directly influence the
hospitality establishment’s Corporate Communication work.
The business model of these platforms is to provide user-generated reviews of
travel-related content and interactive travel forums, which give the comments,
posted online a very high credibility.
CREDIBILITY RANKING: The most trusted source of information in the

hospitality sector are personal recommendations, consumer opinions posted
online and brand websites. This is followed by editorial coverage, which is
8.7 Communication in the Hospitality Sector 573
more trusted than all types of paid advertising. Savvy consumers find
advertisements less credible and its dwindling effectiveness is one of the
reasons, why advertising is on the decline. In addition, new online tools allow
consumers to remove ad intrusions from their daily lives, for example by
using e-mail spam filters, “Do Not Call” lists, or pop-up blockers, just to
name a few.
At the same time, trip planners can use these review sites and social networks to
gather information and seek advice from other travellers and friends rather than
reading media reports.
Especially in the tourist sector, Corporate Communication are therefore more
than a necessity. The major challenge for the professionals consists in identifying
the most efficient ways of promoting tourist products, building a positive image,
increasing the visibility of tourist destinations, in order to attract a significant
number of tourists and to making sure that their experience will be positive and
communicated as such.
Some representatives from the hotel business complain that web sites such as
TripAdvisor.com hamper their ability to control their corporate messages because
of the customers’ direct public access. This overlooks that customer reviews and
user comments (positive and negative!) can turn out to be examples of excellent
communication and provide a solid platform for hospitality industry communica-
tion activities including managing the brand they represent.
These web sites give Corporate Communication people a great opportunity to
manage a brand. By actively participating in a community of consumers, Corporate
Communication experts can defend themselves against complaints and construc-
tively deal with just the type of customer no one wants to deal with.
In principle, negative user comments must no longer be perceived as a “catas-
trophe” but can be transformed into an opportunity. In such a case, the Corporate
Communication expert or his managers have the opportunity to respond to such
reviews or comments because the review websites generally provide properties with
the capability to respond to comments.
EXAMPLE: A hotel employee responded to a review from a complaining

customer who had been a real pain for all staff: “I’m sorry that this person had
such an awful experience. We did our best to meet his numberless special
demands, some of them even being quite exotic. But I’m afraid some people
are just jerks”. This honest response actually caused other hotel customers to
come to the defence of the hotel in question.
8.7.2.2 Media-Relations Specialists
An additional hospitality industry particular are media-relations specialists.

Experienced media-relations specialists are focussing on hotel, resort, luxury brand
and lifestyle/wellness communication. Whether this expertise is local, national or
international will be a reflection of the requirements of the establishment in
question.
Generally, media-relations specialists are the owners of an up-to-date
media-relations database containing lifestyle, luxury brand and travel/tourism-
communication contacts. Also, they generally enjoy long standing relationships with
key players in the travel media and tourism industry. Key players can be represen-
tatives from local tourism authorities, local governments, event organisers, travel
writers, Corporate Communication departments, respected opinion leaders, influen-
tial multipliers, and, emerging more recently, “social media influencers”.
8.7.3 Conventional Hospitality Communication
Corporate Communication in the hospitality sector is a key element of the mar-

keting mix. The media provide significantly more credibility than expensive con-
ventional advertising, which underlines the need for good, well planned media
relations.
Corporate Communication tools in this area are “general influence tools”, which
enable the professional management of communication between the hospitality
company and target publics by means of a constant and proper flow of credible and
newsworthy information.
These tools include, amongst others, media relations, targeted outreach for
focused editorial coverage, initiation of special media visits for travel writers,
special events and other promotional activities such as sponsorships, conferences,
newsletters, community relations, specialised trade fairs, and targeted activities in
the area of philanthropy.
Materials for supporting these activities include magazines, brochures, (tourist)
guides and maps, audio-visual presentations, rules for tourist safety and health
protection and advice on emergency procedures.
8.7.3.1 Content (Read Sect. 2.6)
Regardless of the character of the hospitality establishment, there will for sure be a
story that will be of interest to the media, which is perceived as newsworthy.
Creating stories that produce offline and online buzz: It is recommended to pitch
journalists directly and shape stories, entertain and inform (e.g. on current trends
and by providing insider tips) to attract media coverage. Strong images are helpful.
It is also recommended to publish stories on the company’s website, blog and social
channels, which in turn can be picked up by bloggers and the media.
Some new hotels had a tremendous success with “test sleep programs”, in which
locals were invited to experience a hotel for free just before the official grand
opening or after renovation. The promotion helps to build awareness and generates
media coverage, social media followings, and traveller reviews.
8.7.3.2 Conventional Corporate Communication as Content

Developer
It should be taken as an additional asset that in this field of combined offline and
online activities that the development of conventional Corporate Communication
tools can evolve into content development for online applications. In reverse, online
tools such as tweets and blog posts can offer, what print and broadcast coverage
cannot do: To provide backlinks to the hospitality provider’s website. A site with
updated content from a blog, a site with new podcasts, a site that creates a virtual
experience for consumers to return multiple times, and providing opportunities to
learn more about what is offered will be able to build loyalty to the hospitality
establishment. It will also result in additional SEO value, plus the ability to track
clicks and conversions.
8.7.3.3 Special Events
Special events include grand openings, ground breaking ceremonies, charity events,
or even a media stunt (e.g. Hollywood movie premieres).
8.7.3.4 Promotions
Promotions involve no exchange of cash. Instead a business simply provides its

product on an in-kind basis for media exposure. This is an excellent way to extend
an advertising budget while gaining publicity and exposure.
8.7.4 New Communication Channels and Tools
Media relations and building relationships with travel and lifestyle journalists was a
key activity in the hospitality sector because hotels and other players were generally
focussing on generating positive media coverage and good reviews from special-
ized journalists.
8.7.4.1 User-Driven Approaches (Read Sect. 2.5.1.1)
Because of this particular media focus, hospitality managers often ignored getting
their messages across to their ultimate bottom-line, i.e. the actual customer.
Therefore, before the Internet provided new information tools and platforms, it was
not easy getting the most authentic information source, the consumer, to commu-
nicate about his personal travel experience.
This has now become much easier with the emergence of the Internet, review
websites, new online technologies and mediums which include blogs, vlogs*,
podcasts and vodcasts* and, last but not least, online travel websites.
EXPLANATION: vlogs are blogs in which the postings are primarily in

video form; vodcasts is another term for videocast. A videocast is a podcast
with video content.
Their direct, user-driven approach, involving the customer directly, cannot only
create an independent third party and highly credible direct endorsement of the
establishment (if positive), but also provides an inspiration for the hotel Corporate
Communication professional to take new initiatives.
In this new environment, not only the permanent monitoring of online mentions
but also, more importantly, the quick reaction to customer comments on the
establishment in question is very important for the Corporate Communication
responsible.
Because of the particularities of the hospitality industry, the high visibility of
customer comments posted on travel websites, and the possibility of the provider of
hospitality services to respond directly, the Corporate Communication strategy
must be proactive in character. In some cases, this may go above-and-beyond the
industry standard for customer service.
This becomes obvious in case of negative customer comments. In this case, the
best way for a Corporate Communication professional to balance any negative
effects out and to ultimately get favourable coverage is by treating all customers,
also those who were critical, like they were VIPs.
The Corporate Communication professional must not only be highly responsive,
but constructive and should commit to improvements, if required.
The customer must feel that he and his comments are treated seriously. In such a
situation, the Corporate Communication professional, based on a carefully planned
Corporate Communication (pro-active) strategy, must carefully control all messages
to avoid a cacophony of voices.
In case of notorious troublemakers of all kind, a different strategy may be
applied with the strategic goal not to get involved in a dispute but to make the
commentator look unreasonable.
8.7.4.2 Dialogue with Audience
To find out what the key target audience wants, a dialogue should be initiated to
find out what information the audience wants. Once the data is collected, it can be
provided as special information.
8.7.4.3 Database
Opt-in email databases or addresses, both email and street, of past guests to be used
for a printed or e-newsletter are an excellent opportunity to communicate messages.
8.7.4.4 The Social Media Influencer (Read Sects. 2.5.1 and 8.5.4)
The explosive popularity of social media has given rise to a new breed of mass
communicator: the “social media influencer”.
In traditional Corporate Communication/PR called “opinion leaders” or “mul-
tipliers”, social media influencers have large followings on social platforms and can
influence opinion and behaviour at scale.
Smart companies and their Corporate Communication experts make sure that
they take advantage of the platforms and built-in audiences, which social media
influencers can provide. However, the challenge for companies and their Corporate
Communication specialists is to find the appropriate social media influencers. And
once a social media influencer was identified, the next challenge is to look beyond
the mere number of his followers but also at their commitment and, very important,
the quality of content.
EXAMPLE: JW Marriott Hotels & Resorts collaborated with Ann Tran, who
Forbes identifies as one of the top 50 social media influencers. As part of the
agreement, Tran blogged and tweeted about Marriott International’s upscale,
full-service brand and its hotels to her massive followings. As a result, JW
Marriott significantly grew its followings and experienced unprecedented
engagement numbers.
8.7.4.5 How to Leverage Social Media for Corporate Communication
Today, the challenge for Corporate Communication professionals is to maximize

the effectiveness of all channels of Corporate Communication (offline and online)
by striving for strength in all of these areas.
Today anyone has the possibility to publish a review, photos and videos of a
vacation, hotel and restaurant visits and share it with a broad public, and many
travel journalists can search social media for story ideas and inspiration.
Because of this special exposure to direct online dialogue and information,
especially the hospitality industry is challenged on how to manage their Corporate
Communication activities, both offline and online, and generate and leverage social
media to attract media coverage.
More specifically, the emergence of ample online opportunities provoke the
question, whether traditional media relations and sending media releases out
through traditional Corporate Communication/PR channels remain an effective way
for the industry of getting media coverage.
EXAMPLE: In the past, journalists overburdened by press communications

sent many carefully formulated press releases straight into the litter box
without even reading them. The system today is more effective: As a result of
Google’s algorithm update, press releases have little or no SEO value. In fact,
websites that distribute them in ways similar to the distribution of posting
with spam content (in a “spammy” way) may even find themselves being
penalized.
To come to a balanced conclusion, Corporate Communication experts need to

analyse on a case-by-case basis, whether his traditional media activities have led to
measurable success. This includes favourable coverage of his establishment by
specialised travel writers, opinion leaders and multipliers, positive coverage in the
news, at relevant professional conferences, on travel web sites, blogs, and travel
aggregators such as Opodo, Expedia, Agoda, etc.
If this is not the case, his focus has to change direction towards electronic media.
If the results are positive, conventional media work should not be ignored and a
mixed Corporate Communication media strategy should be developed, which
combines online activities and conventional approaches such as for print magazi-
nes, newspapers, trade journals, and the like.
8.7.4.6 Travel Blogs
The Internet and new technologies also mean new tools. Online personal diaries
(blogs) are increasingly becoming popular, particularly in the travel industry for
which a large amount of special travel blogs has been created.
EXAMPLE of the use of blogs in the tourism industry: A local tourism

authority used blogs as a marketing tool for their regular summer campaign.
Several selected couples received a travel grant to cover three trips. After the
trips, each couple posted blogs about their experiences on the site. The
activity received significant news coverage, added a consumer experience to
the website and helped increase site traffic.
Blogs in general, and travel blogs specifically, are based on this basic idea of a
public diary. Especially in the tourism industry blogs provide commentaries on a
variety of topics including experiences in hotels, etc. Especially in this sector,
bloggers are often referred to as “digital influencers”.
EXAMPLE: At the inauguration of the newest Radisson hotel representing

the new “fifestyle brand” Radisson Red in Brussels, almost exclusively
“digital influencers” were invited. In return to this privilege they had to use
the appropriate hashtags #radissonredbrussels and #livebrussels with their
live postings from the evening and in their reports. The coverage of the
evening looked something like on the blog “I am Ella” of the Croatian travel
blogger Ella Dvornik, with a total range of twenty million users, one of the
most successful bloggers in Europe. The blog entry contained a flood of
appealing pictures, the initial explanation that the author was not so good on
the pictures due to toothaches and painkillers and could not choose her outfit
creatively and an apology that she did not take photos of Brussels waffles and
the invitation to their readers to leave their opinion on which photographed
room is best in the comments because the people from the hotel read the text
and wanted to know that.
Similar to Corporate Communication/PR agencies, hotels and tourist offices

have started to appreciate and praise blogger activities.
EXAMPLE: Spain’s tourist office often invites travel bloggers to the country.
They assume that the bloggers’ texts and postings in the social media are
fresher and more spontaneous than the classic journalistic reportage.
Specialised travel journalists usually write articles with much more deeper
analysis. In contrast, bloggers deliver many impressions, which are mostly pictorial
rather than textual. As a result of the new reading habits, the average reading time
of many blog entries is less than six minutes. This is also because the reader, or
rather the viewer, is first of all overwhelmed with pictures. Normally there is a little
bit of text, well placed and well arranged in the middle of the space, which ensures
that the attention span of the “modern” reader is not overstretched.
8.7.4.7 Travel Bloggers’ Code of Conduct
Some travel bloggers have established some self-imposed rules to which they
promise to adhere.
Example: The so-called “Travel Blogger Code of Conduct”, which wants to

make it clear that all listed bloggers in this domain, adhere to rules, such as
that “probate means” for research or income generation like “sponsored tra-
vel” and cooperation in promoting certain products, must always be clearly
marked on the blog. Another rules is that the “journalistic freedom” of
bloggers should remain unrestricted by any kind of cooperation with com-
panies. Blog texts live from the authors’ subjective views and an own
independent opinion is essential.
8.7.4.8 Other Online Tools
Other online Corporate Communication tools available for use in an integrated

marketing campaign are:
• VIDEO BLOGS (VLOGS) that use video material as content.
• PODCAST AND VIDEO PODCAST, which are used for the distribution of
multimedia files, such as audio programs or videos, over the Internet for play-
back on either mobile devices or personal computers.
• TWITTER: Twitter can be used to get in touch with reporters.
8.7.5 Crisis Corporate Communication in the Hospitality

Sector (Read Chap. 7)
Hospitality venues such as hotels are extremely susceptible to negative news. Food
poison stories, legionella stories and stories about crime against guests immediately
make the headlines. If handled poorly, a negative story can be devastating to a
hotel’s reputation and bottom line.
Especially when investigative journalists are involved to expose weaknesses or
flaws, their reports whether true or not can be quite damaging. Mere rumours may
result in a negative perception, which then can easily become reality.
An effective response by the Corporate Communication professional can help
minimize this risk. In some instances, his response can even be so well received by
the public that the effect will turn positive and let the business grow. Natural
catastrophes, such as hurricanes, tsunamis, or wild fires are out of control for the
management but a professional management will have emergency plans in place,

which can provide the basis for handling the crisis communications.
EXAMPLES for crises in the hospitality sector: (1) HEALTH: In some

German hotels of an international hotel chain, it was reported that the water
was contaminated with dangerous Legionella. The hotels had to be tem-
porarily closed. (2) CATASTROPHE: Hotels located at Thailand’s long
coastlines were surprised by the tsunami following a strong earthquake in the
sea. (3) TERRORIST ATTACK: The Islamabad Marriott Hotel was in flames
after a terrorist attack although it was considered as one of the world’s most
protected hotels. (4) BAD PRESS: A baby was banned in First Class on
Malaysia Airlines following many complaints from first-class passengers who
had spent big money to fly in the cabin but were unable to sleep due to crying
infants. The company got bad media coverage for its decision.
EXAMPLE for elements of a “Response-Action-Plan” in case (3) when an attack
is successful. Disseminating of information using traditional media. Informing
the public of a newly enhanced security system for the hotel. Providing images to
online forums of the destruction caused by the attack to prevent that others could
not exaggerate the attack. Communication about all relief efforts, including the
launch of a relief foundation to provide financial support to the families of the
victims. Reassuring communication about the building of robust and trustful
partnerships with the government including the formation of government
intelligence and law enforcement specialist liaison units.
8.7.6 Employee Communication in the Hotel Sector
The hospitality sector is predominantly a “people business”. In a highly competitive

market, service-oriented mentality, discreetness, politeness, behaviour, communication
skills and professionalism make the difference in the guest experience. The quality of
the staff performance is a direct result of education, training and effective (internal)
communication which will lead to a higher employee motivation. Managers in the
hospitality sector who want to be successful are well advised to consider internal
communication as important as external communication (read Case Study in Sect. 4.2).
8.7.7 Positioning of Corporate Communication

in the Hospitality Sector
It is advocated here, and not only for the hospitality sector, that the responsible
person for Corporate Communication should not be integrated into the marketing/
sales department but needs to work independently or have his own department as a
distinctly separate area.
Example: A director for Corporate Communication notices something in the

news that could soon become a potential crisis for the establishment, which
would involve top management. A lot of time would be wasted if he had to
follow the to give the Corporate Communication Director the empowerment
and privilege to contact the General Manager’s office directly to provide the
necessary communication advice.
Sales and marketing normally focus on revenue generation, capturing business

and following up, creating seasonal packages, sending out proposals, and over-
seeing advertising campaigns, website content, and many other functions.
Corporate Communication, on the other hand, is taking care of the company’s
long-term reputation. It is a strategic management function for which revenue
generation and capturing new business is a bye-product and not the key objective.
Corporate Communication interacts not just with sales and marketing but ser-
vices all departments, and most importantly, the General Manager.
Amongst others, the Corporate Communication professional is responsible for
the professional media training of the General Manager and all those executives
who could be exposed to interviews, an appearance on TV or on the radio. This
includes rules for Tweets and responses to travel websites. If the General Manager
and or other executives would engage in sending their messages by Twitter or to
travel websites without the Corporate Communication professional’s coordination,
control would soon be lost, as the company would be perceived as talking with
several voices.
Another reason for why the Corporate Communication function should be
independent from the marketing and sales department is the central role the
Corporate Communication director is playing in creating a crisis communications
plan. For this activity he needs to consult with all departments in order to create an
effective plan and needs the support of and must report directly to the General
Manager as it will affect the entire management and will go beyond the sales and
marketing director’s responsibilities.
It is important to understand that Corporate Communication and Sales need to
cooperate well in order to coordinate their efforts effectively. Nowadays, many
hospitality establishments choose to adopt an integrated Corporate Communication
approach to their outreach campaigns, and those include marketing
communications.
8.8 Corporate Communication in the Arts Sector 583
8.8 Corporate Communication in the Arts Sector
8.8.1 Basic Principles
8.8.1.1 Art Needs Communication
Art itself is a rather complex form of communication. The paradox is that art needs
communication. Or as some people say, “art is a voyage for which you need a
guide”.
Artistic expressions, whether in the visual arts, film and in music or in the field
of literature need voice. Sometimes it is explanation, the story behind the artwork
and, of course, marketing and other forms of communication.
From an artists´ perspective it is their passion to create the work, write the novel,
make the film, paint the painting, record the song, etc. But this is only step number
one. Explaining, getting understood and known the artwork is step number two.
Step three is selling the artwork.
Many artists resist to publicizing or marketing their work. They think that just
producing great artwork or having a website is all they have to do to make
themselves heard in a world of surplus in any field, including the exclusive art
world.
In most cases, artists have to live from their art. Only in exceptional cases, an
artist can afford the luxury to ignore the economic side of his activities. Therefore,
communication and marketing are not alien elements in the cultural/art world. On
the contrary, they constitute a welcome bridge between the artist’s work and his
audience.
It is an error not to accept that in the world of arts, as in other fields, successful
marketing equals success. An effective communication campaign can be the cata-
lyst that will launch an artist’s career.
This is true in all fields of the arts. Communication is not just for pop musicians.
It is important for most artists and creative professionals irrespective of whether the
communication activities will be done by the artist or a third party, such as an art
gallery, auction house, festival promoter or a specialised agency.
The rules for successful communication are all the same. The cultural/art sector
does not make any exception. It also does not matter whether the active commu-
nicator is a communication expert, a professional consultant, an art gallery or an art
promoter.
An art agent or an art gallery who is not in the financial position to hire a
communication professional can still do effective communication even with no
professional communication skills and experience once they follow some basic
principles.
8.8.1.2 Language (Read Sect. 3.2.4.1)
In this context it needs to be noted, that like any other specialists, artists and art
professionals are used to have their own, very individual special language (jargon).
Sometimes, in the cultural and arts sector, ordinary members of the target group
cannot understand this “over-intellectualised” language. It is the agent’s task to
bridge that gap. He can do this by translating the arts speak into and a language,
which can be understood by the target audience.
Excessive intellectualization is a common feature in the world of art and cultural
activities. Some people even say that “the way we discuss art, culture and politics”
has “become a kind of verbal masturbation”.
Indeed, the question must be asked whether it is smart by communicators in the
art scene, to ignore the fact that frequently their language cannot be understood by
“normal” people. After all, it needs to be asked by the communicator who he is
really speaking to and whether he wants to participate in a shared dialogue with his
audience to achieve his communication objectives. His audience may be interested
in the arts as a subject but may neither have the same educational background, nor
share the same perspective on culture and art.
The question is really whether it is helpful in art communication, if the agent or
any other communicating expert discusses, analyses and further philosophises on
the art exhibited or performed.
When going to an art show or any other artistic performance, intellectual talking
could become perceived more of a distraction from the art itself. This would very
likely be totally counter-productive to the initial communication objectives.
Some people may feel that looking at or experiencing art is just enough and they
may find, that the mere use of words to interprete and oftenly validate the artist’s
work may be just too much.
Communicators in the cultural and art scene are probably doing a disservice to
themselves and the artist they represent by making the things unnecessarily and
artificially difficult to understand.
Language that does not communicate to the very people the communicator is
trying to enlighten only causes frustration. Audiences who do not understand will
not actively participate, become frustrated and will loose interest in what is pre-
sented. This is clearly counter-productive to even the most modest communication
goal.
EXAMPLE: An art agent who has understood that excessively intellectual

language will not be helpful in his communication, can “translate” the
excessively intellectual “expert speak” into ordinary speak, which everybody
can understand. It is likely that this “translated” simplified version will not
find approval by those who used the “expert speak” and a correction of the
agent’s “translation” will be demanded. This leads to the risk that the final
text will again be full of “bollocks”. To avoid this situation, the author of the
“expert speak” must be asked whether at least the core content of the
“translation” is correct. When his response is affirmative the battle is won
because it is only the content, which must be accurate, irrespective from what
language was used.
Some intellectuals in the cultural and art world have not understood the basics of
communication, such as the principles of the “recipient perspective” concept (read
Sect. 3.2.4.1), and subsequently wonder, why the value for culture and arts is not
more widely shared.
REFERENCE: In one of his essays called “Politics and the English

Language”, futurologist and writer George Orwell warned about
“pseudo-intellectual language” as a means that only served to obscure
meaning. This can be applied tot he world of culture and arts too.
8.8.1.3 Artist’s Positioning
It is quite unusual that an artist himself will communicate about his work to the
public. The communication and promotional work will normally be done by an art
expert, for instance, a curator, an art gallery or a specialised art agent.
Before the agent starts to work for an artist, he must fully understand the artist’s
work, his type of art, techniques, message and artistic vision, and put it into a
context with past, existing or new art movements and societal developments. He
also has to familiarize himself with the artist’s reputation, his past exhibitions (if
any), past press, and artistic career trajectories.
This information will help to constitute a basis for developing a communication
strategy and plan, and most importantly, help to pitch the artist to the media.
8.8.1.4 Planning
Purpose
Before starting to plan, the gallery owner, concert organiser, or other representative
of the artist (the agent), who will normally do the communication job, must discuss
with the artist (the artist, musicians, movie director), and all other key decision
makers to determine the purpose of the communication campaign they want to
launch.
The purpose can be a gallery opening, the release of a new album or music
video, going on tour, or a movie premiere screening and party, etc. The agent also
needs to know whether the artist wants to receive invitations to talk shows or any
other TV or radio appearances, and whether he is looking for sponsorship deals.
Similar information is need in the film business, in particular launch and premiere
target dates, planned public appearances for the key stars of the movie, and the like.
Standard Communication Rules Apply
Key for success is that the most important standard rules for effective communi-
cation are followed and, in addition, certain specific characteristics prevailing in
culture and art world are acknowledged and taken into account. This requires some
extra learning and creative planning.
Objectives
The bottom line of all communication in the culture and art sector is to grow the
artist’s collector, supporter and fan base, to build his business and to raise or
strengthen his profile, USP and personal brand.
To achieve tangible results it is recommended to consider the following special
culture and art sector related communication options:
• Setting up speaking engagements and involvement with public causes or
charities for the artist;
• Positioning of the art agent as an expert on the artist’s work by being quoted and
sought after (for example for background talks, talk shows, panels, group dis-
cussions, etc.);
• Building as many (preferably individual) rapports with the artist’s stakeholders,
such as art lovers, collectors, art journalists, art critics, and other relevant people,
such as opinion leaders and (social) influencers;
• Refining the artist’s social media engagement and management;
• Developing third party endorsements for the artwork, art gallery art, publishing
house, etc.;
• Promoting new art projects in the pipeline, including art show participation, art
exhibits, art acquisitions, art explorations, etc.;
• Promoting exhibitions, public readings, musical performances, movie
screenings;
• Promoting showings, special events in big hotels with a maximum of exposure
which the artist normally would not have;
• Piggybacking “Grand Openings”, an the like, by adding value to the organisers’
initial programme;
• Initiating and publishing awards or honours for the artist receives;
• Featuring articles and art reviews in specialised magazines and the mainstream
media about the artist and his work;
• Using online means of communication, including social media, to promote the
artist and his work in an innovative way.
Targeting (Read Sect. 2.5)
The target audiences for the artist-focussed campaign, the market for the artist’s
work, or the planned art event need to be clearly defined.
EXAMPLE: Young people who are interested in pop music may not be the
right target group for contemporary classical music. People who are investing
money in contemporary visual art may not necessarily be fans of musicals.
In particular in the music and movie sector, target audiences are extremely
segmented in terms of demographics and taste in reflection of substantially different
preferences.
EXAMPLES: A fan only interested in horror movies will hardly get excited
about a gala premiere and party for a love story. A fan of heavy metal music
will never react to an invitation to a chamber orchestra concert. Even sub-
domains are segmented: Abba and pop music of the eighties lovers will not be
attracted by a deep house techno event. People who like Dixieland Jazz will
probably not be appealed by hard bob or free jazz concerts.
Therefore, musician’s musical genre or the movie’s specific genre and the
characteristics of the musician’s and starring artists’ fan base must be carefully
considered as well as what specific media theses audiences prefer. This extreme
segmentation of the respective target audiences requires the agent to use
micro-targeting techniques. For the special audience segments, this may lead to
sometimes very specific tactics, such as music showcases to attract the attention of
potential labels or music managers, public appearances of the painter, good will
tours to increase awareness about the musician or the movie, special releases or
special-edition albums for fans, charity performances, and the like.
Building a Social Media Follower Base
Once the target audiences are well defined, it becomes particular important in the
culture and arts sector to understand, where the target audience members find their
information and which platforms they use to communicate. This is crucial as this
information can frequently involve quite specialised (online) media or niche media
channels.
The additional questions, which need to be asked are, what other interests these
target group members have and, which other accounts they follow. This requires
some search through hashtags and geotagged* posts from galleries and museums.
*EXPLANATION: Geotagging is the process of adding geographical iden-

tification metadata to various media such as photographs, videos, websites,
etc. Geotagging can help users find location-specific information from a
device and can potentially be used to find location-based news, websites, or
other resources.
In addition to inviting users to become “friends” and “followers” of the artist’s

account, the artist or his agent can also become an active users and follow relevant
third party users (including other artists’ accounts) by “liking” their posts. That is
the way, how a community can be formed and a “follower” base established.
Checklist
Some important questions to be asked are covered in this checklist:

• “HOT BUTTONS”: What will easily trigger the target audiences’ attention,
their emotions or a reaction?
• GEOGRAPHY: Art is normally not a local but an international phenomenon:
Are the target audiences local, national, worldwide or some combination;
• MATCH: How well does the artist’s message fit or resonate with the audiences
identified;
• Who is the specific artwork, the film, the work of literature, pp. geared towards;
• PREFERENCES: What type of (specialised art) media does the target audiences
consume? The media has become much more fragmented as a result of
increasing specialisation. Their content will therefore be targeted to a much
narrower audience. Thus, it needs to be defined, what the specialization of the
respective newspapers, magazines, TV-shows, radio-shows, blogs etc. are, and,
in addition, which media the target audiences read, watch or listen to;
• After the identity of the specialised media is established, the communication
message must not only be targeted to the ultimate audience but must also be
made suitable to the targeted specialised media audience;
• How often is the media published or produced?
• Who is the editor/journalist to contact and what is their contact information;
• It will also be important to determine the individual journalist’s specialisation
and then develop a story that will match their specific interests;
• Do the target audiences follow blogs, and, if yes, which;
• The question needs to be asked by the agent, how a bridge can be built between
the artist and the target audience, including the media.
8.8.1.5 Offline Media Work (Read Sect. 3.2.3)
To get a message out, the agent has to work with the media. The following tips need
to be considered to establish a harmonious and trustful relation with journalists:
• The message must be tailored to the appropriate culture/art-oriented media or
media outlets with interests in the cultural and arts world;
• The right journalist must be found: An art-related article should not end up on
the desk/on the screen of the sports editor;
• The journalist or editor should be called or emailed before a press release will be
sent out. The story must be pitched.
Press Release (Read Sect. 3.2.4.1)
All standard rules for writing press releases such as about newsworthiness and the
inverted pyramid structure are also applicable in the culture and arts domain.
Newsworthiness (Read Sects. 1.3.5, 3.2.4.1 and 7.17.3.3)

An artist will probably claim that his name and his work are “newsworthy” per se,
and that, by definition, he is the proud owner of a “unique selling proposition”
(USP), read Sect. 3.2.2.2.
This may even be true but only in theory. The artist’s agent has the difficult job
to make the artist understand that, given the sheer amount of artists and artwork in
the market in any subfield of artistic activity, he and his work does not necessarily
stick out in the overload. The artist needs to accept, even if he is extremely
self-conscious or even egomaniac, that it requires special targeted communication
efforts to attract the attention of a public overfed with attractive offers o a daily
basis.
For instance, a press release will most probably not be “newsworthy” when it is
just reporting a sale of an artwork, unless, for whatever reason, it concerns a
spectacular sale.
Some ideas on newsworthy cultural and art events include:
• A new show, exhibition, movie, or music festival;
• News about a movie being produced, such as the engagement of a well-known
movie star;
• Participation of an artist in a group show in an art gallery, or in a museum event;
• A public reading of a work of literature by the author;
• Changes in the artist’s business such as a change of location or new studio;
• “Open day” at an artist’s studio;
• Commissioning of an important piece of art by an important art collector or a
public or private institution;
• Participation or leadership in art-related causes or events, or charities;
• Anything new or exciting about the artist’s artwork or his activities that would
interest “arty” audiences;
• Awards or other recognitions, which the artist will receive.
Similar conditions apply in the music and film domains. Press releases in these
sectors must be made interesting enough and so newsworthy that journalist will feel
motivated to ask for more information. This interest can be generated by providing
quotes from musicians, filmmakers or stars linked to the announcement of firm
dates for the event or launch. In addition, teaser material can be helpful for initiating
album reviews, preview information or interviews.
Reviews
Even in the era of Facebook, blogging, Twitter, etc., art reviews in the media are
still relevant and important not only because they can attract art buyers, but also
provide the artist with a track record of recognition which will help to bolster his
resume.
Published art reviews are a signal whether a press release was successful. If the
targeted media respond with interest, write an art review, publish an article,
broadcast a feature, or make references in online publications, the media work was
effective.
“Add-Ons” to Standards
There are a number of ways how, in the world of culture and arts, standard com-
munication tools can be used to attract the attention of an interested public and to
get the artwork out into the market. When someone wants to use these standards in
the domain of culture and the arts, he just needs to observe some of the special
elements, which are typical for the arts sector and consider them when
communicating.
Free Samples
Especially in the field of visual arts, sample graphics, images, photos or electronic
files, such as video files or, in the music business, music files should accompany the
release. For good reasons, these files should preferably not be attached or embedded
but provided by offering separate links.
Any of these files should preferably be in a common format so that the editor
does not have to spend any extra time doing conversions. The quality and relevance
(for the target audiences) of the imagery must be closely controlled. Bad quality
images will frustrate the journalist and will not be used unless sensational.
A press release, which is dealing with a specific artist, must be accompanied by a
professional image of that artist, an image of one of the artist’s typical works, or one
the most important exhibited works and of course a short resume. Laymen photos or
“selfies” will not suffice.
Bad quality also refers to the selection of the motives: If a gallery or museum has
produced the news, a wide-angle photo of the venue itself is needed to convey the
scale of the display. Often journalists get close up photos of just one or several
exhibits as an example for the museum’s collection. This makes no sense and is
totally useless unless the story was just about this object. A selection of photos of
the venue, the objects, and people involved will probably cover most media need.
Story
The most important part of a communication campaign in the art field is developing
an attractive story and its (preferable human) angle. Brainstorming techniques may
help to develop this.
• A “STORY” could be the art itself, the way it is embedded in an art movement
or its potential to become an independent new art movement, or another related
subject matter;
• An “ANGLE” could be a special journey by the artist, an award, an important
acquisition by a well-known art collector, a review in an art magazine,
collaborations with well-known third parties, or any other special event con-
cerning the artist.
Public Appearances
The agent responsible for promoting the artist and communicating his messages
should offer the media more than mere (background) information. The chances that
the journalist will get interested in covering the artist in his publication will
increase, when the agent will add a particular story or a special event related to the
artist and his work which will make his story even more attractive.
EXAMPLE: An artist was engaged by a hotel operator to paint Bangkok’s

impressive skyline “live” at the rooftop of a well-known hotel in Bangkok.
The hotel management invited generously a large public to watch the artist,
enjoy the spectacular rooftop view and experience the hotel. This has not
been done before and was certainly not an everyday occurrence. The hotel
took benefit from the artist’s appearance, got a special event to point to,
acquired the painting to feature in the hotel’s lobby and introduced people to
their premises, which, without the artist’s performance, they would probably
never have entered. In addition, the local and national media covered the
spectacular “live” painting performance on the hotel’s rooftop.
Self-initiated Interviews
Rather than letting precious time elapse whilst waiting for possible media inter-
views or media coverage, the agent can self-initiate interviews by having someone
to do a videotaped interview. This can then be posted online as a video, or it can be
posted as an article on the artist’s own media page. That way, the artist or art gallery
can become an independent media outlet. A desirable side effect could be that this
activity will probably help in getting other media interested in the artist and his
work.
Niche Media
In the culture and arts world, one finds, much more frequently than in other
domains, a number of small, courageous niche publications that have found ways to
defy a media industry increasingly preoccupied with greater scale. They are
unfettered by a drive for profit and can publish younger and older writers who want
to cover controversial subjects in the arts field and foster cultural dialogue.
Different to the past, there is an absence of a sense of community of artists, an
intellectual discourse, and no longer a kind of Bohemia like there used to be in
major cultural and art centres (example: the “DaDa” movement which spread out
from Zurich in 1917 to some major art centres). These niche (offline and online)
publications can and sometime do provide that community and connect artists who
do not meet anymore except at openings.
For these publications, serving small, often highbrow readerships, it is important
to receive exciting content and they are quite open for any intelligent contribution.
8.8.1.6 Media Kits (Read Sect. 3.2.4.2)
After it is ensured that something newsworthy about the artwork can be reported,
and after the appropriate media and audiences have been defined, and a press
release has been drafted, an accompanying media kit should be developed. The
general rules on media kits apply:
• The press release should be part of the media kit. The media kit could be a
physical collection of information in a folder or, more common today, in a PDF
document.
• Background information on the artist, his work, his resume, a personal artist’s
statement, background on the gallery, the festival location, the theatre, pp.;
• A short list of accomplishments, including awards, accolades, other exhibitions
and academic degrees received;
• Reprints or links to other media coverage received in the past. This could
include past press releases that have been published or mentions in the media or
websites. The idea behind this is to here is to build credibility and stature for the
artist;
• Samples of the artist’s work (if possible on a USB stick or DVD) and images of
the artist. The images must be of good quality. If the art is in the audio or video
medium, a CD/DVD, USB stick or an online link should be included.
• In the music and film business sectors, media kits should also include a
discography, select pictures from photo shoots and performances, videos of the
artist performing, the film director’s latest works and clippings from previous
media.
Media kits should be made digital, hosted on the artists’ websites, which will
make it possible to include a link to it on the website.
8.8.1.7 Media Lists
After the agent has done the communication strategy and plan, he needs to build a
comprehensive media list.
This work is made relatively easy by using an Internet search machine such as
Google. Whilst finding the relevant local media outlets does not seem to be difficult,
a Google search will help to do the more difficult task in finding the media outlets
specialised in the culture and arts domain. Key words can be used for the research
depending from the type of artistic activity, which will be addressed in the planned
communication. Some ideas of how to search Google:
• General newspapers and magazines, who publish art news or have special art
supplements;
• Free journalists active in the field of culture and arts;
• Art magazines;
• Art columnists and critics;
• TV-art features and regular magazines;
• Local radio stations;
• Art bloggers;
• Art fairs such as Art Basel Hong Kong, or Art Cologne (which generally have
their own offline and online publications and newsletters);
• Art auctioneers who also have their own publications;
• Internet broadcasters.
Other commercial media databases include search blog directories, such as
Technorati (www.technorati.com), social media directories, such as Help a Reporter
Out (www.helpareporter.com) and LinkedIn (www.linkedin.com) to identify which
media professionals may have an interest in the special subject of culture and arts.
8.8.1.8 Communication Mix (Read Sects. 1.3.2.1, 1.3.4.2 and 4.1)
Similar to other fields of Corporate Communication, also in the cultural and art
domain, an intelligent combination between traditional media tools (one-way
approach), and a more contemporary (two-way) approach focussing on digital
communication, is recommended.
In the online area, the emergence of a plethora of digital online communication
tools over the past few years has not only changed the character of communication,
but also dramatically increased the number of available communication channels.
To get the best results, new media options should be used, either by replacing the
traditional tools or by complementing them with modern tools to make them more
effective (example: Social media press release).
8.8.1.9 Online Media in the World of Culture and Arts (Read Sect. 3.3)
Social media (read Sect. 3.3.2) are a very powerful tool for artists and their agents if they
are willing to engage online (which is recommended) and communicate. Some of the
new media venues available to deliver messages in the world of culture and arts include:
• Online newspapers and news sites;
• Online magazines;
• Social media channels;
• Podcasts and mobile content;

• Blogs about the artist and his artwork;
• Blogs, interviews, pp. by opinion leaders, (social media) influencers and
multipliers;
• Internet radio and TV (talk) shows;
• Cable and satellite television (local community, national, international).
Using Social Media for Artists
Social media navigating takes a bit of knowledge about how each outlet works, and
how to find the best, most efficient and most time-efficient approach.
There are a few ways for artists, which may work well for building their image
and brand online.
Virtual Studio Visits
In principle, all social media, such as Facebook and Instagram, are based on
personality-based content.
In particular and by definition, Instagram is highly visual. This constitutes a big
incentive for artists whose work is based on images.
In addition to posting artwork images, an additional way of attracting “follow-
ers” and “friends” is posting studio and behind-the-scenes shots. for the artist is
allowing interested users to have a glimpse into his daily artistic life and processes
in the studio or elsewhere at work.
These tactics offer not only interesting insights, but let interested people see the
artist at work, see the painter get his hands dirty, look into the study of a writer, or
watch movie-making in action. Especially collectors will appreciate this opportu-
nity to learn and see more about the artist’s way of working and trace the evolution
of a work from start to finish. This will help “humanizing” the artist’s work and
establish a connection with a work early on in its creation.
EXAMPLE: A French Classical Music TV-channel broadcast the rehearsal of

the German composer Brahms’ First Symphony. Leonard Bernstein was the
conductor. In the middle of the symphony’s overture, Bernstein interrupted
the massive orchestra with an unwilling strike of his baton on the conductor’s
desk. He pointed the baton right at a young cellist placed in the middle of the
orchestra and asked her angrily whether she knew under which circumstances
Brahms had composed this symphony. She almost collapsed with shame, and
responded negatively. Bernstein knitted his brows and said that he now
understood why she had played so wrong. Then he continued the rehearsal
without further remark. Comment: Without using a lot of words, this

“behind-the-scene” video showed a lot about the artist Leonard Bernstein.
Behind-the-Scene Videos
If there is no exhibition, show, or an event that one can point people to, it can be
considered making a “behind-the-scenes” type of video. This is appealing to people
who love to feel that they are getting a glimpse at how the process works and who
are particularly keen on going back-stage to see the activities behind the closed
curtain.
Instagram supports videos up to a minute long, which can be upload directly
from a smartphone library. These stories are highly visible at the top of the artist
followers’ feed. As they disappear after 24 h quality or perfection must not be a
concern.
The videos can also be posted on the artist’s blog, Facebook, or on various other
social media platforms. Such an initiative can be even more effective if not just one
single video is posted, but a proper YouTube channel is created, specially branded
with the artist’s name or work.
Importance of Caption
While the priority on platforms like Instagram, Facebook, and Pinterest should be
on the image, caption is also important. Captions are important for “humanising”
the posting and provide extra credibility. The additional inclusion of certain key
words and relevant hashtags (on Instagram and Twitter) can make a world of
difference in establishing discoverability.
Links (Read Sects. 1.3.5.2 and 3.3.1.8)
It should not be forgotten to point to a link where users can either purchase, or see
more of the artist’s work.
Online Art Self-marketing (Read Sect. 8.10)
Art galleries are no longer the only place to sell artwork. The two primary functions
of art galleries,
• Providing artists with exposure for their art; and
• Providing art lovers and collectors with access to that art,
are no longer as relevant to an artist as in the past.

Today the newly emerging online channels for artists, allow artists to exhibit and
sell their artwork without involving an art gallery. Art collectors, gallery owners,
curators, any art lover, and anyone else who has an interest in the arts can today
cover from his sofa far more territory, many more galleries and collections, many
more artists’ websites far more efficiently on their computers or smartphones than
they can by physically shopping art galleries or visiting artists at their studios.
The artist’s own activities without the involvement of art galleries, requires some
communication talent which, if applied professionally, can lead to art sales.
• First, the artist has to understand that for an art lover, it is frequently not just
about the art that the artist has created, which is of interest to him but, in
addition, the story behind it. There are more and more art lovers who are
interested in behind-the-scene stories and want to connect with the artist than
just picking up an artwork because of its visual appeal in an art gallery after
paying;
• Second, in the past, galleries were irreplaceable for an artist because only gal-
leries could reach out to a lot of art lovers and potential buyers with their
contacts lists, experience, manpower, and financial possibilities. Today, there
are social media which an artist can use easily to communicate directly with
their base of art lovers;
• Thirdly, it may not be unusual for an artist to have a solid base of “friends”,
“followers” and fans. Actually, the artist can use this basis for creating his own
brand.
Online Art Galleries
In addition, the artist can use free online art galleries to show his work to a large
public. Web-based artist networks, art marketplaces, and online art galleries, such
as Saatchi Art (www.saatchiart.com/Art/Gallery) can today be used by artists not
only to share their work, but to connect, see, and be seen, staying current on events,
exhibitions and opportunities, and search databases with artist biographies, com-
mentaries, background, catalogues, guided tours, and other mobile services. The
posting of the artist’s work on such an online gallery’s site can possibly be less
labour intensive than an own website.
Websites
An artist or his agent, respectively, can use the Internet to build a personal brand,
explain his art, introduce new artwork, inform about past and forthcoming events
(such as gallery openings, concerts, new product launches, film premieres and
parties, public readings, p.p.), carve out a niche, and to promote and conduct
business.
An artist’s website must reflect the artist’s true soul, his uniqueness, philosophy
and vision. The site needs to be well structured to facilitate reading and watching
images, and must use a language which is easy to understand by art lovers, sup-
porters, fans, customers and journalists. In particular, the site shall be designed to
become a point of crystallisation for the artist’s key target audiences.
The website designers have to understand that the artist’s fans are his greatest
brand ambassadors. They will talk about the artist and his work to their friends and
other people with the result that the artist, his work and his brand become viral in
the social media landscape. It is the artist’s site where art lovers and his fans can
engage and become loyal supporters and admirers that not only recommend the
artist’s artwork, but motivate to buy and purchase his artwork.
Building Website Traffic (Read Sect. 3.3.1.4)
However, a modern online approach in art communications is not restricted to just

having a website, an online gallery or a gallery show. It takes more in a world of
surplus information to get people interested in the artist and the artwork he is
producing.
One challenge for the agent, who is responsible for communication, is to drive
traffic to the artist’s website or his online gallery.
To get the exposure that the artist is seeking, the communication plan needs to be
based on a tailor-made combination of traditional and online communication
strategies, social networking and other means.
First, an artist, an art gallery, a music business brand, a film maker, a poet or a
band will continue using traditional communication channels to build awareness
and for credible third party endorsements.
A traditional press release will normally be used to trigger interest in the event.
The press release will principally focus on an exhibition, a new major sale, a gallery
opening, a performance, a concert event, a poetry reading, movie premiere, etc. Its
main purpose is to either get print coverage (e.g. articles, reviews, images, back-
ground stories, society gossip) or blog coverage.
Second, to expand the effectiveness of the conventional press release (or any
other means of traditional communication) the new tool of social media must be
considered.
Social media in particular are getting increasingly important in the art sector.
Social media expands a specific communication reach to people who have the
potential to become loyal enthusiasts or even fans and want to learn more about an
artist’s artwork, music, film or poetry.
Different to the traditional communication tools, social media are an extension to

the web in a way that focuses on people and their social networks. They offer an
online two-way-street communication.
This is particularly of interest for people who are interested in the arts. Artists
and art lovers belong to those societal groups, which are much more looking to
connect in their communities with other like-minded people than the rest of the
population with no particular interests.
Social networking sites such as Facebook, MySpace, Twitter and Delicious
(Delicious is a social bookmarking web service for storing, sharing, and discovering
web bookmarks) can help artists to create an online presence and to connect with
relevant people (e.g. fans, journalists, buyers).
• First, they are good networks to keep fans in the loop of concerts, performances
and new releases, gallery openings p.p. and to give them a better picture of the
artist. They also allow fans to connect with the artist.
• Second, they allow the artist and his advisors to watch what the fans are saying
and doing and what the fans’ friends get excited about.
Studying and analysing the networks is the best form of market research. It will
tell the artist what kind of music these groups like or painting style and subjects
they prefer, what events they get excited about and how they communicate.
The artist, who interacts and shares his artwork this way, has the opportunity to
get socially involved by becoming an active part of his community, to stay
up-to-date on current news and trends and establishes a basis for direct contact. This
will help driving people to his website.
However, social media could be difficult to manage for an artist. In many cases,
the artist will neither be able nor be willing to engage in this time-consuming
activity.
Then he will need assistance from an agent or a communication expert and
outsource the monitoring of his (fan) pages. Also, third party assistance may be
needed to advise on better ways in which the artist can engage more effectively with
his fans and how the Internet can further be used to find more connections for him
online to help to build and grow his community, for example by launching a social
campaign to enhance the artist website’s effectiveness.
Social Campaign
In our world of general surplus, most modern users want something extra otherwise
it may happen that people are driven away from the artist’s website because it is
boring, or does not trigger images, desires, projections, or enthusiasm.
A social campaign will typically introduce a social component to the artist’s
presentation, showcasing his talent, such as a YouTube video, a blog, a MySpace
presence, RSS feeds, or sharing video clips or podcasts. The social component must
serve as a means for the website to be perceived as a useful and entertaining
resource. The better the social media presence, the more aware people will become
about the artist and his work.
EXAMPLE: In the music business, bands have propelled their names and
their band’s music from an initially local to a nation, or even worldwide stage
by using YouTube as a platform. A video published on YouTube has the
potential to ignite interest, enthusiasm and passion. This could hardly be
imagined through the use of traditional media.
Social Media Press Release (Read Sects. 1.3.1, 2.9.6 and 3.3.3)
For artists SMPR are of great interest because, different from conventional press
releases, are characterized by a multimedia-oriented approach. In addition to the
text, SMPRs are releasing announcements that provide a rich set of relevant
aggregated information, which can comprise multiple media video, clips, mp3,
images, blog posts, links to other resources, and social network sharing tools. This
multi-media approach is great for artists’ interactive and collaborative communi-
cation, sharing of stories about all categories of the arts, be it painting, music,
movies or literature. It helps to get a message across quicker, easier and more
creatively and it makes it more likely that the message is to be picked up,
re-tweeted, or otherwise shared with a larger audience.
8.8.1.11 Art Galleries

In the past, art galleries were not prepared to, too elitist or too arrogant to talk
about PR and communications (a typical gallerist’s reaction: “I do not need PR. My
exhibition program does it!”). This has changed.
EXAMPLE: Top galleries like David Zwirner has not only staff available to
handle press, events and marketing, they have also expanded their more and
more elaborate exhibitions and media work, such as press events a few times
a year to provide a rundown of upcoming shows and special press previews.
It is reported that some 70 journalists and art professionals turned up at
Zwirner for a two-show opening of top artists Neo Rauch and Michaël
Borremans.
This demonstrates, that the art world is becoming increasingly aware of the
effective power of communications. This refers in particular to the power of media
publications on the arts and related subjects (oftenly, good food, interior design and
art go together).
One thing, even an excellent communication professional cannot guarantee: Art
critics’ exhibition reviews. Art critics are quite independent minded and by nature
they are pretty resistant to the invitations of communications/PR people.
How to Get into an Art Gallery
Unknown artists with little experience often struggle to find gallery doors that will
open for their work. When they are not represented by a professional agent their
means of communication are rather limited.
It cannot be recommended to go around with a portfolio from gallery to gallery.
This is not only frustrating but can turn out to be discouraging and even humiliating
and is mostly without success.
Visiting a gallery, unannounced and uninvited is a track to nowhere. Even worse
is sending out emails with links or attachments when no one asked for them.
Unsolicited emails normally end up in spam or get deleted.
What an artist can do is to analyse the gallery scene and find a gallery, which is a
good match for his work and level of experience. In addition, the artist needs to
understand, that a gallery is not just a gallery but represents a programme. Art
gallerists are in fact agents but they normally have their own creative vision, strong
interests and preferences. Before submitting his work, the artist has to find out what
a gallery’s programme is and what the gallery is dedicated to showing, also by
studying their website and “liking” their Facebook page.
Relationship Building
If the artist has identified an art gallery that would make a good fit for his work, he
has to develop a relationship with them. This is how galleries choose artists.
A relationship will develop by signing up for their mailing list, attending their
events, contacting the gallery owner and curator, and by getting known within the
gallery’s community as a supporter and artist. Once, the artist is introduced, he can
endeavour to introduce his work or lets other people to do it. Once being intro-
duced, the artist has to communicate. Only rarely artworks speak for themselves.
The artist should be interested in explaining his work and engage the gallerist.
It will also be helpful for the artist to have built up a solid “follower” list at social
media such as Facebook, Instagram or Twitter. This shows the gallerist that he
understands how to promote and market himself, build and maintain his “follower”
base and that he will continue to play an active role, even after the gallery has
agreed to represent him and his work professionally. Being able to tell a gallery that
he built up a loyal following will give the gallery a sense of security that the artist
can make a contribution to fill a gallery with people at the planned gallery opening.
8.8.1.12 Art Fairs (Read Sect. 8.3)
Art fairs have become a communication highlight. Weeks and days before the
actual event and of course during and after art fairs, the art fair organizers, PR
agents and art galleries send out press releases and other informative material that
give art journalists and collectors a heads up on what artworks galleries will show,
what kind of special events they are planning at their booths or outside the fair
grounds, what they have sold, sometimes even for how much they sold them. In the
past art galleries and art dealers were reluctant to give out that kind of information.
But they have buckled to a new kind of demand from the media.
In addition, an increasing number of prestigious brands and companies, engage
in associating themselves with the art event or individual activities surrounding the
event by initiating, organizing, hosting or sponsoring parties and other events,
which are not necessarily related to art. These companies have discovered that
linking up with the arts can increase or support their brand image or products. For
instance, on the eve of one of the last Art Basel Miami Beach an event list was
produced that had swelled to two pages: A Ferrari party, a Louis Vuitton beachside
barbecue, a dinner for Aby Rosen, and dinners hosted by P. Diddy, Jimmy Iovine
and Andy Valmorbida in collaboration with VistaJet and Bombardier Aerospace.
8.8.1.13 Museums
Irrespective from being publicly or privately owned, it is the museums’ first obli-
gation to protect the cultural artifacts they house. Their ongoing goal is to guard the
artifacts in a physical and cultural sense for the benefit of the public.
This idea holds the tactics and strategies used in museum PR to a higher standard
since they are conducted in the public’s best interest. This makes communication
activities for museums different from communications done by other organizations,
including many other non-profit organizations. For them it is advocacy or
fundraising, which is the prime role of their communications. For museums it is
guardianship. Not the organization and its goals are the first priority but instead the
object being guarded.
Museums’ Changing Role
Museums are moving from a public information model to a more two-way com-
munication model. This is because they are becoming more interactive with audi-
ences that want a physical experience that combines artifacts, information,
explanation, learning, history, and, last but not least, excitement.
The fluidity of a museum’s definition allows it to interact with a multitude of
audiences interested in education, conservation, research, culture, history or
entertainment.
In addition, Corporate Communication for museums have become a more
important tool to connect museums not only to their local or specialized publics but
increasingly and, dependent from the museum’s importance, on a national and
sometimes even international level.
Museum Communication Is Proactive (Read Sect. 2.3.1.2)
When compared to Corporate Communication for other organizations, museums

stand out when compared to other organizations that react to problems as they arise.
Different from other organizations, the special character of museums’ activities tend
to be less centred on problems but more focused on outreach and visibility.
A museum’s unique position of guarding artifacts makes its communication goals
different. In a museum setting, there are less situations which can be envisaged that
require reactive actions and tactics. Therefore, it seems that proactive tactics are
more effective for museum communications to elevate the museum’s exposure and
to get people engaged and involved with the museum and its activities.
A key consideration for proactive museum communication is gaining and
maintaining interest before, during and after an exhibit. As the institution is
remaining the same, museum communications is forced to constantly change the
focus of their messages, vary the range of topics, pitching stories and striving for
free media.
A museum Corporate Communication professional has one tool, which other
communication professionals may not have: Community ties.
Some museums enjoy strong community ties which allow them amongst others
to establish “The Friends of…Museum” societies. These societies (sometimes
organized as foundations) group art lovers, supporters and friends of the museum in
question and engage in all kind of highly visible cultural and societal activities.
In addition, strong community ties allow museum Corporate Communication
professionals to effectively utilize other community institutions’ Corporate
Communication in addition to and complementing what they are doing. For
example, a museum’s Corporate Communication professional can create a “pig-
gyback” exhibit with another event in the community. By utilizing a planned event
in the relevant community and creating a new museum exhibit around it, the
museum event will benefit from additional public attention.
Amongst many others, other effective proactive Corporate Communication
means include:
• Press previews of new exhibits, museum exchange programmes, joint exhibi-
tions, hosted exhibitions, specially themed exhibitions (for example when the
museum’s archives are opened);
• Relationships with local and national media;
• Constant communication with publics of donors, visitors, fans and educators;
• A strong social media presence.
Use of Social Media (Read Sect. 3.3.2)
Social media is inherently technical because of its functions as an Internet based

web application. But it is also increasingly being viewed as a communication tool
because it is easy to update and can disseminate a message quickly and cost
effectively.
Notorious budget and staff constraints on all museums typically force the
museum’s Corporate Communication people to try to do a lot with very little.
A way to overcome these financial and manpower constraints are the use of
social media to their fullest effects.
Museums have the ability to engage their audiences with new content made by
the museum, artists or the audience. And museums also have the ability to have a
conversation with publics about their wants, needs and interests. All these
responsibilities are easily addressed through social media.
The use of social media by museum Corporate Communicators helps the
museum to generate interest, to increase general awareness foster community, to
increase visitor attendance and to connect with past and potential visitors by
updating relevant information about exhibits and projects.
Some museums use their Facebook and Twitter accounts not only to promote
upcoming exhibits, events and festivals, but inform and educate the audience while
doing so. This kind of awareness and goodwill toward their audiences is important
in museum communication.
Some museums have already engaged in multiple social media platforms with
Facebook, Twitter, YouTube and Flickr among the most popular. Others have even
employed a web or social media coordinator to oversee social media efforts within
the Corporate Communication function to utilize social media to its fullest extent by
changing their messages constantly in order to get the attention of users.
What “fullest extent” really means was demonstrated by a museum in the USA
which has even thrown a social media party for its Facebook friends and is planning
more in order to keep people interested and engaged online and in person.
8.8.1.14 Music and Film Sectors
Corporate Communication in the music sector and in the film business are some-
what different to other art sectors as audiences here can be much bigger and much
more emotional (fans) than in the more elitist visual art and poetry sectors. Still, the
general principles of good Corporate Communication also need to be observed.
8.8.1.15 Media Tracking (Read Sect. 2.9)
During the Corporate Communication campaign and thereafter all media mentions
must be tracked, including interviews, social media mentions and reviews. At the
end of the campaign, this information must be submitted to the artist and his
management team so that they can evaluate the success of the campaign.
8.9 Communication for Fans

8.9.1 Sports Business as a Model for Fan Communication
The developments described below for the sports field, and prominently for the
football (soccer) sector also apply to other areas, which are characterised by strong
supporter identification with the activity (e.g. sports, soccer) and/or individual
players (e.g. stars, celebrities).
At present, sports must be understood as a “product” and in many cases a
“brand” and no longer, as in the pre-electronic media time, the “greatest pastime in
the world”.
In the past, communication channels used by sport celebrities in communication
with their fans were mainly traditional (mass) media and communication generated
by sport federations.
But the media have changed as a result of the increasing digitalisation of
communication and the emergence of social media. The ongoing generation change
towards “digital natives” is highlighting this development.
As a result of these developments, a shift of power and redistribution of profits
took place from
• Traditional sport markets (clubs and communities); to
• New media markets (television and advertising).
Television has transformed football (and other sport activities such as skiing,
pp.) into a media product. Television promotes the game as “show” and players as
“stars”. As a media product, especially football developed from a one-off weekend
event, to a permanent campaign. The transformation of players into “stars” also
eradicated the borderline between their play and their life. Every detail of the star’s
(celebrity’s) life, on-field and off-field, is potential news for the media and a broad
public.
8.9.2 Sports News Are Event not Issue Driven
News in the sports business are event-driven rather than issue-driven. Daily por-
tions of news and commentaries keep the public attention and advertising ratings
steady. Live matches, sport magazines, the gutter press and a range of entertainment
programs help to stage football as continuous “pseudo-event”. Injuries, negotia-
tions, manoeuvres, transfers, tribunal decisions, mismanagement and drug tests
keep the public busy, weekends and weekdays, in and off the season.
This trend towards promoting football (and other prominent sports and other
activities) as spectacle is even more strengthened by the hiring of more profes-
sionals in areas such as marketing, sponsorship, advertising, brand management,
self-branding, licensing and television rights relations.
8.9 Communication for Fans 607
8.9.3 Fans As Communication Medium
The mediatisation of industrialized major popular sport sectors, namely football

(soccer), reaches out to new supporter and fan audiences, which generates more
returns for all those players involved (e.g. clubs, suppliers, federations, the media).
The pathological view of fans as social problem cases can barely be applied to
the current fan publics. Today, sport fans and supporters are a highly visible key
communication tool for sport organisations and sport celebrities. In some analysts’
positive view, fan activism may even provide a positive approach for balancing
people’s daily work and home-based alienation with positive community engage-
ment. Standing for a specific celebrity, brand or team is no longer just passive
consumption (consumers) but an active expression of a definitive identification.
This is what distinguishes fans from mere consumers. Different to consumers,
fans establish a relatively robust emotional (loyal) relationship to their fan object
(brand/celebrity). Loyal supporters are generally more prepared to support their fan
object than mere consumers even at times when they are displeased as emotions get
involved. On this basis, they share success but can also support their fan object in
bad times.
Every fan is a potential activist. Internet activities in online forums can activate
fan activity, a mobilisation enabled by technological transformation from traditional
into electronic campaigning, which highlights the strategic shift from advertising to
Corporate Communication.
The artificial word “Fandom” is a term used to refer to groups composed of fans
who share a common interest are fascinated with a specific subject, such as sports,
the interest in an individual celebrity, movie genres (such as science-fiction),
fashion and other genres. The groups are generally characterised by camaraderie,
empathy and uncritical loyalty. “Fandoms” form social networks with one another
based on their specific common interest. The relationship between fans and pro-
fessionals in these genres is close.
Fan culture has its own language, sometimes called “fanspeak,” where words
and phrases have been adapted to create a jargon that only other fans fully
understand, and there are also rules of society to “fandom” (for example, levels of
hierarchy within the community and dress codes).
Fans create their own forms of literature and art, called “fan fiction” and “fan
art”, and even have their own form of music, called “filk” songs and the organized
outlets for fan activities (conventions and fanzines).
Each of these activities and productions is a mode of communication, and it is
this communication between fans that creates fan community and culture. Given the
diversity of modern fandom, it is considered as a culture in its own right.
Therefore, fans and supporters can be considered as the living representation of a
celebrity, a product, a service or, short, a brand.
They are loyal ambassadors for the brand and therefore constitute a key com-
munication tool with high visibility.
8.9.4 Role of Corporate Communication in Fan

Communication
Following the logic of this analysis, creating these emotional relationships is

exactly what distinguishes Corporate Communication in the fan-oriented sports
field from marketing communications and advertising and sales promotion (AS&P).
The role of Corporate Communication in fan communication is to bring sports
properties closer to the fans, supporters and consumers, while generating maximum
exposure and demand for the sport organisation’s brands. In this field, Corporate
Communication is completely directed towards creating a long-term mutually
beneficial relationship between fans and supporters, on the one hand, and the
individual player and/or the (sports) organisation promoting the brand, the activity
or individual players, on the other hand. Corporate Communication measures
influence the fans’ long-term commitment to the brand, which can be translated into
“loyalty”.
Different to conventional event promotion, Corporate Communication does not
see fans as “markets” and “consumers”, but as “stakeholders” and “publics”.
The management of sports organisations have much better understood than the
corporate business world, that Corporate Communication can work as an essential
tool in linking organisations to “consumers”.
This important role should qualify Corporate Communication to become a vital
part of a company’s business strategy. However, in many cases, continued
short-term exposure-driven marketing concepts often prevents company manage-
ments from having a better understanding of the strategic role of Corporate
Communication as a long-term task.
Managements also need to understand that effective professional Corporate
Communication campaigns can drive down the need for expensive advertising,
while increasing a company’s potential for sales. What in the past was just a way to
connect a brand to the public has now become an all-encompassing field, which
includes events, media relations, consumer relations, and social communications.
8.9.5 Earning Fans
Partnerships with sports and entertainment properties are the most effective way for
brands to create an emotional link with their customer base leading to increased
brand loyalty and sales.
The objective for Corporate Communication in this area is making fans for
brands. The slogan for this fan-management is “Supporters not customers“. This
means to make existing enthusiasm visible and to support and spread this positive
attitude. Corporate Communication and social media are the core of this business.
Starting point for earning fans comes from understanding the company’s cus-
tomers, who influences them (market & influencer insight) and how they perceive
the company.
To create fans for a company’s brand, services or products, one needs media
relations (print, TV, radio, online across consumer and trade), social media
engagement, events and trade shows, partnership and sponsorship, content and
technology.
8.9.5.1 Creating “Hype”
Hype is an essential part of creating a brand and “fandom”. Hype is what makes
people interested, and makes them want to belong to a group and be a part of the
momentum and excitement of a product, service, or idea. People want to know why
everyone else is talking about X and they do not know about it or have not tried it
yet. Hype is synonymous with “generating buzz”. This is what marketers need to
have loyal customer followings. It is basically a concentrated effort to spread a
message in a concise amount of time to get as many people as possible to be aware
of who you are and what you are doing.
Of course, traditional Corporate Communication tools, such as press releases,
can generate Hype. But today this also includes the use of alternative tools, like
multiple different blog sites, social media sharing, and the all-important “trending
topic” on Twitter.
8.9.5.2 Awareness, Interest, Desire, Action
When there is buzz around the product and people want it, it satisfies the first three
stages of the consumer behaviour purchase model:
• Awareness, Interest, Desire, Action (AIDA).
The four AIDA elements can only be attracted when the organisation and its
Corporate Communication professionals have developed a quality product, which
has the capacity to generate “hype”.
NOTE: If there is no quality product to fulfil the hype, there is a risk that all
publicity will turn into negative publicity when it gets out in the market.
Especially with the advent of social media, a company product can go easily
and quickly from a crowd favourite to a community pariah in the space of a
tweet.
Points to consider when generating hype:

• It must be made sure that the Corporate Communication team is synchronized.
A time has to be set for everyone to tweet or re-tweet, and share posts. Unique
identifiers have to be attached to a consistent, but uniquely voiced message;
• The sending out of a press release will help to communicate more easily with
local and target market-specific media outlets;
• Social networks must be “buzzing”. This will be the case, when people are
talking about the product on social media and sharing the content. One should
not be afraid of sending out an email to remind people to comment and share;
• Special promotions should be organised around the Corporate Communication
campaign to entice people to action once people’s awareness, interest, and desire
has been captured successfully.
EXAMPLE: The bestseller author J.K. Rowling’s (Harry Potter) first attempt
into the world of adult fiction was “The Casual Vacancy”. No? Didn’t think
so. The book was heavily promoted with much hype. But the book failed
miserably. For her next attempt (“The Cuckoo’s Calling”), and to protect her
good name, the author decided to write under a pseudonym. Mainly due to
the hype around the secrecy of her publishing stunt, the book jumped
tremendously in popularity and still remains a bestseller. This demonstrates
that in some cases no hype can create its own hype.
8.9.5.3 Growing Celebrity Autonomy
Different to the past, it is now the sport celebrity himself who has autonomy over
his communication with fans. He does not need the involvement of any third party
any longer, such as a federation or mass media. Social media, own websites, own
YouTube channels, own weblogs, own Twitter accounts, chat rooms and other
forums allow sports celebrities to build up a direct communication relationship to
his fan base. This direct approach results in a changed quality of fan contacts, as
they are more frequent, more intensive and more detailed.
8.9.6 Social Media (Read Sect. 3.3.2)
8.9.6.1 Facebook and Twitter
Celebrities like Twitter and Facebook accounts for their fan management and
communication with fans. This provides Corporate Communication with commu-
nication opportunities.
The “user typology” for Facebook can be broken down as follows (read
Sect. 3.3.2.6):
• CREATORS (authors, activists): They develop content, which others consume,
for example websites, blogs, videos, music, pp.;
• CONVERSATIONALISTS (partners in conversation): They post news on their
Twitter account or status news on their social network timelines;
• CRITICS (critical users): They respond/react to others users’ content, for
example, comment on products or services edit Wiki-articles or participate in
online-forums, pp.;
• COLLECTORS: They organise web content for their own use, using tags, vote
for websites, pp.;
• JOINERS (participants): They have established a profile on a social network and
consult social network pages;
• SPECTATORS: They read blogs, listen to podcasts, read tweets, watch third
party videos, read online forums’ content pp.;
• INACTIVES: They neither create nor consume content in social networks.
However, when considering the ample communication opportunities, it should
not be ignored by Corporate Communication, that there is also a downturn to this
virtual platform for fan relations: In general, the popularity of a celebrity is measured
by the fans’ “likes” and comments. But this platform is not only be used by fans but
also by “haters” who can publish their negative comments as effectively as fans.
Facebook (Read Sect. 3.3.2.6)
Facebook Is Serious Business

The use of social networks such as Facebook can facilitate communication with
fans. Facebook is not a toy. It is serious business. More than 350 million people use
Facebook around the world. Facebook is still dominated by its function as a social
web. The social web does not replace search engines, but user activity is shifting
rapidly into the social networks. Today Facebook generates already more traffic on
websites than Google. This highlights the fact that social media marketing is not
just a short-term trend but the response to a rapid change in behaviour. This has to
be taken seriously.
Public Fan Page Versus Groups

Facebook pages can be acquired. They serve the goal to attract as many
“member-fans” as possible. Different to private profiles on Facebook, the founder of
a public fan site cannot decide who will look at the site. Once somebody has clicked
the “like”-button of such a site, he cannot be refused, he has become “member” of
the “fan” community and can look at the content of the site without any restrictions.
In some cases fans establish “groups” rather than “pages” for their “star” because
a group can be managed more easily as it is not open to the public. In contrast, and
for obvious reasons, celebrities or their management prefer to establish Facebook
pages.
Fan Page Set-up

The set up of a fan page is the first step towards Facebook fan communication.
A fan page is for free and will quickly lead to visible results. This is a simple way
for initiating a presence on Facebook. A fan page allows Facebook users to connect
as a fan. The fans interact on Facebook directly with the page initiator or with each
other in a fan community. The potential value of the fan page depends largely on
the ability to communicate with the fans. Communication takes place via a so-called
newsfeed. This is the start page for every Facebook user.
Fan Page Design

Additional applications help to expand the available standard functions of the
company’s website in case fan-page’s standard layout and design needs to be
beefed up and made more attractive to the fan group. The Corporate
Communication person responsible for this task has to play and test the opportu-
nities offered by Facebook against what the company’s fans like.
A very accurate analysis of user behaviour is enabled by access to user data via
the Facebook API*.
*EXPLANATION: The Facebook API is a platform for building applications

that are available to the members of the social network of Facebook. The API
allows applications to use the social connections and profile information to
make applications more involving, and to publish activities to the news feed
and profile pages of Facebook, context to their applications by utilizing
profile, friend, page, group, subject to individual users privacy settings. With
the API, users can add social photo, and event data. Source: https://www.
programmableweb.com/api/facebook.
Special applications, which are integrated into the company’s website do not
only allow to customize the layout for the fan page, but also provide with access to
user data. Thus, personalized content can be created or content can be distributed
virally. The best-known tool for viral marketing is the use of a video.
Facebook Tag Feature

There is a special Facebook feature, which allows a reasonable communication with
fans and to respond much better to individual questions in the comments: Users can
be tagged on Facebook pages, which helps improving communication. Somebody
who writes a comment in the name of a Facebook page can also tag Facebook users
in comments.
However there are limitations to this feature: The fan must have commented
precisely on the contribution in question or be the author of the contribution on the
page. To tag a user, one has to enter “@” and the first letters of the user name. Then
the user will appear in the dropdown. This limitation is appropriate because this
special Facebook feature has an enormous potential for abuse.
Twitter (Read Sect. 3.3.2.5)
The micro-blogging service Twitter can also be used as a tool for

reputation-management. Fans who are interested in following news about their
“star” can do this easily under http://www.celebritytweet.com in alphabetical order.
In case one has to get used to the specific Twitter style, one can use ClickToTweet
(www.clicktotweet.com), which facilitates creating a simple tweet.
8.9.6.2 Winning Fans
Internal Potential
Fans are not self-generating. For example, the first 100 fans one could generate
from company staff members, friends and existing interested parties. Once this is
done, an application for a vanity URL must be made, for example, under www.
facebook.com/username. The fan page must then be linked to the entire online and
offline communication structure. The famous blue “f” should be used as a reference
to the company’s presence in this social medium.
Enthusing Fans
The question should be asked, what reasons a user has to decide becoming a fan of
the company on Facebook. The answer could probably be, because the user likes
the company, its products or services or the brand. Possibly he already uses the
products or services or would like to exchange ideas with like-minded people.
In these situations dialogue is required and it will be of utmost importance for

the company that the Corporate Communication people take the company’s fans
seriously. They have to respond quickly to the fans’ questions or criticisms.
In case of a crisis, fans can be confirmed in their emotional support if the crisis is
managed by a professional “crisis management” without ceasing to communicate
appropriately in parallel. The result of continued good communication are faithful
advocates of the company’s products and fans who are prepared to invite other
people to the company’s site or share content with each other.
Crowd-Funding (Read Sect. 9.3.3)
Crowd-funding is an optional way of attracting and binding fans and supporters.

Not the product as such but the supporters’ persuasiveness is key for the success
and the character of crowd funding. The communication with and by the fans is
decisive.
EXAMPLE 1 (Football): Every year the British Premier League teams trail
the globe promoting their brand in foreign markets, which comprise around
70% of the League’s television audience. Most tours take in football-mad
markets such as South-East Asia and North America, but teams could use
their vast followings on social networks to promote and arrange games in
high-demand cities they may have ignored. EXAMPLE 2 (Club ownership):
British sports club Arsenal’s fans are not happy with the current owner’s
management and have proposed a remarkable crowd funding campaign to
buy out his shares and putting them in the hands of fans. It has been estimated
that the club has about 27 million fnas worldwide and the organisation’s
value was estimated at about £904 m. EXAMPLE 3 (Movies): LEGION M
(https://thelegionm.com/), a company founded by “Emmy”-winning digital
media pioneers is bringing original new movies, TV-shows and VR experi-
ences to market. LEGION M partners and creators, including independent
filmmakers and big Hollywood studios have built the company from the
ground up to be owned by fans. The LEGION M CEO pointed out in a
statement that the company was about “to disrupt the entertainment industry
and put a new twist on proven business models. We believe that allowing fans
to own a stake in film, TV, and virtual reality projects creates a huge com-
petitive advantage when those projects are brought to market. This was never
possible before, but now we’re using the JOBS Act to open the gates of
Hollywood and create a legion of fans with the power to revolutionize the
industry forever”. LEGION M’s crowd funding by fans was oversubscribed
by nearly 30% with over 3,100 investors. EXAMPLE 4 (pop music/
crowd-funded concerts): How fans can get their heroes to play in their
hometowns. The potential of this new fan crowd-funding model is to reverse
the touring status quo: To bring the band to the town where the fan is. New
online methods of crowd-funding concerts are allowing fans to club together,

buy tickets, and get the acts of their dreams to come and play in their own
hometowns. Crowd-funding has revolutionised recorded music and touring,
putting the fans rather than corporate promoters and ticket sellers back in
charge. Essentially, fans campaign to get a band they adore to book a date
nearby and then “pledge” to buy a ticket for it. The band agrees that if enough
pledges are made, the show will go ahead.
Corporate grassroots management helps to support crowd-funding-projects

professionally. Corporate grassroots management stands for a special approach to
Corporate Communication and mobilization when dealing with the fans of an
organisation.
The communicative tasks for crowd funding are:
• To summarize the reason, value, purpose and benefit of the project in a com-
prehensive, transparent way and with an activating effect.
• To create a good description in combination with visual aids.
• To find fans and make them enthusiastic;
• To mobilise fans and raise the awareness of the project with the fans’ help;
• To establish appropriate channels and goals for enthusiasm, autonomous ini-
tiatives, feedback and fan queries;
• To support the step from fan to a true supporter of the project;
• To celebrate partial successes, ideas and the final result;
• To use the supporters’ energy also in the implementation phase.
Fans can be found and kept by using your access to the company’s own network
of “friends” and acquaintances (first initializing step), personal meetings, Facebook
and Twitter. Periodic newsletters, videos, actions, and games can strengthen the
relationships.
Involving supporters in the company’s business is more than just social media
visibility because generally, fans are interested in participating. The key is whether
the Corporate Communication campaign will succeed in transforming fans into
supporters who are prepared to invest.
Sweepstakes
The purpose of sweepstakes (contests with the possibility to win a prize) is to attract
extra fans. On Facebook one needs a special application to do this. This application
allows configuring a system, which restricts the use only to fans.
Advertisements
For a lot of applications on Facebook, one does not need a media budget. But in
some cases, communication will be more effective when a media budget will be
available. Facebook provides two advertisement options:
• Self-service advertisements can be booked quickly and easily: These are adver-
tisements in the right column, which are not displayed on the home page. One is in
complete control of these advertisements, including budgeting, booking and
definition of to determine the company’s target audiences. Another advantage is
the option to book these advertisements on basis of cpc (cost per click);
• Above a given volume also homepage advertisements can be booked via the
Facebook sales team. These are displayed on the home page. However, desti-
nation address for these ads can only be a Facebook fan page. Here one has the
option to integrate optional videos, opinion surveys and events. In these cases,
the users have the possibility, for example, to leave a comment in the ad, which
then spreads virally through the friends’ network. This function gave this
advertisement category the name “engagement ads”.
8.9.6.3 Conflict Management Model (Read Chap. 7 and Sect. 7.18)
In some countries the relationship between in particular football fans and the police
is characterised by conflict and mutual aggression.
Enemy images, reservations and prejudices play an important role on both sides.
In the direct relationship between police and fans frequently insecurities, demar-
cations and false, negative attributions prevail and can sometimes be a heavy
burden on the relations between the individual actors. In this field of tension, in
particular special fan support projects play an important role as a mediator. Fan
support projects can help intensifying the fan groups’ dialogue with the police.
Basis of fan support projects was the experience that the police often treated
football fans in a restrictive and repressive way. Here is the approach to the work of
conflict managers in football.
First experiences in Germany with the football fan scene are successful. The
introduction of creative and communicative concepts by the police and in particular
the use of special conflict managers during football matches have proven successful
in building confidence on both sides.
Instead of a ban of alcohol and stadium bans, the police was trained to avoid the
build-up of fields of tension, to respect the fan culture and to enter into an inten-
sified dialogue with the fan scene. This has resulted in a reduction of existing
enemy images and an approach under which responsibility for fan behaviour is
assigned back to the fans themselves.
The evaluation of first missions of conflict managers shows that improved
communication and transparency of police actions are of great importance to avoid
conflict situations, defuse tensions and result in a positive development of the

relationship between police and fans.
It can be assumed that this modern conflict management model can be trans-
ferred to other fan scenes with similar problems (for example rock concerts, and the
like).
8.10 Personal Branding
8.10.1 Brand Definition
A brand is anything: Symbol, design, name, sound, reputation, emotion, and a

combination of these and other features, that separates one thing from another. One
could describe a brand as a bundle of mental creations:
• Reflections of messages received from relevant influential social groups with
similar interests and attitudes (peer groups);
• Projections;
• Experiences;
• Expectations;
• Perceived exclusivity;
• Conformism;
• Emotions; and
• Memories.
These elements, in combination, can drive people’s decision to prefer a partic-
ular company, product or service, or a person’s assessment of another person.
ILLUSTRATION: Quote Janis Joplin: “Oh Lord won’t you buy me a

Mercedes-Benz. My friends all drive Porsches. I must make amends. Worked
hard all my lifetime, no help from my friends. So, oh Lord, won’t you buy me
a Mercedes-Benz”.
In the business area, branding is in particular used to differentiate companies

from each other and one seller’s product from those of his competitor’s.
CAUTION: Brand owners may feel proud about their brand, but this pride
may be more reflective of their ambition for the brand and become a pro-
jection, rather than the reality of the brand owners’ target audience’s
perception.
8.10.1.1 Surplus Environment
For people in an environment of surplus, as it is the case in many developed

societies, brands have become a tool and a guide for their individual positioning.
This landmark role of brands is highly influenced by consumer good manufacturers’
“aspirational brand strategies” (https://en.wikipedia.org/wiki/Aspirational_brand).
8.10.1.2 Time of Disorientation
In addition, in the Western societies, contemporary Western people have lost their
faith and trust in the established institutions of the Western culture, including the
church, government and corporations. This is creating a spiritual vacuum where
people are searching for something that is missing.
A similar situation can be observed in Russia, China and some other Asian
countries, where the growing middle-upper class has been brought up under
communist ideologies without getting a religious and (bourgeois) civic upbringing.
Today, they no longer feel affinity to the “old revolutionary culture” propagated
in the past in their respective countries. This situation, but for different reasons, is
8.10 Personal Branding 619
leading to a situation comparable to the West, because it has created a similar

“sense vacuum”, which people looking for guidance are trying to fill up.
The “aspirational strategy” concept has emerged out of this world characterised
by a “sense vacuum”, on the one hand, and increasing diversity in the marketplace,
on the other hand.
In this world of surplus and ideological vacuum, products and people are
positioned through image, which is appealing to peoples’ psychological, social and/
or economic aspirations, rather than their (psychological, social and/or economic)
realities. The concept is geared to assist people in choosing their brand, their
product, their idols (for instance “celebrities”) to feel more like their ‘best self’, the
person they aspire to be.
EXAMPLE: A person may buy a Porsche for a lost youth, or a Lamborghini

to be noticed, a Mercedes to boost their self-perception of status, a Volvo for
a feeling of safety, or a Rover SUV 4WD for adventure, etc.
8.10.2 Personal Branding
Since long, branding on a personal level, called “self-branding”, is just as important

than for companies and their products.
“Self-branding” is the practice of people marketing themselves. It refers to the
combination of specific features that distinguish one individual from another.
EXAMPLES: Napoleon, Hitler and Mao’s created their personal brand by

appearing and posing in very distinct ways. Nobody would doubt that the
45th US-President has nothing done to create his very distinctive personal
brand.
As in the corporate world, self-branding, in essence, is a promise to people that

they can expect a consistent delivery of functional and emotional benefits.
Individuals who strive for creating a consistent and defined personal brand want
to stand out from the crowd. They have discovered that becoming a (personal)
brand will increase their chances to succeed.
This is confirmed by research finding that about 90% of people will trust the
word of a peer, family member or friend more than anything else. That is why,
beyond the effects of self-promotion, personal branding is often used to involve the
application of a particular person’s name and image to companies, products and
service. This will extend the image effect on the company, its products and services,
which the “branded” person is representing.
EXAMPLES: The 45th US-President is a celebrity real-estate mogul. He used

his family name extensively on his buildings and on the many other products
he endorses (e.g. Trump Tower, Trump University, etc.). When his real estate
business went bankrupt, the banks believed in his icon image and the power
of his “Trump” brand and continued to support him. Founders/CEOs like Sir
Richard Branson (VIRGIN) has become a walking and talking personal
brand, and the late Steve Jobs (APPLE) became a metaphorical figure as a
hero for taking on large corporations like David did with Goliath.
8.10.2.1 Is Self-promotion Bad Taste?
One could ask why not more business leaders are not marketing themselves as
effectively as done for their companies with the goal to increase their personal
impact. But to some people this kind of self-promotion sounds like a dirty word and
is frequently equalled with bad taste.
EXAMPLE: The internationally operating food discounter chain ALDI was

recently named one of the world’s best brands for shopping experience (next
to LIDL). For decades, a golden rule was in the realm of the discounter,
which the founders had imposed on themselves and, later, passed on to the
children: Total restraint. Nobody knew anything about the discreet two
brothers who owned ALDI. The brothers adhered to this rule after inventing
the discounter in Germany in 1962 and creating billions of income starting
from a small food store of their mother in Germany. Their intention was
probably that they wanted to protect their independence or it was a reaction to
the kidnapping of one of the brothers. Another alternative would be that they
were just modest and shyed away from the limelight of exaggerated publicity.
Shyness and modesty are no real barriers to self-promotion. A person who is, or
perceives itself as shy should not wait to be contacted but must take the initiative.
Frequently, people react shy when they meet people they perceive as (overly)
self-conscious or even as arrogant. Very often, people who are perceived as arro-
gant are only trying to hide their own insecurity.
Those people who believe that self-promotion sounds like a dirty word may
ignore that, although not many people have consciously cultivated their personal
brand, it exists nonetheless. In fact most people have an individual digital footprint
and space, which is crowd-sourced by friends, colleagues, and bosses.
Therefore, today, it seems that the question is no longer if one has a personal
brand, but if one chooses to guide and cultivate the brand or to let it be defined on
one’s behalf by a third party.
However, there are a lot of examples where people have become successful
without the backing of a company or funds provided by a wealthy family, and for
whom self-promotion was a necessary piece of their ultimate success formula (see:
www.selfmademan.com).
EXAMPLE: Former Formula 1 mogul and self-made man Bernie Ecclestone

is the son of a trawlerman. He epitomises the tale of rags to riches, who has
become his own brand without any third party’s help. With his round glasses
and Andy Warhol style haircut, the diminutive figure of Bernie Ecclestone
was always easy to spot, as he had never changed his outer appearance. “I do
catch the imagination. Here comes the hobbit with the Beatle haircut!” he
once said in one of his rare interviews.
The ultimate ambitious goal of these self-branded individuals was to become

clearly distinct from everyone else in the world.
8.10.2.2 Ways to Overcome Shyness
• CONTACTING: Identify individuals in the crowd who also seem alone or even
groups of people. Approach them, for instance to ask a reasonable question. The
question can relate to something which is obvious and what one can see (for
example, on what clothes the person is wearing) or it can refer to a common
theme (for instance the reason for the get-together, a reaction to speeches/
presentations given, and the like);
• INVOLVEMENT: Another way is to get involved in an organisation or cause.
In this case it will be much easier to find a common subject as the common
interest is already defined. The common interest makes it easy to start a
conversation;
• LISTENING: When other people speak, one needs to listen attentively to be
perceived as a sincere and interested listener. Generally, people love hearing
themselves speak and their reaction will be positive when they are not inter-
rupted by somebody else’s own story;
• KEY WORDS: Key words or messages inspire to add something to an ongoing
conversation. They must be identified and then used in a constructive way;
• AGREEMENT: Expressed agreement or a constructive addition to what had

been said which enforces the other person’s story, will provide immediate
sympathy and will thus open up the other person;
• HONESTY: One must never lie or pretend. One has just to be honest and pick
out the positive from what one hears from the other person. And smile. This first
encounter is only to overcome the first shyness, to bridge the fact that one has
not met before, and to establish an initial sympathy.
8.10.3 Reasons for Creating a Personal Brand
Building a recognizable personal brand opens business and private opportunities.

There are three particular motives to create a personal brand:
8.10.3.1 Business Promotion
Personal branding could allow a corporate leader to do a better job by improving his
image with his network of contacts, including stakeholders, and gain better
recognition in the industry and beyond. If a corporate leader is looking to establish a
personal brand with the goal to improve his company’s reputation, he has to
associate his personal brand with the company’s brand.
8.10.3.2 Business Career
In most developed industry countries, the days of lifelong jobs and the golden
watch when one retires are definitely gone. Therefore, today, it is smart to manage
an individual career as if one were a business of one (the so-called “Me Inc.”). This
new reality can be better managed when one gets engaged in personal branding.
EXAMPLE: If looking out for a new job or a promotion, it can be helpful, if

the potential new boss at the company of choice can associate the candidate’s
personal brand with requirements needed on his team. Personal branding
provides the potential new boss with an opportunity to more accurately judge
the candidate’s abilities and cultural suitability. The candidate’s communi-
cation platforms (selected for personal branding), such as blogs, web profiles,
websites, etc., are easy to evaluate.
8.10.3.3 Peer Group Acceptance
The new phenomenon of the (self-) brand hype is motivated by many reasons.
The most important motives are:
• A desire to fit in, whether at school, work or in the social environment. People
buy brands because they believe the brands will contribute to their greater social
acceptance. The “Keeping up with the Joneses”* mentality stands for this
brand-buying motive;
*EXPLANATION: “Keeping up with the Joneses” is an expression referring

to the comparison to one’s neighbour as a benchmark for the personal social
level. To fail to “keep up with the Joneses” is perceived as demonstrating
inferiority.
• The question how one would like to be, or how one would like others to see
oneself.
In the special show business sector self-branding, if managed successfully, can
possibly result in millions of fans, not only online but in real life as well. For show
business celebrities of all types, online personas are their brands. Professional
communication activities for Madonna, Trump or the Dalai Lama alike can easily
control their “brand” and maximize their exceptional public exposure and, in some
cases, profitability.
8.10.4 Stand-Alone Professionals
For independent workers, consultants, lawyers, one-man entrepreneurs, and

free-lancers, self-branding and marketing themselves like products is an effective
way to gain visibility and credibility. They generally feel the need for public
visibility and when they decide to market themselves and their position it should be
done as if they were brands. For independent workers, success in their respective
businesses comes widely from self-exposure and the appropriate “packaging” as
part of a systematic and consistent self-branding concept will add to its success.
8.10.5 Important Elements of Personal Branding
For professional self-branding, the same principles apply, which are used for the
branding of companies, products and services. In fact, self-promotion is not very
much different for individuals than using Corporate Communication and marketing
communication tools for companies. Show business celebrities and politicians can
serve as models for personal branding.
8.10.5.1 Reference Values
The individual who gets engaged in a self-branding process must know about the
specific individual values that drive his life and his business behaviour and which of
these values are his priorities.
Values define the things that are most important to a person. When faced with a
decision such as taking a new job, a person would consult with his personal values.
These could be family, friends and community. Alternatively, they could be
ambition, profit, and success.
BACKGROUND: Values are important for any person and for business. The
goal of building your personal brand is not just to get a better job or to grow
your company. It is about finding happiness within your professional life.
Many of us know people that have success in their profession, but lack
happiness because they did not realize how highly they valued other values,
for instance their family life. Or the other way round: There are people that
have a wonderful family, but they feel unfulfilled, because they lack pro-
fessional challenges.
These values are the anchor points, which the person will refer to when making
decisions and they will constitute a major element to formulating a personal
branding vision.
8.10.5.2 Brand Vision
When starting self-promotional activities, it will be an important element, to define

the individual aspirations and objectives and, resulting from this, like a company, to
develop a personal (self-) brand vision.
Only the individual in question can determine how he wants his life to unfold
and he can summarize it down in a long-term personal vision. This should include
an analysis and projection, on how and where one will see oneself in the near-,
mid-term and long-term future. In addition, the vision should define the way one
wants to be perceived by others and how it will correspond with the individual
professional and personal life.
8.10.5.3 Personal Assessment
A personal assessment of the person getting engaged in a self-branding process can

be helpful in developing a personal vision. It would be of particular interest to
understand, how he is perceived by people who are important to him. People can be
asked what their perceptions of are and their responses can then be discussed
confidentially with those that are close friends.
8.10.5.4 Online Presence Audit
For the brand owner it is an essential condition for building up a personal per-
ception as part of the self-branding process to understand his current status. He can
learn about himself by setting up a Google Alerts (https://www.google.com/alerts)
account for his name on a regular basis.
8.10.5.5 Targeting
Part of the self-branding process must be to define who these “others” are supposed
to be. The question must be asked who the people and organisations are which the
self-branded individual would like to impress and influence with his personal brand.
8.10.5.6 Authenticity
The foundation of personal branding is based on authenticity. Authenticity is the

ability for someone to tap into his individual and genuine human qualities, which
are his individual characteristics. It is these very individual characteristics from
which the individual’s identity, personality and appearance stem from.
A strong personal brand based on true human factors can yield an important
emotional and economic return whether the person is working with an organization
or act as a stand-alone.
The person who wants to self-brand must know what he wishes people to
associate with him when they think of his name. This can be a certain subject matter
in which you want to be perceived as an expert, or general qualities you want linked
to your brand, which, in combination, may stick you out of the normal.
8.10.5.7 Narrative
In addition to authenticity, a strong personal brand is dependent on a strong nar-

rative. The narrative is the essence of a personal brand.
The question must be asked what the specific individual story is, which will be
used to become the core content of the personal brand. Again, celebrities who have
built a consistent, strong personal brand can serve as a model.
What is needed is a very clear, consistent story, free from contradictions and
“waterproofed”. The narrative must be the result of a self-finding process and based
on very personal experiences. Therefore, it will be difficult to assign this task to a
third person. If the person in question has multiple areas of interest and passions, a
narrative becomes even more crucial as it will be the author’s task to describe a
balanced personality and not someone who is characterised by inner turmoil.
EXAMPLE: A successful Singapore-based Forex trader asked a Corporate

Communication agency to create a personal brand for him. This brand
encompassed a vision, a story, a record of successful activity, anecdotes from
his private life, a logo, a slogan a specific, memorable graphic design, brand
colours and an icon copy of his signature in gold letters. In the narrative part
of the self-branding parcel, references are made to important values repre-
sented by the trader. These include integrity, trustworthiness and focused
determination, but also that he is living his life to the fullest, including
vacations at exotic locations. In a quote the trader frankly states that “financial
freedom … gives you time and ability to care for friends and family”, a
statement carefully worded to link his personal financial success with his
commitment to social responsibility. He was also quoted for saying that there
were three factors for his success: His mastery of his mindset that enabled
him to overcome greed, fear and pride; his ability to manage his risks; and his
understanding of the power of compounding interest and he said he lived by
it. The trader also pointed out to his mid-term and long-term vision: To start a
private fund, eventually establish a hedge fund, and, as his ultimate dream, to
establish a pension fund for the world.
The best model for narrative content is to remember the stories one tells about
oneself to third parties, for example when introducing oneself to a stranger at a
cocktail reception. These introductions normally have certain recurring patterns and
themes. This can serve as the basis for the narrative.
Another option is to write down short summaries that best capture views of
business and life, in general, and specific key experience, successes, and failures.
This could include experiences and insights about how to implement a Corporate
Communications campaign against internal and external resistance, how a crisis
was managed, building a team, managing difficult people, and the like. These
stories often contain the core of what matters most and therefore, they serve well
when describing an authentic brand.
8.10.5.8 Human Touch
As exemplified by above FOREX trader example, a personal brand does not

exclude the sharing of information and messages that are not business related. On
the contrary, it is an effective way to further build a personal brand, when private
information is shared. When non-professional subjects can be aligned with the
personal brand, they should be used. This will help building an image of the brand
holder’s personality as this refers to him as a human being, and does prevent him
from being perceived as an efficient robot.
Therefore, content about a brand holder’s productivity can well be comple-
mented about his happiness when something extraordinary has been achieved. Or
financial success can be linked with private enjoyment of life and charitable
activities. Adding some humour can never be wrong as everyone likes to laugh.
Generally, people who make other people laugh will receive more sympathy and
that is part of self-branding.
8.10.5.9 Consistency
Consistency is key for a convincing personal brand. Consistency means committing

to certain principles in what one says and sticking to it no matter what happens.
Consistency in terms of personal branding means that business behaviour, pri-
vate lifestyle, private positioning and outer appearance have to be consistent.
EXAMPLE: In her leisure time, a lady working in a top position for a French
“haute couture” brand, preferred to be sloppily dressed, even in public.
Probably she wanted to relax from her daily stress to look impeccable when
dressing “by chance”. Of course it was her privilege to do so in her private
life. However, if she would endeavour building a personal brand for herself,
there would be an important problem. When building a personal brand she
would need to consider consistency: Her professional and her private public
appearances must be consistent. Otherwise, due to the discrepancies in
appearance, it would become very difficult for her to create an allocable
personal brand.
Consistency also refers to a person’s responsiveness to inquiries, punctuality,

politeness, diplomacy, and the time it takes to respond to emails and phone calls.
The same applies for social media. The type of content and the tone of postings are
all things people look at when evaluating the character of a person.
In general, people are more comfortable working with someone they can count
on. They value consistency highly on their list of priorities when judging. Thus,
consistency will add positively to an individual’s personal brand image.
8.10.5.10 Memorable
Most people want to be memorable. Self-branding is a way to make a person more

memorable than without.
There are a number of ways to be memorable as part of the self-promoting
process. The best way to be memorable to people from the selected target audience
is to do things that are unordinary as part of the regular, expected routine. The
person engaged in the self-branding process may see these “unordinary” things as
nothing special or a regular part of activity. But the targeted people may have a
different view and see them as memorable. In business, people that take things a
little further, are memorable.
EXAMPLE 1: In a typical job application process, about 95% of the appli-

cants will send their resumes, letters and do the interviews. The 5% that are
memorable are the ones that further investigate the company and provide a
proposal on how they can help the company increase sales and profit.
EXAMPLE 2: In a crisis situation in a company, the boss asks the Corporate
Communication manager to do urgent emergency planning. The manager is
prepared and inform his boss, that most of the planning has already been done
as part of his foresighted contingency planning. The boss will probably be
grateful and never forget that his Corporate Communication manager was
self-motivated in doing what would have cost some valuable time.
EXAMPLE 3: A young employee worked longer hours than her boss. The
reason for her overtime was, that she wanted to please her boss by antici-
pating his expected questions. It was her pride to be prepared when he asked.
Her boss rewarded her amongst others to work more efficiently so she could
manage her work in shorter time and leave the office when everybody else
did.
For self-branding purposes it does not matter what things will make a person
memorable. It suffices just to go one step further in relationships than others typ-
ically go, which will make the person stand out from the rest. This does not mean
that one has to do something crazy, but having a unique hobby and being passionate
about it can make someone memorable. Then, people the person meets will know
more about him than the person about them because he will more likely be
remembered. Instead of just another candidate or collaborator, the person will be the
guy that “plays jazz piano at a bar on the weekends”.
EXAMPLE: A communication executive in a large company had a special

hobby: He did artistic drawings in his leisure time. One day, he left the office
quite early and told his boss, that he had to go to his art gallery for the
opening of his first solo exhibition. His boss was so impressed by this unique
hobby that, whenever he needed a creative idea, the communication executive
was consulted and got all the credit for his contributions.
8.10.5.11 Creativity
Creativity is an important quality people look for in people they want to work and
associate with. Most people at the top management level in business realize the
power of tapping into the creativity of others. This is where someone who is
interested in self-branding can demonstrate his creativity and make himself a
valuable contributor.
The Internet has made it much easier to showcase a person’s creativity on an
easily accessible, public platform. People that successfully build their personal
brands will launch their own personal websites, blogs or podcasts. These online
platforms are a way to share thoughts and ideas with relevant people, including
those that one might work with in the future.
8.10.5.12 Personal Brand Credibility
Credibility as part of a person’s personal branding process can be built and

maintained by tools such as websites, social media profiles, publications, and the
like.
But credibility can also be built by associating with others. Many people
probably know people in the sector in which they are active that they can work with
and associate themselves with to improve their own credibility. As part of a
self-branding process, one could also consider to work on a project with another
person or institution if it benefits the process.
EXAMPLE 1: A Corporate Communication expert works together with a

journalist to develop a homepage for a reputable charity. EXAMPLE 2: He
shares his expertise and experience in Corporate Communication with young
students in voluntary evening classes. EXAMPLE 3: A designer and a pro-
grammer start working together on a project.
8.10.6 Personal Brand Management
Once the owner of a personal brand understands how he wishes his brand to be
perceived, he can start to be much more strategic about his personal brand.
He has to become and remain active using all available platforms used by his
target group members. For instance he can let his network know who he is, what he
stands for and what he can do for his network contacts. A free Twitter account can
be used to send interesting information to members of his network, business con-
tacts, friends and other contacts, with the goal to keeping him in their minds. He can
tweet information, news and valuable information, on the one hand, and follow
tweets of other professionals in his area of interest, on the other hand, to stay on top
of trends and news and remain involved in the conversation.
8.10.6.1 Managing the Digital Appearance
The rise of online social media has made many avenues available for people to
share and influence other persons’ beliefs and behaviour to conform with their peer
group behaviour pattern.
It needs to be understood by the owner of a personal brand that his brand will be
a merger of multiple daily actions: Every tweet sent, every status update made,
every picture shared, every “like” clicked and commented will contribute in one
way or another to the personal brand.
All the things that the brand owner is passionate about as a professional should
be shared with his network. He can in particular use the social media to promote his
online presence. Twitter, Facebook, LinkedIn, Pinterest, Instagram, or any other
social channel can be used to share professional content that supports the personal
brand. Amongst others, the personal brand owner can create a free Facebook page
that is suitable for professional consumption and add UPWORK* (www.upwork.
com) as a referral link.
*EXPLANATION: UPWORK is a global freelancing platform where busi-

nesses and independent professionals connect and collaborate. For instance,
UPWORK can be used to identify software developers to build a mobile
application, create a web portal, or a content writer for a SEO-friendly blog
post.
Continuous Brand Management
The management of the personal brand and its digital appearance should never be
stopped but be understood as a continuous improvement process. Like any cor-
porate brand, a personal brand is a “living” (marketing) communication concept,
which is subject to permanent change.
It is not enough to decide at one time to establish a personal brand. On the
contrary, once a personal brand has been created, the brand owner must invest some
time in (continuously) improving and maintaining the brand value. This is prefer-
ably be done quarterly or at least twice a year by adding to the branded profiles
wherever they are made public.
EXAMPLES: New information should immediately be added to the brand

owner’s profile (LinkedIn, Facebook, etc.). Messages, which help bolstering
the brand owner’s image should be posted without delay. The brand owner
should update his resume whenever required.
Personal Website
Especially in a stand-alone case (someone managing his career as if he were a “Me,

Inc.”), the brand owner will need a well thought out web presence. At the personal
website it should be made clear what the brand owner does, where he is coming
from and what he wants to do. In addition, it needs to be made sure that the website
is picked up by search engines so that people looking for what the brand owner has
online can be found (SEO).
For someone who is engaging in self-branding, a personal website is just as or
even more important than being present on social media. A personal website is
important for building a professional brand and one of the best ways to rank the
name on the search engines. In addition, a personal web site is taking things at least
one step further than most others as it helps creating a “memorable” brand.
As the personal website will have the particular function to help establishing and
maintaining something special, i.e. a personal brand, it will obligatorily need a
professional design and content. The personal website must effectively describe
who the brand owner is, what he has to offer, and what makes him so special to be
self-branded. In addition, the website should showcase the brand owner’s portfolio
of work (landing pages* need to be created) and where he will host his blog.
*EXPLANATION: A landing page is a single web page that appears in

response to clicking on a search engine optimised (SEO) search result. The
general goal of a landing page is to convert site visitors into leads and others.
If the goal is to obtain a lead, the landing page will include some method for
the website visitor to get into contact with the company or the individual who
is using the website as part of his personal branding. Landing pages are often
linked to social media and email campaigns.
If the brand owner wants to be recognized as a brand he has to get headshots* as

well as professional branding features (such as design, images, lay-out, colour
choice, motto, music, slogan, logos, and the like), which must all be in line with the
brand owner’s desired personal image.
*HEADSHOTS: As they are use for self-branding purposes, headshot pho-

tographs on websites owned by personal-branded people must be extremely
professional and recognisable. They have to realistically demonstrate the
brand owner’s appearance, thus it is obligatory that they are recent.
Headshots could be a portrait of the brand owner’s face or his full body with a
background that clearly illustrate the personality inside the person
photographed.
“Link Back” and “Landing Pages” Use
The explosion in use of digital tools has given people who establish a personal
brand a large number of opportunities to stand out of the crowd for themselves as a
brand.
These tools are helpful for leading visitors and “followers” from Google Search
and social media to owned media, for instance the brand owner’s website. This is
done by referring matching web traffic to the website by using Link Backs* to
blog-articles, or relevant landing pages on the brand owner’s website.
EXPLANATIONS: A “Link Back” is a method for Web authors to obtain

notifications when other authors link to one of their documents. This enables
authors to keep track of who is linking to, or referring to, their content.
Blogs (Read Sect. 3.3.4.2)
In addition to a quality website, a self-branded individual should maintain a per-

sonal professional blog. Both website and blog are important elements that build the
personal brand owner’s credibility which is an essential component of an effective
personal brand.
The blog should be used to offer valuable content to the personal brand owner’s
target audiences.
Blogging or publishing any kind of content is an effective way to build a
personal brand owner’s credibility, especially if the personal brand owner succeeds
in guest-posting on current popular and well respected blogs. In such a case the
personal brand owner has to create something of high quality to get included on the
best blogs. Once his contribution is published he will be able to associate himself
with the blog and thus earn credibility by association.
As an individual who wants to stand out by engaging in self-branding, a personal
brand owner cannot deliver (below-) standard quality or conventional contributions.
He can only add value to his existing branded profile by coming up with creative
and unconventional ideas.
Once a quality content blog is created, the personal brand owner can take steps
to work and associate with people from his target audiences.
Email Signature (Read Sects. 3.3.1.8 and 8.4.7.7)
A proper email signature needs to have all the correct information and it needs to be
designed to look professional while loading quickly on any email inbox server.
A great tool for building professional email signatures is Wisestamp (http://

www.wisestamp.com/). Wisestamp has a number of templates for creating an email
signature. The templates are professionally designed and include all the correct
information and assets to communicate who the signatory is and what he stands for.
ITEMS included on the Wisestamp signature include: Photo, logo and/or

icons (if applicable), name, title, company and company registration number
(if applicable), phone (land line, mobile phone, alternatives, such as LINE,
SKYPE, Messages, WhatsAPP, etc.), website (company website and personal
website), email address, postal address, disclaimer (if applicable).
With Wisestamp, one can easily integrate these signatures into any personal and
business emails.
Google Visibility
For social and communication reasons, a personal brand should also have an active
Google+ Page (https://plus.google.com/). Google’s worldwide reach and amount of
monthly searches (see: http://expandedramblings.com/index.php/by-the-numbers-a-
gigantic-list-of-google-stats-and-facts/) is a solid reason why a personal brand
owner should get that extra Google visibility by establishing an active Google+ Page.
“Pinworthyness”
A personal brand owner should not overlook to make each image for his blog post
or website page “pinworthy” for Pinterest* (https://www.pinterest.com/).
*EXPLANATION: Pinterest (https://www.pinterest.com/) is a content shar-

ing service that allows members to “pin” images, videos and other objects to
their pinboard. In addition, it includes standard social networking and other
features.
There are numbers, which show that Pinterest is as important as Facebook in

social sharing, grabbing the attention of more than 41% of all social sharing (versus
Facebook at 37%). Still, it is reported that 90% of all brands overlook Pinterest
completely.
In case the personal brand owner does not want to use Pinterest, he should still
do an “image audit” and make sure that his owned media is filled with “pinworthy”
images for each post and page.
CHECK OUT: http://www.pinterest.com/source/[yourwebaddress.com] and

http://www.pinterest.com/source/socialprchat.com/.
8.10.6.2 Images
Professional Headshots
Professional look photos have a big impact in the growth of a personal brand. The
effectiveness of a personal brand will improve markedly when a professional
headshot is used across all of the personal brand owner’s social networks. In fact, it
will be another good reason why people will be able to easily identify the personal
brand throughout the web.
It is worth the investment to have a professional photographer setup a shoot and
take a few headshots. The photographer will know how to setup the lighting and
how to edit the photo to make the personal brand owner look professional. The
photo should show who the personal brand owner is as a brand and it should excel
in quality as the whole self-branding process is done to stand out from the crowd.
If the personal brand owner wants to be perceived as a business executive he
should better wear proper business attire. If he is an artist, a suit with a tie will look
awkward. Casual photos will generally not look professional enough to impress
people that they believe in the brand.
The photo should be accompanied by a concise 140–160-character-elevator-pitch
about the owner of the personal brand, which he can use on all of his profiles, author
bios, etc. to further brand himself.
Although Trendy, no Selfies
Selfies have become an international phenomenon. But they are no alternative to a

professional headshot.
One does not know whether people who post selfies on social media sites are just
narcissistic (extreme self-centeredness: “I’m more capable than most people”),
psychopathic (impulsive and lack of empathy), Machiavellian (manipulative
without regard for others’ needs and with little concern about morals), or
self-objectifying (basing their self-worth on their appearance and viewing their
body as an object based on its sexual worth), or all together. None of these inter-
pretations are good for self-branding.
Videos
Posting online videos can be very effective when they have a direct reference to the
personal brand owner. They can show him, at his work place, with his products,
shaking hand with important people, giving a lecture at a conference, etc. Short
videos are growing in importance because of changing reading habits, lack of time,
and other reasons. In addition, people seem to trust people easier when they know
them and if they watch the personal brand owner on a video, they feel like they
know him.
8.10.7 Offline Methods
It needs to be remembered that a personal brand is not only visible online. It is in all
the personal brand owner’s conversations and at all his daily activities. Therefore
conventional (offline) means (read Sect. 3.2.3) will not lose any of their importance
when a personal brand is built.
Chapter 9
Communication for Non-profit
Organisations
9.1 Definition
9.1.1 Non-Profit Organisation
Non-profit organisation is a term used for organisations that are operating as civil
society organizations, private voluntary organizations, charities, foundations, and
non-governmental organizations (NGOs*). Single-issue-interest groups belong into
this category of organisations.
*DEFINITION: A non-governmental organization (NGO) is a non-profit,

“civil society” organisation with no participation or representation of any
government dealing with politics or international issues. They include
organisations such as “Greenpeace”, “Oxfam” and “World Wildlife Fund”.

https://doi.org/10.1007/978-981-13-0402-6_9
638 9 Communication for Non-profit Organisations
Generally, non-profit organisations must serve the public by generating some

benefit to the community. This can be done by furthering scientific, educational,
public safety, environmental, religious, or charitable causes. These organisations
are normally granted a tax-exempt status by local tax authorities whilst donations
made to a non-profit organisation are typically tax-deductible. A non-profit
organisation typically has volunteers but sometimes paid staff as well.
9.1.2 Single-Issue-Interest Groups
Single-issue-interest groups focus on a diverse array of single defining issues

including abortion, tax, and animal rights.
EXAMPLE: The best-known and most influential single-issue-interest group

in the USA is arguably The National Riffle Associate (NRA). The NRA
lobbies in favour of the right of individuals to own and use firearms. It also
lobbies against any laws that its members and leadership see as abridging this
right or invading the privacy of gun owners.
9.2 Communication for Single-Issue-Interest Groups
Communication for single-issue-interest groups requires the simplification and

distillation of all the arguments relevant for a given issue down to a question of
“right or wrong”. This narrow pre-occupation, which typically gives the
single-issue-interest group its cohesion, in many cases tends to ignore the wider
implications of those political and/or business decisions, which would be required
in case the organisation’s goals would be achieved.
The people responsible for communication in single-issue-interest groups are
often quite devoted to the single issue, and strongly (also ideologically) motivated
by personal experiences or by their participation in ongoing social movements. This
simplification and the intensity of communication are explaining the growing
effectiveness of single-focus campaigns, both in public and at legislative level.
Communication is an essential aspect of a single-issue-interest group’s campaign
as it links its single cause with links with society. In addition to making a
single-interest-issue group’s arguments heard in public and at government level, the
person responsible for communication in the single-issue-interest group must
achieve that the relevant publics, media and government representatives accept that
the single-issue-interest groups has a legitimate part to play in the political and
legislative process. He has not only to convince them to listen but, in addition,
9.2 Communication for Single-Issue-Interest Groups 639
make them aware of the concerns, which brought the single interest group into
existence and which are being advocated. Once the relevant people start to listen to
the groups’ point of view and signal that they are prepared to debate their arguments
openly, the single-issue-interest group’s communication was already successful.
9.3 Communication for Non-Profit Organisations
A company’s association with some non-profit activities and charities of all kind is
generally seen as an additional Corporate Communication tool. On the other side of
the coin, non-profit, non-government (NGO) and philanthropic organisations need
professional communication in two areas:
• Communication to raise the organisation’s PROFILE AND IMAGE, commu-
nicate their cause, achievements and goals; and, separate but closely related;
• Communication aiming at RAISING FUNDS (soliciting donations).
9.3.1 Growing Competition
Professional communication is as important for many non-profit organisations as

for companies. One of the reasons is that non-profit organisations increasingly
operate in a very competitive environment.
EXAMPLE: “Friends of the Earth” is a Greenpeace competitor.
For instance, there may be several charities related to one cause or issue who are
all struggling for funds.
EXAMPLE: The American Red Cross expects an increase in competition for

donated dollars. They expect that in the future, more non-profit organisations
will enter the (mobile) giving space, increasing the competition for the
donated dollar. The American Red Cross helps prepare communities for
emergencies and keep people safe every day through donations.
This is an area in which good Corporate Communication can make a big

difference.
Competition is a challenge for non-profit organisations, as they are not used to
competitive behaviour. At least this is the case for those organisations, which focus
on becoming active in emergency situations such as the Red Cross. They have to
find ways in non-disaster situations to make giving a compelling choice for the
public even if there is no immediate need.
But also non-profit organisations, which are not only focussing on emergencies,
are facing increasing competition in their “marketplace”.
EXAMPLE: Especially during the holiday season many people want to do

something good and donate to charitable organisations. This means it is high
season for non-profit organisations, which rely on donations, as this is their
peak time to compete for money. Charitable organisations have to experience
in particular in that special period, that the basic laws of “supply and demand”
also apply to the donation market. Organisations that depend on donations
must fight hard for their money. The donors are courted by communication,
advertising and marketing campaigns from many non-profit organisations. To
assist them in this competition many charitable organisations use specialists
(e.g. intermediaries, brokers, or “brand ambassadors”) when collecting
money.
Therefore, all non-profit organisations need to focus on finding innovative ways

to provide value back to their respective constituents that choose to opt-into sup-
porting or donate.
9.3.2 Same Communication Principles as for Companies
Most communication principles applying to the first category (“communication to

raise the profile”) are the same as discussed for companies. But there are some
specific aspects in the area of communication for fundraisers, which need to be
observed.
The use of Corporate Communication style principles can help non-profit
organisations to develop a unique selling proposition (USP) vis-à-vis their com-
petitors. The USP will help to stand out from competition and attract more sup-
porters and donors. In this area, professional Corporate Communication can make a
big difference (read Sect. 3.2.2.2).
9.3.3 Fundraising Communication
Smart non-profit organisations have started to realize that a strong Corporate

Communication effort and good media coverage can lead to increased fundraising.
There are several ways Corporate Communication can help to raise money:
9.3 Communication for Non-Profit Organisations 641
• GOOD COVERAGE: Good media coverage is a great way to find new pro-
spects: When the non-profit organisations get good coverage, people learn more
about their work and want to get involved. When the coverage is exceeding
normal expectations, the non-profit organisation will start to get calls from
prospects wanting to learn more, volunteer, and donate;
• MEDIA WORK: Professional Corporate Communication raises awareness in
the community about non-profit organisations and the work they do. Those, who
run a small non-profit organisation, know how hard it is to approach new
prospects. It is normally quite unlikely they know the organisation’s name or
what type of work it does. However, after a couple of good press stories about
the organisation, people start to know its name, and may even remember the
mission, which makes it much easier to start cultivating them;
• “SOCIAL PROOF”: Media coverage provides good social proof that what the
non-profit organisation is doing really matters to society. Approaching a new
prospect with clips of newspaper articles about the contribution that the
non-profit organisation is making to the community, or a short video from the
local news with an interview of the organisation’s director can help to over-
coming scepticism or objections;
• FACE-TO-FACE: The most effective way of communication by fundraisers
trying to persuade potential donors to engage is a face-to-face meeting. At such
a meeting one can talk to them in some detail about the non-profit organisation’s
mission, its objectives, contribution and the contribution’s impact on society.
9.3.4 Target Group Distinction: Supporters

and Donors (Read Sect. 1.4.2.3)
A clear distinction must be made between people who give donations (donors) and
those who give their time to raise funds for a non-profit organisation (supporters).
As well as giving them a clear cause to respond to, Corporate Communication
can demonstrate to supporters and donors that the donated funds are spent appro-
priately and had a real impact. Through case studies, strategic reports and success
stories provided by Corporate Communications, supporters and donors can see why
funds, and how much funds are needed and the difference it will make. This
information will motivate supporters and donors and encourage them to raise
money continuously.
In addition, the communication of a special donor’s support for a
non-profit-organisation will help the organisation in their further fundraising
endeavours, as this donation may motivate other supporters to become active donors.
In contrast to donations (which normally is a one-off action that does not require
much involvement, supporters typically invest a great deal more effort and time. For
instance, supporters who become fundraisers work hard to engage and encourage
other supporters to donate money.
9.3.5 Relationship Building (Read Sects. 1.3.4, 2.10.2,

6.3.4.4 and 8.8.1.11)
Today, many supporters and donors want to have a deeper relationship with the
non-profit organisations they support. Some philanthropists look to make a differ-
ence by supporting charities.
In response, non-profit organisations need to keep the dialogue with their sup-
porter and donor base relevant, informative and engaging, not only during times of
disaster, but throughout the year.
9.3.6 Donor Directions
It is the non-profit organisation’s communication people’s supporting role to advise

donors. For instance, on respecting the fine line between helping a charitable cause
and dictating exactly how the donated funds are spent. No matter how big the donation
will be, it must be given to support the charitable organisation’s stated mission.
EXAMPLE: “Donor-directed” philanthropy, for example insisting that a

hospital use donated funds to practice a certain type of medicine or that a
university teach a new course, is not allowed by certain jurisdictions.
In addition, targeted supporter- and donor-oriented communication activities can

foster the relationship between them and the organisation. Through strong case
studies, supporters and donors can see why funds are needed and the difference they
will make. As well as giving them a clear cause to respond to, communication
activities can also demonstrate to supporters and donors that the money will be
spent appropriately and would have a real impact.
9.3.7 Company Expectations
Donating companies expect to benefit from donations and sponsorship, so it needs

to be made clear what the advantages are of supporting the organisation’s cause.
Companies in the area local to the a charity or cause, or companies in the industry
the non-profit organisation works in, are most likely to benefit from giving
donations.
Other things that companies may be interested in when donating are:

• Staff volunteering and secondments: This can help motivating staff. In addition,
it enables employees to share skills and knowledge gained from the corporate
sector vice versa;
• The organisation of a team-building or volunteer day at one of the (charitable)
projects;
• Offering sponsoring equipment, such as the company’s minibus, in return for
free advertising;
• Donating tombola prizes in return for free advertising;
• Advertising in the non-profit organisation’s newsletter or on its website;
• Initiating (local) community or event fundraising;
• It would be helpful for the non-profit organisation, when they will be able to
demonstrate to their corporate supporters and donors that they can earn some
income in a variety of ways, rather than just asking for donations. The corporate
supporters and donors will appreciate this as a re-assuring information about the
quality of the non-profit organisation’s management.
9.3.8 Approaching Donors and Supporters
9.3.8.1 Long-Term Approach
When approaching new supporters and potential donors, the communication with
them has to be long term oriented and focussed more on lifetime donor value rather
than a one-time donation. The challenge for a non-profit organisation’s commu-
nication is to find supporters and donors who will be loyal and give to the
organisation over and over again.
Therefore, the ultimate goal for supporter and donor promotion and communi-
cation is to build a strong, lifelong relationship with their constituency. This is the
only way for them to build sustainable development programmes securing the
future of the organisation. Supporters and donors who are in a relationship with the
non-profit organisation and loyal to their cause, are more likely to upgrade and refer
their family, friends, and colleagues to the organisation. To achieve this, the
non-profit organisation has to start a dialogue as a result of which both parties feel
that they benefit from the relationship.
9.3.8.2 Conventional Communication Tools
Fundraising and Corporate Communication are intrinsically linked. Corporate

Communication activities can reiterate and build on the key messages fundraisers
are using as part of a coordinated communication strategy and pull in the same
direction as the fundraising people. Therefore, it is important for them to work
together and share information on a regular basis to make for more effective
fundraising campaigns.
Traditional offline tools such as press releases, brochures, leaflets and other
promotional communication material can be used to drive traffic to the organisa-
tion’s website. Donations can also be solicited through social networking sites like
Facebook and Twitter and third party websites such as Justgiving.com.
9.3.8.3 Impact of Corporate Communication
Corporate style conventional (offline) communication tools offers non-profit

organisations many communication opportunities. By using them, they can in
particular:
• Highlight the organisation’s role as a good community citizen, that is leading by
example;
• Highlight successes achieved by non-profit-oriented activities;
• Help strengthening the organisation’s activities internally and externally through
strong case studies highlighting what the non-profit organisation’s contributions
to society are;
• Pointing out to the difference they are making to the good cause the organisation
is focussing on (as expressed in their mission statement);
• Demonstrate that the funds available are spent appropriately, and that the
non-profit organisation’s activities have a real impact;
• Creating an environment for collaboration among supporters and donors and
other stakeholders and inspire action among constituencies.
Corporate style conventional (offline) communication tools can result in inten-
sive media coverage as demonstrated by some well-known philanthropists and their
grantees:
EXAMPLE: Those at the very top are US-citizens Bill Gates and his spouse
Melinda and billionaire investor Warren Buffet. Each put almost $2 billion
toward philanthropic work in 2012. Warren Buffet has committed that his
entire company Berkshire Hathaway Holding, worth about $58 billion, will
be donated before or at his death, with a further mandate that it will be put to
use within ten years of the latter. These unique decisions caused intensive
media coverage.
9.3.8.4 More Goal-Oriented Tools and Channels
But just mere media coverage does not necessarily guarantee an increase in
donations. Other, more goal-oriented tools and channels from the Corporate
Communication toolbox, both in offline and in online communication, need to be
activated.
Story Sharing
Sharing stories about success and lessons-learnt contribute to non-profit organisa-

tions’ effectiveness. The stories should also cover the non-profit organisation’s
mission and outline the kinds of (charitable) contributions it makes.
Sharing creates awareness and understanding in the target audiences, the media
and a wider public for what these organisations do and could possibly serve as a
model. In addition, sharing stories fosters:
• Increased visibility and transparency;
• A stronger pool of donation requests;
• In the long run, a healthier philanthropic investment portfolio for the non-profit
organisation.
ANALOGY: A private TV-station organised a singing competition on TV.

The idea was to discover recording stars from unsigned singing talents. The
winner was determined by the TV-viewers. When the show first started, it had
a finite talent pool from which to draw candidates. As the program grew in
popularity, the TV-station developed a Corporate Communication plan to
attract greater numbers of candidates. This resulted in a much stronger talent
pool.
Positive Tone
Fundraising letters must never make donors feel bad. People who write letters,
which make potential donors feel bad and guilty, make an error. Some communi-
cators hope that causing surging pity with the addressee, or negative feelings such
as a guilty conscience when confronted with circumstances, which require aid, will
translate into revenue.
What the writer, in such a case, really tells the potential donor is, that he is, in
one way or another, part of the problem. Donors will normally not send in money to
assuage that guilt, or they will do it only one single time without being deeply
convinced that their donation is part of a larger social responsibility.
A “feel-guilty”-approach will never be helpful for establishing a strong, lifelong

donor relationship, which should be the non-profit organisation’s communication
goal.
Instead, when reading the organisation’s donor communication (including
fundraising letters, e-mails, SMS, newsletters, website, videos, blogs, etc.), the
potential donor should feel interested, inspired and motivated. He should feel that
the organisation in question is making a positive impact in society and that his
commitment would become a meaningful contribution and an important part of the
organisation’s initiative.
High Profile
When talking to major donors such celebrities or the very wealthy people who
enjoy a high publicity profile, a communication could become particularly suc-
cessful if it cast a vision for the donor where they can become “the heroes” of the
story. When talking to corporations which would like to exploit their commitment
in Corporate Communication, it needs to be demonstrated how they can make a
huge visible difference by donating to the organisation’s cause.
Interesting Reading
As fundraising organisation’s communication person has to make sure that sup-

porters and donors do not get bored of what is sent to them. Things have to get
mixed up and need to be based on creative ideas, which reflect the “recipient
perspective”.
In the long term, just sending regular newsletters will not work satisfactorily.
Supporters and donors will get tired of them. Stories have to be kept interesting for
the readership. Rather than inundating supporters and donors with regular
newsletters, it will be more effective when special stories, updates, surveys, event
calendars, and links to photo collages from the most recent volunteer events will be
produced. The content should be decisive for mailings and not an inflexible pub-
lishing schedule.
Easy Reading
Any written communication should be written in personal, conversational tone,

easy to read, with no jargon and technical language, featuring attractive pictures,
statistics, and other important background information supporting the organisa-
tion’s cause. All these elements together will allow supporters and donors to feel as
members of a committed community and strengthen their feeling that they can help
deliver effectively.
9.3.8.5 Community Fundraising
There are community groups* who are prepared to fundraise for common interest
causes, for instance for charity.
*DEFINITION: Community groups are varied groups of formal or informal

associations of individuals from the same community, especially formed to
advance a particular cause or interest. These groups are organised in some
way and based in or around a “community”. EXAMPLE: In Australia local
landcare groups involve groups of people who come together to address local
environmental issues such as pollution, noxious weeds, or land erosion.
The fundraiser’s communication people can organise local fundraising events,

motivate volunteers to do this, or even convince local community groups to run
these events for them, rather than investing time and effort into this type of
fundraising, unless it is an event, which carries a direct benefit for the fundraiser’s
organisation.
Before contacting local community groups, it first needs to be worked out by the
fundraiser’s communication people, which event they would like to hold. Second,
they have to set a fundraising target and, third, they can start contacting local
community groups, either by letter, phone or email.
But the most effective way of persuading community groups to fundraise for a
good cause is still a face-to-face meeting with the group. At such a meeting, the
fundraiser’s communication people can talk to them about the non-profit organi-
sation’s work. Only if the fundraising is secured, the communication people can
start promoting the event.
EXAMPLES for local community groups who are active in fundraising

are Rotary and Lions clubs: The main purpose of these clubs is to help their
local community through fundraising and volunteering.
Another way to fundraise is by having a booth at local fairs, trade shows and
local community events. This also enables the fundraisers to increase the awareness
of non-profit organisations and what they do.
The fundraiser’s communication people’s donation process can be made more
professional by providing direct debit forms for people who would like to make a
regular donation, or a collection box for small change donations. They can also
apply to the local authorities to hold street collections. This will require willing
volunteers, but can turn out to be a good earner and, in addition, help raise the
organisation’s local profile.
9.3.8.6 Event Fundraising
Planning a fundraising event can have a big impact because as well as raising
money, you are also raising the profile of the charity and raising awareness of the
cause.
The first thing to decide is what type of event to hold. It could be anything from
a fundraising dinner or ball, to a swishing party or cheese and wine tasting, a
sponsored event such as a bike ride, mountain climb, parachute jump, or anything
that is likely to attract public interest.
Another way to fundraise is by having a small booth at local trade fairs and other
high profile community events. This also enables the non-profit organisation to
raise awareness of their cause and what its activities.
It is a conceivable option that, at these events and subject to the organisers’
approval, fundraisers will bring direct debit forms to give to those people who
would like to make a monthly donation, or a collection box for small change
donations. Fundraisers could also apply to the local authorities to hold street col-
lections. This may require some volunteers, but it can be a good earner and beyond
this help raising the organisation’s local profile. Apart from this specific option, it
may always be good to try and get volunteers or local community groups to assist
running these events for the non-profit organisation. It will save the organisation
investing lots of staff time or bought-in manpower time and possibly broaden the
supporter base.
9.3.8.7 Personal Donations
There are many different types of personal donations.

• As supporters, individuals may invest their private time to organise a commu-
nity event for raising money for a good cause;
• As donors, people may give a one-off grant or regular (monthly/annual)
donations.
When people who are regular donors stop donating it is because of a change in
personal circumstances, i.e. private reasons, or because they have never received an
acknowledgment or response to their donation from the non-profit organisation. It is
therefore important for the organisation’s communication staff not to miss
responding to donors promptly. People, who care, do not feel appreciated or
under-valued when they do not receive an appropriate recognition of their contri-
bution. When addressed in writing either by letter or email, no standard letter or
automated email should be used but a personalised form of communication in
which it is expressed that the donor’s money will make an impact.
9.3.8.8 Employee Donation Schemes
Some employers have a pay roll giving scheme, enabling employees to donate
money to charity directly from their gross pay.
Employers may also set up matched giving schemes, where the company mat-
ches the employee’s donation pound for pound. This is made to motivate staff and
encourage building team spirit.
9.3.9 Forms of Donations
In order to support charitable causes, individual philanthropists must have the

financial ability to give. Normally, these people have been very successful in their
business lives or are heirs of a fortune.
Their philanthropic activities are typically motivated by the idea that their
business success or favourable personal situation enables them to have an impact on
society through their philanthropy. They want to give something back to the
community in which they succeeded.
9.3.9.1 Cash or Non-cash Donations
Donations can come in different forms. Thy can be simple direct cash donations,
sponsored tables at fundraising dinners, bought tickets to charity galas, donated
items to auction for charity, donations in the arts, health care and education sectors
or helping children living in poverty and many more.
9.3.9.2 Legacies
Supporters and donors may also remember a non-profit organisation in their last
will through a legacy. In particular for many charities, legacy income is a vital
source of income. There are 3 main types of legacy: A pecuniary legacy when a
specific amount of money is donated, a legacy under which something of value is
left, such as a property, or a residuary legacy a certain balance of the estate is
dedicated to the beneficiary.
Supporters frequently overlook this form of donation. Therefore, a non-profit
organisation’s communication should discreetly remind them of this option. One
way of making current or potential supporters aware of the legacy possibility can
make it via a direct mailing. This could contain a personal letter explaining the
non-profit organisation’s work and the impact it has, as well as a general infor-
mation brochure.
9.3.10 Online Tools for Fundraising
9.3.10.1 Innovation
More competition in fundraising, means more competition for the public’s atten-
tion, more creativity in communication campaigns, a boost for the development of
new strategies, and a strong push for innovation.
In the digital age, this includes greater participation from social media platforms like
Facebook and Twitter in mobile philanthropy, both for fundraising and service delivery.
EXAMPLE: During the Haiti earthquake crisis, the American Red Cross
identified a need to use mobile and social technology to give the public a
more involved role in disaster response, empowering people to report specific
needs and helping aid agencies gather real-time data for responses and
decision-making.
Online Donations
Online marketing is crucial for non-profit organisations. Online tools are an

effective way of letting the world find out about the mission and activities of the
non-profit organisation.
When it comes to fundraising, having an online presence is crucial. If the
non-profit organisation is running an active website, people should be invited to
send their emails for inquiries, subscribe to the organisation’s newsletter and
background information. This also helps to build up a database of people who
transform from readers to supporters, and from supporters to donors.
A visible “donations” button should be available throughout the website and
payments by credit/debit card should be allowed. Simple explanations of how
donations are used and a breakdown into manageable amounts of money will be
helpful in motivating people to commit.
EXAMPLE: “$5 provides one warm meal for an adult per day”, “$10 pro-
vides the school fees for an elementary school pupil per month”, etc.
Mobile Charitable Giving
Non-profit organisations need to focus on ways to use SMS* and other mobile
technologies to deliver services to their interested publics.
*EXPLANATION: Short Message Service (SMS) is a short text messaging

service component of most (mobile) telephone and Internet telephony sys-
tems. SMS is frequently used in mobile marketing communications.
SMS can be used as a channel for giving donations and a mechanism to deliver
other forms of help. Some of these other SMS uses include SMS delivery notifi-
cation of cash grants (in emergency situations, for instance, for food supplies,
emergency education programmes, medicine purchases, repairs, relocations, health
and safety tips, and blood program communication).
The use of SMS will likely accelerate even more as more smartphones are
entering into the market and online platforms such as Facebook and Twitter are
used.
The growth of mobile charitable giving will motivate non-profit organisations to
upgrade their websites to become a mobile-friendly website by investing in a
mobile-optimized display which ensures a reader-friendly and hassle-free
experience.
Opportunities for non-profit organisations can be further maximised by ensuring
integrated communication, which means a maximum of consistency in messaging
across all offline and online channels.
By providing multiple digital entry points, non-profit organisations allow users
to decide how they want to interact with the organisation and how they want to turn
their compassion into committed action.
Donation appeals by the non-profit organisation can be enhanced by smart
segmentation (micro-targeting) and by moving to more dialogue-style (two-way)
conversations with potential donors and supporters. For the organisation it is how it
will learn what potential donors and supporters expect from the organization. Tools,
which can be used for these two-way communication endeavours are reader sur-
veys, voting, and other interactive capabilities, which will make the two-way
conversations relevant and interesting for the target audience.
Cash-Back and Incentive Websites
There are various cash-back and incentive sites on the Internet for non-profit
organisations such as charities to take advantage of. The organisations’ commu-
nication people just have to make their supporters and potential donors aware of
them. For instance, when one types “charity cash back” into any search engine, one
will find many incentive sites.
For instance, easyfundraising.org.uk works by allowing supporters to raise
money for the their favoured non-profit organisation while shopping online at
retailers such as Marks and Spencer, Amazon, Tesco, T-Mobile. Supporters will
need to register on the Easy Fundraising website and state that they would like to
support a charity of their choice and then click through to the retailer from the Easy
Fundraising site. Every time they purchase goods, a percentage will go straight to
the selected charity. There are also many other incentive sites such as giveor-
take.com, or froggybank.co.uk. Some search engines, such as everyclick.com allow
nominating a charity to raise funds every time their search engines are used for a
search.
9.3.10.2 Increased Vigilance
The downside of mobile charitable giving is that increased vigilance is needed to

protect the public’s trust in this new option. In addition, digital community is
expected to continue supporting the non-profit community by developing “chari-
table giving guidelines”. This would make donors more confident that their
donations are being put to work as intended and that they only receive follow-up
messages that they have chosen to receive.
9.4 Communication for Foundations
9.4.1 Low Profile Tradition
Traditionally, a foundation’s aim is to do good things without recognition. The

traditional low profile for foundations is not surprising: The funds made available
are normally allocated to go into projects, rather than into publicity or communi-
cation and marketing for the foundation’s goals.
That is one of the reasons, why most existing foundations are largely unknown
to the public. However, there are some new trends, whose proponents argue that it
will be essential for modern foundations to portray themselves as driving forces of
social development, contributors to societal developments, and therefore serve
important socio-political functions. In these proponents’ opinion, the lack of
awareness of foundations shows that they are overly focused on themselves instead
of communicating their main objectives and activities to the outside world.
9.4.2 Barriers
9.4.2.1 Reluctance
Over the last few years, a shift has begun to take place and foundations are seeing
how external Corporate Communication can complement and even strengthen their
giving. But despite these changes, foundation managers are generally still reluctant
to use professional Corporate Communication assistance.
9.4 Communication for Foundations 653
Some believe that for instance proactive media relations and resulting publicity
in some way diminishes the altruistic nature of the foundation’s giving. The
question must be asked, whether the barriers on foundation managers’ mind are just
resulting from an outmoded culture of privacy and misinformation.
9.4.2.2 Culture Shift
Foundation managers should make three fundamental considerations:

• In a society where people associate integrity with transparency, it will possibly
be in the best interest of a foundation not to remain separated from the com-
munity and silent about its impact but provide transparency and, by doing this,
encourage others to engage in similar activities;
• It is quite likely that positive press reporting for grantees and/or the causes
foundations support will yield a greater return on the foundation’s investment
and therefore allow the foundation’s philanthropic activities to achieve greater
impact;
• In order to convey to the public that foundations are benevolent, honest, col-
laborative, and instructive, that they act with integrity, and work for the public
good, a culture shift is needed aiming at more transparency in an increasingly
transparent environment.
9.5 Communication for Charities
Charitable organisations are an important part of our civil society. In general they
can be run publicly or privately. Some charities may be centred around religious,
educational or other public interest activities that are philanthropic in nature.
Different to charities, which are operated as private foundations and financed by a
corporation, family, or an individual, charitable organizations, which are often
referred to as “non-operating”, usually use endowment funds which support the
charitable organisation’s objectives. For these organisations effective Corporate
Communications is vital as they are solely relying on supporters. When handled
professionally, Corporate Communication practices can help directing the public’s
view on such a charity and enhance the understanding of its work. Ultimately, it can
help to raise funds for the organisation.
9.5.1 Promoting Charities
Building the awareness of a charity organisation or charity event is important to

encourage donations and support for the cause. But the majority of charities is
generally relatively small. Typically, there is a corresponding lack of financial and

manpower resources, which makes it difficult, if not impossible, to finance pro-
fessional Corporate Communication support. This means that they are normally
restricted to conduct their own Corporate Communication activities with their own
staff that have to develop creative ideas on how to use effective Corporate
Communication tactics without getting exposed to high expenses.
9.5.2 Small Budget Communication Tools
Fortunately, effective Corporate Communication can also be delivered on a small

budget. Some examples are listed below:
• CASE STUDIES: Case studies are a way to showcase the work the charity is
doing as well as promote the charity. Case studies are also an effective tool to
encourage people to donate or support the charity. Instead of telling people how
much the charity needs their support one can demonstrate it to them with the
help of a case study. Case studies also provide transparency by explaining how
donations are used. Case studies can be posted on the charity’s website, social
media channels, in presentations, in reports to gain new sponsors and by
pitching them to the media;
• PITCH: The charity can appoint an “ambassador” or a spokesperson, which can
be pitched into the media as experts to interview;
• TESTIMONY: Journalists will be more likely to write a story about the charity
if they have someone to interview and quote in the story. Therefore, it can also
be considered to make someone available for media interviews, whom the
charity has helped in the past. A condition for pitching a spokesperson to the
media will be to develop a newsworthy angle that the journalists will be
interested in;
• ADDITIONS TO ONLINE MEDIA: Blogs and features on established media
outlet sites present additional opportunities to get a message across and raise the
organisations’ presence;
• BLOG POSTS (-PIECES): One can write uncommissioned quick blog posts (-
pieces) as part of a response to a news story. It can be cross promoted across
different channels before uploading it to the charity’s own blog;
EXPLANATION: The difference between a blog piece (blog post) and an

article is not clear. Blog content and articles are two types of many different
kinds of content on the Internet. Blog posts and articles inform readers but the
main difference is that whether the writer is objective (article) or includes his
opinion in the piece (blog post).
9.5 Communication for Charities 655
• MAXIMISING SEARCH: Lots of dtools are available to track conversations

online about the issues that matter to the company (for instance Hootsuite,
www.hootsuite.com). Monitoring and sharing of opinion leaders’ and social
influencers’ cues about reports going to be published and planned events;
• SCREEN TV AND RADIO PROGRAMS: Checking radio and TV for the
coming week/month to see what Corporate Communication opportunities there
might be for the charity. If there is a news story relevant to the organisation, the
journalist in charge should be called to put a charity representative forward as a
guest/expert speaker;
• LATE WARNING: There may be cases, when the charity might not know until
the last minute that something relevant is being broadcast. The Corporate
Communication people can still follow the broadcast online and contribute on
Twitter;
• AMBASSADOR CAMPAIGNS (read Sects. 1.3.5.2, 3.3.5, 4.4.6.3 and 8.4.7.10):
If, as it will normally be the case, the charity is on a tight budget, a celebrity can
be asked to become an ambassador for the charity. This is usually for free.
A celebrity engagement implies that a notable individual or a celebrity is prepared
to commit for acting as a spokesperson for the charity and willing to promote the
charity’s cause. The celebrity’s decision will be made easier, when the person
understands that this commitment will not only be beneficial for the charity but
also help to build his or her own profile. Once celebrities have agreed to act as
ambassadors, one can use their fame to generate awareness for the charity and
gain more interest from the media. As celebrities normally have a larger fan base
than a non-profit organisation, the charity can also use them to communicate its
message to the celebrities’ fans. By doing so, a larger audience can be reached.
But a charity ambassador does not always have to be a celebrity. The best
ambassadors are always those people who embody the values and mission of the
charity and who are thus able to reinforce the charity’s message. For instance, if a
celebrity ambassador does not embody the charity’s values and mission, his
ambassador role will probably be counterproductive;
• NOT JUST CASH COWS: Similar to celebrity ambassadors, current donors and
supporters can be activated to getting the charity’s message out;
• FREE SUPPORT: Also it should not be overlooked that people and companies
are often willing to give time and resources to charities for free. Some relevant
advertising and Corporate Communication agencies may be prepared to provide
some “pro bono” support if approached appropriately;
• SOCIAL MEDIA (read Sect. 3.3.2): Social media is also a cost-effective way to
communicate with supporters, donors and other people interested in the charity.
Building meaningful online relationships with like-minded supporters and (so-
cial) influencers can be beneficial. When using social media, charities should not
overlook LinkedIn and YouTube. LinkedIn is an online platform is popular with
business professionals who may be more able to support the charity than
Facebook users. YouTube, which is in fact the world’s second-largest search
engine. It should be used when the charity is able to produce video footage. The
charity’s communication people should not forget to make it as easy as possible
for users to find the charity’s video by naming it appropriately and tagging it
with current supporters’, donors’ and corporate partners’ names;
• BLOGS (read Sect. 3.3.4.2): If the charity organisation is not blogging regu-
larly, they should start to do so. There is no better way to communicate to
audiences beyond the charity’s traditional reach;
• SEARCH ENGINE OPTIMISATION (SEO, read Sect. 3.3.1.4): Steps should
be taken by the charity’s Corporate Communication people that the charity and
its cause will show up in search engines more prominently;
• CONTENT (read Sect. 2.6): As in any offline appearances, the charity’s online
presence must be characterised by quality content. Quality content can make a
difference for new supporters, new donors, new donations, and new volunteer
commitments;
• WEBSITE: Websites should make it easy for donors to share their support for
the charity with their friends. An option would be to install a prominent “share
button” on the donation page. This can encourage other people to also make
donations. The same principle applies in social networks such as Facebook.
News, which are shared with “friends” can trigger action;
EXAMPLE: If a person posts on his Facebook page that he just donated to a

charity, his friends will see it and this may encourage them to donate as well.
• PIGGYBACKING: A possibility for providing timely news on a charity is

piggybacking on “breaking new”. If the communication people in the charity
organisation believe that they can add a unique angle to a “breaking news”
story, which is already out in the news, they just have to contact/twitter the
relevant journalists. The same piggybacking concept can be used for other
communication opportunities, such as events, festivals, galas, “grand openings”,
receptions, conventions, and the like. The charity’s communication people have
to identify these opportunities and turn the organisers into partners to create
special benefits, in-kind donations, etc.;
• COMMUNICATION CAMPAIGN (read Sect. 2.3.2): Part of a charity’s plan-
ning for piggybacking initiatives or a whole communication campaign is careful
planning. Most organisers of events start planning well ahead. The charity
communication people should use a year wall planner. On this planner, they can
map out relevant third party (special) events and dock on their related planned
campaigns. Particular attention should be paid to holidays, anniversaries, and
national commemoration days. Websites, Facebook and other tools can be
applied to find out what is in the pipeline the year ahead;
9.5 Communication for Charities 657
EXAMPLE: The Christmas holiday period is very important for charity

activities. Many magazines plan their Christmas editions in the summer
months. Then it is time for charities to think about their involvement.
• TOPICS: To increase the charity messages’ clout, only a small number of strong
topics should be selected to campaign on;
• HUMAN TOUCH: Life stories with a human angle, provided by the charity’s
beneficiaries can be helpful to attract attention and sympathy;
• LETTERS TO THE EDITOR (read Sect. 3.2.8.1): Writing letters to the editor is
another free way for a charity for gaining public attention. In many publications
the letters pages are among the most read. If the charity’s communication people
write letters expressing strong but informed opinions they may be published;
• AUDIO-VISUALS (read Sects. 3.3.2.6, 3.3.3 and 8.4.7.2): Charities on a tight
budget can today produce audio-visual material on a smartphone. This material
can be sent along to journalists with a quote or an interview;
• CHARITY GIFTS: Charity Gifts are an alternative and ethical way to raise
money for charity. Most of the major aid organisations such UNICEF and
Oxfam run their own charity gift schemes. Charity gifts make great presents for
birthdays, weddings, Valentine’s Day as well as Christmas. If the charity has no
gift scheme yet, the charity’s communication people should come up with ideas
for tangible gifts that will help their charity to carry out its work and promote it;
• EBAY FOR CHARITY: eBay for Charity (http://pages.ebay.co.uk/
ebayforcharity) allows buyers and sellers on eBay to support their favourite
charities. Buyers can support a good cause when they shop for items on eBay
and sellers can donate a percentage from any sale to a charity of their choice.
Another eBay option is that charities sell their own items directly on eBay;
• GRASSROOT ACTIVITIES: Charities are learning to operate in an increas-
ingly unpredictable environment. While they cannot know what is going to be
“liked” on social media by the public and what will “go viral” in an increasingly
message-saturated society, they understand that most audiences generally do not
“buy” artificially-packaged top-down messages. Many charity organizations
have therefore adapted and transformed from being one-way-street broadcasters
of messages to lose networks that facilitate the distribution of creative content
by grassroots activists.
EXAMPLE: Grassroot activist Stephen Sutton was been battling cancer since
the age of 15. Shortly after finding out his disease was incurable, he created a
Facebook page on which he outlined a many things he wanted to achieve in
the very near future. Since creating the page his following has grown
exponentially and he has inspired thousands of others with his positivity and
passion for life. In addition to winning countless awards in recognition of his
inspirational work, he succeeded in raising over 5 million British pounds for

charity in just over a year by using a viral fundraising video for the Teenage
Cancer Trust.
9.6 Recognition
9.6.1 Donor Direction
Most philanthropists look to make a difference by supporting charities. But com-

munication advisors should warn donors that there is a fine line between helping a
cause and dictating exactly how their money is spent.
The donor must accept that it must always be the recipient’s stated mission,
which counts. “Donor-directed philanthropy” should not be an alternative.
EXAMPLE: A donor to a hospital insists that the hospital has to use the
donated funds to practice a certain type of medicine.
In some countries “donor-directed philanthropy” is not even allowed by law.

One option, which donors can stipulate however, is whether and how they are rec-
ognized, even approving exactly what a sign marking their contribution will look like.
9.6.2 Recognition Opportunities
Recognising a donor’s contribution is crucial in retaining his support. For high-end

donors, the communication people should actively look out for “recognition
opportunities”, for example, naming a lecture series after the donor. There is lots of
room for creativity.
EXAMPLE: A wealthy couple running a successful business was more than

familiar with requests for donations to charitable causes. They felt like giving
back to the community and supported quietly a wide range of causes. In
addition, the couple had built a medical diagnostics facility into the largest
provider of nuclear cardiology services in the region. A request from the hos-
pital changed their pattern of giving and their low-key status. When the couple
gave a major amount to expand the facility, they found their names in large
letters over the hospital’s emergency entrance. The couple considered this as a
9.6 Recognition 659
double-edged sword. On the one hand, they lost their favoured their traditional
low key approach, on the other hand, they were encouraged to lend their names
to the centre because it might prompt other new donors to support the hospital.
In addition, events can be hugely motivational for supporters and donors, giving
them the chance to meet some of the people they are helping. Events strengthen the
relationship and make the next fundraising campaign initiated by the organisation’s
fundraising team a much easier task. But such an event has to be carefully planned.
While they like to feel appreciated, the last thing donors and supporters want is, that
their donated money is spent on parties or receptions rather than the good cause.
Recognition is particularly important when it comes to corporate support.
Businesses will usually want their contribution to be visible through Corporate
Communication to their industry, their local community and to potential customers.
Non-profit organisations’ communication people have to understand the donors’
and supporters’ expectations.
9.6.3 Measuring Success (Read Sect. 2.9)
In return for their donation, individual philanthropists and companies are generally
looking for accountability and stewardship, such as donor reports that outline how
their money is spent.
On the one hand, it is accepted that Corporate Communication must be made
accountable for its activities. On the other hand, it is also widely accepted, that it is
difficult measure the success of Corporate Communication, in principle, and for
Corporate Communication in the field of non-profit organisations’ activities, in
particular. In fact, it is not easy to determine how much Corporate Communication
activities have actually contributed to the funds raised by a non-profit organisation.
In addition to what applies for all other businesses, in the field of non-profit
organisations’ activities, one option is to ask donors, supporters, people who have
registered to raise money, and other volunteers, how they heard about the organi-
sation. An additional option is to check if media coverage the Corporate
Communication team has caused by their communication tactics or campaigns
happens to correspond with spikes in income from donations.
Chapter 10
Talent Criteria for Corporate
Communication
10.1 Current Perception
Corporate Communication is frequently misunderstood, especially by those people,

who believe that Corporate Communication products and services are not genuinely
generating income. Communication is an intense and difficult job that can be either
rewarding or quite disappointing (read Sects. 1.2, 2.2.2, 2.2.3 and 2.8).
It can also be exciting or boring. This very much depends on the internal
positioning of the Corporate Communication function which can range from a
board director responsible for Corporate Communication, reporting directly to the
CEO, to an arbitrary subordinate hierarchical function, frequently reporting to the
company’s marketing department.
Management’s, the media and the public’s improvable attitude towards Corporate
Communication, the frequently blurred job positioning and job description, and the
diversity of perception as regards the importance of the function has led to a diverse
degree of respect for the function and, consequently, a disparity of title.
https://doi.org/10.1007/978-981-13-0402-6_10
662 10 Talent Criteria for Corporate Communication
As a result, not only the title but also the scope of responsibilities for Corporate
Communication varies from company to company. Many management executives
do not have a clear idea to what the job is about and titles range from “public
relations” to “corporate communications” and “public affairs”. In some companies,
employee (internal) communication, investor relations and political communication
(lobbying) are not included in the Corporate Communication job description, in
other companies Corporate Communication is regarded as a strategic management
function with a comprehensive communication portfolio.
10.2 Scope of Professional Activity
Corporate Communication (public relations) is about managing image and repu-

tation. Corporate Communication aims to gain understanding and support for their
organisation, as well as to influence opinion and behaviour for the organisation’s
benefit.
Corporate Communication professionals can use all forms of media and com-
munication to build, manage and maintain the reputation of their organisation.
The term “company” or “organisations” used in this context encompasses cor-
porations, associations, non-profit organisations, public institutions, individuals
(when self-branding), all other institutions or bodies actively or passively com-
municating with external or internal audiences.
Corporate Communication professionals communicate key messages to defined
target audiences, in some cases, using third party endorsements. The goal of these
activities is to establish and maintain goodwill and understanding between their
organisation and its publics. In addition, Corporate Communication professionals
monitor (media and social media) publicity and conduct research to define the
concerns and expectations of an organisation’s stakeholders and the socio-political
environment in which the organisation is operating. Furthermore, Corporate
Communication professionals can get engaged in political communication and
lobbying activities to influence government policies and legislation.
Corporate Communication professionals propose a strategic Corporate
Communication plan to their organisation’s management, and after management
endorsement, implement the plan as scheduled. In addition, they report and explain
their findings on the socio-political environment to their management to influence
management’s decision-making.
10.3 Typical Corporate Communication Activities
The role is very varied and will depend on the organisation and the industry sector.
Typically Corporate Communication professionals’ responsibilities cover (amongst
others):
10.3 Typical Corporate Communication Activities 663
• Planning, developing and implementing Corporate Communication strategies

and plans;
• Developing target group criteria and doing target audience research and defi-
nition, including micro-targeting;
• Liaising with major functions responsible for Corporate Communication
sub-fields, such as marketing communication and Advertising and Sales pro-
motion (AS&P), government relations (if separate), employee communication
(if assigned to human resources) and key company spokespersons;
• Liaising with and answering enquiries from the media, organisations, individ-
uals and stakeholders, using the appropriate communication means;
• Commissioning socio-political research, analysing the results and advising
management accordingly;
• Developing relations with journalists, producing and releasing company messages
to targeted media and collating and analysing the subsequent media coverage;
• Writing and editing in-house magazines, corporate brochures, annual statements
(partly), speeches, and articles;
• Preparing and supervising the production of corporate publicity/image bro-
chures, hand-outs, direct mail leaflets, promotional videos, photographs, video
and multimedia programmes;
• Devising and coordinating photo shootings, interview, and talkshow
opportunities;
• Organising events including press conferences, exhibitions, trade shows (partly),
open-house days and press tours;
• Managing the company’s social media presence and activity;
• Maintaining and updating information on the company’s website;
• Sourcing and managing speaking and sponsorship/philanthropic opportunities;
• Fostering community relations through events such as open days, patronage,
sponsoring and through involvement in community initiatives;
• Managing and controlling the Corporate Communication part of a potential
crisis situation.
10.4 Qualifications (Entry Requirements)
No set qualifications are required to become a Corporate Communication public

relations (PR) manager. In some countries, there are a few specific Communication/
PR degree courses available but entry to the profession is generally open to all
qualified graduates, in particular “allrounders” from the following fields:
• Communication and media studies;

• Business/management;
• Marketing;
• Legal;
• Political science.
In countries, in which postgraduate qualifications in Corporate Communication
specific or Corporate Communication degree courses are available they may
improve the chances of a job candidate of securing a position. However, such a
qualification will not replace the personal qualities and experience that employers
normally look for. These qualifications are not a “must” when the candidate’s set of
human skills is acceptable. Pre-entry experience in Corporate Communication,
marketing (communication), and the media industries is of course an asset
(traineeship, volunteer).
A working knowledge of economics, psychology and political economy would
also be an asset. A student of the social sciences will find wide application of his
findings in Corporate Communication work. Experience in teaching, advertising,
selling or promotion will all add to an attractive background. Each is based on the
art of persuasion, and that of course is the fundamental of all Corporate
Communication.
10.5 Corporate Communication Skills Set
A good Corporate Communication professional needs to posses a certain skill set

that can be broken down into two categories: Subjective (human skills) and
objective (professional) skills.
Human skills are subjective and can normally not be learnt but constitute a given
talent. They include things such as patience and congeniality. Professional skills are
objective in character and can generally be learnt. They include for instance the
ability to speak publicly and write professionally.
QUOTE: John D. Rockefeller had said that most men of extensive business
interests usually experienced difficulty in keeping step with the people, and
that one of his greatest needs was to have closely associated with him
someone who by training and natural aptitude was not only sensitive to public
reactions and attitudes but able to reflect them accurately to his principal.
10.5 Corporate Communication Skills Set 665
10.5.1 Subjective (Human) Skills (Talent)
• SYMPATHY: Perhaps the most important requirement: The gift of human

sympathy and understanding, a rare mixture of integrity and courage, and a
warm and genial personality which invites confidence while expressing
conviction;
• COMMUNICATIVE: Interpersonal and communication skills;
• FLEXIBILITY: The Corporate Communication professional must have
accepted the concept of Continuous improvement (Japanese: Kaizen) as a life
principle. This principle stands for the willingness of an individual not to stop
learning; Especially an Online/Social Media Manager should always be learn-
ing, as it is a crucial component to his success and social and digital marketing
“best practices” shift constantly;
• MINDSET: Business-minded, extrovert in thinking, drive, flexibility, good
teamwork, analytical, problem-solving and motivation skills;
• STRESS: Ability to cope with pressure;
• PROFILIC: An effective Corporate Communication professional must be a
prolific producer of new ideas, able to think and act in emergencies and agile in
meeting shifting forces;
• PATIENCE: Patience is needed when waiting to hear back from journalists,
editors or producers who were pitched;
• CONGENIALITY: A Corporate Communication professional needs to be
friendly and sociable and have a good understanding for other people and their
viewpoints. As a communicator you can neither be too passive, nor overly
aggressive;
• CRITICAL THINKING: A Corporate Communication professional has to think
like a journalist;
• NERVES: He needs to be brave to get up in front of a bank of microphones and
disclose bad news;
• CIVIC COURAGE: It takes a streak of cold blood to be able to contradict top
management if he feels that their way of communicating is erroneous or not
professional;
• VERBOSITY AND SIMPLICITY: The ability to communicate on simple terms
is a must. A Corporate Communication professional must feel as comfortable
speaking to an audience of sceptical white-collar executives, as to an audience
of shouting blue-collar hourly-wage earners;
• KNOWLEDGE: The best Corporate Communication professionals are people
who can put things into context. The ability to take an idea and narrow or
broaden it is important when it comes to pitching a story, as well as when it
comes to figuring out how to target a story;
• DRIVE: Drive, competence, flexibility and a willingness to learn;

• WRITING: Despite the proliferation of email and instant messaging, the ability
to communicate via the written word is important;
• ORATING: Public speaking is not easy, and it certainly takes most people time
to get comfortable in front of a large group of people. Nonetheless, Corporate
Communication professionals need to be able to articulate their thoughts and
their company’s story in front of an audience, be it a group of employees or a
swarm of media;
• MULTITASKING: Excellent organisational and time management skills with
the ability to multitask;
• TEAMWORKER: Good team-working is a must for a Corporate
Communication professional;
• ETHICS: It goes without saying that the Corporate Communication professional
must stand for the highest standards of business ethics and integrity.
10.5.2 Objective (Professional) Skills (One Can Learn)
• MANAGEMENT ABILITIES: Since Corporate Communication is being tied

into every operation of a company, the Corporate Communication professional
must have a good understanding of the management problems of every
department in the company;
10.5 Corporate Communication Skills Set 667
• COMMUNICATION TOOLS AND STATE-OF-THE-ART PRACTICES:

Good education in Corporate Communication be it through professional training
or “learning-on-the-job”;
• ORGANISATIONAL SKILLS: Organisational and time management skills and
the ability to prioritise and plan effectively;
• IT: Social media and other online media skills;
• UP-TO-DATE Business awareness and on top of news and trends;
• EXPERIENCE: Awareness of different media agendas; intellectual maturity,
sound judgment and the qualities of leadership.
10.6 Volunteering
Volunteering is a very useful way of gaining experience for an inexperienced

Corporate Communication candidate. For instance, helping at a local charity can
give a candidate exposure to planning events, contacting media outlets and writing
press releases and articles. It can also be helpful to keep a record of anything, which
was organised or written.
Corporate employers also like graduates with experience of writing for student
magazines, or social media, or who have been involved with student radio or
university societies.
10.7 A New Breed of Corporate Communication

Specialists
10.7.1 Online Communication Experts
Online Corporate Communication and social media management (read Sect. 3.3.2) re-
quire a mix of social, creative, persuasive and technical skills.
To manage online relations, the Corporate Communication professional must be
a highly motivated (if not to say “passionate”), creative individual with experience
and a passion for connecting with current and future hyper-connected supporters
and fans on a daily basis.
The Corporate Communication professional must be instrumental in managing
his company’s content-related assets and it is clear that managing content must be
an essential part of the online related job description (Google’s priority search
ranking factor is relevant content).
10.7.2 Online Experts’ Tasks
To be successful in the online field, a Corporate Communication professional needs

to be able to manage the following tasks:
10.7.2.1 Online Publications
• Developing relationships with online publication editors and bloggers;

• Managing the creation and publishing of relevant, original, high-quality content
(images, video and written);
• Developing relevant content topics to reach the company’s target audiences;
• Identifying and improving organisational development aspects that would
improve content (i.e.: employee training, recognition and rewards for partici-
pation in the company’s Corporate Communication endeavours, marketing and
online review building);
10.7 A New Breed of Corporate Communication Specialists 669
• Identifying threats and opportunities in user-generated content surrounding the

company and alerting company management about notable threats;
• Implementing a content editorial calendar to manage content and plan specific,
timely communication campaigns;
• Promoting content through social advertising;
• Creating a regular publishing schedule;
• Analysing campaigns and translating anecdotal or qualitative data into recom-
mendations and plans for revising social media, content marketing, SEO and
social advertising campaigns;
• Developing and expanding community and/or (social) influencer outreach
efforts;
• Implementing a strategy, which covers a careful consideration by the company
of the “comment” section of the company’s website and posts;
• Developing organisational elements to implement a proactive process for
capturing positive target audience members’ online reviews;
• Managing efforts in building online reviews and reputation; monitoring online
reviews and responding to each review.
Developing a comprehensive social media Corporate Communication plan, which

will include the following components:
• Developing clear objectives (read Sect. 2.2.1);
• Identification of target audiences (read Sect. 2.5);
• Developing a sound content strategy and engaging in content promotion (read
Sects. 2.6, 3.3.1.5, 3.3.3.2, 3.3.4.2, 4.1.5.4, 8.4.7.1 and 8.7.1.1);
• Developing a supporter/fan base promotion strategy (read Sect. 8.9);
• Planning for visual design and web development;
• Engaging in social advertising;
• Cultivating leads and dialogue by becoming an advocate for the company in
social media spaces, engaging in dialogues and answering questions where
appropriate and opening a stream for cross-promotions; monitoring, listening
and responding to users in a “social” way while cultivating leads.
10.7.2.3 Social Media Performance Control (Read Sects. 2.9, 4.7

and 10.7.2.3)
Monitoring effective benchmarks (best practices) for measuring the impact of social
media campaigns. Determining key performance indicators and analysing the “re-
turn on investment” of Corporate Communication activities measures, including:
• Audience growth;
• Audience profile;
• Audience engagement;
• Content reach;
• Engagement by content type;
• Leads;
• Response rate and quality;
• Negative feedback.
10.7.2.4 Online Design
Overseeing online designs (for instance, Facebook timeline cover, Twitter profile,
landing pages, blogs, profile pic, thumbnails, ads, etc.).
10.7.2.5 Webtraffic
Applying professional search engine optimization practices and boosting the gen-
eration of inbound web traffic (read Sect. 3.3.1.4).
10.8 Online Skills
Online Corporate Communication and social media management require a mix of

some of the following skills:
• Knowledge and experience in the tenets of traditional Corporate
Communication;
• Maintaining excellent writing and language skills;
• Knowledge in winning social customer service techniques, such as empathy,
patience, advocacy, and conflict resolution;
• Demonstrating creativity and documented immersion in social media;
• Proficiency in content development/communication theory and application;
• Experience in sourcing and managing content development and publishing;
• Demonstrating the ability to combine the creative side and the analytical side of
Corporate Communication;
• Displaying in-depth knowledge and understanding of social media platforms,
their respective participants (Facebook, Twitter, Instagram, YouTube, Pinterest,
etc.), and how each platform can be deployed in different scenarios for different
target groups;
• Expertise in micro-targeting;
• Enjoying a working knowledge of the blogging system relevant to the com-
pany’s field;
• Displaying ability to effectively communicate information and ideas in written
and video format;
10.8 Online Skills 671
• Exceeding at building and maintaining relationships with media and target

audiences, online and offline;
• Practicing superior time management;
• Qualifying as a team player able to take the lead and guide other collaborators
when necessary;
• Good technical understanding and ability to pick up new tools quickly;
• Maintaining a working knowledge of principles of SEO, including keyword
research and Google Analytics. Highly knowledgeable in the principles of
“Search and Social” (using social media to promote a business);
• Possessing great ability to identify potential negative or crisis situations and
applying conflict resolution principles to mitigate issues.
10.9 Newsroom Content Editor Skills
In addition to above online Corporate Communication skills, the online newsroom

tool (read Sect. 3.3.1.7) requires a specific new set of skills, which are discussed here.
Online professionals who are managing newsrooms know that the requirements
for newsrooms are going beyond writing and editorial skills. Storytelling is not only
brought to life through words, but increasingly also through images, info-graphics
and videos. Therefore, newsrooms require a new breed of communication spe-
cialists with very diverse backgrounds and expertise. The current trend is to hire
professionals with a range of different backgrounds including design, digital, social,
programming, video producing, content, data analytics and IT.
A newsroom content editor analyses the company’s target audience needs and
procures complementary community content for all platforms, such as stories,
photos, audio-visuals, news briefs and blogs. He oversees the smooth editing and
production of this content into digital products. He is also responsible for guiding
and collaborating with journalists and photographers to ensure that they create high
quality content.
Index
Present Day Corporate Communication–Rudolf Beger
A Bots, 3.3.2.4
About-section, 3.3.3.2 Brainstorming, 2.4, 3.2.9.3
Accoutability, 1.2 Brand ambassadors, 8.4.7.10
Acronyms, 3.2.4.1 Bridging, 3.2.6.2
Action communication, 1.4.2.3 Brochures, 3.2.8.2
Add-ons, 2.5.1.1, 3.3.3.2, 8.4.7.9 Bulletin boards, 4.4.1.6, 4.4.2.8
Advertising, 3.3.4.2, 3.3.5.4, 8.4.7.9 Business associations, 8.5.1.2
Allocation of blame, 7.12.6 Business blogging, 3.3.4.2
Alternative facts, 1.3.9 Business card scanner apps, 2.3.2.3
Ambassadors, 1.3.5.2, 3.3.5, 4.4.6.3, 8.4.7.9, Business cards, 2.3.2.3
9.5.2 Business clubs, 8.6.1
ANRs and VNRs, 3.2.4.1 Buzzwords, 3.2.4.1
Arbitration, 7.18.1 By-lined articles, 3.2.8.1
Argumentation aids, 7.11.3.16
Art fair communication, 8.8.1.1.2 C
Art gallery communication, 8.8.1.11 Call To Action (CTAS), 3.3.1.4, 8.4.7.4
Art sector communication, 8.8 Cash-back websites, 9.3.10.1
Arts need communication, 8.8.1.1 Celebrity testimonies, 1.3.5.2, 8.9.5.3
Assignment of responsibilities, 7.11.3.10 Change ambassadors, 4.4.6.3
Associations, 8.5 Change management, 4.4.6, 8.1.3.9
Asymmetric communication, 1.3.3.1, 7.16.7.3, Charity communication, 9.5
7.17.1 Chat groups, 3.3.1.9
Attention span, 1.3.2.3 Civic courage, 1.2, 2.2.2, 2.2.3, 2.3.1.3, 2.8.3,
Audience segmentation, 3.3.2.6 2.8.4
Audio-visuals, 1.4.2.2, 3.3.3.2, 7.16.6.3, Claims for damage, 7.11.3.13
8.4.7.2, 9.5.2 Clickworthiness, 3.3.1.4
Club communication, 8.6, 8.6.2
B Communication campaign, 2.3.2.3, 3.3.2.2,
Background papers, 3.2.8.2 8.8.1.10, 9.5.2
Battle of words, 7.10.7 Communication channels, 2.5.2.3
Benefit-in-kind, 8.4.7.10 Communication goals, 2.2
Blogging in a crisis, 3.3.4.2 Communication manager stature, 1.2, 2.2.2,
Blogging strategy, 3.3.4.2 2.2.3, 2.8, 10
Blogs, 3.3.4.2, 4.4.2.6, 8.7.4.6, 8.10.6.1, Communication mix, 1.3.2.1, 1.3.3.2, 1.3.4.2,
9.2.5 3.3.1.1, 4.1, 8.1.1.8
Body language, 1.4.2.2 Communication skills, 10.5

https://doi.org/10.1007/978-981-13-0402-6
674 Index
Company facebook site, 3.3.2.6 Electronic media, 2.11.2

Confidence building, 2.10.3 Email pitch, 3.2.3.1
Conflict / crisis communication, 2.1.2.2, Email signature, 3.3.1.8, 8.4.7.7, 8.10.6.1
3.2.4.1, 6.1.2.3, 7, 7.12.8, 7.14.2.2, Embrace strategy, 7.15.2
7.15, 7.18, 8.9.6.3 Emails, 2.5.2.3, 3.2.3.1, 4.4.2.2
Conflict about goals, 7.10.8.1 Employee communication, 1.3.1.3, 4
Conflict about methods, 7.10.8.2 Employee engagement, 4.1.1
Conflict management model, 8.9.6.3 Employee involvement, 1.4.2.3, 8.1.3.5
Conflict of interest, 6.1.2.3, 7.14.2.2, 8.9.63 Empowered user, 1.3.1.3, 2.5.1.1
Conflict resolution, 7.18 Entertainment venue communication, 8.6.2
Content, 2.6, 3.3.1.5, 3.3.3.2, 3.3.4.2, 4.1.5.4, Evaluation, 2.9
8.4.7.1, 8.7.3.1, 9.5.2 Event communication, 8.4
Content analysis, 2.9.5.4 Extemporaneous speaking, 3.2.9.6
Content audit, 2.6.3.3, 3.3.1.5 Extras and freebies, 3.3.1.8
Content creation, 2.6.3, 3.3.1.7 Extremists, 7.15.3
Content curating, 2.6.3
Content curating and SEO, 2.6.3.2, 3.3.1.4 F
Content design, 3.3.1.3 Face-to-face dialogue, 2.5.1.2, 4.4.1.1
Content for blogs, 3.3.4.2 Facebook, 3.3.2.6, 8.4.7.4, 8.9.6.1
Content for employees, 4.1.5.4 Facebook’s “call-to-action”, 8.4.7.4
Content for SMPR, 3.3.3 Facebook’s “workplace” app, 3.3.2.6
Content strategy, 2.6.1 Fake news, 1.3.9, 7.14, 7.14.5, 7.14.6,
Content types, 2.6.2 7.16.7.3
Contingency planning, 2.3.1.2, 2.5.1.1, 5.6, Fan communication, 8.9
7.4, 7.14.2.7, 7.16.2.2 Flyers, 3.2.8.2, 8.4.7.9
Continuous improvement, 4.4.6.1 Forward-to-friend function, 3.3.1.8
Conversion rate, 2.9.8 Foundation communication, 9.4
Corporate communication, 1.1 Fundraising, 9.3.3, 9.3.8.5, 9.3.8.6, 9.3.10
Corporate culture, 8.1.3
Corporate identity, 8.1.2 G
Corporate image, 1.2, 8.1.1, 8.4.7.3 Goals, 2.2
Counter strategy, 1.3.9, 7.16.7.3 Government relations, 6.11
Credibility, 1.3.6, 8.10.5.12, 8.10.6
Crisis planning, 7, 3.3.2.4, 3.3.4.2, 4.4.5 H
Cross-cultural communication, 4.4.4.1, 8.2 Hashtags, 3.3.2.5, 8.4.7.8, 8.4.7.9
Crowd funding, 8.9.6.2, 9.3.3 Hooks for communication, 1.3.5.2, 8.4.7.9
CTA, 3.3.1.4 Hospitality communication, 4.2, 8.7,
Cult, 8.4.7.9 8.10.5.12
Hotel crisis communication, 8.7.5
D Hotel employee communication, 4.2
Dark page, 3.3.1.6 Human factor, 3.2.4.1, 3.2.4.2, 8.1.3.6,
Dataroom, 3.3.1.7 8.10.2.2, 8.10.5.8, 9.5.2
Desktop alerts, 4.4.2.8 Humour, 3.2.4.1, 3.3.1.4, 3.2.9.6
Desktop wallpaper, 4.4.2.8 Hype, 3.3.2.5, 8.9.5.1
Digital appearance, 8.10.6.1
Direct communication, 1.4.2.1 I
Disinformation, 1.3.8 Image, 1.2, 8.1.1
Donations, 1.4.2.3, 9.3, 9.3.8.7, 9.3.8.8, 9.3.9, Incentive websites, 9.3.10.1
9.3.10.1, 9.6 Indirect communication, 1.4.2.2
Industrial incident, 7.12
E Infective text, 3.2.4.2
E-Auction, 3.3.1.10 Information overload, 1.3.5, 6.3.3.2
Earned media, 2.9.2 Integrated communication, 1.3, 1.3.1.3, 6.2.2,
Eraning fans, 8.9.5 7.16.7.3, 7.17.4.3
Index 675
Interviews, 3.2.6 N
Intranet, 4.4.2.5 Negative media coverage, 7.13
Investor communication, 5 New reading habits, 1.3.2.3
Newsletters, 3.2.8.2, 4.4.1.8, 4.4.2.1
J Newsroom, 3.3.1.7
Jargon, 3.2.4.1, 3.2.4.2 Newsworthiness, 1.3.5, 3.2.4.1, 7.16.6.3,
7.17.3.3, 8.8.1.5
K No comment response, 3.2.4.2, 3.2.6.2,
Kaizen, 1.3.1.6, 4.4.6.1 7.12.2.4, 7.14.8
Kids’ creative ideas, 8.4.7.9 Non-profit organisation, 9, 9.3
KPI, 2.9.9 Non-verbal communication, 1.4.2.2, 2.5.1.2,
3.2.6.3
L
Language and jargon management, 3.2.4.1, O
7.10.8, 8.8.1.2 Objective skills, 10.5.2
Lawyers vs. Communication, 1.3.3.2, 1.3.6, Objectives, 1.4.2.3, 2.2.1, 2.1.1.2, 3.3.2.6,
2.3.1.1, 3.2.4.4, 7.12.8 8.3.2, 8.8.1.4
Leaflets and flyers, 3.2.8.2 Off-the-record, 3.2.6.2
Legacies, 9.3.9.2 Offline media tools, 3.2.3, 8.8.1.5, 8.8.1.9
Letter to the editor, 3.2.8.1, 9.5.2 Online media, 3.3
LinkedIn, 2.5.2.3 Op-Ed columns, 3.2.8.1
Links, 1.3.5.2, 3.3.1.8, 3.3.4.2, 8.8.1.9 Opinion leaders, 2.5.1.1
Lobbying, 6.12 Over-reaction, 7.16.7.1
Logbook, 7.11.3.15
Logo, 8.4.7.9 P
Lowest common denominator, 8.5.7 Paid content, 3.3.4.2
Pass-the-parcel trick, 3.2.6.2
M Patronage, 1.4.2.3, 9.3, 9.3.9, 9.6
Management endorsement, 2.2.2 Perception, 1.2, 2.1.2.2, 3.2.3.4, 6.1.2.1,
Media agencies, 2.5.1.1 7.12.3.2, 10.1
Media alerts, 3.2.5 Perception is reality, 2.1.2.2
Media attention, 3.2 Personal (self-) branding, 8.10
Media clipping service, 2.9.4.1 Philanthropy, 1.4.2.3
Media contacts, 3.1.3 Pictographs, 1.4.2.2
Media inquieries, 3.2.1 Pinworthiness, 8.10.6.1
Media kit, 3.2.4.2, 3.3.3.2, 8.8.1.6 Pitching, 3.2.2.2, 3.3.2.6
Media lists, 2.5.2.3 Planning, 2.7, 2.8
Media network, 3.1 Podcasts, 3.3.4.1, 8.4.7.6
Media relationship, 1.3.4.1, 2.10.2 Political blogging, 3.3.4.2, 6
Media surveys, 2.9.5.5 Political communication, 6
Media tools, 2.3.2.2 Political correctness, 1.3.7
Messages, 1.3.5.2, 8.3.4 Positioning, 1.2, 2.1.2
Meta-communication, 1.4.2.2 Power words, 1.3.5.2
Micro-targeting, 2.5.2 Predictive risk approach, 2.3.1.2
Millennials, 2.5.1.2 Presentation skills, 3.2.4.2
Miscommunications, 2.1.2.2 Press conference, 3.2.4.2, 7.11.4.2, 7.11.4.3, 4
Mission, 2.1.2.1, 7.16.2.6, 8.1.4 Press release, 3.2.4.1, 7.11.4.2, 8.8.1.5
Motto, 8.4.7.9 Press release distribution, 3.2.4.1
Multi-cultural communication, 4.4.4, 8.2, Printed media, 2.11.1, 3.2.8, 3.2.8.2
8.2.1, 8.2.2 Proactive strategy, 2.3.1.2, 8.8.1.13
Multipliers, 2.5.1.1 Prompted media stories, 2.11
Museum communication, 8.8.1.13 Publications, 2.3.2.2
Music/film sector communication, 8.8.1.14 Public conflict, 7.14
676 Index
Public diplomacy, 1.3.4 Spokesperson, 1.2, 2.8.1.2, 3.2.4.2, 3.2.9,

Public relations, 1.1 3.2.9.6, 3.3.6.3, 7.11.3.3
Pyramid style, 3.2.3.2 Sponsoring, 1.4.2.3, 3.2.6.3, 8.4.7.9, 9.3, 9.3.9,
9.6
R Staff versus line, 2.8.4
Radio talkshows / interviews, 3.2.7 Stage fever, 3.2.4.2, 3.2.9.8
Ratios, 2.9.3 Stakeholders, 2.5.11
Re-targeting, 2.5.2.3, 8.4.7.4 Strategy, 2.3.1
Reactive (defensive) strategy, 2.3.1.1 Subjective (human) skills (talent), 10.5.1
Recipient perspective principle, 2.1.2.2, Success control, 2.9, 4.5.19.6, 7.16.6.3, 8.4.7.9,
3.2.4.1 8.5.10, 9.6.3
Relationships, 1.1, 1.3.4.1, 2.10.2, 6.3.4.4, Surplus, 1.3.5.1, 8.10.1.1
8.8.1.11, 9.3.5 Surprises, 7.16.6.3
Remarketing (retargeting), 8.4.7.4 Surveys, 2.9.5.2, 2.9.5.3
Responsive communication, 2.3.1.2 Symmetric communication, 1.3.2.2
Restrictive communication, 7.12.2, 7.12.3
Return On Investment (ROI), 2.9.7 T
Retweeting, 3.3.2.5 Tactics, 2.3.2
Role games, 7.6 Targeting, 2.5, 2.5.1, 3.2.4.1, 3.3.2.6, 3.3.4.2,
Root cause analysis 8.2.3.4, 8.4.5, 8.4.7.9, 8.8.1.4, 8.10.5.5,
Rumours, 7.14, 7.14.5, 7.14.6 9.3.4
Teleprompter use, 3.2.9.6
Terror attack, 7.16
S Terrorist communication, 7.17, 7.16.3
Screen-bound reading, 1.3.2.3 Title tags, 3.3.1.4
Search Engine Optimisation (SEO), 3.3.1.4, Tone, 1.4.2.2, 3.2.4.2, 4.1.5.4, 7.16.3.4, 9.3.8.4
9.5.2 Trade associations, 8.5
Sharing, 1.4, 3.3.1.8, 3.3.3.2 Trade show communication, 8.3, 8.8.1.12
Short messages, 1.3.5.2, 3.3.1.3 Tv, 3.2.6.3, 3.2.7
Single-issue-interest group, 9.1.2, 9.2 Tv talkshows, 3.2.7
Skills in communication, 10.5, 10.8, 10.9 Tv-interviews, 3.2.6.3
Slogan, 8.4.7.9 Tv-training, 3.2.6.3
Social campaign, 8.8.1.10 Twitter, 3.2.9.3, 3.3.2.5, 4.4.2.7, 6.3.4.6,
Social components, 1.3.5.2, 1.4.2.3, 3.2.4.1, 9 8.9.6.1
Social media, 1.4.2.3, 3.3.2, 8.4.7, 8.5.9.2, Twitter “tailored audiences”, 2.5.2.3
8.8.1.10, 8.8.1.13, 8.9.6, 9, 9.5.2 Twitter feud, 3.3.2.5
Social media advertising, 3.3.5.4 Two-way communication, 1.3.3, 3.1.2, 3.3.1.1,
Social media campaign, 2.3.2.3, 3.3.2.2 3.3.2.1, 3.3.3.2, 7.16.2.4
social media follower base, 8.8.1.4, 3.3.2.5,
3.3.4.2 U
Social media in politics, 6.3, 6.3.4.1, 6.3.5 Unique Selling Proposition (USP), 3.2.2.2
Social media influencer, 2.5.1.1, 6.3.4.1, 6.3.5,
8.7.4.4 V
Social Media Press Release (SMPR), 1.3.1, Vision, 2.1.2.1, 4.4.6.3, 7.16.2.6, 8.1.4, 8.1.3.3,
1.3.1.7, 2.9.6, 3.3.3, 3.2.4.2, 8.8.1.10 8.4.2, 8.10.5.2
Social Responsibility (CSR), 1.4.2.3 Visual communication, 1.4.2.2
Societal changes, 1.4.2.3 Voluntary communication, 1.4
Socio-political analysis, 2.1.1, 2.1.1.2
Spamming, 4.4.3, 7.16.6.3 W
Speaker management and training, 2.8.1.2, Web cards, 8.4.7.9
3.2.4.2, 3.2.9, 7.11.3.3 Websites, 1.3, 3.3.1.3, 8.4.7.9, 8.8.1.9,
Speechwriting, 1.2, 2.8.1.2, 3.2.9, 3.3.6.3, 8.10.6.1, 9.5.2
7.11.3.3 Website traffic, 3.3.1.4, 8.8.1.9
Index 677
Webtraffic drivers, 3.3.1.4 Y

White paper, 3.2.8.2 Y-generation, 2.5.1.2
Word-of-mouth, 8.4.7.9
Z
X Z-generation, 2.5.1.2
X-generation, 2.5.1.2 Zeitgeist, 2.1.2.2

Rudolf Beger - Present-Day Corporate Communication-Springer Singapore (2018) PDF

Загружено:

Сведения о документе

Оригинальное название

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

Rudolf Beger - Present-Day Corporate Communication-Springer Singapore (2018) PDF

Загружено:

Авторское право:

Доступные форматы

ISBN 978-981-13-0401-9 ISBN 978-981-13-0402-6 (eBook)

© Springer Nature Singapore Pte Ltd. 2018

Printed on acid-free paper

1 Introduction and Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

2.4 “Brainstorming” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119

3.2 Media Attention . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 183

4.5 Success Control . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 396

7.10.4 Rules of the Game . . . . . . . . . . . . . . . . . . . . . . . . . . 433

7.16 Scenario 5: Terror Attack . . . . . . . . . . . . . . . . . . . . . . . . . . . . 479

8.5.3 Character of Associations’ Communication

9 Communication for Non-proﬁt Organisations . . . . . . . . . . . . . . . . . 637

In this book, the term “COMMUNICATION” (singular) is used instead of

1.1 Corporate Communication Versus Public Relations

EXAMPLE: Journalism is clearly a communication discipline; and it is,

• SECOND, in the author’s view, the term “Public Relations (PR)“ is an

© Springer Nature Singapore Pte Ltd. 2018 1

It euphemistically assumes in general that Corporate Communication activities

1.2 Corporate Communication Image and Positioning

Communication is generally dealing with intangible goods and a numerical evi-

1.3 Important Communication Principles

1.3.1 Integrated Communication (Read Sect. 7.17.4.3)

Integrated Corporate Communication is a concept under which it is ensured that

Across the Board Harmonisation

HORIZONTAL integrated Corporate Communication covers the whole commu-

Central Company Data Room

In the VERTICAL integration model, Corporate Communication and other func-

INTERNAL integrated Corporate Communication presupposes in the company the

Multidisciplinary Internal Communication

Internal communication is multidisciplinary in nature:

When integrated, internal communication can develop to an important strategic

Alternatives Resulting from Technology Change

With the dramatic changes in communication technologies and habits in recent

This leads to two alternative options for company managements:

(two-way) character of the communication. Some smart companies have already

EXAMPLE: The Dutch insurance, pensions and asset management company

EXTERNAL integrated Corporate Communication requires all internal corporate

The BENEFITS of integrated Corporate Communications are:

BARRIERS to integrated Corporate Communication are “functional silos” and “turf

EXAMPLE: In a big multinational company’s regional headquarters, the

In case barriers to integrated Corporate Communication exist, the following

BACKGROUND: *“Kaizen” is a long-term (Japanese-inspired) approach to

• Top management can be easier convinced about the beneﬁts of an integrated

Social Media Press Release (SMPR)

• Integrated Corporate Communication should be put on the agenda for man-

1.3.2 New Generation Communication

1.3.2.1 Communication Mix

Today, Corporate Communication is a cross-platform bunch of communication

1.3.2.2 Combination of Online and Traditional Media

EXAMPLE: The influence of fashion bloggers has been skyrocketing, and it

However, conventional media relations (read Chap. 3) are not to be totally

Gaining media coverage in conventional print publications is still important and

EXAMPLE: BuzzFeed (https://www.buzzfeed.com/news) is an US internet

1.3.2.3 New Reading Habits

Changing Nature of Publications

Less Parental Guidance

EXAMPLE: A common sight on public transportation, in malls, in pizza

QUOTE: A US-student’s statement: “Books smell like old people”.

Shorter Attention Span

*DEFINITION: Attention span is deﬁned as the amount of concentrated time

This phenomenon has consequences for all messages developed by Corporate

EXAMPLE: NATO, the Trans-Atlantic military alliance, has come up with a

1.3.2.4 Effectiveness of Communication