Business Communication and Strategic Communication Management

Business communication and strategic
communication management
Prof. Dr. Diana Ingenhoff
3rd March 2021

Linking Business and Communication Strategy
UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

Schedule
24.02. Introduction
03.03 Linking Business and Communication Strategy
10.03. Stakeholder Relations, Corporate Identity and (Online) Branding

17.03. Corporate Image, Country Image, Reputation and Trust
24.03. Issues Management
31.03. Crisis Communication

07.04. Easter Break
14.04. Social media and Online-Communication
21.04. Integrated Corporate Communication

GUEST LECTURE: User-oriented Brand Content & impact on Brand image,
28.04.
Dr. Matthias Albisser
05.05. International Corporate Communication Strategies
12.05. Corporate Social Responsibility Communication
19.05. GUEST LECTURE: Corporate Public Diplomacy, Dr. Sarah Marschlich
26.05. Controlling and Evaluation

02.06 Final Session (summary, Discusssion)

2
Presentations list
24.02. Introduction
03.03 Linking Business and Communication Strategy
10.03. Stakeholder Relations, Corporate Identity and (Online) Branding

17.03. Corporate Image, Country Image, Reputation and Trust (Chanel Perruchoud)
24.03. Issues Management (Mélodie Schneider)
31.03. Crisis Communication EXAM 1

07.04. Easter Break
14.04. Social media and Online-Communication (Valerie Fenoarisoa)
21.04. Integrated Corporate Communication (Sarah Kirsch)

GUEST LECTURE: User-oriented Brand Content & impact on Brand image,
28.04.
Dr. Matthias Albisser
05.05. International Corporate Communication Strategies (Fabienne Lomatter)
12.05. Corporate Social Responsibility Communication (Carina Hayoz)
19.05. GUEST LECTURE: Corporate Public Diplomacy, Dr. Sarah Marschlich
26.05. Controlling and Evaluation (Sandra Brunner)

02.06 Final Session EXAM 2

3
Continuous Evaluation
Written Exam 1 + written Exam 2 + Presentation = FINAL GRADE

½+ or
(March, 31st) (June 2nd) (optional)
1/3 + 1/3 + 1/3
Oral Exam (August session 2021)

IF YOU FAIL:
UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff 02/03/2021

4
Example of the week
NewYork Post, 23.02.2021

5
Session Objectives
You will learn more about:
§ The link between business and communication strategies
§ The contribution of communication to value-based management
§ Communication strategies to enhance legitimation in society
§ Differing strategic and operational communication management
§ The basic steps and components of the communication management

process

6
Agenda
> Recap
> Corporate and strategic communication
> Communication and strategic management
> Value-based management
> Objectives: Profitability and legitimacy
> Corporate communication strategy process
> Linking business and communication strategy
> Planning the communication management process
> Become the Master of StratComm! KAHOOT!

7
Agenda
> Recap

> Communication management
> Become the Master of StratComm! KAHOOT

8
Please register on miro.com

9
è https://www.communicationmonitor.eu/
è One of the largest transnational study on
strategic communication worldwide,
conducted annually since 2007
è But: self-selection bias, not representative,
few respondents per country
UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff 20.02.2019

10
General Issues in PR

11
Communication channels

12
Digital Challenges

13
Ethical issues related to digital communication

14
Agenda
> Recap


15
Why bother? The role of corporate communication
§ Market- and environment-based drivers
§ Communication-based drivers
§ Organization-based drivers
(Frandsen & Johansen, 2018)

16
Why bother? The role of corporate communication
to achieve business objectives
Communi- Knowledge & Trust & Business

Support
cation understanding acceptance objectives
• Vision and • Positive • Relationship through • Profit

mission associations building • Money • Intangible
• Coherent, • Positive image • Positive • Commitment assets:
convincing • Understanding judgment reputation,
presentation • Infrastructure trust
• Good
• Engagement
• Co-creation feeling • Create
of meaning • Willingness • Advocacy legitimacy
to rely • ... • ...

17
Communication management
§ Corporate communication management is “any type of

communication activity undertaken by an organization to inform,
persuade or otherwise relate to individuals and groups in its
outside environment” (Cornelissen, 2014: 18).
VS
§ Strategic communication management:
Ø is a process that tries to manage the communication of
strategic significance with regard to an organization
Ø derives from general strategic management
Ø deals with communication activities and resources (Zerfass et al.,
2018: 497).

18
Communication & Management
§ Difference between strategic communication and strategic
communication management (SCM)
Activist
SCM C
SCM B Competitor
SCM
A
Focal
entity
D
Threshold level: strategic communication for focal entity (Zerfass et al., 2018)

19
Corporate communications
and its distinct component spheres
INTERNAL COMMUNICATION
Objective: joint production; based on division of labour
Communication: shapes organizational constitution and
substantiates unspecified contractual arrangements
Corporate Strategy
MARKETING COMMUNICATION PUBLIC RELATIONS

Objective: selling and buying product, Objective: legitimization and securing
services, and resources room for manoeuvre
Communication: aims at Communication:
initiating or impeding cultivates social and
economic contracts political relationships
(Zerfass, 2008)
20
The Strategic Process
§ Three distinct phases:
Ø Strategy formulation and revision

à communicative intervention
Ø Strategy presentation
à e.g. in annual reports or on corporate website
Ø Strategy execution, implementation, and operationalization

à resources allocation
à supported by communication
(Zerfass et al., 2018)

21
Strategic process:
Deliberate and Emergent Strategies
Strategies as “patterns in a stream of decisions”
INTENDED
STRATEGY
Deli
bera
te stra
tegy
Unrealised REALISED
strategy STRATEGY
Emergent
strategy
Issues
Management
& Monitoring
(Mintzberg & Waters, 1985)

22
An Example: From FaceMash to Facebook
2.8 billion monthly active users

on Facebook on average (Fourth
quarter of 2020)

23
Value-Based Management
Main task:
increasing the value
of the company
Shareholder value Stakeholder value

i.e. market value of stock i.e. legitimation in society
(Zerfaß, 2008: 67)

24
Objectives: Profitability & Legitimacy
Profitability Legitimacy
Building up economic Generating social

potentials Reputation potential
Strategic
Management Trust
Building up immaterial Corporate brands Credibility
capital
Corporate
Strategy
Operational Lobbying
Management Product PR/ Publicity
Corporate responsibility
Supporting the
production of goods
and services Realizing commercial success Implementing social activities
Safeguarding competitive Securing the license to operate

advantages, profitability
and cash flow (Zerfaß, 2008: 68)

25
Contribution of Communication
to Value-Creation
Market-based view Resource-based view
supporting the ongoing provision of building up immaterial assets such as

goods or services reputation and brands
• success • long-term potentials of success
• focus on profitability • focus on legitimacy
(Zerfaß, 2008: 69f.)

26
Ongoing Performance vs. Intangible Assets
Market-based view Resource-based view
(Sass & Zerfass, 2008)

27
Strategic Communication
Communication
strategy
Legitimacy Profitability
Identity Brand
Image
Reputation

28
Agenda


29
Role of Communication (II)
Corporate strategy translating
Communication strategy
informing
à Communication strategy (corporate communication) bears a tight

relation to corporate strategy
à Communication must reflect company’s strategy, values, culture,
mission, vision, … (Cornelissen, 2014: 93)

30
UBS Tax Evasion Scandal
Finews.com

31
UBS – Corporate Strategy

32
UBS: Communication Strategy
Bloomberg
, 21.02.201
9

33
UBS Tax Evasion Scandal: Mass Media
Finews.com
34
UBS Tax Evasion Scandal: Social Media

35
Strategic and Operational Management
Corporate Communication Communication

Strategy Strategy Instruments
Messaging (Outbound)
Financial
Investor relations
Assessing (Intangbile Assets Reports) Media relations
Evaluating (Measurement Methods)

Implementing (Scorecards) &
Online
Steering (Scorecards) &
Markets Market communication

communication
Corporate
media
Public Events and personal

Processes relations communication
Monitoring (Inbound)
Issues management
Potentials Internal
communication Reputation and brand
measurement
Process Management / Budgeting & Human Resource Management / Leadership

36
Breakout session:
Please work in groups…
How do you evaluate the following companies?

- Write down adjectives, which you relate to the company.
- Which associations do you have spontaneously when thinking
about these companies?
Group 1 & 2 Group 3 & 4 Group 5 & 6

Krisenkommunikation, Issues & Reputation Management 37
Image: Unsere Vorstellungsbilder

Our images:

Our images:

Breakout session:
Group 1 & 2:
(1) You are the head of communications at Läderach: Would a
cooperation with Swiss be a good idea - in the form of a praline box on
board? Discuss the advantages and risks with regard to identity.
Group 3 & 4
(2) You are the head of communications at Swiss:
Would you consider cooperating with Läderach
(praline box)? (3) Is it possible to cooperate with
Coca-Cola Switzerland (free can on board)?
Discuss the advantages and risks with reference to
identity.
Group 5 & 6
You are the head of communications at Coca-Cola Switzerland:
Does a cooperation with Swiss (beverage on board) or with Läderach
(beverages in stores) suggest itself? Discuss the advantages and risks with
reference to identity.

Your recommendations:

Your recommendations

www.zentralplus.ch
29.01.2020
https://www.suedostschw
eiz.ch/ 20.01.2020

Zehn Jahre lang war der Schokoladenhersteller Läderach bei
der Swiss an Bord präsent. Zuletzt mit einer kleinen Praliné-
Box, die als Zeichen der Aufmerksamkeit an einzelne
Passagiere abgegeben wurde. Die Swiss bestätigt nun, dass die
Zusammenarbeit im November beendet wurde. Die Praliné-
Box sei aber noch bis Mitte April Teil des Swiss-Bordprodukts. Swissinfo, 30.01.2021
www.beobachter.ch
29.01.2020
UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff tagesanzeiger.ch / 30.01.2020

Thank you for your attention!
Next session on 10th of March:

Stakeholder Relations, Corporate Identity and
(Online) Branding
Please prepare:
• Baldus et al. (2015);
• Cornelissen (2014);
• Lawrence & Weber (2017).

46
Literature
n Aaker, D.A.; Joachimsthaler, E. (2009): Brand Leadership. New York.
n Aaker, D.A. (2011): Strategic market management. 9th ed. Hoboken.
n Aaker, D.A. (2008): Strategic market management. 8th ed. Hoboken.
n Aaker, Jennifer (1997): Dimensions of Brand Personality. In: Journal of Marketing Research, Vol. 34, No. 3, p.
347-356.
n Argenti, Paul A.; Howell, Robert A.; Beck, Karen A. (2005): The Strategic Communication Imperative. In:
MITSloan Management Review, Vol. 46, No. 3, p. 83-89.
n Balmer, John M.T. (1995): Corporate branding and connoisseurship. In: Journal of General Management, Vol. 21
No. 1, pp. 22-46.
n Balmer, John M.T. (2001): Corporate identity, corporate branding and corporate marketing. Seeing through the
fog. In: European Journal of Marketing, Vol. 35, No. 3, p. 248-291.
n Barnett, M.L.; Jermier, J.M.; Lafferty, B.A. (2006): Corporate reputation: the definitional landscape. In: Corporate
Reputation Review, Vol. 9, p. 69-92.
n Birkigt, K.; Stadler, M. (1986): Corporate Identity: Grundlagen, Funktionen und Beispielen. Landsberg am Lech.
n Bronn, Peggy Simcic (2002): Corporate Communication and the Corporate Brand. In: Bronn, P.S.; Wiig, R. (ed.):
Corporate Communication. A Strategic Approach to Building Reputation. Oslo.
n Chandler, A. D. (1963): Strategy and Structure: Chapters in the History of American Enterprise. Cambridge.
n Chun, R.; Davies G. (2001): E-Reputation: the role of mission and vision statements in positioning strategy. In:
Brand Management, Vol. 8, p. 315-333.
n Collins, J.C.; Porras, J.I. (1997): Built to Last: Successful Habits of Visionary Companies. New York.
n Cornelissen, Joep (2014): Corporate Communication. A Guide to Theory and Practice. Thousand Oaks.
n Esch, Franz-Rudolf (2012): Strategie und Technik der Markenführung. 7th ed. München.
n Frandsen, F.; Johansen, W. (2018): Corporate Communication. In: International Encyclopedia of Strategic
Communication. Preliminary Version.
n Fombrun, C. (1996), Reputation Realising Value from the Corporate Image. Boston.
n Groenewald, J.M. (1998): ‘n Konseptualisering van kommunikasie-bestuursopleiding. In: Communicare, Vol. 17,
No. 2, p. 42.
47
Literature
n Grunig, James E.; Repper, Fred C. (1992): Strategic Management, Publics and Issues. In: Grunig, James E.
(ed.): Excellence in Public Relations and Communication Management. Hillsdale, p. 117-158.
n Grünig, Rudolf; Kühn, Richard (2009): Methodik der strategischen Planung. 5th ed. Bern.
n Hatch, Mary Jo; Schultz, Majken (2001): Are the Strategic Stars Aligned for Your Corporate Brand? In:
Harvard Business Review, February 2001, p. 129-134.
n Ingenhoff, Diana, Fuhrer, Tanja (2010): Positioning and differentiation by using brand personality attributes:
do mission and vision statements contribute to building a unique corporate identity? In: Corporate
Communications. An International Journal, Vol. 15, No. 1, p. 83-101.
n Interbrand (2012): Best Global Brands 2012. URL: http://www.interbrand.com/de/best-global-
brands/2012/Best-Global-Brands-2012-Brand-View.aspx, 3.1.2013.
n Johnson, Gerry; Whittington, Richard; Scholes, Kevan (2011): Exploring strategy. 9th ed., Essex.
n Jones, Richard (2010): Corporate branding: the role of vision in implementing the corporate brand. In:
Innovative Marketing, Vol. 6, No. 1, p. 44-57.
n Laforet, S.; Saunders, J. (1994): Managing Brand Portfolios: How the Leaders Do It. In: Journal of
Advertising Research, Vol. 34, No. 5, p. 64-76.
n Laforet, S.; Saunders, J. (2007): How Brand Portfolios Have Changed: A Study of Grocery Supplier Brands
from 1994 to 2004. In: Journal of Marketing Management, Vol. 23, No. 1-2, p. 39-58.
n Leuthesser, Lance; Kohli, Chiranjeev (1999): Corporate Identity: The Role of Mission Statements. In:
Business Horizons, May-June 1997, p. 59-66.
n Maathuis, O; van Bruggen, G (1998): Using the corporate brand to communicate identity: the value of
corporate association to customers. Paper presented at the Corporate Reputation, Image and
Competitiveness Conference, Amsterdam.
n Mintzberg, Henry (2007): Tracking strategy: Toward a General Theory. Oxford.
n Olins, W. (1989), Corporate Identity: Making Business Strategy Visible through Design. London.
n Porter, Michael E. (1985): Competitive Advantage. New York.
n Porter, Michael E. (1996): What is strategy? In: Harvard Business Review, November-December, p. 61-78.

48
Literature
n Rota, F.P.; Fuchs, W. (2007): Lexikon Public Relations. München.
n Schwaiger, M. (2004): Components and parameters of corporate reputation – an empirical study. In:
Schmalenbach Business Review, Vol. 56, No. 1, p. 46-71.
n Steyn, Benita (2002): From ‘Strategy’ To ‘Corporate Communication Strategy’: A Conceptualisation. Paper
delivered at the 9th International Public Relations Research Symposium, Lake Bled, Slovenia.
n Steyn, Benita (2009): The Strategic Role of Public Relations Is Strategic Reflection: A South African
Research Stream. In: American Behavioral Scientist. Vol. 53, No. 4, p. 516-532.
n Steyn, B.; Bütschi, G. (2003): Reflective PR: A commentary on conceptual and empirical similarities and
differences between SA roles research and European reflective research. Paper presented at the 10th
International Public Relations Research Symposium, Lake Bled, Slovenia.
n Tibbie, Steve. (1997): Developing communications strategy. In: Journal of Communication Management. Vol.
1, No. 4, p. 356-361.
n Van Riel, Cees B.M.; Balmer, John M.T. (1997): Corporate identity: the concept, its measurement and
management. In: European Journal of Marketing, Vol. 31, No. 5, p. 340-355.
n Van Riel, Cees B.M.; van Bruggen, G.H. (2002): Incorporating business unit manager‘s perspectives in
corporate branding strategy decision making. In: Corporate Reputation Review, Vol. 5, No. 2, p. 241-251.
n Van Riel, Cees B.M.; Fombrun, Charles J. (2007): Essentials of Corporate Communication. Implementing
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BledCom International Public Relations Research Symposium, Lake Bled, Slovenia.
n Wood, E. (2017). Corporate Communication. In R. Tench & L. Yeomans (Eds.), Exploring Public Relations
(4th ed., pp. 492-509). Harlow: Pearson.
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49

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Business communication and strategic

Prof. Dr. Diana Ingenhoff

3rd March 2021

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

03.03 Linking Business and Communication Strategy

10.03. Stakeholder Relations, Corporate Identity and (Online) Branding

24.03. Issues Management

31.03. Crisis Communication

14.04. Social media and Online-Communication

21.04. Integrated Corporate Communication

19.05. GUEST LECTURE: Corporate Public Diplomacy, Dr. Sarah Marschlich

26.05. Controlling and Evaluation

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

03.03 Linking Business and Communication Strategy

10.03. Stakeholder Relations, Corporate Identity and (Online) Branding

24.03. Issues Management (Mélodie Schneider)

31.03. Crisis Communication EXAM 1

14.04. Social media and Online-Communication (Valerie Fenoarisoa)

21.04. Integrated Corporate Communication (Sarah Kirsch)

19.05. GUEST LECTURE: Corporate Public Diplomacy, Dr. Sarah Marschlich

26.05. Controlling and Evaluation (Sandra Brunner)

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

Written Exam 1 + written Exam 2 + Presentation = FINAL GRADE

Oral Exam (August session 2021)

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff 02/03/2021

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

You will learn more about:

§ The link between business and communication strategies

§ The contribution of communication to value-based management

§ Communication strategies to enhance legitimation in society

§ Differing strategic and operational communication management

§ The basic steps and components of the communication management

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

> Corporate and strategic communication

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff 02/03/2021

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff 20.02.2019

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff 20.02.2019

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff 20.02.2019

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

> Corporate and strategic communication

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

§ Market- and environment-based drivers

(Frandsen & Johansen, 2018)

Communi- Knowledge & Trust & Business

• Vision and • Positive • Relationship through • Profit

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

§ Corporate communication management is “any type of

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

MARKETING COMMUNICATION PUBLIC RELATIONS

§ Three distinct phases:

Ø Strategy formulation and revision

Ø Strategy execution, implementation, and operationalization

(Zerfass et al., 2018)

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

2.8 billion monthly active users

UNIVERSITY OF FRIBOURG | Prof. Dr. Diana Ingenhoff

Shareholder value Stakeholder value