UNIT

06 Corporate Communications

Names of Sub-Units

Introduction, Strategies (Lobbying), Contemporary Practices

Overview

The unit begins by introducing the concept of corporate communications. Further, it discusses the
strategies (lobbying) involved in it. It also elaborates upon the contemporary practices in corporate
communication.

Learning Objectives

In this unit, you will learn to:

 State the concept of corporate communications
 Discuss the strategies (lobbying)
 Explain the contemporary practices

Learning Outcomes

At the end of this unit, you would:

 Define the concept of corporate communications
 Analyse the strategies (lobbying)
 Elaborate upon the contemporary practices
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Leadership and Communication in Public Policy

Pre-Unit Preparatory Material

 https://www.managementstudyguide.com/what-is-lobbying.htm
 https://www.feedough.com/corporate-communications/

6.1 INTRODUCTION
According to Cornelissen Joep (2008, p.5), one of the most common characteristics of corporate
communication is that it may be complicated. Communication complexity is low in small and medium
businesses, but it can be high in huge enterprises if proper precautions are not followed. “Managing
corporate communication involves a strategy that specifies the broad picture an organisation seeks to
present through thematic messaging to stakeholders,” says Cornelissen J. (2008, p.95).

The way corporations and organisations interact with internal and external audiences is referred to as
“corporate communications.” Typical target audiences include:
 Clients and potential clients
 Workers
 Important stakeholders
 Public opinion and the media
 Other governments and third-party authorities

Depending on the target audience, corporate communications can take many different forms. An
organisation’s communication strategy can comprise of written communication (like internal and
external reports, email, memos, press releases, website text and adverts), verbal communication (like
press conferences, video, interviews and meetings), and visual communication (like infographics,
general branding, illustrations and photographs).

A firm’s perception is formed by establishing a brand identity and sustaining a connection with the
general audience. Corporate communication teams work to improve the company’s image, interact with
internal and external audiences and bridge the gap between employees and management to preserve a
favourable industry reputation.

The communications department is in charge of various tasks, including public relations and internal
communication. Let’s look at the differences and see how they affect the organisation.

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The various types of corporate communications of an organisation are shown below in figure 1:

Media & PR Organising Writing and Monitoring news Communicate

conferences disseminating channels
press releases

Customer Social media

Email Brochures and Innovate
marketing posts
campaigns printed media

Crisis
Press releases and Respond
comms Potential interview
media Discussions with
requirements
government or
regulatory bodies

Internal
Internal Business chat and Engage
comms Corporate email or
publications or meetings
messenger channels
handbooks

Figure 1: The Various Types of Corporate Communications

 Marketing and Customer Communications: In recent years, the barriers between communication
and marketing have blurred, with the two departments frequently collaborating. From emails to
newsletters to website text, the communications department assists in creating marketing assets.
 Public Affairs: The public-facing aspect of communications and its function shapes a company’s
public perception. Companies frequently use press releases, conferences and interviews to get media
attention.
 Internal Communications: Most communications teams will be involved in internal communications
and convey the organisation’s message to external audiences:
 Creating announcement emails and memoranda for corporate news and projects
 Employee resources compilation (such as information about employee benefits)

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Leadership and Communication in Public Policy

 Making printed items like staff handbooks and fliers

 Facilitating staff brainstorming sessions and training sessions in groups
 The management manages internal blogs, newsletters and other publications
 External Communications: External communication focuses on the company’s branding and
communicating with the public. In today’s world, the press and social media are used to spread the
company’s message. External communication examples include:
 Publications
 Press briefings
 Marketing
 Corporate Communications’ Advantages: Rather than attempting to improve merely external
communication, corporate communication attempts and emphasises improving the communication
between the workers and the leadership team of an organisation. The development and maintenance
of the identity and brand of the company is the first objective of a communications team. For
developing good connections with the general public, other organisations and the media, reputation
and perception are very important.
 Crisis Communications: Crisis communication is a sub-specialty of public relations that aims to
protect and defend an individual, corporation or organisation whose reputation is being questioned
in the public eye.
An investigation by a government agency, a criminal charge, a media inquiry, a shareholder lawsuit,
a breach of environmental standards or several other scenarios impacting the entity’s legal, ethical,
or financial status might be the obstacle it faces.
An organisational crisis can be defined as follows: a crisis is a severe disaster that can happen
spontaneously or due to human mistakes, interference, or even malice. It can encompass concrete
and intangible devastation, such as loss of an organisation’s legitimacy or reputational harm.
The latter might result from management’s reaction to physical destruction or human error.
Generally, a crisis has a major real or projected financial impact on a corporation, impacting various
stakeholders in multiple markets.

6.2 STRATEGIES (LOBBYING)

Strategic media use is critical for persuading policymakers and the general public to support the
organisation. Traditional media such as television, radio, newspapers and emerging media such as
Twitter, Facebook and blogging may be helpful tools to develop awareness about the organisation.

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The corporate communication strategy is shown below in figure 2:

01 02
Analyse the internal Identify strategic
environment stakeholders and publics

03 04
Identify the
Identify and describe
implications of
key strategic issue
each strategic issue

05 06
Decide on the
Set
corporate communication
communication goals
strategy

07 08
Develop Draft to top
communication policy management

09 10
Conduct an overall Develop a
corporate communication strategic
media analysis communication plan

Figure 2: Corporate Communication Strategy

Lobbying directly appeals to policymakers on a relevant subject in the present political climate. Strategy,
communication and lobbying phenomena are frequently placed on the same connotation level in
everyday and academic debates. This raises the following questions: If we call it “strategy,” what aspects
are related to communication and does lobbying mean strategy communication?

Following are some of the things to keep in mind for lobbying:

Identify the various components of a lobbying strategy

 Establish your goals and objectives
 Find resources
 Identify the opponent
 Set up a support system
 Make your plans

What is your ultimate goal in lobbying?

 Goals of policy:
 Enact new legislation
 Introduce a new policy or revise an existing one

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Leadership and Communication in Public Policy

 Improve an unfavourable measure

 Increase (or decrease) funds for a certain project
 Obtain a vote that may be used in elections
 Movement-building objectives:
 Attract public and media attention to your cause
 Educate individuals about a potential danger
 Activate citizens
 Create a coalition

Think about the odds of success while evaluating lobbying goals

If required, adjust your objectives.

 What measures do you need to do to achieve your goal in the meantime?
 Establishing contacts with policymakers
 Securing minor policy shifts
 Creating an alliance
 What are some acceptable substitutes for the ideal?
 How do you determine what the acceptable and inappropriate policy is?

Know your audience

 Some policymakers will be on your side, while others will be on the fence or uninterested.
 Target the following:
 Those on your side: mobilisation and strategic planning
 People who fall halfway in between persuasion
 Don’t waste time pursuing policymakers who are openly hostile to your viewpoint. If most
policymakers oppose your initiative, you may need to change your objectives

Lobbying tools to help you build your strategy

 If at all feasible, prepare documentation ahead of time:
 When the problem is “hot,” use calls and meetings
 Make calls to reach a large number of people rapidly
 Hold meetings with a smaller group for a greater impact
 Form a supportive coalition or group of policymakers with sign-on letters (1-2 pages).
 These might be sent to the press to announce widespread support.
 Activist lobbying and petitions are effective ways to engage your base, but they take time.

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A successful lobbying approach starts with preparing materials containing specific information
about your lobbying aim. When offering suggestions for a specific law, amendment or policy, be
as explicit as possible. Make a list of the exact words you want policymakers to use. Include your
complete contact information on all items. If you don’t know the answer to a query and it’s not
in any of your documents, tell the target/player you’ll look into it and then provide them with the
information in a letter, email or phone call. Before your meeting, you should prepare the following
documents:
 A one-page synopsis with key talking points:
 Include the most important facts and arguments in support of your stance
 Use straightforward language
 Additional information-containing documents, such as data and personal accounts
 Acceptance letters:
 Indicate the recommendations of signers
 Can employ more complicated language
Staff is frequently better aware of the problem and more willing to attend meetings. If your target
is unavailable, you may usually go into deeper detail with them and typically meet with them.
Policymakers have greater direct power, but they are also busier. Limit these discussions to the most
critical initiatives and invite your most senior employees or coalition partners.
 Listen attentively: It will help you gain favour with the legislator and provide useful information
about the target’s viewpoints and worries.

Discuss with someone and make sure you’re not the only one talking:
 Do some research on your intended audience: Understand your target’s voting record and public
remarks on the topic.
 Prepare a meeting introduction: Make succinct, straightforward sentences to summarise the
facts. Consider how you’ll present your aim. Make your case using ethical reasons, crucial pieces of
information and personal or political appeals. Begin by providing a basic overview of your problem,
including the relevant background information. Remember that you only have a limited time, so be
succinct and to the point.
 Tell your personal stories: Share examples of how your job, life experiences and family have
demonstrated the necessity for policy reform.
 Bring your supplies: Leave any topic-related materials behind. It is considerably less probable that
the individual will remember it if it is not written down. Written documents can also help their team
spread the word about your problem.
 Take notes and express your appreciation: Take notes throughout the meeting to keep a record
of your conversation/exchange so that you may share it with others who are working on this topic
with you. Make sure to follow up with a thank you message that particularly mentions an aspect of
your encounter so that your target remembers you.

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Leadership and Communication in Public Policy

6.3 CONTEMPORARY PRACTICES

Management practice shows the emergence of a new management field, corporate communication,
worldwide. In today’s world, businesses are faced with multilateral expectations from many stakeholders.
Stakeholders seek legitimacy, transparency and efficacy from corporate tactics in the public domain.
It is assumed that strengthening the influence of the corporate communication function within the
organisation is one method to achieve these objectives. Furthermore, each corporation must set itself
apart from the competition and obtain a competitive edge through a distinct corporate image and a
favourable reputation, mostly decided by current corporate communications and strategy.

In the management industry, there is a general perception that in today’s society, the future of any
organisation is highly dependent on how it is seen by important stakeholders such as shareholders and
investors, customers and consumers, workers and members of the community in which it works.

This idea has been reinforced by globalisation, business difficulties and the recent financial crisis.
Many CEOs and top executives of major corporations and multinational corporations today consider
reputation protection “vital” and one of their most significant strategic goals. The goal of corporate
communication practitioners is to establish, maintain and preserve the company’s reputation.

Corporate communication is a collection of actions that include managing and coordinating all internal
and external communication to establish good starting points with the company’s stakeholders.
Corporate communication is the transmission of information through experts and generalists inside a
company to strengthen its capacity to keep its operating license (van Riel and Fombrun, 2007).

In other words, corporate communication may be defined as a management role in charge of managing
and coordinating the work of communication practitioners in several specialty disciplines such as
media relations, public affairs and internal communication.

The following are the three dimensions of overall corporate communication:

1. Primary communication: how products, services, management, employees and business practices
affect communication.
2. Secondary communications: (as opposed to integrated communications) are the outcomes of
regulated types of communications.
3. Tertiary communication: the significance of third-party communication parties like competitor
and media commentary, the media and organised interest commentary.

According to Van Riel, the corporate communication mix consists of management, marketing and
organisational communications. Management communication occurs between an organisation’s
top management and its internal and external audiences. Product advertising, direct mail, personal
selling and sponsorship activities are all marketing communication examples. Public relations,
investor relations, environmental communication, business advertising and employee communications
contribute to organisational communication.

In recent years, the growth of corporate communications and technological advances has resulted in an
increased awareness of the field.

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Companies require a distinct identity in a crowded and competitive environment to gain modest and
long-term rewards. When a firm has a stable and consistent brand, customers stay loyal and feel
protected. Investors feel confident in their investment selection. Employees continue to have faith in
executives’ competence and the organisation’s future.

There are several methods to put corporate communication to work for an organisation. Building
a company’s brand positions them as household or workplace personalities and draws attention.
Branding establishes who a firm is, what it is, what it does, what it sells and what it represents to the
general public.

Corporate communications may pervade many organisations and provide a significant competitive
edge when regarded and managed strategically in today’s turbulent economic world. A well-planned
and managed communication policy is necessary for continued existence. While many companies have
made progress in developing effective corporate communication units that are tightly connected with
their overall strategy, much more work remains.

Corporate communication is no longer only the domain of the public relations department. Today,
everyone within the organisation, from top management to support personnel, may participate actively.
Corporate communication enables the entire staff to contribute to the company’s success in a united
and large way.

Finally, for the business to be sustainable and successful, an effective corporate communication
strategy is critical in addressing the organisation’s communication difficulties. Drawing up a corporate
communication plan may be difficult due to the unpredictable nature of business and the diversity of
stakeholders. No matter how hard a company tries to keep stakeholders informed or active, it may still
lack commitment.

Multinational corporations may not always be able to adjust to all cultural variances while maintaining
consistency in their corporate culture portrayal. Still, they must devise techniques that instil cultural
common ground. Selecting the ideal channels might be tricky at times. Changes in other nations’ laws
and regulations are also unpredictable, as they frequently contradict an organisation’s strategic goals.
These changes might make it difficult to retain its performance culture; as a result, it is confident while
being cautious.

Conclusion 6.4 CONCLUSION

 Communication complexity is low in small and medium businesses, but it can be high in huge
enterprises if proper precautions are not followed.
 Managing corporate communication involves a strategy that specifies the broad picture an
organisation seeks to present through thematic messaging to stakeholders.
 The way corporations and organisations interact with internal and external audiences is referred to
as “corporate communications.”
 Depending on the target audience, corporate communications can take many different forms.
 An organisation’s communication strategy can comprise written communication (like internal and
external reports, email, memos, press releases, website text and adverts), verbal communication (like

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JGI JAIN
DEEMED-TO-BE UNIVERSIT Y
Leadership and Communication in Public Policy

press conferences, video, interviews and meetings) and visual communication (like infographics,
general branding, illustrations and photographs).
 Corporate communication teams work to improve the company’s image, interact with internal
and external audiences and bridge the gap between employees and management to preserve a
favourable industry reputation.
 A firm’s perception is formed by establishing a brand identity and sustaining a connection with the
general audience.
 The communications department is in charge of various tasks, including public relations and
internal communication.
 In recent years, the barriers between communication and marketing have blurred, with the
two departments frequently collaborating. From emails to newsletters to website text, the
communications department assists in creating marketing assets.
 The public-facing aspect of communications and its function shapes a company’s public perception.
Companies frequently use press releases, conferences and interviews to get media attention.
 Most communications teams will be involved in internal communications and convey the
organisation’s message to external audiences.
 External communication focuses on the company’s branding and communication with the public. In
today’s world, the press and social media are used to spread the company’s message.
 For developing good connections with the general public, other organisations and the media,
reputation and perception are very important.
 Rather than attempting to improve merely the external communication, corporate communication
attempts and emphasises improving the communication between the workers and the leadership
team of an organisation.
 Crisis communication is a sub-specialty of public relations that aims to protect and defend an
individual, corporation or organisation whose reputation is being questioned in the public eye.
 Lobbying directly appeals to policymakers on a relevant subject in the present political climate.
 The goal of corporate communication practitioners is to establish, maintain and preserve the
company’s reputation.
 Corporate communication is a collection of actions that include managing and coordinating
all internal and external communication to establish good starting points with the company’s
stakeholders.
 Public relations, investor relations, environmental communication, business advertising and
employee communications contribute to organisational communication.
 Companies require a distinct identity in a crowded and competitive environment to gain modest
and long-term rewards.

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UNIT 06: Corporate Communications JGI JAIN
DEEMED-TO-BE UNIVERSIT Y

 Building a company’s brand positions them as household or workplace personalities and draws
attention.
 Branding establishes who a firm is, what it is, what it does, what it sells and what it represents to
the general public.
 Drawing up a corporate communication plan may be difficult due to the unpredictable nature of
business and the diversity of stakeholders.

6.5 GLOSSARY

 Branding: It refers to the promotion of a specific product or company by using a distinctive design
and advertising
 Lobbying: It refers to the process of seeking to influence someone on an issue
 Communication: It refers to exchanging or imparting information by using writing, speaking or
some other medium
 Reputation: It refers to a widespread belief or opinion regarding something or someone

6.6 CASE STUDY: TESCO’S COMMUNICATION STRATEGY

Case Objective

The purpose of this case study is to highlight the communication strategy that was involved in Tesco’s
growth.

Corporate communications strategy is useful in ascertaining a strong communication media within

the organisation, which results in a smooth flow of the organisation operation. Tesco represents a good
example of an organisation working with the communication strategy in the corporate world. Corporate
branding and corporate communication are not related to each other directly. However, there might be
certain situations within an organisation wherein corporate communication and branding are related.
Corporate branding refers to the process of emphasising any branded services or products for the better
growth of the business. This kind of branding is gaining relevance day by day in the world market. Thus,
there is a relationship between corporate branding and communication.

Tesco is one such organisation where corporate communication and corporate branding can be linked.
Tesco is one of the biggest retail shops in the world. It is a British company which has many branches
in the world. Some of the main areas where it operates are North America, Asia and Europe. However,
Tesco was not very big in the beginning. There was a strategy behind its growth. It sells a large number
of products, a majority of which are branded. It was necessary for the organisation’s growth to have
strong communication with the clients and customers. The retail shop’s branding was not possible in
the absence of a proper communication strategy. The communication strategy may not be successful on
its own unless the branding is not emphasised. Thus, one can observe a link between corporate branding
and communication.

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Questions
1. How is a communications strategy useful?
(Hint: Corporate communications strategy is useful in ascertaining a strong communication media
within the organisation, which results in a smooth flow of the organisation operation.)
2. Explain the corporate strategy of Tesco.
(Hint: It sells a large number of products, a majority of which are branded. It was necessary for the
organisation’s growth to have strong communication with the clients and customers.)

6.7 SELF-ASSESSMENT QUESTIONS

A. Essay Type Questions

1. What are corporate communications?

2. Explain the concept of lobbying.
3. Discuss the contemporary practices in corporate communications.

6.8 ANSWERS AND HINTS FOR SELF-ASSESSMENT QUESTIONS

A. Hints for Essay Type Questions

1. The way corporations and organisations interact with internal and external audiences is referred
to as “corporate communications.” Depending on the target audience, corporate communications
can take many different forms. An organisation’s communication strategy can comprise written
communication (like internal and external reports, email, memos, press releases, website text
and adverts), verbal communication (like press conferences, video, interviews and meetings), and
visual communication (like infographics, general branding, illustrations and photographs). Refer to
Section Introduction
2. Strategic media use is critical for persuading policymakers and the general public to support the
organisation. Traditional media such as television, radio, newspapers and emerging media such as
Twitter, Facebook and blogging may be helpful tools to develop awareness about the organisation.
Refer to Section Strategies (Lobbying)
3. Management practice shows the emergence of a new management field, corporate communication,
worldwide. In today’s world, businesses are faced with multilateral expectations from many
stakeholders. Stakeholders seek legitimacy, transparency and efficacy from corporate tactics in
the public domain. It is assumed that strengthening the influence of the corporate communication
function within the organisation is one method to achieve these objectives. Furthermore, each
corporation must set itself apart from the competition and obtain a competitive edge through
a distinct corporate image and a favourable reputation, mostly decided by current corporate
communications and strategy. Refer to Section Contemporary Practices

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@ 6.9 POST-UNIT READING MATERIAL

 https://www.ijmra.us/project%20doc/2018/IJRSS_NOVEMBER2018/IJMRA-14705.pdf
 https://www.indeed.com/career-advice/career-development/corporate-communications-functions

6.10 TOPICS FOR DISCUSSION FORUMS

 Discuss with your friends the contemporary practices in corporate communications.

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