short"
Period of time"
Issue Curve"
conscious"
unconscious"
Decision"
long" term"
Publics"
long"
forecast"
media systems"
Image"
media institutions"
media effects"
Sucess"
Involvement"
short term"
Sales"
Prot"
media statements"
Legal"
media actors"
Environment"
External Stakeholder"
Court"
Gatekeeper"
Individual Stakeholder"
Environmental Organisations"
Needs"
Media"
News values" Recentness" Proximity" Importness" Big names" Oddity" Controversity" Etc."
Interests" Values"
Social"
NGOs"
Technology"
Organisations"
Politics"
Mindset"
Milieus"
Government"
Scientic Institutions"
Economics"
Behaviour"
Shareholder"
Competitors"
Alliances"
Partners"
Description"
Target Groups"
Communication" Controlling"
AGENCIES"
Network Analysis"
Expectations"
Types
Roles
Networks"
Characteristics
Tru st"
Input"
"
Competitive Advantage"
"
Public Relations
Stability"
Channels"
Dialogue" Behavior"
Organization" Media"
Stakeholder"
Org"
Marketing"
Solutions"
Extroversion" Neuroticism"
time"
budget"
Power balance"
increase in turnover"
Agenda Setting"
Ressources"
Issue Management"
Ideas"
Positioning"
Measure"
" Arguments Archetypes " " " Structure" " & Elements" Messages "
Campaign"
Brand(s)"
Integration"
Performance Indicators"
Planning" Positioning"
Storytelling
Institutional Identity"
Core Story
Inside"
Vision
Leitbild "
Mission Values
Middle" Line"
CP"
CB"
CC" CI
CD"
Effekt Level"
Ethics
Strategic Aims"
Sales
USP
Present
Future
Outow"
Core Assets"
Output"
Segmentation"
Structure
Outcome"
Competences"
Forms
Agency"
Listening"
Internal Communication"
Refreeze"
Preface
Making
communica6ons
theories
applicable
Theore6cal
approaches
to
corporate
communica6ons
are
versa6le
the
eld
appears
to
be
divided
into
dierent
schools,
perspec6ves
and
language
areas.
Aim
of
this
map
is
to
ll
a
gap.
In
a
6me
in
which
in
corporate
communica6ons
key
words
and
new
terms().are
almost
ina6onary
circulated
(Mast,
2010)
the
following
work
is
an
aMempt
to
organize
the
Babylonian
jumble
of
terms
within
the
eld
of
corporate
communica6on
by
crea6ng
a
visual
summary,
a
corporate
communica6on
framework.
It
provides
an
overview
and
contextualizes
theories
in
rela6on
to
another.
This
corporate
communica6on
map
is
an
aMempt
to
provide
a
comprehensive
overview
and
is
navigable
via
mouse
clicks
in
the
pdf.
The
models
and
sources
are
embedded
in
the
document
and
lead
via
links
to
further
informa6on
on
the
internet.
However,
it
remains
a
living
document
and
open
invita6on
for
further
dialogue
and
delibera6on.
Therefore,
it
neither
claims
to
be
complete
nor
nal.
It
is
designed
to
be
a
constantly
developing
communica6on
overview.
The
Corporate
Communica6on
Map
(CCM)
should
be
seen
as
a
naviga6on
tool
for
those,
who
already
work
in
the
area
of
corporate
communica6ons
or
aspire
to
do
so
in
future
a
visual
toolbox
for
the
counseling
prac6ce.
The
present
version
of
the
map
is
the
result
of
an
experiment
conducted
during
the
winter
semester
2012/2013
of
the
Master
of
Arts
in
Business
Communica6ons
Management
program
of
Hochschule
fr
Technik
und
WirtschaY
(University
of
Applied
Sciences)
in
Berlin.
The
idea
and
prototype
of
the
map
were
developed
by
Lars
M.
Heitmller
MA
PR
Int.,
MBA,
Head
of
Business
Development
at
scherAppelt
AG,
who
taught
the
course.
The
following
Master
students
contributed
to
the
composi6on
of
the
Corporate
Communica6on
Map:
Robin
Ahle,
Robert
Deutsch,
Pamela
Hnniger,
Tobias
Raspe,
Chris6an
Rietz,
Elena
Starmhler,
Sebas6an
Schellenberger,
Daniela
Voigt-Schmidt
and
Bianca
Weyer.
Special
thanks
goes
to
Lars
Fischer,
Silvia
Grtz,
Prof.
Dr.
Dr.
habil.
Claudia
Mast,
Prof.
Dr.
Miriam
Meckel,
Prof.
Dr.
Stefanie
Molthagen- Schnring,
Prof.
Danny
Moss
and
Alexander
Schaper
for
their
advice
and
support.
This
map
is
meant
to
be
the
start
of
a
dialogue
not
its
end.
We
are
curious
to
get
your
feedback!
Please
send
it
to:
CCM@LMH.de
or
visit
the
projects
website
hMp://CCM.LMH.info
Thank
you
in
advance.
March, 2013
Lars M. Heitmller et al. (2013), Corporate Communica6on Map, Version Pre-Beta 1.0
Publics"
"
Inside"
Institution"
Publics"
Media"
Networks" Channels"
Internal Communication"
"
Inside"
Institution"
Issue Curve"
short"
Publics"
long"
Effect"
Media"
Inside"
Agency"
Networks" Channels"
"
Institution"
Issue Curve"
short"
Publics"
long"
Effect"
Media"
Inside"
Agency"
Networks" Channels"
"
Structure" Identity"
Institution"
Issue Curve"
short"
Publics"
long"
Effect"
Media"
Dialogue"
Ressources"
Individual employee"
Roles"
"
Inside"
Structure" Identity"
Institution"
Brands"
"
"
Change"
Agency"
Networks"
Public Relations"
Channels"
Behavior"
Marketing"
Issue Curve"
short"
Publics"
long"
Effect"
Media"
Extroversion"
Ressources"
Brand(s)"
Agenda Setting" Issue Management" " Arguments Archetypes " " " Structure" " & Elements" Messages "
Dialogue"
time"
Power balance"
Institutional Identity"
Strategic Apex" CEO"
Corporate History"
"
Institution"
Storytelling
Roles"
Ideas"
Positioning"
Campaign"
Measure"
Core Story
Inside"
Mission Values
Middle" Line"
CB"
CP"
CD"
CC" CI
USP
Ethics
Agency"
Networks"
Public Relations
Stability"
Operating Core"
t" por Sup aff" St
Tactical Aims" Time Horizon"
Channels"
Behavior"
Listening"
Marketing"
increase in turnover" Product" Promotion" Price" Place" " Personnel" Process" Physical"
Planning" Positioning"
Integration"
Issue Curve"
short"
Publics"
long"
Effect"
Legal" Environment"
Environmental Organisations" Court"
External Stakeholder"
Individual Stakeholder"
Social" Technology"
Scientic Institutions" Organisations"
NGOs"
Politics"
Government"
Milieus"
Media"
Economics"
Shareholder" Competitors"
Alliances"
Partners"
Target Groups"
Network Analysis"
Forms Types Structure Roles Characteristics
Networks"
Public Relations
Personaliy traits individual employee"
Channels"
Power balance"
Marketing"
increase in turnover" Product" Promotion" Price" Place" " Personnel" Process" Physical"
Extroversion"
Ressources"
Brand(s)"
Agenda Setting" Issue Management" " Arguments Archetypes " " " Structure" " & Elements" Messages "
Dialogue"
time"
Campaign"
Ideas"
Positioning"
Measure"
Planning" Positioning"
Integration"
Storytelling
Roles"
Institutional Identity"
"
Institution"
Core Story
Inside"
Mission Values
Middle" Line"
CB"
CP"
CD"
Ethics
CC" CI
Tactical Aims"
Operating Core"
Time Horizon"
Strategic Aims"
Sales
USP
Past
Present
Future
Agency"
Behavior"
Listening"
Crisis Prevention" Axioms" Stabilities" Trends" Styles" Public Agenda" Frame "
short"
Publics"
long"
forecast"
Effect"
Environment"
Environmental Organisations"
External Stakeholder"
Individual Stakeholder"
Social" Technology"
Scientic Institutions" Organisations"
NGOs"
Politics"
Government"
Milieus"
Media"
Economics"
Shareholder" Competitors"
Alliances"
Partners"
Target Groups"
Network Analysis"
Forms Types Structure Roles Characteristics
Networks"
Tru st"
Public Relations
Power balance"
Stability" Agenda Setting" Issue Management" " Arguments Archetypes " " " Structure" " & Elements" Messages "
Channels"
Dialogue" Behavior"
Listening"
Marketing"
increase in turnover" Product" Promotion" Price" Place" " Personnel" Process" Physical"
Extroversion"
Ressources"
time" budget"
Brand(s)"
Campaign"
"
Ideas"
Positioning"
Measure"
Planning" Positioning"
Integration"
Institutional Identity"
Strategic Apex" CEO"
Corporate History"
Institution"
Core Story
Inside"
Mission Values
Ethics
Middle" Line"
CB"
CP"
Storytelling
CD"
CC" CI
Tactical Aims"
Operating Core"
Time Horizon"
Strategic Aims"
Sales
USP
Past
Present
Future
Agency"
Crisis Prevention" Axioms" Stabilities" Trends" Styles" Public Agenda" Frame "
short"
Publics"
long"
forecast"
Effect"
Environment"
Environmental Organisations"
External Stakeholder"
Individual Stakeholder"
Social" Technology"
Scientic Institutions" Organisations"
NGOs"
Politics"
Government"
Milieus"
Media"
Economics"
Shareholder" Competitors"
Motives for employing agencies" Expectations" AGENCIES" Competences" Core Assets" " " Strategical " Organizational "
Alliances"
Partners"
Target Groups"
Network Analysis"
Forms Types Structure Roles Characteristics
Networks"
Tru st"
Public Relations
Power balance"
Stability" Agenda Setting" Issue Management" " Arguments Archetypes " " " Structure" " & Elements" Messages "
Channels"
Dialogue" Behavior"
Listening"
Marketing"
increase in turnover" Product" Promotion" Price" Place" " Personnel" Process" Physical"
Extroversion"
Ressources"
time" budget"
Brand(s)"
Campaign"
Ideas"
Positioning"
Measure"
Planning" Positioning"
Integration"
Storytelling
Roles"
Institutional Identity"
"
Institution"
Core Story
Inside"
Mission Values
Middle" Line"
CB"
CP"
CD"
Ethics
CC" CI
Tactical Aims"
Operating Core"
Time Horizon"
Strategic Aims"
Sales
USP
Past
Present
Future
Agency"
Crisis Prevention" Axioms" Stabilities" Trends" Styles" Public Agenda" Frame "
Crisis Management" Issue Curve" Situational Publics" conscious" Effect of communication " unconscious" long" term"
short"
Image"
Corporate " Corporate" Imagery" Credit"
Period of time"
Decision"
Publics"
long"
forecast"
Sucess"
Sales" Prot"
Involvement"
perception"
short term"
Environment"
Environmental Organisations"
External Stakeholder"
Individual Stakeholder"
Social" Technology"
Scientic Institutions" Organisations"
NGOs"
Politics"
Government"
Milieus"
Media"
Economics"
Shareholder" Competitors"
Motives for employing agencies" Expectations" AGENCIES" Competences" Core Assets" " " Strategical " Organizational "
Alliances"
Partners"
Target Groups"
Network Analysis"
Forms Types Structure Roles Characteristics
Networks"
Tru st"
Public Relations
Power balance"
Stability" Agenda Setting" Issue Management" " Arguments Archetypes " " " Structure" " & Elements" Messages "
Channels"
Dialogue" Behavior"
Listening"
Marketing"
increase in turnover" Product" Promotion" Price" Place" " Personnel" Process" Physical"
Extroversion"
Ressources"
time" budget"
Brand(s)"
Campaign"
Storytelling
Roles"
Institutional Identity"
Strategic Apex" CEO"
Corporate History"
Institution"
Core Story
Inside"
Mission Values
Middle" Line"
CB"
CP"
CD"
Ethics
CC" CI
Tactical Aims"
Operating Core"
Time Horizon"
Strategic Aims"
Sales
USP
"
Ideas"
Positioning"
Measure"
Planning" Positioning"
Integration"
Past
Present
Future
Agency"
Crisis Prevention" Axioms" Stabilities" Trends" Styles" Public Agenda" Frame "
Crisis Management" Issue Curve" Situational Publics" conscious" Effect of communication " unconscious" long" term"
short"
Image"
Corporate " Corporate" Imagery" Credit"
Period of time"
Decision"
Publics"
long"
forecast"
Sucess"
Sales" Prot"
Involvement"
perception"
short term"
Environment"
Environmental Organisations"
External Stakeholder"
Individual Stakeholder"
Court" Needs" Interests" Values" Mindset" Point of view" Roles" Behaviour" Communication" Controlling"
Social" Technology"
Scientic Institutions" Organisations"
NGOs"
Politics"
Government"
Milieus"
Media"
Economics"
Shareholder" Competitors"
Motives for employing agencies" Expectations" AGENCIES" Competences" Core Assets" " " Strategical " Organizational "
Alliances"
Partners"
Target Groups"
Network Analysis"
Forms Types
Input" Output"
Roles Characteristics
Networks"
Tru st"
Public Relations
Power balance"
Stability" Agenda Setting" Issue Management" " Arguments Archetypes " " " Structure" " & Elements" Messages "
Channels"
Dialogue" Behavior"
Listening"
Organization" Media"
Stakeholder"
Org"
Marketing"
increase in turnover" Product" Promotion" Price" Place" " Personnel" Process" Physical"
Extroversion"
Ressources"
time" budget"
Brand(s)"
Campaign"
Ideas"
Positioning"
Measure"
Integration"
Storytelling
Roles"
Institutional Identity"
Strategic Apex" CEO"
Corporate History"
Core Story
Inside"
Middle" Line"
CB"
CP"
CD"
CC" CI
Operating Core"
Ethics
Strategic Aims"
Sales
USP
Past
Present
Future
Outow"
Structure
Agency"
Internal Communication"
AGENDA
1. 2. 3. 4. 5. 6.
InsStuSons Stakeholder CommunicaSon from a PR & MarkeSng PerspecSve ComunicaSon aims and addiSonal benets of agencies Measurement and evaluaSon of communicaSon AddiSonal content
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
1. InsStuSons
The organisaSonal communicaSon consider communicaSon in context with organisaSonal structures and leadership, management strategies and change processes as well as the corporate basis. The represented models deal with internal and external impacts of an organisaSon in associaSon with its environmental spheres, stakeholders, issues and values. All models serve as a framework for managers and consultants to understand specic processes and to nd soluSons for explicit issues.
StrateSc Apex
ructu
re
Supp ort St
Tech
no St
Middle Line
OperaSng Core
Further informaSon: hip://www.ebbemunk.dk/technostructure/technostructurep3.html Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0 3
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
Liaison
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
InnovaSon Behaviour and Higher-Order Learning OperaSonal Learning, CooperaSons and Performance
AcSon
Corporate Development
Horizontal Integra>on
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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InteracSon Issues
Environmental Spheres
Resources Norms & Values Concerns & Interests Government Public/Media/ NGOs Employees
Processes
Structuring Forces
Modes of Development
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
12
1.4
New
St.
Galler
Model
OperaSng
condiSons
and
added
value
The
new
St.
Gallen
Management
model
by
Ulrich
supports
the
management
by
taking
the
correct
decisions
and
to
lead
the
organisaSon
successful
in
a
globalised
market
It
is
similar
to
a
guidance
for
making
dicult
decisions
It
supports
structured
thinking
It
helps
to
set
prioriSes
The
new
model
is
a
holisSc
view
on
management
processes,
strategies
and
the
organisaSons
culture
as
well
as
its
development
in
associaSon
with
its
environmental
spheres
and
stakeholders
The
New
St.
Gallen
model
puts
more
emphasis
on
the
process
dimensions
and
focuses
on
issues
of
interacSons
(resources,
norms
and
values,
concerns
and
interests)
in
a
new
way
The
model
shows
that
management
is
very
much
about
interpreSng
certain
facts
and
giving
meaning
to
them
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
13
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
14
Corporate CommunicaSon
Corporate Design
Behaviour
Corporate Strategy
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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Mission
Values
- Why does the company exist? - What is the purpose of the company? - How does the company earn money? - What are the losses, if the company does not exist anymore? Ac>on Orienta>on
System of Aims
Strategic System
Measurement System
Daily
Ac>ons
Lars
M.
Heitmller
et
al.
(2013),
Corporate
CommunicaSon
Map,
Version
Pre-Beta
1.0
17
Ac>on Eect
- ... that the company internalises - ... that shape and inuence posiSvely the employees - ... that venture partners can build on
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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Unfreeze
Change
Refreeze
System:: Stable
System:: Unstable
System:: Stable
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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Irrita>on Phase
5 Change Phase
Stabilisa>on Phase
Further informaSon: hip://www.koierinternaSonal.com Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0 22
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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Characteris>c Purpose Nature of communica>on Philosophical worldview Mono/dialogic Example of current prac>ce
Publicity Propaganda One way, truth inessenSal asymmetric monologic Sports, theatre, product promoSon
Public Informa>on DisseminaSon of informaSon One-way, truth important PluralisSc/asymmetrical monologic Government, non-prot associaSons, business
Two-way asymmetric ScienSc persuasion Two-way, imbalanced eects asymmetrical Unbalanced monologic CompeSSve business, agencies
Two-way symmetric Mututal understanding Two-way, balanced eects symmetrical dialogic Regulated business agencies
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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1
Win-Win
Zone
Two-Way Model
Communica>on used to move public, dominant coali>on, or both to acceptable win-win zone
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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Corporate
Corporate Philosophy
C-Imagery
C-Credit
Image
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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K.-M.
(2006):
Das
Unternehmensleitbild
(PDF
Script)
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K.
(2008):
Das
Konzept
Integriertes
Management
(Eights
EdiSon)
Doppler
K.
und
Lauterburg
C.
(2002):
Change
Management
Den
Unternehmenswandel
gestalten
(Tenth
EdiSon)
Dozier,
D.,
Grunig,
L.
A.
&
Grunig,
J.
E.
(1995):
Managers
Guide
to
Excellence
in
Public
RelaSons
(First
EdiSon)
Koier,
J.
P.
(1996):
Leading
Change
(First
EdiSon)
Kunczik,
M.
(2010):
Public
RelaSons
Konzepte
und
Theorien
(Fi}h
EdiSon)
Lies,
J.
Hrsg.
(2008):
Public
RelaSons
Ein
Handbuch
(First
EdiSon)
Melewar,
T.
C.
(2008):
Facets
of
Corporate
IdenSty,
CommunicaSon
and
ReputaSon
(First
EdiSon)
Mintzberg,
H.
(2009):
Managen
(First
EdiSon)
Paum,
D.
&
Linxweiler,
R.
(1998):
Public
RelaSons
der
Unternehmung
(First
EdiSon)
Print
Apelt,
M.
&
Tacke,
V.
(2012):
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OrganisaSonstypen
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Archie,
B.
C.
&
Buchholtz,
A.
K.
(2008):
Business
&
Society
Ethics
and
Stakeholder
Management
(Seventh
EdiSon)
Baldin,
K.-M.
(2006):
Das
Unternehmensleitbild
(PDF
Script)
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D.,
Grunig,
L.
A.
&
Grunig,
J.
E.
(1995):
Managers
Guide
to
Excellence
in
Public
RelaSons
(First
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Flaschak,
M.
(1996):
The
St.
Gallen
Management
Concept
(First
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Kissling,
W.
&
Babel,
F.
(2010)
:
Corporate
IdenSty
Strategie
nachhalSger
Unternehmensfhrung
(First
EdiSon)
Koier,
J.
P.
(1996):
Leading
Change
(First
EdiSon)
Lies,
J.
Hrsg.
(2008):
Public
RelaSons
Ein
Handbuch
(First
EdiSon)
Melewar,
T.
C.
(2008):
Facets
of
Corporate
IdenSty,
CommunicaSon
and
ReputaSon
(First
EdiSon)
Ph.
Petrescu,
R.
D.
(2010):
OrganisaSonal
Change
Process
Steps
to
a
Successful
Change
(PDF:
hip://feaa.ucv.ro/AUCSSE/0038v3-025.pdf)
Regg-Strm,
Johannes
(2004):
Einfhrung
in
die
Managementlehre
(PDF:
hip://www.ing-pk.de/images/Das-neue-St.Galler-Management-Modell.pdf)
Neue
Zrcher
Zeitung
(2004):
Ethisches
von
der
Universitt
St."Gallen
Das
weiterentwickelte
Management-Modell
(PDF:
hip://www.sgbs.ch/sgbs/down_doc/Neues%20SG-Modell.pdf)
Lars
M.
Heitmller
et
al.
(2013),
Corporate
CommunicaSon
Map,
Version
Pre-Beta
1.0
33
Sources
Chapter
1
Web
hip://www.change-management-coach.com/kurt_lewin.html
(Stand:
23.01.2013)
hip://rosariolongo.blogspot.de/2011/05/is-lewins-change-management-model-sSll.html
(Stand:
23.01.2013)
hip://www.lmcuk.com/management-tool/mintzberg-s-ten-management-roles
(Stand:
23.01.2013)
hip://www.provenmodels.com/22
(Stand:
23.01.2013)
hip://www.mindtools.com/pages/arScle/newPPM_94.htm
(Stand:
23.01.2013)
hip://www.scheidtweiler-pr.de/public-relaSons/oeentlichkeitsarbeit/grunighunt/
(Stand:
29.01.2013)
hip://wirtscha}slexikon.gabler.de/DeniSon/corporate-behavior.html
(Stand:
29.01.2013)
hip://wirtscha}slexikon.gabler.de/DeniSon/corporate-design.html
(Stand:
29.01.2013)
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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2.
Stakeholder
A
rst
step
towards
systemaSc
approach
is
the
exact
deniSon
of
those
to
whom
the
organizaSonal
communicaSon
is
directed.
Stakeholders
are
those
people
who
are
aected
by
decisions
of
an
organizaSon
or
are
able
to
inuence
the
acSons
of
the
organizaSon
with
their
own
acSons.
A
widely
used
approach
for
structuring
communicaSon
elds
is
the
division
into
target
groups
as
those
communicaSon
partners
of
an
organizaSon.
There
is
also
the
concept
of
publics,
which
are
composed
of
individuals
or
groups
that
discuss
a
common
issue.
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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Sales markets
Sociiopolitical environment
Organisation
Buying markets
Political environment
Competition
Labor markets
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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low
Lars
M.
Heitmller
et
al.
(2013),
Corporate
CommunicaSon
Map,
Version
Pre-Beta
1.0
40
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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Power
high
Stakeholder
Low
Lars
M.
Heitmller
et
al.
(2013),
Corporate
CommunicaSon
Map,
Version
Pre-Beta
1.0
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Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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SuggesSbility
high
Joker
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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Legi>macy
7. DeniSve stakeholder
6. DiscreSonary stakeholder
3. Demanding stakeholder
6. Dependent stakeholder
Urgency
Lars
M.
Heitmller
et
al.
(2013),
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CommunicaSon
Map,
Version
Pre-Beta
1.0
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2.7
Model
Mitchell,
Agle,
Wood
OperaSng
condiSons
and
added
value
An
analyScal
scheme
to
esSmate
the
relevance
of
stakeholder
groups.
Assesment
is
ensued
by
three
dimensions
at
their
overlappings
Power
LegiSmacy
Urgency
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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2.8 Sinus-Milieus
Quelle: http://www.saatkorn.com/wp-content/uploads/2012/04/sinus-milieus-2012.jpg
50
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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Adventurers
RationalRealists
Open-Minded
Organics
Demanding
Need: to be
Lars
M.
Heitmller
et
al.
(2013),
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Map,
Version
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1.0
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2.9
GfK
Roper
Consumer
Styles
OperaSng
condiSons
and
added
value
InternaSonal
instrument
designed
to
consumer
segmentaSon
Lifestyle
typology
of
GfK
Group
based
on
extensive
consumer
research
enables
targeSng
and
supports
the
MarkeSng
process
Value PosiSoning of brands and companies target group-specic opSmizaSon of communicaSons and media planning
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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2.10 Semiometrie
Cri>cs Very young model Not suitable for the target group deniSon Must be conSnuously adapted
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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Grunig, James/Hunt, Todd (1984): Managing Public Relations. New York. Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0 56
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In the following chapter communicaSon aims and the benets of working with an agency will be described. What are the expectaSons of a client and what exactly are agencies oering? Finally the addiSonal benets besides the usual competencies of an agency are examined.
Source: Gabler Wirtscha}slexikon, Bruhn, M. / Aerni, M. (2008), Integrierte KommunikaSon (1. Auage)
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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Market CommunicaSons
Internal CommunicaSons
Public RelaSons
Stakeholder of an OrganisaSon
Superior
aim:
Homogenous
internal
and
external
communicaSon,
that
imediately
reveals
the
sender
to
the
stakeholder.
Source:
Gabler
Wirtscha}slexikon,
Chart:
replica
by
author
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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Coordina>ng Func>on
Control
Func>on
FormulaSon
of
aims
to
control
communicaSon
acSviSes
Aims facilitate behavioral adjustments among everyone involved (departments, freelancers, agencies etc.)
Source: Bruhn, M. (2007), KommunikaSonspoliSk (4. berarbeitete Auage), Chart: replica by author
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specic
DisSncSve deniSon
measurable
Measuring of aims
accepted
Acceptance by receiver
reasonable
Possibility of realizaSon
Smely
Source: Neubarth, A. (2011), Fhrungskompetenz auauen (2. Auage), Chart: Replica by author
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Eect Level
Economic Aims Psychological Aims (noneconomical) CogniSve Aims ConaSve Aims AecSve Aims
Time Horizon
TacScal Aims
Short-term Aims
Strategic Aims
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Economical Aims
Increase of prot, turnover, sale Increase of market shares Increase of cost eecSveness Monetary parameter
Economical aims as superior aims All means of communicaSon can be discharged from them
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Psycological
Aims
CogniSve
Aims
Rising
of
awareness
level
Increase
of
social
acceptance
CreaSng
preferences
To
disSnguish
from
compeStors
Improvement
/
transfer
/
support
of
image
Transferring
knowledge
about
brands
and
quality
Brand
posiSoning
Stabilizing
of
brand
Increase
of
raSo
of
repeated
purchases
Source:
see
page
87,
chart:
replica
by
author
ConaSve Aims
AecSve Aims
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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all informaSon that are important for the purchase are already known, less interesSng (low involvement) topicality can cause insSncSve purchases topicality as aim towards all-day products
every
informaSon
about
the
communicaSon
object
are
known
and
trivial
link
of
emoSon
dierenSates
from
objects
/
brands
unique
world
of
experience
emoSon
as
aim
in
saturated
markets
(e.
g.
chocolade
or
cigarreie
market)
Source:
Meert,
H.
/
Burmann,
C.
/
Kirchgeorg,
M.
(2012),
MarkeSng
(11.
Auage),
Chart:
replica
by
author
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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TacScal
Aims
Reach
awareness
Transfer
knowledge
about
new
facts
Short-term
aims
Psycological
Aims
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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Strategic Aims
Change of a|tude Change of behavior Social and cultural alteraSon Permanent customer retenSon
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3.3 Agencies
Communica>on CommunicaSon Concepts, Investor RelaSons, MarkeSng, AdverSsing, Brands Concepts Public Rela>ons Agenda Se|ng, Social Networking, Crisis CommunicaSon , Issues Management Design Corporate Design, Web Design, Screen-Design, Layout
Digital Online-MarkeSng, Social Media, eCommerce, Mobile, SEO Event Sponsoring, PromoSon, ExhibiSons, Product PresentaSon
Other elds
Source: Author
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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3.3
MoSves
When
to
entrust
an
agency:
Mo>ves
Market
Changes
changing
market
requirements
increased
compeSSve
pressure
new
trends
/
market
developments
altered
target
group
behavior
intensied
communicaSon
condiSons
E X T E R N
Sources: Giler, A./Klewes, J. (2002), Drama Beratung (1. Auage) / Bruhn, M. / MarSn, S. (2009), Zur Rolle von Agenturen in der Integrierten KommunikaSon in Der Markt - Journal fr MarkeSng, Allguer, J. / Larisch, M. (2011), PR von FinanzorganisaSonen (1. Auage), Chart: replica by author
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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3.3
MoSves
When
to
entrust
an
agency:
Mo>ves
Lacking
ressources
(structure,
technical,
knowledge)
own
capaciSes
are
fully
uSlized
outsourcing
of
tasks
Manpower
+
Sme
Aiming
high
cost
exibility
Aiming
high
sta
exibility
Contacts
/
knowledge
/
experience
increasing
complexity
of
entrepreneurial
tasks
technical
Requirements
Status
social
recogniSon
reputaSon
Entrepreneurial
Anlsse
tacScal
events
(jubilee,
relaunch,
leadership
changes,
expansion)
see
CommunicaSon
Aims
External
Input
lack
of
creaSve
potenSal
fresh
ideas,
new
impulses
entrepreneurial
curiosity
rouSne
Analysis
of
business
processes
+
measures
implementaSon
internal
organisaSonal
blindness
external
perspecSve
I N T E R N
Sources: Giler, A./Klewes, J. (2002), Drama Beratung (1. Auage) / Bruhn, M. / MarSn, S. (2009), Zur Rolle von Agenturen in der Integrierten KommunikaSon in Der Markt - Journal fr MarkeSng, Allguer, J. / Larisch, M. (2011), PR von FinanzorganisaSonen (1. Auage); Chart: replica by author
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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3.3 ExpectaSons
Source: Bruhn, M. / MarSn, S. (2009), Zur Rolle von Agenturen in der Integrierten KommunikaSon in Der Markt - Journal fr MarkeSng, eigene; Chart: replica by author
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Agencies deliver
Brand Strategy
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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Agencies deliver
Brand Strategy
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Personal Level
Company Level
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Sources
Chapter
3
LITERATURE
CORPORATE
COMMUNICATIONS
(SLIDE
4)
Aerni,
Markus
/
Bruhn,
Manfred
(2008):
Integrierte
KommunikaSon,
1.
EdiSon,
Zrich:
Compendio
Bildungsmedien
LITERATURE
COMMUNICATION
AIMS
(SLIDES
6
15):
Bruhn,
Manfred
(2007):
KommunikaSonspoliSk,
4.
revised
ediSon,
Mnchen:
Franz
Vahlen
Bruhn,
Manfred/Esch,
Franz-Rudolf/Langner,
Tobias
(2009):
Handbuch
KommunikaSon,
1.
ediSon,
Wiesbaden:
Gabler
Homburg,
ChrisSan/Krohmer,
Harley
(2009):
MarkeSngmanagement
Strategie,
Instrumente,
Umsetzung,
Unternehmensfhrung,
3.
revised
and
extended
ediSon,
Wiesbaden:
Gabler
Mast,
Claudia
(2008):
UnternehmenskommunikaSon,
3.
revised
and
extended
ediSon,
Stuigart:
Lucius
&
Lucius
Meckel,
Miriam/Beat,
F.
Schmid
(2008):
UnternehmenskommunikaSon
KommunikaSonsmanagement
aus
Sicht
der
Unternehmensfhrung,
2.
ediSon,
Wiesbaden:
Gabler
Meert,
Heribert/Burmann,
Christoph/Kirchgeorg,
Manfred
(2012):
MarkeSng
Grundlagen
marktorienSerter
Unternehmensfhrung,
11.
ediSon,
Wiesbaden:
Gabler
Neubarth,
Achim
(2011):
Fhrungskompetenz
auauen
Wie
Sie
Ressourcen
klug
nutzen
und
Ziele
sSmmig
erreichen,
2.
ediSon,
Wiesbaden:
Gabler
LITERATURE
Allguer,
Jrg
E./Larisch,
Maihias
(2011):
PR
von
FinanzorganisaSonen
Ein
Praxishandbuch
fr
die
externe
und
interne
KommunikaSon,
1.
ediSon,
Wiesbaden:
Gabler
Bruhn,
Manfred/MarSn,
Sieglinde
(2009):
Zur
Rolle
von
Agenturen
in
der
Integrierten
KommunikaSon
Empirische
Befunde
zu
Anforderungen
an
Leistungsfhigkeit,
Zusammenarbeit
und
Umsetzungsbeitrag
von
Agenturen
in
sterreichischen
Grounternehmen
in
Der
Markt
-
Journal
fr
MarkeSng,
Springer-Verlag
Giler,
Alexander/Klewes,
Joachim
(2002):
Drama
Beratung,
1.
ediSon,
Frankfurt
am
Main:
Frankfurter
Allgemeine
Zeitung
Lars
M.
Heitmller
et
al.
(2013),
Corporate
CommunicaSon
Map,
Version
Pre-Beta
1.0
87
Sources
Chapter
3
WEB:
hip://www.existxchange.de/werbung/die-vor-und-nachteile-einer-werbeagentur.html;
Stand:
21.12.2012
hip://wirtscha}slexikon.gabler.de/Archiv/326741/unternehmenskommunikaSon-v5.html;
Stand:
05.11.2012
hip://wirtscha}slexikon.gabler.de/Archiv/54937/kommunikaSon-v6.html;
Stand
05.11.2012
hip://wirtscha}slexikon.gabler.de/Archiv/1446/mehrweriheorie-v6.html;
Stand:
19.12.2012
hip://www.zaw.de/doc/Erwartungen-Berlin-5-04.pdf;
Stand:
19.12.2012
hip://www.bvdw.org/medien/?topic=138&type=&year=&search;
Stand:
05.11.2012
hip://www.gwa.de/agentur-kunde/uebersicht/;
Stand:
05.11.2012
Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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brand ntegrity
POSITIONING
DIFFERENTIATION
3i
BRAND
Kotler,
Kartajaya,
SeSawan,
2010,
p.
55
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Brand Image/Dieren>a>on
Brand Integrity
Aquire consumers mind share with Fullling the promise of idenSty posiSve acts and image Relevant to emoSonal needs of the Establishes consumers trust in the consumers brand Target is consumers heart Target is consumers spirit
can help to establish a value based markeSng respects consumers as mulSdimensional beings higher integrity can protect the brand from modern phenomena like shitstorms in social media
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competence
func>onal
social
mental
spiritual
vision
93
shows the screws for evolving/enhancing a brand can be used for an internal or an external view at the brand
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BRAND PERSONALITY
Sincerity
Excitement
Competence
SophisScaSon
Ruggedness
outdoorsy tough
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get to know the self-concept of your target group to evolve the brands personality preference for brand will increase or relaSonship will be strengthened
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Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0
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Archetypes
Customer fear
Helps to
feel safe
achieve
nd happiness
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adresses basic stereotypes in consumers mind creaSng an emoSonal anity that alleviates the management of meaning
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Character age, relaSons, social standing Personality experience, emoSons, qualiSes ac>ng level business, private, public Appearance airacSvity, movement, language, style
main/minor actors
Conicts stakeholders, compeStors, generaSon, society, values etc. explain strategies to make a change in a chronological, meaningul and thrilling story
plot
101
External
Communica>ons
communicate
tradiSons,
values
and
culture
charge
products
and
brands
with
meaning
develop
and
improve
customer
relaSonship
easier to understand and to keep in mind than facts usable for research meaningful endows idenSty
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Shareholder Value
Financial Measures
VerScal Control
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value of the company from shareholders point of view cash equivalent to saSsfy the requirements of th sharholders shares as an instrument for nancial earnings business policy to increase shareholder value
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1:1
1:n
Mediaprovider
Mediaprovider
n:n
n:n
IllustraSons
downloaded
from:
hip://netzwerSg.com/2008/12/18/werbung-das-komplexitaetsproblem-von- social-media-markeSng/
;
downloaded
,Dec.4th
2012
Communicator
Receiver
IllustraSon
by
author,
based
on
communicaSon
modell
of
Maletzke
1:1
Lars
M.
Heitmller
et
al.
(2013),
Corporate
CommunicaSon
Map,
Version
Pre-Beta
1.0
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Variable
period,
o}en
smooth
transiSon
-
but
period
can
also
be
skipped
single
event
public
concerns
potenSel.
claim
tangible
claim
claim
saSs- facSon
resSng
claim
trends
concerns
110
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Individual
IllustraSon
by
author
1:n
Massmedium 2012 (TV, Radio?, Print?, Internet, Web 2.0, Facebook, weblog, intenet playorm, Twiier, video portal)
Opinionleader
Mediaprovider
Mediaprovider
n:n
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Sources
Chapter
4
Maletzke,
Gerhard
(1963):
Psychologie
der
MassenkommunikaSon.
Theorie
und
SystemaSk.
Hamburg
Ingenho,
Diana/Riger
Ulrike
(2008):
Issues
Management.
Ein
zentrales
Verfahren
der
UnternehmenskommunikaSon.
In:
Meckel,Miriam
/Schmidt,
Beate
F.:
UnternehmenskommunikaSon.
Gabler
Homan,
Donna
L./Novak,
Thomas
P.
(1996):
The
Journal
of
MarkeSng,
Vol.
60,
No.
3
(Jul.,
1996),
pp.
50-68
Published
by:
American
MarkeSng
AssociaSon
hip://elabresearch.ucr.edu/blog/uploads/publicaSons/Homan_Novak_1996_JM.pdf
Katz,
E.,
&
Lazarsfeld,
P.
(1955):
Personal
Inuence,
New
York:
The
Free
Press.
Rogers,
Everei
M.
/
Dearing,
James
W.
(1988):
Agenda-Se|ng
Research:
Where
Has
It
Been?
Where
Is
It
Going?
In:
Anderson,
James
A:
(Eds.):
CommunicaSon
Yearbook
11,
Newbury
Park
,
S.
555-594
Fieseler,
ChrisSan/Homann,
ChrisSan
P./Meckel,
Miriam
(2010):
CSR
2.0
Die
KommunikaSon
von
NachhalSgkeit
in
Sozialen
Medien.
In:
MarkeSng
Review
St.
Gallen,
o.Jg,
H.
5,
S.
22-26
hip://netzwerSg.com/2008/12/18/werbung-das-komplexitaetsproblem-von-social-media-markeSng/
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Measurement and evluaSon of communicaSons is yet not a well investgated eld, which aliates to its complexity. Each tool can be measured easier on ist own and therefore a task force leaded by Prof Ansgar Zerfa invented the DPRG/IVC-frame. It is a tool, that helps companies to get an overview of dierent possibiliSes to measure communicaSons.
CommunicaSon controlling is a support and control mechanism that creates transparency in terms of strategy, processes, results and nances for the division-of-labor-based process of communicaSon management, and provides suitable methods, structures and indicators for the planning, performance and monitoring of corporate communicaSon and public relaSons (Ansgar Zerfa, 2006)
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Controlling
process
and
quality
of
communicaSon
management
EvaluaSon
of
the
quality
of
the
acSviSes
EvaluaSon
of
the
processes
Methods
are
audits,
process
analysis
or
organisaSonal
maiers
within
the
departments
Further
informaSon:
hip://www.communicaSoncontrolling.de
Lars
M.
Heitmller
et
al.
(2013),
Corporate
CommunicaSon
Map,
Version
Pre-Beta
1.0
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The DPRG/ICV framework is not a "fully calculable and predictable" model. Rather, it is a discussion tool that seeks to provide orientaSon on a meta level and provide a workable context for the plethora of exisSng evaluaSon methods and parameters. The eect levels reference framework is a complex input-output scheme with a ve-stage eect side.
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Internal
Output
Process
eciency
(eg.
Budget
compliance,
error
rates
or
throughput
Sme)
Focus
lies
sSll
on
the
organisaSon
Important
benchmark
at
this
stage
is
the
saSsfacSon
of
internal
clients
External
Output
Range
and
content
of
communicaSon
oers
accessible
to
reference
groups
Necessary
criteria
but
yet
not
value
contribuSon
to
companys
success
Lars
M.
Heitmller
et
al.
(2013),
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Direct outcome EecSveness in terms of raising percepSon levels and knowledge Demonstrate informaSon generaSon Indirect Outcome Extent of impact on opinions/intenSons GeneraSon of opinions, emoSons, behavioral disposiSon, ect.
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Value-adding objecSves enhanced by communicaSon Impact on strategic and nancial goal Eect on tangible and/or in-tangible capital-building resources
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5.4 ImplementaSon
5.4 ImplementaSon
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5.5
Methods
Basic
methods
QuanStaSve
and
qualitaSve
data
Standardized
Print
media
analysis
Internet
media
analysis
Weblogs
media
analysis
Radio
media
analysis
Surveys/quesSonnaires
Focus
groups
Pretests
Posiests
Usability
tests
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5.5
Methods
Basic
methods
Performance
Indicators
(Extract)
PIs
Print
Anity
value
Acceptance
quoSent
PenetraSon
index
Fairness
value
IniSaSve
quoSent
Presence
index
Response
quoSent
Text-image
quoSent
Issues
quoSent
Transfer
quoSent
DistribuSon
value
AdverSsing
equivalent
value
PIs
Online
Cost-per-1000
(CPM,
TKP)
Cost-per-AcSon
(CPA,
CPX)
Cost-per-click
(CPC)
Cost-per-Lead
(CPL)
Cost-per-Order
(CPO)
Degree
of
linage
Click-depth
FluctuaSon
of
content
Accessibility
Statements
Rate
of
disseminaSon
PIs
Weblogs
PosiSve/negaSve/neutral
statements
Range/trac
staSsScs
DuraSon
of
presence
Degree
of
linkage
Number
of
comments
Number
of
trackbacks
Tags/tag
clouds
KPs
Radio
Anity
Acceptance
PenetraSon
Fairness
IniSaSve
Presence
Response
Topics
Transfer
quoSent
DistribuSon
value
AdverSsing
equivalent
value
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5.5
Methods
Evalua>on
EvaluaSon
of
individual
communicaSon
acSviSes
Enables
the
review
of
impact
Media
releaSons
Corporate
publishing
Online
communicaSon
Email
communicaSon
Events
AdverSsing
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5.5
Methods
Eg.
Evalua>on
of
Public
Rela>ons-Ac>vi>es
(Int.
AssociaSon
for
Measurement
and
EvaluaSon
of
CommunicaSon)
Further
informaSon:
hip://www.amecorg.com
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5.5
Methods
Eg.
Evalua>on
of
Public
Rela>ons-Ac>vi>es
Brand/Product
Marke>ng
(Int.
AssociaSon
for
Measurement
and
EvaluaSon
of
CommunicaSon)
Further
informaSon:
hip://www.amecorg.com
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5.5
Methods
Eg.
Evalua>on
of
Public
Rela>ons-Ac>vi>es
Employee
Engagement
(Int.
AssociaSon
for
Measurement
and
EvaluaSon
of
CommunicaSon)
Further
informaSon:
hip://www.amecorg.com
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5.5
Methods
Value
crea>on
Determining
the
value
creaSon
through
communicaSon
Brand
evaluaSon
ReputaSon
measurement
CommunicaSon
Due
Diligence
Scorecards/Strategy
Maps
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5.5
Methods
Example
Strategy
Map/Communica>on
Scorecard
Further informaSon: hip://www.communicaSoncontrolling.de/en/methods/value-creaSon/scorecardsstrategy-maps.html Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0 137
5.5
Methods
Processes
and
quality
Eciency
and
eecSveness
Establish
and
reinforce
quality
in
the
medium
to
long
term
Concept
evaluaSon
Process
evaluaSon
Quality
management
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5.5
Methods
Integrated
systems
MulSdimensional
control
and/or
evaluaSon
CombinaSon
of
a
range
of
basic
methods,
evaluaSon
and
value
addiSon
approaches
O}en
organisaSon-specic
CommunicaSons
Value
System
Index
Internal
CommunicaSon
TRIM-Index
Corporate
InformaSon
System
CommunicaSonControlCockpit
CommunicaSon
performance
management
WebQM
-
Procedures
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Sources
Chapter
5
LITERATURE
Pfannenberg,
Jrg
(2009):
Die
Balanced
Scorecard
im
strategischen
KommunikaSons-Controlling
Zerfa,
Ansgar
(2004):
Die
Corporate
CommunicaSons
Scorecard
Kennzahlensystem,
OpSmierungstool
oder
strategisches
Steuerungsinstrument?,
PR
Digest
Huhn,
Julia
und
Dr.
Sass,
Jan
(2011),
PosiSonspapier
KommunikaSonscontrolling
AMEC
(2011),
Valid
Metrics
for
PR
Measurement
Pu|ng
The
Principles
into
AcSon
WEB:
AddiSonal content
FURTHER MODELS
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MarkeSng Plan
Chart: hip://www.aistrupconsulSng.com/MarkeSngStrategic.aspx
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Crisis
management
PotenSal
level
of
crisis
Latent
level
of
crisis
Acute
level
of
crisis
Post-
level
of
crisis
Time
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Source and further informaSon: hip://home.ubalt.edu/ntsbarsh/opre640/opre640.htm Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0 146
BCG-Matrix
Source: hip://www.quickmba.com/strategy/matrix/bcg/
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Source: hip://download.clib.psu.ac.th/datawebclib/e_resource/trial_database/WileyInterScienceCD/pdf/DIR/DIR_2.pdf Lars M. Heitmller et al. (2013), Corporate CommunicaSon Map, Version Pre-Beta 1.0 148
Growth
Strategy
Anso
Product-Market-Matrix
(1966)
Exis>ng
Products
New
Products
Exis>ng Markets
Market PenetraSon
Product Development
New Markets
Market Development
DiversicaSon
Source: hip://www.quickmba.com/strategy/matrix/anso/
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Weischenbergs
Zwiebelmodell
Media
Systems
Context
of
Standards
Social
Circumstances
Historical
and
Legal
Principles
CommunicaSons
Policy
Professional
and
Ethical
Standards
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Dimensions of Evalua>on
Dimensions of Media Eects Segmenta>on Homogeniza>on Uses and GraScaSon Theory (Jay Blumler/Elihu Katz) Agenda Se|ng Theory (Maxwell McCombs/Donald Shaw) CulSvaSon Theory (George Gerbner) Spiral of Silence Model (Elisabeth Noelle-Neumann)
FuncSonality
DysfuncSonality
Print Bonfadelli, H., Jarren, O. & Siegert, G. (2005): Einfhrung in die PublizisSkwissenscha} (Second EdiSon) Links to: Uses and GraScaSon Further informaSon: hip://en.wikipedia.org/wiki/Uses_and_graScaSons_theory Gap in Knowledge Further informaSon: hip://en.wikipedia.org/wiki/Knowledge_gap_hypothesis Agenda Se|ng Further informaSon: hip://en.wikipedia.org/wiki/Agenda-se|ng_theory CulSvaSon Theory Further informaSon: hip://en.wikipedia.org/wiki/CulSvaSon_theory Spiral of Silence Further informaSon: hip://en.wikipedia.org/wiki/Spiral_of_silence
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Source: hip://www.belbin.com/content/page/5596/A%20Comprehensive%20Review.pdf
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News
factors
Galtung
&
Ruge
(1965)
Frequency
Threshold
Unambiguity
Meaningfulness
Consonance
Unexpectedness
ConSnuity
ComposiSon
Reference
to
elite
people
Reference
to
elite
naSons
PersonicaSon
NegaSvity
Galtung,J.
&
Ruge,
Mari
H.
:
The
Structure
of
Foreign
News;
in
Jeremy
Tunstall
(ed.),
Media
Sociology:
A
Reader
(London
Constable,
1970)
pp.
259-98
Harcup
&
O'Neill
(2001)
The
power
of
elite
Celebrity
Entertainment
Surprise
Bad
News
Good
news
Magnitude
Relevance
Follow
up
Media
agenda
Harcup,T.
&
ONeill,
D.:
What
is
news?
In
Galtung
and
Ruge
Revisited
Journalism
Studies,
Vol.2,
no.2
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Contact
Making
communica6ons
theories
applicable
This
map
is
meant
to
be
the
start
of
a
dialogue
not
its
end.
Therefore,
we
are
very
thankful
about
your
feedback!
Please
send
an
email
to
Lars
M.
Heitmller
at
CCM@LMH.de
or
visit
the
projects
website:
hMp://CCM.LMH.de
March, 2013
Lars M. Heitmller et al. (2013), Corporate Communica6on Map, Version Pre-Beta 1.0