Strategic Corporate Communications

During the last decade Strategic communication has emerged as a global field of communication research. Scholars are locked in intense debate on the deliberate purposive use of communication since there is no common understanding to answer what is the core prospective and benefits of strategic communication. Despite these forms of institutionalization, there is still no universal understanding of the pillars on which the field rests. What are the core perspectives and benefits of strategic communication? Are we using appropriate conceptualizations of communication and strategy? How does it differ from traditional disciplines? What is the extra value of an integrated view? What can we learn from recent debates in strategic management and strategic alignment? What is the extra value of an integrated view? What are the methodological challenges of researching the link between communication and organizational goals? What are the experiences from building strategic communication programs at universities in different countries? What are specific challenges of international and comparative research in strategic communication? How can empirical studies inform the debate? How is the field developing in different parts of the world? What do we know about the job market, and how can educators prepare students for the occupational field? Last but not least what do we know about the job market, and how can educators prepare students for the occupational field? This article examines the nature of strategic communication, which is defined as the purposeful use of communication by an organization to fulfill its mission. To be successful in today’s business environment, companies need to integrate their communication efforts. Companies today have more arrows in their communication quivers than ever before to get their messages across to varied internal and external constituencies. Why then do companies’ communications still miss their mark? With an integrated communication function, companies can respect different constituency viewpoints, concern, and “hot buttons” while still ensuring consistency in


A STRATEGIC WEAPON
In a battle for overall international competitive advantage, corporate communication can prove to be a crucial strategic weapon. Strategy is a concept, an abstraction, a theory of the business, often inferred by reviewing a pattern of managerial decisions. Structure is real, an artifact, a visible determinant of the practice of business, often designed to orient, limit and motivate managerial decision making. That strategy drives structure is a long-accepted tenet deriving from Chandler's (1962) seminal, historical analysis. That structure in turn creates strategy is increasingly recognised but not as well understood. Adhocracies (Mintzberg, 1979), bureaucracies (Weber, 1947) and clusters (Mills, 1991) are instances of vastly different forms of organisation that not only reflect but effectively create very different strategies. At the extreme, the argument can be made that structure is strategy.
shifting corporate cultures, global challenges, the constant need to stay ahead and on top-all of these factors are driving a massive shift in how organizations communicate to each and every audiencefrom employees to communities to the world at large The chief communication executive at a Fortune 500 multinational corporation today faces the challenges of a rapidly changing the size and scale of global corporations, institutions and interconnected business environment posing new challenges and opportunities, the hyper-connected communication environment which has created relationships, challenges and opportunities that never existed before and a substantially transformed understanding of what a 21 st century corporation stands for.. Gone are the days when time was a commodity. There is little time to prepare the latest CEO speech, the CFO's financial report or the latest corporate press release. The company's employees, shareholders, the media, governments and, most important, the customers are more impatient than everthey want to hear the latest official company response to the company news of the moment, whatever it may be, whether financial results, a merger or acquisition, new product release, safety recall, competitors' actions, executive misconduct.

Strategic
Corporate Communication refers to communicating a concept, a process, or data that satisfies a long term strategic goal of an organization. The link between strategy and its implementation has always been tenuous. Developing an integrated, strategic approach to communications is critical to success. There is a widespread belief in the professional world that in today's society the future of any one company depends critically on how it is viewed by key stakeholders such as shareholders and investors, customers and consumers, employees, and members of the community in which the company resides. Public activism and globalization have further strengthened this belief; and have also brought the importance of strategic communications management into closer orbit. Not surprisingly, therefore, both the academic and professional worlds have been suggesting frameworks and models that prescribe steps towards the 'strategic' use of communications including such ideas as 'integrated marketing communications', 'corporate identity management', 'reputation management', 'stakeholder communications' and 'excellent public relations'. Organisations today need to plan their communication systems to ensure up-to date information; knowledge and awareness are always available to all who need them. A strategic corporate communication is the outcome of a strategic thinking process where senior communicators and managers take strategic decisions to identify and manage corporate communications and communicate them to stakeholders. With or without a formal communication strategy, every organisation communicates with its audience in one way or another. However, to ensure effective relationships with key stakeholders, every corporate organisation requires a dynamic plan that allows it to strategically relate with its customers as well as other key internal and external stakeholders.
Nowadays communication professional are facing lot of challenges in the areas of global corporate and brand positioning, internal relations in change situations, corporate identity shaping, and brand management. All communication is based on organizational strategy and the communication professionals are expected to fulfill the objectives of the organization. Communication can become strategic weapon for organisational effectiveness as it is the basis for maintaining pace and of ensuring that change can happen at all levels. It is through the management of sound and coordinated systems of communication that an organisation can integrate its various parts to ensure workforce harmonisation and achieve awareness of its performance. Effective corporate communication is closely related to the success of the organisation. An organization's reputation, survival and success rests on its ability to communicate with the public as well as its own employees and stakeholders. When effective corporate communications strategies are incorporated into a business structure, regardless of the size of the organisation, the ability to achieve global communication will be strengthened.
Corporate communication is closely linked to business objectives and strategies. It is the processes an organisation uses to communicate all its messages to key stakeholders. It encodes and promotes a strong corporate culture, a coherent corporate identity, an appropriate and professional relationship with the media, and quick, responsible ways of communicating in a crisis. It is essential if organisations are to inform and influence external stakeholders, including their customers, and harness the efforts of all internal stakeholders towards the successful accomplishment of organisational objectives.

STRATEGY AND VALUES
Corporate values are sets of real beliefs that determine standards of practices. The concept of 'strategy' are well-known in management theory and practice. However, the concept of 'corporate communication However, only a handful of academics and a cadre of tactical consultants, primarily public relations companies, have struggled with strategy implementation in the area where it matters most: its communication to a set of varied constituents. Many companies take a tactical short term approach to communicating with key constituents, which is not only nonstrategic but may be inconsistent with the corporate strategy or even impede it.
We define strategic communication aligned with the company's overall strategy, to enhance its strategic positioning when companies take a strategic approach to communication; communication becomes integral to the formulation and implementation of strategy. Researchers have found that the companies most likely to recognize the strategic communication imperative are those in which the CEO has an inherent understanding of how communication can be differentiator for a business and thus can drive strategy.
Strategic communications means using corporate or institutional communications to create, strengthen or preserve, among key audiences, opinion favourable to the attainment of institutional/corporate goals. The concept of 'strategy' is well-known in management theory and practice. However, the concept of Taking a more global perspective on a firm's interactions with its audiences and with reference to an increasing emphasis on intangible values, the question is, whether separation of marketing and communication and frequent inter-organisational rivalry can be beneficial. More and more it is acknowledged that, for a strategy-focused organisation, departmental restrictions result in less appropriate answers for the corporate context, which Johnson Scholes and Whittington describe as increasingly complex, being of changing environments and needs appropriate configuration of resources and capabilities to meet demanding markets The discussion about interdepartmental taskforces goes beyond the field of communication, but gains even more importance for these disciplines being so closely connected. Corporate communication has developed many subareas. Among these marketing communications, shareholder and internal communication are the most frequently discussed. But research has detected that companies need to address more than a few selected groups of their environment, specifically within their permanent struggle for survival, which brought the stakeholder concept and its relevant communication onto the organisational agenda. The complexity of different expectations, which different audiences have, requests strategy, structure and the organisation of messages, and the multitude of channels and media need to be managed, demanding skills, management and integration. One option is integrated communication, which Hofbauer and Hohenleitner (2005, 119) describe as the strategic and operational alignment of all communicative ruling principles for the achievement of a consistent perception by all relevant target groups. Further, little doubt exists that ICT innovations offer new opportunities and challenges of increased complexity requesting multichannel communication. MacLuhan's "the medium is the message" gains a new extended meaning (cited in Harvey 2002, 37-44). To deal with such complexity, which multiple stakeholder expectations represent, to which adds an increased media landscape and which is suffering from a missing widely accepted definition and understanding, it is suggested that this represents an increasing handicap for the achievement of added value, when marketing and communication are separate organisational functions.

DEVELOPING A COMMUNICATION STRATEGY
The strategic approach to communications and dissemination is relatively straightforward. Developing a good plan that powerfully connects your objectives with a dynamic set of messages and vehicles is harder. And creating a good plan you can actually execute against is even harder. The concept of Communication strategy is based on the assumption that corporate communication/ public relations/ communication management is practiced as a strategic management function; that it assists the organisation to adapt to its environment by achieving a balance between commercial imperatives and socially acceptable behaviour; that it identifies and manages issues and stakeholders to ensure that organisational and communication goals are aligned to societal and stakeholder values and norms; and that it builds relationships through communication with those on whom the organisation depends to meet its economic and socio-political goals.
Drawing up a communications strategy is an art, not a science and there are lots of different ways of approaching the task. Communication strategy is conceptualised as a functional strategy, providing focus and direction to the Communication function. It is facilitated by a practitioner performing the role of the communication manager at the functional organisational level. It is the outcome of a strategic thinking process by senior communication practitioners and top managers, taking strategic decisions on the management of, and the communication with, strategic stakeholders. Developing Communication strategy makes the Communication function relevant in the strategic management process by providing the link between the organisation's strategic goals and its communication plans.
Your objectives are the key to the success of your communications strategy. They should ensure that your communications strategy is organisationally driven rather than communications driven. Your communications activity is not an end in itself but should serve and hence be aligned with your organisational objectives. The Communication strategy development process can be summarised as including both the formulation of communication goals in the Communication function's 'deliberate' strategy development (typically as part of the budgeting cycle, for example once a year), as well as the ongoing formulation of communication goals as part of 'emergent' strategy development (the latter resulting from environmental scanning and issues management).
The Communication strategy formulation process consists of several steps: Step 1: Develop 'deliberate' communication goals.
The organisation's key (strategic) priorities are reviewed, culminating in a series of communication Step 2: Set efficiency targets.
These are set to supplement communication goals, thereby increasing the efficiency of the Communication function.
Constantly emerging societal and stakeholder issues that are identified in the organisation's issues and stakeholder management process are addressed in a series of communication goals and themes that represent 'emergent' Communication strategy. The communication goals focus on closing the vision culturereputation gaps, thereby increasing the effectiveness of the Communication function.
Step 4: Develop a communication framework. Strategy development is transformed into strategy implementation by means of the communication framework. The latter provides an opportunity to indicate which communication plans will be developed around each of the goals.
The communication framework is resourced by deploying a budget.
The measurement of delivery on communication goals and efficiency targets are planned here.
Properties defined in the Communication strategy for each of the intended Communication plans (e.g. descriptions, communication goals, planning horizons, and responsible people) will feed automatically through to the new Communication plans.
Why develop communication strategies? The effective communication of corporate strategy may help a company build strategic credibility. Strategic credibility should be based on a positive stakeholder's view of the company's overall corporate strategy, performance and its strategic planning processes. Does the firm's strategy make sense? Is it understandable and believable? Is it responsive to emerging opportunities in the environment and sensitive to the internal strengths of the firm? Does the company have an effective planning process that enhances the probability of a continuing stream of sound, strategic decisions? The company that can answer these questions affirmatively, and, perhaps more important, communicate its answers effectively, can establish and reinforce its strategic credibility among key stakeholders. To be effective, it has to be a live working document and should reflect the fact that communicating is a cross-cutting issue that affects the whole council. Individual departments should not be operating their own communications in isolation.
A solid corporate communications strategy helps organizations effectively communicate with internal and external stakeholders, including employees, vendors, customers and the public at large. When done effectively, it streamlines communications among business functions, helping management, human resources and marketing maintain a unified voice and consistent messages. Developing a solid corporate communications strategy can help a business thrive by preventing the costly mistakes that inevitably result from miscommunication.
The corporate communication strategy must be owned internally, from the top of the organisation to the front line staff, if it is to be implemented effectively and receive the resources it needs. There is no single format for putting together a communication strategy, but good ones tend to:  engage relevant external stakeholders  use consultation and research to provide a baseline  set measurable objectives  establish clear indicators  gain buy-in of senior managers, particularly where responsibility for some of the objectives and actions falls to them, for example on recycling targets or promoting community engagement. Identifying your publics in planning and evaluating programmes for strategic communication (including reputation management) it is important to identify and assess those publics which can have an influence, for good or bad, on the company. Your company does not have a single image or reputationeveryone who comes into contact with it has differing information and experiences and so differing perceptions. It is the publics who form the reputations of the company, not the company itself. Stakeholders (publics) fall into three main groups: normative, functional and diffused. Normatives include shareholders, the board, professional associations, government and provide authority and set rules. Often limits are set on the scope and conduct of the company's operations. The board of directors and the shareholders has considerable influence on what management decisions may ted.
The first step toward truly strategic communications is to align integrated communications objectives and plans with the corporate strategy. The focus of communications efforts--internal communications, marketing communications and media relations (including social media)--should match the focus of annual and longer-term business plans. The corporate operating committee should view communications as a vital function for executing these business plans. In fact, the business should view its communications function as a critical competitive advantage. Too often, it does not.
As corporate strategy has evolved in sophistication, reliance on strategic communication should have become more fundamental--yet too often communication is nearly completely overlooked as anything more than window dressing.
Communications within an organization is something that most of practitioners see as essential and vital, but only a few business people truly understand its role (Argenti & Forman 2002

Top-Management and Strategy Communication
In today's ever-changing business environment, communicators face the complex challenges of developing techniques and processes to manage information in ways that enhance the knowledge and intellectual capital of their organizations. Communicators and senior management must work together to establish proactive, well-defined communications strategiesthat engage the workforce and support the organization's business goals. A close tie between business and communications strategies aligns the workforce with the direction and movement of the organization, encourages proactive input and allows for more accurate measurement of organizational practices. Reinsch (2009) suggests that top level managers spend a lot of their time communicating, sometimes as much as 90 per cent of the workday, using multiple media, both inside and outside of the company. However, individual managers' communication practices vary a lot. Many researchers have suggested that managerial work consists of the following functions: planning, organizing, coordinating and Downward communication is more than passing on information to subordinates. It may involve effectively managing the tone of the message, as well as showing skill in delegation to ensure the job is done effectively by the right person. In upward communication, tone is even more crucial, as are timing, strategy, and audience adaptation. In neither case can the manager operate on automatic as the messages are sent out.
According to Steyn (2003) strategic management is defined as a continuous process of thinking through the current mission of the organization, thinking through the current environmental conditions, and then combining these elements by setting forth a guide for tomorrow's decisions and results. Whereas Structurer, someone that is better with process than people. Argenti (2007) emphasizes that to support their leaders communicators need to become more understanding of their leaders' styles, strengths and weaknesses to give them the right kind of coaching. There's no single style of the leader, and different leaders have different styles. Also Quike (2010,4), argues that communicators are required to be experts in both their leaders' communication styles and those of employees, so that they can get the best match that would fit for both of these two. According to Clutterbuck (2001), communication professionals are often seen as assisting top management to become more effective communicator, according to Cluttebuck (2001), it is one of their hardest tasks.
Argenti (2002, p. 46), also emphasizes that the strong commitment of the CEO to the corporate communication function and the working partnerships between CEOs and directors of corporate communication can make a difference between the success and failure of the function and moreover can enhance the company's ability to obtain strategic objectives. Communication approaches that may have helped executives in good times can make things worse in bad times. According to Mars et al., (2000) in Public listed companies the CEO is the most important spokesperson to external audience. Their most important task is to inform about the organization's strategy and its implementation. The CEO is the person that that media listens or at least is interested in her/his ideas. Therefore strategic communication of the CEO requires a lot of work, and training, since not only what is said but how it is said will be interpret by e.g. media. Argenti (2003) points out CEOs' vital role also in internal communication. The CEOs are the ones that are the visionaries within a company and all communications relating to organizational strategy starts with them. Effective strategic corporate communication can be a powerful tool to counteract the relentless scrutiny and technological pounding that many businesses face today. It can function as a means of differentiation for the company and of increasing employee morale. It can take the heat out of opposition and improve the company's ability to buy supplies; take advantage of a changing situation, make a sale or gain access to market capital.
Effective corporate communication takes into account the need to capitalise on the psychology of its publics, the best mix of communication channels to suit them and minimises the likelihood of a crisis. It can also add a positive ethical layering to the organisation.
There is a strong link between communication management and strategic planning. The two should, ideally, be inseparable because communication needs to be a core organisational value which can effect change and sustain the company's vitality.
Identifying your publics in planning and evaluating programmes for strategic communication (including reputation management) it is important to identify and assess those publics which can have an influence, for good or bad, on the company. Your company does not have a single image or reputationeveryone who comes into contact with it has differing information and experiences and so differing perceptions. It is the publics who form the reputations of the company, not the company itself. Stakeholders (publics) fall into three main groups: normative, functional and diffused. Normatives include shareholders, the board, professional associations, government and provide authority and set rules. Often limits are set on the scope and conduct of the company's operations. The board of directors and the shareholders has considerable influence on what management decisions may ted.

Communication And New Technology
Communication and new Technology explores the way technology is transforming the field of communication. This new reality requires business leaders worldwide to redefine their strategies and brands in the context of digital communications platforms. Embracing social media is no longer a strategic business option, but a necessity, and a huge opportunity. Executives are in a position to emerge from the cyber jungle with renewed authority and influence. First, however, they must learn to harness the power of digital communications by integrating these tools into all business strategies, and applying them across every business function. In the new business environment, leading innovative companies are those that have successfully integrated digital communications platforms into their internal, financial, and employee communications. The companies should approach this revolution through the CEO and the rest of senior management in order to succeed.  There is a blurred line between entertainment and news these days, and advertising has become too expensive for many companies. More costeffective communication, rather than advertising, can take up the challenge of both issues. Marketing and public relations need to work together with equal voices. Resources are limited for many businesses so duplication of resources between these two departments must be minimised by teamwork.  New technologies such as email/internet/multimedia have provided additional tools for more varied and targeted communication.  Proactive, two-way communication between the company and its public(s) is the preferred strategy for success rather than one-way reactive methods. Strategically planned crisis communication management is a good example of this

CONCLUSION & RECOMMENDATIONS
There is little doubt that the strategic management field will continue to grow and develop in the future. This is partially because of B-Schools requirements for graduate policy courses that generate demand for new policy area faculty (and hence facilitate entry of committed researchers into the profession). Perhaps a more important reason is the increasing corporate awareness of a messy, politicized environment in which the menu of options is both limited and complex and in which government and global competition are increasingly important forces. Since strategy's fare is complex, ill-structured problems, it is useful to cast the strategic management process as involving elements of a complex inquiry system based upon the examination of alternative perspectives and a "simulation" of entrepreneurial activity through institutionalizing the strategy-making process. Therefore, a top manager needs to first build his strategic agenda through careful inquiry and examination of his problems in terms of alternative "mixed scanning frameworks" (so called "theories").
Armed with an adequate strategic problem formulation, he can then determine the means of achieving and implementing strategic agendas by examining process aspects in terms of an organizing paradigm. That is, he should examine the degree to which his strategy choice would be consistent with the pressures of the external environment, the That is an important part of the decision-making process. They also spend time communicating their vision, gaining influence and leadership inside and outside their companies. But this is just one part of the nature of corporate communication.
Corporate communication comprises a structure and professionals whose function is to organise communication relationships throughout the company and outside it. The structural dimension is, in this respect, an important feature. It helps to hold communication relationships together, giving coherence and consistency.

Concerning the existence of various stakeholders
and relationships that the company has to deal with, there is some evidence, from both theoretical and empirical points of view, that the profession tends to coordinate diverse stakeholder communication relationships. However, a significant question arises in this regard: how are such different information demands to be managed?
The structural dimension appears again as an important topic. Empirical evidence in the Spanish market, in line with literature and the international state of affairs, seems to draw attention to the need to coordinate different stakeholder relationships. This situation requires Further research is necessary: in theoretical terms because a deeper understanding of the value communication may have for good corporate governance is required. Empirical research must also be carried out to know if the trend in the profession is to gain influence on executive teams and, especially, whether communication practitioners influence the way companies are managed.