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Titlebook: Raising the Corporate Umbrella; Corporate Communicat Philip J. Kitchen,Don E. Schultz Book 2001 Palgrave Macmillan, a division of Macmillan

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發(fā)表于 2025-3-21 17:04:28 | 只看該作者 |倒序瀏覽 |閱讀模式
書目名稱Raising the Corporate Umbrella
副標(biāo)題Corporate Communicat
編輯Philip J. Kitchen,Don E. Schultz
視頻videohttp://file.papertrans.cn/821/820978/820978.mp4
圖書封面Titlebook: Raising the Corporate Umbrella; Corporate Communicat Philip J. Kitchen,Don E. Schultz Book 2001 Palgrave Macmillan, a division of Macmillan
描述Corporate communications are now hugely important in the success of companies and organisations. Using cases and examples from companies such as The Body Shop, Texaco, Johnson & Johnson, BP Oil & British Airways the authors introduce the framework necessary to analyse corporate communications strategies and provide clear practical guidelines for successful implementation. A must for anyone involved in corporate communications, public relations or public affairs, especially those working in multi-national or global organisations.
出版日期Book 2001
關(guān)鍵詞business; corporate communications; Corporate Reputation; management; marketing; merger; organization; publ
版次1
doihttps://doi.org/10.1057/9780230554580
isbn_softcover978-1-349-42532-7
isbn_ebook978-0-230-55458-0
copyrightPalgrave Macmillan, a division of Macmillan Publishers Limited 2001
The information of publication is updating

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978-1-349-42532-7Palgrave Macmillan, a division of Macmillan Publishers Limited 2001
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發(fā)表于 2025-3-22 17:35:40 | 只看該作者
Global issues in branding, communication and corporate structure,m Tom Long, the newly appointed head of operations for Britain and Ireland. Long had spent most of his decade-long career in the Atlanta head-quarters in market research and as global director for strategic marketing. Long stated:
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Crisis communication management: protecting and enhancing corporate reputation and identity,roblems are based on composites of real events from a variety of companies around the world.We have chosen to use a hypothetical model so that it can be applied to a wider array of problems and circumstances to create more interesting and complex issues companies in trouble can experience. This case illustration will run throughout this chapter.
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Measuring the value of the corporate brand,m all the other corporate assets, both tangible and intangible, would this be a relevant or negligible amount for the firm? The problem is, most managers and most organizations don’t know. And, because they don’t know the brand’s value, they are generally unable to answer the three basic questions posed at the end of Chapter 12.
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