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Corporate Communication: Tactical Guidelines for Strategic Practice is an eight-chapter book written by Michael B. Goodman, Professor and Director of the MA in Corporate Communication at Baruch College, The City University of New York, and Peter B. Hirsch, director of Reputation Risk at Ogilvy Public Relations Worldwide. The title was published by Business Expert Press in January of 2012. Written for both students and business leaders, the text explores the challenges and opportunities in corporate communication posed by a rapidly changing global economy and a revolution in communication channels fueled by the internet. The book focuses on the process of communication in a corporate context, and then explores, analyzes, integrates, and applies the theory, practice, and functions of corporate communication. Chapter 2 explores the strategic goals of the communication function in the contemporary corporation. The authors identify the skills that individuals and their companies need to thrive in this environment of constant and rapid change.

Corporate Communication: Tactical Guidelines for Strategic Practice is an eight-chapter book written by Michael B. Goodman, Professor and Director of the MA in Corporate Communication at Baruch College, The City University of New York, and Peter B. Hirsch, director of Reputation Risk at Ogilvy Public Relations Worldwide. The title was published by Business Expert Press in January of 2012. Written for both students and business leaders, the text explores the challenges and opportunities in corporate communication posed by a rapidly changing global economy and a revolution in communication channels fueled by the internet. The book focuses on the process of communication in a corporate context, and then explores, analyzes, integrates, and applies the theory, practice, and functions of corporate communication. Chapter 3 outlines the major forces that have transformed the discipline of corporate communication, and discusses the essential traits and characteristics of successful chief communication officers. The authors provide lessons for the future by connecting current practice with the history of communication in corporations.

Corporate Communication: Tactical Guidelines for Strategic Practice is an eight-chapter book written by Michael B. Goodman, Professor and Director of the MA in Corporate Communication at Baruch College, The City University of New York, and Peter B. Hirsch, director of Reputation Risk at Ogilvy Public Relations Worldwide. The title was published by Business Expert Press in January of 2012. Written for both students and business leaders, the text explores the challenges and opportunities in corporate communication posed by a rapidly changing global economy and a revolution in communication channels fueled by the internet. The book focuses on the process of communication in a corporate context, and then explores, analyzes, integrates, and applies the theory, practice, and functions of corporate communication. Chapter 4 offers two workshops in strategic planning designed to provide the reader with a clearer understanding of the alignment of corporate communication strategy with performance. The exercises emphasize the leadership role of corporate communicators by allowing participants to experience the range of responsibility and activity in the field.

Corporate Communication: Tactical Guidelines for Strategic Practice is an eight-chapter book written by Michael B. Goodman, Professor and Director of the MA in Corporate Communication at Baruch College, The City University of New York, and Peter B. Hirsch, director of Reputation Risk at Ogilvy Public Relations Worldwide. The title was published by Business Expert Press in January of 2012. Written for both students and business leaders, the text explores the challenges and opportunities in corporate communication posed by a rapidly changing global economy and a revolution in communication channels fueled by the internet. The book focuses on the process of communication in a corporate context, and then explores, analyzes, integrates, and applies the theory, practice, and functions of corporate communication. Chapter 5 discusses the internal communication tools and techniques used at the corporate level. Five major corporate communication practices are discussed in detail: strategy and policy, corporate culture, employee engagement, global and affiliate relations, and social media and corporate blogging.

Corporate Communication: Tactical Guidelines for Strategic Practice is an eight-chapter book written by Michael B. Goodman, Professor and Director of the MA in Corporate Communication at Baruch College, The City University of New York, and Peter B. Hirsch, director of Reputation Risk at Ogilvy Public Relations Worldwide. The title was published by Business Expert Press in January of 2012. Written for both students and business leaders, the text explores the challenges and opportunities in corporate communication posed by a rapidly changing global economy and a revolution in communication channels fueled by the internet. The book focuses on the process of communication in a corporate context, and then explores, analyzes, integrates, and applies the theory, practice, and functions of corporate communication. Chapter 6 discusses the external communication tools and techniques used in the corporate sphere. Nine major communication practices are covered: crisis communication, corporate citizenship and sustainability, media relations, social media and corporate blogging, reputation management, thought leadership, investor relations, transparency and disclosure, and transaction communication.

Corporate Communication: Tactical Guidelines for Strategic Practice is an eight-chapter book written by Michael B. Goodman, Professor and Director of the MA in Corporate Communication at Baruch College, The City University of New York, and Peter B. Hirsch, director of Reputation Risk at Ogilvy Public Relations Worldwide. The title was published by Business Expert Press in January of 2012. Written for both students and business leaders, the text explores the challenges and opportunities in corporate communication posed by a rapidly changing global economy and a revolution in communication channels fueled by the internet. The book focuses on the process of communication in a corporate context, and then explores, analyzes, integrates, and applies the theory, practice, and functions of corporate communication. In Chapter 7 the authors discuss the measures commonly used to determine successful performance of corporate communication functions. Corporate reputation, its influence, and methods used to cultivate and measure it are also explored.

Corporate Communication: Tactical Guidelines for Strategic Practice is an eight-chapter book written by Michael B. Goodman, Professor and Director of the MA in Corporate Communication at Baruch College, The City University of New York, and Peter B. Hirsch, director of Reputation Risk at Ogilvy Public Relations Worldwide. The title was published by Business Expert Press in January of 2012. Written for both students and business leaders, the text explores the challenges and opportunities in corporate communication posed by a rapidly changing global economy and a revolution in communication channels fueled by the internet. The book focuses on the process of communication in a corporate context, and then explores, analyzes, integrates, and applies the theory, practice, and functions of corporate communication. Chapter 8 provides readings and links to internet resources for continued professional development in the area of business communication.

Communication Strategies for Today's Managerial Leader is five-chapter book written by Deborah B. Roebuck, Professor of Management at Kennesaw State University, and published in January 2012 by Business Expert Press. Written for both professionals and students of management, the book analyzes basic issues in business communication and presents concrete suggestions for best practice for a variety of communication needs. A major goal is to guide readers in enhancing and strategically applying both written and oral communication skills. In Chapter 1, the author defines the different roles that communication plays in leadership and introduces the principles of managerial leadership communication. Topics include: interpersonal, written, and oral communication skills, the basics of the communication process, the influences of novel technologies, miscommunication and its mitigation, and communication ethics. The chapter includes a four-page case study on using social media to stir a widespread audience.

Communication Strategies for Today's Managerial Leader is five-chapter book written by Deborah B. Roebuck, Professor of Management at Kennesaw State University, and published in January 2012 by Business Expert Press. Written for both professionals and students of management, the book analyzes basic issues in business communication and presents concrete suggestions for best practice for a variety of communication needs. A major goal is to guide readers in enhancing and strategically applying both written and oral communication skills. In the second chapter the author examines the importance of interpersonal communication skills for today's managerial leaders. The influence of feedback and a methodology for constructive feedback are presented. The basics of nonverbal communication and strategies for effective nonverbal communication are explored. The author examines emotional intelligence (EQ) -- a set of skills learned throughout life that enables us to sense, understand, and use the power of emotions - and explains strategies to raise EQ skills. Next, she discusses conflict and conflict-resolution strategies and last, techniques for assuming the roles of mentor, coach, and counselor. The chapter includes a one-page case study: Can a CEO's Terrible People Skills Affect Company Success?

Communication Strategies for Today's Managerial Leader is five-chapter book written by Deborah B. Roebuck, Professor of Management at Kennesaw State University, and published in January 2012 by Business Expert Press. Written for both professionals and students of management, the book analyzes basic issues in business communication and presents concrete suggestions for best practice for a variety of communication needs. A major goal is to guide readers in enhancing and strategically applying both written and oral communication skills. In Chapter 3 the author examines how daily communication affects organizational relationships. Topics include: building trust, conducting interviews and one-on-one meetings, leading teams, and the duties involved in facilitating meetings. Two mini-cases are included at the chapter's end.

Communication Strategies for Today's Managerial Leader is five-chapter book written by Deborah B. Roebuck, Professor of Management at Kennesaw State University, and published in January 2012 by Business Expert Press. Written for both professionals and students of management, the book analyzes basic issues in business communication and presents concrete suggestions for best practice for a variety of communication needs. A major goal is to guide readers in enhancing and strategically applying both written and oral communication skills. In Chapter 4 the author stresses the importance of written communication in managerial leadership. A process for effective written communication is outlined. The multiple mediums of written communication, including recent technological influences, are explored. The chapter includes a 28-page case for thinking and discussion titled: The New Rules in a Digital Age.

Communication Strategies for Today's Managerial Leader is five-chapter book written by Deborah B. Roebuck, Professor of Management at Kennesaw State University, and published in January 2012 by Business Expert Press. Written for both professionals and students of management, the book analyzes basic issues in business communication and presents concrete suggestions for best practice for a variety of communication needs. A major goal is to guide readers in enhancing and strategically applying both written and oral communication skills. In the fifth and final chapter the author presents a series of methodologies and techniques developed to hone oral communication skills. A three-step framework of preparing, practicing, and presenting is used to improve speech organization and effectiveness. Strategies for team presentations and the influences of technology are also discussed. A thirteen-page case study is included: The Presentation Secrets of Steve Jobs.

Peer Swinkels (36) took a moment in 2011 to reflect on the achievements and the challenges that lay ahead for the 330-year-old family brewery. Peer was responsible for the commercial activities of the company. Together with his fellow board members, he was quite aware that his predecessors had left behind a beer company that excelled in manufacturing but lacked the brand traction to really hit the big league. The challenge for the seventh generation was clearly to leverage its exceptional brewing skills to create an equally strong brand using the unique family values and culture nurtured since the company was created back in 1680. Bavaria stood for fierce independence and a high degree of entrepreneurship, mixing legacy with innovation. Despite its long history, Bavaria regarded itself as a fresh young company, as epitomized by its internal motto ("Let's try") and the branding pay-off of the Bavaria brand ("Done!"). In the last few years, Bavaria had made significant progress in (re-)positioning the brand. It had successfully revitalized it in its Dutch home market with a new brand design, and was now rolling it out on a global scale. It launched award-winning innovations such as alcohol-free white beers. Its innovative guerilla marketing activities at the World Soccer Championships in South Africa won applauses and recognition all over the world. Should the company roll out the same aggressive product and marketing tactics in its 120 markets? Would it be possible to pull off a new guerilla marketing campaign around the 2012 European Soccer Championships in Poland and Ukraine? What other channels should it consider to reinforce the brand and match its product innovation prowess? Learning objectives: Guerilla marketing, growth management, family business.

Swiss Milk is a dairy company. Its new manager is trying to explore ways to increase profitability and decides to use optimization tools (i.e. linear programming) in order to answer some of the questions he has about the company. Learning objectives: The minicase puts emphasis on interpreting linear programming spreadsheet solutions. The focus is on getting insights from sensitivity analysis and on looking beyond the "optimal solution".

Marianne, an analyst for Geneva Bank, has been asked by her boss, Laura, to look into the returns from loan interests. She uses linear programming to get more insights about the issue and she walks into Laura's office with nothing else but a printout of the Solver sensitivity report. Learning objectives: The minicase puts emphasis on going beyond the optimal solution and tries to help students understand how to use the sensitivity report provided by Solver in order to discuss different scenarios.

Xinxing Dutile Iron Pipes Co. is a Chinese state-owned enterprise (SOE) that manufactures cast pipe products and steel products. The company had grown to become a dominant player in the ductile iron pipe industry, holding more than 40% domestic market share and nearly 20% global market share. Historically, Xinxing Pipes' management control system was based on standard costs. This system worked well until the global financial crisis in 2008 where market demand for steel declined rapidly, resulting in intense price fluctuations in both upstream and downstream. The existing management control system failed to respond in a rapid and efficient manner. As a result, Xinxing Pipes reformed its management control system. The reform was based upon two core ideas: (1) keep close watch on the market, increase communication among departments, take coordinated actions, and respond quickly to external market changes; (2) transform the production divisions' cost-centered model into a profit-centered model." These two guiding ideas gave birth to the "Production-Supply-Sales Rapid Linkage" and the "Simulated Legal Entities".

In 2011, Fonterra, the world's largest processor and exporter of dairy products, needed to reposition its business to take advantage of rising demand in emerging markets in Asia.

The case describes and discusses the organizational and strategic challenges of outsourcing research and development (R&D) activities from Denmark to China. Nokia Denmark was founded in 1996 as a subsidiary of the Nokia Corporation and contained the largest Nokia R&D unit, concentrating on the development of mobile telephones, outside Finland. In 2007, Nokia Denmark received instructions from corporate headquarters to drastically increase the number of mobile phones developed. Motivated by the need to release pressure on its in-house capacity, Nokia Denmark decided to outsource certain product development projects to the Taiwanese company Foxconn in a joint R&D (JRD) setup. Foxconn, one of the world's largest electronic component manufacturers, which was also developing products for many of Nokia's competitors, was given the responsibility of developing and testing selected standardized and less complex mobile phones, while more complex and sophisticated technology projects were retained in-house. However, by 2010, Foxconn had become a central figure in Nokia Denmark's product development process with responsibility for increasingly complex projects. Given the increasing importance of Foxconn for Nokia Denmark, the rising pressure from the corporate headquarters and the competitive market environment on products and costs, Nokia Demark thus faced a central question on how to proceed with the JRD. Three alternatives were outlined for the future of Nokia Denmark's JRD with Foxconn: the management could decide on scaling up, phasing out or continuing the status quo.

The case reviews the main facts related to the merger process of three financial institutions — Bancolombia, Conavi, and Corfinsura — in Colombia in 2005 and 2006. The merger decision emerges from directors and senior executives foreseeing a major upcoming market transformation, including adjustment in industry regulation, improvement in international competence, and consolidation of main players, and their response in order to adapt to the new economic conditions. Considering the fact that the success rate of merger processes is not above 30 per cent, the sustained financial results achieved by Bancolombia from the very beginning of the integration process are robust indicators that invite exploration into what was done and how it was done.

The 'Brazilian Market for Replacement Tyres' is an evaluation case. The study discusses the impact of new environmental legislation adopted by the Brazilian government on the various companies that participate in this market (importers, exporters and retailers). Those that suffered most were importers of used tyres, who had to stop doing so because of the regulatory changes. Since this is an evaluation case, the unit of analysis is the Brazilian government's decisions over the past two decades involving international trade and recycling of tyres. The impacts of these decisions on the Brazilian market are assessed, along with the effects on the country's trading partners and the disputes generated with other countries (of the European Union and Mercosur) and the environmental impact.