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- comunicación corporativa y organizacional - English translation – Linguee.
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Please try again later. Kindle Edition Verified Purchase. See all 4 reviews. Amazon Giveaway allows you to run promotional giveaways in order to create buzz, reward your audience, and attract new followers and customers. Learn more about Amazon Giveaway. Set up a giveaway. Finally, relational capital refers to the relations of the organization with the agents in their environment investors, employees, customers, suppliers, etc. Within relational capital, the ability to communicate with different audiences and establish relationships based on ethical and transparent behavior is implied.
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This capital is valued at all levels and in different areas of the company. Moreover, it includes key aspects such as branding, brand image, the perception of corporate values, the CSR with strategic audiences and the system of corporate governance. Together this makes up the so-called corporate reputation, a concept which is currently key to assessing the value of a company's intan gibles [4].
Corporate reputation can be understood as "the overall evaluation of the organization by its stakeholders. In an academic context, a good reputation is understood as the perception by a strategic public of excellence in behavior and corporate relations. In addition, being well-regarded creates barriers to competition, minimizes the impact of a crisis, favors differentiation, boosts relationships based on trust and favors access to new markets. In a professional context, it can be seen that major companies devote significant efforts to develop policies concerning corporate reputation CR , integrating in its corporate strategy the consolidation of its image and of confidence among its stakeholders, including: Furthermore, relevant institutions have been recently created to support companies seeking to establish standard models of management of intangibles , such as corporate reputation.
Fombrun and Cees B. Based on the above analysis of the situation, the following hypotheses are put forward for this paper:. The differentiation of companies in competitive markets has focused exclusively on communication with their stakeholders. However, this view is outdated and has its rationale in the circumstances in which present departments of communication management were created.
responsable de comunicación corporativa - English translation – Linguee
In the current management of the intangibles of a company, corporate reputation is inciting increasing interest, an aspect which goes beyond communication and which therefore require, a more highly qualified professional profile. The impact of ICT in the area of communications in particular, the Internet, blogs and social networks , has highlighted the need to surpass current communication management, centered on the flow of information, and turn to management focused more on corporate reputation , aimed more at developing stable and satisfying relationships with their audiences and anticipating possible risks to the company's reputation.
In the undertaking of our research, we developed, in the first phase, the historical framework of intangibles in Spanish corporations through the study of secondary literature sources. We also analyzed the institutions, records and corporate reputation rankings to identify the most reputable companies in our country.
In the second phase, interviews were conducted with Spanish managers of corporate reputation in order to study the evolution of this intangible CR in large corporations. In choosing the sample, three criteria were established: We considered those companies meeting at least two of the three requirements. Following this, 20 large domestic and foreign corporations established in our country were selected [14]. Each company was sent a personalized invitation to participate in the project, together with a letter of endorsement from Corporate Excellence as guarantee of the research.
The result was that all companies agreed to participate. The interviews were conducted in the first quarter of The questionnaires, consisting of open and semi-closed questions, concerned:. Location in the organizational chart and relationship with the staff of the company. The research was conducted during the same time period as our study, the first quarter of The views of executives CEOs, managing directors and other members of management were analyzed based on a sample of companies in the following categories: The beginning of the decade marked a break with the era of industrialization, typical of the sixties.
Until then, companies were characterized by management based on the economics of production: The differentiation of the products was based on their functional benefits, in the control of costs and the quality of its components. Business organizations had a centralized, hierarchical structure in departmental silos, where the emphasis was on meeting deadlines to satisfy market demands. If in the 60s importance was placed on the product and the advertising of the product was the only form of communication the business had with the exterior: In the early 70s there is a boom in the services market.
The satisfaction of the public —rather than the product itself— becomes the new business goal. Tourism and other sectors such as banking become important sources of business for the country. As a result, the face of the company to the consumer is no longer its catalog of products, but the service performed by all those within the organization. People as a whole —and not just their technical skills— acquire strategic value.
On those people depend not only the business of the service companies, but also the new attributes of value added to the product. Consequently, the face of the company is not now the product, but the people and a new form of differentiation is established in the market: By increasing the value placed on employee-customer relationship, companies realize the importance of creating areas of human resources fostering a good working environment and move to develop internal communication.
This contributes to a rethinking of policies regarding personnel, which, from now on, will mean a significant increase in the professional training of their employees: Within this framework of interrelation with the customer, the concept of corporate culture arises in the scientific literature, while at the same time that of internal communication is consolidated [17]. Both concepts are seen as the first business intangibles.
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Gradually, they are implemented in companies through human resources departments. In the years of political transition, with the arrival of democracy, a need is detected for the company to communicate itself in economic and social spheres. Until then, the only sources of information were the media and institutional bodies [18]. Now, companies are also a source of information, since the media find in them material of public interest, such as information concerning layoffs and defective products or changes in shareholders or governing bodies.
The reluctance of entrepreneurs to provide that information gives rise to the development of press offices in the business context [19]. It is mainly companies in the financial sector that begin to develop relationships with the media. The company finally understands that if the enterprise itself gives the information, this helps dispel rumors and correctly channels the flow of information.
In addition, the development and institutionalization of various political bodies autonomous communities, etc. Corporate communication spreads throughout the social fabric. To enable Spanish integration into the European Union, the privatization of many of its publicly owned enterprises is initiated. With this, corporations develop, while small and large shareholders increasingly play a leading role. This generates a new public for companies: Talk begins of a new area of media interest: Companies quoted on the stock exchange have a market value which corresponds not only to their book value.
Multinationals and large companies begin to realize that other assets may cause the market value to be greater than the book value, such as the trademark, patents or human capital. As a result, the first studies on the intangibles of companies emerge.
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Furthermore, in the 80s Spanish companies began a phase of international expansion. Large corporations in strategic sectors like hydrocarbons, energy, telecommunications or banking , make their entry into Latin America and become the subject of worldwide media coverage. By opening new markets, the company needs to know its organization, the relations of its members with their environment and the response of its clients [20]. All this is seen as a source of value for the company. Simultaneously, market research is developed which enables a company to differentiate a product from its competitors.
The concept of "value added" begins to be considered. What consumers expect from a product is questioned and analyzed, and in this way the product on offer can be adapted to the demands of the market. Market research helps incorporate new intangible values to products which thus ensure customer loyalty. The brand-product begins to function as an asset of the company in order to obtain new market shares. Marketing departments emerge in companies to manage this brand-product, study their position with regard to the competition and manage commercial communication. In this environment of free competition, and in a context in which supply exceeds demand, communication of the brand directed to current and potential customers is gradually introduced, highlighting their values and emotional attributes.
The boom of advertising in the eighties not only allows for an increase in sales, but also becomes a strategic tool for the positioning of the company and its products. Meanwhile, the rise of mass media which occurs in this decade generates a dual requisite for businesses: Thereafter, the media and enterprises will be mutually dependent. Companies place communication relations within the framework of the press department, while commercial relations lie with marketing departments.
In the late eighties, improvements in technology markedly reduce product differentiation. All efforts in improving quality generate only slight improvements in market shares, which are promptly imitated by competitors. To achieve genuine competitiveness in the market, businesses put their efforts into the corporate brand as the main intangible to generate favorable attitudes and behaviors.
The main concern will now be to generate a positive global brand that provides confidence and credibility in their audience. This highlights the failings of press offices and global marketing directions. The first communication managements appear, incorporating not only relationships with the media, but also the management of the corporate brand [22].
In this new direction both internal and external communication is centralized, and in the latter, the relationship with customers and consumers, as well as with the other external publics: This form of management helps eliminate, within large corporations, the fragmentation of corporate brand communication in different departments. Communication evolves from being a group of instrumental techniques, to being a strategic intangible, managed and coordinated by a single department.
In the 90s, the management of this intangible involves the interaction of the company with the public beyond that of developing good commercial policies and a good brand-product image through advertising.