Strategic communications management: making public relations work
In: The EIU series
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In: The EIU series
In: Global policy: gp, Band 6, Heft 4, S. 501-503
ISSN: 1758-5899
In: Labour history: a journal of labour and social history, Heft 37, S. 63
ISSN: 1839-3039
In: Journal of public affairs, Band 3, Heft 3, S. 279-287
ISSN: 1479-1854
AbstractCase studies are used in management teaching and executive development. They also have an important use as an aid to practice, to help practitioners learn lessons from the experience of others. For a multinational company such as Shell, case studies from the company's worldwide experience have been developed and made available to members of the company's external affairs community, so that—for example—an external affairs practitioner in the Asia‐Pacific region can learn from the experiences of practitioners in the Latin‐American region. A short description of one of the cases held in the Shell database of case studies is given. The paper concludes by suggesting how case studies should be used to improve practice, and considering some of the obstacles to the development and use of practice‐relevant case studies. Copyright © 2003 Henry Stewart Publications
In: Journal of public affairs: an international journal, Band 3, Heft 3, S. 279
ISSN: 1472-3891
In: Journal of public affairs, Band 1, Heft 3, S. 281-284
ISSN: 1479-1854
In: Journal of political marketing: political campaigns in the new millennium, Band 1, Heft 2-3, S. 45-52
ISSN: 1537-7865
In: Journal of political marketing: political campaigns in the new millennium, Band 1, Heft 2-3, S. 45-52
ISSN: 1537-7857
This paper examines the use made by political parties of branding, as a means of establishing party values & winning political support. It looks in particular at the way in which political parties use communication to create, build, & maintain political brands. The paper involves an examination of the recent history of the British Labour Party. After a long period in the political wilderness, the party rebranded itself as "New Labour" in the mid-1990s, as New Labour swept to power in a landslide election victory in 1997, under their new leader, Tony Blair. Using media coverage & material written by some of the architects of New Labour, the paper will describe the creation of the "New Labour" brand, & look at how it was developed & used to generate political support. The paper will also consider the evolution & development of the brand, as the substance underlying the stated brand values has come to be questioned, not least by so-called "Old Labour" supporters of the party. The paper will draw conclusions regarding the successful management of a political brand, pointing in particular at the need to ensure that the performance of a party espousing a particular brand supports & reinforces communicated brand values & the brand itself. 16 References. Adapted from the source document. COPIES ARE AVAILABLE FROM: HAWORTH DOCUMENT DELIVERY CENTER, The Haworth Press, Inc., 10 Alice Street, Binghamton, NY 13904-1580
In: The Global Public Relations Handbook, Revised and Expanded Edition
In: Policing: a journal of policy and practice, S. pav045
ISSN: 1752-4520