Ron Culp

Business Essentials for Strategic Communicators

In case you might be looking to understand how to obtain Business Essentials for Strategic Communicators eBooks, you have to go thorough study on well-known search engines together with the search phrases download David Anderson PDF eBooks in order for you to only get PDF formatted books to download which are safer and virus-free you will discover an array of web sites catering for your requirements. Most of these internet sites have a massive collection of PDF eBooks which it is possible to use for your benefit.

Economics and Economic Indicators

“It’s the economy, stupid!” This internal campaign slogan developed by Democratic political strategist James Carville helped propel Bill Clinton to his victory over incumbent George H. W. Bush in the 1992 U.S. presidential election (Clinton, 2004). At the time, the U.S. economy was mired in a recession, and the American public held a cautious economic outlook. Carville smartly realized that people often make decisions based largely on how they feel about the world around them. In this case, the economy was sluggish, and some blamed then-president Bush for being out of touch. Ultimately, a majority of voters believed that Clinton represented a change and a fresh start.

Research, Measurement, and Evaluation

Two well-known phrases among business managers are “you cannot manage what you cannot measure” and “what gets measured gets done” (see House & Price, 1991, p. 92). Unfortunately, strategic communication has traditionally lagged as a field when it comes to research, measurement, and evaluation. In fact, communicators have even been known to say: “I know I wasted half of my communication budget. I just don’t know which half.” This is now changing.

The Law and Corporate Disclosure

Today, organizations of all types and sizes increasingly recognize the value in being more transparent (DiStaso & Bortree, 2012; Rawlins, 2006b, 2008, 2009). This said, large corporations, particularly public companies, cannot simply say what they want, when they want, to whomever they want through whatever channel they so please. Business managers and strategic communicators must carefully follow the rules of the game, specifically the web of securities laws, rules, and regulations that guide the disclosure of mandatory and voluntary information about companies to investors and other stakeholders. Further, these same companies must guard against shareholder lawsuits and other litigation as a result of what they say and share (Lev, 2012).

Finance and the Stock Market

Not much has changed from when the Beatles sang 50 years ago: “Money (That’s What I Want)” (Bradford & Gordon, 1963). In a capitalist system, as found in many countries around the world today, money often still makes the world go round (Shiller, 2005). Ready access to money, more formally known as capital, is the essential lifeblood of any business, whether that organization is a multinational corporation, a young start-up company, a nongovernmental organization, or even a university.

Why Knowledge of “Business 101” Matters

Ask communication students or professionals about their ultimate career goals, and their answers will no doubt be that they seek more than simply “jobs in the profession.” Communication professionals today want to become respected voices in their organizations. Most say they strive to create value for society at large, and they want a “seat at the table.” That’s why this book was written—to equip communication students and professionals with business insights that help make those students and professionals true partners with their management peers.

Intangible Assets and Nonfinancial Information

Aseismic shift has occurred in recent decades regarding how organizations create value and achieve sustained competitive advantage (R. S. Kaplan & Norton, 2001, 2004a, 2004b, 2007; Low & Sies-field, 1998). Organizations increasingly outperform competitors through the strategic ownership, management, and growth of intangible assets, such as people; processes and systems; environmental, social, and governance policies; stakeholder relationships; reputations; patents; brand names; and other intellectual property, rather than through the ownership and management of industrial era physical assets like buildings, machinery, and property (DiPiazza et al., 2006; Lev, 2004, 2005, 2012b; Rassart & Miller, 2013).

Accounting and Financial Statements

Accounting has often been called the language of business (Piper, 2013). Through the debits and credits, revenues and expenses, and assets and liabilities found on financial statements, companies com-municate to stakeholders the financial health of the organization and the progress it is making in achieving its financial-oriented goals and objectives (Botan, 2006; Coombs & Holladay, 2010; Hallahan, Holtzhausen, van Ruler, Vercic, & Srirmesh, 2007; Smith, 2012).