Susanne Robra-Bissantz 1
CORPORATE COMMUNICATIONS SUSANNE ROBRA-BISSANTZ, GERALD FRICKE AND OTHERS...
Susanne Robra-Bissantz 2
What is Corporate Communications?
Susanne Robra-Bissantz 3
CORPORATE COMMUNICATIONS
internal Communications
Marketing Communications
external Communications
Public Relations
Advertising
eCommerce Web Banners
Newsletters
Bills
press release
advertising campaign
employee newsletter
forums blogs
Susanne Robra-Bissantz 4
“Corporate communication has an impact on corporate success!“
“The impact of the sum of communication activities is often less then the sum of the impacts of single communication activities!“
“Active design of corporate communication helps to fulfill corporate goals.“
“Corporate communication is a management task.“
”Active design of corporate communication includes the design of messages as well as the concept of media appliance!“
Susanne Robra-Bissantz 5
2 Theory: Communication, Coordination, Cooperation
1 Corporate Communications: Overview
3 Corporate Communications 2.0
4 Brand Management 2.0
5 Internal Communication 2.0
6 Social Media Marketing and CSR 2.0
7 Internet Marketing
Susanne Robra-Bissantz 6
2 Theory: Communication, Coordination, Cooperation
1 Corporate Communications: Overview
3 Corporate Communications 2.0
4 Brand Management 2.0
5 Internal Communication 2.0
6 Social Media Marketing and CSR 2.0
7 Internet Marketing
Susanne Robra-Bissantz 7
„Integrated View“: consistent and authentic picture of the company, common communication concept
„Marketing Communication“
Public Relations
external Communication
internal Communikation
1 2
34
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Internal (Company, Employee)
External (Competitiors, Customers…)
Macro (Society, Law …)
Strategies
Goals
Communication Strategy
Strategies for Communication Forms
Goals for Communication Forms
Main Goal
Goals for Target groups
Strategies for Communication Instruments
COMMUNICATION CONCEPT
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COMMUNICATION SITUATION
Internal situations company
External situations company
Customers
Competitors
Suppliers
Macro situations Politics Technology
Legal practice Society
Internal situations employee
External situations employee
Working situation
Communication partners
Type of tasks
Macro situations = company‘s situation Company‘s internal situation
Company‘s external situation
Company‘s macro situation
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GOALS OF CORPORATE COMMUNICATIONS
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GOALS OF CORPORATE COMMUNICATIONS
Important Characteristic
Not important Characteristic Potentially important Characteristic
High Relevance for Target Group
Low Relevance for Target Group
Strengths Weaknesses
Objective Position
Innovation
Quality
Personal Care
Social Responsibility
Flexibility
Wished Position Objective Position of competitors Subjective Position of competitors
Subjective Position
Potentially important Characteristic
Innovation Social Responsibility
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Strategies for communication forms
Personality Strategy
Partnerstrategy Competitive Strategy
external Communications
Marketing- communications Public Relations internal
communications
Strategies for communication instruments
Communication type Advertising Corporate Blog Newsletter
CORPORATE COMMUNICATIONS: STRATEGIES
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CSP subordinate CSP
No CSP ?
Potential of Characteristic
Relevance of Communication
Innovation
Quality
Personal Care
Flexibility Social Responsibility
PERSONALITY STRATEGY Is characteristic important for the customer? Is characteristic a strength? Is objective position different from wished for position?
Is communication important because subjective position is different from objective? Is communication able to transport the characteristic?
Common Starting Points
of Communication
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DECISIONS IN COMPETITIVE STRATEGY
Is communication a competitive advantage of the company?
Is media usage a competitive advantage of the company?
Can communication support competitive advantages of the company?
Differentiation or Cost Leadership?
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DECISIONS IN COMMUNICATION PARTNER STRATEGY
Can communication support the differentiated treatment of customer groups?
How can communication lead to different images for different shareholders, like customers, press, employees, science etc.? Selection of important communication partners? Decision about CSPs for different communication partners
Differentiated Marketstrategy?
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FINAL TEST OF FIT
Marketing PR ext. comm. CSP: CSP: CSP:
FIT? Communication partner
Communication forms
1. 2.
1. ... 2.
1. ... 2. ? Customer:
wished CSP
Science: wished CSP
... ...
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2 Theory: Communication, Coordination, Cooperation
1 Corporate Communications: Overview
3 Corporate Communications 2.0
4 Brand Management 2.0
5 Internal Communication 2.0
6 Social Media Marketing and CSR 2.0
7 Internet Marketing
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Information
Transaction
Collaboration
E-Business Partners
ELECTRONIC BUSINESS ACTIVITY
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CORPORATE COMMUNICATIONS AND E-BUSINESS STRATEGY
E-Business Business Strategy Technologies
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2 Theory: Communication, Coordination, Cooperation
2.1 Communication
2.2 Coordination
2.3 Cooperation
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COMMUNICATION, COORDINATION AND COOPERATION
Communication means exchanging information between partners – often supported by electronic media.
Coordination refers to the “fine tuning” of single activities between two partners. This is necessary if there are interdependencies between several systems. (e.g. personnel, departments, companies).
Cooperation is the co-action of several systems having a common goal.
Cooperation
Effort + Effort Coordination
Activities to “fine tune” + +
I I
Activities to “fine tune“ Interdependencies
Cooperation
Communication
+
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COMMUNICATION, COORDINATION, AND COOPERATION SYSTEMS
Cooperation System, e.g. Group-Decision-Support-System, Interorganisation System
Coordination System, e.g. Workflow-Management-System
Exchange of information Fine Tuning Fine Tuning Exchange of
services Exchange of
services
Communication System, e.g. fax etc.
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2 Theory: Communication, Coordination, Cooperation
2.1 Communication
Situations Tasks Mechanisms Systems
2.2 Coordination
2.3 Cooperation
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DEFINITION OF TERMS: COMMUNICATION
Communication describes the transmission of information from a sender to a recipient.
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2 Theory: Communication, Coordination, Cooperation
2.1 Communication
Situations Tasks Mechanisms Systems
2.2 Coordination
2.3 Cooperation
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COMMUNICATION SITUATION
S
E E E E E
1:1 1:N
• Number of partners
Consumer Company
B2C “business to consumer“
Internet
Employee
B2E “business to employee“
Intranet
Business partner
B2B “business to business“
Extranet
Administration
B2A “business to
administration“
• Function of partners
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2 Theory: Communication, Coordination, Cooperation
2.1 Communication
Situations Tasks Mechanisms Systems
2.2 Coordination
2.3 Cooperation
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COMMUNICATION
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LEVELS OF COMMUNICATION
I will drop by your place tomorrow at 2!
Syntax
Semantics
Pragmatics
Messages Comprehension 2? drop by?
Information (intention, effect)
Comprehension promise? threat?
Signs Transmission / comprehension dialect? accent?
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Syntax
Semantics
Pragmatics
Messages comprehension 2? drop by?
Information (intention, effect)
understanding promise? threat?
Signs transmission / comprehension dialect, accent?
LEVELS OF COMMUNICATION
Invitation
Directions
Line
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COMMUNICATION MODEL - SHANNON-WEAVER
Information reception
Information transmission
Information delivery
Mes- sage
Receiver Sender
Encoding Channel Signal Signal Decoding Mes- sage
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EXTENDED COMMUNICATION MODEL
Receiver Sender
Mes- sage Encoding Channel Signal Signal Decoding
Mes- sage
Informa- tion
Encoding
Informa- tion
Decoding
Information reception
Information transmission
Information delivery
Information reception
Information transmission
Information delivery
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CONTENTS OF A MESSAGE
• Information • Explanation • Criticism • Motivation
• Kind of relationship • Self portrayal
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ANATOMY OF A MESSAGE - SCHULZ VON THUN
Factual content
Appeal
Self portrayal Relationship
Mr. Smith, you don´t work too much!
Mr. Smith works 6 instead of 8 hours a day.
Mr. Smiths boss is dissatisfied with his work.
Mr. Smith and his boss are not on good terms
Reproach: Mr. Smith you have to show more dedication!
Susanne Robra-Bissantz 35
2 Theory: Communication, Coordination, Cooperation
2.1 Communication
Situations Tasks Mechanisms Systems
2.2 Coordination
2.3 Cooperation
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MECHANISM OF COMMUNICATION
Transmission or on demand communication,
Synchronous or asynchronous communication,
Standardized or individual contents,
Natural or planned control of communication,
…
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2 Theory: Communication, Coordination, Cooperation
2.1 Communication
Situations Tasks Mechanisms Systems
2.2 Coordination
2.3 Cooperation
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COMMUNICATION SYSTEMS
Media
Computer
Computer
Computer Computer
Person
Person
Person
Person
Person WWW
EDI
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MEDIA CHOICE FROM A BUSINESS PERSPECTIVE
Resources for system implementation
Frequency of communication
Proportion of unstructured communication
Security of communication
Constancy of relationship
Data volume
Standardization of data
Importance of flexible access
high
low
high
high
high
high
high
low
EDI Extranet E-Mail
low
low
low
low
low
low
high
high
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MULTICHANNEL MANAGEMENT - MEDIA CHARACTERISTICS
Perception Information flow Presentation Address Characteristic Medium optical acoust i cal dire c-
tional interactiv e dyn a mic static individual mass
Mailings x x x x x Telephone x x x x x x Printmedia x x x x Radio x x x x TV x x x x x I nternet x x x x x x x x
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TASK ORIENTED COMMUNICATION MODEL
Task oriented demands Complexity Confidentiality Speed
Comfort Accuracy documented
low high Degree of task structuring
Face-to-face Face-to-face Telephone Fax, Voice Mail Letter, Fax
Video telephone
Telephone, Visual phone E-Mail Data
communication
Textual communication
Fax E-Mail Letter Speech
communication
Suita
bilit
y
very suitable
suitable
not suitable
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MULTICHANNEL BUSINESS: TRANSACTION PROCESS
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MULTICHANNEL BUSINESS
Produkte Products Standardised
securities business Monetary transactions Standardised
savings and investment - - business
Parts of credit business Property management Businesses with high
demand of consulting (e. g. loans to purchase property)
Vertriebskonzept Distribution channels Customer Self Service human-computer- interaction
Semi personal concepts (passive and active)
Personal communication via branch or sales force
Anforderungen an den Kommunikationsprozess Communication needs Speed/comfort important not important
Complexity low high Degree of task structuring high low
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Theoretical Explanatory Model
Communication Theory A Message consists of its factual content, its intention and relational aspects
e. g.
Marketing Theory Media usage is a two-stage process of demand for communication services
Decision Theory Media usage is a decision with goals, alternatives and situations
Theory of critical mass systems The use of telecommunication systems faces barriers of usage
DEMAND ORIENTED MODEL OF MEDIA CHOICE
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EXPLANATORY MODEL OF MEDIA CHOICE
Cause of communication
Media Relevant media Selected medium
Media application
Decision Suitability
Communication need
Communication situation
OBJECT SUBJECT
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MEDIA CHOICE IN STRUCTURED / UNSTRUCTURED COMMUNICATION
Information to be communicated
Fixed message
Variable message
• Regularly • Decisions made by management • always to the same message
• Decisions made by employee • different messages depending on individual employee
Unstructured communication
Structured communication
Cause for message
Problem
Cause of communication
Business operations
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EMPIRICAL RESULTS: SUITABILITY OF MEDIA
Speed
Variety
Security
1
1
1
2
2
2 3
3
3
4
4
4 5
5
5
Transaction communication
Dialogue communication
Negotiation communication
Contact communication
Letter
Fax
EDI/ Data communication
Telephone
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EMPIRICAL RESULTS: MEDIA USAGE
0%
20%
40%
60%
80%
100%
Contact Dialogue Negotiation Transaction Bureaucratic
MM EDI Data c. E-Mail Letter Fax Phone
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MEDIA RICHNESS
Over complication
Oversimplification
Media Richness
Complexity / equivocality of communication task
Medium
Face-to-face-dialogue
Video communication
Telephone
Voice mail
Computer conference
Telefax
Electronic mail
Letter / Document
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CONTENTS OF A MESSAGE
• Information • Explanation • Criticism • Motivation
• Kind of relationship • Self portrayal
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SUITABILITY OF MEDIA IN TERMS OF INTENTION
Impress emotionally
Telephone
Fax
Letter
Multimedia document
Reach understanding
Visual phone
Transmit Contents Have Intentions Act
Inform Conclude Explain Motivate
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SUMMARY: COMMUNICATION
Situations: Different ways to communicate: - Depending on the number of partners (1:1; 1:N; N:N) - Depending on the function of the partners (B2B; B2C; …) - Depending on structured and unstructured information
Tasks: - Transmission of information (signals, signs and syntax) - Delivery of information (messages, semantics and pragmatics) - Reception of information (Understanding: Transmission/ comprehension; dialect? accent?) -> Communication models
Mechanisms: - Transmission or on demand communication - Synchronous or asynchronous communication - Standardized or individual contents - Natural or planned control of communication,
Systems: Face-to-face-dialogue, video communication, telephone, voice mail, computer conference, telefax, e-mail, letter/document -> Media Richness: Use different systems for effective communication
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2 Theory: Communication, Coordination and Cooperation
2.1 Communication
Situations Tasks Mechanisms Systems
2.2 Coordination
2.3 Cooperation
Susanne Robra-Bissantz 54
DEFINITION OF TERMS: COORDINATION
Coordination describes the “fine tuning” of single activities and is needed if
interdependencies exist between activities of several systems (e.g. people, departments,
companies).
Susanne Robra-Bissantz 55
2 Theory: Communication, Coordination and Cooperation
2.1 Communication
Situations Tasks Mechanisms Systems
2.2 Coordination
2.3 Cooperation
Susanne Robra-Bissantz 56
COORDINATION SITUATION - GOALS
Common goals
Example: Members of a corporate network execute sales orders.
Different goals
Example: Supplier sells goods also to other companies.
COOPERATION
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Consumer 1
Supplier
Direct dependency
Consumer 2
Indirect dependency on supplier
Direct dependency
PROCESS DEPENDENCIES
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2 Theory: Communication, Coordination and Cooperation
2.1 Communication
Situations Tasks Mechanisms Systems
2.2 Coordination
2.3 Cooperation
Susanne Robra-Bissantz 59
WHAT DOES COORDINATION CONTAIN?
Coordination tasks Examples
Management of B2C relationships Flow control und assessment
• Management of chronological dependence
Notification, process control, tracking / tracing
• Transfer management Temporary stock keeping, Just-in-Time concept
• Management of usability Standardisation, interface definition
Management of shared resources Allocation
Task assignment as special case for the employee or organisation seen as resource
(Computer-based) group decision or discussion
Management of simultaneous events (Computer-based) time management
Management of task decompositions and task combinations.
Modularity techniques, group decision
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COORDINATION PLAN
Strategic Selection and specification of a suitable coordination mechanism
Operational
Mechanism used in particular business cases
Susanne Robra-Bissantz 61
2 Theory: Communication, Coordination and Cooperation
2.1 Communication
Situations Tasks Mechanisms Systems
2.2 Coordination
2.3 Cooperation
Susanne Robra-Bissantz 62
COORDINATION MECHANISM
Coordination
Direct Indirect
Heterarchy Hierarchy Reliance Principles, values, and standards
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GENERAL COORDINATION MECHANISMS
Commercial Coordination
Market mechanism
Coordination tool: price
Basic principle: competition
Hierarchical mechanism
Coordination tool: adjustment
Basic principle: power
Indirect Coordination
Reliance
Principles and values
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2 Theory: Communication, Coordination and Cooperation
2.1 Communication
Situations Tasks Mechanisms Systems
2.2 Coordination
2.3 Cooperation
Susanne Robra-Bissantz 65
ELECTRONIC HIERARCHIES
A
B
D
C
Steering company
Communication via EDI
Order
Delivery
Order
Order Order
Delivery
Delivery
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CENTRAL AND LOCAL SUPPORT OF MARKET MECHANISMS
Supplier
Communication network
EM-Mechanism
Internet
Supplier
EM- Mechanism
EM- Mechanism
EM- Mechanism
EM- Mechanism
EM- Mechanism
EM- Mechanism
Intermediary and customer Intermediary and customer
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EXAMPLE COORDINATION TOOL: DOODLE.COM
www.doodle.com
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SUMMARY: COORDINATION
Situations: - Common goals vs. different goals (highest price – lowest price) - Process dependency: direct or indirect
Tasks: - Management of B2C/B2B/… relationships - Management of shared resources - Task assignment as special case for the employee or organization seen as resource - Management of simultaneous events - Management of task decompositions and task combinations
Mechanisms: - Direct Coordination (Heterarchy and hierarchy) - Indirect Coordination (Reliance, Principles/Values/Standards)
Systems: - Electronic hierarchies - Central and local Support of Market Mechanisms
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2 Theory: Communication, Coordination and Cooperation
2.1 Communication
Situations Tasks Mechanisms Systems
2.2 Coordination
2.3 Cooperation
Susanne Robra-Bissantz 70
DEFINITION OF TERMS: COOPERATION
Cooperation describes
• mutual support in tasks • work-sharing accomplishment of tasks
with common goals.
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2 Theory: Communication, Coordination and Cooperation
2.1 Communication
Situations Tasks Mechanisms Systems
2.2 Coordination
2.3 Cooperation
Susanne Robra-Bissantz 72
COOPERATION SITUATION
Shared Goals
Example: Members of a corporate network process a sales order
COOPERATION
Mutual Support
Collaboration
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COOPERATION AND PARTNERS
Customers
Competitors Complementors
Suppliers
Company
Horizontal cooperation
Vertical cooperation
Direction of cooperation
horizontal
vertical
diagonal
Number of stages in the value creation process:
two – more
Number of partners:
two – more
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2 Theory: Communication, Coordination and Cooperation
2.1 Communication
Situations Tasks Mechanisms Systems
2.2 Coordination
2.3 Cooperation
Susanne Robra-Bissantz 75
COOPERATION PLAN
Strategic General agreements, controlling
Operational
Projects, Orders, etc.
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TASKS IN COOPERATION
Strategic and operational cooperation (see coordination)
Organization of general agreements and controlling Common goals
Mutual support
Common achievements
Operational cooperation for single orders or in projects
Examples for combined manufacturing processes: Order taking
Order allocation
Order monitoring
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2 Theory: Communication, Coordination and Cooperation
2.1 Communication
Situations Tasks Mechanisms Systems
2.2 Coordination
2.3 Cooperation
Susanne Robra-Bissantz 78
COOPERATION MECHANISM
Hierarchical mechanism Market mechanism
Move to the market Move to the hierarchy
Move to the middle
New cooperation mechanisms - in order to build a closer linkage with market mechanisms
(e.g. trust, bilateral investment)
Price Instruction Plans/ Regulations
Coordination mechanism
&
Common goals
Susanne Robra-Bissantz 79
GENERAL COORDINATION MECHANISMS
Coordination in business
Market mechanism
Instruments: Price
Basic principle: Competition
Hierarchical mechanism
Instruments: Instructions
Basic principle: Power
Hybrid mechanism
Instruments: Market and hierarchical mechanisms,
trust, same standards
Basic principle: Voluntary cooperation in order to
achieve a common goal – interdependency
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PROCESS OF ADAPTATION
Communication process
Coordination process
Interdependency Adaptation process
+ +
+ +
• Creation of „connectivity“ • General agreements and standards
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COMPARISON
Market Cooperation Hierarchy Coordination mechanism Price Hybrid mechanism, relation,
standards Authority, routine Time frame Short-run, one-off Medium term Long-run normative basis Contracts, property
rights Complementary strengths Relationships to employees
Conflict management Negotiation Coordination of interests Control Threat Opportunism Trade-off Inefficiency Relationship Precision,
suspiciousness Mutual advantage Formal, bureaucratic Autonomy of decision Independence Dependence Dependence Level of formalization Non-formalized
negotiation Partially formalized Formalized Level of integration Unrelated relations Investment based on
relationship, mutual adaptation
High level of integration
Flexibility High Medium Low
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2 Theory: Communication, Coordination and Cooperation
2.1 Communication
Situations Tasks Mechanisms Systems
2.2 Coordination
2.3 Cooperation
Susanne Robra-Bissantz 83
SYSTEMS FOR COOPERATION
Systems for Communications
Systems for Coordination
Systems for Cooperation
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COOPERATION PLATFORMS
www.inhaus-zentrum.de
Susanne Robra-Bissantz 85
SUMMARY: COOPERATION
Situations: - Coordination with shared goals (mutual support or collaboration) - Direction of cooperation (horizontal, vertical, diagonal)
Tasks: - Strategic and operational cooperation - Organization of general agreements and controlling (common goals, mutual support, common achievements) - Operational cooperation for single orders or in projects - Combined manufacturing process
Mechanisms: - Communication Mechanisms - Coordination Mechanisms
Systems: - Systems for communication - Systems for coordination
Susanne Robra-Bissantz 86
TEST YOURSELF
• Describe the levels of e-business: communication, coordination and cooperation and tie them together • How can you describe structured and unstructured information and how to deal with? • How to use media in multichannel business? • Describe the levels of communication in terms of pragmatics, semantics and syntax. • Describe the communication model of Shannon-Weaver and the task oriented communication model and describe the differences. • Specify the different communication systems. How can they be used effectively? • Give an example of a coordination situation with different goals. • Give some examples of coordination tasks. • Doodle.com is a typical coordination tool. How can it support cooperation? • Define the term cooperation • A company cooperates with different partners of the value chain. Name and describe the different kinds of cooperation. Give examples. • Describe in your own words the process of adaptation. What does „creation of connectivity“ and „general agreements and standards“ mean in this context.
Susanne Robra-Bissantz 87
CORPORATE COMMUNICATIONS SUSANNE ROBRA-BISSANTZ, GERALD FRICKE AND OTHERS...