Titlebook: Business Essentials for Strategic Communicators; Creating Shared Valu Matthew W. Ragas,Ron Culp Book 2014 Palgrave Macmillan, a division of

胰岛素

Economics and Economic Indicatorsel 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.

连锁

The Law and Corporate Disclosureosure 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).

GLIB

Intangible Assets and Nonfinancial Informationputations; 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).

小母马

Book 2014 seat at the table and maximize their full value, a strategic communicator must be able to speak the language and understand business goals, issues, and trends. The challenge is that many communicators don‘t hold an MBA and didn‘t study business in college. .Business Essentials for Strategic Communi

暂停,间歇

Why Knowledge of “Business 101” Matterss 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 busi

preeclampsia

使混合

MITE

Accounting and Financial Statementsties 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

中子

PLIC

Intangible Assets and Nonfinancial Informationton, 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; re