Catálogo de publicaciones - libros

This chapter provides some guidance for designing corporate communication programmes using corporate advertising and ad-like communication activities. It develops a decision-making model to assist managers select which corporate communication tools to use. The model considers corporate brands and corporate communication from a company’s point of view. Specifically, the model prescribes how managers should select among the various means of communicating about the corporate brand. The analysis is thus carried out from a managerial perspective and results in a theoretically sound and practically applicable decision- making model, which seems to be superior to previous approaches to selecting qualitatively different communication tools, particularly among the range of broad corporate communication tools.

This chapter provides some guidance for designing corporate communication programmes using corporate advertising and ad-like communication activities. It develops a decision-making model to assist managers select which corporate communication tools to use. The model considers corporate brands and corporate communication from a company’s point of view. Specifically, the model prescribes how managers should select among the various means of communicating about the corporate brand. The analysis is thus carried out from a managerial perspective and results in a theoretically sound and practically applicable decision- making model, which seems to be superior to previous approaches to selecting qualitatively different communication tools, particularly among the range of broad corporate communication tools.

This chapter provides some guidance for designing corporate communication programmes using corporate advertising and ad-like communication activities. It develops a decision-making model to assist managers select which corporate communication tools to use. The model considers corporate brands and corporate communication from a company’s point of view. Specifically, the model prescribes how managers should select among the various means of communicating about the corporate brand. The analysis is thus carried out from a managerial perspective and results in a theoretically sound and practically applicable decision- making model, which seems to be superior to previous approaches to selecting qualitatively different communication tools, particularly among the range of broad corporate communication tools.

This chapter provides some guidance for designing corporate communication programmes using corporate advertising and ad-like communication activities. It develops a decision-making model to assist managers select which corporate communication tools to use. The model considers corporate brands and corporate communication from a company’s point of view. Specifically, the model prescribes how managers should select among the various means of communicating about the corporate brand. The analysis is thus carried out from a managerial perspective and results in a theoretically sound and practically applicable decision- making model, which seems to be superior to previous approaches to selecting qualitatively different communication tools, particularly among the range of broad corporate communication tools.

This chapter provides some guidance for designing corporate communication programmes using corporate advertising and ad-like communication activities. It develops a decision-making model to assist managers select which corporate communication tools to use. The model considers corporate brands and corporate communication from a company’s point of view. Specifically, the model prescribes how managers should select among the various means of communicating about the corporate brand. The analysis is thus carried out from a managerial perspective and results in a theoretically sound and practically applicable decision- making model, which seems to be superior to previous approaches to selecting qualitatively different communication tools, particularly among the range of broad corporate communication tools.

This chapter provides some guidance for designing corporate communication programmes using corporate advertising and ad-like communication activities. It develops a decision-making model to assist managers select which corporate communication tools to use. The model considers corporate brands and corporate communication from a company’s point of view. Specifically, the model prescribes how managers should select among the various means of communicating about the corporate brand. The analysis is thus carried out from a managerial perspective and results in a theoretically sound and practically applicable decision- making model, which seems to be superior to previous approaches to selecting qualitatively different communication tools, particularly among the range of broad corporate communication tools.

We have presented a three step schema integration methodology with proof of its schema integration rules in terms of information dominance and equivalence in the transformation processes. We have justified the correctness of our proposed schemas integration rules by (1) preserving data semantics between original schema and translated schema to ensure that there is no information loss in our transformation processes and (2) most of these steps are capable of being reversed to recover the original schema via the translated schema.

This chapter proposes a methodology to integrate existing objectrelational database schemas in both relational and object oriented view to facilitate different application requirements. The main objective of this methodology is to integrate existing source schemas to fulfill user requirements with no loss of information. A bottom-up schema integration technique is used to integrate existing object-relational schemas. Frame model metadata, an object-relational data model, is used to capture the semantic conflicts and other high level abstract relationships arising from the integration process.

This chapter provides some guidance for designing corporate communication programmes using corporate advertising and ad-like communication activities. It develops a decision-making model to assist managers select which corporate communication tools to use. The model considers corporate brands and corporate communication from a company’s point of view. Specifically, the model prescribes how managers should select among the various means of communicating about the corporate brand. The analysis is thus carried out from a managerial perspective and results in a theoretically sound and practically applicable decision- making model, which seems to be superior to previous approaches to selecting qualitatively different communication tools, particularly among the range of broad corporate communication tools.

This chapter provides some guidance for designing corporate communication programmes using corporate advertising and ad-like communication activities. It develops a decision-making model to assist managers select which corporate communication tools to use. The model considers corporate brands and corporate communication from a company’s point of view. Specifically, the model prescribes how managers should select among the various means of communicating about the corporate brand. The analysis is thus carried out from a managerial perspective and results in a theoretically sound and practically applicable decision- making model, which seems to be superior to previous approaches to selecting qualitatively different communication tools, particularly among the range of broad corporate communication tools.