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Cancer hospitals manage social media platforms in a professional way to improve their relationships with internal and external stakeholders and reinforce their corporate brand. To do so, they need their health professionals to be involved: these professionals become brand ambassadors able to influence society. Nevertheless, they face different challenges: legal issues, new patients' demands, privacy-related matters, or the difficulty of disseminating scientific content. This literature review paper analyzes how cancer hospitals manage their social media platforms to improve their reputation. To do this, we carry out a systematic literature review focused on papers published in the USA and Spain, based on the Salsa framework proposed by Grant and Booth (2009). We then define an online corporate communication model allowing cancer hospitals to improve their reputation through Facebook, Twitter, and YouTube (MedPac Model for Building Cancer Hospital Brands). The paper concludes that this model is useful for cancer hospitals because it prioritizes persons (brand ambassadors) rather than companies, focuses on scientific and emotional content rather than business information, and is based on human values. [ABSTRACT FROM AUTHOR]

This study analyzes how the national tourism organizations (NTOs) of Spain and Italy managed their crisis communication to deal with Covid-19. The study examines the messages published by the Twitter accounts of the NTOs from the beginning or the detection of the first patient until one month after the official declaration of the pandemic by the World Health Organization. The results reveal two different ways of managing crisis communications in the face of Covid-19, both in the treatment of the topics and in the timing of publication, at the same time generating different reactions and engagement among users. The Agenzia Nazionale Italiana del Turismo was faster and more active in the first moments of the health crisis compared with the Oficina de Turismo de España. This study can contribute to the development of communication strategies on social media by NTOs during different periods of such crises as well as communication actions to enhance the touristic image of their destinations. [ABSTRACT FROM AUTHOR]

The Covid-19 pandemic has disrupted societies, having health, economic, political, and communication implications. Governments have had to plan and implement immediate communication strategies to explain the actions that have been taken and to manage public health campaigns. This research analyzes the Spanish Government's communication strategy at national and international level since the announcement of the state of alert on 13 March until 9 May 2020. To this end, the 71 press conferences held by the Government have been analyzed, with the participation of 414 media outlets that have asked 1,069 questions, in addition to 1,080 publications on the official accounts of La Moncloa on Facebook and Twitter and information about Spain in the two main newspapers in six countries (Belgium, France, Germany, Italy, USA, and UK). The results show a permanent presence of the Government, offering information via up to three press conferences on some days, revealing a strategy to control the subjects of discussion and their framing with warlike language associated with national unity. On social networks, the content related to administrative or service information prevails over image communication, with a clear dominance of press conferences and divergence between the communication interests of citizens versus the Government, preventing a true interaction between them. Regarding foreign press reports, 778 news items on Covid-19 in Spain were identified, with a prevalence in the US press and on economic rather than health issues. [ABSTRACT FROM AUTHOR]

The study analyses the main challenges perceived by communication consulting sector in Spain in a post-convergence context. An in-depth questionnaire to communication agency professionals and content analysis of their corporate websites and social platforms was used as methodology. The results point to a situation in transition between old and new practices, in which digitalisation is perceived as a current need and a challenge to sector's adaptation capacity, while only some agencies use the new channels offered by Internet for their own management of transparency and online visibility. A double reactivity is detected: with respect to their vision of the future, and to digital brand leadership. The research provides clues that can help researchers, professors and professionals to evaluate the sector and detect adaptation needs for the present and the future. [ABSTRACT FROM AUTHOR]