COMUNICACI 3N ESTRAT\uc9GICA, HERRAMIENTA DE LA COMPETITIVIDAD RESPONSABLE DESCUBRIR LO QUE SE TIENE, CONSTRUIR LO QUE SE EXIGE

Si anteriormente era suficiente que las empresas se orientaran a crear reputaci\uf3n por su productividad, la calidad de sus productos y su capacidad de competir, entre otros factores para generar credibilidad y lealtad en los mercados; hoy es todav\ueda m\ue1s importante construir y mantener la confianza. Numerosas estrategias de comunicaci\uf3n han incluido palabras que hoy toman mayor conciencia: valores y principios; sin embargo, no fue suficiente el esfuerzo para alcanzar la coherencia y consistencia que exige la transparencia que se espera hoy de los hombres y mujeres que gobiernan la empresa, \ufanico camino para ganar credibilidad y construir reputaci\uf3n. Esta reflexi\uf3n se refiere a que m\ue1s all\ue1 de las relaciones p\ufablicas o la publicidad, la comunicaci\uf3n empresarial debe cumplir una sim\ue9trica actitud empresarial donde se hace lo que se dice y se defiende lo que se cree con el ejemplo: el valor de lo que hacemos, no s\uf3lo de aquello que decimos. ABSTRACT STRATEGIC COMMUNICATION AS A TOOL OF RESPONSIBLE COMPETITIVITY. DISCOVERING WHAT THEREIS; CONSTRUCTING WHATIS REQUIRED The consideration that it was previously sufficient for companies to base their reputation on their productivity, the quality of their produc\ueds and their capacity to compete in order to gen\ue9rate credibility and loyalty for their products on the market, has changed in today's climate. It is now much more important to build and maintain confidence. Numerous strategies of communication have included val\ufaes and principies, words which currently appear to be of great importance; however, the effort to achieve the coherence and consistency demanded by the level of transparency expected from the men and women who run companies, as the only way to gain credibility and build reputation, is insufficient. This reflection suggests that beyond public relations or publicity, corporate communication must fulfill a symmetrical corporate attitude where what is said is done, and what is believed is defended by example: the validity of what we do not what we say