Corporate communication and internal relationship networks in the beverage sector

Abstract

This study analyzes how corporate communication management is structured and how it manifests within an organization's human relational networks. It uses the regional company Cassinelli S.A.C., based in Trujillo, Peru, as a case study to examine the relationship between various contemporary theoretical models—such as Joan Costa’s DirCom model and the social responsibility approach proposed by Vásquez-Giler et al., Capriotti, Villafañe, and Van Riel—and communication practices across four dimensions: institutional, organizational, marketing, and social responsibility. Methodologically, the research adopts a qualitative approach based on a case study design, employing semi-structured interviews, document analysis, and focused participant observation. The results demonstrate a strong corporate identity, underpinned by the company's tradition and historical legacy. However, they also reveal limitations in energizing internal relational networks, driven by a predominance of top-down and informal communication channels. Similarly, there is a lack of strategic integration of socio-environmental initiatives into external corporate discourse. In conclusion, the study proposes an analytical framework aimed at strengthening and professionalizing the integrated communication function within regional organizations. It also highlights the importance of aligning identity, internal communication, and social responsibility as components of a more coherent, participatory, and strategic approach to corporate management.