Corporate Affairs comprises more than corporate communication, but everything the function does, and we will analyze this in detail in the following chapters, is based on the corporate story letting constituencies know what the company stands for and where it wants to go. We have discussed the “hearers” or recipients and how to get through to them (Chaps. 2 , 3 , and 6 ), and we have identified the end-goals of reputation and trust (Chap. 5 ). This chapter will now deal with the development of the messaging and with securing buy-in from those that matter to the organization—how to take them along on the journey by characterizing it as a Quest. To plot the path, we will recognize the different significance and relative impact of Milestones and Landmarks, helping to stay in the driver’s seat, and discuss the strength of Soft Power. We will then explain a well-proven technique of how to stay focused when it counts and under pressure, the Message House approach. Finally, we examine how it is all brought together and rolled out in support of the company’s declared commercial interests, across the markets, where the rubber hits the road, and the money is made. We will present an effective model, with synergies between Strategic Principles on the one hand, to hold the course, and Tactical Initiatives on the other, to implement them. Remember: What we do is not art for art’s sake. And if we are not in the business, we shouldn’t be in business.