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CORPORATE COMMUNICATIONS


Defining strategic PR • reputation and relationship management • stakeholder communications • corporate communications

PR = CC


Key corporate communication functions and budget responsibilities Corporate Culture Investor Relations

MEDIAIssues RELATIONS Management

Internal Communication Community Relations Corporate Identity

LABOR RELATIONS

TECHNICAL COMMUNICATIONS

PUBLIC RELATIONS Internet Communication

Brand Strategy

Marketing Communications

EXECUTIVE COMMUNICATIONIntranet Communication Crisis Communication COMMUNICATION STRATEGY Advertising

ETHICS

Mission Statement

Corporate Citizenship Communication Policy Reputation Management TRAINING DEVELOPEMENT

Annual Report Government Relations


Role that best describes corporate communication function

Manager of company’s reputation Councel to the CEO and the corporation

Manager of relationships (non- customer constiturnsies) Source of public information about the company Manager of emploee relations (internal communication) Advocate or “engeneer of public opinion” Manager of the company’s image Manager of relationships (all key constituencies) Branding and brand perception stuart Driver of company publicity Suport of marketing and sales Others

Corporate philantropy (citizenship) champion


Corporate communication • Communication of corporate value (to stakehoders, but not the consumer)

• Managing corporate reputation • Corporate image • Relationship management


Example Goal: Building relationships & reputation

Stakeholders • Developing strong relationship with partners and emploees • Sustainable developement Corporate Communication

Goal: Selling

Consumer • Promoting the benefits of Fair trade certified products Marketing Communication


Reputation or relationship management REPUTATION MANAGEMENT • Distinctiveness, defferenciation from competitors • MARKETING concept • More important to people with no direct connection with the organisation • Good for organisations with constant stream of new customers, donorss and emploees

RELATIONSHIP MANAGEMENT • Building relationships • PR concept • More important to stakeholders (emploees, customers, stockholders etc.) • Good for organisations with few longlasting relationships with key stakeholders


Integrated Communication All communication functions are integrated into the same departament and guided by the same strategic communication plan.


Encroachement Corporate Communication Diretor (Communication czar/ pope) Marketing background CC/ PR background • consumer paradigm • marketing aproach to communication

• broad steackholder perspective • PR aproach to communication


Persuasion, rhetoric or spin? • using communication to win arguments • “advocate”, “engineer of public opinion” • Mechanism for negotiating with stakeholders (Grunig) “win-win zone” • Mechanism for increasing influence and advocating positions (Miller, Hazelton) “two peas in a pod” • Mechanism for “one-way flow of information, argument and influence” (Toth and Heath)


Position of corporate communication within organisational structures • PR function should be integrated in the organisational structure • All communication programme should be integrated/ coordinated by the PR department or the PR executive (member of the board of directors) • PR department should be structured horizontally • Possible use of consultancy • Centralised, decentralised or blended approach


Structure


Time’s magazine Corporate Communication organisational structure


Characteristics centralised, decentralised or blended structure • Centralised: All th PR sub-functions report to a senior executive from the headquarter • Decentralised: Communications professional are located within individual business units Ex: Johnson & Johnson, + 100, 000 employees, 200 operating companies in 50 countries • Blended: combination of a core corporate team with individuals responsible for communication within the business units


Centralised or decentralised? Some important criteria that should be considered: • Size of the organisation • Geographical boundaries • Knowledge of the local culture


Advantage of the centralised approach • More control over information released • Ability to direct media requests to the right person within the organisation • Ability to ensure all information is newsworthy • Checking and ensuring consistency of the corporate message


In-house or consultancy? In-house advantages: • Understanding the complexities of the organisation and its sector • Ability to identify and reach the spokesperson for particular issues • Trust = access to high level strategic information

Disadvantages: • Lack of objectivity • Inability to provide expertise in a large range of specialises • Lack of innovation


Interface of corporate communication and overall corporate strategy Three stages of strategic planning • A simplified model of an approach to strategic planning • Purpose: demonstrate the way in which corporate communication can be tied to overall corporate strategy


How corporate communication influences corporate decision making • influencing decisions before they are made” • the corporate communication director`s knowledge of the organization` s environment enable them to predict stakeholder responses to decisions taking by the dominant coalition • “strategic decisions may have to be made in situations of uncertainty: they may involve taking decisions on views of the future about which it is impossible for managers to be sure.”


Corporate communication objectives: Stakeholders vs Shareholders A UK political commentator Will Hutton criticises businesses for being short- termist and relentless to pursuit some higher financial returns and that they are the fiefdoms of their boards or just of their chairman. He states that companies run as pure trading operations rather than productive organisations which invest, develop and innovate human capital.


Organisations should think in terms of ‘relational capitalism’ (premised on the idea of human dynamics) instead of ‘transactional capitalism’ (a network of transactions)


Bottom line


Triple bottom line


Practical application of critical reflection Cheney and Christiansen specify a ‘self- reflective’ approach to counter ‘self –referential tendencies’- The experts must step outside of their world and challenge the things they take for granted.


Culture web


Corporate Communications: The Challenge of Transparency • Transperancy: Information available • Internal and external • Unrestricted access to corporate information • Media intensifies transparency • Company strategy


Thank You!


Corporate communication