Transcript public relations Ethical issues Re

Organizational Issues
Surrounding Integrating
Communications
Peggy Simcic Brønn
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Four Themes
(van Riel, p. 143)
Location of the communications function
Organization of the communication
process: planning of external and internal
communication
Coordination of the function and process
of all communication activities
Critical success factors
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Organizational Possibilities
(see arguments in van Riel, 5.2.1)
 Marketing Public Relations - Integrating PR with
Advertising
 Public Relations Under Marketing
 Marketing Communications under Public Relations
 Two Separate but Equal Functions
 Integrate all Communications Functions Using
Marketing Theories for Planning and Managing
 Integrating all Communications Functions Through
Public Relations Function
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Barriers to Integration
Ego and turf battles
Uneven compensation and reward systems
Lack of corporate discipline to put customer
first
Absence of databases and accompanying
technology
Lack of an internal communication system to
help with cross-functional planning
Lack of a core competency in marketing
communication
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Barriers to Integration
Lack of understanding of importance of
stakeholders
Lack of agreement on marketing and
marketing communication objectives
Overdependence on mass media
Lack of understanding of how to use one-toone media
Functional areas not used optimally for overall
good of organization in building and
sustaining customer relationships
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Obstacles to Integration and
Potential Solutions
Obstacle
Solution
• Turf battles between
functional areas
Re-engineering
• Managers’
background/expertise
Hire generalists rather than
specialists
• Organizing and planning an
integrated marketing effort
Clear goals; unified approach
• Information sharing
Strong information culture
• Leadership and Infringement
- budgets
- public relations
Zero based communication planning
• Ethical issues
Clear mission and policy directions
Recognizing stakeholder base
Organizing the process
(see van Riel, Boxes 5.1, 2 and 3)
Input phase
preparation of communications activities
(strategy and analysis)
Throughput phase
Execution of plans (decision-making and
implementation)
Output phase (final product and effects
on target groups)
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Stimulating Coordination
Define common starting points (CSPs -- covered
earlier)
Establish quality standards for ‘common
operating system’
Coordinate decision-making within
communication
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Coordinating decision-making
One person
Steering committee
Ad hoc meetings
Several communications managers
in one location
Combination of above
Example -- Carousel principle, p.
167-169
Peggy Simcic Brønn
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Critical success factors
Structural characteristics
common starting points
establishment of quality standards
integration of all communication by coordinating
body
Campaign-specific characteristics
professional -- appealing, clear promise, applicable to
company, etc.
consistent -- consequent, cohesive, using one basic
concept, etc.
creative -- distinguishing, surprising, creative,
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original, humoristic,Peggy
etc.Simcic Brønn
Role of Corporate Culture and
Communication
Three levels:
Observed artifacts and patterns of behaviors
-- not always apparent
Values and beliefs that require a greater
degree of awareness
Assumptions about human activity, nature
and relationships, including time, space and
reality
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Artifacts and behavior
logos, headquarters, etc., corporate identity
items
Values and beliefs
Slogans, pledges from the company, mission
statements
Basic assumptions
must analyze what company says versus
what it does -- often a conflict
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Corporate culture revealed through:
(see Goodman, exhibit, p. 32)
Physical setting of company
What it says about itself
How members greet strangers
How people spend their time in organization
Career paths
Length of time people stay in jobs
Stories, anecdotes, jokes people tell
What people write about or discuss
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Weak cultures:
Have no clear values or beliefs
Exhibit many beliefs
Bad behavior overlooked if money is being
made
Inward, short-term focus
Low morale, subculture clashes
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Corporate culture changes
Reengineering, Total Quality Management,
other change programs are being
implemented
from hierarchical, authoritarian relations to a
consensus approach in management
team focus
communications and customer orientation
cornerstones
interpersonal communications key for
success
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Integration -- Total Quality
Management Approach (Teams)
Bottom Up -- keeping track of
stakeholder relationships and passing
information up
Top Down -- mission supporting IC
Horizontally -- cross functional
Grönstedt, A., Integrated Communications at
America’s Top TQM Companies, Doctoral
Dissertation.
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Propositions for a Team
Approach (A. Grönstedt)
Team leader is a facilitator.
All communications professionals should
be leaders and members of integrated
communication teams.
Consensus is optimal.
Requires listening to everyone’s opinions,
establishing a shared vision.
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Concurrent planning and execution of
different functions.
Establish step-by-step process for
teamwork.
Team members need authority.
Requires a corporate-wide culture of
teamwork.
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Two major areas of conflict in cross
functional teams
distrust
compensation differences
competition between individuals and departments
for recognition
concerns that team members more loyal to
department
disrespect
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The integrated communicator
Must understand product development and
positioning as well as reputation development
and stakeholder communication
Needs to clarify market niche, identity
messages, appeals themes, core values and
corporate culture
Needs to know about product-support
communication, institutional advertising, news
story marketing, issues management, crisis and
internal communication
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Needs background to influence new employee
programs, training programs and internal events
that build community
Has to understand and use survey, focus group
and interview research
Versed in all media, including group dynamics
and face-to-face communications
Has a thorough understanding of theory of
business and can use business knowledge to
serve senior management
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Benefits of Integration
Gives a better process for acquiring, retaining
and growing customers
Adds value through facilitating customer
recourse, feedback, recognition
Enables brands to be more knowledgeable of
customers and therefore more responsive
Gives a process for making brand
communications and company more human,
personal
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