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Peggy Simcic Brønn 2
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
Peggy Simcic Brønn 3
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
Peggy Simcic Brønn 4
Barriers to IntegrationEgo and turf battlesUneven compensation and reward systemsLack of corporate discipline to put customer
firstAbsence of databases and accompanying
technologyLack of an internal communication system to
help with cross-functional planningLack of a core competency in marketing
communication
Peggy Simcic Brønn 5
Barriers to IntegrationLack of understanding of importance of
stakeholdersLack of agreement on marketing and
marketing communication objectivesOverdependence on mass mediaLack of understanding of how to use one-to-
one mediaFunctional areas not used optimally for
overall good of organization in building and sustaining customer relationships
Obstacles to Integration and Potential Solutions
Obstacle Solution• Turf battles between functional areas
• Managers’ background/expertise
• Organizing and planning an integrated marketing effort
• Information sharing
• Leadership and Infringement - budgets
- public relations
• Ethical issues
Re-engineering
Hire generalists rather than specialists
Clear goals; unified approach
Strong information culture
Zero based communication planning Recognizing stakeholder base
Clear mission and policy directions
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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)
Peggy Simcic Brønn 8
Stimulating Coordination
Define common starting points (CSPs -- covered earlier)
Establish quality standards for ‘common operating system’
Coordinate decision-making within communication
Peggy Simcic Brønn 9
Coordinating decision-making
One personSteering committeeAd hoc meetingsSeveral communications managers
in one locationCombination of aboveExample -- Carousel principle, p.
167-169
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Critical success factorsStructural 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, original,
humoristic, etc.
Peggy Simcic Brønn 11
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 itemsValues and beliefs
Slogans, pledges from the company, mission statements
Basic assumptions must analyze what company says versus
what it does -- often a conflict
Peggy Simcic Brønn 13
Corporate culture revealed through: (see Goodman, exhibit, p. 32)
Physical setting of companyWhat it says about itselfHow members greet strangersHow people spend their time in organizationCareer pathsLength of time people stay in jobsStories, anecdotes, jokes people tellWhat people write about or discuss
Peggy Simcic Brønn 14
Weak cultures:
Have no clear values or beliefsExhibit many beliefsBad behavior overlooked if money is
being madeInward, short-term focusLow morale, subculture clashes
Peggy Simcic Brønn 15
Corporate culture changesReengineering, 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 ICHorizontally -- cross functional
Grönstedt, A., Integrated Communications at America’s Top TQM Companies, Doctoral Dissertation.
Peggy Simcic Brønn 17
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 differencescompetition between individuals and
departments for recognitionconcerns that team members more loyal to
department
disrespect
Peggy Simcic Brønn 20
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
Peggy Simcic Brønn 21
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
Peggy Simcic Brønn 22
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