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Organizational Issues Surrounding Integrating Communications

Organizational Issues Surrounding Integrating Communications. Four Themes (van Riel, p. 143). Location of the communications function Organization of the communication process: planning of external and internal communication

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Organizational Issues Surrounding Integrating Communications

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  1. Organizational Issues Surrounding Integrating Communications 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 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 Peggy Simcic Brønn

  5. 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-to-one media • Functional areas not used optimally for overall good of organization in building and sustaining customer relationships Peggy Simcic Brønn

  6. Obstacles to Integration and Potential Solutions Solution Obstacle • 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

  7. 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 person • Steering committee • Ad hoc meetings • Several communications managers in one location • Combination of above • Example -- Carousel principle, p. 167-169 Peggy Simcic Brønn

  10. 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, 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 Peggy Simcic Brønn

  12. 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 Peggy Simcic Brønn

  13. 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 Peggy Simcic Brønn

  14. 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 Peggy Simcic Brønn

  15. 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 Peggy Simcic Brønn

  16. 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. 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. Peggy Simcic Brønn

  18. 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. Peggy Simcic Brønn

  19. 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 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 Peggy Simcic Brønn

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