CHAPTER 2 l AN INTRODUCTION TO CORPORATE COMMUNICATION

2
An Introduction
To Corporate
CHAPTER
What is Ethics
Communications
LE AR NI NG OUTCOMES
By the end of this topic, you should be able to:

1. Explain the roleand responsibilities of public relations;

2. Describe and discuss the characteristics of organisation publics;

3. Outline the four-step of process management in public relations campaign.

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 AN INTRODUCTION TO CORPORATE COMMUNICATION l CHAPTER 2

INTRODUCTION
Public relation (PR) has a management
function that determines the general poli-
cies and strategies of an institution or or-
ganisation. The organisational policy in-
troduced normally aims to provide public
understanding and acceptance of the pre-
scribed policies. PR department helps to;
minimise the negative effects of the policy
introduced between the internal and ex-
ternal organisational communication with
the public opinion. Thus, in this chapter
the discussion centres on what is corporate
communication and public relations, the different type of PR, the role of corporate managers
and lobbying, public relations functions, public and public opinion, and overview of corporate
plan and campaign.

2.1 Communications and Public Relations

As a new science, public relations had its origin in social sciences like communication, eco-
nomics, marketing and psychology (Howard, 1984). Most definitions of public relations in
textbooks and professional literature state that public relations are an integral part of manage-
ment. The management specialists in the field of marketing and human resource management,
however, regard public relations as a marketing tool in the theory of marketing mix: product,
price, place and promotion (McCarthy, 1992) which later made famous as mega marketing
when Kotler and Armstrong (1994) added two other Ps: power and public relations.

The global aspect of public relations was underscored by the demand abroad for public rela-
tions expertise both in the field and in the classroom. This is because the public relations (PR)
practitioner serves as an intermediary between the organisation that he or she represents and all
of that organisations publics. Consequently, the PR practitioner has responsibilities both to the
institution and to its various publics. He or she distributes information that enables the institu-
tions publics to understand its policies (Newsom, Turk & Kruckeberg, 2004).

PR, therefore, is the art and science of managing communication between and within an organi-
sation. It plays an important role in building managing and sustaining positive organisational
image. In short PR involves various activities as described in figure 2.1.

Evaluation of public attitude and opinions toward the organisation.

Oversees procedures and policies are implemented successfully.

Communication programmes.

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 CHAPTER 2 l AN INTRODUCTION TO CORPORATE COMMUNICATION

Developing rapport, good-will through two-way communication and

Building and sustaining healthy relationship between the organisation and the
public (Brown, 2007).

Figure 2.1: Activities of public relation

The changing of government policy towards organisations brings in new names for public re-
lations about, such as integrated commu-
nication. Old names have become more Corporate
prominent, such as corporate communi- Communications
cation. Corporate communications serves
many purposes in an organisation and can
be divided into two broad categories-exter- Internal External
Communications Communications
nal communication and internal communi-
cation as shown in figure 2.2. Figure 2.2: Categories of corporate communication

Internal communications are intended for the employees of an organisation. It is used to is-
sues work instructions, announcements of in-
ternal events like promotions and transfers. On
another level, it is through the publications of
a newsletter or an internal publication where
information is shared with employees, creat-
ing a sound corporate identity and building
employer pride. Internal communications also
assists organisation with internalising its brand
management. It develops and upkeeps the cor-
porate identity by ensuring that the corporate
brand guidelines are adhered to at all times. It Figure 2.3: Internal communication
also an effective channel used to manage crisis within an organisation. Figure 2.3 depicts inter-
nal communication.

External communication: an organisations image

is often determined by the relationship it has with
the media. Building and maintaining a positive re-
lationship with the media is managed through the
dissemination of press releases, organising press
conferences and meetings with media professionals
and organising events for media. Media relations
Figure 2.4: External communication
are the most active form of external communica-
tion in all organisations as its public image is often
determined the extent of media coverage it gets. Figure 2.4 depicts external communication.

Corporate communication is defined as communication which goes to all staff. Corporate com-
munication serves as the liaison between an organisation and its publics. It encapsulates Pub-

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 AN INTRODUCTION TO CORPORATE COMMUNICATION l CHAPTER 2

lic Relations and customer relations scope of an organisation. organisations can strategically
communicate to their audiences through public relations and advertising. This may involve an
employee newsletter or video, crisis management with the news media, special events planning,
building product value, and communicating with stockholders, clients and donors. Figure 2.5
illustrates the roles of corporate communications.

Genuine
sense of
corporate Quick
An
citizenship. responsible
appropriate
and professional ways of
relationship. communication
in a crisis.

Corporate Understanding
Strong
communication of communication
corporate
encodes and tools and
culture.
promoted. technologies.

Sophisticated
Coherent approaches
corporate to global
identity. communications.
Reasonable
corporate
philosophy.

Figure 2.5: Roles of corporate communications

Blauw (1994) defines corporate communications as the integrated approach to all communica-
tion produced by an organisations directed at all relevant target groups Van Riel (1995) makes
the distinction that corporate communication consists of three main forms: marketing commu-
nication, organisational communication and management communication. Management com-
munication as the most important of three, and comprises communications by managers with
internal and external target groups or publics.

ACTIVITY
In group of three, discuss the following questions: What are the differences
between public relations, internal communication, external communication and
corporate communication?

SELF-CHECK
1. What are the roles of corporate communication?
2. Define public relations in managerial context.

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 CHAPTER 2 l AN INTRODUCTION TO CORPORATE COMMUNICATION

The Different type of PR, Role of Corporate

2.2
Managers and Lobbying
Public relations is the umbrella term which can cover a wide range of areas such as corporate
communications, issues management, product publicity, investor relations, financial communi-
cation, lobbying, public affairs, media relations, community affairs, crisis management, events
management and sponsorship (Mazur, 1995). Figure 2.6 shows the areas of public relation.

Corporate
Communi-
cations Issues
Sponsorship Manage-
ment

Events
Manage- Product
ment Publicity

Crisis
Public Investor
Manage-
Relations Relations
ment

Financial
Community
Commu-
Affairs
nication

Media
Lobbying
Relations
Public
Affairs

Figure 2.6: Areas of public relation

Cutlip, Centre and Broom (2006) defined public relations as a management function that estab-
lishes and maintains mutually beneficial relationships between an organisation and the publics
on whom its success or failure depends. According to Newsom et al. (2000), public relations re-
lates to the various activities and communications that organisations assume to monitor, evalu-
ate, influence and adjust to the attitudes, opinions and behaviours of groups or individuals who
constitute their publics.

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 AN INTRODUCTION TO CORPORATE COMMUNICATION l CHAPTER 2

PR is also defined based on its roles. PR has an important role to play in organisations during
times of crisis. It acts as a guiding force in the ethical, social, and moral behaviours of a corpo-
ration as it fosters and strengthens relationships between an organisation and its stakeholders,
local community, and global community. Public relations are seen as management function
devoted to interacting with local communities while promoting the interests of the company
and its community. However, public relations cannot achieve everything related to the organisa-
tions objectives, nor can it be responsible for all aspects related to different publics but that it
can only manage the process of communication with the publics (Grunig, 2004).

The primary role of public relations personnel lies in managing communication, but they can
also participate in providing counselling and giving suggestions to other departments within the
organisation. These public relations tools and practices enhance your companys profits when
a prospect turns to you (the industry leader) for answers and advice. Figure 2.7 describes the
definitions of PR.

The Following are other common definitions of PR:

Definitions of PR

Gordon (1997: 64) indicated that a public relations is the active

participation. in social construction of meaning.

Public relations helps an organisation and its publics adapt mutually to

each other and public relations is an organisations efforts to win the cooperation
of groups of people (Seitel, 2002).

The Public Relations Institute of Australia (PRIA) defines Public Relations as

the deliberate, planned and sustained effort to establish and maintain mutual
understanding between an organisation (or an individual) and its (or their)
publics.

Public relations is a distinctive management function which helps establish and

maintain mutual lines of communication, understanding, acceptance and cooperation
between an organisation and its publics; involves the management of problems or
issues;helps management to keep informed on and responsible to public opinion;
defines and emphasises the responsibility of management to serve the public
interest; helps management keep abreast of and effectively utilise change, serving
as an early warning system to help anticipate trends; and uses sound research and
ethical communication techniques as its principal tools (Harlow, 1976).

Grunig, and Ehling (1992) point out that public relations makes an organisation more
effective by matching the organisations goals with the expectations of its strategic
constituencies and by building long-term relationships with these constituencies.

Figure 2.7: Definitions of PR

Associated with public relations is corporate community relations. Specific activities carried out
by the corporate community relations include employee voluntarism, community-based pro-
grams, and relationships with civic, professional, and nonprofit organisations (Altman, 1998).

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 CHAPTER 2 l AN INTRODUCTION TO CORPORATE COMMUNICATION

Where corporate community relations is concerned,

public relations practitioners monitor and evaluate
social attitudes, analyse corporate policies, make
recommendations for maintaining programs, and
develop communication strategies. Practitioners
often respond to social needs of the community.
They act as social sensors to identify and measure
changes in public values, attitudes, and expectations
that could affect company performance (Daugherty,
2000). Those performing the role of the social sen-
Figure 2.8: Lobbying
sor also act as boundary spanners. Like social
sensors, boundary spanners serve as the gatekeepers and interpreters of activities and communi-
cation involving an organisation. According to Wood (1990), boundary spanners are the people
who gather information from and conduct transactions with stakeholders within the environ-
ment. Once the boundary spanners and public practitioners get an understanding of the public
and environment with which they interact, they implement systems of feedback within the
organisation and establish two-way communication channels with social groups (Daugherty,
2000). Therefore, in this research, PR role refers to communication technician, the expert pre-
scriber, the communication facilitator and problem solver as classified by Cutlip et al. (2006).

Public Relations, the predecessor to the corporate communication (CorpComm): The best ap-
proach to building a corporate communication function is to begin with the most global and
strategic issues and then move into the narrower aspects of the function as shown in figure
2.8.

Lobbying is part of public affairs, attempts to influence legislative and regulatory decisions in
government. Successful lobbyists typically use grassroots lobbying and other campaign tech-
niques such issue or advocacy advertising, to mobilise public support. The goal, of course, are
to sway public opinion, to activate constituents, and thereby increase pressure on legislators and
government agencies (Cutlip, Centre & Broom, 2000).

SELF-CHECK
1. What is corporate communication?
2. What is the difference between public relations, corporate communication
and lobbying?

ACTIVITY
Find a few advertisements in news paper on public relations job vacancy. Does
the advertisement fulfill the characteristics of public relations roles?

2.3 Public Relations Functions

The business benefits that public relations can deliver are wide and varied. The precise mix will

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 AN INTRODUCTION TO CORPORATE COMMUNICATION l CHAPTER 2

depend on the environment in which the organisation operates and the corporate, marketing and
communication objectives. They encompass:

2.3.1 Awareness

The most common, some would say most effective, and

certainly almost universal function of public relations
activity is to make people aware in some way of an or-
ganisations products, services, technologies and posi-
tion. Figure 2.9 shows that product and services can be
promoted through public relations.
Figure 2.9: Product and services can
be promoted through public relations

2.3.2 Education

The best customer is an educated customer. Public relations is a particularly effective tool for
educating markets about new technologies.

2.3.3 Credibility

A key benefit of public relations as a communications medium is that it has a high degree of
credibility in the mind of the receiver when compared with other marketing communication
channels.

2.3.4 Third Party Endorsement

An important driver of this credibility is that the message originates from and is therefore en-
dorsed by the third party. Frequently journalists but also other commentators and other authori-
ties. A good technical articles in a trade publication is not only read but it is believed and the
more credible the publication, the more credible the message.

2.3.5 Permission to Buy

Consumers are no longer content to rely purely on product performance; they also need to be
reassured that they are happy to do business with the organisation providing the product or
service.

2.3.6 Differentiation

Once the market has been educated, interest has been generated in a technology or product cat-
egory and awareness of our brand established, public relations messages need to differentiate
our brand from that of the competitors.

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 CHAPTER 2 l AN INTRODUCTION TO CORPORATE COMMUNICATION

2.3.7 Positioning

Differentiation is delivered through positioning, but positioning is not only to do with the prod-
uct or service on offer, rather it is about differentiating the product in the mind of the prospect
and is therefore best achieved by credibility communications.

2.3.8 Relationship Marketing

Modern marketing is more about relationships than transactions and public relations orientation
is building relationship through communication that is two way and informal style. Figure 2.10
demonstrates the benefits of Corporate Communication.

Education

Awareness Differentiation

Credibility Modern Permission

marketing

3rd party Relationships

endorsement

Positioning

Figure 2.10: Benefits of corporate communication

ACTIVITY
1. Interview a public relations officer about his responsibilities. Find out if his
responsibilities similar with what describe in this module.
2. Why there are differences, if any?

SELF-CHECK

What are the benefits of public relations mix?

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 AN INTRODUCTION TO CORPORATE COMMUNICATION l CHAPTER 2

2.4 Public Relations Functions

According to Cutlip, Center & Broom (2000), public opinion represents a consensus, which
emerges over time, from all the expressed views that cluster around an issue in debate, and this
consensus exercises power as shown in figure 2.11.

Employees
Industry Business
Watchdog Suppliers

Trade Associates
Networks and Partners
Organisation

Media Financial
Brokers

Government Customers

Figure 2.11: Different types of publics

Most people have opinions on most things. The objective of many public relations programme
is to affect public opinion, often by mounting a media relations campaign. The fear of many
public relations practitioners is that these opinions could be drawn together and focussed by the
media against their organisation.

Grunig and Hunt (1984) characterised different types of publics as shown in figure 2.12.

Non-public Latent public

Types of
Public

Active public Aware public

Figure 2.12: Different types of publics

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 CHAPTER 2 l AN INTRODUCTION TO CORPORATE COMMUNICATION

1. Think of three or four publics at your organisation. What are the best ways to
SELF-CHECK communicate with these publics? What influence these publics opinion?
2. How much influence do you think public relations practitioners have on pub-
lic opinion? Defend your answer with examples.
3. As an individual, you make an impression or have a presence with others.
Identify three groups who make up your individual public.

Even though different publics often share some common interests and values, it is increasingly
dangerous to assume that people share common sets of values. Thus, an organisation trying to
determine a socially responsible course of action must simultaneously try to respond to special
interest groups interested in changing a broader public opinion. Figure 2.13 explains the defini-
tion of publics.

Non-publics, which are groups that neither are affected by nor affect the organisa-
tion.

Latent public, which are groups that face a problem as a result of an organisation
actions, but fail to recognise it.

Aware publics, which are groups that recognise that a problem exist.

Active publics, which are groups that do something about the problem.

Figure 2.13: Definition of publics

Public relations aims to influence the organi-

sations public presence and to have people
take action on the basis of this perception of
the organisation and their ability to satisfy
a need. For example, McDonalds maintain
a public image of quality, value, service
and cleanliness. At any McDonalds outlet,
service is fast and friendly in modern clean
facilities. Advertising, marketing and pro-
motion all emphasise what is special about
McDonalds and promote the companys
public presence. Figure 2.14 shows the PR Figure 2.14: PR Relationship with organisations
relationship with organisations.

Overview of Corporate Plan and Campaign:

2.5
Objectives and Strategy
Campaigns are coordinated, purposeful, extended efforts designed to achieve a specific goal or
a set of interrelated goals that will move the organisation toward a longer-range specific objec-
tive expressed as its mission statement (Newsom, Turn & Kruckeberg, 2004). Campaigns are

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 AN INTRODUCTION TO CORPORATE COMMUNICATION l CHAPTER 2

designed and developed to address an issue, to solve a problem or to correct or improve a situ-
ation. A campaign may be constructed around a positioning statement as shown in figure 2.15.
Positioning statement is an objective operating statement for the organisation. Positioning is
operationally defined as:

The outgrowth of organisation reputation as a result of public relations pro-

gramme.

The outgrowth of brand equity.

The extent of relationship geared by public relations programme.

The extent of institutional leadership as a result of public relations efforts.

Figure 2.15: Positioning statement

Communication planning is then structured to help the organisation achieve its mission, in light
of how the organisation has positioned itself. Communication effects has the following opera-
tional definitions as shown in figure 2.16.

The increase of public awareness of the organisation mission and vision.

The increase of public knowledge on the company existence or product.

The increase of public understanding about the organisation.

Figure 2.16: Operational definitions

Figure 2.17 describes the activities of public relations practitioner. For example, in planning for
a communication public relations program, public relations practitioner need to:

Survey to determine public likes, dislikes, preferences or objections to the planned

program.

Choose a suitable means of communication to inform people in the community of

the program.

Create a schedule for special events. Local advertising, broadcasts and other com-
munication.

Seek the opinion and co-operation of employees who will be involved in the pro-
gram.

Advertise and publicise events in the daily newspaper and on radio and television.

Figure 2.17: Activities of public relations practitioner

Cutlip and center proposed Four-steps of Public Relation Process to manage public relation
campaign as indicated in Figure 2.18.

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 CHAPTER 2 l AN INTRODUCTION TO CORPORATE COMMUNICATION

1. D
ram efi
rog nin
P g
e Pu
th b
g
in

lic
at

Re
alu

lat
Ev

ion
4.

What is happening

sP
How did we do?
now?

roble
Assessment Situation Analysis

ms
Implementation Strategy
3. Tak

How and when What should we

ing

do we do and say do and say, and

ing
it? why?

mm
act
ion

ra
og
an

co Pr
d

m d
m an
un g
ica nin
ting l an
2. P

Figure 2.18: Four-steps of public relation process

2.5.1 Step One: Defining Public Relations Problems

Problem definition begins with someone making a value judgment that something is either
wrong, could soon be, or could be better. A useful problem statement summarises what was
learned about the problem situation and it describes the situation in specific and measurable
terms, detailing most of the following (Cutlip, Center & Broom, 2000): Figure 2.19 shows the
various elements of problem statement.

How are they involved What is the source

and affected? of concern?

Why is this a concern to the Problem Where is this

organisation and its publics? statement a problem?

Who is involved When is it

or affected? a problem?

Figure 2.19: Problem statement

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 AN INTRODUCTION TO CORPORATE COMMUNICATION l CHAPTER 2

Each of these problem statements contains

concrete measures of the problem situation
based on objective research and documenta-
tion.

Some practitioners do the research them-

selves. Other times, practitioners hire research
specialists or research firms to design the re-
search, gather the information, or analyse the
data. In either approach, practitioners must
know the research process and concepts.

The first task was to marshal all the facts Figure 2.20: Public relations process involve research
through research so that the move could be explained and justified in term of those concerned.
Scientists have developed a generally accepted approach to research. The process begins with
a clear statement of the problem under investigation. The next step is to develop the research
design and followed by the specific methods for gathering, analysing, and interpreting data.
Figure 2.20 shows the public relations process involve research.

SELF-CHECK

Name 4 process involves in planning a public relations campaign.

ACTIVITY
Select a different problem and arrive at a solution through a problem-solving
group of three to five people.

Step Two: Planning a Campaign: Setting Goals, Timetables

2.5.2
and Budgets

After a communication problems or opportunity is defined and the involved publics are iden-
tified, strategic decisions can be made concerning plans of action, in the form of projects or
programs (Cutlip and Centre, 1982). The effectiveness of programming depends heavily upon
the planning.

According to Gregory (2004), several good reasons for planning:

1. It focuses effort:
It ensures the unnecessary excluded. It makes you work on the right things. It helps you to work
smart instead of just working hard. It enables you to operate efficiently and effectively because
you are concentrating on the priorities.

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 CHAPTER 2 l AN INTRODUCTION TO CORPORATE COMMUNICATION

2. It improves effectiveness:
By working on the right things, defined objectives will be achieved. Time and money will be
saved because effort isnt being diverted into worthy but less important tasks. Importantly it
makes saying No to unplanned things much easier.

3. It encourages the long-term view:

By definition, to plan you have to look ahead. This forces you to take a longer perspective than
the immediate here and now. It forces you to look back and evaluate past achievements, to look
around the organisation and its priorities and at the broader business context, and it helps you to
produce a structured programme to meet future as well as current needs.

4. It helps demonstrate value for money:

This is applicable whether working in-house or in consultancy. If there is a fight for budgets,
then demonstrating past achievement and being able to present a powerful, forward-looking
and realistic programme gives you a point from which to argue your case for money.

5. It minimises mishaps:
Careful planning means that at the macro different level scenarios have been considered and
the most appropriate selected. It means that there is meticulous contingency planning and all
the angles have been covered. At the micro level, planning makes day-to-day work tolerable,
even fun.

6. It facilitates proactivity:
Setting your won agenda is vitally important. Of course public relations work is about reacting
to media demands or responding quickly to a crisis, but it is also about deciding, what you want
to do-what actions you want to take, what messages you want to put across and when. Planning
is comprehensive and cohesive programme helps you achieve this.

Planning applies to everything, whether it is to complete programmes and campaigns lasting

one or five years or even longer, or to individual activities such as press conference or the brief-
ing of suppliers. Planning can be for the purpose of making something happen or preventing it,
for the purpose of exploiting a situation or remedy one (Cutlip & Center, 1982).

You must clearly delineate your publics before planning your strategy. The demographics and
psychographics will give you insight into the tactics you should employ to make your strategy
succeed. Demographics comprise objective, statistical data like age, sex, education and income.
Psychographics comprise the value statements you can make about audiences, their lifestyles,
their likes and their dislikes. Figure 2.21 depicts the examples of demographic and psycho-
graphic factors.

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 AN INTRODUCTION TO CORPORATE COMMUNICATION l CHAPTER 2

Figure 2.21: Examples of demographic and psychographic factors

ACTIVITY Considered the following audiences: Teachers, nurses, the basket ball team, a
group of managers where you work, car sales person, restaurant owner, and stu-
dents. For those audiences with which you would be most familiar (you may add
others) select different topics for an after-lunch speaking engagement.

According to Cutlip and Center (1982), public relations planning start with the stated objec-
tives of the organisations served and proceeds from the specific implementation assigned to it
in the form of public relations objectives. Four fundamentals investigative process involves at
this stages:
1. A searching look backward: Back ground information on organisation history, biography of
the founder, background of the problem, roles of public relations etc will provide.

2. Useful information to the public relations practitioner on how the problem had been han-
dled.

3. A wide look around: Looking for the information surround the organisation internally such
as how do employees feel about the current situation of their employment, any breakdown
in understanding between the organisation and publics etc.

4. A deep look inside: Who control the organisation? Style of leadership practice in the or-
ganisation? The practitioner need to know what makes the organisation tick, and whether
it ticks with convictions, values and standards that the practitioner can share and honestly
promote.

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 CHAPTER 2 l AN INTRODUCTION TO CORPORATE COMMUNICATION

2.5.3 Setting Creative Strategy: Choosing Theme and Media

The theme may be determined in a number of ways-from several persons brainstorming togeth-
er, from one persons new idea or from adaptation of someone elses successful idea (Newsom,
Turn & Kruckeberg, 2004). You also need to pretest ideas as well as completed materials, get-
ting feedback from the publics.

Your choice of media depends both on the publics you want to reach and on the message you
want to deliver. The creative use of media is important. A PR person has to be careful about the
complementary use of advertising and publicity. Advertising is definite, scheduled communica-
tion that appears along with whatever planned activities it is designed to promote. Publicity is
indefinite communication that cannot be guaranteed except in controlled media.
SELF-CHECK
What are four fundamental process involved in selection of public relations cam-
paign objectives?

Figure 2.22 shows the examples of printed

media.

The practitioner must define his audiences

with great precision, and he must use differ-
ent strategies and techniques to accomplish
different goals. For example:
1. Using media most closely identified with
the audiences position.

2. Using a communication source that en- Figure 2.22: Examples of printed media
joys high credibility for the audience on this issue.

3. Playing down the differences between the communication and the audiences attitudes.

4. Seeking identification in vocabulary and anecdote with the audience in an area removed
from the issue.

5. Establishing the communicators position as being the majority opinion-defining the major-
ity from the audience itself.

6. Bringing the audiences group identifications into play-when those identifications will help
the development of a positive response. The converse is also true.

7. Modifying the message to fit the organisations need-since you cant modify organisational
objectives.

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 AN INTRODUCTION TO CORPORATE COMMUNICATION l CHAPTER 2

Cutlip and Center (1982)

Your budget has a great deal to do with how much flexibility you have in choosing media, and
with how many publics you can reach effectively. Figure 2.23 explains the media selection
criteria.

Media Selection Criteria

Low Media Richness High

Telephone
Difficult Teleconference

Email
Message Requirements

Personal Note

Letter, Memo

Public Speaking

Special Report

Bulletin Board

Newsletter
Easy Annual Report

Figure 2.23: Media selection criteria

ACTIVITY

Interview someone who works in public relations or media department and ask
that person to identify types of media.

Setting Internal Strategy:

After you have set your goals, you must plan the strategy you will use to achieve them. Devis-
ing the strategy for a plan or campaign is the most difficult part of the planning process. If the
strategy is right, everything else rolls off the back of it.

Strategy, like planning, applies to total programme as well as individual activities. Its impor-
tant because it focuses effort, it gets results and it looks to the long term.

2.5.4 Step Three: Implementing the Campaign

1. Adapting and applying tactics to strategies:

The framework for your whole campaign must be suited to its institutional environment, as
determined by top management. You will choose messages and messengers for each public,

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 CHAPTER 2 l AN INTRODUCTION TO CORPORATE COMMUNICATION

drawn from what your result tells you are the best choices. You will use tactics to shape specific
messages for delivery to each public in order to achieve the purpose you have determined.

2. Keeping People Informed:

Once strategy is determined, it needs to be communicated. Public relations professional can
be used by senior management to advise on both the content of the communication itself and
the mechanics to be used for relying information to publics and back from them. The very
process of insisting that clear messages are relayed to important groups of people helps to put
rigour into strategic thinking and decision-making. At a tactical level, the role of the public
relations practitioner is to manage appropriate communication between an organisation and its
stakeholder and vice versa by ensuring that both the content and the technique are suitable and
timely. Figure 2.24 shows the role of the public relations practitioner.

Figure 2.24: Role of the public relations practitioner

Communication is important because it helps to further the strategic objective of an organisa-

tion because it seeks to enlist the support of all the various groups or key publics by ensur-
ing the vision and values of the chief executive and organisation are clearly communicated.
Communication also positively fosters relationships with key publics. As a result of this,
good communication enhances the opportunities that are presented to the organisations by
both identifying them early and facilitating the actions that are required to capitalise on them.
It also helps minimise the threats by spotting problems and potential conflicts early (Gregory,
2000).
The communication step in public relations process often requires influencing knowledge,
opinions, and actions among sizeable and distant group. The accelerating rate at which inno-
vations are being invented, developed, and spread makes it vital that communicators be able
to transfer information to those who need it.
Cutlip, Center and Brown (2000) introduced seven Cs of public relations communication:

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 AN INTRODUCTION TO CORPORATE COMMUNICATION l CHAPTER 2

1. Credibility:
Communication starts with a climate of belief. This climate is built by performance on the part
of the institution, reflecting an earnest desire to serve stakeholders and publics. Receivers must
have confidence in the sender and high regard for the sources competence on the subject.
2. Context:
A communication programs must square with the realities for its environment. Mass media only
supplement the words and deeds of daily living. The context must provide for participation and
playback. It must confirm, not contradict, the message. Effective communication requires a
supportive social environment, one largely set by the news media.
3. Content:
The message must have meaning for receivers, and it must be compatible with their value sys-
tem. It must have relevance to the receivers situation. In general, people select those items of
information that promise them the greatest rewards. The content determines the audience.
4. Clarity:
The message must be put in a simple terms. Words must mean the same to the receivers as to
the sender. Complex issues must be compressed into themes, slogans, or stereotypes that have
simplicity and clarity. The farther a message has to travel, the simpler it must be.
5. Continuity and consistency:
Communication is unending process. It requires repetition to achieve penetration.
6. Channels:
Established channels of communication should be used. Different channels have different ef-
fects and serve effectively in different stages of the diffusion process. Selective channels are
called for in reaching targets publics. People associate different values with the many channels
of communication.
7. Capability of the audience:
Communication must take into Credibility
account the capability of the audi-
Capability
ence. Communications are most
of the
effective when they require least audience Context
effort on the part of the receivers.
This involves factors of availabil-
ity, habits, reading ability, and
7Cs
prior knowledge. Figure 2.25 il- concepts
lustrates the 7 Cs concepts.
Channels Content

Solving Problems Positively:

The important thing is to resolve Continuity

each problem and get the job and
Clarity
done successfully. Placing blame consistency
wastes time and energy and can
damage working relationships.
Figure 2.25: 7 Cs concepts

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 CHAPTER 2 l AN INTRODUCTION TO CORPORATE COMMUNICATION

2.5.5 Step Four: Evaluating the Campaign

The final step in the process is evaluation of the campaign. Two

major activities that need to be done during this stage are monitor-
ing and postmortem as shown in figure 2.26.

You need an ongoing system for monitoring all major activities.

Monitoring is important in
a campaign because you
may need to change direc- Figure 2.26: Monitoring
tions, reallocate resources
and redefine priorities to achieve your objective. Figure
2.27 depicts the postmortems report.

To make a postmortem successful, you must keep all anal-

Figure 2.27: Postmortems yses on a professional level. You need to evaluate several
results such as impact on publics, the effect on the organisation goals and mission; the effect on
the attitude of public toward the organisation and on their perception of the organisation; and
the effects on the organisations financial status, ethical stance and social responsibility.

Collect feedback to evaluate the success or failure of the campaign. Each company has a num-
ber of publics. Communicate to maintain a balance between the organisations need and the
publics needs.

Case Study:
What it takes to communicate a merger.
By Christine Kent
chrisk@ckeditorial.com
The biggest mistake communicators make when a companys going through a merger,
or being acquired?
Not being prepared for an announcement of this complexity, explains Jeffrey Block,
associate director for Thomson Reuters Strategic Research. What often happens, says
Block, is that different parties get different informationcustomers hear one message,
and investors hear another.

Another big problem, says Block, occurs when PR gets pushed out of the way as
executives navigate around a merger or acquisition, even though theyre the most
important part of the communications process, says Block.

Adapted from: http//www.ragan.com; retrieved on 23rd july 2008.

21
 AN INTRODUCTION TO CORPORATE COMMUNICATION l CHAPTER 2

SUMMARY

1. Public relations involve managing the image and identity of the organisations.

2. Once the public relations problem or opportunity has been defined through research and
analysis, practitioners must devise a strategy for coping with the problem or for capital-
ising on the opportunity.

3. This is planning and programming-making the basic strategic decisions about what will
be done in what order in response to or in anticipation of a problem or opportunity.

4. The third step of the management process moves the public relations program into im-
plementation.

5. Thus, in this chapter we have already discussed what is corporate communication and
public relations, the different type of PR, the role of corporate managers and lobbying,
public relations functions, public and public opinion, and overview of corporate plan
and campaign.

glossary
Consistency - Logical coherence and accordance with the facts.

Credibility - The quality of being trustworthy.

Demography - The branch of sociology that studies the characteris-

tics of human populations.

Facilitator - Someone who makes progress easier.

Post-mortem - Discussion of an event after it has occurred.

Proactive - Controlling a situation by causing something to hap-

pen rather than waiting to respond to it after it hap-
pens.

Sensors - Detectors

Spanners - Wrenches

Tactic - A plan for attaining a particular goals.

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CHAPTER 2 l AN INTRODUCTION TO CORPORATE COMMUNICATION

reference

Books

Argenti, P & Forman, J (2007). Crafting the Voice and Image of your Business. The
Power of Corporate Communication. McGraw-Hill.

Berger, B & Reber, B (2006). The Role of Resistance in Practice. Gaining Influence in
Public Relations. Lawrence Erlbaum Associates..

Christensen, L, Morsing, M & Cheney, G (2008). Convention, Complexity, and Cri-

tique. Corporate Communications. Sage publications..

Cornelissen, J (2008). A guide to theory and practice. Corporate Communication (2nd

ed.). Sage Publications.

Fombrun, C & Van Riel, C (2003). How Successful Companies Build Winning Repu-
tations. Fame and Fortune. FT Prentice Hall.

Grensing, Pophal, L (2006). The Essentials of Corporate Communications and Public

Relations, Harvard Business School Press.

Kitchen, P & Schultz, D (2001). Corporate communications in the 21st century. Rais-
ing the Corporate Umbrella. Palgrave Macmillan.

Van Riel, C (1995), Principles of Corporate Communication, Prentice Hall.

Van Riel, C & Fombrun, C (2007). Essentials of Corporate Communication, Rout-

ledge.

White, J & Mazur, L (1995). Making public relations work. Strategic Communications
Management. Addison-Wesley.

Wood, E (2004), Corporate communication in Theaker: The Public Relations Hand-

book, Routledge

Wood, E. (Eds.). (2006). Exploring Public Relations. Corporate communication in

Tench and Yeomans. FT Prentice Hall.

Joep, Cornelissen (2004). Theory and Practice. Corporate Communications. SAGE

publication.

Lars, thoger, Christensen, etal. (2008). Convention, Complexity and CritiqueSage.

Publications Ltd.

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 AN INTRODUCTION TO CORPORATE COMMUNICATION l CHAPTER 2

multiple choice questions

1. Corporate communication is ___________________.

A. that which goes to all staff
B. that which maintains relation with media
C. that which goes to all public

2. Public relation ____________________.

A. promotes the interest of the company
B. achieves all objectives of the organisation
C. is responsible for all aspects related to different publics

3. Public relation process starts with _________________.

A. situation analysis
B. press conference
C. evaluating the product

4. Post mortem is a step involved in _________________.

A. compaign evaluation
B. criminal investigation
C. suicidal investigation

5. Public relations must have __________________.

A. credibility, content, clarity and the like
B. popularity, publicity, fortitude and the like
C. authority, adaptability, alacrity and the like

Discussion Questions
1. Why is public relations a management functions? What makes it strategic?

2. What tactics, techniques and roles are suggested by PRs various specialties?

3. What field of public relations interests you most? Why?

24