Organizational and Managerial Communications

1
Organizational and Managerial Communications

• Chapter 11
• From Integrated Marketing Communication to
  Integrating Communication

2
Marketplace Trends

• Proliferation of brands and products
• 4 Ps no longer provide USP
• Too many messages
• Increasing distrust of business
• Deparmentalization/specialization

3
Marketplace Trends

• Decreasing message impact and credibility
• Decreasing cost of using databases
• Increasing client expertise
• Increasing mergers and acquisitions of MC
  agencies
• Increasing cost of mass media
• Increasing media fragmentation

4
Brands

• Brand
• Transformation
• Promise
• Brand Relationships
• Managing Expectations
• Acquisition versus Retention
• Trust
• Intensity

5
Relationship Building

• Key element of IC
• Not just with customers
• Mass communication unable to deliver

Knowing Responsive Trusting Affinity
Consistent Likeable Accessible Committed Co
nstructs determining strength of relationships
6
Communication
Relationships
Stakeholder Support
Brand Equity
7
Brand MessagesDoes behavior confirm what an
organization is saying?
1) Planned Messages (Mkt. Communications, Public
Relations)
Say
4) Unplanned Messages (Positive/Negative)
2) Product, 3) Service Messages (when come in
contact with organization)
Confirm
Do
8
Cross-functional Planning and Management

• Integrated Marketing Communication -- integration
  of all marketing communications functions
• Integrated Marketing -- integration of marketing
  functions (sales, distribution, RD, marketing
  communications)
• Integrated Communication -- integration of ALL
  communication functions

9
Integrated Communication

• Cross-functional approach for managing
  profitable, long-term relationships
• Bringing people and corporate learning together
• In order to maintain strategic consistency in all
  communications
• Encourage and facilitate purposeful dialogues
  with customers and other key stakeholders
• Create awareness and commitment to the corporate
  mission.

10
Traditional Marketing Communication and
Integrated Communication
Traditional
New

• Transactions
• Functional organization
• Specializations
• Mass marketing
• Stable of agencies
• Customers
• Mass Media
• Ads Promotions
• Cause Marketing
• Adjust prior plan

• Relationships
• Cross-functional org.
• Core Competencies
• Data-driven marketing
• CMO agency
• Stakeholders
• Purposeful interactivity
• Strategic consistency
• Mission marketing
• Zero-based planning

11
I C

• Really about integrating all communications
  functions
• Marketing
• Organization
• Management

12
Strategy
Identity
Image
Common Starting Points
Organizational Communication
Marketing Communication
Management Communication
van Riel, C., Principles of Corporate
Communications
13

• Relationship Management Integration
• A fully integrated communication strategy
  reaching all stakeholders brings communications
  professionals into contact with all management
  functions.
• (Duncan and Caywood, 1998)

14
Organizational Possibilities (Kotler)

• 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

15
Hunters 5-stage Model

• Coordination and cooperation between marketing
  and PR
• PR and marketing perceived as equally important
• Marketing communication and PR put together into
  a communication department
• Communication and marketing placed right under
  CEO
• Integrating communication function into the
  relationship management function

16
Stimulating Coordination

• Define common starting points (CSPs -- covered
  earlier)
• Establish quality standards for common operating
  system
• Coordinate decision-making within communication

17
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

18
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

19
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

20
The integrated communicator

• 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

21
INTEGRATING COMMUNICATION

• So that management can harmonize all consciously
  used forms of internal and external communication
  as effectively and efficiently as possible in
  order to create a favorable basis for
  relationships with groups upon which the company
  is dependent.
• Cees B. M. van Riel