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Corp comm- Unit 1 Obj 4&6 (Steyn & Puth Model (Step 2: IDENTIFY…
Corp comm- Unit 1 Obj 4&6
STEPS IN THE PROCESS OF DEVELOPING A COMM STRATEGY
BACKGROUND:
Functional strategy
It is derived from & influenced by orgs enterprise strategy
Provides focus & direction of organisational comm, building relationships with strategic stakeholders
The thinking behind CC practitioners actions -
determining what should be communicated
& not necessarily how. The framework for the Comm plans.
Developed in context of orgs internal environment but
focuses on assessing external environment.
Produces a profile that can be used to determine who should receive more or less attention.
It creates a
competitive advantage
for org through
early detection and management of issues,
involving strategic stakeholders in
problem-solving & decision-making.
Corp comm strategy process:
Information
- research & analysis
Strategy
- using info to get guidelines & main idea of programme
Tactics
- from these 2 requirements comes tactical programme.
STEYN & PUTH MODEL - CORP COMM STATEGY(nutshell)
1. Situation analysis to identify issues
Internal: profile, vision, mission, values, culture, policies, strategies & stakeholders
->This is to reveal inconsistencies between what the org proclaims to be & what it actually does
External:
->Identify & prioritise external stakeholders & consequences of their behaviour on org (stakeholder map)
->Environmental scanning (PESTLE). Identify & prioritise issues & determine consequences on org.
-> Identify publics and activists that emerge from these issues
->From above research
identify key strategic issues
(those that have an impact on the future existence of the org)
2. Formulate CC strategy
Identify the implication of each KSI on each stakeholder - this helps what should be communicated to solve the problem or capitalize on the opportunity. It also helps to determine who are the NB stakeholders.
Identify what should be communicated (strategy, direction, content)
Based on comm strategies, identify comm goal indicating what the org
wants to achieve
with its comm regarding the situation (issues & implications)
Comm policy
Present to management
3. Develop comm plan & action plans (tactics)
Media analysis * Plan
4. Evaluation
Steyn & Puth Model
Step 1: ANALYSE THE INTERNAL ENVIRONMENT
As a starting point CC must know internal environment well. The aim is to reveal any inconsistencies between what the org claims to be & what it actually does. Tracking reactions to current issues and to detect new ones. The internal environment consists of:
Corp profile (outline of org)
Vision- desirable future state, associated with goals
Mission - purpose ito role in society & economy, associated with behaviour
Values- beliefs that determine standards of practice
Philosophy - orientation behind mission statement
Culture- shared values, basic assumptions. Done with culture & climate study
1 more item...
Step 2: IDENTIFY KEY STRATEGIC STAKEHOLDERS & PUBLICS (INTERNAL & EXTERNAL)
A stakeholder is affected by decisions of an org and/or their decisions affect the org.
Many stakeholders are passive, but when they become more aware & active they become publics
The environment consists of various groupings of stakeholders - each with its own values, needs, wants, goals etc.
CC needs to build relationships with these stakeholders
In order to build relationships, CCs must identify & understand them - this can be done through research or 2-way communication.
E.g employees, media, customers, government, community, competitors.
Can also entail the following:
Identify & prioritise stakeholders
. This can be done in numerous ways e.g.:
According to linkages
Compiling a stakeholder map - naming & grouping key stakeholders
Identifying org consequences on stakeholders / publics
Identifying stakeholder perceptions, attitudes & concerns
Identifying stakeholder familiarity with org
Identify key stakeholder issues
Stakeholder Linkages
ENABLING LINKAGES
Enables org to function
E.g: Owners, shareholders, government
Most NB stakeholders
FUNCTIONAL LINKAGES
Delivers inputs or use outputs of org
E.g: Employees, unions, suppliers, customers
2nd most NB
NORMATIVE LINKAGES
Groups with common problems or similar values
E.g: Professional or industry associations
Not so NB
DIFFUSED LINKAGES
Even further away from org, but still NB enough to monitor
E.g communities, media and competitors
Step 3: IDENTIFY & DESCRIBE KEY STRATEGIC ISSUES IN INTERNAL & EXTERNAL ENVIRONMENT
This can be done with environmental scanning or issue tracking
Identify issues in the Macro environment (PESTLE) & internal environment:
-> Identify publics/activists that emerge around issues
-> Identify consequences on org eg SWOT
-> Prioritise key strategic issues
Internal strategic issues alter orgs performance if left unnoticed or unattended - external strategic issues emanate outside org, but can have disastrous impact on org
Top management is only interested in their business problems (key issues), not in comm problems - thus CC must identify these issues and demonstrate with CC strategy how comm can give solutions to these problems
Step 4: IDENTIFY IMPLICATIONS OF STRATEGIC ISSUES FOR EACH STRATEGIC STAKEHOLDER
In order to do this - CC needs to identify & understand issues (step above) and then determine what their implications for strategic stakeholders might be (how they are feeling about the issue or its consequences on them)
In its comm with strategic stakeholders (message), the org has to address the implications of these issues for the stakeholders
Step 5: DECIDE ON THE CC STRATEGY
-> What must be communicated to each stakeholder to solve the problem or capitalise on the opportunity presented by the strategic issue.
It is not the comm plan -- it gives the direction for the comm
It is
long-term, broad and states WHAT should be done to create a competitive position that is in line with enterprise & corporate strategy
(strategic intent)
Step 6: SET COMM GOALS BASED ON COMM STRATEGY
This is the
DESTINATION of the comm
- like a mini-vision
Based on comm strategies (direction, what should be comm about), comm goals
indicate what the org WANTS TO ACHIEVE with its comm regarding the situation
(issues & implications)
Eg: Does org want to:
--Give info regarding issue
--Change attitude regarding issue
--Change behaviour because of an issue
This step is the
link between the comm strategy & the comm plan
.
-From these goals,
objectives will be formulated in the plan
It aligns CC function with org mission - from these issues, implications & comm strategy
Step 7: DEVELOP A COMM POLICY
Who is allowed to comm what with whom - org GUIDELINES for comm.
It could include:
Functional comm areas (internal & external) & specified comm programs eg lobbing, media iason
Functional relationships between CC & other departments
The structure of the CC dept, hierarchy & line of command
CC goals & objectives
CC do's and don'ts
The use of confidential info
Step 8: Submit a draft of CC strategy to top management
To obtain management support and buy-in for each step
Step 9: CONDUCT A MEDIA ANALYSIS
The purpose is to
investigate the different comm media
(comm channels) that
might be suitable for the org & its stakeholders
In this phase it is not to identify specific media for specific comm plans. --- it is
to establish broad guidelines for different media that may be considered.
->> It can include:
Interpersonal media (face-to-face)
Group or org media (meetings, newsletters)
Public or mass media
Print media
Audio-visual
On-line
Step 10: DEVELOP A STRATEGIC COMM PLAN
This is the master
plan for HOW to do it.
It can include:
~>Com programs (continuous comm with strategic stakeholders)
~> Comm campaigns (single/cyclic & short-term)
~> Comm plans (implementation strategy & action plans)(in order for us to achieve the objective, this is what we need to do)
The comm strategy is the framework within which these programs/campaigns/plans are developed
Process of developing comm plan-
There are various ways to develop a comm plan, but in short it boils down to:
:check:Setting objectives (SMART)
Linked to communication
:check:Identifying target publics
:check: Identifying specific messages for the target publics
:check:Identifying activities or media (medium) to send the message
:check:Identifying evaluation techniques for each objective / activity (just name an evaluation method, since its just a plan, not yet implemented)