Changing environment requires different approach in corporate communication. Communication unlike other functions affects every individual at every level of hierarchy in an organization. Most managers spend their time developing business strategies, but only few pays attention to the communication aspect. Good communication between all functions fine tunes an organization’s way of doing business. Competing in a changing environment requires identifying the changes, adapting to the changes, keeping communications cutting edge and avoiding cutting corners.
Developing Corporate Communication Strategies
Message
Set objectives for a particular communication based on what the organization expects from the constituents. Decide what message to send across considering the resources available and organizational reputation to achieve those objectives. Reputation can be harmed due to another organization as in the case of Firestone and Ford explorer. Energy companies faced a collective reputationl challenge due to Enron.
Analyze the constituencies
Determine: 1) who are the constituencies 2) what is each constituencies’ attitude towards the organization, and 3) what does each constituency know about the communication in question.
Deliver the message appropriately
• Select the right communicating channel. Choosing the right communication channel can be challenging in that different constituencies will have different perception. Multiple channels can be used but this also means increase in costs. One of the cheapest and easiest means is the internet. But this does not cover every constituency.
• Structure the message carefully. Two most effective methods are direct and indirect. Direct structure means revealing the main points first, then explaining why. Indirect structure means explaining why first, then revealing your main point. Organizations should as direct as possible because indirect communication can be confusing and hard to understand.
Constituency response
After communicating, make an assessment of whether the communication had the desired result. Maintaining feedback is important to check the effectiveness of the communication strategy. If it has not been effective, what changes are to be made? If it yields the desired result, how to continue and improvise on it?
References:
Munter, Guide to Managerial Communication.
Developing Corporate Communication Strategies
Message
Set objectives for a particular communication based on what the organization expects from the constituents. Decide what message to send across considering the resources available and organizational reputation to achieve those objectives. Reputation can be harmed due to another organization as in the case of Firestone and Ford explorer. Energy companies faced a collective reputationl challenge due to Enron.
Analyze the constituencies
Determine: 1) who are the constituencies 2) what is each constituencies’ attitude towards the organization, and 3) what does each constituency know about the communication in question.
Deliver the message appropriately
• Select the right communicating channel. Choosing the right communication channel can be challenging in that different constituencies will have different perception. Multiple channels can be used but this also means increase in costs. One of the cheapest and easiest means is the internet. But this does not cover every constituency.
• Structure the message carefully. Two most effective methods are direct and indirect. Direct structure means revealing the main points first, then explaining why. Indirect structure means explaining why first, then revealing your main point. Organizations should as direct as possible because indirect communication can be confusing and hard to understand.
Constituency response
After communicating, make an assessment of whether the communication had the desired result. Maintaining feedback is important to check the effectiveness of the communication strategy. If it has not been effective, what changes are to be made? If it yields the desired result, how to continue and improvise on it?
References:
Munter, Guide to Managerial Communication.
Michael Kempner. “When RUMORS Thrive Your Deal's in Trouble: Damage control techniques to seize the communications high ground.” Mergers & Acquisitions: The Dealmaker's Journal,
Martin Roll, “10 Steps for Successful Corporate Branding”
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