1. Models of Strategic Communication
Prof PAPIYA DE
FTMBA/Strategic Com/Trim V/PD

2. Models of Strategy
Linear
Adaptive
Interpretive

3. Linear Traditional understanding of strategy
Strategy consists of integrated decisions, actions, plans that will set and achieve viable organizational goals
Top managers engage in sequential long-term planning, identify goals, generate alternatives for achieving it
Under this model, strategic communication is concerned with presentation of managerial plans to stakeholders and with stakeholders acceptance of those plans

4. Adaptive Shifts from sequential planning to continuous adjustment
In the dynamic environment goal is represented by coalignment of the organization with the environment
Strategic Communication in the adaptive model is more than just messages aimed at persuading the stakeholders.
It includes all the communication process involved in adaptation – the information exchange and feedback process within the organization and interactions with the environment

5. Interpretive
The organization and its environment is clearly related, but the emphasis is placed on managers "holding a cognitive map that provides a view of the world, helps interpret the changes the organization faces, and provides appropriate responses
In interpretive strategy, organizational representatives convey meanings that are intended to motivate stakeholder in ways that favour the organization
Communication is all about negotiating and shaping stakeholders’ understanding of what the organization is and what it does. Once again led by the top management.

6. Components of Strategic Communication

7. Organizational Structure
Flat organizations allows faster movement of messages throughout the organizsation

8. Outlining a communication plan

9. What it involves The executive summary
The situation analysis (formative research)
The strategic summary
The implementation schedule
The budget
The evaluation and monitoring of the plan (summative research).

10. Formative research Situational analysis
Who are our most important stakeholders?
What is the personal media network of a typical audience member?
Inside-out versus Outside-In planning
Designing a research study

11. Analyze current situation
PEST analysis
SWOT analysis
Competitor analysis

12. THE MOST COST-EFFECTIVE GROUP TO TARGET WITH COMMUNICATIONS
The critical few
Economist Vilfredo Pareto’s phenomenon says that 80% of wealth was owned by 20% of the people
Apply this and identify key stakeholders and rank their relative importance to the organisation
Segment stakeholders on the basis of their behaviour
Determine the critical few
80% of sales usually come from 20% of the customers
80% of media coverage by 20% of all journalists
20% of shareholders own 80% of the company
THE MOST COST-EFFECTIVE GROUP TO TARGET WITH COMMUNICATIONS

13. Strategic summary (goals, objectives, strategy and tactics)
The strategic summary involves
Setting goals
Objectives
Strategy and Tactics

14. Goals Goals are broad strokes
Developing and implementing communications plans for enhanced visibility and crisis management
Generating positive media coverage by cultivating relationships with reporters
Increasing the awareness and involvement of specific, targeted groups of individuals
Changing attitudes or teaching new skills to clients and staff
Generating support from the public, policy makers, and clients for community reforms across your state
Encouraging financial contributions

15. Set objectives
Communication objectives should be seen to contribute to the achievement of overall objectives of the organization
For instance if the organizational objective is to be perceived as a valued service provider to its customers and the community at large; the communications objective should be
i) to provide a regular flow of information to key stakeholders
Ii) to regularly showcase organizational success to media
Iii) to ensure all staff understand the standards of service expected
iv) to gather feedback to ensure the standards of service are maintained

16. Objectives
A number of objectives are set under each goal to help make it a reality
Objectives are the workhorses
To accomplish the goal it serves each objective should be SMART
Specific
Measurable
Attainable
Relevant
Time-sensitive

17. Budgeting Four methods of budgeting: Percentage method
What’s in my wallet method
Based on my competitor method
Goal and Task method
Concentrate on budgeting to achieve each objective
The real cost of achieving each objective will be in its related tactics

18. Assessment of resources
The communications plan needs to spell out how resources will be allocated
Staff time
Budgets
Computers
Software, equipment
Databases in-house and contract services
Volunteer help
A budget that includes provisions for outside contracts and services, such as freelance writing, video production, database management, graphic design and Web site management

19. Message development
Develop a phrase of four to ten words to describe the organization that can be used every time a reporter does a story about the company
The next step is to develop message points for the organization's spokespeople to use when they talk to stakeholders
Messages should be limited to three or four points to communicate in each interview
Answer the following questions in-house before every media event or interview:
What should the headline be?
What should the article include?
Answers given in the interview or at the media event should always deliver the key points

20. Channel Selection Considerations
Richness versus leanness
Speed of establishing contact
Cost
Amount of information conveyed
Need for a permanent record
Control over message

21. Development of a work plan
Organizations should develop work plans for each major activity or event and try to review overall plans at least quarterly
Develop timelines, calendars of events and priorities
Assign responsibilities to lead and support staff, giving each a list of specific tasks
Review progress and enforce or revise deadlines
Hold people responsible for completing work and reassign tasks as needed

22. Summative (or evaluative) research
You end with research to see if your strategic communication efforts have accomplished the goals and objectives
The key here is to concentrate on measuring and evaluating the success or failure of your objectives, the workhorses of strategic communication
Don’t wait until a communication plan is finished to evaluate it. It’s too late then to do anything about it, except learn from mistakes
Monitor and evaluate all along in order to make any needed course corrections to stay on target
Final evaluation then helps set you up for success in the next cycle of activity

23. Crisis control
The work plan should also include a crisis control plan. This should be thought of as a fire drill, and regardless how non controversial the organization, there should be a plan in place to deal with possible negative stories in the media.
This plan should include the identification of a crisis coordination team, a plan to ensure timely and appropriate responses to negative press and regular internal briefings about the procedures for implementing a damage control plan

24. Communication plan made simple
An understanding of the target audience and how to reach it
Research into past media coverage and public opinion about the issues
Messages to be delivered
Materials to be produced
Financial resources from which staff and equipment will be drawn
A written work plan