1. Communicating Strategically

2. Using Corporate Communication Strategically
Why do companies need to rethink communications?
How can they approach it strategically?
What function does corporate communication serve?
How does the function tie into the company’s image and objectives?

3. Drivers of Strategic Communication
Regulatory imperatives
New regulation, revisit comm strategies and practices
Organisational complexities
Org grows in size and complexity – more markets, customers, products, services, employees, suppliers, etc, - hihger need for a consistent comm strategy

4. Drivers of Strategic Communication
The need to increase credibility
Approval and trust from public
Aligning communication with strategy
Multiple constituents, responsive comm to all.
Consistency of the messages

5. Reinventing Communications
Ancient Roots of Communication Theory
Corporate Communication Strategies
Setting an effective organization strategy
Analyzing constituencies
Delivering messages appropriately
Corporate Communication Connection to Mission

6. Corporate Communication Strategy Model
Meangingful Messages
Internal & External Constituencies
Responses
Strategic Communication Objectives

7. Choosing an Appropriate Style: Tannenbaum and Schmidt Model
Audience Involvement
Content
Control
JOIN
CONSULT
SELL
TELL

8. Choosing an Appropriate Style: Tannenbaum and Schmidt Model
Head makes decision and announces it
Head "sells" the decision
Head presents ideas and invites questions
Head presents tentative decision subject to change
Head presents problem, gets suggestions, makes decision
Head defines limits, asks group to make decision
Head permits teachers to function within limits defined by herself

9. The Audience Memory Curve
Mos t
Least
Beginning
End
Tim e
Memor y

10. Corporate Communication Strategy Framework
Messages
What is the best communication channel?
How should the organization structure the message?
Corporation
Constituencies
What does the organization want each constituency to do?
What resources are available?
What is the organization’s reputation?
Who are the organization’s constituents?
What their attitude about the organization?
What is their attitude about the topic?
Constituent’s Response
Did each constituency respond in the way the organization wished?
Should the organization revise the message in light of the constituency responses?

11. Lessons of Strategic Communications
Senior managers must be involved
Communications must be integrated
Structural integration is not the only choice
Communications must have a long- term orientation