1. Peggy Simcic Brønn1 Organizational Issues Surrounding Integrating Communications

2. Peggy Simcic Brønn2 Four Themes (van Riel, p. 143) zLocation of the communications function zOrganization of the communication process: planning of external and internal communication zCoordination of the function and process of all communication activities zCritical success factors

3. Peggy Simcic Brønn3 Organizational Possibilities (see arguments in van Riel, 5.2.1) zMarketing Public Relations - Integrating PR with Advertising zPublic Relations Under Marketing zMarketing Communications under Public Relations zTwo Separate but Equal Functions zIntegrate all Communications Functions Using Marketing Theories for Planning and Managing zIntegrating all Communications Functions Through Public Relations Function

4. Peggy Simcic Brønn4 Barriers to Integration zEgo and turf battles zUneven compensation and reward systems zLack of corporate discipline to put customer first zAbsence of databases and accompanying technology zLack of an internal communication system to help with cross-functional planning zLack of a core competency in marketing communication

5. Peggy Simcic Brønn5 Barriers to Integration zLack of understanding of importance of stakeholders zLack of agreement on marketing and marketing communication objectives zOverdependence on mass media zLack of understanding of how to use one-to- one media zFunctional areas not used optimally for overall good of organization in building and sustaining customer relationships

6. Obstacles to Integration and Potential Solutions Obstacle Solution Turf battles between functional areas Managers’ background/expertise Organizing and planning an integrated marketing effort Information sharing Leadership and Infringement - budgets - public relations Ethical issues Re-engineering Hire generalists rather than specialists Clear goals; unified approach Strong information culture Zero based communication planning Recognizing stakeholder base Clear mission and policy directions

7. Peggy Simcic Brønn7 Organizing the process (see van Riel, Boxes 5.1, 2 and 3) zInput phase ypreparation of communications activities (strategy and analysis) zThroughput phase yExecution of plans (decision-making and implementation) zOutput phase (final product and effects on target groups)

8. Peggy Simcic Brønn8 Stimulating Coordination zDefine common starting points (CSPs -- covered earlier) zEstablish quality standards for ‘common operating system’ zCoordinate decision-making within communication

9. Peggy Simcic Brønn9 Coordinating decision-making zOne person zSteering committee zAd hoc meetings zSeveral communications managers in one location zCombination of above zExample -- Carousel principle, p. 167-169

10. Peggy Simcic Brønn10 Critical success factors zStructural characteristics ycommon starting points yestablishment of quality standards yintegration of all communication by coordinating body zCampaign-specific characteristics yprofessional -- appealing, clear promise, applicable to company, etc. yconsistent -- consequent, cohesive, using one basic concept, etc. ycreative -- distinguishing, surprising, creative, original, humoristic, etc.

11. Peggy Simcic Brønn11 Role of Corporate Culture and Communication zThree levels: yObserved artifacts and patterns of behaviors -- not always apparent yValues and beliefs that require a greater degree of awareness yAssumptions about human activity, nature and relationships, including time, space and reality

12. Peggy Simcic Brønn12 zArtifacts and behavior ylogos, headquarters, etc., corporate identity items zValues and beliefs ySlogans, pledges from the company, mission statements zBasic assumptions ymust analyze what company says versus what it does -- often a conflict

13. Peggy Simcic Brønn13 Corporate culture revealed through: (see Goodman, exhibit, p. 32) zPhysical setting of company zWhat it says about itself zHow members greet strangers zHow people spend their time in organization zCareer paths zLength of time people stay in jobs zStories, anecdotes, jokes people tell zWhat people write about or discuss

14. Peggy Simcic Brønn14 Weak cultures: zHave no clear values or beliefs zExhibit many beliefs zBad behavior overlooked if money is being made zInward, short-term focus zLow morale, subculture clashes

15. Peggy Simcic Brønn15 Corporate culture changes zReengineering, Total Quality Management, other change programs are being implemented yfrom hierarchical, authoritarian relations to a consensus approach in management yteam focus ycommunications and customer orientation cornerstones yinterpersonal communications key for success

16. Peggy Simcic Brønn16 Integration -- Total Quality Management Approach (Teams) zBottom Up -- keeping track of stakeholder relationships and passing information up zTop Down -- mission supporting IC zHorizontally -- cross functional Grönstedt, A., Integrated Communications at America’s Top TQM Companies, Doctoral Dissertation.

17. Peggy Simcic Brønn17 Propositions for a Team Approach (A. Grönstedt) zTeam leader is a facilitator. zAll communications professionals should be leaders and members of integrated communication teams. zConsensus is optimal. zRequires listening to everyone’s opinions, establishing a shared vision.

18. Peggy Simcic Brønn18 zConcurrent planning and execution of different functions. zEstablish step-by-step process for teamwork. zTeam members need authority. zRequires a corporate-wide culture of teamwork.

19. Peggy Simcic Brønn19 zTwo major areas of conflict in cross functional teams ydistrust xcompensation differences xcompetition between individuals and departments for recognition xconcerns that team members more loyal to department ydisrespect

20. Peggy Simcic Brønn20 The integrated communicator zMust understand product development and positioning as well as reputation development and stakeholder communication zNeeds to clarify market niche, identity messages, appeals themes, core values and corporate culture zNeeds to know about product-support communication, institutional advertising, news story marketing, issues management, crisis and internal communication

21. Peggy Simcic Brønn21 zNeeds background to influence new employee programs, training programs and internal events that build community zHas to understand and use survey, focus group and interview research zVersed in all media, including group dynamics and face-to-face communications zHas a thorough understanding of theory of business and can use business knowledge to serve senior management

22. Peggy Simcic Brønn22 Benefits of Integration zGives a better process for acquiring, retaining and growing customers zAdds value through facilitating customer recourse, feedback, recognition zEnables brands to be more knowledgeable of customers and therefore more responsive zGives a process for making brand communications and company more human, personal