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Organizational Issues Surrounding Integrating

Communications

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Four Themes (van Riel, p. 143)

Location of the communications function

Organization of the communication process: planning of external and internal communication

Coordination of the function and process of all communication activities

Critical success factors

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Organizational Possibilities(see arguments in van Riel, 5.2.1)

Marketing Public Relations - Integrating PR with Advertising

Public Relations Under Marketing Marketing Communications under Public

Relations Two Separate but Equal Functions Integrate all Communications Functions Using

Marketing Theories for Planning and Managing Integrating all Communications Functions

Through Public Relations Function

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Barriers to IntegrationEgo and turf battlesUneven compensation and reward systemsLack of corporate discipline to put customer

firstAbsence of databases and accompanying

technologyLack of an internal communication system to

help with cross-functional planningLack of a core competency in marketing

communication

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Barriers to IntegrationLack of understanding of importance of

stakeholdersLack of agreement on marketing and

marketing communication objectivesOverdependence on mass mediaLack of understanding of how to use one-to-

one mediaFunctional areas not used optimally for

overall good of organization in building and sustaining customer relationships

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

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Organizing the process(see van Riel, Boxes 5.1, 2 and 3)

Input phase preparation of communications

activities (strategy and analysis)Throughput phase

Execution of plans (decision-making and implementation)

Output phase (final product and effects on target groups)

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Stimulating Coordination

Define common starting points (CSPs -- covered earlier)

Establish quality standards for ‘common operating system’

Coordinate decision-making within communication

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Coordinating decision-making

One personSteering committeeAd hoc meetingsSeveral communications managers

in one locationCombination of aboveExample -- Carousel principle, p.

167-169

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Critical success factorsStructural characteristics

common starting points establishment of quality standards integration of all communication by coordinating body

Campaign-specific characteristics professional -- appealing, clear promise, applicable to

company, etc. consistent -- consequent, cohesive, using one basic

concept, etc. creative -- distinguishing, surprising, creative, original,

humoristic, etc.

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Role of Corporate Culture and Communication

Three levels: Observed artifacts and patterns of

behaviors -- not always apparent Values and beliefs that require a greater

degree of awareness Assumptions about human activity,

nature and relationships, including time, space and reality

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Artifacts and behavior logos, headquarters, etc., corporate

identity itemsValues and beliefs

Slogans, pledges from the company, mission statements

Basic assumptions must analyze what company says versus

what it does -- often a conflict

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Corporate culture revealed through: (see Goodman, exhibit, p. 32)

Physical setting of companyWhat it says about itselfHow members greet strangersHow people spend their time in organizationCareer pathsLength of time people stay in jobsStories, anecdotes, jokes people tellWhat people write about or discuss

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Weak cultures:

Have no clear values or beliefsExhibit many beliefsBad behavior overlooked if money is

being madeInward, short-term focusLow morale, subculture clashes

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Corporate culture changesReengineering, Total Quality

Management, other change programs are being implemented from hierarchical, authoritarian relations to a

consensus approach in management team focus communications and customer orientation

cornerstones interpersonal communications key for success

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Integration -- Total Quality Management Approach (Teams)

Bottom Up -- keeping track of stakeholder relationships and passing information up

Top Down -- mission supporting ICHorizontally -- cross functional

Grönstedt, A., Integrated Communications at America’s Top TQM Companies, Doctoral Dissertation.

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Propositions for a Team Approach (A. Grönstedt)

Team leader is a facilitator.All communications professionals

should be leaders and members of integrated communication teams.

Consensus is optimal.Requires listening to everyone’s

opinions, establishing a shared vision.

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Concurrent planning and execution of different functions.

Establish step-by-step process for teamwork.

Team members need authority.Requires a corporate-wide culture of

teamwork.

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Two major areas of conflict in cross functional teams distrust

compensation differencescompetition between individuals and

departments for recognitionconcerns that team members more loyal to

department

disrespect

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The integrated communicator

Must understand product development and positioning as well as reputation development and stakeholder communication

Needs to clarify market niche, identity messages, appeals themes, core values and corporate culture

Needs to know about product-support communication, institutional advertising, news story marketing, issues management, crisis and internal communication

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Needs background to influence new employee programs, training programs and internal events that build community

Has to understand and use survey, focus group and interview research

Versed in all media, including group dynamics and face-to-face communications

Has a thorough understanding of theory of business and can use business knowledge to serve senior management

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Benefits of Integration

Gives a better process for acquiring, retaining and growing customers

Adds value through facilitating customer recourse, feedback, recognition

Enables brands to be more knowledgeable of customers and therefore more responsive

Gives a process for making brand communications and company more human, personal