Communications Strategy: From Reputation Management to White Papers & Copywriting

The effectiveness of introducing change is fundamentally assessed by how effectively we communicate the message to our core audience. This can include our customers or those who consume our service, staff, business partners in joint ventures, our suppliers, core stakeholders, and shareholders.

Communication is "what is received by your audience rather than what we send". For this reason we have to ensure that we control the intent, the content and thrust of the message itself and the impact it will have on the audience, whoever and whatever they are.

We have to ensure that there is a 'synch' between out communications strategy, the tone of our communications, the appropriateness of the media we use, as well as feedback mechanisms on the effectiveness of our communication.

Corporate Communications Strategy: What is it?

Few organisations really commit to develop a full communications strategy for the whole business, relying instead on various functions and actors to develop a suitable strategy when one is required.

This often means that how the organisation communicates to the outside world and to its various stakeholders, may demonstrate little if any consistency

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Wrong - Different Stakeholders - same communication

Its good to have this flexibility but in today's high pressure environment with fast breaking stories and incidents impacting the effectiveness of the business - its perhaps time to develop a more coherent, consistent and reliable strategy for how we communicate with our customers, (or consumers of our service) our stakeholders, our suppliers, our people.

Flexible Communication Methodology

For this reason it is wise to develop a communications methodology that can cover all eventualities. The point of such a methodology is that a variety of people can access the methodology to examine the approaches, the key issues that need to be explored and the communication tools that are available for use.

Designed around Business Plans

It makes sense to create the methodology around a business plan so that we can anticipate the key issues that will evolve as the business plan is rolled out.

To make this work, we have to map the communication flows both informal and formal that operates within the business - yes, and this includes the grapevine as well!

Reputation Management

We need to identify those situations where the reputation of the business is considered to be under risk, and ensure that tools and structures are put in place to mitigate any risk.

A good communications strategy and methodology should be a framework which is easily accessed and enables us to tailor our communications in such a way as to ensure we adhere to consistency in our message, but we may have to adapt the method of communicating that message through media most suitable for those receiving the message.

Remember: the Message is what is Received, Not what is Sent

It's important to ensure that we use the various tools to help us hone our message for very distinctly different audiences.

Accommodating Diversity & Differences

Consider if you are a large business with a branch network throughout Europe. Although the message you send out must remain consistent you may have to tailor it for different geographical cultures and special circumstances that impact a particular locality.

Tailoring the message to focus on the benefits that will accrue to the recipients is a great principle to follow, yet few follow the example.

Benefits & Features

Any great sales person will tell you that people buy the benefits of a product or service, NOT its features - selling the sizzle not the sausage! This is the same when communicating with a variety of people.

Many people fail to address the benefits of a particular communication at all. They assume that others will see the value in it. Too much emphasis is placed on selling 'features' or the "details" in the communication rather than the" benefits" of what the communication will accrue to you.

Stakeholder Analysis

Just as we need to undertake a shakeholder review or analysis so we have to explore the particular "hot" or "cold" buttons for each stakeholder. You can be sure that what turns "on" the interest of one stakeholder will repel others.

For this reason, we have to be very flexible in constructing our message but ensure at the same time that we demonstrate a high degree of discipline to ensure that everything comes together neatly.

Media

We have to explore the medium or media at our disposal and our relative skill levels in the use of such tools. Learning and development is a key issue for some organisations who have fantastic Investor Relations people, but less well skilled managers in routine marketing operations. Just because we have a centre of excellence in outgoing PR, does not mean that we have a sensitive and equally adept inbound call or account centre actively listening to customer responses.

Listening is only one part of the equation. Taking action based on less than positive customer response must also follow the communications model. People need to know within the organisation are the critical points of contact where communication flows inwards and outwards?

There is a great deal of depth required to create a truly sophisticated communications strategy and you cannot go very far without it impacting the culture of the whole business and for this reason alone this needs to be a key issue for top team ownership.

Contact Philip Atkinson

Reputation Management - Protect the Brand

Ideally, the 'Reputation' of an organisation should be a key asset on its balance sheet. A poor reputation drives Investors and Customers away and Organisations with poor reputations find these grow negatively when they fail to take action to prevent bad things happening.

To me Reputation Management is about protecting the Brand, whether it be a FMCG, a public service, a company, Hospital or whatever.

Download Article -" Branding - it takes years to build and minutes to lose" »

Branding

All businesses have a "brand" whether or not they have a logo, strap line or company song! The brand is what you are currently. Hopefully, you will be managing that brand so that you can become the very best you can be in the near future, maintain that brand and build upon it.

Companies such as Coca Cola, Rolls Royce, the English Rugby Team, National Heritage, the RSPB and Volkswagen all have a reputation depicted by their particular brand. The brand tells you what they stand for and what is important to them.

If the brand is strong, it will be a dominant aspect of the culture - if it is weak - you will attract less than passing interest from commentators and probably little attention from people seeking employment

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Great brands are attractive and impress people. People love working for super organisations with a name for excellence. That's what Reputation Management is all about - its about taking both preventative and corrective action to protect and promote the brand at every opportunity.

Reputation Management should not be just a small that reports to the communications or marketing manager. It is central to the strategic health of the organisation and responsibility should reside in the top team and be shared across boundaries.

Statutory Responsibilities

For those organisations who have statutory responsibilities it is even more important to ensure that a series of methodologies are in place to ensure that the "brand" is protected.

Reputation Tarnished

Recent News coverage on the loss of Data from Government bodies in the UK has put the reputation of those agencies in question. Before you know it the reputation of these agencies is at rock bottom but there is also a negative knock on effect to other matters.

Further losses of data and further allegations fuel the fire. This impacts the reputation of  the last Government (prior to May 2010) being able to handle such data. This creates issues that could impact the policy  and demise of National Identity cards.

There is a multiplier effect. If we fail to control and deal with critical incidents they can have huge effects on any organisation from Financial services to Healthcare.

The trouble here is that specific incidents take on global proportions. Failing to meet the expectations of consumers creates an impression of doubt and mistrust which is difficult to change.

Damage Limitation

It is much better to have a damage limitation strategy in place with a formalised Communications Strategy to address such problems as they arise than relying on the CEO to make a 'fast and furious' statement to the press and the public.

Crisis Management

It's relatively easy and quick to put the needed 20% of an effective change strategy in place that addresses the 80% of problems. Only lack of will stands in the way.

Contact Philip Atkinson»

Strategic Analysis : Economics & Marketing

The effectiveness of an organisation is largely determined by how it processes market information and its decision making strategies to influence its performance for the better.

Organisations which devote resources to scanning the environment, noting the threats and opportunities are ever alert and vigilant. Below is a list of Reports that we can research, deliver and present to clients in a relatively short time frame.

• Strategic Analysis
• Marketing
• Post Acquisition Implementation Plan
• 'Soft' Due Diligence
• Stakeholder Analysis
• Vulnerability Analysis
• Competitor Positioning
• Cultural Surveys
• Customer Focus Reviews
• Design 'Mystery Shopping' Reviews
• Supplier Appraisal
• Research Reports
• Questionnaires designed
• Psychometrics (Team and Individual)

Contact Philip Atkinson»

Investor Relations

Perhaps most entrepreneurs think only of Investor Relations when they are considering putting their business up for sale. I believe it's a good idea to manage the expectations of potential and actual Investors at all times.

As in face to face interaction - there is only one opportunity to create a first good impression - that is also the case for most organisations. All organisations have Investors and Stakeholders whether they be PLC's Quango's, Public Organisations, Schools, Hospitals and Local Authorities, all of which will have statutory obligations, compliance and Governance issues.

Knowing precisely where responsibilities lie for those in the public sector is critical. For those in the private sectors, its life threatening if you get it wrong. Millions of pounds can be written off a company's value overnight if you don't take Investor Relations seriously.

This is especially true in M&A deals (Mergers & Acquisitions) especially if a large and powerful Investor is hovering in the background.

At this time, the organisation has to move into super control mode to protect the Reputation or its Brand. It's for this reason alone that more and more organisations are starting to take the protection and projection of its Brand seriously. And if required we can help you with that process.

The process of dealing with your core constituents cannot be mastered by a PR Guru - you need the structure and strategy in place first before the PR boys are can really add the value.

Contact Philip Atkinson»