Philip Atkinson - Strategic Analysis, Reputation Management, Communications Strategy, Building the Brand, Investor Relations, Business Writing & Commentary & Copywriting, Business Reports, PR, Marketing, Learning & Development Materials
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.
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.
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