lecture

1. THE NATURE OF COMMUNICATION
PLANNING
THE ROLE OF COMMUNICATION PLANNING

2. Learning Outcomes
 Be able to identify and describe the nature of
communication planning.
 Justify the conceptual tools of communication
planning.
 Be able to describe the role of integrated
communication planning.
 Understand how communication planning integrated
with the business planning.
 Be familiar with different types of Communication
Plans.

3. The Nature of Comm Planning
⚫Comm. Planning is a broad and multi-faceted
concepts.
⚫Been used by various types of people, i. e :-
PR practitioners
Technical writers
Information campaigners
Advertising experts
Health communicators

4. The Nature of Comm. Planning
⚫Communication and Planning are two often
contrasting term if the notion of communication is
been thought as SPONTANEOUS in nature while the
idea of planning is usually connected with certain
concepts such as management, control and strategy.
⚫In order to achieve good result, both must go hand in
hand.

5. The Nature of Comm. Planning
⚫Comm planning is a term suited for the 90’s and
beyond.
⚫Comm planning consists of the following
characteristics:-
1) Work done for a short and long-term perspective
with an emphasis on long-term planning;
2) Communication efforts planned from the bottom up;
3) Communication with more general and widespread
goals;
4) Communication viewed from the receiver’s
perspective.

6. Conceptual Tools
Communication and information
Power in communication
Sender and communicator
Medium and channel
Message and content
Receiver
Effect and effectiveness
Effect and consequences
Feedback and feed forward

7. Conceptual Tools
1. Communication and Information
 Many definitions of communication/information.
 Two traditions of describing communication as:
↓ ↓

8. Conceptual Tools (ext.)
 The transmission model looks at communication as
“The transmission of information, ideas, attitudes or
emotion from the one person to group or one another
primarily through symbols.” (Theodorson, 1969)
 The mutuality and shared perception states that:
“A process in which the participants create and share
information with one another in order to reach a
mutual understanding.” (Rogers & Kincaid 1981)

9. Conceptual Tools (ext.)
2) Power in Communication
 In one way process, the sender is powerful and control
the communication process. (authoritarian)
 In two way process, more balanced power
relationships.
 Anyway, in practices, there exist illusion of influence
and power in two way process.

10. Conceptual Tools (ext.)
3) Sender and communicator
 The decision of who is to be regarded as sender is
crucial in comm. planning.
 The planner is usually working for others,
formulating messages.
 A planner often is the one communicating the
message and regard by the public as the real source.
 While it may confusing, it can be resolved by using
the term “sender” for the initiator of the message and
“communicator” for the person who designs the
message strategy and produces the message content.

11. Conceptual Tools
4) Medium and channel
 Channels is the physical means of carrying the signal
– capacity to carry information.
 A medium is an intermediate agency that enables
communication to take place – mass media or
human.
 Example – in a health campaign, the channels would
consist of the loudspeaker system, newsletters etc;
the hospital would be regarded as the medium.

12. Conceptual tools (ext.)
iii.
5) Message and content
 Message – what is transmitted in the communication
process.
 Three dimensions of message:
i. Describes a set of words or images expressed on
surface aspects.
ii. The meaning of content perceived or intended by
the individual who expresses it.
The message embodies meaning attributed to
content by the receiver.

13. Conceptual tools (ext.)
6) Receiver
 The communication planner has to distinguish
between the intended receiver or the actual receiver.
 We may use “target groups” but it aroused confusion.
 So, we may use “target populations” for individuals
whose behaviour, attitudes or knowledge that we
want to influence directly or indirectly.
 While “receiver groups” is a group for which a certain
message is intended.

14. Conceptual tools (ext.)
7) Effect and effectiveness
 It is commonly agreed that mass communication
content can change attitudes and behavior.
 The mass media produce “effects”.
 Effectiveness is a product of goal fulfillment.
 Therefore, a communication planner must identify
and analyze carefully the kinds of effects that are
intended, unintended, long-term and short-term.

15. Conceptual tools (ext.)
8) Effects and Consequences
 Some communication scholars posit the result of
communication content itself are effects and the
outcomes caused by other aspects of media use are
“consequences”.

16. Conceptual tools (ext.)
9) Feedback and feedforward
 Feedback is a reaction on the part of the receiver to a
sender’s communication.
 For the planner, feedback is invaluable; it is a tool to
better control the communication efforts.
 Feedforward is information about receivers and their
possible reaction gathered by a sender before
communicating with them. It facilitates the chances
for effective communication.

17. Comm. Planning: Current Trends
⚫Cross-functional approach – integrates public
relations, marketing communications & advertising
strategies (integrated marketing communications)
⚫A trend toward integration of roles previously known
as “organizational communication” & “PR”.

18. Strategic Planning Cultures
Of late, managers are concerned about continuous
planning & integrated planning.
Continuous planning is…
On going planning efforts at all levels of the
organization, to ensure that the organization adjusts
to changes in its internal & external environments.
(Redding & Catalanello, 1994)

19. Strategic Planning Cultures
⚫A good practice of any organization today is to
frequently updates their long term strategic plans that
enable them to respond to threats from changes in
technological, economic, political, demographic &
other societal spheres.
⚫Anticipating change is critical to their survival &
prosperity.

20. Getting Ready for Strategic Planning
Bryson (1988) introduces 3 activities:
1. Review its mandate
2. Develop/Clarify its mission statement.
3. Conduct a situation audit.

21. (1) Reviewing the mandate
⚫A mandate specifies the organization’s responsibilities
& delegates authorities to pursue these
responsibilities.
⚫Usually contained in legislation, articles of
incorporation or charters.
⚫A mandate states the “musts” confronting an
organization.

22. Mandate…
⚫An example of mandate statement:
“The Environmental Protection Agency is responsible
for policies and actions to preserve and enhance the
quality of environment for the benefit of present and
future generations of “Country X”.

23. ⚫Mandate of MCMC:
⚫ The Expenditure guidelines issued by the Election Commission says
that apart from the certification of advertisements, MCMC will
monitor both Print and Electronic media including cable networks,
and record either in CD or DVD/keep a photocopy of all
advertisements/paid news/election related news. Further – “MCMC
shall see all the news papers, print media, electronic media, cable
network, mobile network and other modes of communication like bulk
SMSs etc. and keep a record of advertisements, advertorials, messages,
discussions and interviews relating to candidates and parties, including
Radio jingles.

24. (2) Developing / Clarifying Mission Statement
⚫A mission statement “defines the ultimate
objective of the organization and the most
important strategies to be applied in attempting to
achieve the ultimate goal” (Ingstrup, 1990).
⚫Kauffman (1992) posit that the organization must
write or update its mission statement if wants to
engage in successful strategic planning .

25. What’s inside a mission statement?
It responds to:
 what is the nature of our business?
Statement of purpose
Strategy
Values
Behavioral Standards
Guiding principles

26. Levi Strauss Mission Statement
We seek profitable and responsible commercial success
creating and selling jeans and casual clothing
(purpose).
We seek this while offering quality product and services –
and being leader in what we do (strategy).
What we do is important. How we do it is also important
(values).

27. Here’s how (behavioral standards): By being honest.
By being responsible citizens in communities where
we operate and in society in general…
Source: Ireland, Hitt & Williams, 1992: 35

28. McDonalds Mission Statement
⚫"McDonald's vision is to be the world's best quick
service restaurant experience. Being the best
means providing outstanding quality, service,
cleanliness, and value, so that we make every
customer in every restaurant smile."

29. Ikea Mission Statement
⚫“Affordable solutions for better living.”

30. Tosuggest what the organization aims to
produce or achieve.
The purpose of a higher education institute
is to contribute to the knowledge
enrichment of the society and to transmit
that knowledge to students.

31. Strategy Of A Mission Statements
⚫It suggest the means by which the organization will
achieve it goals.
⚫A higher education institute transfer knowledge
(purpose) by hiring the best qualified lecturers and
researchers (strategy).

32. Statement of Values
⚫A good mission statement include statement of
values, i.e
Integrity
Excellence
Trust
The organization that have these values then moved
towards operationalizing it in the form of concrete
behaviors & work practices.

33. Behavioral Standard
⚫It’s an organization state of commitment to behave in
ethical or socially responsible ways.
⚫Not only “what we do” but “how we do”. (i.e The Body
Shop, Shell)
Guiding Principles
Tied to core values

34. Conducting a Situation Audit
It examines:
1. The past performance of the organization
2. Forces in the organization
3. The identities, biases, & loyalties of stackholders
4. Organizational resources.

35. 5 Minutes Break

36. From a policy perspective, a strategic plan constitutes
a navigator’s map for change & improvement.
(Ferguson, 1999).
Strategic planning is BIG PICTURE, WIDE- SCREEN ,
CINEMA-SCOPE VISION (Ferguson, 1999)

37. The Ideal Strategic Planning is…
⚫Planning period vary & over time.
⚫Process of planning is more important than
publication of the plan.
⚫Flexible & dynamic.
⚫It’s a team-building exercises
⚫The commitment of upper management.
⚫Need orchestration of efforts.

38. The Role of Integrated
Communication Planning
Stage of planning
Strategic planning
Operational plans
Work plans
Support plans

39. Planning Exigencies
• Communicators must understand mission,
mandate & strategic objectives of the organization.
• Communicators convey the organization messages
to the public though direct or indirect ways.
• They produce press releases, articles & other type
of publications to the media.
• They also write the speeches & press lines to the
organizations spokeperson.
• Ideally, communication campaigns & activities
support the organization’s efforts to achieve its
strategic goals & fulfill its mission and mandate.

40. Planning Exigencies
⚫In sum, communication becomes a management function
& comm. executives holds advisory roles.
⚫Factors determining period of the planning includes;
Volatility of the environment
External environment
Financial

41. Communication Planning System
Points to consider;
• The head of communication should be a member of the
executive team
• The head of communication should be an active participant in
the development of mission & the setting of corporate goals.
• The head of communication should be the principal advisor on
any communication
• Strategic comm. planning follow closely corporate or business
planning.
• The most senior member of the organization should share
ownership in the strategic communication plan.
• An integrated approach to comm. Planning implies cooperation
between members of PR, advertising & marketing comm.

42. Communication Planning System
⚫Division of task includes;
 The head of comm. work with corporate exec. team or
business manager  strategic comm. plans.
 Middle-level comm manager work with business planners
multiyear or annual operational & work plans.
 Lower-level comm officers in public
affairs/PR/Marcomm/Advertising  support plans.

43. Types of Comm. Plan: Purposes & Contents
Comm. plan do not exist in vacuum or isolation. It support
corporate & business objectives.
5 types of Comm. Planning:
1. Strategic Plans
2. Operational Plans
3. Work Plans
4. Support Plans
5. Crisis Communication Plans

44. 1) Strategic Plans
⚫Annual/Multiyear
⚫Supplements corporate/business/functional plan.
⚫The plan includes a background statement;
corporate/business/functional objectives; policy issues;
external environment; internal environment; windows of
opportunity; communication objectives; themes &
messages; communication priorities; strategic
considerations; consultation, partnership & negotiation
requirements; performance indicators; and anticipated
financial resources.

45. 2) Operational Plans
⚫General in scope
⚫Specify how the organization will achieve its strategic
objectives & establish the allocation of fund for varies
communication ventures.
⚫Planners will rank order comm. Priorities, demonstrate the
linkages to comm. Objectives in the strategic plan, identify
ley client groups, indicate complementary activities &
services & specify how the funds will be allocated
accordingly.

46. 3) Support Plans
⚫A plan for managing specific activity (press
conference)
⚫Initiative (campaign to encrourage people to buy
new product or issue)
⚫A social marketing campaign (provide people with
info to lead more healthy lifestyles)
⚫Ideal organization have at least 30 support plans a
year.
⚫Average support plan is approximately 5 pages in
length.

47. 4) Work Plans
⚫Extension of operational planning
⚫More concrete & specific
⚫Identify products or services, performance indicators, set
milestones, define evaluation methodologies & allocate
resources to specific products, services & activities.

48. 5) Crisis Communication Plans
⚫Moments of terror.
⚫Elements of surprise, immediacy & reduced time of
decision making.
⚫Issues can lead to crises.
⚫The larger crisis communication plan contains components
such as acknowledgements, introduction, crisis profile etc.
⚫The comm. Plan includes elements such as crisis indicator,
comm. Team members, comm.strategies, response &
control mechanism etc.

49. Conclusion
⚫Of late, private firms and public organizations demand
new standard of accountability from communicators. They
have to sets objectives and goals at the planning stage to
meet the ultimate criteria.
⚫Toensure every mandate, mission or strategic goals are
met, the organization must establish a strategic and
operational framework. This framework will be a reference
point to the communicator for planning efforts.
⚫Comprehensive planning is a critical new communication
function that must be integrated into the planning cycles
of the organization.

50. Thank you for your
attention!!!