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111214 the future of corporate communication managemenet prsi


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Presentation to the Public Relations Society of Indonesia Annual Conference, December 2011

Published in: Business, Technology

111214 the future of corporate communication managemenet prsi

  1. 1. As the term Public Relations becomes synonymous with notions of „spin‟, propaganda and corporate lying, some practitioners (and academics) dissociate themselves from the „press agentry‟ antics by signifying a more strategic approach to PR. Thus, strategic practitioners use terms such as reputation and relationship management, stakeholder communications, and corporate communication to dissociate themselves from spin doctors. ….there is such a clear correlation between Grunig‟s concept of „excellent‟ PR and the concept of corporate communication that the terms could be used interchangeably. 2“Exploring Public Relations” – Ralph Tench & Liz Yeoman, 2nd ed., FT Prentice Hall, Harlow, 2009
  2. 2. PRESS PUBLIC TWO-WAY TWO-WAY AGENTRY/ INFORM- ASYM- SYM- PUBLICITY ATION METRICAL METRICAL Use research Journalists-in- and dialogue Conduct Seek residence to bring scientific attention for who about research to their disseminate symbiotic determine changes in organizations accurate, but how to ideas, in almost any usually only persuade attitudes and possible way favorable, publics behaviors of information both parties 3“Managing Public Relations” - James Grunig & Todd Hunt, 1984
  3. 3. Dominant Coalition‟s Win-Win Zone Public‟s Position Position 1 2 3 3 Organization‟s Position Mixed Motive Public‟s Position Dominates (Asymmetric) (Symmetric) Dominates (Asymmetric) Communication used to dominate public, 1 accept dominant coalition‟s position Communication used to convince dominant 2 coalition to cave in to public‟s position 3 Communication used to move public, dominant co- alition‟s position, or both to acceptable „win-win zone“Manager’s Guide to Excellence in Public Relations and Communication Management” - David M. Dozier, Larissa Grunig, James E. Grunig, 1995 4
  4. 4. • In a democracy the two-way communication model is dominant• In authoritarian societies there is less need for engagement, consequently communication tends to be one way 5
  5. 5. Origin Mediation/Amplification Organization Resolution Opportunity to influence Difficult to influence Formal constraints Period of increasing awareness Media CoveragePressure Issue Management Early issue identification Potential Emerging Current Crisis Dormant Development“Risk Issues and Crisis Management in Public Relations: A Casebook of Best Practice” – Michael Regester & Judy Larkin, 2008 6
  6. 6. 7
  7. 7. Media Relations 100.0%* Community Relations 61.5% Public Relations 98.4%* Mission Statement 56.9% Communication Strategy 96.9%* Corporate Citizenship 50.8% Crisis Communication 93.8%* Brand Strategy 50.8% Communication Policy 92.3% Marketing Communication 41.5% Executive Communication 87.7%* Advertising 41.5% Reputation Management 84.6%* Corporate Culture 40.0% Employee Communication 81.5%* Investor Relations 32.3% Social Media 78.0% Government Relations 15.4% Internet Communication 76.9% Technical Communication 13.8% Intranet Communication 76.6% Ethics 9.2% Annual Report 75.4% Training & Development 7.7% Corporate Identity 69.2% Labor Relations 4.6% Issues Management 67.7% * Almost ubiquitous 8“Corporate Communication – Strategic Adaptation for Global Practice” – Michael B. Goodman & Peter B. Hirsch, 2010
  8. 8. 9“Reputation Management – The Key to Successful Public relations and Corporate communication” – John Doorley & Felio Fred Garcia, 2nd ed., 2011
  9. 9. “Strategic Management - A Stakeholder Approach” – R. Edward Freeman, 1984 10
  10. 10. “Two-Way Symmetrical Public Relations” - James E. Grunig in “Handbook of Public Relations” – Robert L. Heath (ed.), 2001 11
  11. 11. PUBLIC RELATIONS is the management of mutually influential relationships within a web of stakeholder and organizational relationships By better understanding stakeholders, managers can decide who deserves their attention and time. Stakeholders can shape organizational practices through their giving or retracting of stakes (support) Public relations should be deliberate and goal-oriented – it is based on strategy 12“PR Strategy and Application: Managing Influence” – Coombs, W.T. & Holladay, S.J., 2010
  12. 12. Stakeholder Stakeholder Identification Engagement What corporate Who are our What are their social responsibilities do stakeholders? stakes? we have to our stakeholders? What strategies, What opportunities actions, or and challenges are decisions should presented by our we take to best deal stakeholders with these responsibilities?“The Pyramid of Corporate Social Responsibility – Toward the Moral Management of Organizational Stakeholders,” - Carroll, A. B.,Business Horizons No. 34, 1991 13
  13. 13. To whom does the organization have legal obligations? Who might be positively or negatively be affected by the organizations activities or decisions? Who manifested concern about the issues or impacts? Who has been involved in the past when similar concerns need to be addressed? Who can help the organization address specific impacts? Who can adversely affect the organization‟s ability to meet its important objectives? Who would be disadvantaged if they were excluded from the engagement? Who in the value chain is affected? Who may have an impact on the reputation of an organization? Who may influence the policy and regulatory environment in which the organization operates? Who may impact on the value of the organization? 14Adapted from “ISO 26000: Guidance on social responsibility,” International Organization for Standardization, 2010
  14. 14. 1. Map stakeholder relationships 2. Map stakeholder coalitions 3. Assess nature of each stakeholder’s interest 4. Assess the nature of each stakeholder’s power 5. Construct a matrix of stakeholder moral responsibilities 6. Develop specific strategies and tactics 7. Monitor shifting coalitions“Business Ethics: A Stakeholder and Issues Management Approach,” Joseph W. Weiss, 4th edition , 2006 15
  15. 15. Score Stakeholder Category Power Legitimacy Urgency Proximity (/20) Bupati/Regent pr 5 5 5 5 20 Regional Planning Bureau pr 4 5 5 5 19 Land Administration Agency pr 4 5 5 5 19 Regional EPA pr 3 5 5 5 18 Pinang Village de 2 4 5 3 14 Sura (Informal Leader) de 5 5 2 3 15 Clan Organization (Jakarta- la 1 1 1 2 5 based) Village Youth Organization de 4 5 1 5 15Excerpt from Stakeholder Analysis Conducted by Kiroyan Partners in 2009 16
  16. 16. 6 1 WHY WHAT does this threaten the is the organization‟s problem? ability to fulfill 5 its mission? WHO 2 WHERE is the target, is this for whom problem occurring? is it a problem? 4 3 HOW WHEN did this did this become a become a problem? problem?Adapted from “Strategic Public Relations Management: Planning and Managing Effective Communication Programs,” Weintraub Austin, E. &Pinkleton, B.E., 2nd ed., 2006 17
  17. 17. Excerpt from Stakeholder Analysis and Perception Study Conducted by Kiroyan Partners in 2011 18
  18. 18. STAKEHOLDERMANAGEMENT Stakeholder COMMUNICATION Analysis POLICY Stakeholder Communication Engagement Strategy Communication Tactics 19
  21. 21. STAKE- HOLDER EFFECTS Awareness Understanding Involvement Commitment TACTICS Newsletters Discussions Consultation Early Reports Meetings Debate incorporation Memos Advertising and Collective Free publicity educational problem- campaigns solving TYPE OF Informational Informational/ STRATEGY strategy persuasive Dialogue strategy strategy“Corporate Communication: A Guide to Theory and Practice,” Cornelissen, J., 2nd edition, reprinted, 2009 22
  22. 22. The precise, research-based Stakeholder Approach (=“SniperApproach” - every bullet counts) to communication allows moreeffective and efficient use of resources. 23
  23. 23. Corporate Two-way Communication is communication is identical with the most effective Grunig’s Excellent form of Corporate Public Relations Communication/ Public Relations Two-way Stakeholdercommunication engagement is the implies most effective way to gauge social engagement forces affecting one’s organization 24
  24. 24. Menara Karya, 10th Floor Suite HJl. HR Rasuna Said Blok X-5 Kav. 1-2 Jakarta 12950 – INDONESIA T: +6221 5794 4694 F: +6221 5794 4696