This document provides an overview of corporate communication strategies and functions. It discusses assessing communication skills, developing communication strategies, and the main components of corporate communication departments. The key points covered include defining communication goals and policies, analyzing internal and external stakeholders, identifying strategic issues, and developing strategic communication plans and campaigns. It emphasizes that communication should be a two-way process that listens to audiences and provides feedback.

1. Overview of Corporate
Communication
 Assessing
English Skills
Developing Corporate
Communication Strategies
Overview of Corporate
Communication Function

2.  It is a process of transmitting and
receiving verbal and nonverbal
messages.
 It is considered effective when it
achieves the desired reaction or
response from the receiver.
 It is a two-way process of
exchanging ideas or information

3. Must reflect a two-way dialogue,
LISTEN (what does our audience
want?)
Design and deliver
audience-informed
strategies.
Feedback to
assess impact.

4. 

The most common form of business
organization, and one which is
chartered by a state and given many
legal rights as an entity separate
from its owners.
This form of business is
characterized by the limited
liability of its owners, the issuance
of shares of easily transferable
stock, and existence as a going

6. A communication
strategy outlines a
process of
communicating and
sharing information
to target audiences
and stakeholders.

7. a
structure for identifying events
(e.g., issues, problems, and
actions) that require outreach;
 consider potential messages and
audiences.
 develops vehicles to deliver
information.

8.  When events or issues are complex
or potentially sensitive,
 Helps you to organize information
and identify the concerns that may
arise from such issues.
 Avoid potential misunderstandings
about difficult issues.

9. 
When time is of the essence.
Ensures rapid information exchange
during emergencies.
 Early analysis of participants and
their roles so that expectations and
communication needs can be
identified and fulfilled throughout an
event or project.

10.  While
the private sector invests
trillions of dollars every year on
communication
 The public and non-profit
sectors perceive it as an
optional or fringe activity, and
certainly not central to the work
(e.g. the research) itself.

11.  Communications
are typically
out-sourced or developed by
junior personnel
 Little idea of the organization’s
objectives.
 Minimum budgets

12. Ask yourself: What is the issue
to which my project is
responding? or What is the
action that my project is taking
that warrants development of a
strategy?

13. Providing information,
Increasing awareness,
Encouraging action,
Building consensus,
Changing behavior,
Promoting community participation,
Resolving conflict,
Asking for a response, or something else?

14.  Identify and define all messages.
Might involve a brainstorming session
where all possible message ideas are
listed.
 Rank message priority.
 Focus on two to three key messages and
rank them by importance, timeliness, or
other factors

15.  Message:
What is our message?
Do we have one message
for multiple audiences or
Multiple messages
for multiple audiences?

16. Who is our audience?
 How do they perceive the
innovation/technology?
 What questions do they have about the
innovation/technology?
 Know what your audience care about what they want to know, not what they
need to know!


17.  By answering the potential audience
questions, you will improve the
effectiveness of the message and
increase the efficiency of the delivery
mechanism to be developed.

18. Channels: What channels will we use
to disseminate our message?








Special events
Community interviews
Community visits
Focus groups
Media, news releases, press conferences
Public meetings
Public or private schools
Workshops

19. Essential Elements
 Basket of tools: What kinds of
communications “products” best capture
and deliver our messages?
 Resources: What kind of budget do we
have for this? What communications
skills and hardware do we have?

20. What kinds of communications “products”





best capture and deliver our messages?
Brochures
Exhibits
Internet
Mailing information
Presentations

21.  Public notices
 Telephone
 Translations of documents into
second languages
 Newsprint, radio, videos
 Social media

22.  Successful?
 What will have changed?
 Did we use the right tools?
 Was the budget enough?
 Were we on time?
 Did we have any influence?

23. Creating an Impact Log. This is
qualitative and non-systematic
informal record compiled in-house

Stakeholder feedback (e.g. an email
extolling the virtues of our policy brief);

24. List of media references indicating the
reach of our communications products (e.g.
direct reference or citation in newspaper
articles, Internet, TV); speeches citing our
work,
 Formal Survey - with a purposefully
selected sample of people


25. Will provide information to help improve
our communications strategy.
 Key-Informant Interviews to gather more
in-depth information from stakeholders
with insight into our communications.
 Focus group discussions


26.  Communication is often an expensive
venture.
 With increased competition for scarce grant
resources, think of new, diverse, and multiple
funding streams
 Multiple sources of funding increase your
independence and flexibility to implement
programs

27. Thorough, but not too elaborate.
 Not replace process of actually
communicating with clients.
 Flexible enough to allow for changing
messages.
 Consulted often to remind of goals,
messages, and audiences.


28. Define most important ideas to
communicate.
 Document successes and shortcomings
for improvement.
 Work with press particularly at milestone
events
 Revised if it is not producing results


29. 




SET COMMUNICATION GOALS: (based on the
corporate communication strategy)
DEVELOP COMMUNICATION POLICY: (who is
allowed to communicate what to whom)
DRAFT TO TOP MANAGEMENT.
CONDUCT AN OVERALL CORPORATE
COMMUNICATION MEDIA ANALYSIS: (which
kinds of media best suit the organization)
DEVELOP A STRATEGIC COMMUNICATION
PLAN: Communication
programs/campaigns/plans

30. ANALYSE THE INTERNAL ENVIRONMENT
IDENTIFY STRATEGIC STAKEHOLDERS AND
PUBLICS: (in the internal and external
environment)
 IDENTIFY AND DESCRIBE KEY STRATEGIC
ISSUES: (differentiate between types of strategic
issues)
 IDENTIFY THE IMPLICATIONS OF EACH
STRATEGIC ISSUE: (for each of the strategic
stakeholders)
 DECIDE ON THE CORPORATE COMMUNICATION
STRATEGY: (what must be communicated to solve
the problem/capitalize on the opportunity)



31.  Mixed messages from multiple
experts
 Information released late
 Not countering rumors and myths in
real-time
 Public power struggles
 Confusion

32. 1. Wait-and-see attitude.
2. Belittling attitude
3. “Everything under control”
attitude
4. “We know best” attitude
5. “You have to believe me”
6. “Freedom works best,”
7. “Discredit the critics”.

33. Communications is a two-way
process
 The better we listen to our audience, the
better we will be able to answer their needs

and the more our messages will be believed,
liked, and ultimately acted upon.