LEARNING UNIT 1:

Developing
Communication
Strategy
CCOM7311
2015

 What is a strategy?

LU Intro
(Module
guide, p.18)

Strategic management?
1. The strategic direction of the organisation
2. The resources needed to reach its strategy
3. The control mechanisms necessary to keep
the strategy on par
4. The systems and structures to implement
the strategy

Strategic communication?

LU Intro

Strategic communication management?

1. Provides focus and direction for an organisations

communication in building relationships with
strategic stakeholders
2. Proactive
process
expectations

in

fulfilling

stakeholder

3. Creates a competitive advantage for an organisation

4. It aligns communication goals to organisational
goals and to the mission of the organisation
5. Continuous
planning
communication

and

evaluation

of

 What is the strategic role of communication

management?
1. Involve professional communicators in strategic
planning
2. Must be communication experts
3. Communication problem solvers

LU Intro

4. Stay up-to-date with new communication trends

This is what this LU will be ALL about:

WHAT is a communication strategy
How to go about developing a communication
strategy

1. Discuss the process and content of developing a

communication strategy
2. Consider the research methods used to inform a
communication strategy

LU
Objectives

3. Critically outline the different message styles as

part
of
the
content
of
developing
a
communication strategy
4. Discuss the steps in the process of developing a
communication strategy
5. Explain the link between corporate/enterprise
strategy and communication/PR strategy
6. Apply the different contexts of the process of
communication strategy development to the four
case studies listed

What is a
communicati
on strategy

A communication strategy is the FORMULATION

and DEVELOPMENT of a desired position for the
organisation in terms of HOW it wants to be seen
by its different stakeholder groups
This FORMULATION is based on an assessment of
the GAP between (1) how the company is currently
seen (its corporate reputation) and (2) how it
wants to be seen (vision)
In addition, a communication strategy specifies a
strategic intent, whereby possible courses of action
are (1) FORMULATED, (2) EVALUATED, and (3)
eventually CHOSEN

 The communication strategy involves an analysis

of the CURRENT reputation of the organisation with
its stakeholders

What is a
communicati
on strategy

Thus, a communication strategy is a (1)

FUNCTIONAL or (2)
OPERATIONAL strategy
concerned
with
how
CC
can
develop
communication programmes towards different
stakeholders to ACHIEVE that vision and to support
the corporate objectives in the corporate strategy
This process involves bringing stakeholder
reputations in line with the vision of the
organisation in order to obtain the necessary
SUPPORT for the organisations strategy or to
reinforce existing reputations of stakeholders

 Finally, having a communication strategy is not only

important for the effectiveness of the message but
also to know WHO to aim that message at (target
audience) using the correct and most effective
communication tactics

What is a
communicati
on strategy

Walmart example:

* For more information on Wal-Mart follow the following links:

http://www.chron.com/business/article/Again-Wal-Mart-s-reputation-takes-another-beating-3553373
.php

Learning
Objectiv

 Cornelissen, 2014, Chapter 5, sections 5.2 &

5.3, pp.90-102

LO1: Discuss
the process
and content
of
developing a
communicat
ion strategy

A range of different paradigms exist that explain

the PROCESS of strategy-making
Generally, there is a focus on rational planning
whereby objectives are turned into comprehensive
action plans
Comprehensive action plans are seen as being
more flexible, innovative and visionary or planned,
analectic and strict
Strategy formulation can also be described as topdown or bottom-up

LO1: Discuss
the process
and content
of
developing a
communicat
ion strategy

Regardless of the type of paradigm there are

generally consensus on 3 points when it
comes to strategy formulation:
1. Strategy formulation consists of a combination of
planned and emergent processes
2. Strategy involves a general direction and not
simply plans or tactics
3. Strategy is about
environment

the

organisation

and

its

1. Strategy
formation
consists of a
combination
of planned
and
emergent
processes

There is a combination of a logical rational process

in which visions and objectives are expressed and
worked out into programmes and actions
There are also more emergent processes in which
behaviours and actions emerge
This is also visible at the communication strategy
level
In practice, communication strategy consists out of
prestructered and annually planned programmes
and campaigns as well as reactive responses that
emerge in response to issues and stakeholder
concerns in the environment

2. Strategy
involves a
general
direction
and not
simply plans
or tactics

The emphasis is on general sets of manoeuvers

(not specific)
Strategy includes more than just plans and tactics
Strategy concerns the organisations direction and
positioning in relation to stakeholders in its
environment for a longer period of time

 Emphasis is on long-term, strategic choices that are

feasible in the organisations environment

3. Strategy
is about the
organisation
and its
environment

Managers who manage strategically have a balance

between (1) mission and vision and (2) what the
environment will allow
Strategy is often seen as adaptive in that it needs
to be responsive to external opportunities and
threats that may confront an organisation
Strategy is concerned with a process of managing
the interaction between an organisation and its
external environment so as to ensure the best fit
between the two

LO1: Discuss
the process
and content
of
developing a
communicat
ion strategy

The CONTENT of a communication strategy is

influenced by the process by which it is formed and
by the different individuals and layers in the
organisation
The content of a strategy starts from an organisationwide assessment of (1) an organisations reputation,
and (2) vision at a particular point in time
The gap between the reputation and vision forms the
basis of the formulation of a strategic intent
A strategic intent refers to the change (consolidation)
in a companys reputation that is intended

LO1: Discuss
the process
and content
of
developing a
communicat
ion strategy

The strategic intent in turn is translated into

themed
messages
that
are
designed
to
change/reinforce perceptions of the vision
Themed messages are specifically designed to
address a companys reputation and vision
Themed messages are, therefore,
strategic
messages that relate to specific capabilities,
strengths or values or an organisation
These messages are continuously and consistently
communicated to stakeholders to achieve an
organisations strategic intend
How did Philips achieve their strategic intent?

LO1: Discuss
the process
and content
of
developing a
communicat
ion strategy

How did Philips achieve their strategic intent? (pp. 9697)

 Steyn & Btschi, 2004, section 5.2.2, pp.

8-9

LO1: Discuss
the process
and content
of
developing a
communicat
ion strategy

When developing a communication strategy

elements

need to be taken into consideration

(Steyn and Butschi, 2004):
1. Content
2. Process

 Refers to the substantive (practical)

covered in strategy development

issues

It
includes
the
specific
means
(type/content/method) to achieve organisational
goals

(1) Content

The different levels of strategy formulation refer

to the content of strategies
The following are contents of strategies:
1. Enterprise
strategy

3. Business
unit strategy

5. Operations
strategy

7. Manager
function (CC
level)

2. Corporate
strategy

4. Functional
strategy

6. Strategist
function (CC
level)

8. Technician
level (CC level)

 Refers to the phases/steps taken to formulate and

implement strategies
The strategic management process shows how
organisation actions/decisions link together
The various phases/steps are interactive

(2) Process

There are
roles that CC plays in the process of
strategy formulation:
1. Environmental analysis
2. Strategic thinking and planning
3. Goal formulation, implementation and control

 Continue LO1 Cornelissens section

For our next

lecture

Prepare LU1 Objective 2: Consider

the research methods used to
inform a communication strategy
(Michaelson & Macleod, 2007)
This
reading
downloaded

needs

to

be

Remember --- the onus is on you to

come to class prepared!!

Learning
Objectiv

LO2:
Consider the
research
methods
used to
inform a
communicati
on strategy
(p.4-9)

Michaelson, D and Macleod, S., The Application of

Best Practices, p.4-9

Best Practices in Public Relations (PR) Research:

There are 9 best practices that serve as the

foundation for establishing a standardised set of
measures for PR activities
These practices are divided between 2 areas:
1. The use of specific research methods and
procedures
2. The application of measures that examine the
quality and the substance of PR activities

1. The use
of specific
research
methods
and
procedures
(p.4)

There are 3 research methods/procedures that

form part of best practices in PR research:
1. Setting clear
objectives

and

well

defined

research

2. Applying research design (that meets highest

standards of research methods and ensures
reliable research results)
3. Providing detailed supporting
with full transparency

documentation

1.1 Clear
and Well
Defined
Research
Objectives
(p.4-6)

The 1st step in the PR research process

Very crucial step since it functions as the
foundation on which the rest of the research is
based
This step is usually overlooked or the least
researched
Establishing clear and well defined research
objectives contribute to the measurement and
evaluation process by asking

5 key questions

1. Is the information need clearly articulated?

The
key
questions

2. Are
the
target
audiences
for
communications program well defined?

the

3. Are business objectives being met through the

information gathered from the research?
4. Is there a plan for how the findings from the
research will be used?
5. Is the organisation prepared to take action
based on research findings?

Q1: Is the
information
need clearly
articulated?

Q2: Are the

target
audiences for
the
communication
s programme
well defined?

The information
needs need to
be specific and
unambiguous
Questions
should set
specific
information
objectives
These
objectives need
to be measured
and provide
data
The data should

It is vital to
identify the
target audience
This will ensure
that the
communication
program is
aimed key
audiences
A poorly
defined
audience is to
broad in scope
Not selecting
the key

Q3: Are
business
objectives
being met
through the
info gathered
from the
research?
The reason
behind
conducting
research is to
address a
business
issue/concern
Thus, it
becomes
imperative that
the info
researched is
relevant to the
business
objective

Q4: Is there a
plan for how
the findings
from the
research will
be used?

Q5:Is the
organisation
prepared to
take action
based on
research
findings?

The various
findings of the
research will
have types of
actions/
outcomes
These actions
will affect the
business
The research
must functions
as an aid in the
decisionmaking process
The findings

Here, is how
prepared an
organisation is
to take action
The focus is
getting top
management
in on the deal
If senior
management
are unwilling to
go along with
the research
outcomes the
programme will

 Once objectives have been established there is a

need to apply a research design

1.2
Rigorous
Research
Design (p.69)

The research design will need to support both the

business objectives and provide key information
that can be used in the formulation of a strategy
This will provide reliable research results
As well as a foundation for measuring and
evaluating communication performance
Again,

a series
addressed:

of

questions

needs

to

1. Is the sample well defined?

2. Are respondents randomly selected?
3. Are appropriate sample sizes used?

The
key
questions

4. Are the appropriate statistical tests used?

5. Is the data collection instrument unbiased?
6. Are the data tabulated correctly?
7. Are the data presented accurately?
8. Is qualitative research used appropriately?
9. Can the study findings be replicated through
independent testing?

Q1: Is the sample well

defined?

Q2: Are respondents

randomly selected?

Q3: Are appropriate

sample sizes used?

Q4:Are the
appropriate
statistical tests used?

The research sample

needs to be precise
A screening of
potential research
respondents for these
defining
characteristics need
to be identified
Defining
characteristics can be
demographic (age,
gender), job
title/function, use of
products or attitude
key members of the
target group must be
included in the
sample

When selecting
respondents it is
important to not be
bias
One such bias is to
exclude potential
respondents because
it is difficult to reach
them
Special attention
needs to be placed on
ensuring that
individuals have an
equal opportunity to
participate
This can be done
through multiple
contacts over time
Of importance is also
establishing a replica
of the group being
studied

Samples need to
provide reliability in
two distinct manners:
1. Make certain the
overall sample is
statistically reliable
2. The decision to use a
sample size should
be based on the size
of the overall
population
. Your sample should
be a representation of
the population that
you are researching

Survey research is
subject to sampling
error
This error is
expressed as range of
accuracy
Numerous standards
can be applied to
determine the level of
accuracy
The most common
standard used is the
95% measure (19 out
of 20 cases will be
reliable)
This error range
varies depending on
the size of the sample
With that standard in
place numerous
statistical tests can be
applied

Q5: Is the data

collection
instrument
unbiased?

Q6: Are the data

tabulated
correctly?

Q7: Are the data

presented
accurately?

Q8: Is qualitative
Q9: Can the
research used
study findings be
appropriately?
replicated
through
independent
testing?

It is essential
that your
Data needs to be Data needs to be
Can yield
Can the study
collection
correctly
presented
valuable insights
be replicated?
instrument is
tabulated
accurately
This research is
Would it yield
unbiased and
The data (e.g.
This will need to
not a substitute
the same
that its structure
responses to
represent the
for survey data
results?
(e.g.
questionnaires)
findings
Is particularly
Unless the
questionnaire)
ALL data should
needs to be
useful with three
study is reliably
does not
captured into an
be included in
applications:
constructed it will
influence how a
analytic system
the findings
1. Development of
be difficult to
respondent
Then data
The full data set
communication
produce studies
answers a
should be
needs to be
messages
that can be reliably
question
entered into a
available, even if
2. Testing and
compared and
This will ensure
database to
the data is only
refinement of
which will
an reliable
assist with
selectively
survey research
demonstrate the
outcome of the
verification and
presented
tools
actual impact of
findings
corrections
3. Providing
communications
A specialised
insights as well
activities
statistical
as deeper
packages (SSP)
explanations of

 The final point

documentation

1.3 Detailed
Supporting
Documentati
on (p.9)

is

to

provide

supporting

This includes evidence of HOW the research was

conducted
It provides a clear understanding of the issues
being measured and a detailed description of the
audience being studied
It also provides the information required to
replicate the study so that consistent measurement
and evaluation can be applied
There are
here

questions that need to be answered

1. Is the research method described fully?

The
key
questions

2. Is the questionnaire as well as any other

data collection instruments available for
review?
3. Is the full data set available if requested?

Q1: Is the research

method described fully?

Q2: Is the questionnaire

as well as any other data
collection instruments
available for review?

Q3: Is the full data set

available if requested?

Documentation needs to be
provide a description of the
research
This includes the various
methods employed to
gather information
How the research was
conducted
The time frame of the
research
The type of research design
(qualitative and
quantitative)
Description of the sample
and so on

By keeping copies of your

research you are able to
review your work for
contextualisation
It also allows for a much
easier replication of the
study
It also provides room for
improvement for future
research

The availability of the data

provides full transparency
of the findings
It can also be used to
compare analyses with
other/future research
It is good practice

For our next

lecture

Prepare LU1 Objective 3:

Critically outline the different
message styles as part of the
content of developing a
communication strategy.
(Cornelissen, 2014, Chapter 5,
Section 5.3 and Steyn &
Btschi, 2004 p. 8-9, section
5.2.2)

Remember --- the onus is on you

to come to class prepared!!

Learning
Objectiv
e

LO3: Critically
outline the
different
message styles
as part of the
content of
developing a
communication
strategy (Cornelissen,
2014, Section 5.3, pp.97-102)

There are
different message styles (that are
grouped into 3 categories) used for developing a
communication strategy:

Functional
Orientation

Symbolic
Orientation

Industry
Orientation

1. Rational
message style

2. Symbolic
association
message style

4. Generic
message style

3. Emotional
message style

5. Preemptive
message style

Appeal to
psychological
needs,
preferences and
experiences of
stakeholders

Is used to
achieve an
advantage over
competitors in
the same
industry

Refers to
tangible,
physical or
concrete
capabilities or
resources of an
organisation

 In this approach an organisation makes a

superiority claim about its
product/achievements based upon a
distinctive advantage

1. Rational
message
style

This advantage is usually in its capabilities, size,

resources or technology

The main feature is to identify an important

difference and developing a claim that cannot be
copied by competitors

The claim needs to be functional because it

addresses a basic need or stakeholder expectation
It is rational because it follows a basic argumentation
structure and provides supporting information

 This message style is ONLY effective when

organisation have a distinctive advantage claim

1. Rational
message
style

Take
for
example
BMW
claims
________________________
_______________________________________________________
_______________________________________________________
_______________________________________________________
_______________________________________
Summary
Definition
:

Superiority
claim
based
upon
actual
accomplishments or delivered benefits by the
organisation

Condition
s:

Most useful when point of difference cannot be

readily matched by competitors

Content:

Informational in the form of claim that is

supported with information as the grounds for
the claim

 The aim of this message style is to (1) develop an

image for the organisation and to (2)
differentiate it psychologically from its
competitors through symbolism

2. Symbolic
association
message
style

By instilling the organisation with a symbolic image the

meaning of the organisation is drawn from cultural
values
The core of this message style is dependent on
identifying a set of symbols and values that are linked
or associated with a particular organisation
This message style also involves corporate value
statements which guides an organisations conduct
These value statements are meant to link the company
with general moral/cultural values and sentiments

 A symbolic association message style is also

transformational because it associates the organisation
with a set of culturally shared experiences and meanings

2. Symbolic
association
message
style

This association is possible because of CC

The symbolic association of an organisation needs to be
different from its competitors
For example
and Ellen MacArthur
_______________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_________________________________________________________
_____________________

 And Tescos support for Cancer Research/Diabetes UK

_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_____________________________________________________
_________________________________________
Summary
Definition
:

Claims based on psychological differentiation

through symbols association

Condition
s:

Best used by homogeneous organisations where

differences are difficult to develop OR easily
duplicated OR for messages around areas such
as CSR OR social capital that are difficult to
communicate in concrete and rational terms

Content:

Transformational in the form of endowing the

organisation with a particular image through
association
with
culturally
shared
and
recognised values OR symbols

 By using this messaging style organisations aim to

reach stakeholders at a visceral
(instinctual/intuitive) level
In CC this message style can be used to regulate the
emotional responses of stakeholders

3. Emotional
message
style

This can add to stakeholder involvement and affiliation

with an organisation
Displays of positive emotions can
supportive, sharing and expansive
stakeholders

also stimulate
behaviours of

Whiles negative emotions

distancing and avoidance

to

can

lead

stakeholder

Emotional messaging needs to be authentic

If viewed inauthentic an emotional message may backfire

3. Emotional
message
style

For
example
Starbucks_______________________________
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
____________________________________________________
_____________________________________________
Summary
Definition
:

Attempts to provoke involvement and positive

reactions through a reference to positive (or
negative) emotions

Condition
s:

Effective use depends on the perceived

authenticity of the professed emotion and on
the relevance of the emotion to stakeholders

Content:

Appeals to
emotions

specific

positive

or

negative

 An organisation employs a generic strategy when

making a claim that could be made by another
company in the same industry
No attempt is made to differentiate the organisation

4. Generic
message
style

It is used by
monopolistic

organisations

that

dominate

or

are

Take for example Campbells soup in the US _______________

____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________
Summary
Definitio Straight claim about industry or no assertion of
n:
superiority
Conditio
ns:

Monopoly or extreme dominance of industry

 This message style is used when an organisation

makes a generic-type claim with superiority
It is a clever strategy to use because your competitors
cannot use the same claim

5.
Preemptive
message
style

Take for example Philips generic claim: sense and

simplicity
And ExxonMobils claim: taking on the worlds
toughest
energy
challenge,
environmentally
friendly and leading the initiative to meet the
increasing demand for energy
Summary
Definition
:

Generic claim with suggestion of superiority

Condition
s:

Changing industry allowing a company to take a

position on an issue connected to that industry

Content:

Claim of industry-wide leadership on a relevant

issue or capability

Home study

Have a look at Case Example 5.1 (pp.102103)

Also have a look at Case Study 5.1
(pp.103-106) and apply the reflection
questions on p.106 to the study

https://www.youtube.com/watch?v=1mQhRSH5d9I
BMW

Videos
used

https://www.youtube.com/watch?v=KEPbdUCPgQY
Kingfisher
https://www.youtube.com/watch?v=fKLU0AscVTQ
Cancer
https://www.youtube.com/watch?v=a2J8KJDsqqY
Starbucks
https://www.youtube.com/watch?v=BbDGX3pQ6jI
Starbucks
https://www.youtube.com/watch?v=Av9eTo-4nDk
Exxonmobil

 Prepare LU1 Objective 4:

For our next

lecture

Discuss the steps in the

process of developing a
communication strategy
(Steyn & Btschi, 2004, Figure
2, p.12 and Figure 7, p. 19
22)
Remember --- the onus is on
you to come to class prepared!!

Learning
Objectiv

LO4: Discuss
the steps in
the process
of developing
a
communicati
on strategy
(Steyn & Btschi, 2004,
Figure 2, p.12 and Figure
7, p. 19 22)

There are 2 processes that you will need

to be aware of when developing a
communication strategy:
1. Steyn and Puths Model for developing
corporate communication strategy (2000)

2. Revised contents of Steyn and Puths (2000)

Model
for
developing
a
corporate
communication strategy

1.

Analyse the
internal
environmen
t

Organisation should be familiar with the their

internal environment before developing the CC
strategy
Examples of analysis systems: environmental
scanning, culture and climate scanning

Identify
strategic
stakeholder
s and
publics

The CC strategy should be designed with the

stakeholder in mind
Both Internal and external stakeholders need to
be taken into consideration
As well as the internal and external environment

Identify and
describe key
strategic
issues in the
internal and
external
environment

Strategic issues are developments, events and

trends that are seen as very important by an
organisations management
Strategic issues can affect the organisations
strategy
Internal strategic issues can change the
organisations performance if left unnoticed or
unattended (e.g. productivity)
While external strategic issues come from sources
outside the organisations boundaries (e.g.
legislation changes)

Identify the
implications
of each
strategic
issue

A successful CC strategy identifies the

implications that key strategic issues will (or
could) have on the organisation
This include the implications for stakeholders
These implications will have to be addressed

Decide on
the
corporate
communicati
on strategy

A CC strategy is the direction that an organisation

needs to take with regards to its communication
with stakeholders
It determines what needs to be done in order to
create a competitive advantage
A CC strategy communicates either (1) how to
solve problems or (2) capitalise on opportunities
Holistically the CC strategy should support the
overall corporate strategy

Set
communicati
on goals

Well-formulated goals/themes are

developing a communication strategy

central

Setting communication goals aligns

function with the corporate mission

the

to
CC

Develop
communicati
on policy

The communication policy must be enforceable,

precise and clear
It should not be too detailed and rigid as this will
hamper flexibility of the policy

Top management should be kept up-to-date with

the CC strategy

Draft to top
manageme
nt

It is important to remember that top management

approve budgets for the CC strategy
The more top management is included the more
funding a CC strategy will receive
It will also assist in changing the negative
perceptions that many top managers have of CCs
contribution to the bottom line

Conduct an
overall
corporate
communicati
on media
analysis

A media analysis will provide a strategy with the

mediums
most
suitable
for
the
specific
organisation and its stakeholders
The aim is to establish broad guidelines concerning
the different kinds of media that might be
considered
Regular revision of the channel platform is vital to
a CC strategys success

Develop a
strategic
communicati
on plan

The strategic communication plan is the

framework
within
which
communication
programmes, campaigns, and plans are
developed
A strategic plan initiates the coming together of
the organisation and its strategic stakeholders
around issues of mutual interest
Strategic communication planning should be a
continuous process

2.

Adapted from Digital Management, 2004

Step 1:
Reassess the
corporate
communicati
on mission

Formulate a mission statement

Or reassess an existing mission statement
Formulating a mission statement
shared meaning across the board

ensures

Step 2:
Analyse the
environment,
identify issues
and set
(corporate
communicatio
n) goals and
themes

A. Analyse the Environment

In order to set CC goals an organisation must first
analyse its environment and identify key issues
The internal and external environment needs to be
analysed
By analysing both environments an organisation is
able to analyse stakeholder issues and detect new
issues

The following issues need to be analysed:

The opinions, knowledge The existence of interest
and expectations of
groups and activists
stakeholders
The agenda of the
The governments
media
position

Step 2:
Analyse the
environment,
identify issues
and set
(corporate
communicatio
n) goals and
themes

Organisations analyse their internal environments in

order to reveal any gaps between (1) what the
organisation proclaims and (2) WHAT it actually does
The following should be considered when analysing
the internal environment of an organisation:
Organisations
mission

Corporate values

Corporate culture

Corporate
Corporate policies
reputation
And
for the external environment:
Advanced media
analysis

Opinion audits
among key
stakeholders

Monitoring of gov.
decision-makers

Identify any
interest or activist
group

Keep in close touch

with influencers

Step 2:
Analyse the
environment,
identify issues
and set
(corporate
communicatio
n) goals and
themes

B. Identify stakeholders, and set CC goals

An organisation needs to manage its stakeholders
expectations
It is important to identify the stakeholder groups
that have a lot of power over a particular issue and
direct your CC strategy towards them
This is done through CC goals and themes
Communication goals outline what should be done
Themes outline what should be said
Implications of the communication goals and
themes also need to be identified

Step 2:
Analyse the
environment,
identify issues
and set
(corporate
communicatio
n) goals and
themes

Organisations have 4 approaches for coping with

stakeholder groups in the environment
1. Inactivity

2. Reactivity

3. Proactivity

4.
Interactive

Involves ignoring the opinions and values of

stakeholder groups and their stakes in the
organisation, and continuing business as
usual
Involves waiting for something to occur
(stimulated by a stakeholder group) and then
responding

Also known as an anticipatory approach

it involves trying to predict the behaviour of
stakeholder groups and external changes
that will occur and positioning the
organisation towards those groups
Involves the active involvement with
stakeholder groups that influence the future
of the organisation

A CC media analysis used to show which mediums

would be most suitable for the specific
organisation and its stakeholders

Step 3:
Analyse all
communicatio
n channels

This analysis should include all available channels

Communication
media
can
range
from
interpersonal media (face-to-face), to group or
organisational media (meetings), to public or mass
media (radio or television)
Channels should be revised to determine which
are working and which should be rooted out
At this stage of the strategy formulation process it
is also important to discuss the position of the
mass media

Policies may be formalised

conventional understandings

Step 4:
Develop
communicatio
n policy

Communication
policies
organisation to organisation
By developing
organisation is
behaviour

will

statements
differ

or
from

a communication policy an
able to regulate corporate

The communication policy must be enforceable,

precise and clear
It should not be too detailed and rigid, since that
would limit the flexibility of the organisation

ICE ICE
BABY!
6 March

Provide me with a brief outline of your NPO for

your assignment
Include background information on the NPOand
Why you have selected it?

 Prepare LU1 Objective 5:

For our next

lecture

Explain the link between

corporate/enterprise strategy and
communication/PR strategy
(Steyn & De Beer, 2012 p.59-60
and Cornelissen, section 5.2 +
Figure 5.1)
1st ICE task is due next week
Friday
Provide me with a 1 page
summary of your next objective
Remember --- the onus is on you to
come to class prepared!!

Learning
Objectiv

LO5: Explain the

link between
corporate/
In order to address this LO we will need to
enterprise
look at:
strategy and
1. Cornelissens (pp.92-96), and
communication/
2. Steyn and De Beers reading (pp.59-60)
PR strategy (Steyn
& De Beer, 2012 p.59-60
and Cornelissen, section
5.2 + Figure 5.1)

What is a
(Cornelissen, p.92-93)

Corporate strategy
LO5: Explain the
A corporate strategy is concerned
link
withbetween
the overall purpose and scope
of the organisation
corporate/
A corporate strategy provides a
enterprise
strategic vision for the entire
strategy and
organisation

communication/
This vision (Steyn
also includes how an
PR strategy
& Deorganisation
Beer, 2012 p.59-60
wishes to be
and Cornelissen,
section
its
stakeholders
5.2 + Figure 5.1)

seen by

A vision also includes how

stakeholder expectations and
needs can be aligned with the

Communication strategy
A communication strategy is a
functional or operational strategy
The focus is on how CC can
develop communication
programmes towards different
stakeholders
The CC communication
programme needs to support the
vision of the corporate strategy
and overall corporate objectives

What is a
(Steyn and De Beer, pp.59-60)

Enterprise strategy

LO5: Explain
the
The broadest
level of strategy
link between
Addresses the organisations relationship
corporate/
with
society as well as its political and social
legitimacy
enterprise
strategy
and
It is a bridging
strategy concerned with
achieving non-financial goals
communication/
PRAtstrategy
this level the(Steyn
organisations values are
its reputation managed,
& De determined,
Beer, 2012 p.59-60
corporate
governance
and
Cornelissen,
section principles adopted
social
responsibilities fulfilled
5.2 and
+ Figure
5.1)
This ultimately leads to the organisation
being trusted and viewed as a CR

This strategy is used to incorporate societal/

PR strategy

Consist of deliberate and emergent

elements
Entails analysing organisations key
strategic priorities and selecting strategic
organisational positions/goals to be
communicated to stakeholders
Strategy outlines the communication used
to address constantly emerging
societal/stakeholder issues
Stakeholder and issues management form
the core focus of emerging PR strategy

Deliberate and emergent PR strategies are

outward communication processes
It is important to give stakeholders

The link

1.
2.
The decisions that CC/communication
are made at the
strategies are
corporate level
linked to the
needs to be
corporate strategy
translated into
through
specific
counselling and
communication
informing the CEO
programmes for
and senior
different
executives on
stakeholders
stakeholder and
both need to be
reputation issues
present to ensure These are factored
strategic
into the overall
functionality at all
corporate strategy
the levels of the
of an
organisation
organisations

3.
Communication
has to be in the
centre to be
effective in an
organisation
This is because
communication is
an essential part
of what you are
offering your
customers and
shareholders

The link

4.
5.
In the nested
CC practioners hold
model of strategy
a set of skills that
formulation
make it possible to
corporate strategy
align the
and
organisational
communication
issues and
strategy are seen
objectives with the
as interlinked parts
necessary
of the total
communication
strategy process
programmes
In this model,
They also speak
informing of or
the same language
revision of the
as senior
corporate or
executives
communication
This results in a
strategy can be
communication
initiated at any
programme that

6.
Involving CC
practioners in the
decision-making
process is crucial
for the over-all
strategic direction
of an organisation
This will also
ensure that
information about
relations with
priority
stakeholders gets
factored into the
decision-making
process and
formulation of

What are the

2 main roles
for
communicat
ors in
strategy?
(Cornelissen,
pp.94-95)

Communication
Technician

Communication
Manager

 Prepare LU1 Objective 6: Apply

For our next

lecture

the different contexts of the

process of communication
strategy development to the four
case studies listed
All but one of the case studies
need to be accessed online
have a look at your module
guide for more info
Provide me with a 1 page
summary of your next objective
Remember --- the onus is on you
to come to class prepared!!

Learning
Objectiv
e

LO6:

Apply the
different
contexts of the
process of
communication
strategy
development to
the four case
studies listed

The
different
communication
include:

contexts
strategies

in
are

which
used

1. Profit-driven organisations
2. Non-profit organisations
3. Government institutions
4. Strategies focussing specifically on digital media
Take note we are interested in the PROCESS of
communication strategy development when it
comes to each of the 4 case studies

Case study
1. Profitdriven
organisation
s

Worlds largest vehicle manufacturer in 2008

Offering a full range of models (mini-vehicles to trucks)
Toyota has been one of the top automotive brands in terms
of (1) reliability, (2) quality and (3) long-term durability
Pioneered environmental leadership and sustainability
Toyota made a profit of $13,7 billion in 2007

 What happened?

Case study
1. Profitdriven
organisation
s

In 2006 a number of recalls resulted in Toyotas initial loss

in reputation
In order to curb this Toyota initiated a customer first
strategy
However, this was undermined by further recalls which
resulted in Toyota plummeting behind other carmakers in
customer reliability polls
By 2010 Toyota had temporarily shut down production at
6 assembly plants in North America
It also suspended sales of its most popular models
By this stage product recalls totalled millions of vehicles

 In addition, Toyotas leadership on environmental

sustainability quickly eroded with other carmakers
entering their own green vehicles into the industry

Case study
1. Profitdriven
organisation
s

One of Toyotas key initiatives was its Fourth

Environmental Action Plan which provided a blueprint
for Toyotas contribution to the environment
It outlined the activities that Toyota had to undertake
to sustain an environment-friendly corporate image
This corporate image was reinforced with the
introduction of the Prius designed to address longterm environmental issues
Needles to say, Toyotas environmental leadership was
not a solution to its reputational gap

 What went wrong?

Toyotas pursuit of volume had undermined its vision and
reputation of reliability

Case study
1. Profitdriven
organisation
s

In its pursuit Toyota had lost touch with the changing

values and expectations of its customers/stakeholders
Result?
Years of unfulfilled promises (specifically its customer
first strategy) to restore its vision seriously damaged
Toyotas reputation for producing good quality, reliable
cars at reasonable prices
Toyotas competitors were profiting from its failing
reputation as customers became wary of buying a Toyota
This is still effecting Toyota today!

 A strategic vision
Toyotas overall vision is to zeronize and maximize

Case study
1. Profitdriven
organisation
s

Zeronize symbolises its efforts in minimising the

negative impact of cars, i.e. pollution, traffic
congestions and accidents
Maximize refers to efforts in maximising the positive
aspects of cars such as comfort and convenience
Toyota has strived to combine both elements by
creating ecologically superior but safe and reliable cars
Here, Toyota is seen as fulfilling its CSR task and
providing solutions to long-term environmental issues
BUT is this not a little to late?

 Toyotas challenges ahead?

Case study
1. Profitdriven
organisation
s

Toyotas main challenge is to effectively curb its faltering

reputation in producing safe, reliable cars at affordable
prices
Toyota is clearly still behind its competitors when it
comes to market surveys and customer polls
What has become clear is that Toyota can no longer rely
on its superior quality and reliability to appeal to
customers
Inevitably, Toyota will be judged on emotional criteria
such as design and styling
Areas that Toyota has never had to compete in before
In a bit of a pickle Toyota?

 What is their POA?

Toyota had returned to its traditional strengths

Case study
1. Profitdriven
organisation
s

They opted to reinvent its reliability but with an added

spice
A back-to-basics strategy was employed where a
complete overhaul of product development across the
firms global operations were initiated
Style and design have also been key areas of product
development
Never forgetting about environmental leadership
In summary, there is a dual focus on environmental
leadership and the safety and reliability of its cars with a
dash of emotional fun and enjoyment of driving Toyota
cars

1. Identify Toyotas communication strategy in terms of

strategic intent, themed messages and message styles?

Class
activity

____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
_________________________
2. Considering the challenges ahead for Toyota, how would
you change the communication strategy in terms of
strategic intend, themed messages and message styles?
____________________________________________________________
____________________________________________________________
____________________________________________________________
____________________________________________________________
_________________________

Case study
2. Nonprofit
organisation
s

The Health and Social Care Board (HSC) arranges a

comprehensive range of health and care services for the
1.8 million people who live in Northern Ireland
Because it is a relatively new organisation it tends to
emphasise in its strategy what ROLE it fulfils in society
Their communication strategy highlights the key
strategic and operational communication priorities which
the Board needs to focus on over the next three years
The strategy also maps out the steps to deliver the
above strategic and operational communication priorities

Case study
2. Nonprofit
organisation
s

The overall communications strategy has been

developed in line with the directions set by
Transforming Your Care (TYC)
TYC is the communication programme (medium)
used for communicating change
A key part of TYC will be the implementation of
Integrated Care Partnerships (ICPs) and the
development of the Primary Care infrastructure
All major developments are fully supported by
planned communications activities

Corporate objectives:
The communication strategy is informed by the 5 key themes
outlined in the Corporate Plan:

Case study
2. Nonprofit
organisation
s

1. Ensure high quality, safe and accessible health and social

care services, and manage delivery to achieve quality
outcomes
2. To improve the health and social wellbeing of the population
with a focus on prevention and health inequalities
promoting equality, human rights and diversity in all the
Boards functions
3. Provide value for money through the effective use of
resources ensuring robust financial management
4. Effectively engage with key stakeholders in an open and
transparent manner, particularly service users and carers
5. Maintain and develop effective internal systems and
processes and maximise the potential of our staff by
ensuring that they are skilled, motivated and valued

Key Considerations
The communications strategy was compliant with
existing legislation and integrated with existing
strategies to ensure a co-ordinated approach:

Case study
2. Nonprofit
organisation
s

1. Legislation Equality, Human Rights and Freedom of

Information
This strategy is informed by and supports the above
2. Valuing People, Valuing Their Participation
Strategy is also informed by the Personal and Public
Involvement (PPI) Strategy which stipulated that HCS
engages in good communication practice with service
users
3. Business continuity
Is put in place
circumstances

to

ensure

continuity

under

any

Case study
2. Nonprofit
organisation
s

Strategic Communication Objectives:

1. Branding, identity and effective external
communications
2. Internal communications
3. Building
effective
stakeholders

relationships

4. Improving communications channels

with

Communication principles:

Case study
2. Nonprofit
organisation
s

The HCS is committed to a set of common

principles that underpins all communication:
1. Two-way communication
2. Open and honest communication
3. Messages will be
audience needs

tailored

for

specific

Target audience:

Case study
2. Nonprofit
organisation
s

1. Policy and decision makers

2. Service users
3. Internal
4. Partner organisations
5. Key influencers
6. Statutory and voluntary partners

Public affairs
This strategy highlights the responsibilities towards
publics

Case study
2. Nonprofit
organisation
s

The communications team is tasked with ensuring

collaboration with all stakeholders in planning, coordination and delivery of public engagement initiatives
The following public affairs channels will be
developed:
1. Local Commissioning Group (LCG) communications plans

2. Stakeholder list
3. Stakeholder public affairs briefs
4. Face-to-face briefings with political stakeholders
5. Environmental scanning
6. Meetings and engagement

External communication:

Case study
2. Nonprofit
organisation
s

The HSC needs a wide range of proactive

channels to effectively engage with various
external stakeholders:
1. Media management:
i. Spokespersons and Media Training
ii. Prioritisation of media enquiries
iii. Systems to support media management
2. Digital strategy:
i. Websites
3. Social media
4. Corporate logo and brand

Case study
2. Nonprofit
organisation
s

5. Board and
meetings

Local

Commissioning

6. Projects and good news stories

7. Publications
8. Emergency planning

Group

Internal Communications
It is essential that the strategy:

Case study
2. Nonprofit
organisation
s

1. Helps to promote and support a culture of

good corporate communication with all staff
2. Assists in supporting the development and
retention of a skilled and motivated workforce
3. Assists in motivating and empowering staff to
communicate effectively with colleagues, the
wider public and act as ambassadors
4. Helps to ensure all staff understand the
Boards role, values and future plans

 HSC has various internal channels

Case study
2. Nonprofit
organisation
s

1. Some digital channels include:

i. Health and Social Care Board intranet
(inTouch)
ii. Podcasts via the intranet
iii. Health and Social Care Board Bulletin
(staff magazine)
iv. Fortnightly news bulletin
v. Instant messaging tool
vi. E-bulletins
vii. Regional bulletins/communications
2. Staff induction programmes:
i. Corporate induction programmes

Case study
2. Nonprofit
organisation
s

3. Face-to-Face:
i. Chief Executive briefings
ii. Senior staff visits
iii.Information sessions
iv. Directorate meetings
v. Notice boards/TV Monitors
vi.Human Resources activity
4. Freedom of Information Enquiries,
Assembly Questions and Serious
Adverse Incidents - maintaining
internal links

Case study
2. Nonprofit
organisation
s

Implementation:
A three year action plan has been developed
Timeframes have been devised
The strategy also specifies who needs to chair
the strategy implementation process
The strategic communications group will report
to the Senior Management Team

Case study
2. Nonprofit
organisation
s

Monitoring, evaluation and review:

The strategy will be evaluated annually at the
end of each financial year against the agreed
objectives and against the delivery of actions
No specific method is referred to

In summary
This particular strategy is a wonderful example of Steyn and
Puths Model of Communication Strategy Development (2004)

Case study
2. Nonprofit
organisation
s

It takes into consideration the various steps of strategy

development
The HCSs communication strategy showcases the importance
of communication planning and continuous measurement and
evaluation of the communication strategy process
Of interest is how corporate objectives inform the
communication objectives which are translated into
communication actions
This
communication
strategy
also
included
key
considerations, internal and external environments and the
process of implementation

 Prepare the last 2 case studies

For our next

lecture

Provide me with a brief

summary of each
Remember --- the onus is on
you to come to class prepared!!

SWELLENDAM MUNICIPALITY

Case study
3.
Governmen
t
institutions

Overview:

Case study
3.
Governmen
t
institutions

Swellendam is an South African municipality with a

mayoral executive system combined with a ward
participatory system
Situated in the Overberg District; Langeberg mountain
range
In 2012, Swellendam Municipality approved their 3rd
generation Integrated Development Plan 2012-2017
(IDP)
The IDP guides and informs planning, management and
development of the municipality
It sets a platform for communities, stakeholders, the
private sector and NGOs to engage future developments

Purpose of communication strategy:

Case study
3.
Governmen
t
institutions

The purpose of their communication strategy is to

set a strategic communication agenda and plan
for the municipality
The main responsibilities of the communication
function are to:
1. Manage the Municipalitys communication with
the public ;
2. Coordinate internal communication;
3. Manage the reputation of the Municipality.

Vision:

Case study
3.
Governmen
t
institutions

The vision is what binds and motivates all

stakeholders toward a shared goal:
A happy, healthy, safe and informed Swellendam
Mission:
A visionary Municipality that strives towards
prosperity for all through cooperative participation
and high quality service delivery

Principles:

Case study
3.
Governmen
t
institutions

Consultation: Citizens should be consulted about

the level and quality of public services they
receive and, wherever possible, should be given a
choice about the services that are offered
Service Standards: Citizens should be told what
level and quality of public services they will
receive so that they are aware of what to expect
Access: All citizens should have equal access to
the services
Courtesy: Citizens should be treated with courtesy
and consideration
Information: Citizens should be given full,
accurate information about the public services
they are entitled to receive

Case study
3.
Governmen
t
institutions

Openness and Transparency: Citizens should be

told how National and Provincial Departments are
run, how much they cost, and who is in charge
Redress: If the promised standard of service is not
delivered, citizens should be offered an apology, a
full explanation and a speedy and effective
remedy; and when complaints are made, citizens
should receive a sympathetic, positive response
Value for Money: Public services should be
provided economically and efficiently in order to
give citizens the best possible value for money

Corporate objectives:

Case study
3.
Governmen
t
institutions

Good governance and effective, responsive, people

centred and integrated institution
Basic service delivery
Correcting spatial imbalances
Democratising of planning and decision-making
Financial viability
Local Economic Development
Support residents with the necessary sporting and
recreation facilities; and protect and preserve the
natural environment

 Communication objectives:

Case study
3.
Governmen
t
institutions

Ranges from improvement of internal/external

communication
Customer care
Upgrading/improvement of infrastructure
Improved services (HR, administrative support,
strategic management)
Introduction
procedures

of

staff

rewards

policy

and

Communication Analysis:

Case study
3.
Governmen
t
institutions

Conducted a SWOT analysis

Provided the municipality with valuable
feedback regarding the various factors that
hamper effective communication
Media Analysis:
Lists the current media platform
Suggest future platforms, i.e. sms, radio

Communication strategy:

Case study
3.
Governmen
t
institutions

Swellendam
Municipalitys
Communication
Strategy is guided by VARIOUS legislation of SA
The messages and themes will flow from the
municipalitys vision, mission, and strategic
objectives as well as its IDP
The
communication
strategy
stipulates
a
hierarchy of communication responsibilities for
different members of the municipality

Communication Policy:

Case study
3.
Governmen
t
institutions

Sets out the communication protocol within Swellendam

Municipality
It outlines who is allowed to communicate what to whom
e.g., media relations
The Municipality will also develop a crisis communication
plan that ensures effective communication pre-, during and
post a crisis
The communication policy comprehensively takes into
consideration the various environments that the
municipality work in and the behaviour and communication
structures that are used in the various environments
A lot of detail is provided here (pp.14-23)

Summary
Provides an extensive communication strategy and plan
of implementation (action plan p.14)

Case study
3.
Governmen
t
institutions

Offers a rich overview of the municipality

The
Municipality
develops,
communicates their vision

and

consistently

Provides tablelised information on strategic objective,

communication strategy and communication objective
(pp.11-12)
Suggests that the communication objectives are revised
on an annual basis to ensure alignment with the revised
IDP
Provides a comprehensive outline of communication
policy

Case study
4.
Strategies
focussing
specifically
on digital
media

Overview:

Case study
4.
Strategies
focussing
specifically
on digital
media

Named after
missionary

Catholic, Jesuit
Wisconsin

Rev.

Jacques

institution

Marquette

located

in

French

Milwaukee,

Offers a range of professional programmes in 8 different

colleges

Mission:
The search for truth, the discovery and sharing of
knowledge
The fostering of personal and professional excellence
The promotion of a life of faith
The development of leadership expressed in service to
others

Goal or purpose:

Case study
4.
Strategies
focussing
specifically
on digital
media

To help students and the entire Marquette

community become leaders who will make
important contributions
Communication objective:
To achieve interaction with five % of the audience
within a given channel in any month and to reach
35,000 people on all University accounts
To build awareness for the Marquette brand online
To build a sense of community among target
audiences
To foster word-of-mouth communication

Strategy:

Case study
4.
Strategies
focussing
specifically
on digital
media

Employs a social media strategy to engage with

and build relationships with stakeholders
This strategy is based on a simple marketing
principle in mind: go to where the audience is
Professional communicators develop, implement
and maintain the social media strategy
Marquette University
media platforms

employes

multiple

social

The social media strategy is designed to appeal to

each group of stakeholders (including prospective
students, current students, and alumni)
Thus, the strategy is shaped around the unique
needs of each group

Media Analysis:

Case study
4.
Strategies
focussing
specifically
on digital
media

Lists the traditional or current media platform

Of interest here is their ingenious use of social
media to connect with their key stakeholder
groups and publics
They blend traditional and new media
Media analysis is conducted to measure how
effective social media can be to achieve corporate
goals
The research outcomes of the use of social media
are as follows: creates dialogue, bridging of
information, harbours community

Summary:

Case study
4.
Strategies
focussing
specifically
on digital
media

This case study provides us with valuable information

about how social media can be used as a strategy
Ultimately, social media is used to actively build the
Marquette University brand
Marquettes marketing and communication team
understood the value of creating content that the
universitys target audiences would find engaging
Social media is used to emotionally connect with
various stakeholder groups and provide a platform for
engagement
The case study also provides an evaluation of the
social media strategy (pp.15-19)

 We will start LU2 OB 1 for

Tuesday

For our next

lecture

ICE Task 3: provide a brief

overview of your learning
objective
ICE due on Tuesday
Remember --- the onus is on
you to come to class prepared!!