DEFININGTHEPARAMETERS(英文版)(共31頁).PPT

1、Presented By: Ryan Bowd, Associate Lecturer busrmlblubs.leeds.ac.ukMA ADVERTISING & MARKETING: Public Relations & Corporate Communications ModuleCORPORATE PUBLIC RELATIONSDEFINING THE PARAMETERSPresented By: Ryan Bowd, Associate Lecturer busrmlblubs.leeds.ac.ukMA ADVERTISING & MARKETING:

2、 Public Relations & Corporate Communications ModuleDefining corporate public relationsIt is difficult to find a universally accepted definition of corporate public relations which defines the parameters of the function. corporate public relations is perhaps best understood as the umbrella functi

3、on embracing the range of communications functions concerned with managing an organisations relationships with all strategically important stakeholder groups- those groups that might limit the autonomy of the organisation or who are affected by the organisations actions.Presented By: Ryan Bowd, Asso

4、ciate Lecturer busrmlblubs.leeds.ac.ukMA ADVERTISING & MARKETING: Public Relations & Corporate Communications ModuleSuch stakeholder groups may be quite diverse in nature but broadly include the following major groups:q Customersq Employeesq Investors/Financial communityq Relevant communitie

5、sq Suppliersq Trade intermediaries/ Retailersq Government /RegulatorsHere communication functions may be organised around each of these major groups.Presented By: Ryan Bowd, Associate Lecturer busrmlblubs.leeds.ac.ukMA ADVERTISING & MARKETING: Public Relations & Corporate Communications Modu

6、leEach of these stakeholder groups may hold differing expectations of a company/organisation and hence, judge an organisation according to differing criteria.ExampleInvestors expect sound management and financial performance, whereas customers want reliable products and services and employees expect

7、 good work environments and to be treated fairly and honestly.Balancing these different demands can prove difficult, particularly in the short term.ExampleInvestor demands may be incompatible with those of employees in terms of cost reduction vs. job security.Presented By: Ryan Bowd, Associate Lectu

8、rer busrmlblubs.leeds.ac.ukMA ADVERTISING & MARKETING: Public Relations & Corporate Communications ModuleEqually organisations may have to prioritise which of these groups it needs to communicate with at different times or at least which it will devote the most attention to This may involve

9、assessing which groups hold the greatest power and/or have the greatest interest in particular issues and who therefore require the greatest effort and conversely which can be given less attention or ignored.Presented By: Ryan Bowd, Associate Lecturer busrmlblubs.leeds.ac.ukMA ADVERTISING & MARK

10、ETING: Public Relations & Corporate Communications ModuleKey PlayersKeep InformedHardest to reach at a minimumKeep SatisfiedInterest Matrix Level of InterestHighLowHighLowMinimal EffortPowerPresented By: Ryan Bowd, Associate Lecturer busrmlblubs.leeds.ac.ukMA ADVERTISING & MARKETING: Public

11、Relations & Corporate Communications ModuleConfusion over Functional TitlesNowadays it is common to find a range of titles used todesignate the corporate PR function; corporate affairs,public affairs, external affairs and increasingly- corporate communications.Indeed it is increasingly rare to f

12、ind the term “corporate public relations” used as the functional title. This is largely due to the negative connotations often associated with the term “PR” which tends to be associated with the manipulation of the media, spin and tactical publicitywork.Presented By: Ryan Bowd, Associate Lecturer bu

13、srmlblubs.leeds.ac.ukMA ADVERTISING & MARKETING: Public Relations & Corporate Communications ModuleHowever, at least conceptually, public relations is the appropriate term to describe the range of communicationactivities concerned with managing relationships withan organisations publics.Auth

14、ors such as Argenti (1998) see public relations as a largely tactical activity out of which more sophisticatedcorporate communications departments have grown since the 1970s in response to the more challenging environmentsin which organisations operate nowadays.Here Argenti associates PR primarily w

15、ith media relationsactivity whereas he see corporate comms. as a strategic communication function.Presented By: Ryan Bowd, Associate Lecturer busrmlblubs.leeds.ac.ukMA ADVERTISING & MARKETING: Public Relations & Corporate Communications ModuleBlauw (1994) defines corporate communications as;

16、 “ the integrated approach to all communication producedby an organisation, directed at all relevant groups”Jackson (1987) suggests;“Corporate communication is the total communication activity generated by a company to achieve its plannedobjectives”& van Riel (1992) suggests adapted;Corporate co

17、mmunication is an instrument of management by which all consciously used forms of internal and external communication are harmonised effectively to create afavourable basis for relationships with key target groupsPresented By: Ryan Bowd, Associate Lecturer busrmlblubs.leeds.ac.ukMA ADVERTISING &

18、 MARKETING: Public Relations & Corporate Communications Modulevan Riel (1992) suggest that corporate communication integrates three main forms of communication in organisations:Management communication: senior management communication with internal & external target groupsMarketing communica

19、tion: communication with target markets/customer groupsOrganisational communication: comprising public relations, investor relations, corporate advertising etcPresented By: Ryan Bowd, Associate Lecturer busrmlblubs.leeds.ac.ukMA ADVERTISING & MARKETING: Public Relations & Corporate Communica

20、tions ModuleHere the term “organisational communication” is used to refer to all forms of communications other than marketing communications - what public relations scholars would normally see as the domain of public relations and public affairs.Thus van Riel views public relations as a narrower sub

21、-set of organisational communicationvan Riels argument is that the failure to integrate thesecommunication function leads to a fragmentation of the messages communicated by the organisation and he argues that the total communication effort needs to be managed collectively to achieve a coherent commu

22、nications policy.Presented By: Ryan Bowd, Associate Lecturer busrmlblubs.leeds.ac.ukMA ADVERTISING & MARKETING: Public Relations & Corporate Communications ModuleHere van Riel emphasises the need to orchestrate all communication towards a coherent whole which he sees as directing a companys

23、communications policies from within a corporate strategy- corporate identity corporate image triangle.He suggests that the communications specialisms jointly develop common starting points CSP from the chosen communications strategy, which is itself derived from the companys actual and desired ident

24、ity and company image. These CSPs represent the central values which underpin and guide all communications activity.Presented By: Ryan Bowd, Associate Lecturer busrmlblubs.leeds.ac.ukMA ADVERTISING & MARKETING: Public Relations & Corporate Communications ModuleStrategyIdentityImageCSPsManage

25、mentCommMarketingcommsOrganisationalCommsPresented By: Ryan Bowd, Associate Lecturer busrmlblubs.leeds.ac.ukMA ADVERTISING & MARKETING: Public Relations & Corporate Communications ModuleThese CSPs van Riel suggests can be defined at both an organisational level and also for each business uni

26、t. In both cases they are defined in terms of:What each organisation/business unit promises to its stakeholdersHow they intend to prove this&.What tone of voice will be used to communicate the message.More specific communications plans are then drawn up detailing the knowledge, attitudes and beh

27、aviour that the plans are intended to produce. Presented By: Ryan Bowd, Associate Lecturer busrmlblubs.leeds.ac.ukMA ADVERTISING & MARKETING: Public Relations & Corporate Communications ModuleHowever van Riel acknowledges that corporate communication should not be seen as a new discipline, r

28、ather a new way of looking at communication.He views corporate communication as closely bound up with the concepts of corporate identity and image in that corporate communication in all its forms is the chief controlled means by which an organisations identity is communicated to external groups and

29、thus influences the image that they hold of it.Presented By: Ryan Bowd, Associate Lecturer busrmlblubs.leeds.ac.ukMA ADVERTISING & MARKETING: Public Relations & Corporate Communications ModuleWhy is the communication function increasingly recognised as vital to organisational success?Nowaday

30、s it is generally accepted that organisations facegreater challenges in pursuing their goals than was the case perhaps 20 years ago.The factors which have so radically changed attitudes towards communication include:qGreater scepticism and hostility towards big businessqMore sophisticated and powerf

31、ul consumer groupsPresented By: Ryan Bowd, Associate Lecturer busrmlblubs.leeds.ac.ukMA ADVERTISING & MARKETING: Public Relations & Corporate Communications ModuleqGlobalisation of the media and more intrusive media reportingqMore powerful and sophisticated activists groupsq Increasing regul

32、ation of business reflecting societys changing expectations of businessq Better educated and more demanding employeesqGreater acceptance by management of the need for big business to act as more responsible corporate citizensPresented By: Ryan Bowd, Associate Lecturer busrmlblubs.leeds.ac.ukMA ADVER

33、TISING & MARKETING: Public Relations & Corporate Communications ModuleWhat activities comprise the corporate PR/ corporate communications function?The activities or sub-functions which are normally seen to be part of the corporate PR/ Comms function may vary fromorganisation to organisation,

34、 depending on the the way the communications function is structured and the perceived needs of the organisation, in terms of corporate communications.Here, the range of sub-functions that might be found in a relatively large organisations corporate Comms. department might include :Presented By: Ryan

35、 Bowd, Associate Lecturer busrmlblubs.leeds.ac.ukMA ADVERTISING & MARKETING: Public Relations & Corporate Communications ModuleThe Range of Sub-Functions that might come under the Umbrella of Corporate PR/ CommunicationsqMedia relationsqEmployee communicationqCorporate advertisingqCommunity

36、relationsq Investor relations/Financial PRqIssues managementPresented By: Ryan Bowd, Associate Lecturer busrmlblubs.leeds.ac.ukMA ADVERTISING & MARKETING: Public Relations & Corporate Communications ModuleqCorporate identity designqCrisis communicationqSpeech writingqCorporate Donations/Spon

37、sorshipqEnvironmental managementqGovernment relationsq Brand and market-related communicationsPresented By: Ryan Bowd, Associate Lecturer busrmlblubs.leeds.ac.ukMA ADVERTISING & MARKETING: Public Relations & Corporate Communications ModuleThe extent to which these functions exist will depend

38、 to a large degree on the size and structure of the organisation and of the PR/Comms Dept. itself.Even in relatively large organisations, there may be onlya relatively small team of practitioners responsible for carrying out all the communications activities rather than having specialists responsibl

39、e for each sub-function.This is particular true of UK organisations where the corporate PR/ comms. function is still at a relatively early stage of development. Presented By: Ryan Bowd, Associate Lecturer busrmlblubs.leeds.ac.ukMA ADVERTISING & MARKETING: Public Relations & Corporate Communi

40、cations ModuleWhere larger corporate PR/ Comms functions do exist, the majority of the staff tend to be engaged in more tactical media relations/ publicity work.At Diageo a leading international premium drinks group, the corporate communication function comprises some 23 people in the group HQ funct

41、ion divided between five areas:External communicationsInternal communications Brand and market teamCorporate citizenshipScottish operationsThe HQ function is supported by regional functions organised around the key geographical markets/ businesses.Presented By: Ryan Bowd, Associate Lecturer busrmlbl

42、ubs.leeds.ac.ukMA ADVERTISING & MARKETING: Public Relations & Corporate Communications ModuleAt Standard and Chartered Bank the HQ Corporate Affairs department is comprised of only 9 staff, although there are some 45+ people working in corporate affairs in separate branch offices based in Af

43、rica, Asia and Europe.At Manchester Airport the corporate affairs department comprises some 14/15 staff who are responsible for media relations, employee communications, partner business communications, community relations and public affairs.Presented By: Ryan Bowd, Associate Lecturer busrmlblubs.le

44、eds.ac.ukMA ADVERTISING & MARKETING: Public Relations & Corporate Communications ModuleIn recent years there has been a trend towards downsizing centralised functions in all fields and this trend has been seen in the PR Corporate Comms area where organisations seem to be relying increasingly

45、 on a relatively small team of in-house practitioners who handle the more strategic aspects of the work, issues management, comms planning, government liaison, etc. External agencies may then be employed to support the tactical implementation of communication programmes.Presented By: Ryan Bowd, Asso

46、ciate Lecturer busrmlblubs.leeds.ac.ukMA ADVERTISING & MARKETING: Public Relations & Corporate Communications ModuleConceptualising the Corporate Communications process:Several models have been advanced to help conceptualise the role and process of corporate communications. These models emph

47、asise the importance of analysing the relationships between organisations and their stakeholders and the consequences of their respective behaviours/action for the other party(ies).Here corporate comms serves as a mediating force to help create understanding, build relationships and resolve potentia

48、l conflict.Presented By: Ryan Bowd, Associate Lecturer busrmlblubs.leeds.ac.ukMA ADVERTISING & MARKETING: Public Relations & Corporate Communications ModuleOrganisationOrganisational goalsOrganisations position and imageWhat action is requiredfrom each of its stakeholdersMessages/ImagesConte

49、nt / structureof messagesChannel selectionStakeholdersDefining keystakeholder groupsStakeholder perceptionsof the organisationAttitudes/ behaviourtowards issues/ orgsstance on issuesconsequencesStakeholderresponsesOutcomes did the stakeholdersrespond in the way desired?consequencesStrategic Corporat

50、e Communication Model Adapted from Argenti (1998)Presented By: Ryan Bowd, Associate Lecturer busrmlblubs.leeds.ac.ukMA ADVERTISING & MARKETING: Public Relations & Corporate Communications ModuleManagement DecisionsPublicsBehaviour of Publics createsIssuesOrganisationalReputationAchievement o

51、fOrg. GoalsRelationshipoutcomeConsequencesConsequencesCrisismanagementComms ProgrammesRelationship MgtConflict MgtModel of Strategic Management of PR/Corporate CommsNo consequencesPresented By: Ryan Bowd, Associate Lecturer busrmlblubs.leeds.ac.ukMA ADVERTISING & MARKETING: Public Relations &

52、; Corporate Communications ModuleAnother way of thinking about the scope of the work of the corporate PR/Comms function is to consider the areas of domains with which the organisation may interact.Each of these domains focus around particular setsof stakeholders and may give rise to differing sets ofissues that the organisation has to address.Here the communications domain is seen as the linking mechanism through which the organisationresponds to the issues/ challenges th