企业公关（英文） .ppt

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1、CORPORATE PUBLIC RELATIONS,DEFINING THE PARAMETERS,Defining 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 function em

2、bracing 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.,Such stakeholder groups may be qui

3、te diverse in nature but broadly include the following major groups:Customers Employees Investors/Financial community Relevant communities Suppliers Trade intermediaries/Retailers Government/RegulatorsHere communication functions may be organised around each of these major groups.,Each of these stak

4、eholder 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 good work environment

5、s 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.,Equally organisations may have to prioritise which of these gro

6、ups it needs to communicate with at different times or at least which it will devote the most attention to This may involve 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

7、given less attention or ignored.,Key Players,Keep Informed,Hardest to reach at a minimumKeep Satisfied,Interest Matrix,Level of Interest,High,Low,High,Low,Minimal Effort,Power,Confusion over Functional TitlesNowadays it is common to find a range of titles used todesignate the corporate PR function;c

8、orporate affairs,public affairs,external affairs and increasingly-corporate communications.Indeed it is increasingly rare to find 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 asso

9、ciated with the manipulation of the media,spin and tactical publicitywork.,However,at least conceptually,public relations is the appropriate term to describe the range of communicationactivities concerned with managing relationships withan organisations publics.Authors such as Argenti(1998)see publi

10、c 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 with media relationsactivity whereas

11、he see corporate comms.as a strategic communication function.,Blauw(1994)defines corporate communications as;“the integrated approach to all communication producedby an organisation,directed at all relevant groups”Jackson(1987)suggests;“Corporate communication is the total communication activity gen

12、erated by a company to achieve its plannedobjectives”Corporate communication 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 groups,van Riel(1992)suggest

13、 that corporate communication integrates three main forms of communication in organisations:Management communication:senior management communication with internal&external target groupsMarketing communication:communication with target markets/customer groupsOrganisational communication:comprising pu

14、blic relations,investor relations,corporate advertising etc,Here 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 R

15、iel views public relations as a narrower sub-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 mana

16、ged collectively to achieve a coherent communications policy.,Here van Riel emphasises the need to orchestrate all communication towards a coherent whole which he sees as directing a companys communications policies from within a corporate strategy-corporate identity corporate image triangle.He sugg

17、ests 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 identity and company image.These CSPs represent the central values which underpin and guide all communications acti

18、vity.,Strategy,Identity,Image,CSPs,ManagementComm,Marketingcomms,OrganisationalComms,These CSPs van Riel suggests can be defined at both an organisational level and also for each business unit.In both cases they are defined in terms of:What each organisation/business unit promises to its stakeholder

19、sHow 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 behaviour that the plans are intended to produce.,However van Riel acknowledges that corporate communication should no

20、t be seen as a new discipline,rather 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 commu

21、nicated to external groups and thus influences the image that they hold of it.,Why is the communication function increasingly recognised as vital to organisational success?Nowadays it is generally accepted that organisations facegreater challenges in pursuing their goals than was the case perhaps 20

22、 years ago.The factors which have so radically changed attitudes towards communication include:Greater scepticism and hostility towards big businessMore sophisticated and powerful consumer groups,Globalisation of the media and more intrusive media reportingMore powerful and sophisticated activists g

23、roups Increasing regulation of business reflecting societys changing expectations of business Better educated and more demanding employeesGreater acceptance by management of the need for big business to act as more responsible corporate citizens,What activities comprise the corporate PR/corporate co

24、mmunications function?The activities or sub-functions which are normally seen to be part of the corporate PR/Comms function may vary fromorganisation to organisation,depending on the the way the communications function is structured and the perceived needs of the organisation,in terms of corporate c

25、ommunications.Here,the range of sub-functions that might be found in a relatively large organisations corporate Comms.department might include:,The Range of Sub-Functions that might come under the Umbrella of Corporate PR/CommunicationsMedia relationsEmployee communicationCorporate advertisingCommun

26、ity relations Investor relations/Financial PRIssues management,Corporate identity designCrisis communicationSpeech writingCorporate Donations/SponsorshipEnvironmental managementGovernment relations Brand and market-related communications,The extent to which these functions exist will depend to a lar

27、ge 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 responsible for each

28、sub-function.This is particular true of UK organisations where the corporate PR/comms.function is still at a relatively early stage of development.,Where larger corporate PR/Comms functions do exist,the majority of the staff tend to be engaged in more tactical media relations/publicity work.At Diage

29、o a leading international premium drinks group,the corporate communication function comprises some 23 people in the group HQ function divided between five areas:External communicationsInternal communications Brand and market teamCorporate citizenshipScottish operationsThe HQ function is supported by

30、 regional functions organised around the key geographical markets/businesses.,At 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 Africa,Asia and Europe.At M

31、anchester 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.,In recent years there has been a trend towards downsizing centralised functions in all

32、 fields and this trend has been seen in the PR Corporate Comms area where organisations seem to be relying increasingly 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

33、 then be employed to support the tactical implementation of communication programmes.,Conceptualising the Corporate Communications process:Several models have been advanced to help conceptualise the role and process of corporate communications.These models emphasise the importance of analysing the r

34、elationships 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 potential conflict.,Organisation,Organisational

35、goalsOrganisations position and imageWhat action is requiredfrom each of its stakeholders,Messages/Images,Content/structureof messagesChannel selection,Stakeholders,Defining keystakeholder groupsStakeholder perceptionsof the organisationAttitudes/behaviourtowards issues/orgsstance on issues,conseque

36、nces,Stakeholderresponses,Outcomes did the stakeholdersrespond in the way desired?,consequences,Strategic Corporate Communication Model Adapted from Argenti(1998),Management Decisions,Publics,Behaviour of Publics creates,Issues,OrganisationalReputation,Achievement ofOrg.Goals,Relationshipoutcome,Con

37、sequences,Consequences,Crisismanagement,Comms ProgrammesRelationship MgtConflict Mgt,Model of Strategic Management of PR/Corporate Comms,No consequences,Another 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 organisat

38、ion 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 that ma

39、y emerge from each of the other domains.,Organisation,COMMUNICATIONS DOMAIN,Corporateidentity,Media relations,Corporate advertising/communications,Financial DomainFinancial performanceInvestor relationsTakeovers/mergers,Business DomainCustomer relationsTrade relationsSupplier relationscompetition,Po

40、litical DomainLegislationRegulatory issuesEU directives,Employee DomainEmployment policiesTrades unionsEqual opportunitiesRestructuring,Community DomainCorporate citizenshipCommunity relationsCorporate responsibility,Environmental DomainEnvironmental policiesConservation issuesEnv.pressure groups,Th

41、e key domains of the corporate PR function;Interrelationship of areas of concern,Examples of Corporate PRComms Activity,Handling the introduction of a new corporate identity,Helping to manage major corporate restructuring,Design and maintenance of internal communications systems,Supporting business

42、expansion through building the organisations corporate/brand reputation,Defending the organisation fromcriticism by external bodies/media,Managing corporate donations&corporate giving.(CSR),Developing local communityrelations programmes(CSR),Building relationships with the financial community/media/City,Handling the release of financial results,Helping to defend the company during hostile takeover,