SlideShare ist ein Scribd-Unternehmen logo
1 von 8
Downloaden Sie, um offline zu lesen
The Corporate Communicator’s Lot
                     Is Not an Easy One
                                             James L. Horton


What does corporate communications do? That                responsible for assisting the CEO and Board with
seems to be a dumb question, but it isn’t. Not             the primary strategic message but indirectly
really. The job is a jumble of responsibilities and        responsible for other key audiences.
coordination that does not fit easily into an
organization chart. In fact, the job is not easy to
                                                  This creates a problem. The primary message is
understand, even within a matrix of               translated into secondary messages needed to
responsibilities.                                 implement strategy. The secondary messages are
                                                  what target audiences see most. While the
Corporate communications is a staff function that corporate communicator has firm responsibility for
melds message creation with media responsibility, the primary message, other corporate
coordination of message and media and media       departments control secondary messages.
production. But how it does that varies by
company and CEO.                                  Executives in charge of corporate departments are
                                                  the primary communicators to their discrete
The communications matrix (p. 6ff) shows          audiences. The Corporate Communicator advises
audience communications responsibility in a       them and only sometimes has direct responsibility
typical company. The CEO and Board have           for communicating to customers, employees,
overall responsibility for strategy and           shareholders, etc.
communications of strategy. Senior executives
reporting to the CEO implement strategy with      Unfortunately, in most organizations, secondary
internal and external audiences essential to the  messages tend to veer over time from the
survival and success of the organization. The     strategic message. They blur the strategic
head of corporate communications is directly      message or make it implicit.



                                        Copyright, 2004, James L. Horton                                      1
radiate across an organization in many ways.
In corporate communications, the strategic           Sometimes they flow down the chain of command
message, an organization’s reason for existence, smoothly from CEO to clerk. But they also rise
is either implicit or explicit. Executives and       vertically to the CEO with no reference to adjacent
employees are supposed to know why they do           departments, or they spill horizontally to adjacent
what they do, and the CEO reminds them lest they departments and never rise to the top, or they
forget and veer from the mission. Unfortunately, it flood in all different directions. In the process, the
is easy to veer off course. All organizations suffer meaning of a message can be distorted or lost.
from entropy, a loss of energy tending to disorder
and chaos.                                           For example, a business opportunity is
                                                     disassembled as it moves through the
In most organizations, message blurring does not organization. One department looks at numbers
produce immediate impact. Messages are close         while another examines concepts, a third
enough that an organization and audience             examines the audience, a fourth the logistics, a
understand what a business is about. And, the        fifth, the regulatory aspects and so one. The
strategic message is often integrated with the       nature of disassembly is such that an opportunity
product and service.                                 can lose importance and value while an
                                                     organization digests it. Communications facilitate
Damage occurs when an organization needs to          evaluation of an opportunity, remind individuals of
adapt, when messages sent by each department         a need for speed and maintain a holistic view of an
are no longer apt for audiences and when an          opportunity that lies in pieces around a company.
audience’s embedded expectation must change in
face of facts. Then, secondary messages that blur The role of the Corporate Communicator is to help
the strategic message or use it implicitly become    the CEO project the holistic view throughout the
traps that bog organizations and slow execution.     company, to keep executives focused on strategy
                                                     lest they get sidetracked into irrelevant or
CEOs place high value on execution and speed.        unprofitable activity. The corporate communicator
They want flexible, adaptable organizations that     helps make the implicit explicit through connecting
move quickly to capitalize on opportunities before dots between secondary and primary messages.
competitors do. They rely on their formal and        The corporate communicator is part of the CEO’s
informal communications networks to guide the        communication machinery to guide employees,
organization into new directions. But                customers, shareholders, regulators and others
communications are not simple and messages           into a proper view of the company and its mission.



                                       Copyright, 2004, James L. Horton                                 2
But this is not all that corporate communications           integration of messages then suffer the torment of
does.                                                       watching advice being ignored.

Corporate communications serves the CEO and                 The matrix shows why this is so. The corporate
senior executives in various ways. Sometimes the            communicator is in a third or fourth position on the
department drives a message, sometimes it                   chart except in dealing with media. Hence, it is
coordinates, sometimes it facilitates in developing         easy for executives to dispatch the corporate
and executing media and sometimes it is a                   communicator as a media relations person who
feedback point for target audiences. Corporate              provides production support, if executives choose
communications does not have a function like a              to use it. It is easier still to subordinate the
factory in which components enter at one end and            corporate communicator just to one role among
autos leave at the other. It is closer to grease that       several the communicator should be performing –
keeps machinery work smoothly or regulators to              for example, working with business media. It is
prevent machines from stamping parts out of                 endemic that corporate communication’s function
tolerance. But it is focused on the strategic               is fractioned with departments taking a portion of
message, the why of the organization’s existence            the job and cutting it from corporate
and it supports message execution through its               communications – e.g., marketing controls
production facilities, if it has them. Consistent with      marketing publicity and Investor Relations controls
its amorphous function, corporate communications            shareholder communications while Information
also serves as the primary contact for some                 Technology controls the Web page. Further, the
audiences, such as reporters and editors who                corporate communications leader is often at a
broadcast the company’s intents, successes and              lower rank than heads of other departments and
failures.                                                   open to treatment as a subordinate of multiple
                                                            bosses, all of whom want their needs served now.
The job of a corporate communications executive,
then, is equally unclear. Department executives             The result over time is what a CEO should not
are justified in asking what a corporation                  want – dilution of the primary message in favor of
communications leader is doing at their meetings.           secondary messages. Marketing focuses on
Moreover, when a CEO fails to support the                   selling and ignores shareholders. Investor
corporate communications leader, the job is well            relations focuses on shareholders and forgets
nigh impossible. There is nothing a corporate               operations. Operations focuses on manufacturing
communications leader can do but plead for                  and logistics and pays no attention to Human
                                                            Resources.



                                         Copyright, 2004, James L. Horton                                      3
Corporate communications is only as strong as a          happens, the corporate communicator is more of a
CEO allows it to be, and the corporate                   barrier than facilitator internally. Other executives
communications leader gains strength in direct           are left to fend for themselves and their
proportion to personal credibility the leader has        communications needs.
with the CEO.
                                                     There are more ways for corporate
If the CEO has high regard for the head of           communications to be misapplied than used
corporate communications, the leader can become correctly. And, that, in my experience is the case.
a communications adviser and counselor across        Alternate uses of corporate communications are
the organization. Departmental and division          more the rule than exception. Because of this,
executives dare not ignore the head of corporate     one should ask whether corporate
communications and more likely, they welcome         communications should be dispensed with as a
the leader because he or she provides insight into function. Would it not be better to establish a
how messages are likely to be received internally communications structure that accounts more for
and externally.                                      the reality of an organization than the desire of
                                                     corporate communications leadership? This
If a CEO has little regard for the head of corporate appears to be have been done in some
communications, the leader has no place at           organizations, but there are ramifications in
meetings in which the future of the organization     changing structure.
and its opportunities are decided. The corporate
communicator becomes little more than a media        For one, the CEO works harder to maintain the
relations person and functionary who supports        strategic vision throughout the organization. The
departmental requests for writing, media             burden is on the CEO to review what divisions and
placement, events, promotions and multimedia         departments are communicating and to rein them
production.                                          in. Secondly, there is diminution of the strategic
                                                     message over time by comparison to secondary
The same thing happens if a CEO considers the        messages in which departments have vested
corporate communications leader to be a personal interest. The CEO works harder to fight entropy.
publicist for the CEO. The head of corporate         Third, there is a loss of insight into what
communications becomes an aide-de-camp for           departments are doing as they communicate. A
arranging speeches, coordinating interviews,         corporate communicator, when used well,
writing remarks and advising the CEO how to          provides eyes and ears for the CEO on
respond to crises and opportunities. When this       communications matters and a warning device for



                                      Copyright, 2004, James L. Horton                                       4
the CEO when departments stray off message.               watching someone else placed between the
Fourth, there is loss of practical communications         corporate communicator and the CEO. That
advice to departments, which departments need in          executive is often from Human Resources or
their work. Fifth, there is loss of proportion about      administration.
communications. Executives are trained in
control. They control operations, messages and            Corporate communications is not a business for
media. But unfortunately, communications results          the fainthearted.
are often uncontrolled because they go to
unpredictable humans who understand messages
in different ways. A corporate communicator               A Note on the Matrix.
understands this well – or should.
                                                     The matrix starts with the message receiver and
In some organizations, corporate communications works down through message-sender, messages
is a place to dump communications functions no       and media. Normally, a diagram would start with
one wants or knows what to do with. It is like       executives, the message-senders, and work down
Human Resources, a repository for functions no       to message receivers. This reversed presentation
one else wants. Because of this broad                recognizes that communications get others to do
responsibility and amorphous mission, corporate      something and unless they do it, there is no
communications is destined in some organizations organization. Customers must buy goods and
to live in shadows – used but not appreciated and services. Employees must make and deliver them.
dismissed when there is no perceived need for it. Owners must risk capital with an expectation of
The corporate communications practitioner            suitable return. Regulators must trust a company
accepts this as a condition of the job and works to enough to permit it to exist.
show the value of what the department does.
                                                     Reversing the matrix and putting the audience at
The reward for good internal merchandising of the the top recognizes what is often forgotten in
function’s value is an increase in credibility with  organizations. They do not exist for and
the CEO and senior executives. The punishment communicate to themselves. They exist for what
for failure to show what one has done lately for the they achieve outside of themselves.
CEO is dismissal from the job or the humiliation of




                                       Copyright, 2004, James L. Horton                                    5
Communications Matrix
Audiences                Overall      Customers                                                Owners



                             Segments Loyal             Occasional Potential Former Competitors Buy-side            Sell-side Individual Internal


Direct Responsibility    CEO & Board Marketing/Sales                                           CFO

Primary Message/Strategy CEO & Board CEO                                                       CEO

Secondary Messages       Corp Com     Marketing/Sales                                          CFO

Message transmission     Corp Com     Marketing/Sales                                          Investor Relations
Primary/2dry message
coord                                 Corp Com                                                 Corp Com
Internal Media Support   Corp Com     Corp Com                                                 Corp Com
                         Production   Production                                               Production




                                                    Copyright, 2004, James L. Horton                                            6
Audiences                Internal/Employees                                                     Govt/Regulators
                                                                      Customer-                                                        Industry
                         CEO                  Board Mngrl Supervisors facing    Support Retirees Federal              State Local Intl Assoc



Direct Responsibility    Human Resources                                                        Govt Afffairs/Legal

Primary Message/Strategy CEO                                                                    CEO

Secondary Messages       Human Resources                                                        Govt Afffairs/Legal

Message transmission     Human Resources                                                        Govt Afffairs/Legal
Primary/2dry message
coord                    Corp Com                                                               Corp Com
Internal Media Support   Corp Com                                                               Corp Com
                         Production                                                             Production




                                                     Copyright, 2004, James L. Horton                                           7
Internal
Audiences                  Communications                                  Influentials
                                                                                          3rd-party
                           Network           Databases Operations Media                   Testers



Direct Responsibility      CIO                             Operations Corp Com            Developers

Primary Message/Strategy   CEO                             CEO        CEO                 CEO
                                                                      Corp.
Secondary Messages         CIO                             Operations Comm                Developers
                                                                      Corp.               Corp.
Message transmission       CIO                             Operations Comm                Comm



                                                                      Corp.               Corp.
Primary/2dry message coord Corp Com                        Corp Com Comm                  Comm
Internal Media Support     Corp Com                        Corp Com Corp Com              Corp Com
                           Production                      Production Production          Production



                                                      ###

James L. Horton, founder of online-pr.com, has more than 25 years of experience in the PR business.




                                        Copyright, 2004, James L. Horton                               8

Weitere ähnliche Inhalte

Was ist angesagt?

Internal and external
Internal   and   externalInternal   and   external
Internal and externalTej Kiran
 
MANAGEMENT OF BUSINESS Cape 2007 u1#3
MANAGEMENT OF BUSINESS Cape 2007 u1#3MANAGEMENT OF BUSINESS Cape 2007 u1#3
MANAGEMENT OF BUSINESS Cape 2007 u1#3Liam Nabbal
 
Unit 1 CCS - 2 PPT
Unit 1 CCS - 2 PPTUnit 1 CCS - 2 PPT
Unit 1 CCS - 2 PPTBharath S
 
Unit 1 CCS - 2
Unit 1 CCS - 2 Unit 1 CCS - 2
Unit 1 CCS - 2 Bharath S
 
Nature of Managerial Communication
Nature of Managerial CommunicationNature of Managerial Communication
Nature of Managerial Communicationkumar deepak
 
Types of communication
Types of communicationTypes of communication
Types of communicationManthan Chavda
 
Channels of communication
Channels of communicationChannels of communication
Channels of communicationNikhil Kadam
 
Communication defination and types
Communication defination and typesCommunication defination and types
Communication defination and typeszulfiqaralibehan
 
Embrace the Power of Organizational Networks to Improve Performance
Embrace the Power of Organizational Networks to Improve PerformanceEmbrace the Power of Organizational Networks to Improve Performance
Embrace the Power of Organizational Networks to Improve PerformanceSteve Radick
 
Communicating in the organization
Communicating in the organizationCommunicating in the organization
Communicating in the organizationSharif Shuvo
 
Co-employment and Managed Service Providers
Co-employment and Managed Service ProvidersCo-employment and Managed Service Providers
Co-employment and Managed Service ProvidersAdecco Staffing, USA
 
Communication in public administration
Communication in public administrationCommunication in public administration
Communication in public administrationYammie Daud
 

Was ist angesagt? (20)

Internal and external
Internal   and   externalInternal   and   external
Internal and external
 
Effectiveness of communication in an organization
Effectiveness of communication in an organization Effectiveness of communication in an organization
Effectiveness of communication in an organization
 
ASSOCO1
ASSOCO1ASSOCO1
ASSOCO1
 
Collaborative Communication
Collaborative CommunicationCollaborative Communication
Collaborative Communication
 
MANAGEMENT OF BUSINESS Cape 2007 u1#3
MANAGEMENT OF BUSINESS Cape 2007 u1#3MANAGEMENT OF BUSINESS Cape 2007 u1#3
MANAGEMENT OF BUSINESS Cape 2007 u1#3
 
Unit 1 CCS - 2 PPT
Unit 1 CCS - 2 PPTUnit 1 CCS - 2 PPT
Unit 1 CCS - 2 PPT
 
Unit 1 CCS - 2
Unit 1 CCS - 2 Unit 1 CCS - 2
Unit 1 CCS - 2
 
Leader ship pipeline
Leader ship pipelineLeader ship pipeline
Leader ship pipeline
 
Nature of Managerial Communication
Nature of Managerial CommunicationNature of Managerial Communication
Nature of Managerial Communication
 
Communication Networks
Communication NetworksCommunication Networks
Communication Networks
 
Types of communication
Types of communicationTypes of communication
Types of communication
 
Channels of communication
Channels of communicationChannels of communication
Channels of communication
 
Communication defination and types
Communication defination and typesCommunication defination and types
Communication defination and types
 
Bus. com. 1
Bus. com. 1Bus. com. 1
Bus. com. 1
 
Business Communication
Business CommunicationBusiness Communication
Business Communication
 
Embrace the Power of Organizational Networks to Improve Performance
Embrace the Power of Organizational Networks to Improve PerformanceEmbrace the Power of Organizational Networks to Improve Performance
Embrace the Power of Organizational Networks to Improve Performance
 
Communicating in the organization
Communicating in the organizationCommunicating in the organization
Communicating in the organization
 
Co-employment and Managed Service Providers
Co-employment and Managed Service ProvidersCo-employment and Managed Service Providers
Co-employment and Managed Service Providers
 
Communication in public administration
Communication in public administrationCommunication in public administration
Communication in public administration
 
Mgt ppt 7 paper mba-530_-_mba
Mgt ppt   7 paper mba-530_-_mbaMgt ppt   7 paper mba-530_-_mba
Mgt ppt 7 paper mba-530_-_mba
 

Ähnlich wie Corporate communicationsjob

C tJ A_P I E 8OCC Dimension 6C.docx
C tJ    A_P I E            8OCC Dimension 6C.docxC tJ    A_P I E            8OCC Dimension 6C.docx
C tJ A_P I E 8OCC Dimension 6C.docxhumphrieskalyn
 
New microsoft office power point presentation
New microsoft office power point presentationNew microsoft office power point presentation
New microsoft office power point presentationSimion Andreea
 
Special Problems on Administrative Communication.pdf
Special Problems on Administrative Communication.pdfSpecial Problems on Administrative Communication.pdf
Special Problems on Administrative Communication.pdfRalphPablo2
 
$6.00 Discussion· Bythe due date assigned, respond to the assign
$6.00 Discussion· Bythe due date assigned, respond to the assign$6.00 Discussion· Bythe due date assigned, respond to the assign
$6.00 Discussion· Bythe due date assigned, respond to the assignSilvaGraf83
 
$6.00 Discussion· Bythe due date assigned, respond to the assign
$6.00 Discussion· Bythe due date assigned, respond to the assign$6.00 Discussion· Bythe due date assigned, respond to the assign
$6.00 Discussion· Bythe due date assigned, respond to the assignSilvaGraf83
 
$6.00 Discussion· Bythe due date assigned, respond to the assign
$6.00 Discussion· Bythe due date assigned, respond to the assign$6.00 Discussion· Bythe due date assigned, respond to the assign
$6.00 Discussion· Bythe due date assigned, respond to the assignMoseStaton39
 
Project communication breakdown - APM Project Article
Project communication breakdown - APM Project ArticleProject communication breakdown - APM Project Article
Project communication breakdown - APM Project ArticleDonnie MacNicol
 
coummunication in management.pptx
coummunication in management.pptxcoummunication in management.pptx
coummunication in management.pptxLuminaJulie1
 
Communication in public administration
Communication in public administrationCommunication in public administration
Communication in public administrationYammie Daud
 
CHAPTER 10 COMMUNICATION AND GROUP PROCESS
CHAPTER  10 COMMUNICATION AND GROUP PROCESSCHAPTER  10 COMMUNICATION AND GROUP PROCESS
CHAPTER 10 COMMUNICATION AND GROUP PROCESSRenz Diaz
 
Complete the following in your postReflect on the communicati
Complete the following in your postReflect on the communicatiComplete the following in your postReflect on the communicati
Complete the following in your postReflect on the communicatiLynellBull52
 
1 Vergiliu Mihai Communication Skills .docx
1  Vergiliu Mihai  Communication Skills .docx1  Vergiliu Mihai  Communication Skills .docx
1 Vergiliu Mihai Communication Skills .docxjeremylockett77
 
CROSS FUNCTIONAL LEADERSHIP WHITEPAPER
CROSS FUNCTIONAL LEADERSHIP WHITEPAPERCROSS FUNCTIONAL LEADERSHIP WHITEPAPER
CROSS FUNCTIONAL LEADERSHIP WHITEPAPERAndré Harrell
 
Employee engagement ideas and employee alignment best practices
Employee engagement ideas and employee alignment best practicesEmployee engagement ideas and employee alignment best practices
Employee engagement ideas and employee alignment best practicesJack Morton Worldwide
 
Organizational Communication (Key Distinctions)
Organizational Communication (Key Distinctions)Organizational Communication (Key Distinctions)
Organizational Communication (Key Distinctions)Mira Magnaye
 

Ähnlich wie Corporate communicationsjob (20)

C tJ A_P I E 8OCC Dimension 6C.docx
C tJ    A_P I E            8OCC Dimension 6C.docxC tJ    A_P I E            8OCC Dimension 6C.docx
C tJ A_P I E 8OCC Dimension 6C.docx
 
New microsoft office power point presentation
New microsoft office power point presentationNew microsoft office power point presentation
New microsoft office power point presentation
 
Special Problems on Administrative Communication.pdf
Special Problems on Administrative Communication.pdfSpecial Problems on Administrative Communication.pdf
Special Problems on Administrative Communication.pdf
 
$6.00 Discussion· Bythe due date assigned, respond to the assign
$6.00 Discussion· Bythe due date assigned, respond to the assign$6.00 Discussion· Bythe due date assigned, respond to the assign
$6.00 Discussion· Bythe due date assigned, respond to the assign
 
$6.00 Discussion· Bythe due date assigned, respond to the assign
$6.00 Discussion· Bythe due date assigned, respond to the assign$6.00 Discussion· Bythe due date assigned, respond to the assign
$6.00 Discussion· Bythe due date assigned, respond to the assign
 
$6.00 Discussion· Bythe due date assigned, respond to the assign
$6.00 Discussion· Bythe due date assigned, respond to the assign$6.00 Discussion· Bythe due date assigned, respond to the assign
$6.00 Discussion· Bythe due date assigned, respond to the assign
 
Project communication breakdown - APM Project Article
Project communication breakdown - APM Project ArticleProject communication breakdown - APM Project Article
Project communication breakdown - APM Project Article
 
Internal Communication.ppt
Internal Communication.pptInternal Communication.ppt
Internal Communication.ppt
 
coummunication in management.pptx
coummunication in management.pptxcoummunication in management.pptx
coummunication in management.pptx
 
Communication in public administration
Communication in public administrationCommunication in public administration
Communication in public administration
 
CHAPTER 10 COMMUNICATION AND GROUP PROCESS
CHAPTER  10 COMMUNICATION AND GROUP PROCESSCHAPTER  10 COMMUNICATION AND GROUP PROCESS
CHAPTER 10 COMMUNICATION AND GROUP PROCESS
 
Lipi
LipiLipi
Lipi
 
Lipi
LipiLipi
Lipi
 
Complete the following in your postReflect on the communicati
Complete the following in your postReflect on the communicatiComplete the following in your postReflect on the communicati
Complete the following in your postReflect on the communicati
 
A view from the top. Corporate communication from the perspective of senior e...
A view from the top. Corporate communication from the perspective of senior e...A view from the top. Corporate communication from the perspective of senior e...
A view from the top. Corporate communication from the perspective of senior e...
 
1 Vergiliu Mihai Communication Skills .docx
1  Vergiliu Mihai  Communication Skills .docx1  Vergiliu Mihai  Communication Skills .docx
1 Vergiliu Mihai Communication Skills .docx
 
Corporate Communication
Corporate CommunicationCorporate Communication
Corporate Communication
 
CROSS FUNCTIONAL LEADERSHIP WHITEPAPER
CROSS FUNCTIONAL LEADERSHIP WHITEPAPERCROSS FUNCTIONAL LEADERSHIP WHITEPAPER
CROSS FUNCTIONAL LEADERSHIP WHITEPAPER
 
Employee engagement ideas and employee alignment best practices
Employee engagement ideas and employee alignment best practicesEmployee engagement ideas and employee alignment best practices
Employee engagement ideas and employee alignment best practices
 
Organizational Communication (Key Distinctions)
Organizational Communication (Key Distinctions)Organizational Communication (Key Distinctions)
Organizational Communication (Key Distinctions)
 

Mehr von Manish Parihar

Course outline industrial marketing v1.0b2
Course outline   industrial marketing v1.0b2Course outline   industrial marketing v1.0b2
Course outline industrial marketing v1.0b2Manish Parihar
 
Course outline brand management v1.0b2
Course outline   brand management v1.0b2Course outline   brand management v1.0b2
Course outline brand management v1.0b2Manish Parihar
 
Proposed structure of pgdm marketing project
Proposed structure of pgdm marketing projectProposed structure of pgdm marketing project
Proposed structure of pgdm marketing projectManish Parihar
 
Contemporary issues in marketing
Contemporary issues in marketingContemporary issues in marketing
Contemporary issues in marketingManish Parihar
 
Integrated marketing communication
Integrated marketing communicationIntegrated marketing communication
Integrated marketing communicationManish Parihar
 
New product development
New product developmentNew product development
New product developmentManish Parihar
 
Segmentation Targeting Positioning
Segmentation Targeting PositioningSegmentation Targeting Positioning
Segmentation Targeting PositioningManish Parihar
 
Corporate communication
Corporate communicationCorporate communication
Corporate communicationManish Parihar
 
The business of communicating values
The business of communicating valuesThe business of communicating values
The business of communicating valuesManish Parihar
 
Ahmedabad Street Art Photo Album 2
Ahmedabad Street Art Photo Album 2Ahmedabad Street Art Photo Album 2
Ahmedabad Street Art Photo Album 2Manish Parihar
 
Research Paper on Social Media
Research Paper on Social MediaResearch Paper on Social Media
Research Paper on Social MediaManish Parihar
 
10 things that i learnt about
10 things that i learnt about10 things that i learnt about
10 things that i learnt aboutManish Parihar
 
Book review The Last Lecture
Book review The Last LectureBook review The Last Lecture
Book review The Last LectureManish Parihar
 
FDI in Indian Retail Industry
FDI in Indian Retail IndustryFDI in Indian Retail Industry
FDI in Indian Retail IndustryManish Parihar
 
Marketing information system
Marketing information systemMarketing information system
Marketing information systemManish Parihar
 

Mehr von Manish Parihar (20)

Course outline industrial marketing v1.0b2
Course outline   industrial marketing v1.0b2Course outline   industrial marketing v1.0b2
Course outline industrial marketing v1.0b2
 
Course outline brand management v1.0b2
Course outline   brand management v1.0b2Course outline   brand management v1.0b2
Course outline brand management v1.0b2
 
Proposed structure of pgdm marketing project
Proposed structure of pgdm marketing projectProposed structure of pgdm marketing project
Proposed structure of pgdm marketing project
 
Contemporary issues in marketing
Contemporary issues in marketingContemporary issues in marketing
Contemporary issues in marketing
 
Integrated marketing communication
Integrated marketing communicationIntegrated marketing communication
Integrated marketing communication
 
New product development
New product developmentNew product development
New product development
 
Segmentation Targeting Positioning
Segmentation Targeting PositioningSegmentation Targeting Positioning
Segmentation Targeting Positioning
 
Product life cycle
Product life cycleProduct life cycle
Product life cycle
 
Corporate communication
Corporate communicationCorporate communication
Corporate communication
 
The business of communicating values
The business of communicating valuesThe business of communicating values
The business of communicating values
 
Ahmedabad Street Art Photo Album 2
Ahmedabad Street Art Photo Album 2Ahmedabad Street Art Photo Album 2
Ahmedabad Street Art Photo Album 2
 
Ahmedabad Street Art
Ahmedabad Street ArtAhmedabad Street Art
Ahmedabad Street Art
 
Research Paper on Social Media
Research Paper on Social MediaResearch Paper on Social Media
Research Paper on Social Media
 
10 things that i learnt about
10 things that i learnt about10 things that i learnt about
10 things that i learnt about
 
Book review The Last Lecture
Book review The Last LectureBook review The Last Lecture
Book review The Last Lecture
 
Registration form
Registration formRegistration form
Registration form
 
FDI in Indian Retail Industry
FDI in Indian Retail IndustryFDI in Indian Retail Industry
FDI in Indian Retail Industry
 
Marketing notes
Marketing notesMarketing notes
Marketing notes
 
Introduction to spss
Introduction to spssIntroduction to spss
Introduction to spss
 
Marketing information system
Marketing information systemMarketing information system
Marketing information system
 

Kürzlich hochgeladen

4.11.24 Mass Incarceration and the New Jim Crow.pptx
4.11.24 Mass Incarceration and the New Jim Crow.pptx4.11.24 Mass Incarceration and the New Jim Crow.pptx
4.11.24 Mass Incarceration and the New Jim Crow.pptxmary850239
 
ESP 4-EDITED.pdfmmcncncncmcmmnmnmncnmncmnnjvnnv
ESP 4-EDITED.pdfmmcncncncmcmmnmnmncnmncmnnjvnnvESP 4-EDITED.pdfmmcncncncmcmmnmnmncnmncmnnjvnnv
ESP 4-EDITED.pdfmmcncncncmcmmnmnmncnmncmnnjvnnvRicaMaeCastro1
 
Daily Lesson Plan in Mathematics Quarter 4
Daily Lesson Plan in Mathematics Quarter 4Daily Lesson Plan in Mathematics Quarter 4
Daily Lesson Plan in Mathematics Quarter 4JOYLYNSAMANIEGO
 
ClimART Action | eTwinning Project
ClimART Action    |    eTwinning ProjectClimART Action    |    eTwinning Project
ClimART Action | eTwinning Projectjordimapav
 
Q-Factor HISPOL Quiz-6th April 2024, Quiz Club NITW
Q-Factor HISPOL Quiz-6th April 2024, Quiz Club NITWQ-Factor HISPOL Quiz-6th April 2024, Quiz Club NITW
Q-Factor HISPOL Quiz-6th April 2024, Quiz Club NITWQuiz Club NITW
 
How to Fix XML SyntaxError in Odoo the 17
How to Fix XML SyntaxError in Odoo the 17How to Fix XML SyntaxError in Odoo the 17
How to Fix XML SyntaxError in Odoo the 17Celine George
 
MULTIDISCIPLINRY NATURE OF THE ENVIRONMENTAL STUDIES.pptx
MULTIDISCIPLINRY NATURE OF THE ENVIRONMENTAL STUDIES.pptxMULTIDISCIPLINRY NATURE OF THE ENVIRONMENTAL STUDIES.pptx
MULTIDISCIPLINRY NATURE OF THE ENVIRONMENTAL STUDIES.pptxAnupkumar Sharma
 
4.18.24 Movement Legacies, Reflection, and Review.pptx
4.18.24 Movement Legacies, Reflection, and Review.pptx4.18.24 Movement Legacies, Reflection, and Review.pptx
4.18.24 Movement Legacies, Reflection, and Review.pptxmary850239
 
Inclusivity Essentials_ Creating Accessible Websites for Nonprofits .pdf
Inclusivity Essentials_ Creating Accessible Websites for Nonprofits .pdfInclusivity Essentials_ Creating Accessible Websites for Nonprofits .pdf
Inclusivity Essentials_ Creating Accessible Websites for Nonprofits .pdfTechSoup
 
4.16.24 21st Century Movements for Black Lives.pptx
4.16.24 21st Century Movements for Black Lives.pptx4.16.24 21st Century Movements for Black Lives.pptx
4.16.24 21st Century Movements for Black Lives.pptxmary850239
 
Oppenheimer Film Discussion for Philosophy and Film
Oppenheimer Film Discussion for Philosophy and FilmOppenheimer Film Discussion for Philosophy and Film
Oppenheimer Film Discussion for Philosophy and FilmStan Meyer
 
How to Manage Engineering to Order in Odoo 17
How to Manage Engineering to Order in Odoo 17How to Manage Engineering to Order in Odoo 17
How to Manage Engineering to Order in Odoo 17Celine George
 
Grade Three -ELLNA-REVIEWER-ENGLISH.pptx
Grade Three -ELLNA-REVIEWER-ENGLISH.pptxGrade Three -ELLNA-REVIEWER-ENGLISH.pptx
Grade Three -ELLNA-REVIEWER-ENGLISH.pptxkarenfajardo43
 
Q-Factor General Quiz-7th April 2024, Quiz Club NITW
Q-Factor General Quiz-7th April 2024, Quiz Club NITWQ-Factor General Quiz-7th April 2024, Quiz Club NITW
Q-Factor General Quiz-7th April 2024, Quiz Club NITWQuiz Club NITW
 
Measures of Position DECILES for ungrouped data
Measures of Position DECILES for ungrouped dataMeasures of Position DECILES for ungrouped data
Measures of Position DECILES for ungrouped dataBabyAnnMotar
 
Reading and Writing Skills 11 quarter 4 melc 1
Reading and Writing Skills 11 quarter 4 melc 1Reading and Writing Skills 11 quarter 4 melc 1
Reading and Writing Skills 11 quarter 4 melc 1GloryAnnCastre1
 

Kürzlich hochgeladen (20)

Paradigm shift in nursing research by RS MEHTA
Paradigm shift in nursing research by RS MEHTAParadigm shift in nursing research by RS MEHTA
Paradigm shift in nursing research by RS MEHTA
 
4.11.24 Mass Incarceration and the New Jim Crow.pptx
4.11.24 Mass Incarceration and the New Jim Crow.pptx4.11.24 Mass Incarceration and the New Jim Crow.pptx
4.11.24 Mass Incarceration and the New Jim Crow.pptx
 
ESP 4-EDITED.pdfmmcncncncmcmmnmnmncnmncmnnjvnnv
ESP 4-EDITED.pdfmmcncncncmcmmnmnmncnmncmnnjvnnvESP 4-EDITED.pdfmmcncncncmcmmnmnmncnmncmnnjvnnv
ESP 4-EDITED.pdfmmcncncncmcmmnmnmncnmncmnnjvnnv
 
Daily Lesson Plan in Mathematics Quarter 4
Daily Lesson Plan in Mathematics Quarter 4Daily Lesson Plan in Mathematics Quarter 4
Daily Lesson Plan in Mathematics Quarter 4
 
ClimART Action | eTwinning Project
ClimART Action    |    eTwinning ProjectClimART Action    |    eTwinning Project
ClimART Action | eTwinning Project
 
Q-Factor HISPOL Quiz-6th April 2024, Quiz Club NITW
Q-Factor HISPOL Quiz-6th April 2024, Quiz Club NITWQ-Factor HISPOL Quiz-6th April 2024, Quiz Club NITW
Q-Factor HISPOL Quiz-6th April 2024, Quiz Club NITW
 
How to Fix XML SyntaxError in Odoo the 17
How to Fix XML SyntaxError in Odoo the 17How to Fix XML SyntaxError in Odoo the 17
How to Fix XML SyntaxError in Odoo the 17
 
MULTIDISCIPLINRY NATURE OF THE ENVIRONMENTAL STUDIES.pptx
MULTIDISCIPLINRY NATURE OF THE ENVIRONMENTAL STUDIES.pptxMULTIDISCIPLINRY NATURE OF THE ENVIRONMENTAL STUDIES.pptx
MULTIDISCIPLINRY NATURE OF THE ENVIRONMENTAL STUDIES.pptx
 
Mattingly "AI & Prompt Design: Large Language Models"
Mattingly "AI & Prompt Design: Large Language Models"Mattingly "AI & Prompt Design: Large Language Models"
Mattingly "AI & Prompt Design: Large Language Models"
 
4.18.24 Movement Legacies, Reflection, and Review.pptx
4.18.24 Movement Legacies, Reflection, and Review.pptx4.18.24 Movement Legacies, Reflection, and Review.pptx
4.18.24 Movement Legacies, Reflection, and Review.pptx
 
Inclusivity Essentials_ Creating Accessible Websites for Nonprofits .pdf
Inclusivity Essentials_ Creating Accessible Websites for Nonprofits .pdfInclusivity Essentials_ Creating Accessible Websites for Nonprofits .pdf
Inclusivity Essentials_ Creating Accessible Websites for Nonprofits .pdf
 
4.16.24 21st Century Movements for Black Lives.pptx
4.16.24 21st Century Movements for Black Lives.pptx4.16.24 21st Century Movements for Black Lives.pptx
4.16.24 21st Century Movements for Black Lives.pptx
 
Oppenheimer Film Discussion for Philosophy and Film
Oppenheimer Film Discussion for Philosophy and FilmOppenheimer Film Discussion for Philosophy and Film
Oppenheimer Film Discussion for Philosophy and Film
 
How to Manage Engineering to Order in Odoo 17
How to Manage Engineering to Order in Odoo 17How to Manage Engineering to Order in Odoo 17
How to Manage Engineering to Order in Odoo 17
 
Grade Three -ELLNA-REVIEWER-ENGLISH.pptx
Grade Three -ELLNA-REVIEWER-ENGLISH.pptxGrade Three -ELLNA-REVIEWER-ENGLISH.pptx
Grade Three -ELLNA-REVIEWER-ENGLISH.pptx
 
INCLUSIVE EDUCATION PRACTICES FOR TEACHERS AND TRAINERS.pptx
INCLUSIVE EDUCATION PRACTICES FOR TEACHERS AND TRAINERS.pptxINCLUSIVE EDUCATION PRACTICES FOR TEACHERS AND TRAINERS.pptx
INCLUSIVE EDUCATION PRACTICES FOR TEACHERS AND TRAINERS.pptx
 
Q-Factor General Quiz-7th April 2024, Quiz Club NITW
Q-Factor General Quiz-7th April 2024, Quiz Club NITWQ-Factor General Quiz-7th April 2024, Quiz Club NITW
Q-Factor General Quiz-7th April 2024, Quiz Club NITW
 
Faculty Profile prashantha K EEE dept Sri Sairam college of Engineering
Faculty Profile prashantha K EEE dept Sri Sairam college of EngineeringFaculty Profile prashantha K EEE dept Sri Sairam college of Engineering
Faculty Profile prashantha K EEE dept Sri Sairam college of Engineering
 
Measures of Position DECILES for ungrouped data
Measures of Position DECILES for ungrouped dataMeasures of Position DECILES for ungrouped data
Measures of Position DECILES for ungrouped data
 
Reading and Writing Skills 11 quarter 4 melc 1
Reading and Writing Skills 11 quarter 4 melc 1Reading and Writing Skills 11 quarter 4 melc 1
Reading and Writing Skills 11 quarter 4 melc 1
 

Corporate communicationsjob

  • 1. The Corporate Communicator’s Lot Is Not an Easy One James L. Horton What does corporate communications do? That responsible for assisting the CEO and Board with seems to be a dumb question, but it isn’t. Not the primary strategic message but indirectly really. The job is a jumble of responsibilities and responsible for other key audiences. coordination that does not fit easily into an organization chart. In fact, the job is not easy to This creates a problem. The primary message is understand, even within a matrix of translated into secondary messages needed to responsibilities. implement strategy. The secondary messages are what target audiences see most. While the Corporate communications is a staff function that corporate communicator has firm responsibility for melds message creation with media responsibility, the primary message, other corporate coordination of message and media and media departments control secondary messages. production. But how it does that varies by company and CEO. Executives in charge of corporate departments are the primary communicators to their discrete The communications matrix (p. 6ff) shows audiences. The Corporate Communicator advises audience communications responsibility in a them and only sometimes has direct responsibility typical company. The CEO and Board have for communicating to customers, employees, overall responsibility for strategy and shareholders, etc. communications of strategy. Senior executives reporting to the CEO implement strategy with Unfortunately, in most organizations, secondary internal and external audiences essential to the messages tend to veer over time from the survival and success of the organization. The strategic message. They blur the strategic head of corporate communications is directly message or make it implicit. Copyright, 2004, James L. Horton 1
  • 2. radiate across an organization in many ways. In corporate communications, the strategic Sometimes they flow down the chain of command message, an organization’s reason for existence, smoothly from CEO to clerk. But they also rise is either implicit or explicit. Executives and vertically to the CEO with no reference to adjacent employees are supposed to know why they do departments, or they spill horizontally to adjacent what they do, and the CEO reminds them lest they departments and never rise to the top, or they forget and veer from the mission. Unfortunately, it flood in all different directions. In the process, the is easy to veer off course. All organizations suffer meaning of a message can be distorted or lost. from entropy, a loss of energy tending to disorder and chaos. For example, a business opportunity is disassembled as it moves through the In most organizations, message blurring does not organization. One department looks at numbers produce immediate impact. Messages are close while another examines concepts, a third enough that an organization and audience examines the audience, a fourth the logistics, a understand what a business is about. And, the fifth, the regulatory aspects and so one. The strategic message is often integrated with the nature of disassembly is such that an opportunity product and service. can lose importance and value while an organization digests it. Communications facilitate Damage occurs when an organization needs to evaluation of an opportunity, remind individuals of adapt, when messages sent by each department a need for speed and maintain a holistic view of an are no longer apt for audiences and when an opportunity that lies in pieces around a company. audience’s embedded expectation must change in face of facts. Then, secondary messages that blur The role of the Corporate Communicator is to help the strategic message or use it implicitly become the CEO project the holistic view throughout the traps that bog organizations and slow execution. company, to keep executives focused on strategy lest they get sidetracked into irrelevant or CEOs place high value on execution and speed. unprofitable activity. The corporate communicator They want flexible, adaptable organizations that helps make the implicit explicit through connecting move quickly to capitalize on opportunities before dots between secondary and primary messages. competitors do. They rely on their formal and The corporate communicator is part of the CEO’s informal communications networks to guide the communication machinery to guide employees, organization into new directions. But customers, shareholders, regulators and others communications are not simple and messages into a proper view of the company and its mission. Copyright, 2004, James L. Horton 2
  • 3. But this is not all that corporate communications integration of messages then suffer the torment of does. watching advice being ignored. Corporate communications serves the CEO and The matrix shows why this is so. The corporate senior executives in various ways. Sometimes the communicator is in a third or fourth position on the department drives a message, sometimes it chart except in dealing with media. Hence, it is coordinates, sometimes it facilitates in developing easy for executives to dispatch the corporate and executing media and sometimes it is a communicator as a media relations person who feedback point for target audiences. Corporate provides production support, if executives choose communications does not have a function like a to use it. It is easier still to subordinate the factory in which components enter at one end and corporate communicator just to one role among autos leave at the other. It is closer to grease that several the communicator should be performing – keeps machinery work smoothly or regulators to for example, working with business media. It is prevent machines from stamping parts out of endemic that corporate communication’s function tolerance. But it is focused on the strategic is fractioned with departments taking a portion of message, the why of the organization’s existence the job and cutting it from corporate and it supports message execution through its communications – e.g., marketing controls production facilities, if it has them. Consistent with marketing publicity and Investor Relations controls its amorphous function, corporate communications shareholder communications while Information also serves as the primary contact for some Technology controls the Web page. Further, the audiences, such as reporters and editors who corporate communications leader is often at a broadcast the company’s intents, successes and lower rank than heads of other departments and failures. open to treatment as a subordinate of multiple bosses, all of whom want their needs served now. The job of a corporate communications executive, then, is equally unclear. Department executives The result over time is what a CEO should not are justified in asking what a corporation want – dilution of the primary message in favor of communications leader is doing at their meetings. secondary messages. Marketing focuses on Moreover, when a CEO fails to support the selling and ignores shareholders. Investor corporate communications leader, the job is well relations focuses on shareholders and forgets nigh impossible. There is nothing a corporate operations. Operations focuses on manufacturing communications leader can do but plead for and logistics and pays no attention to Human Resources. Copyright, 2004, James L. Horton 3
  • 4. Corporate communications is only as strong as a happens, the corporate communicator is more of a CEO allows it to be, and the corporate barrier than facilitator internally. Other executives communications leader gains strength in direct are left to fend for themselves and their proportion to personal credibility the leader has communications needs. with the CEO. There are more ways for corporate If the CEO has high regard for the head of communications to be misapplied than used corporate communications, the leader can become correctly. And, that, in my experience is the case. a communications adviser and counselor across Alternate uses of corporate communications are the organization. Departmental and division more the rule than exception. Because of this, executives dare not ignore the head of corporate one should ask whether corporate communications and more likely, they welcome communications should be dispensed with as a the leader because he or she provides insight into function. Would it not be better to establish a how messages are likely to be received internally communications structure that accounts more for and externally. the reality of an organization than the desire of corporate communications leadership? This If a CEO has little regard for the head of corporate appears to be have been done in some communications, the leader has no place at organizations, but there are ramifications in meetings in which the future of the organization changing structure. and its opportunities are decided. The corporate communicator becomes little more than a media For one, the CEO works harder to maintain the relations person and functionary who supports strategic vision throughout the organization. The departmental requests for writing, media burden is on the CEO to review what divisions and placement, events, promotions and multimedia departments are communicating and to rein them production. in. Secondly, there is diminution of the strategic message over time by comparison to secondary The same thing happens if a CEO considers the messages in which departments have vested corporate communications leader to be a personal interest. The CEO works harder to fight entropy. publicist for the CEO. The head of corporate Third, there is a loss of insight into what communications becomes an aide-de-camp for departments are doing as they communicate. A arranging speeches, coordinating interviews, corporate communicator, when used well, writing remarks and advising the CEO how to provides eyes and ears for the CEO on respond to crises and opportunities. When this communications matters and a warning device for Copyright, 2004, James L. Horton 4
  • 5. the CEO when departments stray off message. watching someone else placed between the Fourth, there is loss of practical communications corporate communicator and the CEO. That advice to departments, which departments need in executive is often from Human Resources or their work. Fifth, there is loss of proportion about administration. communications. Executives are trained in control. They control operations, messages and Corporate communications is not a business for media. But unfortunately, communications results the fainthearted. are often uncontrolled because they go to unpredictable humans who understand messages in different ways. A corporate communicator A Note on the Matrix. understands this well – or should. The matrix starts with the message receiver and In some organizations, corporate communications works down through message-sender, messages is a place to dump communications functions no and media. Normally, a diagram would start with one wants or knows what to do with. It is like executives, the message-senders, and work down Human Resources, a repository for functions no to message receivers. This reversed presentation one else wants. Because of this broad recognizes that communications get others to do responsibility and amorphous mission, corporate something and unless they do it, there is no communications is destined in some organizations organization. Customers must buy goods and to live in shadows – used but not appreciated and services. Employees must make and deliver them. dismissed when there is no perceived need for it. Owners must risk capital with an expectation of The corporate communications practitioner suitable return. Regulators must trust a company accepts this as a condition of the job and works to enough to permit it to exist. show the value of what the department does. Reversing the matrix and putting the audience at The reward for good internal merchandising of the the top recognizes what is often forgotten in function’s value is an increase in credibility with organizations. They do not exist for and the CEO and senior executives. The punishment communicate to themselves. They exist for what for failure to show what one has done lately for the they achieve outside of themselves. CEO is dismissal from the job or the humiliation of Copyright, 2004, James L. Horton 5
  • 6. Communications Matrix Audiences Overall Customers Owners Segments Loyal Occasional Potential Former Competitors Buy-side Sell-side Individual Internal Direct Responsibility CEO & Board Marketing/Sales CFO Primary Message/Strategy CEO & Board CEO CEO Secondary Messages Corp Com Marketing/Sales CFO Message transmission Corp Com Marketing/Sales Investor Relations Primary/2dry message coord Corp Com Corp Com Internal Media Support Corp Com Corp Com Corp Com Production Production Production Copyright, 2004, James L. Horton 6
  • 7. Audiences Internal/Employees Govt/Regulators Customer- Industry CEO Board Mngrl Supervisors facing Support Retirees Federal State Local Intl Assoc Direct Responsibility Human Resources Govt Afffairs/Legal Primary Message/Strategy CEO CEO Secondary Messages Human Resources Govt Afffairs/Legal Message transmission Human Resources Govt Afffairs/Legal Primary/2dry message coord Corp Com Corp Com Internal Media Support Corp Com Corp Com Production Production Copyright, 2004, James L. Horton 7
  • 8. Internal Audiences Communications Influentials 3rd-party Network Databases Operations Media Testers Direct Responsibility CIO Operations Corp Com Developers Primary Message/Strategy CEO CEO CEO CEO Corp. Secondary Messages CIO Operations Comm Developers Corp. Corp. Message transmission CIO Operations Comm Comm Corp. Corp. Primary/2dry message coord Corp Com Corp Com Comm Comm Internal Media Support Corp Com Corp Com Corp Com Corp Com Production Production Production Production ### James L. Horton, founder of online-pr.com, has more than 25 years of experience in the PR business. Copyright, 2004, James L. Horton 8