2: International corporate communication strategy and planning 2025.pdf

# The importance of corporate communication strategy and planning Strategic management of corporate communication is essential for achieving organizational effectiveness [1](#page=1). ### 1.1 The necessity of strategic management Corporate communication must be managed strategically to contribute effectively to organizational goals. This strategic approach ensures that communication efforts are aligned with the overall objectives of the organization [1](#page=1). ### 1.2 Benefits of planning in corporate communication Planning is crucial for a multitude of reasons that enhance the efficacy and impact of communication strategies. The key benefits include [2](#page=2): * **Focusing effort**: Planning helps to concentrate resources and activities on specific, well-defined communication objectives, preventing dispersion and ensuring that efforts are directed where they will have the greatest impact [2](#page=2). * **Improving effectiveness**: By outlining clear goals, target audiences, messages, and channels, planning enables a more targeted and impactful communication approach, leading to better outcomes [2](#page=2). * **Encouraging the long-term view**: Strategic planning compels organizations to think beyond immediate needs and consider the sustained impact and evolution of their communication efforts over time [2](#page=2). * **Assisting pro-activity**: Planning allows organizations to anticipate future challenges and opportunities, enabling them to develop communication responses proactively rather than reactively [2](#page=2). * **Reconciling conflicts**: A well-developed communication strategy can help to identify and address potential conflicts between different stakeholders or departments, fostering smoother internal and external relationships [2](#page=2). * **Minimizing mishaps**: Thorough planning reduces the likelihood of errors, misunderstandings, and negative consequences by considering potential risks and developing contingency measures [2](#page=2). * **Demonstrating value for money**: Strategic planning helps to justify the resources allocated to communication by clearly outlining the intended benefits and measurable outcomes, thereby demonstrating a return on investment [2](#page=2). * * * # Environmental analysis for corporate communication Environmental analysis is crucial for understanding the dynamic context in which organizations operate, influencing planning and strategy development. It involves examining external and internal factors to identify opportunities, threats, strengths, and weaknesses [13](#page=13) [6](#page=6) [8](#page=8). ### 2.1 The macro-environment analysis The macro-environment, also referred to as the external or remote societal environment, encompasses broad forces over which an organization has no control but which can significantly impact it. Analytical tools like PESTEL (Political, Economic, Social, Technological, Ecological/Green, Information, Legal) or similar frameworks (PEST, DEPEST, EPISTLE) are used to dissect this environment. The insights gained from macro-environmental analysis contribute to identifying threats and opportunities, feeding into a SWOT analysis [40](#page=40) [8](#page=8). ### 2.2 The micro-environment analysis The micro-environment, or internal environment, focuses on the organization's internal aspects that shape its operations and communication. Key elements include [11](#page=11) [13](#page=13): * **Vision, mission, and values:** These define the organization's purpose, "right to exist," fields of expertise, markets, and the needs it aims to fulfill. A company's vision and mission are often considered its brand purpose, with some organizations knowing "why" they do what they do, others "how," and all "what" [12](#page=12) [16](#page=16) [18](#page=18). * **Organizational goals and objectives:** These are the specific targets the organization strives to achieve [13](#page=13). * **Organizational structure:** This defines how the organization is set up, including its identity structure (monolithic, branded, endorsed) and types of structure such as hierarchical, working, and informal [19](#page=19) [21](#page=21). * **Organizational culture:** The shared beliefs, values, and behaviors within the organization [13](#page=13). * **Communication networks:** Both formal and informal channels through which information flows [13](#page=13). * **Products and/or services:** The offerings of the organization [13](#page=13). * **Number of employees and employee behavior:** The human capital and their conduct [13](#page=13). Analysis of the micro-environment helps identify the organization's strengths and weaknesses, also contributing to a SWOT analysis. The vision, mission, and values form the "DNA" of an organization, guiding its corporate policy and strategy, which must then be translated into corporate communication policy and strategy [13](#page=13) [18](#page=18) [40](#page=40). ### 2.3 The meso-environment analysis The meso-environment, often referred to as stakeholder analysis, involves identifying and managing relationships with various publics that the organization interacts with [33](#page=33) [34](#page=34). #### 2.3.1 Stakeholder identification and definition Identifying publics or stakeholders is a core purpose of corporate communication. This involves defining publics based on dependency criteria, structuring them, detailing subgroups, and creating a schematic pattern of their relationships [34](#page=34) [35](#page=35). #### 2.3.2 Structuring and prioritizing stakeholders The process includes prioritizing stakeholders, often based on spheres of influence, and assessing the quality of relationships through knowledge, attitude, and behavior. The "information climate" among these publics is also a consideration. Different ways exist to segment publics to facilitate this analysis [35](#page=35) [36](#page=36). #### 2.3.3 Analysis of competition Within the meso-environment, organizations also analyze their competition. This analysis typically covers geographical situation, quality of products and services, positioning in market segments, organizational identity, and public image, among other factors [38](#page=38). ### 2.4 Integrating environmental analysis for strategy By conducting research into the macro, micro, and meso environments and performing a SWOT analysis, organizations can gain a clear diagnosis of their challenges, bottlenecks, and problems. This comprehensive environmental understanding is foundational for developing effective corporate communication strategies [39](#page=39) [40](#page=40) [41](#page=41). > **Tip:** Remember that the dynamic and complex nature of the external environment necessitates continuous monitoring and adaptation of organizational strategies. > **Example:** A technology company might analyze the macro-environment to identify emerging AI trends (Technological), government regulations on data privacy (Legal), and shifting consumer preferences for sustainable products (Social). Internally (micro-environment), they would assess their R&D capabilities, employee skill sets, and company culture. Their meso-environment analysis would involve understanding key customers, strategic partners, and main competitors. This holistic view informs their communication about new product launches and their overall brand positioning. * * * # Developing and implementing communication strategy This section outlines the systematic approach to crafting and executing a corporate communication strategy, from setting clear objectives to managing resources. ### 3.1 Setting aims and objectives Aims represent the overarching purpose or vision of an organization. Objectives, on the other hand, are specific, measurable steps that break down these aims into key milestones for a program. For objectives to be effective, they should be SMART [43](#page=43): * **S**pecific * **M**easurable * **A**cceptable * **R**ealistic/Feasible * **T**ime-related [43](#page=43). Objectives are often related to concepts such as: * **Knowledge:** Awareness objectives [44](#page=44). * **Attitude:** Feeling objectives [44](#page=44). * **Behaviour:** Action objectives [44](#page=44). When setting objectives, it is important to consider approach, reality, accountability, and the need for regular evaluations, always in correlation with target publics [44](#page=44). ### 3.2 Defining the communication strategy The communication strategy is the method by which objectives will be achieved, encompassing the global strategic choices to be made while considering the objectives and target groups. It can be understood as the "overall concept, approach or general plan". Strategic thinking is fundamental to communication planning, linking the fact-finding phase to planning and programming. It serves as the "coordinating theme or factor; the guiding principle, or purpose; and ‘the big idea’; The rationale behind the programme" [46](#page=46). The strategy is dictated by: * The issues arising from the analysis of the problem [47](#page=47). * It forms the foundation on which tactics are built [47](#page=47). * The positioning of the organization [47](#page=47). * It is based on the organization's goals and directives [47](#page=47). * It orients and determines the selection of message(s), channel(s), and resource(s) [47](#page=47). Essentially, the strategy defines \_how you want to achieve your goals [47](#page=47). #### 3.2.1 Defining the message(s) The core question when defining messages is "What should be said?". An effective message is one that cost-effectively promotes objectives, matches the interests and needs of the target publics, and is suitable and compatible with the communication channels to be used [48](#page=48). Important criteria for effective messages include: * Being close to the intellectual level and referential knowledge of the publics [49](#page=49). * Being in correlation with the information needs of the publics/stakeholders [49](#page=49). * Being based on the organization's positioning [49](#page=49). * Having a central theme and sub-messages [49](#page=49). ##### 3.2.1.1 Positioning Positioning refers to the choices management makes in orientating the organization and profiling it. There are different ways to approach positioning [50](#page=50): * **Informational:** Using a rational message style [50](#page=50). * **Transformational:** Employing a symbolic association message style [50](#page=50). * **Two-way positioning:** A combination of informational and transformational approaches [50](#page=50). * **Performance positioning:** Utilizing an emotional message style [50](#page=50). A successful positioning is: * Unique [51](#page=51). * Supportive [51](#page=51). * Motivating (both internally and externally) [51](#page=51). * Gives focus to the organization [51](#page=51). * Consistent [51](#page=51). ### 3.3 Tactical choices Tactics are the communication instruments used to execute the communication strategy. They should flow naturally from the strategy, which should guide brainstorming and be used to reject activities that do not support the strategic intent or program objectives. Therefore, there must be a clear link between objectives, strategy, and tactics [52](#page=52). When considering tactics, two main questions must be answered: **Is the tactic appropriate?** * Will it reach the target publics [53](#page=53)? * Will it have the right impact [53](#page=53)? * Is it credible and influential [53](#page=53)? * Does it suit the content in terms of creative treatment and compatibility with other techniques used [53](#page=53)? **Is the tactic deliverable?** * Can it be implemented successfully [53](#page=53) [54](#page=54)? * Is there sufficient budget [53](#page=53) [54](#page=54)? * Are the timescales correct [53](#page=53) [54](#page=54)? * Can one rely on the right people and expertise to implement it [53](#page=53) [54](#page=54)? ### 3.4 Resources #### 3.4.1 Time Effective time management is crucial, especially concerning deadlines. Timescaling is an instrument used to handle deadlines because time is a finite commodity, communication practitioners are often very busy, communication frequently involves cooperation with others, and deadlines can be externally imposed or internally driven [56](#page=56) [57](#page=57). #### 3.4.2 Budget A budget is an itemized forecast of an individual's or company's income and expenses for a future period. It is a plan that outlines financial and operational goals, serving as an action plan. Planning a budget helps a business allocate resources, evaluate performance, and formulate plans. It represents actions expressed in money and is normative for everyone in the organization [58](#page=58). ### 3.5 Ground rules for implementation Key ground rules for implementing a communication strategy include: * Continuity [59](#page=59). * Flexibility [59](#page=59). * Timescaling [59](#page=59). * * * # Evaluation of corporate communication programs The evaluation of corporate communication programs is crucial for demonstrating their effectiveness and securing management support, serving as a feedback mechanism for results. This process involves both regular checks to ensure a program stays on track and an end-of-program assessment to determine if overall objectives have been met [60](#page=60) [61](#page=61). ### 4.1 The imperative for evaluation Corporate communication operations often suffer from a lack of robust feedback on their outcomes to management, which is identified as their "Achilles heel". To gain greater attention and support from management, communication efforts must prove their efficacy through measurement and evaluation [60](#page=60). ### 4.2 Key stages of evaluation The evaluation process is multifaceted and should be considered from the outset, specifically during the objective-setting phase. It is not solely an end-of-project activity but an ongoing endeavor [61](#page=61). #### 4.2.1 Ongoing monitoring Regularly checking if the program is proceeding as planned is an integral part of the evaluation process. This continuous monitoring ensures that the program remains aligned with its intended course and allows for timely adjustments [61](#page=61). #### 4.2.2 End-of-program assessment At the conclusion of a communication program, a critical step is to evaluate whether the plan has successfully achieved its overarching objectives. This involves assessing both short-term and long-term impacts [61](#page=61). > **Tip:** Integrating evaluation from the initial objective-setting stage ensures that success metrics are clearly defined and measurable throughout the program's lifecycle. * * * ## Common mistakes to avoid * Review all topics thoroughly before exams * Pay attention to formulas and key definitions * Practice with examples provided in each section * Don't memorize without understanding the underlying concepts

| Term | Definition | |------|------------| | Corporate Communication Strategy | The overarching plan that guides an organization's communication efforts, defining its positioning, specific communication programs, and the interaction between various communication disciplines to achieve organizational goals. | | Strategic Management | The process of defining an organization's strategy or direction, and making decisions on allocating its resources to pursue this strategy. In corporate communication, it ensures communication efforts contribute to overall organizational effectiveness. | | Planning | A management process that involves setting objectives, defining strategies to achieve those objectives, and outlining the tasks and resources required. In communication, it focuses effort, improves effectiveness, and encourages a proactive approach. | | Macro Environment | The broad external conditions and forces that affect an organization and over which it has little or no control. This includes political, economic, social, technological, demographic, ecological, and legal factors, often analyzed using tools like PESTEL. | | Micro Environment | The internal factors and conditions within an organization that influence its operations and strategy. This encompasses its vision, mission, values, organizational structure, culture, communication networks, products, and employee behavior. | | PESTEL Analysis | A framework used to analyze the macro-environmental factors impacting an organization, covering Political, Economic, Social, Technological, Environmental (Ecological), and Legal aspects. It helps identify opportunities and threats. | | SWOT Analysis | A strategic planning technique used to identify an organization's Strengths, Weaknesses, Opportunities, and Threats. It synthesizes findings from micro and macro environmental analyses. | | Stakeholder Analysis | The process of identifying and understanding the interests, influence, and potential impact of various individuals or groups (stakeholders/publics) who have a stake in an organization's activities or outcomes. | | Meso Environment | The environment that exists between the macro and micro environments, typically focusing on specific external groups or industries with which the organization directly interacts, such as competitors, customers, and suppliers. | | Vision | A long-term aspiration that describes what an organization wants to achieve or become. It provides a clear direction and purpose for the organization's policy and strategy. | | Mission Statement | A concise explanation of an organization's reason for existence, outlining its primary objectives, target audience, and the core values it upholds. It defines what the organization does, for whom, and how. | | SMART Objectives | A framework for setting effective objectives that are Specific, Measurable, Achievable, Relevant, and Time-bound. These objectives break down broader aims into actionable milestones for communication programs. | | Communication Strategy | The global strategic choices and the overall concept or general plan that outlines how communication objectives will be reached, considering the target audiences and the findings from analysis. | | Positioning | The deliberate choices made by management to orient and profile an organization in the market and in the minds of its stakeholders. It can be informational, transformational, or a combination, aiming to be unique, supportive, and consistent. | | Tactics | The specific communication instruments or actions used to execute the communication strategy. Tactics must align with the strategy and objectives and be evaluated for appropriateness, reach, impact, and deliverability. | | Timescaling | An instrument used to manage deadlines and plan the timing of communication activities. It acknowledges that time is a finite resource and considers external and internal factors influencing project timelines. | | Budget | A financial plan that forecasts income and expenses for a specific period, outlining the financial and operational goals of an organization. It represents actions expressed in monetary terms and guides resource allocation. | | Evaluation | The systematic process of measuring and assessing the results and impact of communication programs. It is crucial for demonstrating the effectiveness of communication efforts and providing feedback to management. | | Grapevine | An informal communication network within an organization where information, rumors, and gossip are exchanged outside official channels. It is a component of the informal communication structure. | | Corporate Identity | The unique set of attributes and values that an organization projects to the world, often encompassing its name, logo, design, and overall presentation. It influences how the organization is perceived. | | Corporate Image | How stakeholders and the public perceive an organization. It is the mental picture or set of associations that people hold about a company, influenced by its identity, actions, and communications. |