The paper 'Communication Strategy Defined by Investa Corporate for Its Media Relations" is a good example of a marketing case study. Communication is one of the most critical activities of an organization. In fact, it would not be incorrect to state that communication forms the baseline of all the other activities in which an organization may be engaged. Communication not only enables the organization and individuals to achieve their goals by effective coordination but also plays a vital role in the decision making and change management process of an organization (Harris & Nelson, 2008). All professional and personal relationships stem out of communication.
Further, effective functioning and survival of organizations are also based on effective relationships among individuals and groups (Jones et al. , 2004). Communication with stakeholders, be it employees, end clients or agents, is extremely critical to the smooth functioning and success of an organization. In addition, it is imperative to engage the stakeholders in defining a communication strategy or process so as to extract the maximum benefit from the defined process. Effective communication can enable organizations to create opportunities for individuals to interact and express their hopes, expectations and ambitions, thereby motivating them to contribute towards organizational and individual success. This paper discusses the communication strategy defined by Investa Corporate for its media relations.
The paper critiques the strategy in accordance with the theoretical frameworks provided by K. Page and V. Hazelton (1999) and L. Mayhew (1997) and attempts to establish the significance of stakeholder interaction while implementing a communication strategy. Significance of PR Communication Strategy Before understanding the theoretical framework for implementing a PR communication strategy, let us try and understand the significance of a PR communication strategy. Public relations is a key concern in any corporate organization.
Having the right communication strategies in place has a great bearing on the image of the organization. This image, in turn, builds or breaks the trust of various stakeholders on which the organization may be dependent for its existence. The communication strategy, therefore, should be simple, clear and concise. It should not be biased towards a particular section of the staff or customers; neither should it promote false values. It is also important that the communication strategy is synchronized with the overall objectives of the organization. From a change in the company logo to replacing desktop PCs with LCDs can have a different bearing on internal as well as external stakeholders.
It would naturally invite apprehension along with appreciation. The communication strategy should be so designed that it can handle apprehensions and appreciations alike. It should clearly communicate what is the underlying benefit for the stakeholders and should resolve their queries appropriately. In this regard, it becomes imperative to take into consideration, the expectations of the stakeholders while selecting a communication strategy. Communication models and theoretical frameworks Defining an effective communication strategy is complex, as well as a dynamic process.
Carl Buton defines strategy as a decision making process at a campaign level that comprises of motivating and arranging resources to carry out a grand strategy. He further defines a grand strategy as a set of decisions at the policy level in an organization which also involves defining goals, ethics, and relationships with the various stakeholders.
1. Carl H. Botan , Maureen Taylor , Public Relations: State of the Field
2. Dana Daugherty , Public Relations and Effective Communication Strategies , 2001
3. Elizabeth Jones , Bernadette Watson , John Gardner , Cindy Gallois , Organizational Communication: Challenges for the New Century, 2004
4. Thomas E. Harris,Mark D. Nelson , Applied Organizational Communication: Theory and Practice in a Global Environment (Lea's Communication Series)
5. William R Kennan, V. Hazelton, Internal Public Relations, Social Capital, and the role of Effective Organizational Communication, 2006.