Model PR & Komunikasi Global
27
Perlu diketahui bahwa ada tingkat persiapan yang tinggi untuk manajemen strategis komunikasi di semua wilayah geografis yang dianalisis; dengan Asia dan Amerika Utara menjadi yang paling maju.
Perlu dicatat bahwa, dalam 58% kasus, eksekutif PR & Komunikasi adalah anggota C-Suite. Dalam 80% kasus, peran melaporkan langsung ke CEO (64%) atau kepada direksi (15,8%). Hasilnya juga mengungkapkan bahwa dalam sangat sedikit kasus direktur PR dan Komunikasi melaporkan ke departemen pemasaran (5,1%) atau untuk Urusan Publik (6,4%) dan, meskipun peran komunikasi berkolaborasi dengan hampir semua bidang perusahaan, ia bekerja paling erat dengan CEO dalam hal tindakan dan upaya dari departemen PR & Komunikasi.
The Global PR & Communication Model
33 Building Block 4. Enhancing communication
It is noted that there is a high level of preparation for the strategic management of communication in all geographic regions analysed; with Asia and North America being the most advanced.
It is worth noting that, in 58% of cases, PR & Communications executives are members of the C-Suite. In 80% of cases, the role reports directly to the CEO (64%) or to the board of directors (15.8%). The results also reveal that in very few cases the PR and Communications director reports to the marketing department (5.1%) or to Public Affairs (6.4%) and, although the communications role collaborates with almost all areas of a company, it works most closely with the CEO in terms of actions and efforts from the PR & Communications department.
The PR & Communications department undertakes a broad range of functions.
Still, professionals have highlighted that their principal roles relate to external communications and media relations, digital communications, internal communications, reputation, and brand management. In turn, we have identified, based on a mathematical analysis of objective predictor variables, how marketing, advertising, and investor relations have the least involvement within the PR &
Communications function.
To whom does your company´s communications director report?
Who demands most from your communications department?
�C�ief �inancial �f�cer�CFO
0.4%
C�� �C�ief �nno�ation �f�cer�
Other 0.6%
6.3%
64.2%CEO CSR / Sustainability / Responsible Business Director
2.0%
Which of the following functions does your communication department lead?
CSR, Sustainability, Responsible Business
14.6%
Market Research and Metrics
5.2%
Departemen PR & Komunikasi melakukan berbagai fungsi. Namun, para profesional telah menyoroti bahwa peran utama mereka berkaitan dengan komunikasi eksternal dan hubungan media, komunikasi digital, komunikasi internal, reputasi, dan manajemen merek. Pada gilirannya, kami telah mengidentifikasi, berdasarkan analisis matematika variabel prediktor objektif, bagaimana pemasaran, iklan, dan hubungan investor memiliki keterlibatan paling sedikit dalam fungsi PR & Komunikasi.
The Global PR & Communication Model
Building Block 4. Enhancing communication
It is noted that there is a high level of preparation for the strategic management of communication in all geographic regions analysed; with Asia and North America being the most advanced.
It is worth noting that, in 58% of cases, PR & Communications executives are members of the C-Suite. In 80% of cases, the role reports directly to the CEO (64%) or to the board of directors (15.8%). The results also reveal that in very few cases the PR and Communications director reports to the marketing department (5.1%) or to Public Affairs (6.4%) and, although the communications role collaborates with almost all areas of a company, it works most closely with the CEO in terms of actions and efforts from the PR & Communications department.
The PR & Communications department undertakes a broad range of functions.
Still, professionals have highlighted that their principal roles relate to external communications and media relations, digital communications, internal communications, reputation, and brand management. In turn, we have identified, based on a mathematical analysis of objective predictor variables, how marketing, advertising, and investor relations have the least involvement within the PR &
Communications function.
To whom does your company´s communications director report?
Who demands most from your communications department?
�C�ief �inancial �f�cer�CFO
0.4%
C�� �C�ief �nno�ation �f�cer�
Other 0.6%
6.3%
64.2%CEO CSR / Sustainability / Responsible Business Director
2.0%
Which of the following functions does your communication department lead?
CSR, Sustainability, Responsible Business
14.6%
Market Research and Metrics
5.2%
Model PR & Komunikasi Global Building Block 4: Meningkatkan Komunikasi
Strategi komunikasi yang efektif memungkinkan organisasi untuk mengirimkan pesan yang jelas dan dapat dipahami yang membangun kepercayaan dan dikomunikasikan secara sistematis secara konsisten dan penuh semangat kepada semua pemangku kepentingan. Tetapi pesan paling efektif jika apa yang dikatakan selaras dengan apa yang disampaikan. Organisasi yang berkomunikasi tetapi tidak memberikan perilaku yang diharapkan menciptakan “gambar” tetapi bukan reputasi, dan karenanya rentan terhadap krisis. Jika tidak, organisasi yang melakukan sendiri dengan keunggulan tetapi gagal mengkomunikasikan ini kepada pemangku kepentingan mereka kehilangan semua potensi dari pekerjaan baik mereka.
Posisi ideal disediakan untuk organisasi-organisasi yang melakukan apa yang mereka katakan, dan mengatakan apa yang mereka lakukan, dan yang memfokuskan “apa yang mereka lakukan” pada apa yang paling relevan bagi pemangku kepentingan mereka (karena inilah yang akan mereka menilai mereka), dan yang pesannya sesuai dengan reputasi perusahaan mereka, seperti yang dapat kita lihat dalam grafik berikut.
The Global PR & Communication Model
Building Block 4. Enhancing communication
Risks
Opportunity Communications
& Perceptions
POSITIVE
NEGATIVE
Reality & Delivery
Source: adapted from Van Riel, C. B. & Fombrun, C. J. (2007). Essentials of Corporate Communication: Implementing practices for Effective Reputation Management. New York: Routledge.
Need to enhace realities and delivery, need to mitigate
reputational risks Need for
Communications to enhance a positive reality & delivery An effective communications
strategy enables an organisation to transmit clear and comprehensible messages that build trust and are communicated systematically consistently and passionately to all stakeholders. But messages are most effective if what is said aligns with what is delivered.
Organisations that communicate
but don’t deliver the expected behaviours create an “image”
but not a reputation, and they are therefore vulnerable to crises. Otherwise, organisations that conduct themselves with excellence but fail to communicate this to their stakeholders lose all the potential from their good work.
The ideal position is reserved for
those organisations that do what they say, and say what they do, and who focus “what they do”
on what is most relevant for their stakeholders (as this is what they will judge them on), and whose messages correspond to their corporate reputation, as we can see in the following graph.
Model PR & Komunikasi Global
Building Block 4: Meningkatkan Komunikasi