Punctuation Essentials

We in communication marketing cannot escape putting pen to paper. Think of the numerous contents we have to write, aimed at appealing to our audience’s triggers to buy and or be our loyal customers. Words are our currency of trade.

In keeping with that, it bores our audience when we miss a comma. And or misuse punctuation marks in the course of relaying information. Since we all (I am keeping a copy for myself) fall victim to poor punctuation occasionally, Ragan’s PR daily have a download, which I think will come in handy when you sit down to craft that post, press releases, and or case study.

To receive your free download, click on the link. 

A chain is only as strong, as its weakest link. I have found this wisdom quite helpful in enforcing teamwork and the need to have everything laid out well, prior to taking massive amounts of action.

The same holds true when developing an airtight communications strategy. It is imperative that we know and understand what each element entails, before plunging into a mission that most certainly projects the future of the organization. So far, we have looked at strategic analysis and strategic intent. In this post, let us move a step further and look at strategic action.

Taking Strategic Action

‘Strategic action is concerned with the translation of the strategic intent’ says Cornelissen, ‘or chosen strategic option into action.’ Yes, we have done the analysis-fact finding mission; we have generated suitable options tailored to deliver certain key objectives. It is time we put the ideas into action.

Specify the Communication Objectives and the Role Communication Will Play

Before the suggested communication programs are implemented, it needs to be clear from the outset; the role communication is going to play in this instance. Is it a support or lead role? Having this in mind makes it clear on the direction to go and programmes to implement.

A first fundamental issue that needs to be decided upon before working out the content of the communications strategy, the communications programme, is the role that communications is to play in the overall corporate and market strategies for the organization. {Sic.}

Knowing the role communication will play makes it possible to determine the communication objectives as well as the communication tactics that are feasible to use. These objectives need to satisfy the SMART criteria, as do all other objectives. They need to be Specific, Measurable, Actionable, Realistic, and Targeted.

 Planning Communication Tactics

You have your objectives in place. The role communication is going to play is in check. What next? After defining the communication objectives and its contribution to corporate and/or market strategies made specific, the next step is to determine the elements of the communications programme: the stakeholder audiences to address and the message and channel tactics to use.

The stakeholder analysis we engaged in in the first elements helped us identify the key audiences we needed to target first, for us to achieve the desired effect. These showed us who the target audience would be of our communications programmes.

For our programmes to deliver the desired effects, we need to define the target audience. This is about media usage, usage of the company’s products, geo-demographic characteristics, membership of interest groups etc. Once we have a clear understanding of our target audience, anything, and everything about them: guided by our communication objectives, then we can determine the message to use in the communication programmes.

This will involve determining the main themes of the communications message (from which the specific copy can be developed), and the tone and type of response (awareness, attitude/reputation, behaviours) that the message will seek to evoke. The important factor is thus to decide what the message should say in relation to the organization’s identity, as it needs to reflect and be in tune with the values of the organization, as well as the stakeholder audience in hand. {Sic.}

Once we have our message, it follows that we need to settle on effective media channels to use. Knowing the most efficient and effective channel that will get our message across to the target audiences is as important as determining the message to deliver.

‘Discussion around media selection has recently centred or the notion of ‘zero-based’ selection, where the most appropriate medium in the light of the criteria selected is chosen, rather than a pre-fixed and standard choice for a medium that may have worked in the past.’ {Sic.}

Organizational Arrangements

‘Once the communications programme has been filled in – that is, when the objectives, message, media and audience are all specified – the next step is to consider the organizational arrangements that need to be made to carry out the programme and as such effectuate the communications strategy.’ Says Cornelissen.

These questions need answers:

• What budget is required for the envisaged plan?
• Who is to be responsible for carrying it out?
• What changes in organizational structure and design are needed to support and carry out the plan?
• What will different departments be held responsible for?
• What are the key tasks to be carried out?
• Are the practitioners involved up to the task, or is retraining necessary?

Answering these question brings to light the capability of the organization to actualize the communication strategy developed.

In developing a communication strategy, often professionals from different departments will need to collaborate. Thus, the need for an organization to have in place mechanisms and structures that support such interactions and collaboration.

Lastly, Cornelissen advices, ‘to take into account whether the proposed communications strategy adapts or builds on existing strategies – an incremental approach – or whether, because of the inadequacy of existing strategies or because management sees the need to change fundamentally the direction of the organization, a completely new communications strategy is suggested.

Are we ready to determine the message, media channels, and ability of the organization to implement the communications strategy? Let us find out. Shall we.

We have covered strategic analysis, a fact-finding mission, if I may. Nevertheless, what happens once you have all the information you need in place? Armed with all the relevant information it's time to act. Don’t you agree? In writing a communications strategy, this is the strategic intent phase.

What actions do you have lined up?

‘Strategic intent proceeds from this analysis and involves the formulation of a strategic vision,’ says Cornelissen, ‘around which possible courses of action are formulated, evaluated, and eventually chosen.’ In other words, strategic intent sets the agenda. By considering the current position of the corporation, strategic intent sets the direction the corporation needs to take for the realization of the desired ‘new’ position.

This desired position is achieved in the following ways:

Identifying Bases of Strategic Choice

Before the options available for a corporation are tabled, certain key factors need understanding. Luckily, these strategic options are embedded in the mission and vision statements of the corporation. Mission and vision statements express the desire of stakeholders. If the vision statements stipulates the need to be the best in the region, then that is the objective management strives to meet.

‘Some of these bases of strategic choice arise from an understanding of stakeholder expectations and influence, which may already be reflected in mission and vision statements that provide overall guidance about the nature or aspirations of the organization.’, says Cornelissen.

These bases are:

Competitive advantage:This involves knowing what differentiates the corporation from others. Could it be superior services at affordable costs or unique products that meet the needs of a segment of the customers? Competitive strategy makes it easy for a corporation to penetrate a given market.

Organization Identity:According to Cornelissen, ‘identity sets boundaries to the strategic options open to the organization in terms of how people within the organization see themselves and the company they work for, and predetermines how the company should be profiled and positioned with stakeholders and the markets in its environment.’

Generating Strategic Options

In planning, we are advised to think on paper. Once you have your goal written down, you should list all the necessary steps you need to take to meet that particular set goal. I borrowed this gem from Brain Tracy’s Ultimate Goal program. In other words, what Brian Tracy is merely advising is once you have established your goal; enumerate a list of options (actions) for which to engage in order to realize your goal.

The same holds true for strategic options. ‘These courses of action emanate from the bases of strategic choice as identified above, and include options concerning which stakeholders and markets to address and target, and what the organization wants to achieve with them.’ {Sic.}

Case in Point: in the 1970s and 1980s, Shell, for example, was a respected multinational in the petroleum industry steeped in a technological and engineering ethos. By the 1990s, changing market conditions and public scepticism posed the organization other choices of strategic direction. The company had to ask itself what the basis of its business and success was: profitability or public legitimacy, or both. {Sic.}

At this point, we need to understand the role communication plays: Firstly, gaining legitimacy with important stakeholder groups, and secondly, enhancing the organizations reputation and preserving its legitimacy.

According to Cornelissen, ‘Indeed, in developing strategies, a potential danger may be that managers do not consider any but the most obvious course of action – and the most obvious is not always the best.’ He explains, ‘A helpful step in strategic intent can therefore be to evaluate and limit strategic options.’ Avail limited and worthy options for consideration.

Evaluation and Selection of Strategic Options

In settling on an option-we need to have at the back of our minds: an option that will be a ‘fit’ between the organization, its resource capability, and its environment. All options needs to meet the suitability, feasibility, and acceptability test.

‘The process of selecting strategic options cannot always be viewed or understood as a purely objective, logical act. It is strongly influenced by the values of managers and other groups with interest in the organization, and ultimately may very much reflect the power structure within the organization.’ explains Cornelissen.

Having clear intentions is a step closer to executing an effective communications strategy. Once you know what exactly you want to do, positive results are in the pipeline. It is time to act. Happy option-storming.

The post preceding this, talked about the 4 elements we need to consider when working on a communications strategy. I am positive that it gave you a solid foundation on the topic. In this post, we will look at each of the elements in detail. Read along; let us hone this skill together.

The first element we looked at was strategic analysis. An element that must precede all others in order to gain a solid understanding of the corporation. Without this element, you are like a ship without a rudder. 

Flickr | Simon Cunningham

When looking at strategic analysis, what are we looking for? This is the question, is it not? Strategic analysis does not stop at understanding the strategic position of the corporation. It goes on to look at any changes taking place within and outside the environment surrounding the corporation.

‘The aim of strategic analysis is, then, to form a view of the key influences’ says Cornelissen, ‘on the present and future well-being of the organization, and what opportunities are afforded by the environment and the competencies of the organization.’

These are the three analysis that comprise of this element:

Organization-Environment Analysis

Cornelissen says the organization exists in the context of a complex commercial, economic, political, technological, social, and cultural world. Moreover, as we know, these environment changes in a heartbeat. These unprecedented change, or otherwise can affect the company greatly.

We know and appreciate that change is inevitable. Thus, depending on the positioning of a corporation, these environmental changes might result into a lucrative opportunity or present a threat that will shake the very fabric of the corporation. We would rather be casualties of the former. Right?

During these stage use these two tools: DESTEP analysis and   SWOT analysis.

‘A DESTEP analysis is a broad analysis of the various demographic, economic, social, technological, ecological and political developments and factors that are expected to have an impact upon the organization and its operations.’ Says Cornelissen. This guided framework enables management to deduce the most pressing changes and foresee any future changes in the environment. 

A SWOT analysis on the other hand, stands for an investigation of the strengths, weaknesses, opportunities, and threats. This involves taking a blank sheet of paper and subdividing into four quadrants and at the top of each quadrant, one through four indicate the titles strengths, weaknesses, opportunities, and threats. Proceed to list what you factors you think fall under each category.

The first half of this analysis – strengths and weaknesses – examines the company’s position, its capabilities, operations, and products vis-à-vis stakeholders, competitor activities, environmental trends, and company resources. The second half of the SWOT takes this review further to examine the opportunities and threats identified within the environment, including, for instance, market opportunities, political regulation, and shareholder activism. {Sic} At the heart of this analysis, lies the need to know which groups will support the corporations and which ones would hinder any move the corporation might decide to make.

Remember that the whole purpose of organization-environment analysis is not to generate long lists of factors and points, but to provide a concise and to-the-point analysis of the organization and its current position within the environment, adds Cornelissen.

Market and Competitive Analysis

Corporations exist to meet the needs of certain markets. Conducting market research is a prerequisite when it comes to penetrating a new market. Once you are in the market, it follows that you would like to dominate the market. Thus the need for market and competitive analysis.

‘…identify what the competitive position of the organization and its products is within the markets in which it operates and whether the organization can target and serve those markets in a way that at least rivals, if not exceeds, its nearest competitors.’ advises Cornelissen.

Gone are the days of John D. Rockefeller and Andrew Carnegie, where they monopolized entire industries.Today, competition is as alive as our beating hearts. And it would be a big mistake for anyone in business, to think that they are all alone. The business ground shifted in the favour of the majority.

‘An analysis of the structure of a market includes identifying the size of the market and trends within it, and whether the market can be further partitioned into different market segments. An analysis of the customers includes gathering data and drawing up a detailed profile of customers within the market or market segments in terms of their buying and consumer behaviour.’ states Cornelissen. This is what is referred to as market analysis.

In conducting competitor analysis, Michael Porter is the go-to person. His five forces model is often used to conduct a thorough competitive analysis. ‘The five forces – each with a different threat – are industry competitors (threat of intense segment rivalry), potential entrants (threat of new entrants), substitutes (threat of substitute products), buyers (threat of buyers’ growing bargaining power), and suppliers (threat of suppliers’ growing bargaining power).’ {Sic}

Stakeholder Analysis

The corporation exists to meet certain interests. It follows that cultivating and sustaining a great relationship between corporation and stakeholders is something we need to think of consistently and persistently. It is a fragile relationship.

‘Stakeholder analysis should at least provide some answers to the following questions: how will the organization’s actions affect stakeholders? What influence can stakeholders exert on the organization that may affect the realization of its goals? What type of consequences may result from either’s actions? What type of behaviours from stakeholders does the organization wish to encourage? What reputation does the organization have with its stakeholders?’ {Sic}

In conducting stakeholder analysis, these two tools come in handy. Stakeholder mapping and reputation research.

‘Stakeholder mapping is an analytical tool whereby managers start with identifying all stakeholder groups of an organization and display their relationship to the organization,’ says Cornelissen, ‘and one another visually in a map. This mapping exercise should enable the primary stakeholder relationships to be identified and the patterns of interdependence to emerge.’ Consider going on a journey to a new town-you will need a map to know which route to follow and so forth. That is the idea behind this stakeholder mapping tool.

Through qualitative methods of research, in-depth interviews, and focus group sessions, and quantitative methods of reputation research; the latter including a larger sample of respondents who are then asked to rate the organization on a number of pre-defined dimensions. The outcomes of such reputation research may be compared to a target or benchmark that the company has set for itself in terms of how it wants to be known and appreciated by key stakeholder groups.

Since strategic analysis is the gateway to writing an effective communications strategy, taking a considerable amount of time to have all your facts right is imperative. By conducting organization-environment, market & competitive and stakeholder analysis, you will be armed with information on which to make informed decisions. Consider this a shot in the arm. Lock and load.

A biologist, G.F. Gause of Moscow University, who experimented with two microorganisms, birthed the concept of strategy. By putting the two microorganisms in a controlled environment and introducing food, they were left to feed or die. His hypothesis was that for both of the two microorganisms to survive, one must belong to a different species. Otherwise, they would die. This illuminated the idea that, at the heart of every strategy is competition. That for any organism to survive through the competition, it must be different. This is true in business as well.

Flickr| Sean McEntee

Today, every member of the C-suite wants a strategy. The CEO wants a business strategy that will ensure his company not only survives during tough times, but also remains profitable. The CMO wants a marketing strategy to conquer the new markets. In all meetings all that matters is strategy. In addition, why is this; competition is closer than most corporates thought possible.

When Andrew Carnegie had conquered the Steel industry, he knew he was unstoppable. Not until John D., Rockefeller aimed at his industry. Rockefeller devised a scheme to take over Carnegie’s steel industry by producing iron ores-raw material needed for steel manufacturing. Despite Carnegie’s attempt not to consider Rockefeller a worthy competitor in the steel business, he was reminded of whom he was dealing with. Rockefeller wanted to penetrate the steel business. Carnegie wanted to continue monopolizing the steel business. A strategy was born. In order to keep his monopoly, Carnegie offered to buy the entire mine. Rockefeller agreed. It was a win-win. Clever strategy, I must say.

So what is strategy? According to Bruce D. Henderson, a strategy is the deliberate search of a plan of action that will develop a business’s competitive advantage and compound it. It is a plan that makes a corporation more competitive. Each department needs to embrace the whole concept of strategy and with it curve out a plan that promises to make the corporation better.

Those of us in the communications space need to apply this concept as well. Understanding and creating a communication strategy is one of the key functions of anyone dreaming of having a career in communications. Better yet, to those already in the profession it is a must have skill. Over the years, communications has become a strategic management function charged with counselling senior management, and guiding and managing the reputations and relationships with important stakeholder groups that may influence the organization’s operations.

Guy Murphy is his book, Communications Strategy, defines a communications strategy as a holistic planning approach, to engaging a brands audience to ensure greater effectiveness. These are tactics that the corporation will employ to ensure they keep their target audience talking and at the same time, drive the corporate vision and mission.

In its purest essence, our job has always been communication, shaping and moulding information to be consumed, passed on. What happens when you are called upon to yarn words into a communication strategy? Before you write that communications strategy, this are the phases that you need to think about. They are strategic analysis, strategic intent, strategic action, and evaluation.

Strategic Analysis

When conducting this analysis consider your organizational environment, market and competitors and stakeholders. This is about understanding what is going on outside and within a corporation. Most importantly, how they will affect the corporation.

What resources does the company have? What service or product is the corporation offering that is of superior value than all in the market? Understanding the stakeholders, where they want to go-their aspirations, and how this special interest group can affect the progress of the corporation. Taking a great deal of care to scan these sections, results in a solid understanding of the status of the corporation.

Strategic Intent

Once you have a clear understanding of the status of the corporation, it is time to proceed to the second phase. Strategic intent proceeds from this analysis and involves the formulation of a strategic vision, around which possible courses of action are formulated, evaluated, and eventually chosen. To imply that it is time to chart a way forward. During this phase, a clear direction is set and married with objectives with the execution of this communication strategy.

Strategic Action

 Time to act. Translating intent to action takes place during this phase. In the course of writing your communication strategy, figuring out what to do is key. At the end of the day, the strategy is written to meet certain objectives. Through diligent execution. Joep Cornelissen says, ‘various strategic programmes will emanate from the strategic intent, but the focus here is only on the sort of steps that are important in planning communications strategy implementation.’

Tracking and Evaluation

 It was the age of big oil and big tobacco. Time is coming for big data to take over. When everything has to be quantified. By religiously monitoring and evaluating the progress, during the execution is not only necessary but also beneficial. It is my knowing if a communications programme is meeting the intended need or not, and if so why? As Joep Cornelissen put it: ‘Here it is important to identify suitable impact measures (i.e. changes in awareness, attitude and reputation, or behaviour) rather than relying on interim measures of communications effects such as media coverage or simple exposure, and to evaluate the effects achieved against the target or benchmark set with the initial objectives of the communications programme.’

Writing a communication strategy is a task that can make or break a corporation. Everything tat happens in corporations borders on communication. Having a solid understanding of the tenets that make up a communication strategy will equip you with a strong foundation for which to write your communication strategy. Happy writing!

Image Source | Flickr

Times are changing. This change is affecting the way we communicate. Moreover, by communicate, I mean the way we tell the story.

Back in college, when learning about press releases: what they are and how to write, my lecturer would always insist on the story. He would argue that, before you deem it fit to write a release, vet if the story is actually worth telling. How right he was. A lot happens in corporations’ world over. The same theatrics we witness in governments are the same in corporations. Only that the president is the CEO or managing director. Amidst all these, we have a story to tell.

The question becomes how will I tell this story. Well, by writing! In communication, writing matters. It still does, even as we are deep in an era that glorifies citizen journalism. 

Sean Carney says, ‘Writing is as essential as air. We as PR professionals come from varied backgrounds, and while some nerds have a degree in public relations, I would argue the majority of us were history majors, English majors, journalism majors, and political science majors – thousands of abandoned law school applications left in our wake. However, all of us (hopefully) got into this gig because we had a passion for current events, news, and above all, communicating. We’re probably personable, we’re probably outspoken, we probably drink too much, – this is PR.’

Unfortunately, most communication professionals have a hard time telling the story, through writing. They would prefer an alternative. However, which one? Learning how to tell a story be it in that release, pitch or the annual plan, here are some tips to help you tell the story effectively. Remembering that we are professionals, entrusted with the brand of our client. Moreover, as in medicine, the guiding principle of PR is, “First, do no harm.” Here goes.

Break Down the Story

In reference to what my lecturer taught me ages ago, what is at the core of the would be story. Do you have anything new to tell the corporation’s audience? Is it something the stakeholders and shareholders will find genuinely worthy? If you do not have anything new to tell your audience, is there a related narrative, you can tie your story to. Sean Carney says, ‘if you don’t have a story, find one, and make it your own.’

Level the Announcement

Do you remember the inverted pyramid style, when writing a story? The essence was to have all the important facts come early in your writing. Just in case the publisher lacks space and decides to chunk out the last paragraphs. It applies in this scenario too. Order your story well.

Start with ‘The big news in a simple, direct fashion’

Add ‘More details’Give us a ‘Quote’Provide some ‘More Context’

Why Should I Care?

Says Who?

Why Should I Listen to Him?

What is He Got to Say?

What Do You Want Me to Do About It? 

Remember do not bury the lede.

Act like A Teen-Ager

Have you ever tried addressing a bunch of teenagers? Instead of paying attention to the message, they tend to focus on the medium (you). Your dressing, voice, phone, facial appearance (ugly, handsome, or beautiful). They are trying to see if you are worth listening to. Whether you match the message you are preaching. They are a lot like reporters – they do not trust you, they do not have time, and they think you are lame.

When thinking about your story, Sean Carney advises that we ask ourselves the same questions an uppity teenager would, and in the same order:

What is Going On?

Why Should I Care?

Says Who?

Why Should I Listen to Him?

What is He Got to Say?

What Do You Want Me to Do About It? 

Happy writing!

By George Odenyo Litunya-Corporate Communication & Digital Marketing Consultant

The information age came with good tidings. However, it brought along a dark cloud called information saturation. There is nothing new in that sphere. This information saturation is an issue we need to take note of with all due gravity. Since, we are in the business whose currency is information-spoken and/or written after all.

This has made our work as communications professionals, difficult. Don’t you agree? Getting our press releases ‘heard’ is a challenge we need to continuously ponder over, and find ways to reach our audience. Press releases continue to be the most formidable tool in our toolbox. 

Image Credit | Mark Greenwood

On 22^nd February 2015, Charity Maina was raped and killed in Moi University. In a bid to quell, the heated outburst of the community-students-the Vice Chancellor Prof. Richard Mibey issued a press release in the dailies the following day. Now, according to critics, apparently it had many grammatical errors. A clear indication that someone in the administration was in a hurry to correct a great wrong. I heard of it in the social media. Whether it achieved its intended purpose or not, is an issue at large, for us to vet. The question becomes; what could they have done to gain traction?

In order to get our press release ‘heard’ we need to use all media available. The internet being the most important. Statistics indicate that 26.5% of the African Population use the internet. Consider this percentage and the inadequate infrastructures that we have. Factoring in that we are on the path to actual development this number will soar. This is an indication for us (communication professionals) to prepare ourselves to capitalize on this space.

With that in mind, here are 5 tips to make your press release standout online, working on the belief that it will be your first channel to turn to, right? If yes, read on.

Write Clear Headlines

It never gets old. In all writing, headlines are your ticket to a reader’s time. If it stands out, then you have increased your chances of getting your reader’s attention. If not then we have to work on this. On that note, your heading needs to be 22 characters or less.

The Length

A press release is a document that tells a synopsis of your company and or news worthy information in the company. Answering the question of who, what, when, why, where & how of a topic. This 5W’s and 1H make the body of the release as airtight as possible. Keeping the release two pages or less or 600 words or less is a key ingredient. According to Elizabeth Hillmann of Discovery Education says, ‘The length of the press release should be under 600 words or no more than two pages to make it the most effective, and will aid in optimization.’ Solid advice.

Keywords

What are these? According to Corry Janssen, Technopedia, He says, ‘A keyword, in the context of search engine optimization (SEO), is a particular word or phrase that describes the contents of a web page. Keywords are intended to act as shortcuts that sum up an entire page.’ With that in mind, Elizabeth advices that we need to use at least we use two or three keywords throughout your headline, subhead and first paragraph to ensure consistency of messaging and increased chances of search results.

Rich Media

The saying that a picture is worth more than a 1000 words never gets old. However, if we could go back, something worth adding is a great picture is worth so much more than a 1000 words. In writing that press release, using high quality media-pictures, infographics, and video can help your releases rise to the top in search.

Logo

In concluding our strategy of conquering the online space, always make it a habit of incorporating your company logo in all your releases. This makes it easier to find your release if someone searches for your company or brand name; the images will come up. 

Knowing how to make our press releases ‘heard’ is our daily objective. Leveraging the online space is a step towards making this objective a possibility. Try it out and let me hear from you.