Single platform campaigns return results

A successful communication campaign depends on amalgamating media perception, the political environment, business perceptions, public endorsement, internal communications and brand profiling, using a common master strategy, a shared set of key messages and symbiotic tactics.

If managed correctly, this integration leads to positively shaping the perceptions of an intended audience, and thereby enhances the organisation's brand.

The approach gives far greater value than integrating service providers, such as appointing an advertising company that has a PR firm on the side which merely supports the ad campaign, or separately appointing an advertising agency and a PR firm and instructing the two to work together.

This approach of integrating service providers loses the effective integration of key strategic communications, which only a holistic approach can achieve.

Media perception

The first of the key strategic communications issues to integrate is the perception of the media.

The media is not an unbiased channel through which to simply reach audiences. It also influences the way society views major issues. The media helps to shape public perception and can drive the public towards an intended and predetermined destiny.

The key is to seek to manage the perception of the media about your organisation rather than concentrate only on managing the perceptions of the intended audience to be reached through the media. Media here refers to both to the institutions of the media, as well as the individuals behind these institutions, such as journalists and editors.

Political environment

The second most important strategic issue in integrating communications activities for better results is to manage the political environment.

This aspect is most important for business as well as Government. Organisations seeking to enhance their reputations need to promote themselves within local, provincial and national government departments. This must be done beyond networking and building transactional relationships. For example, it is necessary to get the buy-in of politicians so that they can talk about the activities of your organisation in their regular interaction with communities.

Our government has a community outreach programme called Imbizo, where the president, cabinet ministers, premiers, MECs, mayors and councillors routinely meet with ordinary people to listen to their concerns and report on what government is doing. There are no reasons why organisations seeking to reach out to this same audience should not latch on to these meetings.

Business perception

The third key strategic issue to integrate into the communications mix is the need to manage the private sector business perception about your organisation.

A range of unmediated tactics are required to develop close links with the business sector, especially those that fall within the sector of your operation, so that they can talk positively to your suppliers and clients when they transact with them.

Public perception

Fourth is the need to facilitate for the public's acceptance of your organisation's vision.

You need to secure public endorsement of that vision. Most successful brands have reached their peak of success because their leaders spend time speaking to the public, not about the benefits of their products, but about the vision and philosophy of their organisations.

This is further enhanced by the total experience of people's long-term interactions with the organisation's employees, products, services, and even advertisements. There must be resonance between what the organisation does and the public's interest.

Internal stakeholders

The fifth critical issue is the integration of communications among the organisation's internal stakeholders.

Talking to this stakeholder grouping helps employees to take ownership and have pride in the organisation and its products. Internal stakeholders are ultimately the true ambassadors of the organisation, its reputation and brand. They can, therefore, either harm or build a brand.

It can be argued that communications directed towards an organisation's managers and employees is more effective and yields more results than doing high-visibility campaigns with outside audiences. Talking to this stakeholder grouping keeps employees focused on their individual role in making the organisation a success.

Internal communication is also particularly critical during times of change - change within an organisation and changes outside the organisation, such as we are seeing with the current economic challenges. Without effective internal communications led from the top, hundreds of employees will never know why they are being asked to lend their hands, hearts and minds to support the success of an organisation.

Brand development

And lastly, brand development and association is critical to profiling the organisation's brand in a manner that is easily distinguishable and uniquely identifiable, as well as being meaningful to all stakeholders. This is achieved through several platforms, such as marketing collaterals (brochures, publications, websites etc), advertising and branding.

In conclusion, integrating key strategic communication issues ensures that all the necessary gaps are filled. It ensures that an organisation's marketing communications spend yields long-term sustained results. It is not a quick fix, but the awareness, brand association and retention successes will have longevity.