Strategies for Corporate Communications. Roderick E Wilkes, DipM, Hon FCIM, FIOD, FCMI, FRSA, FCAM, Chartered Marketer Chief Executive. To communicate or not to communicate. Understanding markets. Identifying where you can add value. Communicating with those within the organisation.
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Strategies for Corporate Communications
Roderick E Wilkes, DipM, Hon FCIM, FIOD, FCMI, FRSA, FCAM, Chartered Marketer
To communicate or not to communicate
Evolution of Competitive Advantage
Economies of Scale
Why is Marketing Communications Viewed as a Tactical Rather than a Strategic Function?
The different ways of reaching the consumer exist in isolation
Organisation-centred or Customer-centred?
The channel is unimportant.
Relevance, timeliness, convenience and consistency
Marketing departments have got used to the idea of the tactical integration of communications messages across different media. Increasingly in the future they will have to embrace the idea of strategic vertical integration – speaking with one voice from the CEO's office right down to the point of sale – even though such a realignment may eclipse their former pre-eminent role.’
Marketing communications is traditionally seen as a subset of marketing strategy.
Marketing is becoming a way of delivering a communications strategy, rather than the other way round.
In this ‘new’ model, communications starts with the company, and marketing becomes part of the ‘delivery mechanism’ for the communications strategy.
Tactical communicationssupport specific marketing initiatives
Tactical versus Strategic Communications
Strategic communications emanate from the highest levels of the corporation to inform all its activities.
How customers form a view of your brand
Customers view of marketers brand
In store displays
Key audiences: G4 Securicor
Key messages: G4 Securicor
Key tools: G4 Securicor
Key learning points: G4 Securicor
Developing Brand Communications
Creating the guidelines that govern the brand communications
Launching the new Hays Brand
Rod Wilkes, Chief Executive