Communications as Ikor

PR 컨설팅의 경쟁력에 대하여 < ?xml:namespace prefix = o ns = “urn:schemas-microsoft-com:office:office” />

이번 이슈는 약간 일반적이지 못한 이슈입니다.

국내에서 PR컨설팅을 하시는 극소수의 분들께 국제적인 PR컨설팅의 경쟁력에 대하여 큰 그림을 보여드리려 이 이슈를 준비하였습니다.

요즘 몇몇 단체에서 PR 과정들을 잇달아 열고 있읍니다. 그많큼 PR에 대한 사회적인 관심이 커지고 있다는 의미겠지요.

사실 저는 현재가 PR의 Identity Crisis라고 보는 사람들 중의 하나입니다.

현재 우리 PR인들(독립 에이젼시)이 아웃소싱의 파도속에서 전문인으로 인정받을수 있는 길은 엄청난 자신에 대한 직업적 투자가 있어야 할 것입니다. 그리고 업무상 더이상 보도자료등을 충실히(?) 배포하는 “단순 용역”의 일상업무에 만족해서는 않되겠습니다. 많은 인하우스분들이 일부 PR에이젼시들을 비딩이라는 명목하에 가격 경쟁을 시키고, 그 시도에 또 충실히도 디스카운트 경쟁을 벌이는 우리 에이젼시들을 보면서, 이 PR 산업이 과연 우리나라에서 얼마나 이어질수 있을까 하는 의문이 듭니다.

요즘에는 PR컨설팅이라는 말이 또 업계에 일반화 되고 있습니다.

물론 우리 업계가 살아남을수 있는 고부가가치의 비지니스 섹터가 되겠지만,

우리나라 같이 지적 서비스에 대해 값을 쳐주지 않는 분위기와 그의 빌미가 되는 에이젼시 인력들의 평균적인 비전문성이(물론 저를 포함합니다.) 이러한 업계 비젼을 암울하게 합니다.

그래도 나름대로 열심히 연구하시고,현 업무에 적용 시도하시는 여러 젊고 패기있는 우리PR적 형제들께 더욱 분발하자고, 지난주 추석 때 유럽의 알프스 근처에서 열린 세계 PR에이젼시 사장님들의 컨퍼런스 중 세계적 PR에이젼시 케쳠의 CEO인 David Drobis씨의 연설을 싣습니다.

그는 우리 PR업계가 점점더 경쟁적이어만 가는 시장에서 살아 남을수 있는 길을 제시하셨습니다. 인하우스 분들도 귀담아 들어야 하는 부분이 매우 많습니다. 현재 PR컨설팅을 수행하시며, 많은 벽에 부닥치시는 모든 동료분들께 이글을 소개해 드리고 싶어 이렇게 공개해 드립니다.

힘냅시다.

PR컨설팅의 경쟁력 편에서 말씀드린 연설문입니다. 홍보~~

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Setting Standards to Move Us Ahead – A Significant Opportunity

Remarks by David R. Drobis, Senior Partner/CEO, Ketchum

Good morning. It is great to be here in the beautiful Swiss Alps with so many people at the top of the public relations profession and at a time when the public relations business is also moving to great heights.

I’m honored to be part of this historic meeting certainly the first time so many of the world’s leading consultancies have gathered to assess the state of the business of public relations as we look into the 21st century. For this pioneering meeting I want to congratulate ICO and, particularly, Peter Hehir and Jean-Leopold Schuybroek for their vision, perseverance and hard work.

As we prepare to enter the new millennium, globalization and technology are changing business and, certainly, the business of public relations. As the digital economy moves into high gear, our businesses are being transformed to the point that today we may not even recognize who we will be tomorrow.

This Summit gives us the opportunity to work together to shape our future… to determine how our industry will adapt to the world around us… to define our markets and to set new standards for our success.

There are two reasons why this is so important.

First, public relations is becoming big business on a global scale at least four billion dollars this year. If we are to continue growing at fifteen to twenty percent, we must learn to interact across our languages, cultures and time zones. We need to move towards more common ways of doing things so that we gain greater awareness and understanding for the universal importance and value of what we do.

The second reason is that other professional services also recognize the value of communications and relationships in an information economy and are challenging us like never before. Management consultants, accountants, lawyers and even executive recruiters will seek to diminish our role with clients?relegating public relations professionals to implementers of some far removed strategy developed by other business counselors.

We’re already seeing this in the advertising world. Management consultants have taken over marketing strategy discussions that were once the domain of the agencies. Now we’re seeing firms like PriceWaterhouseCoopers offering reputation awareness services. And the HR consultants like Towers Perrin are building communications strategy practices. All appear to take dead aim at public relations.

Yes, our industry faces a whole new range of competitors. But, just like us, our competition is equally exposed to shifting business trends. And their threats are our opportunities. We are quite capable of protecting our status and even expanding our sphere of influence with clients. We don’t need to overreact to this encroachment on our business.

What do we need to do?

That’s what this summit is designed to do. And I’d like to help set the stage by examining how other business advisors particularly management consultants match up against the public relations business. Let’s see what we can learn from their best practices… and from their failures. And then we have to decide what standards we should set forth to fortify our core business and to expand our market share of the professional services industry.

For this presentation we looked at four categories of standards critical to successful professional services firms. They are:

Professional Development. How do others go about attracting and developing talented individuals? And once aboard, what types of career paths exist?

Business Practices. What is expected by the clients in service agreements in new business engagements? What are they really paying for?

Process and Measurement. How good of a job do we do at measuring our “success” compared with management consultants? Can we or should we validate our results with more numbers and statistics? How do we standardize our services and still retain our creativity?

And, finally

Ethics and Public Service. Do other professional services have different ethical standards, either through regulation or professional codes? Is the public relations industry more susceptible to ethical challenges?

As we studied these four categories, it became quite apparent that professional development drove the standards of the other three. That’s not surprising because we’re all in the people business. The talents we bring to the client are the real product of professional services. Later several speakers will talk in greater detail about recruiting and professional development, but I want to set the stage with a few observations.

Qualification standards and recruitment are perhaps the most significant points of departure between public relations and other professional services. All have better defined academic credentials or professional accreditation for entry. Consider, for example, that lawyers and accountants can move into public relations without meeting defined professional standards, which public relations professionals would need to satisfy if they moved in the opposite direction. Even management consultants, who have no accreditation requirements, have made the MBA an essential qualification.

And the major consulting firms have perfected the art of college and university recruiting. Andersen Consulting will hire roughly thirteen thousand college graduates this year. And McKinsey & Company remains the most preferred employer among business-school graduates, according to a recent survey by a Swedish university research company.

We’ve heard the stories about how the consultants cater to graduates, wooing them with six-figure salaries and sizable signing bonuses. Some of it is true. Some of it is hype. On average, consultants do offer better compensation packages than public relations. But more importantly, management consultants have made campus recruiting a top priority across the entire organization.

We may not compete with management consultants on quantity and salary today, but certainly we can compete on quality of life and excitement and creativity of assignments. Consultants are already losing some of their money-motivated talent pool to business start-ups and other “dot com” companies.

Consider where we are at the forefront of communications and technology. We can offer college and business school graduates equally exciting opportunities the ability to effect change through communications. We are in a terrific position to offer young people opportunities they’re looking for to influence the way companies operate in the public arena, while also satisfying their idealistic nature. Public relations encourages social responsibility and contributions to the public interest in a way management consultants cannot.

The key is exposing people early to the challenging business of public relations. That means expanding our internship opportunities, nurturing students as they continue their studies, and expanding our visibility on campuses.

And now our training programs are beginning to rival those of the large management consulting and accounting firms. Within the past five years, most of the major public relations consultancies have made substantial commitments to training. As an industry it would now be useful for us to consider training standards that we can all agree to and then implement as needed within our organizations.

The next area I want to look at is business practices. This is another defining measure of professional service firms, particularly management consulting which, like public relations, is basically an unregulated industry. The marketplace, not some government agency, defines good business practices. New ideas create new opportunities. That’s the way it should be.

Like management consultancies, many public relations firms have started to define their services along industry or practice groups that emulate their clients’ business. But we have a long way to go to create the industry and specialty knowledge base of the McKinsey’s and Andersen’s that will give us the authoritative position they enjoy.

This commitment to research and process gives management consultants tremendous competitive advantages. It promises the opportunity to counsel a broader array of entities within a corporation, choosing the client with the stature, power and budget to work with for each engagement. It increases pricing of services and facilitates selling new business.

Each of the major management consulting firms and most of the minors ones have invested millions of dollars in knowledge sharing systems. The objective is the same: consultants “dump” core knowledge into best-practice databases. Remember that most of these firms have adopted an industry focus. These databases reflect that same structure.

The power of such knowledge is far-reaching. Tapping into past case studies allows consultants to “get smart” on different industries quite rapidly professionals are billable from day one and they use their industry knowledge to grow their business with clients.

In new business development, the major management consulting firms take a very pragmatic approach: thirty percent of new business should come from existing clients what we all call “sell through” business. Another forty percent should come from direct client referrals. The remaining thirty percent can be characterized as true “new” business development. Management consultants rightly believe that concentrating most of their business development on satisfied customers leads to higher profitability. It’s simple but true.

Cost-of-sale remains the most difficult measure in professional services and most firms will pay an exorbitant price to get new business. But they will not give away strategic counsel.

PricewaterhouseCoopers has embarked on a “global relationship” selling effort. The goal is to make PwC the professional services firm of choice for Fortune 50 companies. PwC expects at least $75 million a year in fees from these clients. And they’re investing heavily to get it.

The point is: professional service firms in the future won’t just walk away when an engagement ends. From day one, they will aggressively pursue new opportunities with existing clients.

We’re now seeing other innovations in selling new services. Ernst & Young launched its popular “Ernie” online consulting service two years ago. The premise is fairly straightforward: Ernie targets mid-sized companies that wouldn’t normally buy E&Y’s higher-cost consulting services. For a flat rate of about $20,000/yr, clients can “ask Ernie” anything about their business or industry: What’s the best leasing arrangement for office space in New York? How do we expand our distribution channels in Germany? The list goes on.

A core group of consultants use technology to pull answers from E&Y’s existing knowledge base. Tougher questions are posted to 21,000 E&Y advisors accountants, consultants, everybody. Answers are delivered via email in two days or less. Resources on best industry practices are archived on a members-only web site.

The business generates a few million dollars a year. More importantly, Ernie allows potential clients to sample E&Y’s brainpower. Some Ernie clients will ultimately buy higher-value and higher-margin consulting services. The rest are quite satisfied with their “consultants on call.”

E&Y has figured out a way of turning some of the marketing costs back onto the client. It’s a novel form of up-selling. Even better, E&Y is able to tap an otherwise inaccessible market mid-sized companies by leveraging technology and knowledge.

The public relations industry needs to devise more aggressive solutions to deliver value while still maintaining profitability. As we all know, value is perception the “eye of the beholder.” We can increase our value by defining our processes better, showing clients we have a formula for success and a way for measuring our success.

Management consultants have an advantage in this area. Figuring dollars-gained to dollars-spent is simpler in the cost-cutting business. Consultants wrap results around exclusive processes. Five forces. Re-engineering. Value-based management. Some of the larger consulting firms spend millions of dollars showcasing their processes and thought leadership.

The McKinsey Quarterly often challenges Harvard Business Review in presenting leading management theories. Seven of the top ten consulting firms publish journals that directly address clients’ needs.

Public relations can be equally thought provoking. But outsiders perceive public relations as not having a defined process, a commitment to research, or a standard measure of results. We certainly need to correct that perception. We should be promoting our own industry’s ability to solve crucial business problems. Research on management communications needs to demonstrate linkages to business performance and stock price defined by process tools that we brand. This goes to our third area process and measurement. Certainly we need to standardize our measurement processes.

More importantly, public relations firms must commit to measuring results, whether the client pays for it or not. Despite all the current discussion about measurement, this is not a new issue. My colleague, Dr. Walter Lindenmann, has written extensively on measurement tools for public relations. The highly respected textbook, Effective Public Relations, by Scott M. Cutlip and Allen H. Center first published in 1952 covers the topic.

In the U.S., the Institute for Public Relations established a Commission on Measurement comprised of the leaders of PR research in corporations, agencies, academia and research firms. Our industry also benefited greatly when the IPR, PRCA and PR Week took the leadership in the U.K. with the public relations research and evaluation tool kit.

Measurement tools aren’t lacking; commitment is and, so, to a degree, is funding. Many consultancies, on their own, and a few corporations, individually, have already allocated funds to begin to build models for PR measurement. But for greater credibility in our field, this needs to be done as an industry. We, as an industry, need to explore ways to raise funds so we can develop truly credible public relations measurement models that we can all support.

Calculating success must be meaningful to the client. Management consultants have perfected the art of value creation. My management consulting friends impress clients with heady return-on-investment ratios of one hundred to one for every dollar spent on consulting, clients will realize one hundred dollars in revenue or profitability.

Ridiculous? Not when you back up your claims with results. The examples are numerous:

Bain & Company has compiled the “Bain Index,” which measures the stock performance of current and past clients.

Andersen Consulting delivers nearly a 150% increase in supply chain process improvement for worldwide retailer Best Buy. If Andersen fails, the firm immediately knocks 20% off its fees.

Cambridge Management Consulting will instantly offer prospective clients at least 32 specific case studiesacross multiple industries that detail millions of dollars in cost savings or revenue increases.

Public relations should be able to make comparable dollar comparisons.

Now let’s talk about pricing our services.

The ability to derive value has a direct effect on pricing for our services. All too often, the public relations industry gives away its most valuable asset knowledge and experience. Our strategic advice shouldn’t be perceived as an add-on to our implementation services.

We’ve set up our business in a way that clients pay about the same rates for vastly different products. Crisis communications strategy versus product announcements. We charge the same hourly rates yet these are hardly interchangeable services. Executive recruiters grouse about the same problem. Their percentage-of-salary fee for executive placements rewards transactions, not advice. It’s frustrating, particularly for high-end recruiters like Spencer Stuart, who counsel CEOs and senior executives every day.

To combat the problem, Spencer Stuart recently launched a stand-alone research and advisory service that helps CEOs and boards measure executive leadership compatibility within proposed mergers. It works on retainer.

We need to take a page from other professional advisors. We should separate our services implementation from strategy, knowledge development, creativity and charge accordingly. Management consultants compete on price for commodity services. But most will not discount for significant strategic advice. It devalues the service ?and the advisor.

In the Internet age, brands are precious. And we’re at the center of brand management and awareness.

We help clients sustain their reputation. And we are at the heart of relationship building the foundation of public relations.

What is the value of the third party endorsement we bring to communications? This is the area of the communications business we own. Our business is built largely on influencing infomediaries so our messages are delivered more credibly.

What’s that worth? Let’s stop leaving it up to our clients to guess.

Finally, I want to turn to ethics and the ethical standards that can really define our profession and enhance its credibility. A recent survey by the U.S. trade publication, Inside PR, noted that ethics is being taken very seriously among the major firms with most including ethics training in their professional development programs and with many requiring their employees to sign codes of ethics. There are many ramifications of ethics from client service issues to client conflict issues to human resources initiatives and actions.

But, as editor Paul Holmes points out, the practice of public relations our goal to help organizations understand their publics and then align themselves with the public good is ethical in and of itself and sets us far apart from other professional disciplines. Our commitment to openness and accuracy in the media is no less high than journalism’s ethic.

Other professional services are struggling with ethical debates. The executive recruiting industry is a good example. Four years ago, the Association of Executive Search Consultants the headhunter’s best-known trade group set out to rewrite its ethical code. The old charter mixed business practices and philosophies, creating an archaic “do’s and don’ts” list that didn’t reflect the times.

After an eighteen-month study, the group adopted a separate, high-minded code of ethics, and another, narrowly focused set of “best” business practices. It was a compromise that acknowledged reality. The group lost a couple of members who thought the two-pronged approach skirted firm ethical boundaries. Others wondered how far a trade association should go in telling members how to run their businesses.

The public relations industry doesn’t even need to go that far.

Professional services like executive recruiting, management consulting and public relations should be self-regulating industries. No single trade group can or should impose ethical standards or best practices over the entire industry. We’re a business-to-business industry. We have to police ourselves. Our industry’s morality is based on how we operate, not what we say.

That’s why I’m not advocating a worldwide code of ethics, an accreditation or “quality” program or enforcement “courts of law,” which would be chaotic for the public relations business. What we do need to do as an industry is to agree on the value of promulgating and enforcing ethical behavior within our organizations and making sure that ethical self-regulation is a major differentiator for us. We need to make sure that each of our firms has a written code that our employees know about, understand and agree to. It is not enough just to say that our people all know ethics is important. They don’t know it unless they see it, live and breathe it as part of the culture.

We’ve talked a lot about other professional services today. How we compare as an industry, how we can learn from others. Looking to the future, we asked our closest competitors the management consultants the same question that we are attempting to answer: What is the greatest threat facing your industry, as well as the greatest opportunity?

For management consultants, the dizzying pace of technological change is the most vital concern. Three years ago the term “e-business” would draw a blank stare. Now everyone is clamoring to claim the “e-guru” mantle.

On a grander scale, many consultants agree a sudden drop-off in the talent pipeline concurrent with a drastic increase in size is probably the biggest threat facing their industry. Some of these larger consulting firms rival their clients in size Andersen Consulting will likely surpass $10 billion in revenues next year. Building additional services to drive growth will prove taxing and, perhaps, self-defeating. Sophisticated buyers will demand superior not just adequate services.

Consulting firms must also like us address work-life issues and develop career paths at all levels to control turnover. Even a five-percent decrease in incoming consultants would severely affect the business. And retention can’t be ignored. Fifteen to twenty percent attrition is healthy ?more than that can be painful.

You’ll be seeing more consulting firms go public as a way to compete with the dot.coms and investment bankers for limited talent. Stock options may prove attractive, but the quarterly pressures of public ownership present its own problems.

As far as opportunity, that’s a loaded question. Management consultants thrive on change, and we’re certainly living in chaotic times. As one managing partner pointed out, “we’re in the solutions business; demand is unlimited because there are always problems to solve.” While management consultants see a continuing need for their counsel, they also recognize the requirement to complement that counsel with strong execution. And this is why they are beginning to develop more communications services.

That’s good news and bad news for public relations. It means we have more competition, but it also means the value of our services should rise as those who are used to far higher pricing structures provide them.

Our future depends on increasing the value of our services and credibility of our business so we can attract better people, pay them better and keep them in public relations.

And now is a good time for us to accomplish that. Technology and the Internet specifically offers us unlimited possibilities in the way we run our agencies as well as the way we practice public relations. Communicating during organizational change and crises has become a highly valued management discipline that we own and must continue to own.

How do we take advantage of this opportunity?

We need to provide exciting and rewarding challenges for highly talented individuals, develop recruiting programs to attract them, and invest heavily in professional development to help them throughout their careers.

We need to invest in the development of business processes and consistent measurement protocols and commit to them. We need to be valuing and pricing our services differently. We are giving too much away in the process of generating business. It is devaluing the strategic and very important advice we deliver.

We should make ethics a competitive advantage, built into the cultures of each of our organizations so that ethical behavior is known as a key value in our business.

And, finally, we need to understand that our vulnerability lies in complacency, that it’s in our hands to fail꿳ot the market, or the media, or our competitors, or our clients.

I’ve seen our profession and the business of public relations evolve in many ways over the last three decades.

Perhaps the lines between professional services were a bit more distinct back then. Maybe we recognized our boundaries too much boundaries between public relations counselors and management consultants, boundaries between international markets.

This is no longer a U.S. business or a U.K. business or a European or Asian business. It is a global business that can be very rewarding for all of our firms and the people within them. And it is no longer a business that has any disadvantages in competing for a larger share of the professional services market. The 21st century should be an exciting one for all of us if we make it so. And if we do it together.

Internal Communications < ?xml:namespace prefix = o ns = “urn:schemas-microsoft-com:office:office” />

지난번에도 말씀드린것 같이 Change Management의 핵심은 Employee Communications 또는 Internal Communications입니다.

현재 미국에서 널리 공유되고 있는 Internal Communications의 패러다임을 아래글에서 구경하실수 있습니다. PR인들이 이제는 그들의 고유한 업무들을 넘어 더욱 조직 발전을 위한 Momentum이 될수 있다면, 과연 그 같은 PR프로그램의 실행 목적은 무었이어야 하는지, 어떠한 새로운 시각을 가지고 자신을 개발해야 하는지, 또 어떠한 자질이 우리들에게 필요한지를 잘 설명해 주고 있는 아주 깨끗한 글입니다. 문장하나한가 버릴말이 없는 좋은 글입니다.

바로 이전 글에서 말씀드린 전략적 PR 컨설턴트 Grates씨의 뉴스레터에 들어 있던 글인데, 새삼 그 명쾌한 비젼설정에 감탄하며, 이렇게 여러분들께 나누어 드립니다.

아래의 글의 깊이와 범위는 대학원 1학기의 강의로도 소화하지 못할 거대한 것입니다. 잘 프린트 하셔서 출퇴근이나 등하교시에 음미 바랍니다.

어지러운 제글을 읽으시느라 수고들 하십니다. 그지만, Grates씨는 다르더군요..

그럼 전 “홍보!”

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Moving Beyond Employee Communication…

Making the Quantum Leap from Crafting Messages to Maximizing Organizational Effectiveness

Internal communication is no longer about monthly newsletters, quarterly update videos, intranets, themes, events and employee suggestion boxes. Internal communication is evolving to a new level, where the focus is on accelerating decision making, challenging people’s knowledge, and providing information that leaders, managers and employees need to make decisions and launch initiatives. Going forward, strategic internal communication will be about improving organizational effectiveness, starting with leadership behaviors and managerial actions, not employee messaging…

When did the notion of employee or internal communication become “chic?”

In a recent article, a respected public relations trade publication lamented the fact that the “largest public relations firms have failed to take advantage of the opportunity presented by the burgeoning importance of internal communication.”

That neglect seems to be waning as evidenced by the recent spate of announcements by large public relations firms that effective internal communication is in fact an important component to organizational success.

Pretenders vs. Contenders

Interestingly, this new found “discovery” of employee communication as a critical management tool by large public relations firms has resulted in the formation of a “strata” in terms of type, scope and thinking associated with delivering counsel, advice and services.

“There is now a strong distinction among the many firms touting employee communication as a practice,” explained Gary F. Grates, President of GCI BoxenbaumGrates, a unit of GCI Consulting, the recognized leader in strategic internal communication and change management. “While we welcome the additional emphasis on internal communication, it is safe to say that what is currently being delivered is, in fact, almost a decade behind the times,” Grates noted. Employee communication has evolved into maximizing organizational effectiveness. It means that professionals in this field need to have a strong knowledge and appreciation of business and organizational behavior including management theory, management models and behavioral psychology. Against this backdrop is an understanding of leadership and its intersection with organizational communication,” Grates stated.

Grates, who has been personally practicing internal communication since the early 80s, and the firm, which has been at the forefront of progressive internal communication practices since the early 90s, states that savvy clients must discern between those that profess an understanding and expertise in this area (Pretenders) and those that legitimately have the interest, credentials, experience and base of knowledge (Contenders).

“The litmus test is the firm’s ability to view internal communication as a management philosophy,” Grates concluded. Successful internal communication efforts are focused on management development and attention and integrated with other important functions of the business including marketing, sales, product development and production.

A Look Back

First and foremost, internal communication practices within agencies have long been viewed primarily as a stepchild;a view that was repeated at most corporations. With a charter that included “fostering goodwill and creating understanding of leadership’s objectives among employees,” the internal communication function was typically relegated to producing events and parties, distributing trinkets, celebrating anniversaries and other milestones, producing messages, publishing monthly newsletters, writing executive speeches, and implementing other “feel good” activities. In other words, it was the official propaganda machine for the organization.

This was in keeping with the times. From the 60s to the early 80s, internal communication reflected the organization’s bent on producing enough products to meet demand. As Tom Peters has said, “management during this period could not screw up if it tried.” In that post-World War II environment, the focus was on production, manufacturing, efficiency and distribution.

Of the same genre, yet on a somewhat different level, was benefits or HR communication. Practitioners of this type of internal communication focused on disseminating specific information, including instructions and updates related to benefits, pension plans, insurance, wellness campaigns and other company-sponsored programs. In both cases, the focus was on distilling information from the top level down and using a variety of vehicles to disseminate it to employees. While these types of communication helped to maintain employee awareness and understanding of certain messages and information, the internal communication function did little to increase understanding, affect behavior or otherwise direct people’s attention to the future.

For some, this is still the reality. Depending on whom you talk to, traditional employee communication is still being practiced, in more and less sophisticated ways, at many companies and agencies.

Yet, as today’s savvy business leader now knows, yesterday’s idea of employee communication is no longer plausible in a world where technology and the hectic pace of business are redefining how companies communicate both internally and externally and where people are more sophisticated (e.g., mature and immune to corporate speak). As a result of this pressure, communication has been changing accordingly, particularly during the late 80s and 90s, when communicators began to shift the focus from message delivery to message development albeit against a backdrop of corporate initiatives, strategic goals and financial targets.

The early 80s have been described as the undoing of the deals which formed the conglomerates in the 60s and 70s. Spurred by the oil crisis, the influx of foreign products, services and investment and a new instrument, junk bonds, which gave rise to a new breed: the raider.

Junk bonds and leveraged buy-outs provided new financial instruments and strategies that forced poor management’s out and organizations to determine the real value of their enterprises.

Reengineering, restructuring, M&A activity and the like began to dominate the business headlines as leaders scurried to eliminate waste and improve shareholder value.

This resulted in the need to recruit, retain and motivate talented employees so as to produce the value inherent in the organization. It is during this time that internal communication began to transform itself.

Internal Communication as a “Critical Organizational Priority”

Now, as we stand on the brink of a new century, the true transformation of internal communication &#8211; from necessary function to critical organizational priority is already underway.

As Alvin Toffler, noted futurist and author has stated, society is moving from the Industrial Age to the Information Age. In this new environment where information is abundant, competitive advantage lies in an organization’s ability to affect the behaviors, attitudes and actions of its employees. The end result is a workforce that can make decisions quickly, accurately and consistent with the business strategy.

At GCI BoxenbaumGrates, we believe a more accurate depiction of internal communication can be described as the concept of improving “organizational effectiveness.” In this framework, communications is practiced in a strategic manner &#8211; accelerating decision-making, challenging people’s knowledge, and providing relevant and timely information.

From this perch, internal communication is focused on understanding the true underpinnings of operational and performance including:

* Through what operations is structure actually designed?

* Through what operations does a leader impact a manager, employee and customer?

* Through what operations do rewards and consequences affect change?

* How are decisions made in the organization?

* How is strategic planing defined and used in the organization to effect change in operations and behavior?

* How is risk managed?

* How clearly is success defined?

* What are the interactions of individuals within the corporate environment?

* How is information generated, shared, interpreted and used?

* How is the organization contributing to self worth, self-actualization?

* What are the values of employees throughout the organization? How do they match with organizational goals?

* How much of the marketplace customers is part of the internal dialogue?

Another characteristic of this environment is that people are constantly reevaluating their skill sets and reinventing themselves. In terms of credibility, it’s experience that counts, not words, and people are judged by their deeds, not just their intentions. Importantly, leadership does not exist solely to lead; rather, leaders are there to assist and facilitate others in getting results.

Put succinctly, organizational effectiveness, or the institution’s ability to operate profitably, functionally, socially, strategically, innovatively and humanly, is the next management frontier. This new management model brings together the right mix of communication, leadership and team building to create an openness and an exchange that’s fostered by the right technologies and the right skill sets.

What’s more, organizational effectiveness is a behavioral-based model, embedded in a belief that sharing the right information with the right people will result in decisions being made for the organization. The concept is so powerful, in fact, that savvy corporate managers recognize organizational effectiveness as the foundation for distinct and sustainable competitive advantage of the future.

Institute for Excellence Think Tank Formed

In 1998, in an effort to help lead a new generation of communicators, leaders and managers into this new frontier, Boxenbaum Grates, Inc. formed the Institute for Excellence in Employee-Management Communications, A Think Tank on Organizational Effectiveness. The Institute was designed as an umbrella entity for continuous learning, improving organizational effectiveness, and meeting business objectives through strategic internal communication.

Based on its initial work, the Institute recently reported that organizational effectiveness is a function of eight key considerations, all of which intersect with strategic internal communication:

Talented employees;

Motivated employees;

Sound business strategy;

Competent leadership;

Clear-cut decision-making;

An ability to communicate clearly;

Customer/marketplace focus; and,

Progressive systems to monitor the prior seven considerations.

The key variable in this new model, however, is leadership. Leadership is responsible for ensuring that all considerations are in place and appropriate. Consequently, the linkage between leadership and strategic communication is direct and especially profound. For leaders to be successful, they must build relationships and here is where strategic internal communication can make or break the paradigm.

A Distinct Difference

Establishing itself as the leader in this category, GCI BoxenbaumGrates has developed a proprietary methodology for delivering valuable counsel and services to strategic business thinkers seeking unconventional solutions to business issues.

This methodology comprises four areas:

Leadership: Through its actions, style and decisions, leadership can instill the appropriate mindset around the organization’s strategy, set the managerial and operational tone and provide continual focus on the future.

Management: This group is charged with making the organization successful through the behaviors, actions and attitudes of its people.

Structure: This is the design for the organization’s strategy and the roadmap for employee understanding and decisions.

Communications: Is the enabler of leadership, the dialogue of management and the oxygen for employee existence within the organization.

Approaching almost any client assignment from this vantage point provides GCI BoxenbaumGrates with the proper frame-of-mind and the ability to discern between problem and symptom, providing clarity and focus to leadership planning and decision-making.

New Research: The Missing Link

While employee opinion studies and internal newsletter readership surveys have long been tactics of employee communication departments, resulting recommendations could only be crafted against what was measured. A key component to practicing strategic internal communication is relevant, targeted research and analysis. It is at the core of leadership credibility, planning and activity.

Now more, than ever, business leadership must discern between problem and symptom as it relates to organizational performance. Oftentimes, incredible amounts of time, energy and resources are spent dealing with symptoms and never attacking the root cause.

“Such misguided efforts have plagued managerial effectiveness since many initiatives and communication campaigns were based more on intuition than fact,” said Dr. Robert Berrier, president of Berrier Associates, Inc. (Narbeth, PA) one of the country’s leading research firms. “This laissez-faire approach can no longer survive in today’s competitive environment.” In an exclusive partnership with GCI Consulting, Berrier Associates employs primary and secondary research in order to gain compelling insights, impactful programming and measurable results.

Through progressive, state-of-the-art proprietary research designed to obtain the deep insights and understanding needed to engage in meaningful communications and managerial behaviors, GCI BoxenbaumGrates has set itself apart from the professional service firms who have claimed to have expertise in this area.

Strategic Internal Communication & “Organizational Ability:”

It’s How You Think vs. What You Do

There’s no doubt about it, strategic internal communication can and does enable organizations to effectively and efficiently deal with a changing environment by engaging a highly-skilled workforce to assimilate and interpret new information quickly for competitive advantage.

Yet, as we look out today, few professional service firms are practicing this new level of communication. Indeed, most still package their tactical experience under a “strategic” banner in hopes that this one-size fits-all approach will generate the results needed to drive an organization. To move beyond this narrow definition of internal communication and practice this new model, firms must bring a varied and deep understanding and appreciation for a variety of non-traditional disciplines and backgrounds, including business strategy and trends; management theory and models; opinion formation and influence; research; organizational architecture and structure; credibility; relationship building; organizational imprint or genetics; organizational decision-making; power of symbols; behavior; reputation and image-building. But what will it take to create this type of necessary sea change?

As Peter Drucker, the noted management guru recently observed, “the new information revolution is about…redefining information; what is needed is new concepts. In one enterprise or another, top management people during the last few years have begun to ask, ‘What information concepts do we need for our tasks?’” The implication for public relations, according to Drucker, is that the function must evolve to become the ears not the trumpet of the new organization. In the future, the focus of communication will be on explaining and interpreting and on determining new ways for managers and employees to connect and keep the dialogue going. Instead of worrying about their grasp of the organization’s mission and vision, leaders and communicators will work to ensure employees’ awareness and knowledge of customers, the company’s positioning, the organization’s health and their daily contribution.

A Look Ahead

The advent of Toffler’s Third-Wave Information Society has produced an economy that is challenging everything we have grown accustomed to relationships, management models, expectations, services, products, wealth-creation. From a strategic internal communication standpoint, providing context, direction, information and sound management decisions are essential to helping organizations thrive in this ever-changing landscape.

This means professional service firms must move quickly to understand and apply new thinking to traditional management concepts. New ideas and techniques must be explored and applied to handle today’s and tomorrow’s issues and opportunities created by the information-based economy.

A glimpse at the organization of the future reveals that strategic communication will facilitate a culture of learning, where people share their best (and worst) practices; performance appraisals are used to assess learning activities; flexibility and risk taking are rewarded and people are encouraged to take responsibility for their own learning, budgets and opportunities.

Granted, the new frontier may represent a brave new world for the internal communication function, yet only if communications professionals recognize the need and accept the responsibility for making the quantum leap from necessary function to critical organizational priority.

Change Management (Transformation Communications)3 < ?xml:namespace prefix = o ns = “urn:schemas-microsoft-com:office:office” />

며칠의 휴식을 지내고 다시 이렇게 Change Management의 세번째 글을 올립니다.

오늘은 연휴중 하루이기 때문에 간단히 하나의 글만 소개 할까 합니다. 미국의 커뮤니케이션 컨설턴트 중에 Gary Grates라는 분이 계십니다. 그는 전략적 커뮤니케이션의 다양한 방면에 대한 전문성으로 “권위”를 인정받고 있습니다. 현재 미국전역에 커다란 컨설팅 펌을 경영중이며, 거대한 기업군들에게 강력한 영향력을 행사하는 저희 같은 조무라기 PR인들에게는 큰 선생님이자 선배님입니다.

저도 학교에 있을때 그분에게 몇번 어렵사리 연락을 취해 겨우겨우 그의 비서로부터 자료제공을 받아 본적이 있습니다. 저의 Strategic Communications컨셉은 많은 부분이 Mr. Grates로 부터 왔다고 해도 과언이 아닙니다. 저의 글을 읽어 오셨던 분들은 오늘 그분의 글이 제가 주장해 왔던 것들과 얼마나 흡사한것 인지를 아실수 있으실겁니다.

약간 길지만, Change Management에 관심을 가지신 분은 잘 읽어 보십시오.

Change Management는 확실히 떠오르는 PR분야의 신천지입니다. 수요도 많고, 그 영향력도 엄청납니다. 관심을 가져보시죠.

오늘 Grates선생의 글은 Momentum에 관한 글입니다. Change에 있어서 Momentum은 Change의 존재 유무와도 관계가 있습니다. 과연 Momentum은 무었일까요..

어떻게 우리 PR인들이 조직내에서 변화를 위한 Momentum을 창조할수 있을까요.

Take a look…

그럼 “홍보!” in 추석

*******************************************************************BUILDING MOMENTUM: A PRECURSOR TO BUSINESS GROWTH

by Gary Grates

For today’s leading corporations ; and for every would-be leader ; constant growth is imperative. Yet growth can’t be sustained without a deliberate corporate-wide strategy to build momentum. For communications professionals the opportunity has never been greater to link strategic communications to a company’s growth plan.

It’s the force behind nearly every business decision, from mega mergers like Disney & Capital Cities/ABC to dramatic downsizing initiatives like Sunbeam and headline-making executive appointments, like AT&T’s John Walter. It’s the mantra being chanted in boardrooms, on factory floors and during annual meetings of companies worldwide. “It” is the relentless quest for growth. But while growth may be every company’s number one priority, many chief executives and management teams are still uncertain about how to achieve and sustain the growth needed for leadership ; or even survival ; into the 21st century.

Consider two specific problems that hamper the corporate pursuit of growth and the leadership position. First, many businesses are still suffering from the effects of the “downsizing decade,” including lost expertise, sagging company morale, and in some cases, customer concerns about the company’s reliability. Second, the increasingly competitive global economy means that growth in itself will not be enough to secure or defend a leadership position. Any company developing a strategy geared to maintaining its current pace will be left behind because the pace is constantly accelerating.

What many of today’s CEOs are discovering is that growth is merely a measure of where their company is at a specific time in relation to its past performance and the current competition. A more relevant measurement ; what Boxenbaum Grates refers to as “The Momentum Factor” ; helps to determine whether the company aiming to capture or keep the lead position is not only growing, but has the built-in momentum to carry itself to the head of the pack as the pace speeds up. Building and sustaining this momentum is where strategic communications has the greatest opportunity to play a significant role.

Defining Momentum

Momentum begins with an attitude. It starts at the top and then spreads throughout the organization to impact everything from product development and employee compensation to customer service and supplier relationships. In physics, momentum is defined as the force of motion. In business, momentum becomes a key measure of whether a company is growing. This key to corporate survival is hard to grasp because it’s a soft concept made up of feelings, beliefs and even perceptions. That’s why momentum is often considered fragile ; it can be created or destroyed by the fleeting thoughts and actions of dozens of different constituencies, from shop floor employees to top management, from suppliers and customers, from the media and the general public to competitors and government regulators. On a more positive note, momentum can also be harnessed and directed by a carefully orchestrated strategic communications program.

It’s easy to spot companies with momentum ; and those without it. Take for example the case of Coca-Cola and IBM and their sponsorships of the 1996 Olympic Games in Atlanta. Twenty corporate giants, including Coke and IBM, each spent $40 million as official sponsors. Yet, IBM, in particular, very likely lost ground because its widely touted expertise and equipment couldn’t track results and other data as promised, triggering internationally publicized complaints from Olympics officials.

Many experts believe that this highly visible ; and very expensive ; incident represented a loss of momentum for a company who was on the upswing. Coke, on the other hand, used the Olympics effectively to continue to fuel its momentum. The company’s all-out “fans-oriented” publicity campaign not only sold lots of Coke, it also created the sort of positive experience that helps to build momentum for Coke Chairman and CEO Roberto Goizueta’s commitment to “adding strength to the world’s strongest brand” and “making Coca-Cola the preferred beverage everywhere.” The momentum built by Coke was a result of a fully- integrated, coherent communications strategy that worked together to support Coke’s standing as the world’s strongest brand.

Creating Momentum

If momentum is the precursor to business growth, how can a company create momentum? By its very nature, it’s possible to manipulate momentum to achieve the desired effect ; in this case, growth. As many successful organizations have shown, the most effective way for a company to create momentum is to use strategic communications to define and disseminate the core message and then, foster an ongoing dialogue with key constituencies to make sure the message is working and enabling the company to move forward.

As a company in dire need of a dramatic turnaround in the 1980s, Goodyear provides an excellent example of a company that used communications to build momentum and fuel growth. While Goodyear’s Aquatred tire was a breakthrough product with the potential to revolutionize the marketplace, a closer look reveals that it was the way in which the company chose to market the tire that helped to change the tide for Goodyear. In lieu of a multi-million dollar advertising launch campaign, Goodyear opted to use a strategic communications campaign to create word-of-mouth excitement for the “wet traction” tire among its employees, dealers, automotive manufacturers, the automotive press, the financial community, and ultimately, consumer demand for the tire.

This powerful strategy enabled Goodyear to increase its brand equity, enhance its reputation with multiple audiences, and best of all, increase sales. As Goodyear CEO Stanley Gault noted during a post-launch debrief, the Aquatred launch helped to prove to everyone from the investment community to the automotive media to the financial press to dealers and competitors that Goodyear was “on the go.”

For any company poised to move into a “growth phase,” there are several considerations to keep in mind. First, there must be an understanding that a well-designed and carefully managed strategic communications program will be vitally important at all times, particularly for companies pursuing rapid growth and market dominance. Second, even during periods of calm, an effective communications program will earn dividends in the form of knowledgeable, more productive employees and more loyal customers. And finally, communications is essential to creating momentum, which in turn is essential to building and sustaining growth. For companies looking to create a pro-growth environment, top management’s pro-communications stance must be replicated throughout the ranks. This includes taking to steps to re-educate management teams whose mindset and compensation are linked to downsizing and cost-cutting, and instilling the new wave skills of growth management. These leadership-focused skills include a better way of dealing with customers, employees, suppliers, communities, media, and products themselves, and focusing on the positive values of communications, momentum and growth.

Top-down corporate strategy should include activities that will grab attention, build excitement and commitment, and generate measurable results within the organization and externally in dealing with customers, suppliers, and other groups such as government regulators and the general public. Successful implementation requires a growth plan with measurable goals; a company-wide communications program that aligns internal and external messages with company goals, and a continuous monitoring and evaluation system that incorporates weekly, monthly, quarterly and annual planning, goal setting and results measurement.

Setting Momentum in Motion

It may seem spontaneous to some, but momentum is the result of a well-planned and well-focused communications effort. Typically, momentum starts at the top, and if it’s communicated successfully, it permeates every aspect of an organization. The case of the turnaround of Continental Airlines offers a powerful example of how President and CEO Gordon Bethune used communications to fuel momentum and ultimately, growth, when he took over the ailing airline.

By proclaiming a simple, yet meaningful, message for all target constituencies ; “Continental flies on time,” Bethune was able to reenergize employees and customers and initiate an ongoing dialogue that helped to propel Continental back to the black. As part of his communications campaign, Bethune walked the picket lines to talk to pilots, set up an 800 number for employee complaints, instituted a profit-sharing plan, started paying bonuses based on the airline’s on-time record, replaced the “customer-complaint” department with the “revenue-protection” department, and visited 15 cities to hand-deliver the message. Committed communicator Bethune quickly made it clear that he knows where the buck stops;and where the dollars start. He initiated the process of reviving a moribund Continental by making a personal and corporate commitment to putting the customer first in every way from flying on time and handing out aspirin to delivering bags to the right airport;every time. Just as importantly, Bethune recognized that to generate the ideas and focused energy needed to make this happen, “We have to rely on the judgment of the people who really run this airline;the gate agents, the baggage handlers, the flight crews, the reservationists.” There’s ample proof of the rewards for Continental and its stockholders. An Air

Travel Consumer Report from the Department of Transportation on the seven largest U.S. carriers ranked Continental #1 for on-time arrivals, #1 for baggage handling and #1 for fewest complaints for both the fourth quarter of 1995 and the first quarter of 1996. A J. D. Power/Frequent Flyer magazine independent survey in June ranked Continental tops among the nine major U.S. airlines in customer satisfaction on flights over 500 miles ;making Continental the first airline to jump from the bottom of the list to the top in a single year. Now earning record profits, Continental has moved from near bankruptcy to posting five straight record quarters and a tidy $750 million in cash.

Regaining Momentum

As noted earlier, another characteristic of momentum is its fragility ; for many of the world’s most admired companies, momentum is easy to build and even easier to lose. Take for example the case of the Walt Disney Company. By the early 1980s, the tremendous momentum created by Walt Disney had almost come to a halt. The Disney brand had been allowed to languish until Michael Eisner and Frank Wells teamed up in 1984 and decided to leverage the brand through an aggressive and highly effective communications program ; internally and externally. The effort served to refuel the company’s momentum and ultimately, helped to transform Disney into one of the world’s fastest growing and most exciting business empires.

When it comes to rebuilding momentum, Coca-Cola’s Chairman and CEO Roberto Goizueta is another dedicated disciple of using orchestrated communications ; and an unorthodox approach ; to fuel growth. Challenged by competition externally and by the risk of complacency internally, Goizueta took the unusual step of bypassing Madison Avenue in 1991 and turning to Creative Artists Agency, Inc. (CAA), the Hollywood talent agency in 1991, in an effort to reenergize the Coke brand and infuse the Coke “experience” with the excitement that had been lacking. Throughout his tenure, Goizueta has been very successful in developing a simple, energizing message and delivering it using a focused, non-stop strategy. According to Goizueta, it’s a three-step approach: State expectations. Meet or exceed those expectations. Repeat.

Goizueta isn’t alone. Several top executives are using strategic communications to manage change and capture growth. In today’s competitive environment, the formula for a successful growth plan includes:

Crafting the original vision statement ; such as on-time flights in the case of Continental Airlines ; based on working closely with core constituencies such as employees and customers

Using a simple message as the foundation for action

Maintaining open communications by listening and responding to employees and the marketplace

Creating excitement and energy surrounding new products, new initiatives, new ways of doing business to build the commitment ; and momentum that will fuel and sustain growth

In terms of regaining momentum, there is perhaps no better example of a company that effectively communicates a simple message than Chrysler. Whatever Chrysler does is designed to be consistent with the company’s desire and strategy to “focus on its core automotive business.” Chrysler’s sharp focus explains the more than $1 billion the then cash-strapped company paid to create the Chrysler Technology Center that was a key to Lee Iacocca’s plan to reinvent Chrysler. The “cars-are-core” focus explains why Chrysler sold off Thrifty Rent-A-Car, Electrospace Systems and Chrysler Technologies Airborne Systems. It’s also the driving force behind Chrysler opening up its previously off-limits Design Studio to show off the cars of the future and position Chrysler as the manufacturer with the foresight and vision to build them.

But the most important change at Chrysler was attitudinal. Overall direction, in the form of a clearly and repeatedly stated focus, came from the top. And in a move considered radical for the automotive industry, Chrysler instituted a company-wide two-way communications program to ensure that ideas could flow freely and quickly in all directions. The result of this momentum? Chrysler ended the second quarter of FY’96 with $8.8 billion in cash and 16.2 percent of the car and truck markets (up from 14.8 percent the previous year). Industry analysts and car buyers agree that Chrysler simply builds better cars today. Yet at the same time, Chrysler’s success drives home three obvious, but often overlooked, lessons: First, building better products begins with linking communications to a management mindset; secondly, integrating communications to a company’s growth strategy; and third, best products in the world will fail to achieve their full potential in volume and value without a communications program to deliver regular and credible information about them and the organization to the world at large.

Sustaining Momentum

Today’s leading companies win because they have successfully integrated strategic communications into their corporate culture. Their leaders realize that there are no longer two separate worlds ; the internal company world and the external customer, investor and supplier worlds. All must be handled as parts of a whole where partnering has become not only a reality, but a necessity for competitiveness and growth. Unless there is an established pattern of excellent communications within the company, there will not be adequate communications with customers, suppliers and investors. The competitive world of tomorrow necessitates an ongoing dialogue involving many people and many interests. This is how great companies create momentum and maintain growth.

So, how’s your business building momentum?

((부록))

Chrysler’s CEO on Momentum:

Robert J. Eaton, Chairman of the Board & Chief Executive Officer

“In 1991, Chrysler Corporation did something no other company has done before. We took the entire company apart from top to bottom and restructured it to focus on one thing;the customer.

We understand customers will leave for the competition for any number of reasons, big or small. That’s why we started our Customer One Program… Customer One involves training every member of the Chrysler organization about customer focus. The results have been tremendous and continue to form the backbone of our success.

Another way to hold on to our customers is to offer a superior product. So we got rid of old traditional production methods and developed integrated platform teams. Designers, marketers and engineers work together from the conceptual stage of a new vehicle all the way through actual production. This saves time and money and most important, eliminates mistakes before production. We’re also empowering our teams so they can feel true ownership in their work and be proud of their accomplishments.

“Customer feedback is also vital. We ask customers what they like best about particular competitors’ models, like trunk space or seat comfort. We then benchmark our cars with the best of the best and then go one step further. In addition, our Customer Advocate Program allows dealers to get in instant contact with engineers here at the Tech Center if any problems should arise. This way problems are addressed quickly and correctly the first time.

“Don’t get the idea Chrysler is content to be where it is, because it isn’t. In fact, we’re giving employees “stretch goals:” an improvement in some aspect of production by at least 50 percent. This is a huge commitment and, when achieved, adds incredible value by reducing the number of steps it takes to get things done. We’re also working more closely with our suppliers, sharing new ideas, and improving production methods.

“So, where is all this change taking Chrysler Corporation? Well, if you ask any Chrysler employee, you’ll get the same answer;to the top. That’s right, our goal is to be the number one car maker in the world by the year 2000! We’re on the right track. It’s just a matter of maintaining the momentum.”

Change Management (Transformation Communications)2 < ?xml:namespace prefix = o ns = “urn:schemas-microsoft-com:office:office” />

오늘은 두번째 시간입니다.

Change Management의 핵심은 어떤 분야가 되겠습니까?

Employee Communications입니다. Change의 핵심이 인간이기 때문이지요.

Structure를 바꾸는 이유는 그 Structure자체가 경쟁력을 생성하는게 아니라 그 Structure에서 일하는 사람들(Employee)을 더욱 경쟁력 있게 일할수 있게 분위기를 만들어 주는 겁니다. 조직이 Downsizing을 겪어 기름기를 뺀 Slim한 조직으로 다시 태어낳다면, 그 조직속에 남아있는 생존자들에게는 더욱 잘 일할수 있는 환경을 만들어 주어야 합니다. 그러나 실제로는 생존자들에게도 더욱 더 허리띠를 졸라매라는 식의 다운사이징 형태가 많지요.

이런방식은 성공키 힘듭니다. 생존자들의 충성심을 이끌어 내기위해서는 이상적인 업무 환경과 더욱 폭넓은 Empowerment와 나아진 봉급을 제공해야 합니다. 그래야 그들에게서 이전 보다 향상된 생산성과 업무의 효율성을 거둘수 있습니다.(중소기업 사장님들 명심하시죠.. 구조조정이 사람을 짜르고, 남아있는 봉급자들의 봉급을 줄이는 것 만은 아닙니다.)

많은 구조조정의 노력이 실패를 하는데, 그 원인을 분석해 보면 많은 퍼센테이지가 변화의 시기에 Employee들과의 커뮤니케이션 실패에 그 원인이 있었습니다. 구조조정을 윗사람들이 칼을 휘두르는것으로 이해하던 시대는 지났습니다. 구조조정은 조직의 발전을 위한 미래지향적, 발전지향적인 조직 변화활동입니다. 그리고 이는 단편적이거나, 일회적 활동이 아닙니다. 끊임없이 연속되어야 하는 조직의 운명같은 겁니다.(흔히들 구조조정이 완결됬다는 말을 쓰는데, IR을 하면서 투자자 및 주주들에게 투자에 대한 확신을 주기위한 달콤한 말은 될찌라도, 진정한 의미에서는 거짓말입니다.) 보십시오, 앞으로도 우리나라의 기업들은 외국기업들과 경쟁하며, 더욱 많은 사람들을 다운사이징(구조조정적 의미내에서) 할겁니다. 그들의 조직구조 자체도 계속 개편 또 개편될거구요. 그래야 삽니다.

이렇게 변화하는 조직속에 가장 중요한 Employee들은 충분한 커뮤니케이션적 지원을 받아야, 그 해당 변화를 성공적으로 이루어 낼 수 있습니다. 그들이 불필요한 인식과 두려움을 갖는다면 이 변화의 결과는 뻔한거지요.

구조조정에 있어서 Employee들이 가지는 감정으로는,

해직에 대한 불안감

미래에 대한 두려움

회사에 대한 충성심 저하

생산성 저하

업무 효율성 저하

회사에 대한 화(Angry)등이 있습니다.

이러한 Employee들의 반 변화의 감정은 정직하고(Honest), 시의적절하고(Timely), 정확(명확)한(Clear) 커뮤니케이션적 노력을 통해 통제(감소) 해야 한다는 게 일반적인 이론입니다.

이러한 기본적 커뮤니케이션적 자세는 강력한 비젼을 향해 있는 “조직 발전지향적 기업문화(Corporate Culture)”를 바탕으로 전개 될때 그 효과의 극치에 도달할수 있습니다.

강력한 비젼이 사원들에게 공유되어 있고, 업무 하나 하나를 통해 기업의 Value를 구현하며, 그들의 마음속에 공통적인 Mission이 존재할때 그 조직은 불멸한다고나 할까요..

이러한 기업문화적 요소들이 조직발전적인 방향으로 정렬되어 있으면, 구조조정이라는 것은 너무나 쉽고 효과적인 조직 변화 행동이 될겁니다.그래서 평소에 바람직한 기업문화를 창조해야 하는 이유가 바로 여기에 있습니다. 변화에 쉽게 적응할수 있는 기업 문화, 그러나 변화에 걸림돌로 작용하는 기업문화가 매우 많은게 현실입니다.

이글을 읽으시는 인하우스 홍보인 여러분은 한번 Corporate Culture Audit을 해보세요. 과연 우리회사의 기업문화는 변화친화적인가, 얼마나 변화시에 적응을 잘 할수있게 디자인 되어있는가를 살펴보십시요.

앞으로 더 큰 변화를 대비해야 하니까요.

구조조정의 단계별로 Employee Communications은 다음과 같은 역할을 합니다.

구조조정 이전: 불필요한 Employee들의 감정 통제(Honest, Clear,Timely), 변화에 대한 교육, 비젼에 대한 정렬작업, 기업문화 분석,변환,강화작업

구조조정 중 : 불필요한 Employee들의 감정 통제(Honest, Clear,Timely). 변화에 대한 적절한 정보 전달, 생존자들에 대한 적극적인 감정 통제

구조조정 이후: 불필요한 Employee들의 감정 통제(Honest, Clear,Timely). 생존자들에 대한 Special Care(생산성 향상, 회사에 대한 충성심 고취)

*** 그러나 가장 중요한 구조조정 이후의 Employee Communications의 역할은 Survivor들에게 어떤 형태의 업무방식, 사원 자질, 지적 수준등을 조직에서 필요로 한다는 암시 및 교육을 하는 것일겁니다. 이는 하나의 큰자극으로서 Survivor들에게 조직을 발전시키는 추진력 그자체가 되게 하는 방법이지요.

그러나 이러한 통제 및 관리적 시각만 있는건 아닙니다.

Survivor들에게는 또한 환상적인 업무 환경을 제공하고, 각자의 업무에 대한 강력한 Empowerment를 보장하여, 자율적인 생산성 및 업무의 효율성을 고취시켜야 합니다.

해마다 Fortune잡지에서 미국에서 가장 일하기 좋은 회가 100개를 뽑는데, 그들 기업들이 꼭 높은 봉급만을 제공하는 회사들의 랭킹은 아닙니다. 봉급은 그저 그래도 업무 환경에 있어서 환상적인 곳이 더 많습니다. 환경이 곧 생산성과 직결 된다는 것을 경영층이 알기 때문이지요. 그리고 그 기업들 중에는 재미있고, 의미있는 기업문화를 가진 기업들이 참 많습니다. 생각해 볼 일입니다.

미국에는 심각한 구조조정의 물결을 넘어 이제는 변화가 생활이 된 조직의 행태 속에서 직원들이 구조조정의 물결속으로 가라앉기를 거부하고, 그 물결위에서 서핑을 즐기고 있다고 할 수 있습니다. 다이어몬드 서핑보드와 골드 칼라로 무장한 신 변화의 직업인들이 바로 그들입니다. 이는 조직의 구조조정이 인력 자체의 구조조정이라는 훌륭한 연계 효과를 이끌어 냈다는 의미가 되겠습니다. 인간은 언제나 변화에 재빠르게 적응하게 되어있다는 얘기도 되겠지요.

오늘의 글은 Change Management의 핵심인 Employee Communications에 대한 Sandwick USA의 사장과 부사장의 글입니다. 약간 무게(?)가 있고, 이전 글들과는 다른 형태이지만 배울게 있습니다(Electronic Communications와도 연계하여 설명을 하였습니다.) 즐겨보시죠.

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NEW RULES FOR EMPLOYEE COMMUNICATIONS

In the wake of a wave of restructurings, and the emergence of new communications technologies, the ways in which American corporations communicate with their employees need to change. Richard Kline and Betsy Buckley of Shandwick USA have some suggests.

The times are changing. The people we need to communicate with today are different from those we were responsible for communicating with even three years ago, let alone ten years ago. The computer, the fax, the Internet, other forms of electronic communications have forever changed the tools of communications. And the changes in the structure, the missions, and the systems of today’s workplace have definitely changed the messages we are conveying.

Major companies in America today are facing confusion and difficulties in communicating with their workforce in a meaningful way, according to a survey of Fortune 500 companies conducted by Shandwick USA to evaluate the use and value of employee communications methodology and to explore executives’ expectations for future communications programs. The findings reveal that corporate executives today are concerned about the changing times and the changing makeup of the workforce, and that they recognize the need for enhanced communications systems.

So, how can corporations do this? In order to make change work for us, not against us, as we communicate to the workforce of the future, we’ll need to explore four areas:

the real causes of all this change;

today’s “best practice” tools;

the message we need to deliver;

the lessons learned from looking at this new model.

The context we are all living in – and trying to communicate in – is very, very different. What causes those differences?

Many of us come from organizations that were organized vertically. There was a relatively traditional hierarchy, and it was through that hierarchy that communications flowed. The CEO communicated with his (yes, he was male) senior management reports; they communicated with theirs, and so on down the line. Several people describe the new approach as “cascading communications.” The difference is that now the cascade flows like a raging river, in terms of timing. Communications is scheduled on the hour, replacing the more deliberate and methodical systems of the past.

Many of today’s organizations still retain parts of the hierarchical model but have added some horizontal relationships. This often requires simultaneous communications at both the corporate level and the operating company/division/business unit level. Timing may be parallel, and key messages may be similar, but tone, pacing and details need to be very different.

A new “wrinkle” in organizational structures, as we have moved into global communications, involves “the regions.” Some companies now have this third group as a diagonal line, and when trying to communicate simultaneously with them, we run directly into the 24 -hour-day phenomenon.

Even our sense of “internal” communications has changed. Our workforce definition may no longer include just our 40-hour workers. Many companies are using contract employees as partners; others are outsourcing whole staff functions to various service- providing entities. Accessing these people through traditional workforce communications procedures may not work.

And finally, where are the employees? We used to be able to link strategic business units to specific locations. It was easy to convey one set of messages to one place. In the changed environment, these people could be many places, and if some of them don’t have a mail stop, they aren’t going to be able to receive your four-page employee newsletter, especially if they aren’t yet hooked up to e-mail.

There are also demographic factors creating change. Our workforce is more female, and as we turn the millennium it will be more Asian American, more Native American, more African American, more employees of different cultures, different backgrounds. These demographic changes are matched by psychographic changes: lifestyles so fast that they dictate soundbites and long-distance commutes that offer opportunities to digest information which may be best received through suggest audio-tapes for one group, print materials for another, and discs or CD-ROMs to be read on the laptop for a third.

A newsletter that used to take three weeks will now become old news in three days. The fax, the cell phone, and the pager have all contributed to speedy communications and speedy expectations. The workforce of today expects their information now, and that means change for us.

Electronic communications – e-mail and voice-mail, for example – are terribly useful tools, but only when people are taught to use them. In our survey, only 15% responded that they had any communications training for use of either of those tools.

Think of the promise, the opportunity – and the challenge – of communicating via the internet. Yes, fire walls can be created. Yes, intranet communication is here for some companies. Thirty-seven of the companies we interviewed had a web site, and 17 had some form of employee communications to the site, but only seven specifically said they had Intranet operations. These tools work, but they, too, take training, especially for segments of the workforce who haven’t quite arrived at the digital age.

Whether it’s new tools like the Internet or old tools like a newsletter, it’s so clear that the changing workforce requires a “less is more” mindset. Sixteen-page, text heavy documents are a thing of the past. Visual communication through graphs, charts, interesting and engaging graphics is critical if we are to reach today’s workforce in a meaningful way.

And the good news? There’s an employee communications audit that can review all existing print and video materials, analyzing how well the pieces convey key messages and at what cost per employee. One of the companies we surveyed reported doing this type of analysis, and reduced the number of newsletters from 83 to ten, at a savings of $1.5m.

And, the audits that drove these changes showed over and over again the employees desire for more face-to-face time with their direct managers, as in 360 degree reviews and executive lunch briefings, which were mentioned in 16 of our interviews as a tool, with four offering them via video-conferences at multiple sites.

Repeating information is critical. While many of us learned the rule of seven – “it takes seven repetitions before something is “heard” – one company president reported his rule of 22… that it takes 22 times before someone both hears something and will act on it.

Probably most critical, however, is that we no longer can function totally using “mass” approaches to communications. It’s niche&#8212;not mass. While we cannot&#8212;nor, in most cases, would we want to&#8212; change the message, we do need to be thoughtful about the translation of that message and, most importantly, we may need to reach different segments in different ways, using different tools, and with differing amounts of repetition and integration.

From the 42 interviews and Shandwick USA’s experience, we have found four lessons to be learned:

&#8226; Strategic focus. In order to communicate with the workforce of the future, we must be very clear about channels that will work for them. We must be strategic about how we create our tools. We must, we absolutely must, analyze what we have and streamline it… both to ensure better “reach” of our audience segments, and to identify cost savings in current tools that may be needed as we move into the digital age. Solid, action-focused, outcomes-based plans are clearly required if we are to effectively reach the workforce of the future.

&#8226; Role of the CEO: The antidote for too much change is more stability. And, in most organizations, the perception is that stability can be provided by a strong CEO. But, for strong CEO’s to be effective communicators, effective “senders” of the message, they must work at it. Hard. One of our CEO interviews (and this is typical of many of the clients we work with) said: “I spend 15-20% of my time on communications. It is the most important work that I do. And, it is the one place where I must – and do – continually refine my skills.”

&#8226; Communications training: Just as few employees are born knowing how to design a strategic plan or how to develop an effective cash management system, most employees are not born with strong communications skills. As we move to more real time, more abbreviated communications, as we get into heavier use of charts and graphs, as we intensify the pace of our communications, we must train both senders and receivers….and this absolutely must become part of the required supervisory and management training programs inside our organizations.

&#8226; Feedback: In enhancing the ways we give out information, we must also ensure that there are ways to give back responses to that information. 360-degree reviews need to be broadened into 360-degree feedback for all communications.

Times are changing, the workforce is changing. Our communications systems, styles and approaches must also change. And that means we ourselves must change.

As Bob Dylan said….

“There’s a battle outside and it’s ragin’. It’ll soon shake your windows and rattle your walls, for the times, they are a changin’.”

코닥(Kodak)의 PR적 교훈 < ?xml:namespace prefix = o ns = “urn:schemas-microsoft-com:office:office” />

세계에서 가장 강력한 브랜드를 꼽으라면 대부분 코카콜라나 코닥을 꼽습니다. 아프리카 오지에 가도 허름한 가게에 걸려있는 녹슨 노란색 코닥 필름 간판을 볼수있습니다. 특히 그 노란 코닥의 색깔은 엄청난 브랜드 가치를 지니고 있다고 많은 브랜드 전문가들이 수치적인 측정을 하곤하지요.

오늘의 주제는 그 유명한 코닥입니다. 코닥의 PR대행은 세계적 대행사 Sandwick이 담당하곤 합니다. 코닥은 얼마전에 회사의 생사를 건 기로에 서있었습니다. 주종품목인 필름의 세계 마켓쉐어가 하락일로에 있었고, 여러 경쟁사(일본의 후지, 유럽의 아그파..)들이 가격 경쟁을 시작하면서 덩치 큰 코닥을 공략하기 시작 했습니다.

참고로 공룡의 멸망 이유로 제기되는 가장 그럴듯한 설명중의 하나가 너무나 커버린 그들의 몸집때문이라는 이야기가 있습니다. 몸집이 커지면 더 많은 식량을 섭취해야 자신의 몸집을 유지할수 있습니다. 기업도 마찮가지로 거대하게 커진 몸집은 엄청난 Cost와 업무상의 Speed를 떨어뜨리게 되지요. 생상성과 효율성도 함께 잠수를 하게되면.. 결국은 시장이라는 밀림에서 다른 날렵한 하이에나들에게 먹히고 마는 겁니다.

코닥도 꼭 그와 같은 경로를 따르고 있었습니다. 조직적으로 방대해진 군살을 제거하고, 필름이라는 사업적 포커스를 디지탈 이미징 사업으로 바꾸는 일을 죠지 피셔라는 멋진 CEO가 해낸겁니다. 보통 Corporate Turnaround라고 불리는 이런 기사회생이 더욱 그 결실을 보기 위해서는 적극적인 PR적 지원이 필요합니다. 회사혼자만 살아 나면 뭐합니까, 회사 주변의 공중들이 그 기업은 이미 죽었을껄 하고 생각하면 끝이지.

조금 시끄럽다 생각 될때까지 “내가 이러이러하게 죽을 뻔 했는데 우리 왕초가 과감하게 힘을 좀 써서 이제 우리는 다시 살았고 쌀밥먹고 잘 살거다, 그리고 더 잘살기 위해 이것 저것 할꺼다”하는 자랑이 곧 Corporate Turnaround를 지원하는 PR의 역할과 임무입니다.

당시 미국의 많은 매체들은 코닥의 회생을 그리고 CEO 죠지의 카리스마를 찬양하고 엄청나게 떠들어 댔습니다. 많은 MBA 전략경영 클래스들에서도 자주 회자가 되었었고, 가끔 코닥의 회생을 주제로 팀프로젝트 케이스 스터디를 하는 모습들도 보였습니다. 하지만 (매체들이 떠들던) 그당시에는 코닥에게 실제로 더 많은 돈이 벌린다거나 하는 실질적인 변화는 별로 없었던게 사실 입니다. 이 모든 사회적 “호들갑”들은 잘 수립된 PR전략들과 그 전문적 수행에서 비롯된 사회 공중들이 갖는 “Perception”이었을 뿐입니다. 새로움=성공=코닥 이라는 인식적 연결을 형성하는데 성공했던거지요.

PR적인 지원과 그 운영에는 아무 문제가 없고 이렇게 영광스럽게””도 우리나라의 KPRA에서 한 사례로 게시될 만큼 괜찮은 프로젝트였습니다.

그러나, 얼마전 CEO죠지는 물러나고 말았습니다. 코닥이라는 회사도 다시 빛이 바래가고 있습니다. 그 회사의 문제는 사업적 발전 전략 자체가 잘못 되어있다는 것을 많은 경영 전문가들이 지적하고 있습니다. 디지탈 이미징이 코닥의 지난 가장 큰 실패사례 중의 하나였던 폴라로이드 (즉석 카메라) 사업의 재판이 된다면 이는 우리가 더이상 노란색 코닥 박스를 구경할수 없을찌도 모른다는 두렴움을 낳기에 충분할것입니다.

어쨋든, 세상의 필름이 녹색(후지필름)이 되던 노란색이 되던 우리가 지금 공부할것은 코닥의 기업회생을 지원하기 위한 PR팀의 눈물어린 모습과 그 과학성(일년에 두번씩하는 세계 대상 업무 만족, 기업 전략 확신 서베이..)입니다.

또한 큰 교훈하나 : “PR은 구리를 황금으로 만드는 연금술이 아니다”

PR팀이 아무리 뛰어도 기업이나, 사업 전략, 경영주 개인등이 부실하면 아무것도 이룰수 없다라는 교훈입니다.

가장 큰 최근의 예)) PI, IR, Issue Management등이 어우러져 우리나라 홍보사례의 큰 이정표를 남길뻔 했던 “현대증권 과 이익치” 케이스. 일단 잡혀 들어가면 PR팀의 노력과 신뢰는 무었이 됩니까. 모두 땡이지요. Crisis Management요? 이건 CM으로 해결될 문제가 아닙니다. 대증 완화는 되겠지요. 이런 신뢰의 타이타닉 현상 속에서 우리의 홍보문화도 지하실에 갖쳐 같이 물을 먹습니다.

한번 감상하시죠, 코닥의 한 때를…

“홍보!”

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Creating Confidence in a Corporate Turnaround

Eastman Kodak Company with Shandwick

OVERVIEW

“Can George Fisher Fix Kodak?” asked the Oct. 20, 1997, cover story of Business Week. By that fall, Eastman Kodak Company’s much heralded turnaround was facing grave challenges. Mounting losses from investments in digital imaging, share losses to aggressive competition, and the adverse impact of foreign currency exchange, triggered a dramatic fall-off in revenue and earnings growth, sending shock waves through the company’s many publics – customers, employees, the news media, the investment community, plant communities and elected officials.

Since arriving at Kodak at the end of 1993, CEO George Fisher, along with President Dan Carp, had effected what most thought was a remarkable turnaround. But the tide changed dramatically in 1997, prompting pundits to question their ability to lead the company. Management had to take bold steps to deal with the problem, long-term action that could take as much as two years.

Corporate management does its best work in an environment of trust. If employees, customers, investors, communities and others have the trust, strong management can accomplish almost anything. But building this confidence can be difficult, particularly in today’s environment of skepticism. This program is about winning that support for this critically important corporate transformation at Kodak.

RESEARCH

Company research measured the impact of the situation on Kodak’s reputation. The research objective was to understand the challenges facing Kodak in creating an effective turnaround. Two parts of the research program were helpful in identifying attitudes and developing the public relations strategy:

Part 1, Where we stood: By late 1997, public perception of the company fell on virtually all attributes measured in a semi-annual public opinion survey, particularly those relating to financial health and management of the business. The company surveys thousands of employees worldwide twice a year to track a variety of job satisfaction measures, including confidence in management. There were sharp declines in all attributes measured. CARMA International evaluated fourth quarter 1997 news coverage of Kodak, finding it 63% unfavorable and 28% favorable.

Part 2, What we needed to do: A third party audit of key media covering the company found that most reporters felt Kodak needed to be more forthcoming in its dealings with the media. An investor perception study uncovered loss of management credibility, dissatisfaction with the company’s disclosure of information, and a lack of confidence in the restructuring efforts. Press coverage and investor commentary were ugly, as many questioned management’s ability to deal with the company’s problems. This research guided the company in developing its communications strategy.

PLANNING

The following three elements of the business plan would be hard on everyone in the company and would require a substantial amount of attention for success: (1) Remove at least $1 billion from the company’s cost structure through asset sales, portfolio reductions, divestitures, and the reduction of 20,000 jobs from a worldwide workforce of 101,000. (2) Use the savings to fund growth and strengthen the company’s competitive position. (3) Narrowly focus digital imaging, seeking alliance partners and joint ventures.

Kodak’s Communications & Public Affairs department (C&PA) conceived and implemented a bold plan to communicate to customers, employees, the media, investors, communities – essentially all publics – the tough but necessary steps the company must take to improve its performance and achieve a lasting turnaround. Creation of an effective public relations strategy was critical to management’s plan and C&PA had a seat at the table with management from the beginning. C&PA worked with Kodak Investor Relations and its public relations agency, Shandwick, to develop and implement the plan. Based on the research conducted in 1997, C&PA identified the following objective to guide its work in 1998:

Restoration of internal and external confidence in management’s ability to accomplish a turnaround in the company’s performance.

To meet this objective, C&PA developed a strategy (called “Rolling Thunder”) to build wide support for management’s turnaround initiatives. The two-phase strategy was to deal with the difficult news in 1997 and communicate a positive future direction in 1998 and beyond. A wide range of public relations tools were planned, as noted in this binder. An overriding principle was to inform employees first, while respecting the rules of materiality. The key message: By removing $1 billion from its cost structure, Kodak could strengthen its competitive position, fund its business initiatives, and restore earnings growth.

Kodak spent approximately $965,000 to implement “Rolling Thunder” during 1998. 10% went to planning, 10% to research & evaluation, and the balance on public relations activities.

EXECUTION

Kodak seized every opportunity to reach its key publics. Announcement of the turnaround plan, including job reductions and other tough steps associated with restructuring, largely were dealt with during the last four months of 1997. Throughout 1998 and into 1999, C&PA focused on communicating a positive future direction to all publics.

In late 1997, Fisher, Carp and others communicated regularly to employees with letters, intranet communications, and videos to explain the company’s actions. External communications consisted of news releases and interviews with key media, leading to a major meeting with investors and the news media on Nov. 11, 1997 to outline the turnaround strategy. This was followed by the Dec. 18, 1997 announcement of a restructuring charge. In 1998, the company used:

a series of major news events, ranging from press conferences, to the company’s growth strategy in China, and strategic alliances with AOL and Intel to refocus the digital strategy, to reach customers;

management letters, the company newspaper (including a special strategy supplement, “Our Business is Pictures”), the intranet, and face-to-face “town meetings” to reach employees;

an intensive media relations program to keep the press up to date;

three major meetings in the US and Europe to keep investors informed;

and meetings with community leaders and elected officials in Albany (the state capitol), Rochester, NY (Kodak’s headquarters city) and Washington, DC.

EVALUATION

Based on research conducted in late 1998 and early 1999, the program was a resounding success, largely achieving Kodak’s objective. The research showed:

Customers: The company gained consumer film share in the US for the first time in more than a decade. New professional films regained ground lost to competition. Based on test markets, customer acceptance of the new digital products exceeded expectations.

Public: Perception improved from 3 to 6 points on key attributes in the tracking study.

Employees: An internal survey found an 8-point improvement in overall satisfaction and a 5 point improvement in management credibility.

Media: An independent research organization found that the favorability rating literally reversed, moving from about 60% negative in 1997 to 60% positive in 1998.

Investors: A perception study found that over 75% of investors now view Kodak’s strategy as appropriate and they were more pleased with access to management and disclosure.

Community: 75% of community leaders gave Kodak the highest rankings in a survey, saying they understood the company’s strategy and appreciated its commitment to the community.

Barron’s wrote “at last, this company is clicking” in a cover story on Aug. 24. Forbes titled its look at Kodak “Vindication,” writing that Fisher has “definitely turned this supertanker around” on Sept. 7. CNN’s NewsStand, co-produced with Fortune, broadcast an upbeat Kodak segment in October. US News & World Report reversed its negative stance on the company with two positive articles, one on China in July and a corporate profile in November, 1998 writing “Kodak CEO Fisher Mounts a Comeback.” Business Week altered its gloomy stance on July 27, writing “At last, a Bright Kodak Moment.”

CRM 과 Corporate Philanthropy < ?xml:namespace prefix = o ns = “urn:schemas-microsoft-com:office:office” />

제가 가장 평생 한번쯤 하고 싶다던 첫번째 PR 프로그램이 Corporate Philanthropy라는 걸 지난 번에 말씀드렸습니다. PR의 가장 큰 멋 중의 하나가 모든 사람을 행복하게 하는 Win Win 전략을 기반으로 한다는 겁니다. 이 종혁님도 홍보는 사랑이라고 주창하시는데 맞습니다. 홍보는 진실로 이세상 어떤 비지니스관련 서비스 중에서도 가장 아름답고 사랑스러운 행위입니다.

그중에서 또 가장 아름다운건 바로 이 Corporate Philanthropy일 겁니다. 우스갯말로, 회사 돈으로 사회사업하며 보람을 느끼는 일이죠.

이러한 프로그램은 일반적으로 굉장한 액수의 지출을 감수해야하고, 효과 측정 기간이 길고, 그 효과 향방의 예측이 모호하다(?)는데 가장 큰 경영진의 반대가 있습니다. 그러나, CP는 가장 인간적인 PR의 측면입니다. 이것은 가장 큰 효과를 발휘할수도 있다는 얘기지요.

그에비해서 CRM(Cause-related marketing)은 약간 단기적이고 마케팅적 목적이 더 강한 CP의 일종이라고 할수있습니다. 박애 의식을 기반으로 한다는 것에는 다름이 없지만, 그 목적 측면에서 CP가 기업의 Reputation이나 Image에 치중을 두는것에 비하면 약간 다릅니다.

하여튼 CRM이라도 남을 도울수 있다면, 그리고 우리 회사도 좋아질수 있다면 괜찮은 일 아닙니까.

우리나라는 별로 동네 의식이 (서울같은데서) 희박하지만, 미국의 경우는 동네에에 대한 신경들을 많이 씀니다. 교육세를 서로 집집이 걷어서 더 좋은 선생을 불러와 학교를 경영하기도 하고, 길도 놓고등등. 동네 이기주의가 많은 편이죠.

이런 의식은 각 회사들로하여금, 해당회사가 하나의 동네 주민과 같은 역할을 하게 만들었습니다. 한마디로 Corporate Citizenship이라고 하지요. 이 동네에서 우리회사가 돈만 벌어 떠나는게 아니라, 같이 울고, 웃고, 즐기고, 돕고, 도움받고하는 하나의 주민으로서 역할을 충실히 하는것이죠.

우리나라에 들어와 있는 여러 다국적 기업들에서 일하시는 홍보 인력들중에서는 미국 본사에서 하고 있는 이러한 형태의 CP프로그램들을 익히 들어 알고 계신 분들이 계실겁니다. 그러나, 아이러니컬 한것은 한국 마켓이 작기 때문에 그 회사들이 한국내에서 그와 똑같은 CP프로그램을 시행하기 주저한다는 겁니다. CP와 마켓 사이즈…

그래서 저는 일등 소비자로 “대접” 받기 위해서는 열심히 소비해야 하고 당당히 소리를 내야한다고 믿는 사람들 중의 하나입니다.

여러분들도 다 아시는 맥스웰(커피 브랜드)에는 하우스라는 접미어(?)가 붙지요. 이건 원래 집에서 구운 신선한 원두향을 담았다라는 뉘앙스 였겠지만, 맥스웰 홍보 팀과 세계적 PR 기린아 그룹 Ketchum(케챱이 아님,)은 여러 브랜드 위기를 극복하기 위해 참신한 CP(정확히는 CRM)프로그램을 성공적으로 수행하였습니다.

CP가 돈과 많이 연계되는 것이기 때문인지 조사나 Audit도 철저했고, 프로그램의 장대함이 정말 매력적입니다. 컨셉도 사랑스럽고..

한번 감상해 보시죠. 언제 이런 것 한번 같이 해보실 분들은 연락 주세요.. 한 10년 내에 크게 한번 같이 해보죠..

그럼 전 이만 .. “홍보!”

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Maxwell House Build A Home America

Maxwell House Coffee Company with Ketchum

SILVER ANVIL AWARDS ’99

OVERVIEW

For coffee drinkers, a cup of joe is an emotional experience. For 100 years, Maxwell House has tapped into that “Good to the Last Drop” feeling with ads depicting special coffee drinking moments at home shared by friends and family. True to its roots as “America’s Coffee,” recent advertising makes Maxwell House a natural part of the American landscape – turning up in communities across the country, evoking a warm feeling of home.

However, Maxwell House’s trademark positioning faced big threats in 1996. Community-based coffee bars popped up on every comer, as regional roasters and private labels proliferated on store shelves. To protect its franchise, Maxwell House hired Ketchum to develop an integrated marketing program that would fortify its image as a community-minded and caring brand, and thus, build purchase intent and maintain market share.

RESEARCH

Ketchum believed a cause-oriented partner with shared values could bring Maxwell House’s brand personality to life, touch an emotional chord with consumers, and ultimately help drive sales. Research substantiated this thesis.

Cause-Related Marketing (CRM): A 1997 Cone/Roper Repod showed CRM programs build customer relationships and solidify loyalty. A 1996 Roper Starch Study concluded two in three consumers consider corporate citizenship when choosing brands. Important takeaways: a)credibility is built through grassroots events, b)consumers respond when impact is visible and local, c)marketing integration magnifies reach and impact. Model programs that built sales and made an emotional connection were studied, including “Charge Against Hunger.”

Maxwell House Equity: Archival literature and brand equity studies were used to frame a portrait of the right partner. Considerations included the brand’s Nashville heritage and its century-old commitment to America, Family, and Home.

Charity Audit: Ketchum researched 14 national charities and non-profits and spotted commonalities between Maxwell House and Habitat for Humanity. Also founded in the South, the non-profit helps build homes for families in need by tapping volunteers in local communities. A partnership had the potential to make a real difference in the lives of American families by helping them realize the American Dream of owning a home – a true Maxwell House value.

PLANNING

Objectives: The competitive market and research findings shaped three objectives: 1) earn consumer recognition for being a caring, community-minded brand, 2) raise brand visibility that drives purchase intent, and 3) maintain market share

Audience: Coffee drinkers, 25-54, lower education/income, throughout the U.S.

Strategies: 1) Design a grassroots program to touch consumers and inspire hometown involvement; 2) Structure a groundbreaking national commitment to ensure relevant and sustainable news; 3) Integrate public relations, advertising and marketing efforts

Challenge: Stay sensitive to Habitat’s mission while asserting Maxwell House branding Budget: Maxwell House pledged $2 million to Habitat to fund construction of 100 homes. The integrated communications campaign ran several million dollars though an exact figure is deemed confidential.

EXECUTION

Strategy One: Design A Grassroots Program To Touch Consumers and Inspire Hometown Involvement

Ketchum created BUILD A HOME AMERICA (BAHA), a cause-related marketing program that set out to build 100 homes with 100 families in 100 weeks -a goal-oriented effort with appeal to consumers, the trade and the media. BAHA positioned Maxwell House as a brand making a difference in the lives of American families. Homes were built with “sweat equity” – hundreds of hours of labor put in by homeowner families and volunteers. Locally, Ketchum devised a grassroots initiative to attract volunteers and raise an additional $2 million in matching funds above the Maxwell House donation, increasing the total home-building power to $4 million. Nationally, consumers were encouraged to volunteer time, talent and resources to Habitat by calling a BAHA toll-free number. Ketchum strategically planned a 37-city building tour that targeted key MH sales markets where Habitat affiliates needed support. Additionally, to reach the 8% of MH consumers who are Hispanic, Ketchum trained bilingual spokespeople, adapted media materials and targeted Hispanic media in key MH markets.

Strategy Two: Structure a Groundbreaking National Commitment to Ensure Relevant and Sustainable News

100 Homes in 100 Weeks: On July 8,1997, MH announced an ambitious national initiative with Habitat.

Ketchum and Ogilvy & Mather targeted similar media outlets for maximum reach and impact. A heart-warming media kit, featuring releases, tour maps, and bios/photographs of the beneficiary families was distributed to print and broadcast reporters nationally. To maximize media attention, home-building events were tailored to each of the 37 cities by tying into community events, inviting local APs, and coordinating build activities with regional sales force activities and radio schedules. The most touching of celebrations was often a wall-raising ceremony in which the homeowner family was joined by BAHA volunteers, Habitat representatives, regional MH sales force and local government officials to construct and raise the first walls of a new home. In key markets, special events were staged to generate maximum media attention, including: a 12-hour overnight blitz build in order to avoid the sweltering summer heat wave in the southwest; all-women’s builds; and MH plant employee builds. For the completion of BAHA’s final three homes, representatives of the other 97 families were flown from around the country to Los Angeles to help the 98th, 99th and 100th families complete construction on their homes and celebrate the fulfillment of the program’s groundbreaking success.

Strategy Three: Integrate Public Relations, Advertising and Marketing Efforts

During the two-year campaign, four moving, national TV spots, created by O&M with input from Ketchum, conveyed the emotional impact of the program and captured the spirit of BAHA. Spots evolved, beginning with the first Habitat for Humanity volunteers and ending with vignettes of the homeowner families. BAHA was further promoted by two branded cafes that traveled across the country, visiting grocery retail accounts and offering volunteers coffee breaks at build sites. Serving free Maxwell House coffee, distributing coupons and product samples, the cafes served as information centers for BAHA, distributing literature and running inspirational videos. The MH sales force leveraged BAHA by inviting grocery retailers to participate in builds, make food donations, and promote BAHA and its hotline via store circulars. Every available external and internal marketing channel was utilized to maximize the brand’s investment in the program: PSAs, websites, FSIs, retail tie-ins, television and print advertising, radio promotions, publicity, sales collateral materials and employee communications. BAHA and the toll-free hotline were also heavily promoted through on-pack messaging on every can of Maxwell House coffee.

EVALUATION

GOAL 1: Earn Consumer Recognition for Being a Caring, Community-Minded Brand

A year into BUILD A HOME AMERICA, consumers ranked Maxwell House’s”active role in the community” as its second most important defining attribute, scoring four times higher than closest competitor Folgers (in a 1998 Millward Brown brand profile study commissioned to evaluate the BAHA program). Of 13 attributes tested, “caring brand” ranked fourth, again scoring three times higher than Folgers. The BAHA program clearly touched an emotional chord with consumers, motivating 70,000 volunteers from communities in 37 cities to participate in building homes. The hotline received over 40,000 calls, helping to generate more than $3.2 million in matching fund – $1.2 million more than the goal. Twenty-six mayors proclaimed Build A Home America Day in recognition of the positive impact the program made in their cities. Consumers responded favorably. Said one: “Its wonderful that a big corporation like Maxwell House would do such a wonderful thing. I want to get involved.” At one cafe retail visit a consumer bought 18 cans, saying, “My entire family drinks Maxwell House and I know they would want to support this program.”

GOAL 2: Raise Brand Visibility that Drives Purchase Intent

Fifty eight percent of non-Maxwell House drinkers said they were more likely to try Maxwell House in the future following exposure to BAHA advertising, a significant 24% increase over the brand’s average for prior tested commercials. National BAHA television spots reached 90% of the brand’s target generating over 1,600 GRPs. Strongly branded publicity reached 300 million consumers: 190 million broadcast impressions included two segments on “The Today Show,” a two-minute piece on “CBS This Morning,” and an in-depth segment on “EXTRA.” Helping to drive purchase intent, Oprah Winfrey saluted Maxwell House twice, saying Build A Home America is what corporations should be doing.” Winfrey awarded Maxwell House’s president with an Oprah Angel Network Award. Three in four TV affiliates in each build market gave BAHA emotionally riveting coverage, as did daily newspapers in every market. Print accounted for 110 million impressions, including The New York Times, USA Today, Family Circle, Woman’s Day, Country Living, and Essence. Hispanic outreach generated another 4 million impressions, including stories on Telemundo and Univision.

GOAL 3: Maintain Maxwell House Market Share

Maxwell House credits the integrated power of public relations, promotions and advertising with maintaining market share at a particularly competitive time. BUILD A HOME AMERICA increased pound sales of Maxwell House by an average of 2.4% during the week period surrounding key BAHA builds, according to an ACNielsen study designed to measure the volumetric impact of BAHA. Reaching consumers at point-of-purchase, the BAHA cafe visited more than 260 retailers, spurring consumer response. The sales force reported improved relationships with accounts, thanks to BAHA’s business-building retail promotions and opportunities for cooperative investment.

Bulletinboard던가 제가 Integrated Communications System에 대해 글을 쓴적이 있던걸로 기억이 납니다.

MBA출신들이 가장 오르고 싶어하는 자리가 CEO(Chief Executive Officer)라면, Corporate Communications, Public Relations같은 Business Communications 계열 전문석사출신들이 가장 오르고파 하는 위치는 기업내에서 CCO (Chief Communications Officer)일 겁니다.

이 CCO라는 위치는 기업내에서 여러 핵심파트를 책임지는 CEO바로 아래의 최고 참모 중역입니다. CIO, CFO, CKO 등등과 함께지요.

미국에서 MBA를 마치고 한 7-8년 정도 일한 사람들 중에는 Vice President라는 직함을 가진 사람들이 많습니다. “와, 30대 중반의 나이에 벌써 부사장님이?”

아닙니다. 미국 기업 내부 시스템에는 Vice President들이 한 직장내에도 여럿이 있습니다. Executive도 남발 수준이 되고요. 이 또한 기업들의 구조조정 이후 Empowerment라는 명목하에 직급에 대한 명칭 프레미엄이 올라서 이런 현상들이 일어난 것 같습니다.

옆길로 이야기가 빠졌지만, 하여튼 제 자신도 언젠가는 인하우스에서 은퇴전에 CCO한번 해보고 싶은게 소원이라면 소원입니다.

CCO의 업무의 매력은 말그대로 Integrated Communications를 경영하는 수장이라는데 있습니다. PR Budget에 대한 결정도 가능하구요.

CCO로서 가장 해보고 싶은것은 Integrated Communications System이 기반이 된 Corporate Philanthropy Project 하나, 거대한 Campaign 하나, 그리고 마지막으로 Corporate Culture Integration Project 하나입니다.

이중 하나라도 제대로 하고 은퇴를 맞을수있을지는 의문입니다. 하여튼 꿈은 그냥 품고만 있어도 아름다운거니까…

우연히 케이스들을 뒤적이다가 제법 그럴듯하게 Organize된 Integrated Communications Project Case가 눈에 띄어서 이렇게 여러분들과 함께 구경을 해 봅니다. 언젠가 이런 프로젝트 하나쯤.. 하고 꿈을 꾸시는 욕심장이 홍보인들이 많이 계셨으면 합니다.

지난해 미국내 UPS(United Parcel Service)의 파업은 회사와 근로자 양쪽이 모두 피”를 본 실패작이었습니다. 구경하던 고객들도 함께 불편을 겪었지요.

그러나 그 아픔이 가시기도 전에 미국내 2위의 속달 서비스인 FedEx (Federal Express)가 (크리스마스경으로 기억되는데) 파업을 하려고 시도 했었습니다. 우체부(일종의) 없는 크리스마스를 상상하는 고객들은 어떤 기분이 들까요. 회사로서는 UPS, DHL, AirBorn같은 경쟁사들이 행복의 괴성을 지르는 것을 어떻게 상상하겠습니까.

오늘의 케이스는 이러한 일종의 위기가 예측되는 상황에서 긴급히 마련된 위기 대처 PR팀이 보여주는 Crisis Management의 일종으로, Integrated Communications의 전형을 보여 줍니다. 이 사례에서 분류되어 제시되는 형식을 눈여겨 보시기 바랍니다. 저희가 부족한 Evaluation의 섹션도 주목해 주십시오.

또한 글속에 나오는 “War Room”의 개념과 운용의 효율성은 한번 깊게 연구해 보기에 충분한 소재라고 생각합니다.

Please take a look… 먼저 홍보!

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Defending FedEx’s Reliability: Absolutely, Positively, Whatever It Takes

Federal Express with Ketchum

SILVER ANVIL AWARDS ’99

OBJECTIVE

During the hectic pre-holiday business season, the threat of a pilots’ strike at Federal Express Corporation jeopardized the very foundation of FedEx – its reliable service – and loomed over the company’s relationship with four key audiences:

*With customers, who might be forced to divert volume from FedEx to protect their 1998 holiday business;

*With FedEx employees, who feared massive layoffs if the company was forced to restructure to survive a strike;

*With FOX shareholders, who foresaw the potential earnings drain of a prolonged job action;

*And with pilots, who were influenced by a formidable and negative campaign by the FedEx Pilots Association.

The stakes were high – and global. Working hand-in-hand with senior management and the negotiating team, the FedEx Corporate Communications Department faced a daunting task: To create an integrated communications plan that would reassure all key audiences and turn crisis into opportunity. By leveraging all resources – the external counsel of Ketchum Public Relations plus internal resources from media relations, employee communications, investor relations, and other FedEx divisions – the communications team moved quickly to favorably shape public opinion, which helped influence a timely resolution to a potentially damaging global business crisis.

RESEARCH

National and local research – both quantitative and qualitative – was conducted intensively from mid-October to mid-December, given obvious time pressures.

Customer Studies: Focus groups were held in Chicago, New York and Phoenix to gauge awareness of contract negotiations between

FedEx and its pilots union. In mid-October, few customers had heard of a possible FedEx service disruption. However, customers who had been hindered by the previous summer’s strike at UPS stressed the importance of advance, honest communication about any service problems. During November, telephone polls of express shippers continued to show low awareness of a potential strike at FedEx.

Memphis Polling: FedEx research specialists conducted weekly polls of residents in Memphis, the company’s headquarters city and home to one-third of the pilot force. While early polls revealed a neutral stance toward FedEx and the union, later polls reflected a dramatic shift in favor of the company – the city’s largest employer – and against a strike.

Industry Analysis: The team analyzed case studies of companies that had faced similar labor situations, specifically UPS, Northwest Airlines and Caterpillar, Inc. Key learning was applied to the FedEx communications strategy.

Media Monitoring: Several times a day, the team monitored media outlets, Web sites, chat roams, and online newsgroups to track relevant commentary. This ongoing “litmus test’ of public opinion helped the team continually fine-tune its strategies and messaging.

PLANNING

Anticipating the negative tactics of the FedEx Pilots Association, the team took a true campaign approach with a positive and disciplined communications plan that focused on the strengths of the FedEx organization. The campaign had to build a compelling case that FedEx had the resolve, financial muscle, and additional resources to restructure, if necessary, in order to survive a pilots’ strike – unlike UPS, which was shut down by a Teamsters’ strike in the summer of 1997. Early in the planning process, the team set up a central “War Room,” clearly defined all communications responsibilities, and met daily to map out key messages and strategy. Full-scale scenario planning also provided the flexibility to adapt to constantly-changing conditions. Risk management was the overarching goal as the team identified all possible allies and leveraged research findings to determine the best strategy to reach each audience.

Target Audiences: Customers; Non-pilot Employees; Shareholders and Pilots

Objectives:

1) Retain customers and maintain package volume during peak shipping season

2) Keep morale and service levels high among 143,000 + non-pilot employees

3) Maintain stock price and shareholder confidence in FOX, parent company of FedEx

4) Persuade pilots to return to the bargaining table and reach an equitable agreement

Strategies:

1) Reassure customers that FedEx would remain operational, no matter what

2) Keep non-pilot employees informed and assured of their importance

3) Reinforce strength of FOX network to shareholders via national financial media and analysts

4) Correct pilots’ misperceptions by relaying details of the company’s proposals

Budget: $300,000 in fees and $ 100,000 in other expenses (비싸기도 하군요..)

EXECUTION

The team conducted twice-a-day, cross-functional meetings attended by Customer Service, Legal, Marketing and Investor Relations, as well as Public Relations and Employee Communications. Based on this daily feedback, messages and positioning were constantly refined in order to keep the campaign fully aligned with corporate strategy. Throughout the crisis, the team also capitalized on media interest in FedEx to highlight the company’s strengths, such as its superior information technology, unique employee culture, management depth, and operational adaptability as a subsidiary of FOX.

1 ) Reassuring customers: FedEx feared that even the threat of a pilots’ strike – coming at the brink of its busiest season – could prompt customers to make irreversible shipping decisions. With “poaching” competitors increasing their capacity to handle new business, FedEx had to move quickly and decisively to reassure customers that it would continue to meet their shipping needs. To prevent widespread shipper panic, the national media strategy focused on the FedEx commitment to its customers and its ability to reconfigure the network to remain operational. The team used the high-traffic FedEx web site for customer communication and coordinated one-on-one messaging with Customer Service and the FedEx Global Sales staff. The team also used press releases, video news releases, and b-roll to drive national media coverage of this ‘business as usual” commitment. To secure third-party endorsements, the team held one-on-one contingency plan briefings with customer executives.

2) Informing employees: Facing potential paralysis as employees feared for their job security, FedEx mounted a comprehensive campaign to keep non-pilot employees informed and motivated. The “Absolutely, Positively, Whatever It Takes’ theme reinforced the positive tone of the campaign and refocused employee spirit on meeting customer needs. The campaign theme was carried out on posters, buttons, banners, bumper stickers, T-shirts and sweatshirts, and was highlighted daily on FXTV, the company’s digital broadcast network and an a special intranet “sitelet.” Non-pilot employees were also reached externally via national and local media stories. In addition, the FedEx CEO and COO conducted 15 meetings in mid-November, speaking to more than 6,000 employees in Memphis and Indianapolis – the company’s two largest operations – with FXTV coverage that extended the reach around the world.

3) Maintaining shareholder confidence: On the investor front, FedEx walked a fine line between offering a contract the pilots would accept and maintaining shareholder value. The team regularly contacted key buy-side and sell-side analysts to forestall any downgrading and to explain the financial implications of the FedEx offer and the union’s demands. As negotiations progressed, the team also set up financial media interviews with the CFO of FDX to detail specifics of the company’s contingency plans in the event of a strike.

4) Convincing pilots: When the union leadership deliberately deprived its members of the details of the company’s latest and best offer, FedEx was concerned that pilots would make ill-informed decisions and support a strike movement. After a neutral third-party analysis characterized FedEx’s proposal as favorable, fair, and industry leading, the company sent the proposal and analysis directly to pilots’ homes. When union officials encouraged members not to read the information, the team appealed to pilots through frequent local media intervi (나중에 찾아 마저 올립죠.. 편집자 배상)

한국적 PR에 대한 생각

제 글에 대한 이 종혁님의 글을 받게되 정말 영광스럽습니다.

종혁님의 글에 전적으로 동감합니다.

제가 앞의 글을 쓴후에 많은 분들이 “굉장히 흥분한것 같다”는 말씀들을 많이들 해 주셨습니다. 저는 앞의 글을 쓰면서 누구를 비웃거나, 비난하려는 의도는 없었습니다. 현실적 이런 상황이 익숙해져가는 게 굉장히 싫었습니다.

누군가는 문제제기를 해야한다고 믿었습니다.

RFP없는 아웃소싱 프로세스가 당연하다는 생각을 우리 새내기 홍보인들은 하지 말기를 바래서였습니다. 제글을 읽고 홍보 아웃소싱 담당 인하우스 PR인력이 “RFP..” 라는 개념을 가졌으면 하는 바램이었습니다. 그들이 즉각 RFP를 지금 만들어 제공하지는 못해도, 마음속에 “솔직히 이게(RFP없는 제안 요청) 없는게 정상은 아닌데…”라는 찜찜함이라도 가질수 있다면 좋겠다라는 생각이었습니다.

한국적 홍보 업무 스타일이란 어떤 겁니까?

물론 PR 메세지 수용자들이 한국인들이기 때문에 의미전달, 목적 달성에 있어서 한국적 PR이 가장 효과적이라는 건 이해가 됩니다.

제가 생각하는 한국적 PR이란 기존의 서양에서 발아한 PR의 형식이나 이론을 모두 무시하고, “우리나름대로”의 그것들을 구축하는 것은 아니라고 생각합니다.

10개의 Universal한 바탕중에서 우리에게 적용키 “불가능”하거나 반효과를 일으킬것 같은 요소 1-2개를 제외한 후, 우리만의 독특함을 1-2개 대신 첨가한것이 한국적인 것이아닌가 합니다. PR은 우리가 흔히 “한국의 미” 라고 말하는 우리고유의 문화 상품등과는 다릅니다.

한국 홍보의 Uniqueness는 localized universality가 되어야한다는게 제 생각입니다.

제 개인적으로는 비합리적이고, 소위 말하는 FM에 벗어나는 형식을 받아들면서 까지 홍보 시장의 파이를 키우는게 무슨 의미가 있겠느냐하는 생각도 가집니다.

왜 말레이지아나, 인도네시아, 우리가 우습게 보던 필리핀등도 대규모 PR Bidding에 잇어서는 RFP가 있는데, 왜 우리 홍보 업계만 그런 고통(?)을 감수하지 않으려고 합니까? 동남아의 PR인력들이 우리나라 홍보 인력들 보다 엄청나게 수준이 높다고 생각하십니까? 제가 보기엔 자세의 문제인것 같습니다. 절차에 대한 교육의 문제도 있고요. 국내 홍보 아웃소싱의 역사가 일천하여 벌어지는 일들이라고 치부를 해도, 앞으로는 “제대로된 PR 업무 및 관계”를 가지고 Business Ethics도 가지고 일을 했으면 합니다.

이글이 자칫 “모든” 인력들로 향한 화살이라고는 생각하지 말아주십시오.

많은 젊은 홍보 인력들이 우리나라의 미래를 밝게 해주고 있다는 걸 저는 압니다. 이렇게 멋진 인력들을 국제 수준과 규격으로 만드는것이, 곧 국가 경쟁력 강화가 아닐까 합니다. 그를 위해서 우리 각자가 문제 의식과 철저한 자신의 업무 관리를 통해 항상 발전 변화해 나아가야 한다고 믿습니다.

아니건 언제나 아니고, 옳은건 언제나 옳은 세상이 제대로 된 세상입니다.