[태그] 트렌드·환경변화

Internal Communications

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 – 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 – 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.

Public Relations Overview 6

오늘은 지난번 말씀드리다가 약간 남겨둔 전략적 홍보 개념에 대해서 추가 설명을 드릴까 합니다.

과연 MISSION / VISION / VALUE 가 중요하다면 어떤것이 그것들을 염두에 둔 홍보 프로그램인가? 이런 질문들이 많으실 줄 믿습니다. 저도 처음에 막연하게 뇌까리던 의문이었습니다.

기업의 홍보는 홍보일선에 있는 저희 같은 FRONT LINE MANAGER들이 훌륭하다고 언제나 성공적일수 많은 없습니다. 이것은 동서를 막론한 진리 입니다.

역사적으로 기업내의 PR인은 “예스 맨”들이 었습니다. 요즘에는 법적으로 “예스 퍼슨”이라는 말을 써야 하지만.. 하여튼 예전에는 PR부서 사람들은 경영자가 피하고 싶어 하는 내용들을 피해서 사장에게는 예스, 밖으로는 노 코멘트 하는 내부 지향적이었던 시절이 있었습니다. 그들에게 애초에 전략이라는 것은 단어 자체가 의미 없는 것이었고, 제 삼자가 보아도 우스운 얘기 였습니다. 물론 그들에게는 TACTIC은 있었습니다. 어떻게 기자들의 질문을 피해야 하는지, 어떤 단어를 사용해야 가능한한 애매모호한 내용을 그냥 지나치게 할수 있는지… 그리고 그 것에 능한 사람들을 능력 있는 PR맨이라고 했었습니다.

그러나 지금은 기업의 크기나 사업, 그리고 사회 에서 그 기업 하나 하나의 의미가 너무 커져서 한 개인 경영자의 의도대로 모든것을 처리 할수는 없습니다. 이제 우리 PR인들은 YES PERSON에서 당당히 STRATEGIST가 되어야 하는 시대라고 말하고 싶습니다. 이러한 큰 패러다임 변환의 시기에, 제가 가장 중요하고 선결 되어야 한다고 생각 하는 것은 EMPLOYEE COMMUNICATIONS의 강화와 사내 교육 프로그램의 강화 라고 생각합니다. 전략은 앎에서 나온다는 진리를 우리는 너무 무시하는게 아닌가 하는 생각을 합니다.

몇몇 분들은 전략을 흔히 아이디어, 재치, 끼등으로 잘못 혼동하시는 경향이 있는데 정말 잘못입니다. 물론 광고 같은 분야 에서는 그런것들이 부분적으로 큰 도움이 되지만 광고와 홍보는 부모는 같으나 완전히 성격이 다른 남매 처럼 전혀 차별되는 부분이 많습니다. 광고 쪽에는 자기 소개서에 발로 빨간 도장을 찍는 입사생도 발탁될 여지가 있지만, PR쪽에서는 쓰레기통에 들어가는 휴지조각 일뿐입니다. 그것이 다릅니다.

강력하고 치밀한 EMPLOYEE COMMUNICATIONS를 통해 회사의 MISSION, VISION ,그리고 VALUE를 공유해야 합니다. 이것이 가장, 가장, 가장 첫번째 성공을 꿈꾸는 기업이 해야 할 일입니다. 성공한 기업은 공유된 MISSION ,VISION, VALUE가 있다는 말을 잊지마십시요.

CORPORATE IDENTITY 와 CORPROATE IMAGE가 다른점은 흔히 이렇게 비유 됩니다.

사람이 거울 앞에 서있는데 그 사람 자체의 모습은 IDENTITY입니다. 얼굴이 못생겨도 그게 자신의 IDENTITY입니다. 그리고 거울에 비친 자신의 모습이 바로 IMAGE입니다. 이와 같이, 기업이 가지고 있는 바로 그 모습이 CORPROATE IDENTITY이고 거울로 비유되는 PUBLIC에 비친 모습 자체는 CORPROATE IMAGE인 것 입니다. 흔히들 어떤 거울은 얼굴이 예뻐도 보이고, 또 어떤 화장실의 거울은 얼굴이 실제 보다 넓적해도 보이고 하는 것 처럼, CORPORATE IMAGE는 각각의 PUBLIC 개체 마다 약간씩 다른 PERCEPTION으로 남습니다. 그러나 거울에서 눈이 세개인 사람의 얼굴이 눈이 두개인 정상인 으로 보일 수는 없는법.

그것이 CORPROATE IMAGE를 신경 쓰는 이유 입니다.

그러나 가장 중요 한건 CORPROATE IDENTITY입니다. 내가 내 자신에 대해 불만이 많은데 어떻게 거울에 비친 나의 모습이 멋져 보이겠습니까. 때때로는 가능해도 일관되지는 못 하겠지요.

진정으로 공유되는 MISSION은 우리의 존재 가치와 이유를 이해하게 해 줍니다. 공유되는 VISION은 우리가 가야할 길과 그 끝의 오아시스를 인식시켜 줍니다. 공유하는 VALUE들은 우리가 어떻게 그러한 목적지에 도착할수 있는가를 알려 줍니다. 하루 하루의 일상 업무에서.

이렇게 공유된 전략적인 MISSION, VISION ,그리고, VALUE들이 바로 밖으로 표출되는 CORPROATE IDENTITY 자체가 되야 합니다. 그러고나서야 이제 그러한 회사의 IDENTITY를 멋진 PR 프로그램으로 외부 공중과 SHARE 하는 2단계 전략이 나오는 겁니다. 사람의 겉 모습이 그 사람이 살아온 역정과 현재의 수준을 나타내 듯이. 기업 자신도 자신을 정련 해야 합니다.

이러한 토대위에서 계획 되고 수행되는 PR 프로그램은 언제나 그 기업의 전략적 토대위에 있을 수 밖에 없습니다. 물론 FRONT LINE의 기획 단계에서 목표 공중과 환경에 대한 분석 (어제 말씀드린)이 치열하게 있어야 하는 것은 당연 한 것이겠죠.

존슨 앤 존슨의 타이레놀 스캔들에서도 보듯 그 당시 타이레놀의 사장이 만약 눈앞의 이익에만 몰두하는 사람이었다면, 어떻게 전국에 있는 자사의 멀쩡한 타이레놀들을 모두 쓰레기통에 쳐 박을 수 있었겠습니까. 또 측근인 PR인력들이 그러한 인색한 사장의 고집에 예스 퍼슨들이었다면 어떠했겠습니까. 그 이전에 그들은 공유하는 MISSION이 있었습니다. 우리의 가장 큰 책임은 우리를 믿고 사용하는 환자들에게 있다. 즉, 환자가 우리의 존재 이유이다. 그러므로 환자들의 J&J에대한 신뢰가 없으면, 우리는 존재 할수 없다. 우리가 존재하기 위해선 신뢰를 회복하자, 환자들을 불안하게 하지 말자, 하는 아주 간단한 생각 대로 당연한 길을 택했던것이고, 그게 타인들에게는 고도의 전략으로 해석 되는 겁니다. 이렇게 전략은 기업 자신의 올바른 모습에 충실하면 성취 되는 자연 스러운 것이라고도 말할 수 있을 겁니다.

만약 전략적 PR 계획 수립이 막히고 힘들다 싶으면, 한번 생각해 보십시요.

과연 우리 회사의 MISSION / VISION / VALUE가 뭐였던가?

그러면 그것들을 우리 모두가 SHARE하고 있는가?

SHARE된 전략적 요소들이 CORPORATE IDENTITY로 자연스레 표출되는가?

그런 CORPORATE IDENTITY가 실제로 CORPORATE IMAGE와는 어떠한 차이가

있는가?

그다음에는 무얼 고민하십니까, 보이는 결과대로 개선할 점은 개선, 부각시킬점은 부각시키는 계획을 세우십시요. 이러한 기초적인 자기파악은 MARKETING COMMUNICATIONS, BRAND MANAGEMENT, CRISIS MANAGEMENT, INVESTOR RELATIONS, MEDIA RELATIONS 및 다른 어떤 세부 PR프로그램에도 일관되게 적용되어야할 큰 그림입니다. “일관성,그리고 통일성”, 중요한 말입니다.

‘ONE CLEAR VOICE”가 홍보입니다.

Public Relation Overview 1

요즘에 저는 뜻하지 않게 여러 분들로 부터 저에게도 일천한 PR분야에 대한 질문이 담긴 이 메일들을 받고 있습니다. 얼마나 한국 PR시장에 스승님들이 많지 않으면, 저 같은 사람에게도 질문들을 하실까 생각하니 참 죄송한 생각과 함께 뭔가를 해서 그 분들의 의문점들을 (물론 발전적인) 충족시켜 드려야 겠다고 생각했습니다.

그래서 제가 생각해 낸것은..하루에 한번씩 (가능한한) PR에 대한 얘기들을 풀어 설명하는

시간을 갖자는 것 이었습니다. 물론 이 종혁님께 공식적으로 허락을 받지는 않았지만, 그냥 비 공식적으로라도 여러분께 도움이되고 저도 공부하는 기회가 되었으면 해서 이렇게 마련을 했습니다.

오늘은 그 첫번째 얘기입니다.

질문))도대체 PR의 범위는 어떻게 됩니까?

앞으로 발간될 홍보 전문지 “밀레니엄” 8호를 보시면 현재 확장 되고있는 홍보 영역에 대한 글들이 실려 있습니다. 교보문고나 웹 사이트를 방문해 보십시요.

홍보라는 말 보다 저는 PR이라는 용어를 더 친근감 있게 생각합니다. 물론 일종의 취향이겠지만, 원어의 의미가 이론적으로도 그렇고 더 근본 의미를 표현해서 그렇습니다.

하여튼 PR은 학자에 따라 그리고 관련 업체에 따라 다양한 분류 방법이 있지만, 그 분류의 기준이 어떻든, PR 시장은 현재 30여 개이상의 특수 분야 들로 이루어져 있습니다. 이러한 세분화는 큰 시장인 미국에서 마켓 수요에 맞춰서, 그리고 경영적 트렌드에 맞춰서 나타난 SUB-SPECILATY MARKET들 입니다.물론 옛날에는 미국에서도 MEDIA RELATIONS가 거의 전부인 시대가 있었지만, 지금은 다릅니다.

우리가 미국의 대기업의 이름을 들을 때 처음 오는 느낌은 REPUTATION MANAGEMENT의 산물입니다.(그 회사에 대해서는 별로 아는 것도 없는데..)

그 사장이 한국에 왔는데 그 이미지가 좋았어.. PRESIDENT IDENTITY 와 함께 REPUTATION MANAGEMENT의 소산이지요.

근데 그 회사 물건이 신뢰가 가더라고.. 예, MARKETING COMMUNICATIONS의 역할이군요.

미국에서는 주식시장에서도 잘 나가는 비젼있는 기업이라는 구만.. 예, INVESTORS RELATIONS분들의 노고입니다.

콜라에 배탈 성분이 들어있데.. CRISIS MANAGEMENT분들 오세요.

도우미들이 참 멋지네, 한번 뭔지 구경해 볼까? 네, EVENT MANAGEMENT들의 작품이군요.

여기저기 TV에서 빌 게이츠 얘기만 나와 요즘.. 아이구 MEDIA RELATIONS 분들 성공하셨군요.

모 은행과 모 은행이 합병하면서 새로운 기업문화를 개발한다더군.. 그럼 CHANGE MANAGEMENT 팀이 필요 하시겠군요

우리회사는 너무 직원들의 이직율이 많아.. EMPLOYEE COMMUNICATIONS를 새롭게 디자인 해 보시죠..

이렇게 PR은 경영과 시장의 중간에서 양쪽의 핵심을 모두 장악하는 전략적이고 발전 지향적인 커뮤니케이션적 노력입니다.

다음은 PRSA에서 언급하는 세부 PR분야 들입니다.

MEDIA RELATIONS

INVESTOR RELATIONS

CHANGE MANAGEMENT

MEDIA COUNSELING/ STRATEGIC MEDIA CONSULTATION

SPEECH COMMUNICATIONS

PRESENTATION TRAINING

MEDIA TRAINING

CRIRIS MANAGEMENT/ COMMUNICATIONS/RISK MANAGEMENT

EMPLOYEE COMMUNICATIONS

CORPORATE COMMUNICATIONS

REPUTATION MANAGEMENT

GOVERNMENT RELATIONS

LOBBY

COMMUNITY RELATIONS

PUBLIC AFFAIRS

EVENT MANAGEMENT

MARKETING COMMUNICATIONS

MARKET RESEARCH

PRODUCT/SERVICE PROMOTION

PUBLISHING

PROFESSIONAL WRITING

CORPORATE IDENTITY MANAGEMENT

BRAND IDENTITY MANAGEMENT

등등입니다.

이러한 세부 분야들은 서로 격리 되어 있는 게 아니라 상호 보완적인 관계로 형성 됩니다.

MARCOMM과 PROMOTIONS, EVENT, BRAND IDENTITY등은 뗄레야 뗄수 없는 형제 들입니다. 그래서 이런 분류는 시장에서의 분류이지 이론적인 분류는 아님을 이해 하십시요.

또한 이렇게 다양한 세부 영역들은 또 그 하부에 여러 분야들을 둡니다. 지역적, 해당 업종별, 대상 기업별 등등으로..

미국의 경우 회사 내에서는 핵심적인 PR분야만을 처리하고 여러가지의 진행과정에서는 철저하게 전문 분야의 아웃소싱을 하고 있는 상황입니다. (이 이슈는 나중에 다루죠)

하여튼, PR의 영역은 계속 확장하고 있고 그 수요도 늘어 나고 있습니다. 기업이 외부에 비쳐지는 모든 모습들이 모두 해당 기업의 PR인들이 신경 써서 구축한 커뮤니케이션적 노력이어야 한다는 게 옳은 언급입니다.

P.S. 우리가 그토록 신경쓰는 MEDIA RELATIONS는 결코 PR의 한 분야이지 전부는 아닙니다. MASS MEDIA가 좋은 채널이긴 하지만, 그것 만을 보고 메세지를 창조하면, 그 메세지에 진실함이 없어져서, PI나 REPUTATION MANAGEMENT, 그리고 최근의 CHANGE MANAGEMENT의 실패도 이런 경우 때문입니다. BE MORE SERIOUS.. THAT IS THE ONLY WAY YOU CAN EXPRESS YOUR SINCERITY.