Handbook of Corporate Communication and Public ... - Blogs Unpad

ment of working relationships with groups
that may, in the past, have been antagonistic
towards each other. ‘Elitist’ attitudes are commonplace
(Robbs and Taubler, 1996; Gonring,
1994; Swan, 1993) with each communication
‘specialism’ claiming greater significance over
the others (e.g. Varey, 1998). For integration
to succeed, the perspectives of all involved
need to be viewed together but the very
fragmented nature of organizations, their
management and the agencies within the
communication industry impose problems.
Varey and White (2000) argue for a total
stakeholder perspective and the need to
integrate communication activities around
constituent–constituent relationships.
A consequence of integration should be
that corporate communication is coherent.
This was recognized by Meffert (1979), an
early protagonist of integration, and consistency
should exist between all elements involved.
Corporate communication should
become both more efficient and effective
and this is all the more imperative when it is
argued that it plays a dominant role in achieving
organizational growth (Varey, 1998).
Linton and Morley (1995) list ten potential
benefits of integration which they relate to
marketing communication but the benefits
can be equally applied to corporate communication
as a whole. Within their list are
included creative integrity, consistency of
messages, better use of media, cost savings
and operational efficiency. An example of an
integrated campaign that worked very successfully
was that for the Tunisian Tourist
Board. Despite a fast-developing infrastructure,
research showed that people in the
United Kingdom and Ireland believed it to be
a long-haul destination with poor hotels and
little more than a few camels for entertainment.
The Tunisian Tourist Board employed a
new agency who simultaneously strove to
create a new image for the country while convincing
travel agents in the United Kingdom
and Ireland that it was a competitive destination
in order to drive up bookings. The agency
redesigned the Tunisian tourist logo and
developed a new range of literature to convey
a more modern feel than previous brochures.
They devised the new strap line, ‘More from
the Mediterranean’, to reinforce the message
that Tunisia is as close as many popular
Mediterranean resorts. To bring the trade on
board, the agency briefed operators on the
campaign and ran a series of initiatives to
stimulate interest. They sponsored the premiere
of the movie The English Patient which
was filmed in Tunisia. To target consumers, the
agency leafleted cinemas and ran a PR programme
to highlight the appeal of Tunisia and
its culture. Tunisia’s first TV advertising for a
decade was created. Selected press and poster
advertising was underpinned by a new website.
In all these ways, a variety of audiences
was reached with a variety of media with
consistent and coherent messages in a very
cost efficient way. The total communication
process was managed as an integrated whole.
The outcomes were changed attitudes by
consumers and trade alike and increased
tourism resulted. The Tourist Board was
voted best in the UK annual awards. Bookings
to Tunisia from the United Kingdom and
Ireland increased by almost 30 per cent year
on year.
Whilst it is argued that corporate communication
should be integrated, the extent of
integration can vary enormously. Corporate
communication activities can vary from very
small, ‘one-off’, discrete pieces of communication
(such as the mailing of a corporate
brochure), to the development of a larger
campaign which involves many promotional
tools, and even to the development and
co-ordination of multiple campaigns intended
© 2004 Sandra Oliver for editorial matter and selection;
individual chapters, the contributors