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Forme sau ipostaze ale relaiilor publice

1. Responsabilitatea social corporativ/-ist(CSR / Corporate Social Responsibility)

Definiii:

1. obligaia moral care poate fi impus corporaiilor dincolo de simpla respectare a legilor;2. preocuparea unei corporaii pentru bunstarea societii sau pentru impactul aciunilor saleasupra societii;

3. obligaia de a trata moral i ntr-o manier responsabil grupurile cointeresate;4. practica unei corporaii de a-i selecta obiectivele i de a-i evalua rezultatele nu doar prin

prisma profitabilitii i a bunstrii proprii, ci i n funcie de standardele socialmente

dezirabile;

5.

obligaia de a urmri obiective pe termen lung benefice pentru societate, dincolo de criteriileeconomice sau de cerinele stabilite prin lege.

Termeni corelativi responsabilitii sociale corporative: guvernan corporativ (corporate

governance), protecia mediului (environmental protection), conservarea energiei (energy

conservation), controlul polurii i managementul deeurilor (pollution control and waste

management), dezvoltare durabil (sustainable development), comer echitabil i investiie de

capital etic (fair trade and ethical investment), atitudine etic i receptiv n relaia cu clienii i

furnizorii (ethical and responsive dealings with customers and suppliers), implicarea stakeholderilor

(stakeholder engagement), activiti filantropice i caritabile (philanthropic and charitable

activities), obiective socio-politice, precum reducerea srciei, implementarea unor programe

educaionale i de sntate n favoarea comunitilor dezavantajate etc. (S. Jaseem Ahmad, From

Principles to Practice. Exploring Corporate Social Responsibility in Pakistan, Journal of Corporate

Citizenship, 24, Winter 2006, pp. 115-129)

CSR este o concepie referitoare la contribuia pe care trebuie sa o aib companiile la dezvoltarea

societii moderne.

Programe de CSR: 1. promovarea unei cauze (Cause Promotion), 2. marketing legat de o cauz

(Cause Related Marketing), 3. marketing social (Corporate Social Marketing), 4. aciuni filantropice

(Corporate Philantropy), 4. voluntariatul n comunitate (Community Volunteering) i 5. practici de

afaceri responsabile social (Socially Responsible Business Practices).

(www.responsabilitatesociala.ro)

Responsabilitatea social nu nlocuiete obligaiile financiare, ci se adaug acestora.

Keith Davis: responsabilitatea social trebuie s fie proporional cu puterea social.

Triple-bottom line (3P: people, planet, profit): responsabilitate social, responsabilitateecologic i

responsabilitate financiar.

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3 imperative legate de CSR:

1. monitorizarea mediului social, economic i politic;2. identificarea percepiilor i ateptrilor publicurilor int;3. promovarea celor mai bune practici de responsabilitate social n lumina acestor percepii i

ateptri.Argumente pro-CSR: Corporaiile trebuie s acioneze ca ceteni responsabili. Cetenii

responsabili nu trebuie s se mulumeasc cu respectarea strict a legilor, care ne mpiedic s

facem ru celorlali n timp ce ne urmrim propriile interese. Trebuie s acionm n beneficiul

societii. Dac practicile organizaionale deterioreaz societatea, vor lipsi resursele necesare

continurii activitilor pe termen lung. Dac puterea financiar nu este folosit responsabil,

guvernul, sindicatele, grupurile de activiti sociali vor ncerca s diminueze influena companiei

prin proteste, greve, boicoturi i reglementrietc.Argumente anti-CSR: Doing well by doing good este cea mai nalt responsabilitate social.

Companiile au 4 obligaii sociale (Milton Friedman): respectarea legii, oferirea unor bunuri sau

servicii, folosirea eficient a resurselor i plata onest a resurselor n funcie de situaia pieei.

Programele de responsabilitate social afecteaz competitivitatea.Nu companiile, ci statul, ONG-

urile, familia, parohia i alte organizaii din sfera societii civile au datoria, responsabilitatea,

pregtirea i resursele necesare pentru realizarea programelor sociale.

2. Strngerea de fonduri(Fundraising)

Definiie: practica social de a ajuta organizaiile i donatorii s-i satisfac interesele filantropice

mutuale.

Strngerea de fonduri nu este o simpl adunare de bani. Donatorii nu ofer fonduri doar pentru c

sunt generoi sau pentru c au fost persuadai, ci i pentru c donaiile sunt ateptate, admirate sau

chiar impuse. Fundraisingul se deruleaz n forma ROPES.

ROPES const din cinci etape consecutive:

Research (cercetarea) Objectives (stabilirea obiectivelor) Programming (programarea) Evaluation (evaluarea) Stewardship (supravegherea/ ntreinerea)

Cercetarea se desfoar n urmtoarele zone: (a) organizaia de caritate pentru care lucreaz

specialitii n PR, (b) oportunitatea sau problema cu care se confrunt organizaia i (c) categoriile

de donatori corelate att cu organizaia, ct i cu oportunitatea/ problema.

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Obiectivele stabilite trebuie s fie specifice, msurabile, derivate din obiectivele organizaionale i

fundamentate pe rezultatele activitilor de cercetare.

Programarea const n planificarea i implementarea activitilor menite s produc rezultatele

stabilite n obiective. Aceste activiti se mpart n dou clase: (1) activiti de cultivare (a relaiilor)

i (2) activiti de solicitare (a fondurilor).Prin evaluare stabilim gradul de realizare a obiectivelor.

Stewardship-ul asigur retroaciunea sistemului fundraiseri-donatori-beneficiari i presupune 4

elemente: (a) reciprocitate, (b) responsabilitate, (c) transparen i (d) cultivare.

3. Activitile de lobby(Lobbying)

Definiie: procesul de influenare a procesului legislativ n scopul instituionalizrii unei schimbri.

Lobbyitii pot fi direci sau indireci.

Lobbyitii direci sunt angajai ai unei organizaii sau membri ai unor firme de lobbying care sunt

pltii pentru a comunica formal i nemijlocit cu autoritile i instituiile publice. n Statele Unite

este obligatorie identificarea lobbyistului, a clientului i a problemei. Lobbyitii indireci se

angajeaz, fr a fi pltii, n activiti de relaii publice pentru a politiza o problem sau pentru a

influena agenda politic a unei autoriti sau instituii publice.

4. Comunicarea intern(Internal Communication)

Definiie: relaiile publice la nivel intra-organizaional, care au drept scop edificarea unor relaiicaracterizate de nelegere mutual, reciprocitate, ncredere, credibilitate i legitimitate.

Comunicarea intern susine misiunea sau viziunea organizaiei i previne tensiunile dintre patroni,

manageri i angajai.

Principalele modaliti de realizare: comunicarea fa n fa, intranetul, mailingul, newsletterul,

memorandumul, video-conferina etc.

5. Managementul problemelor(Issues Management)

Definiie: arta de a reduce friciunile i de a crete armonia dintre o organizaie i publicurile sale

relevante n sfera public.

Parte a managementului problemelor, comunicarea de criz privete rezolvarea situaiilor

neprevzute care perturb activitatea unei organizaii, afecteaz negativ relaiile acesteia cu

publicurile implicate i pun sub semnul ntrebrii legitimitatea existenei organizaiei n sfera

public.

Principalelestrategii n comunicarea de criz:

I. Negarea: 1. negarea propriu-zis(organizaia poate s nege c aciunea a avut loc, c ea a realizat

aciunea sau c aciunea a provocat prejudicii cuiva), 2. nvinovirea unei tere pri (organizaia

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susine c altcineva este autorul aciunii ofensatoare, acesta purtnd responsabilitatea pentru toate

consecinele neplcute aprute)

II. Derobarea: 1. prezentarea aciunii ca rspuns la o provocare (aciunea este nfiat ca o reacie

raional i legitim la o provocare), 2. sublinierea lipsei de informaii sau de competene (cele mai

multe aciuni sunt ntreprinse pe baza unei cunoateri limitate a contextului; 3. organizaia se

prevaleaz de neputina de a controla toi parametrii din mediu), 4. punerea aciunii sub semnul

hazardului / ghinionului (aciunea este pus sub incidena unor mprejurri nefaste care nu puteau fi

prevzute i care, probabil, nu vor mai aprea), 5. sublinierea bunelor intenii (consecinele negative

ale aciunii nu au fost premeditate, ci au aprut accidental, n ciuda eforturilor organizaiei de a

aduce beneficii publicurilor implicate)

III. Reducerea caracterului negativ al aciunii: 1. accentuarea trsturilor pozitive (organizaia

reamintete publicului aciunile benefice pe care le-a realizat n trecut, miznd pe meninerea sauchiar consolidarea unei legturi afective pozitive), 2. minimizarea efectelor negative (organizaia

caut s reduc afectele negative la nivelul publicului, micornd importana daunelor produse), 3.

diferenierea fa de alte aciuni congenere (organizaia compar aciunea pentru care este

nvinovit cu aciunile similare ale altor organizaii, subliniind maniera diferit n care s -a

comportat: atitudine preventiv, pruden, receptivitate, reacie rapid, minimizarea pagubelor etc.),

4. punerea problemei ntr-un plan superior (aciunea este transpus ntr-un context favorabil; spre

exemplu, tratamentul brutal la care sunt supui unii deinui este privit ca mijloc de garantare a

securitii cetenilor), 5. atacarea prii adverse (organizaia ncearc s preia iniiativa,

determinndu-i adversarul s reacioneze, la rndul su, unor acuzaii), 6. compensarea

(organizaia ofer victimelor compensaii materiale sau morale)

IV. Corectarea: 1. refacerea strii de lucruri iniiale (organizaia elimin toate urmrile negative ale

aciunilor sale, revenindu-se la parametrii de mediu anteriori acestora), 2. adoptarea unei atitudini

preventive (organizaia ofer garanii publicului c asemenea aciuni negative nu vor mai aprea)

V. Mortificarea(organizaia i mrturisete greeala i cere iertare publicului)

6. Comunicarea de marketing/ Relaiile publice de marketing (Marketing Communication /

Marketing Public Relations)

Definiii:

1. arta de a satisface profitabil nevoile clienilor crend valoare adugat de ord in semiotic/comunicaional;

2. procesul managerial care permite i faciliteaz dialogul ntre consumatori (i, n unelesituaii, ntre grupurile cointeresate)

(Varey, Richard J., Marketing Communication: An Introduction to Contemporary Issues, Florence (KY,USA): Routledge, 2001)

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Aspecte de ordin comunicaionalale situaiei de marketing care pot fi decise de ctre specialistul n

marketing:

The offering What this can communicate ExampleProduct mix

VarietyQualityDesignFeaturesBrand namePackagingSizesServicesWarrantiesReturnsPrice mixCost of productDiscounts and allowances

Payment periodCredit termsPlace mixChannelsCoverageAssortmentsLocationsInventoryTransportPeopleService staffPhysical environmentAmbienceProcessTransactionMaking the offerAdvertisingPublicitySales promotionDirect marketingPersonal selling

PersonalityIntegrityTasteFlexibilityAssuranceProtection and careConsiderationSupportPeace of mindConfidence

Expectations of qualityValue for money

AffordabilityCost

Convenience and statusAvailabilityChoiceConvenience and statusAvailabilityAvailability

Competence

Comfort

Impression

IdentityExpertiseValuePersonalized offerAttention and concern

Choice of coloursFine detail and finishAesthetic appearanceDual purposeMeaningful nameCarrying caseRange of optionsInstallation and demonstrationTelephone hotlinePre-paid mailing label

Premium price relative to othersSpecial offer voucher

Instalment planInterest-free period payment

Respected outletsStocked by prominent storesRange of colours, etc.High-street stockistAlways in stockPrompt home delivery

Confident, attentive checkout

Tasteful decor

Prompt attention

Clearly stated valuationComment on social issueBuy 2, get 1 free offerFollow-up offerProblem resolved

7. Comunicarea corporativ(Corporate Communications)

Definiie: form de comunicare ce se difereniaz prin (a) perspectiva corporatist, (b) grupurile

cointeresate avute n vedere i (c) activitile de management realizate.

(Cornelissen, Joep, Corporate Communications: Theory and Practive, London: Sage Publications Ltd, 2004)

Termeni cheie n comunicarea corporativ

Concept Definition Example: British Airways

Mission Overriding purpose in line withthe values or expectations ofstakeholders

British Airways is aiming to set new industry standards in cus -tomer service and innovation, deliver the best financial performanceand evolve from being an airline to a world travel business with the

flexibility to stretch its brand into new business areas Vision/strategicintent

The long-term aims andaspirations of the company foritself.

To become the undisputed leader in world travel by ensuring that

BA is the customer's first choice through the delivery of anunbeatable travel experience

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Corporateobjectivesand goals

(Precise) statement of aims orpurpose

To be a good neighbor, concerned for the community and theenvironment, to provide overall superior service and good valuefor money in every market segment in which we compete, to excel

in anticipating and quickly responding to customer needs andcompetitor activity

Strategies The ways or means in which thecorporate objectives are to be

achieved and put into effect

Continuing emphasis on consistent quality of customer service and

the delivery to the marketplace of value for money through custo-

mer-oriented initiatives (on-line booking service, strategic alliances)and to arrange all the elements of our service so that they collec-tively generate a particular experience building trust with ourshareholders, employees, customers, neighbors and with our critics,through commitment to good practice and societal reporting

Corporateidentity

The profile and valuescommunicated by anorganization

The world's favorite airline (this corporate identity with its

associated brand values of service, quality, innovation,cosmopolitanism and British-ness is carried through in positioning,design, livery, and communications)

Corporateimage

The immediate set of meaningsinferred by an individual inconfrontation/ response to one ormore signals from or about a

particular organization at asingle point in time

Very recently I got a ticket booked to London, and when reportingat the airport. I was shown the door by BA staff. I was flatly toldthat the said flight in which I was to travel was already full so myticket was not valid any further and the airline would try to arrange

for a seat in some other flight. You can just imagine howembarrassed I felt at that moment of time. To add ghee to the fire,the concerned official of BA had not even a single word of apologyto say (customer of BA).

Corporatereputation

An individual's collective repre-sentation of past images of an or-ganization (induced througheither communication or pastexperiences) established overtime

Through the Executive Club program, British Airways has

developed a reputation as an innovator in developing directrelationships with its customers and in tailoring its services toenhance these relationships (longstanding supplier of BA). 25

Stakeholder Any group or individual that canaffect or is affected by theachievement of the

organization's objectives

Employees, consumers, investors and shareholders, community,aviation business and suppliers, government, trade unions, NGOs,and society at large

Public People who mobilize themselvesagainst the organization on the

basis of some common issue orconcern to them

Local residents of Heathrow Airport appealed in November 2002against the Government and British Airways concerning the issue ofnight flights at Heathrow airport. The UK Government denied thatnight flights violated local residents' human rights. British Airwaysintervened in support of the UK Government claiming that there is aneed to continue the present night flights regime

Market A defined group for whom aproduct is or may be in demand(and for whom an organizationcreates and maintains productsand service offerings)

The market for British Airways flights consists of passengers who

search for superior service over and beyond the basic transportationinvolved

Issues An unsettled matter (which is

ready for a decision) or a pointof conflict between an organiza-tion and one or more publics

Night flights at Heathrow Airport: noise and inconvenience for

local residents and community

Communi-cations

The internal and externalcommunications techniques andmedia that are used towardsinternal and external groups

Newsletters, promotion packages, consultation forums, advertising

campaigns, corporate design and code of conduct, free publicity/public relations

Integration The act of coordinating allcommunications so that thecorporate identity is effectivelyand consistently communicatedto internal and external groups

British Airways aims to communicate its brand values of service,

quality, innovation, cosmopolitanism and British-ness through all itscommunications in a consistent and effective manner