PERENCANAAN KOMUNIKASI CORPORATE
Abstract
Inmany waysthissubjectisnotaneasy one,since thecorporate communicationsfunction isrelativelynew,certainlytomostEuropean companies.The resourcesputbehindcorporatecommunicationshavenotbeen asgreatasmanyhave feltdesirable,andthecommitmentofthecompany managementhasinmanycasesbeen,atbest,questionable.We areallstill learningthebest wayofapproachingthisarea,andthetenstepthatwere outlined above shouldbe taken as guiding stepsrather than a definitive approach.
I havedeliberatelyavoidedreferenceinthischaptertowhatisoften known as the communications audit. I feared that to discuss the communications auditwouldinmany ways detractfromthepracticalitiesof planningthecorporatecommunicationsfunction.Theaudit,whichisdescribed elsewhere,isaveryusefulprocesstotakeaccount ofallthecommunications activitiesthatacompanyisengagedin,andassuchitshould bepartofthe overallcorporatecommunicationsplanningprocess.Indeed, theapproaches thatIhaveadvocatedareinthemselvessomefromofaudit.
Thesuccessorfailureofthecommunicationsplanningprocesswillat thedayrest upon twokeyfactors: thecommitmentand energy ofthe top management,andthewillingnessofother individualstosharetheirexperience andexpertisetowardsacommoninterest.Toooften,thesefactorsaresadly missing,because thecorporate communicationsfunctioneither isnot high enoughonthechairman'sagendaor,alternatively,isinconflictwhit theinterest oftheoperatingcompanies.
Corporate communications planning requires determination
\, commonsensealittlepolitiesandagreatdealofpatience
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XMLDOI: https://doi.org/10.32509/wacana.v7i26.263
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