121018 contemporary pr and indonesian ce os final
DESCRIPTION
Presented at the International Public Relations Summit in Kuta, Bali in October 2012TRANSCRIPT
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Contemporary Public Relations Practice and Case Studies of Indonesian CEOs NOKE KIROYAN
GLOBAL COOPERATION IN ASIAN PERSPECTIVES
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Two-Way Symmetrical Public Relations
Public relations increases organizational effectiveness when it
builds long-term relationships of trust and understanding with strategic publics of the
organization – those that affect or are affected by the organization as it identifies and
pursues its mission
“Two-Way Symmetrical Public Relations” - James E. Grunig in “Handbook of Public Relations” – Robert L. Heath (ed.), 2001
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3 3
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Win-Win Zone
Mixed Motive(Symmetric)
DominantCoalition’sPosition
Public’s Position
Organization’s PositionDominates (Asymmetric)
Public’s PositionDominates (Asymmetric)
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1 Pure Asymmetry Model
Type of Practice
2 Pure Cooperation Model
3 Two-Way Model
Communication used to dominate public,accept dominant coalition’s positionCommunication used to convince dominantcoalition to cave in to public’s position
Explanation
Communication used to move public, dominant co-alition’s position, or both to acceptable ‘win-win zone
New Model of Symmetry as Two-Way Practices
“Manager’s Guide to Excellence in Public Relations and Communication Management” - David M. Dozier, Larissa Grunig, James E. Grunig, 1995
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Democratic versus Authoritarian Communication Models
• Ideally, in a democracy the two-way communication model should be dominant
• In authoritarian societies there is less need for engagement, consequently communication tends to be one way
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Hallmark of Democracy: Media Engagement
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Stakeholder Theory
Any group or individual who can
affect or is affected by the achievement of the
organization objectives
“Strategic Management - A Stakeholder Approach” – R. Edward Freeman, 1984
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PUBLIC RELATIONS is the management of mutually influential relationships
within a web of stakeholder and organizational relationships
By better understanding stakeholders, managers can decide who deserves their
attention and time.
Stakeholders can shape organizational practices through their giving or retracting
of stakes (support)
Public relations should be deliberate and goal-oriented – it is based on strategy
Stakeholder Approach to Public Relations
“PR Strategy and Application: Managing Influence” – Coombs, W.T. & Holladay, S.J., 20107
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The research-based Stakeholder Approach (“Sniper Approach”) to communication allows
more effective and efficient use of
resources.
Stakeholder Engagement + Communication Strategy= Sniper Approach
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Corporate Communication Process
STAKEHOLDER MANAGEMENT
STAKEHOLDER ENGAGEMENT
COMMUNICATION STRATEGY
COMMUNICATION FUNCTIONS
CORPORATE POLICY
PUBLIC RELATIONS
COMMUNITYRELATIONS
INVESTOR RELATIONS
EMPLOYEE RELATIONS
MEDIA RELATIONS
PUBLIC AFFAIRS
Top Management
Middle Management
Junior Management and implementing staff
Event Management/Press Conference/Press Release /Media Monitoring/Interview/FGD, etc.COMMUNICATION TOOLS
STRATEGIC
TACTICAL
TECHNICAL 9
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Stakeholder Management and Communication
STAKEHOLDER MANAGEMENT
Stakeholder Engagement
Communication Strategy
CommunicationTechniques
MANAGEMENT POLICY
StakeholderAnalysis
COMMUNICATION POLICY
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Stakeholder Engagement and Communication Strategy
STAKEHOLDER ENGAGEMENT
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COM-MUNITY RELS.
MEDIA RELAT-IONS
PUBLIC RELAT-IONS
PUBLIC AFFAIRS
EMPLO-YEE
RELS.
CRISIS COMMS.
INVEST-OR
RELS.
INFLU-ENCER RELS.
CSR COMMS.
RE
PU
TAT
ION
Culture
Industry-specific issues
COMMUNICATIONSTRATEGY
Laws and Regulations
PoliticalDynamics
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REPUTATION
COMMUNICATION
PERFORMANCE
12“Reputation Management: The Key to Successful Public Relations and Corporate Communication,” John Doorley & Helio Fred Garcia, 2nd ed., 2003
What Reputation Boils Down To
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“CEO Capital: A Guide to Building CEO Reputation and Company Success,” Leslie Gaines-Ross, 2003
• The big reputations of CEOs are not coincidences. Reputation is designed, thoroughly examined, and maintained. Reputation can be developed.
• Factors “C” and “M” are the movers of CEO Reputation and the shapers of CEO Capital:
The CEO’s Capital
The “C” Factor
• Credibility• Code of Ethics• Communicating internally
The “M” Factor
• Management team• Motivating and inspiring
employees
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CEO and Reputation
“Corporate Public Affairs: Interacting with Interest Groups, Media and Government,”,Otto Lerbinger, 2006
The CEO, as the communicator and
highest spokesperson of the
company, plays a determining role in
the company’s communications,
and therefore highly affects the company’s reputation.
It is exceedingly ideal when the CEO
has good communication
skills. This skill can be developed
through several public relations efforts, such as
speech training and media handling
training.
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Case Study 1: Karen Agustiawan
•Exploding gas canisters
Crisis Management
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Case Study 2: Emirsyah Satar
Most improved airline
Reputation Building
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Case Study 3: Ignasius Jonan
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Alternative travel mode
Reputation Building
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Case Study 4: Hendi Prio Santoso
Public Issues ManagementThe art of hiking prices
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Mobil Oil Citibank
CitibankCitibank/JP Morgan
What They Have in CommonCurrently CEO of large State-owned Enterprises…….
….but previous career in private sector
….and three out of the four started their professional career as accountants
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