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In June, the USC Annenberg Strategic Communication and Public Relations Center released results from its eighth biennial Communication and Public Relations Generally Accepted Practices (GAP VIII) Study. The report is focused on providing senior communicators with “guidance as they manage their organizations, develop strategy, and prepare for the future.” Data was gathered from professionals in a variety of organizations including corporations, government agencies and non-profits.
1. Budgets have recovered post-recession and, similarly, organizations across a variety of industries expect increases in staff growth in 2014. In the introduction to our book, Strategic Public Relations, we cited data from a previous GAP study which showed that senior managers rated PR as one of the top three contributors to organizational success. We have seen this trend in practice as CEOs, CMOs and business owners now more often understand the value of having our team involved at a strategic level within their organizations and facilitating the sharing of information early in the decision-making process so PR and communication can be incorporated broadly.
Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. The Strategic Importance OfManaging Human Resources For every organization human resources are like thier assests so it should be treated very carefully and effectively. Satisfying Multiple Stakeholders An organization’s approach to managing human resources is central to its ability to satisfy its many stakeholders.
A Framework For Managing Human ResourceThe centre part of the framework are the activities formanaging human resources like recruitment,selection,compensation, performance measurement,training, and so on.
The Human Resource Triad HR Professionals Whether a company chooses its human resources policies and practices systematically or somewhat haphazardly, those policies and practices can have powerful effects. Five Special ThemesIn managing people and organization today, manycommon themes seem to pop up all the time.
Clipping is a handy way to collect and organize the most important slides from a presentation. The United Kingdom (UK) House of Commons Defence Committee (HCDC) has earnestly requested inputs to inform its own investigation into what will become known as the Strategic Defence and Security Review 2015 (SDSR 2015). How for example can the 3 services, or anyone else for that matter, know what size and capability is needed to defend UK security if the why, where and what questions have not been addressed? Whilst in name the National Security Strategy (NSS) may purport to answer these questions it singularly fails to do so because its starting point has been obscured and skewed by legacy and budgets.
State for Defence have not been informed of what the higher level aims of British strategy are, how can they justify a defence budget of any amount, defend against further cuts, requests increases or argue that the current vote of ?33.5bn must be maintained? Could it be that this national strategic narrative question is left open ended exactly because that is how HMG likes it to be. If the Yangtze did not exist, or if its route had veered downward into South and Southeast Asia (like most of the rivers that begin on the Tibetan Plateau), China would be an altogether different and much less significant place. Three regions in particular make up the bulk of the Yangtze River Basin: the Upper (encompassing present-day Sichuan and Chongqing), Middle (Hubei, Hunan and Jiangxi) and Lower Yangtze (Jiangsu and Zhejiang provinces, as well as Shanghai and parts of Anhui). Between 1949 and 1978, the Communist Party expanded those networks and laid that infrastructure with brutal efficiency. Today, the Yangtze River is by far the world’s busiest inland waterway for freight transport. This growth, since roughly 2003, has been underpinned by a massive expansion in centrally allocated fixed-asset investment into the interior, and specifically to those parts of the interior Beijing considers most viable as potential alternative or supplemental industrial bases to the southeast coast.
Investment in further industrial development along the Yangtze River reflects not only an organic transformation in the structure of the Chinese economy but also the intersection of complex political forces.
Investment in the interior accelerated rapidly in the wake of the 2008-2009 financial crisis, when the sudden evaporation of external demand revealed just how fragile and imbalanced China’s economy had become. Strategic planning is made up of four key components: vision, mission, values, and strategy. Mission: A mission statement defines the fundamental purpose of an organization, succinctly describing why it exists and what it does to achieve its vision.

Values: Corporate values are the core values shared among the stakeholders of an organization. Once the vision statement, mission statement and corporate values have been defined, we can begin working on strategy. The traditional sales process begins with a sales representative identifying and connecting with a prospect, and leading that prospect through the sales process. Thanks to technology and the Internet, consumers and prospective clients are able become self-educated about products, companies, and services, without ever having a conversation with a sales rep.
Some recent studies indicate for B2B companies, 80% of the time the buyer finds the seller and it is much higher than that for B2C companies.
Today, people don’t want to be sold to, they want to be engaged, and then they may buy from you.
Digital business development and targeted messaging should be the key business strategy for forward-thinking companies.
Frozen Fire is a Dallas internet marketing and video production company that helps companies harness the most powerful aspect of modern marketing—the internet—to engage customers in memorable and meaningful ways.
Agencies are recognized for “intellectual added value, rather than simple labor.” This was the first time in the study’s history that intellectual added value was the most commonly cited reason for working with agencies.
Today’s most competitive organizations are working to ensure that now and a decade from now they have employees available who are eager and able to address key competitive challenges. These activities are importantbecause they partly determine how well a companysatisfies the concerns of its multiple stakeholders andare shaped by various forces in the externalenvironment and by several organizational factors.
Ensuring that those effects are positive rather than destructive requires the involvement of three keyLine Managers All Other Employees players.
However, without an overarching UK strategic narrative one wonders just how the HCDC is to gauge and test the evidence it receives? Hence the NSS tends towards higher level tactical doctrine rather than strategic vision, confining itself, after a lofty introduction, to simply providing the British armed forces with constraints – size, time-frame and broad type of operations they may be tasked to undertake in the financial circumstances.
How can any contributor to this important debate offer meaningful input if they cannot answer the questions – what strategic vision, national values and vital interests Her Majesty’s Government (HMG) believes the British Armed forces must be funded to protect? The constant cycle between periods of unity (when one power takes the lands north and south of the Yangtze) and disunity (when that power breaks into its constituent regional parts) constitutes Chinese political history. Its population would be much smaller, isolated to the southeast coast, Loess Plateau and North China Plain — the only parts of Han China where economic life does not depend on the Yangtze. Geography and time have made these regions into distinct and relatively autonomous units, each with its own history, culture and language.
In many ways, China was more deeply united under Mao Zedong than under any emperor since Kangxi in the 18th century. Unsurprisingly, areas with ready access to the Yangtze River system have been targeted as cores of future inland urbanization. First, there is a clear shift in central government policy away from intensive focus on coastal manufacturing at the expense of the interior (the dominant approach throughout the 1990s and early 2000s) and toward better integrating China’s diverse regions into a coherent national economy. Our approach in helping companies determine their messaging strategy is to first define or redefine the organization’s vision and mission statements and develop core values before we start working on strategy. Values drive an organization’s culture and priorities and provide a framework in which decisions are made.
A combination of goals and the policies by which management is seeking to achieve those goals. At Frozen Fire, our focus is on digital business development strategy (watch the Digital Business Development video here). Today, however, the tables have turned and prospects are shopping for products and services on their own — without you.

More than likely, your prospects already know why they should choose your product or service, but they are looking for you to engage them.
Ways that ignite sales and business growth. Contact us to learn how we can help your business. In other words every organization wants to attract and retain potential and talented employees to work for them at top level. The provinces of central China, which today produce more rice than all of India, would be as barren as Central Asia. After 1978, the foundations of internal cohesion began to shift and crack as the reform and opening process directed central government attention and investment away from the interior (Mao’s power base) and toward the coast. Over the last decade, dramatic increases in waterway freight traffic have been seen in some provinces along the Yangtze River corridor, such as Anhui (840 percent, to 364 million tons), Chongqing (640 percent, to 117 million tons) and Hunan (500 percent, to 179 million tons). In part, this is because cities like Chongqing and Wuhan already possess well-developed urban industrial infrastructures, the legacy of Mao’s intensive focus on inland industrialization.
But how that policy shift plays out on regional, provincial and local levels is shaped less by dictates from Beijing than by the political maneuvering of local and provincial governments for central government favor. To that end, we must first develop a brand strategy and messaging strategy before we can approach digital strategy.
Many of the Fortune 500 companies have already developed messaging strategies and implemented them effectively in the market. So along with other factors effecting the success of an organization it is very dificult to succeed without managing human resources effectively. Regional commercial and political power bases like the Yangtze River Delta or the Sichuan Basin would never have emerged.
Each region has its own internal market networks, and each historically is more interested in protecting its autonomy and prosperity than uniting under the north’s control. By 2011, the nine provincial capitals that sit along the Yangtze and its major tributaries had a combined gross domestic product of $1 trillion, up from $155 billion in 2001. This legacy in turn gives these cities comparatively more influence and leverage than less developed parts of the interior when it comes to extracting central government financial support. Access to navigable waterways enables the cities of the western and central stretches of the Yangtze River to lobby more effectively for credit and tax rebates that might otherwise have gone to less competitive, landlocked provinces. You must integrate your company’s vision, mission, and values into your brand strategy, messaging strategy, and digital strategy, and the message must be consistent.
But, they have large marketing budgets and can afford the new skill sets required to develop and implement this type of strategy. The first phase of this process will be driven in large part by urbanization along the Yangtze River corridor, especially in the provinces that make up China’s traditional Upper and Middle Yangtze regions. That gives these cities a total wealth roughly comparable to the gross domestic products of South Korea and Mexico. Finally, it required a transport and communications infrastructure comprehensive enough to make the exercise of central authority over vast distances and diverse populations feasible.
Some mid-market companies fall into the early adopter category, but it has by no means mainstream. This means that small and medium businesses can achieve significant competitive advantage by developing and implementing a communication strategy ahead of the curve.

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