Communications Strategy New Orleans Nosh

Communications Strategy New Orleans Nosh

Communications Objectives

Situational Analysis

Strengths

Weaknesses

Opportunities

Threats

Audiences

Desired Response

Communications Strategy

Key Messages

Measurement and Evaluation

Strategic Action Plan Nosh Communications

ACA (Audience Centered Analysis)

Situational Analysis

Prior to Hurricane Katrina, the New Orleans Nosh ranked among leaders in service delivery and quality restaurant service in New Orleans. The New Orleans Nosh eagerly employed 30 residents of the community and for 20 years ranked nationally among gourmet food companies. Known for quality of products and repeat customers, the CEO is a "self taught business mogul" whose goals include treating employees like family. Ms. Pepper, CEO sent employees home on the day Hurricane Katrina hit. After the hurricane, Ms. Pepper temporarily set up business again. However, Ms. Pepper is having trouble locating some former employees who scattered to varying states. Ms. Pepper must now work on reestablishing her foundation and hiring some new employees to help further her business aims and objectives. In the wake of Katrina Ms. Pepper will have a lot of work ahead of her not only reestablishing trust and loyalty among new and former employees, but also among local businesses and community members.

Communications Objectives

Since Hurricane Katrina, the CEO Ms. Pepper has faced much change surrounding her business operations and strategy. Communications will be key for positioning the Nosh in the same status in the community it once held. To support successful recruitment of former employees and re-establish the family environment once enjoyed, the following communications objectives are vital:

The role of the communication director will include providing the CEO with strategic objectives for communication, which should include establishing a vision for the Nosh in the near future.

Communication plan must address Ms. Pepper's objectives including her desire to recreate a family environment.

Plan must ensure optimal customer service is maintained.

Retain former customers still living in area.

Recruit new customers that will have the same loyalty as those attending the restaurant prior to Katrina.

Build relationships with new communities being developed in area.

Situational Analysis

Strengths

Nosh has a strong reputation and strong leadership. Prior to Katrina the restaurant quite easily established a strong and vigorous presence in New Orleans. The reputation included a reputation for creating some of the finest New Orleans style Cajun Creole meals but also providing some of the best customer service. The reputation of the Nosh as a family place, one where employees were also treated with respect and the utmost service is also well noted.

Ms. Pepper has already taken actions to reestablish communications with some former employees. It may however be impossible to encourage some employees to return, especially those that have lost their homes and family members. For this reason it is important Ms. Pepper focuses her attention on building relationships with the new communities being built in New Orleans, and recruiting new employees that admire her sense of commitment to her employees.

Weaknesses

While in the past the New Orleans Nosh enjoyed great success, Hurricane Katrina proved very devastating to the surrounding community. It will take some time for the restaurant to regain the loyal customer base it once had especially since the community has changed. The people living in the town previous are not necessarily still there, so Ms. Pepper will have to reintroduce her business to new people living in the community

Opportunities

Ms. Pepper is in an ideal position to take advantage of the reopening of her restaurant. She can market her reopening as a grand opening and attract new clients moving into the area or reestablishing their connections to the area.

According to statistics the long-term economic effects of Hurricane Katrina are also expected to be limited; studies suggest the "standard paradigm" for natural disasters like Katrina suggests a brief time where economic activity remains stagnant followed by tremendous reconstruction efforts that "fully compensate for economic losses" business owners may realize in the early stages following devastation (Dekaser, p. 72).

Also of advantage to Ms. Pepper is the willingness of those living in New Orleans to get back to life in as normal a manner as possible following the aftermath of Katrina.

Threats

While the long-term effects of Katrina are likely to be minimal, in the short-term property damage throughout New Orleans exceeded $150 billion including damage to homes in the area (Dekaser, 2005). This damage will directly and indirectly affect the restaurant, causing extraneous expenses related to repairs but also impacting the residents in the area who have to wait to have homes rebuilt and those interested in rebuilding their careers and financial foundation. Since Katrina adversely impacted so many people, it isn't out of the question to expect that some may not be able to afford small luxuries including going out to eat as before. While statistics do suggest natural disasters commonly result in temporary economic delays, it is worthwhile to note that the initial "macroeconomic repercussions of Katrina" are expected to be longer lasting than those damages occurring from previous disasters (Dekaser, p. 72). Many considered Hurricane Katrina "the most devastating natural disaster" of all time (Manuel, 2006). Thus Ms. Pepper may have to spend more time working to restore her business, her reputation and the family of employees she once enjoyed. However, with time and consistent effort rebuilding and recruitment of a new staff should result in positive results.

Audiences

New Orleans Nosh's clientele includes all residents living in the area and visitors working on reconstruction efforts. To help reestablish the Nosh's reputation of excellence, Ms. Pepper will need to work on communicating her strategic goals, which include rebuilding the "family" that comprises the Nosh to all current and future employees. The CEO should work on developing customized messages for existing employees and new employees that take into consideration their concerns and the effects Katrina had on them personally. The CEO will have to work diligently with manager to help deliver consistent messages to all employees that signal the importance of family and communications.

Ms. Pepper should act as spokesperson, whose job may include affirming the importance of family to those who have moved out of the area but may be interesting in moving back to New Orleans with meaningful employment. Ms. Pepper will also need to work on communicating her strategic approach about change, since in the wake of Hurricane Katrina tremendous change has occurred within the company. It is important employees feel Ms. Pepper's continuing commitment to her staff despite this change and respects each member of her team's personal hardships and experiences throughout this process.

Desired Response

The primary goals and objectives of the communications plan outlined include: gaining support for the communications plan by staff members, helping employees understand the strategic aims of the Nosh which include providing the highest quality and customer service while maintaining a family like atmosphere, easing employee anxiety about relocating to New Orleans and about the changes incurred resulting from Hurricane Katrina, helping employees stay focused on their daily tasks and ensuring consistent messages about company aims are disseminated to employees at all times. Further M. Pepper will work closely with the media in the hopes of attracting positive attention toward her business and in the hopes the media will focus its attention on the benefits of organizational restructuring and change. The communications plan will also help establish and affirm relationships with other community members and businesses and help ensure service levels within the restaurant remain at the highest level possible.

Communications Strategy

Bennet, Fadil & Greenwood (1994) note that cultural alignment is vital to a company's success and livelihood when undergoing change. Among the roles of the CEO during change initiatives include determining a strategy for change that aligns with the company's culture and assessing the depth of key elements related to culture within the organization (Bennet, Fadil & Greenwood, 1994). Ms. Pepper will need to realize that due to the impact of Katrina the cultural atmosphere at the Nosh may have changed, particularly if Ms. Pepper must rely on new employees to rebuild the once established restaurant.

In that respect it will be vital Ms. Pepper assesses the cultural state of her company and work to create the desired culture through a series of specific and targeted messages to employees. Bennett, Fadil & Greenwood (1994) also note that the shared commitments, beliefs attitudes, values and thinking patterns that are socially constructed within members of a company or organization have a strong influence on the organization's ability to achieve and maintain long-term effectiveness and performance (p. 474). Culture to that extent encompasses the shared values, beliefs, attitudes and ways that members of an organization go about their business (Bennett, Fadil & Greenwood, 1994). In this respect the primary objective of the communications strategy is creating a corporate culture that prides familial values and shared goals, values and beliefs.

The communications strategy will consist of three key steps. The first step will include addressing the concerns of former employees who have moved out of the area who may be interested in moving back, but aren't certain about what changes may have occurred within the Nosh since their departure. To help improve employee's outlook about the Nosh, Ms. Pepper must release a statement to the media affirming her intentions to reestablish the Nosh as a frontrunner in the community with respect to its services and commitment to a family style work environment. The intent of this message will include demonstrating that while impacted by Katrina, the Nosh remains a responsible employer committed to its employees every step of the way in their own personal journey's to recovery.

It is important Ms. Pepper recognize employee's feelings about change and articulates her rationale behind hiring new employees. It is important former employees who worked at the restaurant who plan to return recognize that any new employees hired by Ms. Pepper will adopt the same cultural values and moral principles that have made the restaurant so successful in the past.

To ensure the consistency of all messages relayed to customers and employees, Ms. Pepper should hold weekly meetings initially to help answer employee's questions and to gauge employee's satisfaction with workplace principles and functions. These meetings will also serve as an opportunity to new members of the staff to get to know established members more closely, providing them opportunities to bond and share information about each other's personal and work preferences. These weekly meetings will also encourage daily communications and ensure all specific concerns held by individual employees are addressed in a timely fashion.

The next step of the communications plan will involve assimilating the values, attitudes, morals and beliefs of former employees with new ones to ensure an organizational culture is developed that reflects the strategic aims and objectives of the Nosh. It is important that former employees and newer employees come to a common understanding about the factors that ultimately will drive the Nosh to the number one spot again among New Orleans restaurants. While the restaurant is in and of itself the same and remains unchanged, employees working there after Katrina are working in a new business environment, internally and externally. It is important in this respect each member of the staff work together to form productive relationships with each other and members of the community.

Ms. Pepper will also have to work on creating a culture that encourages interaction and participation with the community. If an organizational culture is built that creates community ties, the restaurant is more likely to succeed in the long-term and rebuild its reputation (Bennet, Fadil & Greenwood, 1994). Former employees that are hired back must realize they might be able to learn some things from new employees, just as much as new employees may learn something from former employees. A policy of open communication and sharing should be encouraged on this account.

To help ensure communications between established and new team members result in greater productivity and a positive work culture and environment, Ms. Pepper should appoint team leaders whose tasks include building trust among all employees. Each member of the staff must view their role as part of a team to ensure a functional and productive work environment. All team members should also be encouraged to communicate any concerns, problems or recommendations they may have to improve organizational performance directly to team leaders or at weekly team meetings.

The last step of the communications strategy will involve reopening the Nosh and reestablishing a daily routine that will result in corporate success. To ensure the success of the re-launch, Ms. Pepper should consider providing members of the community incentives for trying the Nosh again. This will include providing members of the community certain discounts to encourage a long-term relationship with community members. Ms. Pepper should also consider partnering with other businesses celebrating their grand openings. This will include providing meals and catering services to new businesses that are also getting their feet on the ground after the Katrina disaster. This will only serve to help grow the communal feel formerly associated with the Nosh, and help reestablish the idea that the Nosh is a family oriented business with strong ties and interest in the well being of the community.

By partnering with other businesses in the community, the Nosh will gain acceptance among new community members more swiftly, as news of the family oriented culture at the Nosh will spread through residences and businesses alike (Bennett, Fadil & Greenwood, 1994).

As part of the reopening of the Nosh Ms. Pepper will need to create a promotional campaign whose intent will include building community awareness of the restaurant. This campaign should also focus on rebuilding relationships with new and old businesses and marketing the company's services and commitment to family values within the community.

Ms. Pepper should also consider hosting small parties and special events to attract new customers to her business and send the message that the Nosh is interested in forming long-term partnerships with community members that include celebrating annual or key events in community members lives (like birthdays, anniversaries etc.).

Low (2000) also notes that it is important organizations work more closely on coordinating marketing and communications activities to help create more productivity and value from dollars allocated to marketing and advertising efforts. To this extent Ms. Peppers should evaluate where her marketing dollars will be best spent. These dollars should include a focus on consumer focused or oriented advertisements that emphasize the service oriented and family like culture adopted at the Nosh. The communications strategies mentioned thus far that will help reestablish the reputation of the Nosh include public relations and sales promotion. Ms. Pepper should also engage in a direct mail and print advertising campaign to spread awareness of her restaurant, its employees and its efforts at rebuilding the reputation New Orleans once held as an entertainment leader in the south (Low, 2000).

The print advertising campaign should include printing not only in local newspapers but also in national newspapers, especially to attract the interest of candidates considering visiting or moving back to the New Orleans area.

Key Messages

CEO Ms. Pepper

The first priority of the New Orleans Nosh is ensuring staff members new and old alike are adopting the same values, beliefs and principles, which must include a commitment to the community and the best possible customer service. To that effect we encourage every employee to voice their concerns and recommendations for improving service and delivery at the Nosh.

There are many opportunities to leverage community partnerships with the services provided by the Nosh. The Nosh is also eager to recruit displaced workers who are interested in working in an environment committed to family, service, loyalty and trust. The Nosh will emphasize its commitment to responsibility and work to reemploy citizens who are interested and eager in working in a supportive and committed environment.

Employees

Former employees have had to undergo quite a bit of change since the events following Katrina. The company has provided former employees an outline for the Nosh's new strategic development, which includes creating partnerships and trusting relationships with new employees and members of the community working to reestablish their businesses.

The Nosh and its employees are eager to create new business partnerships with community members and help new businesses and former community strongholds create effective and supportive work environments.

Employees work directly with team leaders, community members and the CEO to address concerns of community members. The communications plan outlined by the CEO provides key messages and strategic objectives for the company, which includes building strong partnerships with community members and businesses.

Team Leaders

Team leaders will work to help coordinate all communications and ensure that all employees, staff and community members are well apprised of strategic aims and objectives.

Managers

Managers are expected to hold weekly meetings with all team members to encourage their participation and interest in the community and success of the Nosh in the long-term.

The managers will work to educate employees about the Nosh's key values including it's commitment to quality and customer service, as well as it's commitment to the success and well being of the community.

Measurement and Evaluation

Ms. Pepper will work closely with managers to help assess the effectiveness of the communications plan in the crisis environment surrounding the events of Katrina. Decisive indicators or factors to assess will include whether the Nosh begins to build up a loyal customer following again. To facilitate this the Nosh will provide customers feedback cards that will help gauge their satisfaction with service and their perceived interpretation of the culture being developed at the Nosh. The frequency with which patrons return to the Nosh and provide positive feedback will be one indicator of the success of the communications strategy. Other predictors of success will include turnover. Ms. Pepper will keep a close eye on turn over rates to assess the extent to which the communications plan is building trust and satisfaction between former and new employees working with the company.