The demographic segmentation is also costly and needs to be updated regularly as companies with multicultural diversity tend to change personnel quite often.
The content language adopted for white collar workers will be a simple, plain one as the goal is for the message to be understood best and used by the employees in their interaction with the customers. In global communication campaigns, the language will be the same for white and blue collar workers and therefore a simple and plain one for everyone. In specific communications, the language can increase in complexity if the auditorium that needs to receive the message had a higher education level.
The content will take under consideration the cultural differences between the corporate headquarters country (e.g. UK) and the local offices (e.g. Korea) and adapt global campaigns to the local requirements. Additionally, the content will be designed to match company objectives and how these objectives can be understood by personnel. Therefore, a specialized team will be dedicated to understanding the personnel, the company values the personnel needs to be familiar with. Ericsson, the telecom giant is a good example of a company that outsources the internal communication processes to a specialized company as its personnel's increased diversity was too inefficient to be handled internally, communication-wise (Zetterquist, 2006).
The people in charge of transmitting the corporate messages
From Tesco's internal communication experience one can easily notice that white collar workers assimilate corporate messages easier if these are transmitted by their direct managers at the work premises. The same is not necessarily true for high-tech companies that can use the intranet for corporate messages. Thus, for a white collar auditorium the messages will be laid out to the staff by the team managers and for blue collar auditorium those will be spread out via email.
The message transmission will be designed and presented by a local person, preferably, in order to avoid miscommunication generated by cultural differences if the auditorium is from another region than that of the corporate headquarters. The local presenter is likely to bond better with the auditorium and gain its attention.
Last, but not least, the presenter has to easily interact with the auditorium and collect feedback from this one regarding content and transmission quality to help the company measure the efficiency of its internal communication campaign.
Strengths and weaknesses
An internal communication campaign designed by a specialized team and using personnel segmentation has a number advantages meant to increase corporate communication efficiency. Thus, the campaign's content is more likely to be understood by the employees because the team designing it is specialized in communication and had the expertise to deal with personnel diversity and because the content is designed for people within similar or identical demographic segments. The efficiency of a communication campaign should be visible in the relation between company personnel and customers and indirectly in the company's results.
Moreover, a campaign that takes under consideration the differences between employees from various locations are likely to attract the staff's sympathy as it shows that global companies are not as impersonal as they are perceived in the media showing that they care about their people.
The disadvantages of such campaigns are mainly related to the resources needed to be engaged to deploy them. Thus, the integration of local content requires working with local teams, different cultures and
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Overall, such a campaign is desirable for a multinational company provided that the entity is permanently striving to improve the cost efficiency of its internal communications. In time, this one can adopt different technologies meant to automize the information collection of various sources worldwide and potentially migrate all activities related to corporate communication to an online environment in which it is no longer necessary for the presenter to have a physical presence in the same place as the auditorium.
Reference List
Acosta, C., Leon, V.J., Conrad, C., Gonzalez-Cervantes, R. And Malave, C.O. 2004. Case Study on Culture and the Implementation of Manufacturing Strategy in Mexico. Journal of Manufacturing Systems, vol. 23(3): pp. 173-181.
Davis, Alison. 2005. Applying Employee Demographics. Strategic Communications Management. August 1st, http://www.allbusiness.com/technology/computer-software-management/943392-1.html
Hofstede, G. 1984. Cultural Dimensions in Management and Planning, Asia Pacific Journal: pp.84-99.
Internal Comms. 2006. The Top Seven Macro-Trends in Internal Communications. April edition, www.internalcommshub.com
Kimmel, P. 2000. Culture and Conflict. In Morton D. And Coleman, P.T. eds., the Handbook of Conflict Resolution: Theory and Practice. San Francisco: Jossey-Bass Publishers: pp. 453-474.
Korea Institute for International Economic Policy. 2005. Case Study of Samsung-Tesco, Korea. Peterson Institute, www.petersoninstitute.org
Lydon, T. 2006. Common Sense in a Changing World. Ispos Mori Relationship Management. www.ipsosmori.co.uk
Quirke, B. 1998. What's your Value Proposition? How to Maximize the Business Payoff for Internal Communication. Strategic Communication Management - reprint from October/November. www.synopsisonline.com
Quirke, B. 2000. Making the Connections - Using Internal Communication to Turn Strategy into Action. 1st Edition, Gower Publishing.
RY case studies, Accessed January 2009. Managing Email Effectively at Tesco. www.ry.com
Shenkar, O. 2001. Cultural Distance Revisited: Towards a More Rigorous Conceptualization and Measurement of Cultural Differences, Journal of International Business Studies, vol. 32(3): pp. 519-535.
Tesco Annual Report. 2008. http://www.tescoreports.com/
Tesco. 2008. Reaching a Large and Diverse Audience at Tesco. Strategic Communication Management, October 1st: http://www.allbusiness.com/labor-employment/human-resources-personnel-management/
Watson, G.E., Watson, G., Gallagher, K. And Armstrong, M. 2005. Managing for Results. 2nd Edition, Chartered Institute of Personnel and Development.
Zettrequist, P. 2006. Transforming Internal Communication at Ericsson. Strategic Communication Management. December edition, http://www.allbusiness.com/technology/computer-software-management/943392-1.html
Management of CHANGE - CAMPAIGN INTERNAL COMMUNICATIONS
Key highlights
UK is the base of the Tesco's operations. The retailer runs here 2,115 stores across the country employing over 280,000 people.
Key highlights
In Asia, the retailer runs 814 stores in 5 countries employing over 77,500 people.
Key highlights
In Europe, the retailer runs 746 stores in 6 countries employing over 83,700 people.
Key highlights
In USA, the retailer runs 53 stores in 3…
Reference List
Acosta, C., Leon, V.J., Conrad, C., Gonzalez-Cervantes, R. And Malave, C.O. 2004. Case Study on Culture and the Implementation of Manufacturing Strategy in Mexico. Journal of Manufacturing Systems, vol. 23(3): pp. 173-181.
Davis, Alison. 2005. Applying Employee Demographics. Strategic Communications Management. August 1st, http://www.allbusiness.com/technology/computer-software-management/943392-1.html
Hofstede, G. 1984. Cultural Dimensions in Management and Planning, Asia Pacific Journal: pp.84-99.
Internal Comms. 2006. The Top Seven Macro-Trends in Internal Communications. April edition, www.internalcommshub.com
Tesco Annual Report. 2008. http://www.tescoreports.com/
Tesco. 2008. Reaching a Large and Diverse Audience at Tesco. Strategic Communication Management, October 1st: http://www.allbusiness.com/labor-employment/human-resources-personnel-management/
Zettrequist, P. 2006. Transforming Internal Communication at Ericsson. Strategic Communication Management. December edition, http://www.allbusiness.com/technology/computer-software-management/943392-1.html
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