Perception & Communication Audits; Why do we need them?
All organisations have an image and a reputation whether they like it or not.
Perceptions based on image and reputations directly affect and influence decisions being made about that business. So managing them is is a requirement rather than an option for a serious management team.
A challenge is that perceptions held internally within an organisation are often very different to those held by audiences outside. These audiences may be customers, regulators, potential employees, the financial community, the press or indeed anyone with an interest in the business.
It is when there is a mismatch in perception between the senior management team and these other groups that problems can arise. At its most basic, if the management believe that they deliver a superb level of customer service, but the customers think its average to poor compared with the competition, then there is a potential problem. If a senior management team believe they have a clear business strategy, but the financial community or the trade press don’t understand it, again it can lead to unnecessary difficulties and confusion.
Clearly misconceptions of this kind can have a dramatic impact on the business, and it is incumbent on senior managers to ensure that they are aware of them and have a strategy to manage them.
A communications audit (sometimes called a perceptions review), is a powerful tool to help manage these complex dynamics. It necessitates engaging a cross section of respondents from each of your key audiences in a ‘managed conversation.’
The reviews are primarily ‘qualitative’ in nature but we also conduct ‘quantitative’ research in support, if appropriate. Discussion Guides are tailored to address current concerns and questions as well as to explore broader macro issues around the business environment, competitor activity and so on.
These conversations also allow an important opportunity for the respondents to raise issues that are key to them around any aspect of their business relationship with you. It is surprising how rarely people are asked, and the simple fact that their opinions are being genuinely sought, in itself starts the process of shifting or managing perceptions.
The fact that respondents are talking to an independent third party allows them the freedom to express their real thoughts in a totally confidential and non-attributable way, without embarrassment or concern. This is rarely possible if they were simply talking to someone from within the business.
It is important to appreciate that this is not conventional market research.
It is more dynamic, more creative process. It provides the opportunity for a powerful two way conversation with people who’s good opinions are important to you, but who also have valuable experience and insights about your business to share.
Recommendations from an audit have the potential to provide powerful insights into every aspect of an organisation and its relationships with staff and the outside world.
Examples of when a Communications review is used:
When senior managers need a quick, independent and objective overview of the business. These are often conducted when a new CEO joins a company
To provide additional information for the development of a positioning, or marketing strategy or to originate a communications programme
As a regular ‘benchmark’ against which to measure, monitor and refine the effectiveness of your communication programme
As part of an organisational change management programme
As a part of a regular customer relationship management programme in order to ‘flag up’ issues before they become a problem.
The issues raised in an audit will vary depending on the organisation involved and the issues that are most important to it. Some issues may only be relevant to internal audiences, but most will be common to internal and external groups.
Example of issues that might be covered in a review:
Awareness and perceptions of the organisation, its structure, capabilities and objectives
Perceptions of the organisations ‘vision’ and ‘values'
Perceptions of its strengths and weaknesses and the threats and opportunities facing the organisation
Perceptions of the credibility of an organisation’s positioning and ‘competitive advantage’
The degree of confidence stakeholders have in the organisations commitment or ability to deliver what it promises
Customer perceptions of products or services provided, compared with the competition, how they might be improved
An opportunity to pre test ideas for new products and services
To obtain impressions of how effectively the organisation presents itself and communicates with internal and external audiences
To identify the key concerns of different stakeholder groups
Our consultants are highly experienced ‘qualitative’ researchers, as well as having broad business experience at senior management level
