Internal Communication Plan
COMM2381 Strategic PR Planning
Assessment 3: Strategic PR Plan
Lecturer: Ms.Jade
Team members:
Nguyen Anh Sang s3449962
Nguyen Ngoc Tran - s3393968
Pham Viet Anh Minh s3480015
Duong Tuong Duy s3479994
AEON Corporation
1758
5100
2014
3000
(Drysdale n.d)
(AEON n.d)
http://www.aeonmall.com/en/about/history.html
AEON Corporation
AEON just recently entered VN market (2014)
http://nld.vcmedia.vn/thumb_w/540/2013/image002-2d860.jpg
http://nhadatdian24h.com.vn/wpcontent/uploads/2015/01/Ngay-khai-truong-trung-tam-muasam-aeon-binh-duong.jpg
Mission - Vision - Core Value
http://franthony.com/wpcontent/uploads/2014/05/peace-in-sand.jpg
http://www.inc.com/uploaded_files/image/peoplepano2_31297.jpg
http://www.citylightscommunity.org/wpcontent/uploads/2015/04/text194_2.gif
Enhance life quality, stimulate local economic and sustainable growth
of both the community and the organization (AEON n.d).
Problem Statement
Aeon Mall has a long-term plan to sustain their
operations which becomes the best customer
services to attract more customer and compete with
intense competition in the retail industry. However,
Aeon Mall currently encompasses a large number
of employees and the communication between
managers and employees is undervalued. This poor
internal
communication
problems
leads
to
misunderstanding and workplace conflict, which
make the consistent message can not deliver
effectively. A PR campaign will make Aeon Mall
employees aware of the new strategy, spread a
positive attitude and consolidate the importance of
connection between company and employees.
Primary
Subordinates
Distinguishability
Blue collar workers
Average education level
Can work under pressure
Homogeneity
Hard working, conscientious and enthusiastic
Thrive for achievement, prizes and compliment
Importance
Represent the image of the mall => deliver the vision & mission
Directly communicate with customers
Size
Account about 88% of employees
Reachable
Interpersonal communication
Electronic media
Letters
Meetings
Secondary
Management Board
Distinguishability
Directors & Managers
High education level
Strong background in risk management and problem-solving
Homogeneity
Responsible and professional
Thrive for development, sustainable and profitable corporate
Importance
Shape the company's vision and goals
Transmit new strategies to subordinates
Size
Account for 12% of employees
Reachable
One-on-one dialogues
Electronic media
Letters
Meetings
Objective
THINK
To make at least 50% of Aeon Mall employees to
know about new strategy of AEON Mall in 9
months of the campaign.
FEEL
To get among 35% of employees have positive
attitude about new AEON Mall strategy 9 months
of the campaign.
DO
To achieve about 20% of employees to engage
themselves to the activity of the company & give
feedback 9 months of the campaign.
Key message
UMBRELLA:
-
Aeon Mall values theirs employees connection & engagement as they
will help to improve customer satisfaction & sustain the operation.
PRIMARY:
As the ambassadors, Aeon Mall needs every employee contribute and
engage to enhance the companys customer service quality.
SECONDARY:
-
By connecting, encouraging employees and spreading the message
about customer service, leaders have an essential role to the process of
developing of Aeon Mall.
Strategy Statement
Big idea: Share together, grow together
Due to the large number of employees and undervalued importance of
internal communication, Aeon Mall should strengthen the relationship
between managers and employees to make sure the new strategy can be
transferred on the right track. Additionally, customer service skills of each
employees need to be trained to upgrade their capabilities. The company also
should encourage employees support for the new strategy, spark their
creativity and hard working spirit. In order to gain that, the PR campaign had
create a better communication way via interpersonal channels within 9
months.
Tactics
Phase 1: Remind the strategy (June - September 2015)
A.Friendly Friday Tea Break
Members of Board of Directors and managers
Strengthen the mutual understanding +
help to solve problem in daily work
Friday, every 2 weeks
=> Achieve objective 1 & build objective 2
B. Aeon Mall Annual Football Tournament
Managers, directors and employees
Reinforce relationship and balance work life
July - August 2015
=> Achieve objective 2 & 3
C. Reminder materials
All Aeon Malls staffs
Transfer & remind about the new strategy
August - September 2015
=> Achieve objective 1 & 2
D. You Bring The Best Service
Competition
All blue collar workers
Encourage & motivate
1-2 September 2015 (Elimination)
28 September (Final night)
=> Achieve objective 1 and build objective 3
Tactics
Phase 2: Improve customer service skills
(October 2015 - January 2016)
=> Motivate the support & learning spirit
=> Achieve objective 2 & build objective 3
Tactics
Phase 3: Wrap up (February 2016)
A. Happy New Year card
All employees
Show caring and express the appreciation
1st - 5th February 2016
=> Achieve objective 3
B. Aeon Mall Gratitude Night
Management board, excellent staffs, Aeon Malls partners
and journalists
Recap, give thanks and awards
6th February 2016 at Riverside Palace Convention Center
=> Achieve objective 3
References:
AEON n.d, AEON basic principles, About AEON Vietnam, viewed 1st May 2015, <http://aeon.com.vn/company/about/principle.html>
AEON n.d, AEON Group History, About AEON Vietnam, viewed 1st May 2015, http://www.aeonmall.com/en/about/history.html
Barton, T 2013, The motivation of sport and social clubs, Employeebenefit.co.uk, viewed 29 April 2015,
http://www.employeebenefits.co.uk/benefits/staff-motivation/the-motivational-impact-of-sports-and-social-clubs/102923.article
Coffeewho 2013, Improve your internall communication with face to face meeting, Coffeewho.com, viewed 29 April 2015,
<http://www.coffeewho.com/2013/03/improve-your-internal-communications-with-face-to-face-meetings/>
Drysdale, P n.d, Australia and Japan: A new Economic partnership in Asia, Austrade, viewed 28th April 2015,
https://www.austrade.gov.au/ArticleDocuments/1358/Australia-and-Japan-Partnership-Report.pdf.aspx
Hume,
J
2007,
Internal
Communication
Toolkits,
<http://www.civicus.org/view/media/CIVICUSInternalCommunicationToolkit.pdf>.
Civicus,
viewed
on
May
2015,
Welch, M., Jackson, P.R , 2007, Rethinking internal communication: a stakeholder approach. Corporate Communications: An international
Journal, vol 12, no. 2, pp 177-198
