8.

Consumer relations is important and by understanding the path to purchase of customers,

explain.
PR is a holistic discipline concerned with the complex relationships that exist between an organisation
and those groups that can influence its reputation and affect the way it operates: employees, the local
community, government, shareholders, financial institutions, regulators, suppliers and customers. As a result,
PR campaigns can have many different objectives, such as:
■ to help attract and retain staff
■ to show that an organisation is environmentally responsible
■ to change a piece of unfavourable legislation
■ to educate people about an issue
■ to demonstrate that the organisation is a worthy investment, a sound trading partner or the provider of
quality products and services.
This breadth of outcomes means that every type of organisation – whether a company, charity or
governing body – should be concerned with good PR practice in one form or another.
Clearly, PR does not focus only on the commercial activities of an organisation, and its remit extends
beyond winning new customers and duelling with competitors in the highly pressurised world of modern
capitalism. This chapter is, however, concerned specifically with this aspect of PR practice and will examine
how organisations use the PR tools at their disposal to interact with consumers in a trading environment. This
commercial focus also excludes discussion of those PR campaigns in the public sector that are designed to
educate citizens about issues such as smoking, recycling and taxation, as well as the recruitment and fundraising
activities executed by charities.
The world we are concerned with here is where PR interfaces with marketing activities, such as
advertising, to stimulate the sale of products and services in the free market economy. As the chapter unfolds it
will become apparent that although the endgame of consumer PR in this context is to drive sales, its role is often
more subtle and sophisticated than more direct forms of communication. By changing the attitudes and
behaviour of consumers, PR can create a more favourable sales environment for a company and its products, so
helping to facilitate the path to purchase.
Figure 20.1 illustrates this process by highlighting the stages a consumer can take on the path to
purchase, the journey from initial awareness to purchase and consumption.
 9. Criticizing the reason why “consumer is the blood of business” and evaluating the important of
consumer relations
Consumer relations refers to how a business interacts with its consumers in order to improve the
consumers experience and thereby increase consumers lifetime value, loyalty, and retention. Consumer relations
strives to establish a long-term, mutually beneficial relationship with consumers. 
One major fundamental factor that is, and has been the need of businesses since the earliest of times is
building a trustworthy consumer relationship. Positive consumer relations help you connect with your consumer
on a much more personal level. When you connect with the target audience deeply, you are much more likely to
understand their requirements, resolve their problems, and create a sense of mutual understanding. The
significance of building consumer relations is often underrated.
In a competitive market with little potential for differentiation, relationships become even more vital.
Consumer relationships are possibly the most important distinction, and they have the potential to drive you
ahead in the race. Consistently providing a positive client experience allows businesses to form deep, one-of-a-
kind relationships that are difficult to duplicate. Here are some other benefits of positive consumer
relationships:
 Consumer acquisition
If you deliver excellent service to new clients and maintain positive customer relationships with existing
ones, you are more likely to gain new consumers. This is because satisfied consumers are more likely to tell
their friends, relatives, and colleagues about the products or services they enjoy. Usually, word-of-mouth
(WOW) is used to spread that knowledge. WOW marketing is one of the most effective ways to gain new
clients. It’s a free promotion that is generated by consumer experience that exceeds their expectations.
Consumers are more inclined to choose your business if they believe they can rely on you as a company.
 Consumer retention
One of the most important advantages of excellent consumer relations is that it encourages consumers to
do business with your company multiple times. Despite the fact that competing services or companies can
appear to be more enticing, consumers will stay connected to your organization if you deliver better consumer
relationships. Consumer retention rates are more likely to be greater for companies that do a better job
managing consumer relations. Consumers can tell when a business is honest, and they’re prepared to accept
faults as long as you show commitment to their success.
 Consumer satisfaction
Once you’ve developed a positive relationship with your consumers, you’ll be able to assess their
demands with ease. Companies can speak openly and obtain feedback on their products or services when they
have a trusting relationship with their customers. It’s great to be able to rely on client feedback to fix areas that
disturb your client or to create something that will meet their needs in the future. 
 Customer loyalty
It’s more difficult for your competitors to entice consumers away from your brand when you have a
good relationship with them. Consumers’ loyalty is extremely beneficial to organizations, as repeat consumers
are more likely to purchase from you than unconverted leads. Building positive customer relations encourages
consumers to return to the same brand since it provides an intangible motivation for them to do so. Consumers
begin to trust your organization when you consistently meet their needs and keep your promises. This level of
trust must be maintained at all times.
 Competitive advantage
Another advantage of having strong client relations is that it elevates your brand beyond your
competitors. Strong client relations can provide your company with a distinct personality and encourage clients
to choose you over your competitors. Your competitors will find it tough to replicate your excellent customer
relations. Building and nurturing relationships with your consumers takes time. Consumers’ investment in your
company can’t be duplicated until it takes a similar period of time with one of your competitors. That style of
doing business becomes a major hurdle for your opponent.
10. What is internal communication and important of internal communication
Internal communication is the term used in the UK and elsewhere to describe an organisation’s managed
communication system where employees are regarded as a public or stakeholder group. (See Chapter 11 for a
further discussion of publics and stakeholders.) In the USA, the term most often used is ‘employee
communication’. Employees are communicated with through a variety of activities, including newsletters,
noticeboards, staff briefings and intranets, to name just a few. But how can internal communication be defined
and what is the purpose behind these activities? One definition of internal communication is ‘the planned use of
communication actions to systematically influence the knowledge, attitudes and behaviours of current
employees’.
With a few exceptions, internal communication receives relatively little attention from PR theorists.
Among the PR theorists, Grunig asserts that if a system of two-way symmetrical communications is adopted
then ‘open, trusting, and credible relationships with strategic employee constituencies [groups] will follow’
(Grunig 1992: 559). Kennan and Hazleton (2006) take a relational perspective which places emphasis on trust
(between management and employees) and identification or connectedness among employees as the key
features of internal relationship building. The corporate communication school of thought regards employees as
important stakeholders whose behaviour and communication contribute to the corporate identity and project it
to external stakeholders.
The strategic purpose of internal communication can perhaps best be summarised as one that is
concerned with building two-way, trusting relationships with internal publics, with the goal of improving
organisational effectiveness.
Here are 10 key reasons that highlight the importance of internal communication:
1. Boosts employee engagement and productivity
Start the right conversations across your organization and bring leaders, partners, and employees
together to focus on internal strategies that boost engagement and productivity. Employees should be
encouraged to submit their ideas and opinions. This makes them feel valued and listened to, which leads to
engagement. When employees are actively engaged, they are motivated to work harder and do better quality
work on the job.
These types of conversations can be set up easily through internal communication platforms. There’s no
need for long time-wasting meetings.
2. Promotes the supply of information
Another of the benefits of internal communication is that it delivers the right message to the relevant
people. Modern technology means most of us connect at some point during the day, particularly at work. Many
employees have access to a company intranet, which they can connect to when it suits them and keep up to date
with relevant communications.
Effective internal communication also ensures employees don't suffer from information overload. It
avoids the need to spend hours sending and reading emails, messages, and comments. 
3. Improves employee experience
Organizations can use internal communication to improve the employee experience This helps maintain
employee retention, as working for a company that cares about its people sends out a positive message. Internal
communication can be used to advertise:
 company events
 sports club membership
  free healthy drinks and snacks
 free cab service for employees that work late
 the introduction of a chill-out area
Unless everyone knows about these benefits they won't be able to take advantage of them. This is why
the internal communication role is important for both business and leisure time.
4. Sharing goals and objectives
One of the best ways to communicate the roadmap of your business is by leveraging your internal
communication platform. Giving an overview and explaining your goals through a consistent information flow
helps employees feel well-informed and capable of taking actions.
A clear roadmap also emphasizes company strategy so everyone in a team or department has a defined
view of where the organization is heading. It gives a single, clear reference point that summarizes the overall
objectives. This clarity can promote confidence in making decisions and carrying out roles.
5. Provides focus points
Internal communication can be used to align and guide teams on how to prioritize and distribute effort.
Clear internal communication in the work environment ensures employees are aware of deadlines and can set
time schedules to achieve them. This focus also emphasizes how a smaller project fits into the overall picture
and why a specific deadline is important. For example, the installation of new software for the HR department
may need to be implemented to capture a seasonal trend.
6. Drives action
Internal communication promotes both internal and external action. For example, it can authorize people
to go ahead with a task, ask them to communicate with suppliers or collect opinions via the number of likes for
a new product on an intranet page. It can take seconds to communicate a piece of information clearly and
effectively.
People are more inclined to respond if they just have to press a button, rather than write a long response.
This especially applies to the younger generations, who’ve grown up in the digital era.
7. Brings people together in difficult situations
In times of crisis, internal communication is a valuable tool. Being able to communicate fast and easily
with the right people in the organization can reduce stress and get things done.
Another of the advantages of internal communication in a crisis is that it can alleviate rumors. Nothing
spreads faster than office gossip, and accurate communication from management can prevent negative
situations. This can also feed through to external communication, as an organization’s reputation can easily be
damaged by rumors that aren't true.
8. Allows for change
Technology is fast-moving. Competition is fierce and companies have to stay ahead of the competition
to be successful. Why is internal communication important in this respect? Because it allows businesses to
respond fast to climatic, environmental, and unexpected situations.
This could range from a retail store reducing the price of bread in every store in the state to match the
competition, to warning staff in the travel industry of bad weather. Strong internal communication can mean the
difference between averting or suffering a crisis.
9. Crosses borders
The importance of communication in international business can be seen in global organizations.
Employees may be working in different time zones and only have a limited window to hold video meetings or
telephone calls. Effective internal communication assists understanding, particularly if people speak different
languages.
 It’s also important to consider culture when communicating with colleagues in a different country. The
tone of the communication should respect any cultural differences in terms of attitude to work, behavior, and
customs.
10. Promotes the brand
According to Gartner Communications, “Employees who feel well-informed become a company’s most
credible ambassadors externally, while they may become its fiercest critics if they do not.”
Positive external communication is the key to strengthening an organization’s reputation. When
employees talk about the company and share information through social media they become advocates. This
form of brand-building can impact an organization’s success and results from clear internal communication that
encourages employees to share information.
11. Explain top down and bottom up communication and give example about the source of
information those models tend to exchange
In the top-down approach to management, a team or project manager makes decisions, which then filter
down through a hierarchical structure. Managers gather knowledge, analyze it, and draw actionable conclusions.
They then develop processes that are communicated to and implemented by the rest of the team. You may hear
this style of management referred to as “command and control” or “autocratic leadership.”
The top-down approach is probably what you think of when you think of the management process.
Traditional industries like retail, healthcare, or manufacturing typically apply the top-down management style.
When approaching a project from the top down, higher-level decision-makers start with a big picture
goal and work backward to determine what actions different groups and individuals will need to take in order to
reach that goal.
The entire project planning process takes place at the management level. Then, once an action plan has
been created, decision-makers communicate it to the rest of the team to be implemented (usually without much
room for adjustment ).
When approaching project objectives from the bottom up, a team will collaborate across all levels to
determine what steps need to be taken to achieve overall goals. The bottom-up approach is newer and more
flexible than the more formal top-down strategy, which is why it’s more commonly found in industries where
disruption and innovation are a priority. 
12. Evaluating the techniques for internal communication
Communication channels have been identified throughout this chapter, especially in Table 16.3. While
we may resist the ‘toolkit’ approach to internal communication – an approach that often ignores the context in
which communication takes place – it is worth examining the more popular channels in a little more detail to
assess their usefulness.
As we have seen from the discussions so far, the key component of internal communication is face to
face, where there is the opportunity of upward communication.
While less than half (48%) of UK employees find their boss the most trusted and reliable channel, with
team briefings (43%) second, the traditional internal communication channels of staff magazines are even less
trusted. This is hardly encouraging news when we examine what internal communication people actually do.
Looking at Table 16.3, there continues to be a strong bias towards written communication, albeit using
interactive media. (See Think about 16.8.)
 13. Explain the cost of crisis
With any crisis there are, as we have seen, clear financial costs involved in withdrawing a product,
cleaning up after an industrial accident, oil spill, etc. However, compared to the damage that can be done to a
reputation, these costs are minimal. Let’s take a look at the real costs of a crisis.
Management distraction: Even when a crisis is handled well, key leaders or the leadership team are
preoccupied for periods that can last from several days to several weeks and cannot manage the daily business.
When a crisis hits, the people running an organisation have a crisis to handle!
 Labour/employee concern: Employees will naturally be concerned about their own welfare, jobs and
financial security. Too few companies communicate effectively with their employees during a crisis. Employees
who are both well informed and motivated can be a powerful force in times of crisis. Without them, an
organisation will not exist. With them, most things are possible.
Political backlash: Whether at country, EU or global level, crises sow discontent among regulators and
‘the authorities’ and the chances of regulatory or political pressure on or against an organisation are high. This
may be driven by public reaction to the crisis.
Legal actions: We live in a ‘do or sue’ world. Crises encourage litigious behaviour in individuals, and
injury or other compensation claims can inflict huge financial demands. In terms of litigation, an organisation
must plan for the worst – and particularly so in the area of product liability. Customer reactions It is reassuring
how forgiving customers can be, but only if they feel their concerns have been adequately addressed. When an
organisation fails to communicate effectively with consumers, it is likely to see its support disintegrate and
market share plummet often irretrievably.
Market confidence and reputation: This is the most significant cost of all. Rebuilding a reputation with
stakeholders, such as shareholders, consumers and regulators, is not only costly, it can also take years to
achieve. Again effective communication is key to reinforcing both public and market confidence. (See Activity
19.3 and Box 19.1.)
14. When speaking to the media, define some key point as a spokesperson
The way a company communicates to the media is critical. Selecting a spokesperson or spokespeople is
one of the most important decisions in the effective management of any crisis. Whoever acts as spokesperson
should follow the proposed 5Cs model (Figure 19.1) to be effective. This is based on consultancy experience of
senior crisis managers.

The sections of the 5Cs model in Figure 19.1 can be explained as follows.
Concern: Not to be confused with legal liability, concern is a simple human emotion. The organisation’s
spokesperson needs to show true concern about the problem, concern about what has happened and concern for
the people affected now and in the future – including potential customers/ service users.
Clarity: Organisations need to talk with clarity. Starting from the early hours of the crisis, they need to
have very clear messages. What the spokesperson says at the outset will be repeated throughout the duration of
the crisis.
Control: When talking to the media, spokespeople must take control of the messages, the situation, the
environment and the venue.
 Confidence: The spokesperson must get the key messages across with confidence, but without appearing
complacent or arrogant.
Competence: They must also demonstrate competence and reflect how, as the representative of the
organisation, they will handle the crisis.