Public Relations: What Is Environmental Scanning?

Declaration
I hereby declare that this is my own and personal work, except where the work(s) or publications of others have been acknowledged by means of reference techniques.
I have read and understood Tutorial Letter CMNALLE/301 regarding technical and presentation requirements, referencing techniques and plagiarism.

MH Conradie
Student number: 49237160
7 July 2014
Witness: Carmel Lerner

MH CONRADIE
PUBLIC RELATIONS
PRO371Q
ASSIGNMENT 2
UNIQUE NUMBER: 829342

Contents
1

INTRODUCTION .......................................................................................................................... 1

2

ENVIRONMENTAL SCANNING ................................................................................................ 2

2.1 Defining ‘environmental scanning’ .............................................................................................. 2
2.2 Environmental techniques and types.......................................................................................... 2
2.2.1 Environmental scanning techniques........................................................................................ 2
2.2.2 Environmental scanning types ................................................................................................. 3
3

CRISIS COMMUNICATION PLAN ............................................................................................ 6

4

CONCLUSION ............................................................................................................................ 10

SOURCES CONSULTED ................................................................................................................. 11

1

INTRODUCTION

As a public relations practitioner one of the most important part of the job is research. The information gathered must be presented in a way in which can be converted into positive output and solutions for a company. With research comes knowledge and being able to prepare for any scenario that could arise.
This assignment we are faced with finding out what environmental scanning is. How can environmental scanning be executed and what are the effect of it on and organisation.
What techniques can I as public relations practitioner use to prepare my company for future scenarios?
Crisis management is part of a public relations officer job. An organisation won’t make it through a crisis without proper guidance and an action plan. What elements go into a crisis management plan? How can I as public relations practitioner steer an organisation through a crisis. How can I prepare my organisation for any possible scenario?

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ENVIRONMENTAL SCANNING

2.1 Defining ‘environmental scanning’
Environmental scanning is the careful monitoring of an organization’s internal and external environments. This will allow the organisation to evaluate and detect early signs of opportunities and threats that may influence its current and future plans.

2.2 Environmental techniques and types
My organisation of choice is First National Bank (FNB), one of the main banks in South Africa . My following answers is based on this organisation:

2.2.1 Environmental scanning techniques
We can identify two key techniques to preform environmental scanning, namely competitor intelligence and scenarios.
Competitor intelligence:
It is becoming increasingly more important for organisations to know what your competitors are up to in today’s competitive climate. The more a company can find out as to the actions of its competitor, the better their own chances are to prepare and adjust accordingly. With information at our disposal you can easily do research into what another organisation is working towards. We see advertisements around us, year-end financials are readily published on organisations websites and newspaper reports are some of the few ways to gain competitor information. FNB reinvented themselves in a way their competitors couldn’t.
They scanned the environment of their competitors and came up with such unique product offerings. This set them apart from the rest of the banking industry. FNB created an easy way of banking for clients.

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Scenarios:
A scenario is not a specific forecast of the future, but a plausible description of what might happen. Scenarios are like stories built around carefully constructed plots based on trends and events. They assist in the selection of strategies, identification of possible futures, making people aware of uncertainties and opening up the imagination and initiating learning processes. One of the key strengths of the scenario process is its influence on the way of thinking of its participants.
FNB is the most innovative bank at the moment. They used various scenarios to illustrate and adapt to their clientele and staff needs.

2.2.2 Environmental scanning types
An effective environmental scanning program should enable decision makers to understand current and potential changes taking place in the institutions’ external environments. Scanning provides strategic intelligence useful in determining organisational strategies. There are three different types of environmental scanning namely:


Scanning for forecasting
Environmental scanning creates the basis upon which forecasts can be done. Scanning brings about information to the foreground from where future scenarios can be created. There are some specific outcomes for which management is likely to see forecasts. This will include future revenues, new technological breakthroughs and issues. o Revenue forecasting indicates future revenues.
The way in which revenue forecasting is conducted is by looking at past revenue figures.
This information will be accompanied by various other questions like:
A) What revenue patterns has FNB experienced in the past?

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B) What changes in the economic, social and other factors might affect the pattern in the future? C) What will other banks do? o Technological forecasting aims to identify changes in technology and the time in which new technologies are likely to be economically feasible. The world of technology is changing rapidly on a daily basis. This in turn will have an effect of an organisations demand for current products and services. FNB is a clear leader when it comes to keeping banking up to date with the latest technology. They incorporate social media, tablet computers and innovative banking to their forecasting.

o

FNB will use issue forecasting to collect information to determine how it’s public and the organisation will react to future events, trends and crisis’s. There are various forecasting techniques namely:
A) Trend extrapolation
B) Trend impact analysis
C) Scanning
D) Monitoring
E) Delphi technique
F) Cross-impact analysis
G) Scenario writing
H) Computer simulations
I)



Technology assessment

Scanning for bench marking
This type of scanning searches for the best practices among competitors or non-competitors that lead to their superior performance. The core idea is to learn from other organisations and even implementing methods from other leaders. FNB might be a leader but they are constantly updating their business strategies

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

Scanning for analysis
There are a few researchers went above just scanning and created models which included analysing: o Bates found a gap in existing models. He created his MAPping model which introduced the stage of prediction to bridge the gap between understanding the present environment and developing strategy for the future

o

Nanus developed QUEST (quick environmental scanning technique) where executives share their views to determine trends and events

o

Ansoff designed a model that detects and respond to weak signals in the environment

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3 CRISIS COMMUNICATION PLAN
CRISIS COMMUNICATION PLAN FOR THE SOUTH AFRICAN POST
OFFICE




Statement of purpose
Purpose of the plan

The purpose of this crisis communication plan is to ensure that all staff that are responsible for managing a crisis are fully equipped with relevant and factual information, and their efforts are coordinated to minimise the impact of the crisis. The plan must also ensure all stakeholders are provided accurate information in a timely manner.


Policy and philosophy

Building upon the South African Post Office’s core principles, mission and vision. The philosophy is:
To continue providing world-class postal services to the nation during times of crises, leveraging our broad reach technological capabilities. The SAPO will remain transparent at all times, communicating with honesty and integrity.
.


Definition of the potential crisis
This serves as a crisis communication plan for when the
South African Post Office could experience a crisis relating to operational disruptions from its workforce.

The predominant effect on the operations of the Post
Office will be that it will not be in a position to fulfil its postal delivery obligations. Extended disruption could result in a significant backlog at all collection points across the country. Disruptions would have the most detrimental effect during peak periods of the year, such as Easter and Christmas. There is also a possibility of violence and sabotage by disgruntled workers.
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.


A crisis management team
First and foremost, it is important to identify the key individuals within the organisation who will be part of this core team. Depending on the degree of a crisis, the team will consist of senior employees that are in a position to take important decisions. The team will comprise of the following people: o Crisis manager: The Post Office COO holds the function of crisis manager. Their key responsibilities are communication with senior management, and coordination during the crisis.

o

Emergency services co-ordinator: This functional, fulfilled by the company’s head of Facilities, will be the primary contact point and co-ordinator of all emergency personnel and law enforcement.

o

A labour relations official: The head of HR will fulfil this function, acting as the liaison between the company and all labour unions.

o

Information officer: The head of Company
Secretariat will be the information officer, responsible for documenting the events and to keep the crisis management team up to date.

o

Public Relations officer: This role, fulfilled by the head of Public Relations, will compile and coordinate all communication with the internal and external publics. They advise the crisis manager on the crisis management strategy.

o

Official spokesperson: The head of Investor
Relations is the official spokesperson during a crisis, responsible for directly handling all media.

o

A legal advisor: The head of Group Legal will provide counsel to the crisis management team to ensure the crises in managed within legal bounds.

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

A staff schedule
When crises arise it is standard procedure for the entire workforce to report for duty. It is the role of the plan editor and co-ordinator to supply a staff schedule as to make sure who will working at certain times so that there is continuity. The staff schedule should include all important contact numbers of the members forming part of the crisis management team. As the crisis runs its course, the staff schedule should be adjusted accordingly. Emergency contact details:



Crisis Manager

Tel: [phone]

Cell: 083 xxx xxxx

Emergency service co-ordinator

Tel: [phone]

Cell: 082 xxx xxxx

Labour Relations officer

Tel: [phone]

Cell: 079 xxx xxxx

Information officer

Tel: [phone]

Cell: 081 xxx xxxx

Public Relations officer

Tel: [phone]

Cell: 083 xxx xxxx

Spokesperson

Tel: [phone]

Cell: 082 xxx xxxx

Legal adviser

Tel: [phone]

Cell: 082 xxx xxxx

Crisis control centre
The control centre during a crisis will be the Executive
Boardroom at the Braamfontein head office. Access will be limited to the crisis management team and designated external advisors. Requisite equipment must be made available in the control centre, namely: o Computers with Internet

o

Photocopiers, scanners and printers

o

Telephone lines and telephones

o

Sufficient electrical outlets with backup power for all mobile devices and computers.

o

Television and teleconference system

o

The crisis management and crisis communication plans
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

Media centre
The Ground Floor Auditorium will serve as the designated media room during times of crisis. This is where the media can setup their stations, and where all communications with the media will take place. This room will also be the command centre for the public relations team.



‘Need-to-know’ publics
During a crisis, communication with the ‘need-to-know’ publics for the Post Office is crucial.
These include union officials, executive management, human resource officers, law enforcement, relevant government representatives, and the general public.

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4

CONCLUSION

Environmental scanning is such an integral part of public relations and the organisation. The various scanning types can help an organisation plan for certain scenarios, understand the competition better and help forecast for the future. To take the information further that has been compiled through the various scanning techniques one can analyse it further. This is another way to maximise the information into a positive way to make the organisation stronger and better.
A crisis management plan is the backbone for an organisation when they find themselves in a crisis. Whether a crisis is due to natural factors, unhappy employees or a scandal, the crisis management team can handle the crisis that much better. If an organisation is prepared for any scenario the image and faith of the company can be kept intact. It is vital to involve the media in the crisis communication sector. Make the media your friend and the organisations image can very easily be protected.

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SOURCES CONSULTED
Pike, P, Wimberger, E (ed). 2005. Public Relations III. Study guide 1 for PRO371Q. Pretoria: University of South Africa
Accessed: 14 May 2014
Swart, C. 2014. 17 April – broadcast slides and detailed information. [myUnisa]. [O]. Available: https://my.unisa.ac.za/portal/site/PRO371Q-14Y1/page/a42c81de-4cea-4e0d-b5b2-b573029d1222 Accessed: 25 June 2014
University of South Africa, Department of Communication
Science. 2013. Public Relations III: Tutorial letter 101/0/2013 for PRO371Q. Pretoria
Accessed:14 May 2014
University of South Africa, Department of Communication
Science. 2014. Important guidelines and information regarding your studies: Tutorial letter CMNALLE 301/4/2014. Pretoria
Accessed: 5 July 2014
University of South Africa, Department of Communication
Science. 2014. Public Relations III: Tutorial letter 101/0/2014 for PRO371Q. [myUnisa]. [O]. Available: https://www3.unisa.ac.za/studymaterial/material/ecb074f34d78 897d86d92087a8f57ae6/53665872/PRO371Q/tl/101_2014_0_
b.pdf
Accessed: 2 July 2014
What is environmental scanning?[Sa] [O]. Available: http://thelawdictionary.org/environmental-scanning/ Accessed: 2 July 2014

Consulting Success.[Sa].Creating a Public Relations crisis communication plan. [O]. Available: http://www.consultingsuccess.com/public-relations-crisiscommunication-plan Accessed: 4 July 2014
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South Africa. South African Post Office. 2013. Integrated report 2013. [O]. Available: http://www.postoffice.co.za/group/aboutus/annualreport/Pos tofficeAnnualreport2013.pdf
Accessed: 10 July 2014

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