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