HTCP-Gesamt-preview by daniel buchholz

A guideline to the successful use of corporate print tools.

A guideline to the successful use of corporate print tools. (B2M)

Hi,

and thank you that you've taken this book in your hand. This book HOW TO CP has emerged during our Master's program at the FH M端nster and is concerned content with a focus on employee magazines. This book is meant as a workshop, but this workshop isn't finished yet. We have created a lot of content during our studies and researches, however, we finally had to rely on already published content. Rather, we have developed a concept which is made (in the best case) in the future with the help of a publisher, journalist, corporate publishers and design thinkers developed and completed. This book is intended to help organizations develop a clearer understanding of self, and optimize the knowledge gained through its employee magazine. Similarly, this workshop is aimed at designers who want to deal with the issue of employee communications. If you are interested in this book are to enhance and supplement Do not be afraid to get in touch with us. Daniel & Jan

B2m

BUsiness

MEMBER

Content Corporate social responsibility (CSR)

2 6

Introduction How to use this book

The power of hero stories

The way you speak

Chapter conclusion

2 6

Create your identity

Unique selling proposition

Choose Your Tools

Choose your profile Show Your CD

2 6 The goals of a successful B2M-magazin

2 6

Integrated tools & ways

2 6

Bottom-up or top-down in social Networks

Outside Tools

2 6

ID is the Key The build up

2 6 The style of your branch and your leadership

Haptic of a printed magazine

2 6

Haptic of a digital magazine

6 Gathering employee driven content

2 6

Business driven content

Why your Business-size matters

2 6 Speechless

2 6

Intermediality

Strong character imagery

2 6 7 comments on the relation of digital and printed media

Chapter conclusion

2 6

Chapter conclusion

Applied

Next steps

2 6 Set your goals

CP-tools

Define material

Case studies

2 6

Select a format

The right information

Create a appealing cover-artwork

Two way communication

6 Chapter conclusion

6 Recognition & rewards

2 6

The communication process

6 2

The perception of design

Contact your design agency

6 Culture

6 2

Ipad-version yes, but â&#x20AC;Ś

How to create a working brief

6 Appendix

HOW TO CP.

How to use this Book?

Create your Profile

Choose your Tools

Look & Feel

10 11

HOW TO CP.

How to use this Book?

Create your Profile

Choose your Tools

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How to use this book

12 13

How to use this book

Overlaps

Overlap between: Create your identity & Choose your tools

In this book you will often see this icon that tells you about decisions between two chapters. Each chapter has been organized to a certain color. Depending on which chapters overlap, you can find the pictogram, filled with one of the following four gradients.

HOW TO CP.

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Overlap between: Choose your tools & Applied CP-tools

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How to use this book

Overlaps

Overlap between: Create your identity & Next steps

HOW TO CP.

How to use this Book?

Create your Profile

Choose your Tools

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Overlap between: Applied CP-tools & Next steps

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How to use this book

icons used in this book

HOW TO CP.

How to use this Book?

Create your Profile

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Briefing

Mind

Checklist

Employee

Relations

Note

Collect

Employee

Pictures

Quotes

Tools

At Eye Level

Positive

Negative

Communicate

Salary

Hint

Post-it

Group

Cross references

Costs

Smartphone

Deepen

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HOW TO CP.

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Create your Profile

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Create your identity

20 21

Create your Identity

Choose your PROFILE â&#x20AC;&#x201D;

Now it's up to you. Go online and answer the questionnaire to get a well-fitting profile to work with.

It's your turn Now that you learned some important stuff, please visit our Webside and participate on our create your profile-survey. Then you will be assigned an appropriate persona that will help you with orientation on later chapters.

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The goals of a successful b2m-magazine —

A few reasons to develop a B2M-Magazine

ou might ask yourself, "why should i develope a staff-magazine?" otherwise, you bought this Book so you're might interested in what your benefits are if you launch a good B2M-Magazine. Well, a good B2M-Magazine can representate your business in a postive way. It helps you to transmit your business visions, objectives and philosophy. It gives your employees the warm feeling of being at a good place of safety and with bright future prospects. It will enhance the allegiance and of yourse the teamwork of your stuff by well balanced employee driven content and informations about the other areas of your business. Your content needs a face. A well crafted B2M-Magazine is a token of appreciation for your employees, they will feel understood and it will increase the motivation of your staff. The worse that can happen to your Magazine is that stays unread and it finds its way directly to the wastebin. You can prevent this by having a good content – but the best content is wasted if nobody reads it, therefore you need a apeailing cover for your magazin, maybe you can tease your new megazine by a mail newsletter in the forefront.

»The worse that can happen to your Magazine is that it stays unread and it find its way directly to the wastebin« HOW TO CP.

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• Positive Business representation • transparent business visions and objectives • future prospects and safety • increasing motivation • enhanced allegiance and pride • increasing internal teamwork • magazine as a token of appreciation • more active engagement with the busines

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Choose Your Tools

ID is the key. â&#x20AC;&#x201D;

Employee magazines are becoming the core module of the internal communication.

o this end a baseline survey conducted by TNS Emnid comes on behalf of the Forum Corporate Publishing.

Germany's Communications Manager doubt no longer: 93 percent of them consider a professionally produced staff magazine as the primary means of business communication. This is a result of the study "Internal Communication", which has conducted the market research institute TNS Emnid on behalf of the Forum Corporate Publishing. Surveyed 140 decision-makers for internal communication to employees of the 500 magazines have been submitted to the competition BCP. Printed information, such a conclusion will be in the employee communication just play in the sense of change and knowledge management a key role in the future. Employee magazines are evidence of the appreciation of the company to its employees. Focus on individual motivation and cause that is external to the customer perceived brand quality and internally by the employees lived with conviction. More external service providers are charged The Emnid study confirms the magazine a great support staff in restructuring and strategic realignment. The more professional the medium is implemented, the more it shapes the internal corporate culture and promotes their development. Top target of internal communications for 99 percent of decision makers is a better identification of employees with the company. In second place ranking in-house openness and transparency, followed by employee motivation and communication of corporate strategies. The study reveals a trend towards further training of staff media. 36 percent of the surveyed companies employ their own internal communications manager, at 35 percent of companies are the leaders and public relations for the responsible in-house communication. Differing goals The targets show, however, nuances, which depend on the professional backgrounds of those responsible. As a specialist in internal communication is obvious, namely that change management processes are a primary objective, the marketers of less importance. This is rather labor-related priorities in communicating information. Knowledge management on the other hand holds the PR director for a not exactly the pinnacle of the internal communication. So if you want to run everything in potential, its staff magazine, is well advised to also bring the external service provider with a look outside the box included.

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Make a commitment Under commitment refers to the feeling of belonging and connectedness of employees to their company. This includes emotional attachment, that is, identification with the company, and the self-imposed obligation on the employer to perform at their best.

Normative level

ď &#x2122; Affective level Rational level

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The STYLE OF YOUR BRANCH & LEADERSHIP —

A few reasons to develop a B2M-Magazine

nternal communication is a subset of effective business communication, which is built around this simple foundation: communication is a dialogue, not a monologue. In fact, communication is a dual listening process. So Internal Communication, in a business context, is the dialogic process between employees and employer, and employees and employees. So many times that latter process is forgotten by strategists and PR professionals – it should always be remembered that communication between employees is very often far more powerful than any communication from employer to employee.

Whereas the ‘top-down’, employer-driven communication is great for setting a communication agenda or discussion point, it is the peer-to-peer employee communications that determine the tone of the response back to the employer. So, to sum up, ‘Internal Communication’ is the conversations that businesses have with their staff and those staff have with each other. What activities and tactics are traditionally used for internal communication? Over the years there have evolved various ways of communicating internally. We started with informal and formal one-to-one and oneto-many meetings, where ‘the boss’ would communicate in a highly one-way fashion with employees. Of course, the employees would then informally discuss with each other their views and opinions, out of earshot of ‘the boss’.

»It is important to look at your business from a different perspective«

Communication then evolved to include printed materials for formal, top-down message transmission – newsletters, annual reports, memos, and so on. The advent of digital technology, and in particular the internet, introduced email into the business setting and with it the nature of communication radically changed. No longer did a communication take a little while to produce, allowing for a period of reflection and consideration. Now anyone could ‘bang off an email’ at a moment’s notice, often without consideration of the impact of the message. Those who were unskilled and untrained in the art and impact of communication suddenly found themselves causing more angst than they realized. Training took place amongst senior managers in the more enlightened organizations to show them the effects of poor communication habits. Today, digital technology has evolved to the point where not only can employees and employers freely email each other, forward messages without any editing (showing the whole conversational trail), and forward those messages outside of the corporate walls, but also employees and employers can use these emails to bring about grievance procedures, litigation and dismissal. Equally, employers now find themselves at the mercy of employees who may email each other with libellous comments about competitors or fellow employees. Deleting these emails from personal inboxes has proven to be no defence against litigation and investigation by external regulators and legal agencies. HOW TO CP.

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❶ BRANCH Why is my Branch important? Several weeks later, management held a staff meeting and invited questions about their quality improvement program. The custodian rose to his feet and reported that the day his two children received the newsletter, he’d been greeted with a hero’s welcome when he got home. His youngsters wanted to hear how his picture came to be in “the paper.” The kids had subsequently brought the newsletter to school for show-and-tell, and the teacher posted it on the school bulletin board for a week. His kids felt like celebrities at school, he said, as if their dad had been on the cover of Time magazine. He went on to acknowledge that he’d always assumed they were somewhat ashamed of the janitorial work their father did for a living. This expression of pride from his own children, he said, was the most personally rewarding experience in his entire 30-year career with the company--and if this was the kind of thing management meant by “quality improvement,” he wanted them to know he was ready to do anything he could to help. With that, he sat back down. Things were strangely quiet in the meeting room for a few moments after his remarks.

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â?ˇ Management style How do you make your decisions? Management styles are characteristic ways of making decisions and relating to subordinates. Management styles can be categorized into two main contrasting styles, autocratic and permissive.[1] Management styles are also divided in the main categories of autocratic, paternalistic, and democratic. This idea was further developed by Robert Tannenbaum and Warren H. Schmidt (1958, 1973), who argued that the style of leadership is dependent upon the prevailing circumstance; therefore leaders should exercise a range of management styles and should deploy them as appropriate.

Are you autocratic? An autocratic management style is one where the manager makes decisions unilaterally, and without much regard for subordinates. As a result, decisions will reflect the opinions and personality of the manager, which in turn can project an image of a confident, well managed business. On the other hand, strong and competent subordinates may chafe because of limits on decision-making freedom, the organization will get limited initiatives from those â&#x20AC;&#x153;on the front linesâ&#x20AC;?, and turnover among the best subordinates will be higher.

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Are you consultative? A more paternalistic form is also essentially dictatorial. However, decisions take into account the best interests of the employees as well as the business. Communication is again generally downward, but feedback to the management is encouraged to maintain morale. This style can be highly advantageous when it engenders loyalty from the employees, leading to a lower labor turnover, thanks to the emphasis on social needs. On the other hand for an autocratic management style the lack of worker motivation can be typical if no loyal connection is established between the manager and the people who are managed. It shares disadvantages with an autocratic style, such as employees becoming dependent on the leader.

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A good example of this would be David Brent or Michael Scott running the fictional business in the television show The Office.

However, decisions take into account the best interests of the employees as well as the business. Communication is again generally downward, but feedback to the management is encouraged to maintain morale. This style can be highly advantageous when it engenders loyalty from the employees, leading to a lower labor turnover, thanks to the emphasis on social needs. On the other hand for an autocratic management style the lack of worker motivation can be typical if no loyal connection is established between the manager and the people who are managed. It shares disadvantages with an autocratic style, such as employees becoming dependent on the leader. A more paternalistic form is also essentially dictatorial. However, decisions take into account the best interests of the employees as well as the business. Communication is again generally downward, but feedback to the management is encouraged to maintain morale. This style can be highly advantageous when it engenders loyalty from the employees, leading to a lower labor turnover, thanks to the emphasis on social needs. On the other hand for an autocratic management style the lack of worker motivation can be typical if no loyal connection is established between the manager and the people who are managed. It shares disadvantages with an autocratic style, such as employees becoming dependent on the leader.

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»guess what? (…) the difference matters« —

Cheryl Beal (New-York-based retail consultant)

Are you persuasive? A persuasive management style involves the manager sharing some characteristics with that of an autocratic manager. The most important aspect of a persuasive manager is that they maintain control over the entire decision making process. The most prominent difference here is that the persuasive manager will spend more time working with their subordinates in order to try to convince them of the benefits of the decision that have been made. A persuasive manager is more aware of their employees, but it wouldn’t be correct to say that the persuasive style of management is more inclusive of employees. Just as there are occasions where the use of an autocratic management style would be appropriate, there are also instances where a company will benefit from a persuasive management style. For example, if a task that needs to be completed but it is slightly complicated it may be necessary to rely upon input from an expert. In such a situation, the expert may take to time to explain to others why events are happening in the order in which they will occur, but ultimately the way in which things are done will be that person’s responsibility. In those circumstances, they are highly unlikely to delegate any part of the decision making process to those who are lower down in the hierarchy.

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Are you democratic? In a democratic style, the manager allows the employees to take part in decisionmaking: therefore everything is agreed upon by the majority. The communication is extensive in both directions (from employees to leaders and vice-versa). This style can be particularly useful when complex decisions need to be made that require a range of specialist skills: for example, when a new ICT system needs to be put in place, and the upper management of the business is computer-illiterate. From the overall business’s point of view, job satisfaction and quality of work will improve, and participatory contributions from subordinates will be much higher. However, the decision-making process could be severely slowed down unless decision processes are streamlined. The need for consensus may avoid taking the ‘best’ decision for the business unless it is managed or limited. As with the autocratic leaders, democratic leaders are also two types i.e. permissive and directive.

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Complex decisions need to be made In a democratic style, the manager allows the employees to take part in decisionmaking: therefore everything is agreed upon by the majority. The communication is extensive in both directions (from employees to leaders and vice-versa). This style can be particularly useful when complex decisions need to be made that require a range of specialist skills: for example, when a new ICT system needs to be put in place, and the upper management of the business is computer-illiterate. From the overall business’s point of view, job satisfaction and quality of work will improve, and participatory contributions from subordinates will be much higher. However, the decision-making process could be severely slowed down unless decision processes are streamlined. The need for consensus may avoid taking the ‘best’ decision for the business unless it is managed or limited. As with the autocratic leaders, democratic leaders are also two types i.e. permissive and directive.

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Are you Laissez-faire?

Are you Interessted in “focus and direction”? Go to Page 52/53

In a laissez-faire leadership style, the leader’s role is as a mentor and stimulator, and staff manage their own areas of the business. Thus it is only successful with inspirational leadership that understands the different areas of initiative being taken by subordinates, and strong and creative subordinates who share the same vision throughout the organization. It is a style that is best for strong, entrepreneurial subordinates in an organization with dynamic growth in multiple directions. This style brings out the best in highly professional and creative groups of employees; however in cases where the leader does not have broad expertise and ability to communicate a strong vision, it can degenerate into disparate and conflicting activities. Lacking a strong maestro as leader, there is a risk in both focus and direction.

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Regardless of whether you are more top-down or bottom-up in your style of leadership, always remember that internal communication is a dialogue, not a monologue. In fact, communication is a dual listening process.

BUSINESS AT EYE LEVEL

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WHY YOUR BUSINESS SIZE MATTERS —

A few reasons to develop a B2M-Magazine

ere’s a big white elephant in the room (or sometimes a tiny white elephant in the room) and that is size. You keep hearing people say that size doesn’t matter- in business, in social media - but let’s call it like it is- it’s not really true. When you get to the debate of quantity vs. quality, the real answer is that both matter. Anyone who purely says that size doesn’t matter is lying or gravely misinformed. Typically, if you look at the people who say that size doesn’t matter, they usually fall into one of two categories 1 – They have size. It is easy to patronize everyone else with the “size doesn’t matter speech” when you are in the “big” category. 2 – They don’t have any size. On the other end of the spectrum, if you aren’t well endowed (in business or otherwise), you want to create a justification for being small and start believing your own delusions. In social media, people say that size doesn’t matter- it is better to have a few loyal fans than 20,000 or more. I call bullshit. You want to have both. The big number, although perhaps not truly indicative of your following, establishes credibility that helps you secure partnerships, other followers and more. Of course, you want the quality fans too, but that doesn’t mean you should favor one over the other. Three loyal fans, unless they have a lot of influence (and money) are not the be-all-end-all to your business.

»Let your Employees know, that their're part of a big thing«

The same is true with business. Scale establishes credibility, which in turn helps you to secure better clients, vendor terms and relationships, service provider relationships and more. This doesn’t mean that you have to be the biggest company in your geographic region, but being teeny-tiny is going to have disadvantages, plain and simple. And in other areas where you hear that the motion of the ocean is more important than the size of the boat, well that may be true, unless the boat is so small that you have no idea when it is in the harbor. The point is that size does matter. You don’t have to be the biggest participant, but you have to have some critical mass to establish credibility in your selected domain. edition of the newsletter puts as many employees in the news as can be squeezed into the available space. Everybody goes diving down the hall to get their hands on the latest edition because they know it’s going to be full of hero stories about them. These hero stories become much more than a reflection of the organization’s commitment to customers and the community-they become powerful.

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Big

Small Middle

↑

250 ↓

↓

250

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Âťif your business is small, give your workers the feeling that their're part of a growing venture ÂŤ The big advantages of a small business We have all heard it said that small business is the backbone of the economy, and we all seem to know that is true. The exact definition for small business is not so clear, but what is clear is that most businesses are small by that allusive definition. It is a bit of an irony that some business owners try to project the idea that they are bigger than they really are. As much as we might say bigger is not better, our attitudes and actions will determine whether we really believe that or not. There is strength in being small once you discover how to harness your energy.

For more Informations please visit: http://ezinearticles.com

The idea of comparing the size of a business, to the size and power of a boat, provides an excellent analogy. A cruise ship may withstand storms and high waves much better than a small yacht, but it is not very maneuverable. A speedboat can go places a ship could never attempt. It is faster, agile, and can turn quickly to avoid danger. These comparisons are no surprise. Most people seem to realize these differences, but contemplating them well enough to seize their potential is what separates the weak from the strong. The small athlete, who could easily be crushed by bigger competitors, can still win by dodging them and outrunning them. For small business owners to adapt the same thinking as big business can easily bring disaster. You have the advantage if you think differently. Business models are changing fast, and a small agile company can adapt more quickly. There are big companies teetering on the edge of bankruptcy. Some of them are so steeped in outdated business practices, that they cannot adapt quickly enough to avoid hitting the iceberg. While big corporations may have an advantage in marketing budget and buying power, small businesses are usually better at having substance. They can respond to their customers and provide more personalized service. They can specialize and prosper in a smaller niche market that would be impractical for a bigger company. It is difficult, perhaps even impossible, for a big company to operate as efficiently as a small business. With small business, efficiency is not optional. Wasted resources can easily ruin a small business. Because efficiency is so necessary, small businesses tend to be much more productive. Small businesses can also easily implement methods to increase their efficiency. Advances in areas such as lean manufacturing, modular tooling and work cells, automation, communication, and information technology help level the playing field for small business. With video conferencing and the Internet, collaboration can be accomplished without expensive travel. In spite of the challenges, the opportunities for small business have never been better. HOW TO CP.

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If you find yourself wishing your business was bigger, that's great, keep reaching higher. Keep growing and improving. Reach for your fullest potential. Make sure to enjoy the journey though. Your business might always be small according to the unclear definition of whatever small is, but being small can also be your greatest strength.

Elingulictus con tantimis? Lem issilib ussatusquam. Scipse consum perivas es aus. Cat auciamqui ta, consuam quem hocta, peris. Forterei igili faciveri fore curnirter lostrei striterdit.

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CORPORATE SOCIAL RESPONSBILITY —

The Social Responsibility to Generate Employee Happiness

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Watch this fabulous Chip Conley (CEO of Joie de Vivre hotels) TED talk on employee happiness.

ccording to a recent survey of 1,500 chief executives conducted by IBM’s Institute for Business Value, CEOs identify “creativity” as the most important leadership competency for the successful enterprise of the future. The link may initially not be intuitive, but spawning creativity in the workforce comes back to corporate social responsibility. While corporate responsibility is often used in reference to the organization’s interaction with outside communities, it also touches upon how members of the organization are actually treated and valued. How they are treated determines both self-perception and performance within the workplace and is correlated with life happiness in general. Writers, business leaders and psychologists have long hypothesized about the link between work environments and creativity, and the challenges in harnessing natural human creativity to optimize performance. One scientist, Mihaly Csikszentmihalyi, explains the optimal state of mind, when creativity is at its highest, as “flow.” Flow is when our minds and bodies are stretched to their limits in a voluntary effort to accomplish something worthwhile and difficult. The link between happiness and creative “flow” is explained in a Scientific American article that chronicles the results of a study published by Proceedings of the National Academy of Sciences USA. The study found that “With positive mood, you actually get more access to things you would normally ignore… Instead of look-

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»Employees do not divide the moral compass of their company into one part for employees and another part for the community.«

ing through a porthole, you have a landscape or panoramic view of the world.” In other words, the results suggest that happiness makes people more receptive to information of all kinds, and therefore results in greater creative thought processes. (Note: it can also lead to greater distraction, so read the article).

Studies show that positive employees outperform negative employees in terms of productivity, sales, energy levels, turnover rates and healthcare costs. According to Shawn Achor, Harvard researcher and author of “The Happiness Advantage,” optimistic sales people outperform their pessimistic counterparts by up to 37%. People who expressed more positive emotions while negotiating business deals did so more effectively and successfully than those who were more neutral or negative. In fact, the benefits can be seen across industries and job functions. Doctors with a positive mindset are 50% more accurate when making diagnoses than those that are negative. The same patterns emerge for businesses that have adopted the happiness principles espoused by Achor. Think of Google, Adobe, American Express, and you think of great places to work. You also think of companies that are extremely successful and creative. Not only do these companies understand the importance of social responsibility in the outside world (they are industry leaders), but they embrace it in the context of employee relations – i.e., creating work environments that maximize human potential and happiness.

It is also worth noting that creativity, happiness and performance enable a positive feedback loop. Achor calls this idea the “Pygmalion Effect,” meaning that people act how we expect them to act. Expect them to succeed, encourage and praise them accordingly, and studies show that they will. Similarly, provide them with a creative, “happy” environment, and people will find greater meaning in their jobs (regardless of what the job is – Achor notes that studies find the same results across professions, whether one is a janitor or a CEO). Positive outcomes then reinforce one another – as workers become happier, creativity thrives, performance improves, and so on. As Achor quotes John Milton’s Paradise Lost at the beginning of his book, “The Mind is its own place, and in itself can make a heaven of hell, as hell of heaven,” so can managerial attitudes and overt messages of positivity and happiness do the same. Isn’t it time businesses put the same amount of energy in fostering happiness in their work places as building community and public relations? Achor and his team of researchers certainly would, and I would agree.

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ÂťPeople want to be associated with a successful organization that has a positive imageÂŤ

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SURVEY

7 out of 10 workes gave their thumBs-up on CSR.

Social responsibility boosts employee engagement Employees who are satisfied with their organisation's commitment to social and environmental responsibility are likely to be more positive, more engaged and more productive than those working for less responsible employers. A strong commitment to corporate social responsibility (CSR) has an impact on a wide range of employee attitudes, according to a survey by Sirota Survey Intelligence, fostering positive views about their employer in key areas such as its sense of direction, competitiveness, integrity and interest in their well-being. In all, some seven out of 10 employees gave their employer's commitment to CSR the thumbs-up, according to the survey of 1.6 million employees from more than 70 organisations.

For more Information beyond this topic, go to: www.managementissues.com

"Businesses that recognize the importance of social responsibility often have employees who tend to be more satisfied with their jobs, adopt similar values, and become more committed to achieving success within the industry," said Douglas Klein, President of Sirota Survey Intelligence." One of the most startling statistics to emerge from the survey is the difference in attitude towards senior management in organisations that are seen as having a strong CSR commitment. Seven out of 10 employees in these organisations rated senior management as having high integrity compares with just one in five employees who were negative about their employer's CSR record. "Employee views of CSR are connected with a broader assessment of the character of senior leadership â&#x20AC;&#x201C; meaning that management can be relied on to follow through on what they say," said Klein. "However, leaders who are seen as incapable of following through are unlikely to be regarded as being socially responsible." It is a similar story when it comes to senior management's sense of direction. Some two-thirds of employees who are satisfied with their employer's CSR commitment feel that senior management has a strong sense of direction compared to just 18 per cent in less enlightened organisations. "Effective leaders connect the dots for their employees," said Klein. "When employees question the time or money spent on certain social initiatives or any other activities, an effective leader will demonstrate the strategic importance these programs play in supporting the interests of the business."

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The way you speak —

How to Effectively Communicate With Your Employees

f you are supervising or managing employees and you want to know if they are sure about how to complete their latest assignment. How do you go about finding out? When we want to get our message through, how do we talk to our employees? Are we doing a good job at communicating with each other?

Here are some suggestions on effective employee communication:

1. Have an open door. Be available when employees have a problem or question to discuss. Let your employees know you want to talk to them and are interested in what’s on their minds. This will not only be helpful to your employees, but also will help you stay up-to-date on issues and activities. 2. Be frank. Let your employees know when there is a problem with their performance. If you’re not up-front when a problem occurs, the same mistake could be repeated. Employees would prefer to know if you are displeased, rather than to guess about it or hear about it through the grapevine. 3. Be trustworthy. Earn your employees’ complete trust and confidence. Employees expect you to be confidential with personal discussions. They also expect you to stick to your word. If you don’t earn your employees’ trust, don’t be surprised if you don’t gain their respect either. 4. Discipline in private. Never talk to am employee about a problem in front of his or her peers. It shows a lack of courtesy and tact. 5. Give your employees your complete attention. When you answer the phone or otherwise interrupt a conversation with an employee, the message you are sending is that your telephone call is more important than your employee. Remember, your primary job is to supervise your staff. That means your employees are your priority. 6. Have an open mind. Acknowledge the fact that your employees may know something that you don’t know. Be open to their suggestions. The key is to hear your employees out before you make a decision on their suggestion or opinion. Don’t make assumptions without knowing the facts. 7. Don’t show favoritism. Treat all your employees equally. Of course, it is natural to have preference for one person or another. However, the point is to avoid biased actions. No employee should know who your “favorite” is. HOW TO CP.

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8. Communicate frequently. Talk to your employees as often as possible, particularly regarding their work performance. Bi-annual performance review is not a substitute for daily or weekly feedback. Also, keep employees informed on a regular basis on how the business as a whole is doing. 9. Show respect. Never talk down to your employees. The days of the highly authoritative management style are over. Today’s employees demand to be treated as intelligent, competent participants in the business function. 10. Give praise. If your employee has done an exceptionally good job, let him or her know. Be specific about it, too. “Nice job,” is okay, but it is better if you tell employees exactly what it was you appreciated about their work. That way they know which strengths they can build on.

»Regardless of the changes in technology, the market for well-crafted messages will always have an audience.«

44 45

#htcp_lngg

Effective internal communication in a organisation lead to increased profits and a satisfied workforce. Employees are the lifeline of an organisation. Business leaders must realise that employees today are not merely the arms and legs that run the company. They are also its eyes and ears, and their opinions and feedback play a vital role to the growthn of an organisation. Internal communication between employees and management that is effective, open and clear will lead to better performance, customer loyalty, increase in profits, better employee satisfaction ratios and staff retention. Whether big or small, an organisation's ability to reach its business goals depends on how well it engages, aligns and motivates its staff. HOW TO CP.

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Effective internal communication involves engaging your employees at all levels. By communication the organisation's goals and including employees in overall business planning, organisations can harness a greter resource of knowledge towards effectively driving the day-to-day business operations. All employees need to understand their role within the company, not just in terms of what the job they do, or how to do it, but the part they play in the big picture. They will then align themselves with the company's vision and direction. Effective internal communication helps you get the message across to the right audience in an open and receptive environment so that it can be understood clearly. Approaching people when they are receptive or willing to talk can make your communication efforts easier and more successful. Communication with employees can take many forms, such as meetings, personal phone calls, memos, group meetings, telephone conferences or video calls and personal letters. Keeping your employees informed is a critical part of helping them find satisfaction in their jobs. At Fedex, for instance, regular video-conference calls and a dynamic intranet site that changes constantly, help keep employees informed. In addition, an open-door policy allows employees to reach any member of management and share their ideas. Manages also place much emphasis on equipping Fedex employees with the most updated informationn and tools so that they can be empowered to make the right decisions and provide execellent service to customers. Of course, communication is never one way. It is imperative for managers to listn to their employees and gain feedback from them. Feedback is essential, as it helps organisatios undertand the issue from a different perspective. For example, feedback from employees who have constant exposure to customers is essential in identifying the needs or requirements for future service improvements.

Âťon the one hand you have to sound reliable & staid but most of it all you have to reach the employees heartÂŤ

Listening to your employees is an essential part of communication effectively with them. This helps employees feel like an essential part of the business, and responsible for its success. By focusing on internal communications, business leaders can make a real difference to the success of their business, and have a positive effect on its results and perfomance. Working closely with employees, sharing information about the compa's goals and listening to their feedback or suggestions, will help you to develop a cohesive team that is as commited to achieving these goals as you are. Improveing communications in your work place whether they are a team member, a team leader, a manager, or a remote worker is a collective task. Listening and sharing goes a very long way in ensuring the sucess of an organisation.

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UNIQUE SELLING PROPOSITION —

How to find your USP

n a world of constant connectivity, where social and professional networking services routinely cross paths and purposes, company web sites boast personal blogs, and the photos or video you took of an event today may well feature as part of tomorrow’s news report, the definitions of concepts like “personal” and “public” are most certainly blurred. Today, you’re a web developer. Tomorrow, a movie reviewer. The day after, who knows? Creating a USP for yourself can remind you of how you see yourself — within a given setting, such as the workplace, if you wish — and what you believe you’re about. It can then help you clearly communicate who you are, what you do, and what you want, in a forum that’s at once noisy, complex, disparate, and all-pervading.

The four steps to find your USP: •

Evaluate your strengths and significant competencies. Take a good look at the features and benefits of your product or service and at your company and then decide what differentiates you and your business from the pack. Is it the value you provide, how big a problem you solve, your experience, know how, customer service, delivery speed and so on? Try to quantify the differences as much as possible!

•

Analyze your market to find out which benefits are most crucial to your target prospects. What benefits do they appreciate most and which do they actively look for? Review leading trade publishings, analyze newsletters and search the Net for news and trends about your niche. Here’s another great tip: survey your customers to gather data.

•

Compare the answers from steps 1 and 2 and encircle the matches. Whenever details of both lists match, you can build a USP. If you have no matches, you have to digg deeper until you find them. It’s not always easy to find a USP, but in order to differentiate yourself and your product, you should have one.

•

Take your TOP match(es) and use it to position yourself and your product in the market. Summarize the results from step 3 into one, compact, compelling, motivating phrase that will persuade your clients to trade their cash for the benefits presented by your products. Your significant product benefits and the way in which you structure your offering is your ‘Unique Selling Proposition’ or ‘USP.’

Tipp

Watch this fabulous Chip Conley (CEO of Joie de Vivre hotels) TED talk on employee happiness.

If you commicate your USP in your B2M-Magazin your employees will acquire your image and their will be proud of working at your company.

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»communicate what makes your business unique.«

48 49

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SHOW YOUR CORPORATE DESIGN â&#x20AC;&#x201D;

The importance of showing your CD

taff papers are usually published with the aim to promote a corporate identity. To achieve more effective internal communication in your PR work. The newspaper staff as a tool for internal communication, the task to promote identity. It is an expression of corporate identity and transport them into the minds of employees. This applies to both the content and for the design: your B2M-Magazine has to show the Corpotate Design. In practice, employee newsletter are too often a mere mouthpiece of the management. The newspaper editor is operating more as measured by whether the corporate design was followed. Critique takes place not at all. Such leaves are cheering the purpose of self-management and develop no positive effect. Those who use the newspaper as a mere employee newsletter of the Board, gave away the true odds and communicative possibilities. The newspaper staff follows the rules of corporate design and comply with them. In addition to the color design, picture of logos and other visual features, you should take further determinations. What is the linguistic design of the newspaper staff? What is the reader response (singular or plural, or you, or we will, etc.)? Whether an employee newspaper for successfully developing a positive corporate culture contributing shown not the first appearance. The use of this instrument of internal communication needs long-term goals, the willingness to constantly change and a basic conversational approach.

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CI B2m SHOW CLEAR perceptibility YOUR philosophy is shown YOUR CORPORATE DESIGN IS IN CONSISTANT USE your Branch & business areas are cognisable

authenticity

50 51

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Bottom-up or top-down in social networks â&#x20AC;&#x201D;

How do i use social media in B2M to engage with my employees?

onestly, how many members of your staff could say they felt both vital to your organisation as well as possess a strong sense of belonging to it? Long live the new brand model whose uncompromising message is to engage or die. That is: engage with your customers by all means but â&#x20AC;&#x201D; first and most importantly - engage with your employees. As the iGeneration joins us at work, they join Generation Y and, to a lesser extent, Generation X in already having embraced new ways to communicate. Through their social media experience, they bring with them to work more expectation of feeling strongly connected and like an essential cog in your machine, however small to begin with. More and more companies who have already instituted social media systems report hikes in revenue while many of those still without report declines. So, as we emerge from recession, perhaps now is a great time to create your brand's social media strategy. You will quickly find it is a vital way to build engagement with those who matter most and, through them, to communicate your brand in its most positive light. Of course, as with the introduction of any new medium (think internet, email and mobile phone), it brings with it a whole new can of worms to unravel and pick through. So, the success of any social media strategy requires a thought-through, brand-led policy. Here's our guide to the key points to consider for success. 1. Open or closed Decide if your social media policy is going to be on a closed system for staff only, such as intranet. Remember though, that this might be seen by anyone outside of baby boomers as rather infra dig, not to say anti-social... So perhaps it's time to take the leap of faith now and embrace true social media such as Twitter, Facebook, YouTube, blog or instant messaging. 2. Adopt a can-do attitude There's no surer or faster way to turn your staff off the idea of communicating through social media than giving them a list of what would be considered wrong, forbidden or a sacking offense. Try instead to couch your policy in positive terms â&#x20AC;&#x201D; what you would like to see from your responsible adult staff. 3. Train, train, train Back up this positivity with training on the medium's proper effective useTrain in use of it. Some companies, for instance, train new recruits on their brand's preferred use of Twitter, then encourage all employees to use their Twitter accounts to interact with both current and potential customers. 4. Build trust by trusting Never forget that your readers will not just be your employees but also may include clients, potential new clients, as well as past and future employees. Make it clear that when your staff are engaging in social media, they must think like the brand spokespeople they actually are. Let them know you expect and know they will be responsible HOW TO CP.

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CONTENT

in what and how they write, exercising their wealth of good judgment and common sense. Transparency doesn't give employees free rein to share just anything. Meyer says that every state has a law governing trade secrets. That clearly also means no s haring of confidential or proprietary company information. Obvious perhaps, but always worth spelling out! 5. Create a community Make it clear you understand that this is now your organisation's virtual water cooler, your virtual wait for the kettle to boil, where news, view and comment are naturally exchanged. So use it yourself and encourage your staff to make it a place where your users are comfortable to connect, share, support, congratulate, give and receive help. 6. Communication is productive too Probably 90% of what any of us do at work is communicate. However, it's only fair to caveat that with the thought that your shiny new social media won't be the love of your life for long is it detracts from the execution of your company's core competencies. So, decide upfront if you want staff to use social media at work, bearing in mind, it might be seen to defeat the purpose if they don't! In which case, emphasise how much you trust your people to find a positive balance between social media and other work. (Monitor this, especially at first, to make sure a positive balance is struck.)

THE BUSINESS ONLINE COMMUNITY

52 53

Top DOWN

BOTTOM UP HOW TO CP.

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Create your Identity:

THE BUILD UP —

Let's get some things prepared

reating a B2M Magazin is a process and a set of techniques used to create new solutions for your employees. Solutions include tools, services and modes of interaction. The reason this process is called “human-centered” is because it starts with the people we are designing for. Your Employees. The HCD process begins by examining the needs, dreams, and behaviors of the people we want to affect with our solutions. We seek to listen to and understand what they want. We call this the Desirability lens. We view the world through this lens throughout the design process. Once we have identified a range of what is Desirable, we begin to view our solutions through the lenses of Feasibility and Viability. We carefully bring in these lenses during the later phases of the process.

HUMAN CENTERED B2m COMMUNICATION

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FEASIBILITY

VIABILITY

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What your staff needs

What is technically and organizationally feasible?

What can be financially viable?

56 57

The solutions that emerge at the end of this Chapter should hit the overlap of these three lenses; they need to be Desirable, Feasible, and Viable.

DESIRABILITY

#htcp_bldp

FEASIBILITY

VIABILITY

Expanding B2M Boundaries The Internet is reshaping many things, including the handling of customer relationships. Different market segments demand different treatments. B2B selling models are typically more complicated, involving buyers with unique business requirements and multiple buyers from the same company. Expanding sales channels in a costeffective manner is key. In comparison, B2C models are more personalized and focus on individuals' specific needs. Creating customer loyalty and repeat purchasing is key. However, in this new, Internet- savvy world, the line between B2C and B2B e-business is blurring. B2B buyers increasingly expect B2C-like personalized experiences, while B2C companies are looking to extend their sales models to new markets. As a result, B2C initiatives now require complex guided selling as well as configuration and order-management capabilities traditionally found in B2B e-commerce, while B2B e-commerce initiatives now include features more typical of B2C offerings such as ratings, reviews and promotions. HOW TO CP.

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»Set the the bounderies of your B2M communication« The fast-moving convergence of B2C and B2B business models has created a new “Business-to-Everyone”, or B2E, paradigm in which providing customers with a unique and personalized experience with quick and easy access to the right products and services is the rule, not the exception. B2E means that, in an increasingly commoditized product world, customers base their buying decisions more often on a company's ability to satisfy their particular needs, provide a complete solution while coordinating with multiple parties, offer the right pricing and provide visibility to critical process information.

In the B2E world of e-commerce, self-service options need to enable potential buyers to quickly and easily find, configure and purchase the right products and services at the right price while being easily searchable and intuitive. This process must be dynamically transactional: capturing, distributing and fulfilling orders promptly and accurately while providing status and details on demand throughout the fulfillment process. B2E initiatives also must integrate with traditional selling processes. For example, Web self-service interactions must instill customer confidence by allowing them to contact the sales representative for help if necessary and also check on order status by any means they choose, be it over the phone, through e-mail or in person. If channel partners, distributors and resellers are part of the sales model, the automated sales experience must also synchronize with them. You accomplish this through personalized storefronts and catalogs with specific pricing for their partners. For companies with multiple products and services, having a flexible platform that enables them to offer multidivisional products/solutions is essential. As such, the platform also must be able to integrate into multiple back-end systems. Consider a leading systems integrator and provider of innovative technology and supply chain solutions to the commercial, government and telecom markets. Managing more than 600,000 SKUs so that customers can find the right products and then generate quotes, place and change orders, and view their business transactions with the company was not so easy. They decided to build an e-business solution to provide major accounts with their own storefronts where they could purchase standardized products. The new e-business solution enables customers to get rich product information, including reviews and comparisons, through an online interface — capabilities characteristic of the B2C world. The integrator also has been able to expand its offering beyond IT products into selling office supplies and business equipment. Planning for B2M success Although the blurring of B2C and B2B will have a powerful effect on business, it will not erase the differences that exist between these markets. However, it is clear that B2B companies now need to provide their customers with product and service catalogs, standardized pricing, promotions, order management, fulfillment and service. A B2E e-business solution must support all these capabilities.

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Business driven content —

50% of the magazine-content is generated by you

he death of print has been greatly exaggerated. Talk to digital evangelists about traditional media and they scoff, as if you’re talking up the anachronistic benefits of steam engines, telegrams or outdoor toilets.

And yes, newspapers and magazines are undergoing an unprecedented period of change, with free, interactive, multimedia content rendering some venerable publishing institutions redundant. But does that mean we’re witnessing the end of internal magazines as a means of employee engagement? Are the days of printed internal magazines numbered?

»For a successful Cp-Content you need to generate a virtuous circle between your business and your employees«

“We’ve been hearing that print is dying for more than 20 years!” says Suzanne Peck, business development director at internal communications and publishing agency Sequel Group. “There’s certainly been an upswing in internal communications moving online as those organisations with computer-accessible employees see the advantages, but equally, organisations with more disparate audiences are still using print to engage people.” That said, Sequel has seen the digital/print mix of its business shift to around 60/40 over the last year but, adds Peck, “the smell, feel and buzz that the good quality printed magazine can bring is still popular”. And that seems to be one of the saving graces for the printed medium: people like it.

“Print is an investment of time and money and makes employees feel they are valued,” says Clare Oldfield, head of customer publishing at magazine and corporate communications agency Wardour. “Magazines are passed around and are retained as reference by the audience and give a visible sense of belonging to an organisation. They remain a great way of driving employee engagement.” She cites Millward Brown’s Advantage Study research on magazine effectiveness which shows the benefit of the medium generally – an average of 25 minutes is spent reading customer magazines. In fact, the predilection for printed media can be seen across the board, even among companies that are digitally quite savvy, as Stuart Hyslop of Surrey House Communications points out. “Our clients, including leading edge digital companies such as Sony, still value in printed publications. Not all people – even in a company like Sony – usually have access to a computer. So, in most companies, not everyone would get to see an electronic publication.” The important thing, he says, is to view internal magazines as just one part of the internal comms mix – although he adds: “No one has yet come up with a more effective form than a publication – whether in an electronic form or printed.” HOW TO CP.

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❶ – THE RIGHT INFORMATION ❷ –CULTURE

❸ – TWO-WAY COMMUNICATION ❹ –RECOGNITION & REWARDS

60 61

/ COMPANY VISION / ORGANIZATION NEWS / BUSINESS FINANCIALS / EMPLOYEE & TEAM OBJECTIVES / PRODRUCT, SERVICE & PROCESS INFORMATION / PROJECT UPDATES & PROGRESS REPORTS / VALUES / POLICIES / JUST FOR FUN' COMMUNICATIONS / SOCIAL COMMUNICATIONS / HEALTH AND WELLBEING COMMUNICATION

/ FEEDBACK & SUGGESTION CHANNELS / Q&A CHANNELS / INTERNAL SURVEYS / HOTLINES / HELPDESKS / SOCIAL COLLABORATION TOOLS

/ ACKNOWLEDGEMENT OF CONTRIBUTIONS / EMPLOYEE RECOGNITION PROGAMS / PROMOTION OF EMPLOYEE BENEFITS AND PERKS / PROMOTION EMPLOYEE DEVELOPMENT PROGRAMS / PROMOTION OF TRAINING OPPORTUNITIES

BUSINESS DRIVEN CONTENT

EMPLOYEE DRIVEN CONTENT

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Content is king, feedback is queen.

#htcp_cntnt

So there remains a strong appetite for traditional internal magazines. While they’re not dying, says Rachel Thornton, communications director at internal comms agency scarlettabbott, “they are, quite rightly, evolving and need to work even harder and deliver a real ROI to retain their slice of the IC budget. There’s a lot of competition for ‘brain space’ nowadays and all employees are sophisticated consumers of content. Your internal news magazines need to compete with the red tops, the broadsheets, with TV news, radio and every consumer title your people might pick up on their breaks, on the train home or even in the evening or weekend.” Which means, of course, there’s all the more need for sustained innovation in internal publications. “Internal comms teams should look at new forms of engagement to deliver a greater visibility of results, a greater sense of engagement, and a more powerful way to deliver messages to colleagues,” says Paul Squires, head of digital at Summersault Communications. That’s not to say he’s not a fan of printed magazine, though. He warns against phasing out traditional printed communications. “Companies should re evaluate what they want their internal comms strategy to achieve in the light of the full range of tools available – which is increasingly likely to include digital.” Harriet McGann, co-head of editorial, corporate publishing for agency Redhouse Lane Communications, certainly doesn’t believe that the days of print are over. “The clients we speak to don’t either. It all depends on the audience. If your employees are working in warehouses or driving lorries, then clearly a printed publication is the most effective way to reach them. You need to start by understanding your audience and its needs, but focus first on what it is you want to communicate – the message should dictate the channel and not the other way around.” It’s that understanding of the specific needs of the internal audience that should dictate the old media/new media mix. “Some of our clients have geographically disparate workforces, who don’t have PC or internet access and rarely visit HQ,” says Rachel Thornton. “An e-mag wouldn’t cut it. Of course, if your workforce is made up of generation x and y-ers with PC and internet access, you may well embrace the great range of techie and on-line solutions available. “We find organisations with employees who have access and appetite for on-line content generally choose a mix and match approach. Regular on-line ‘hot’ news and print for the deeper reflective content.” But if print is so treasured, why the stampede to new media? Because it brings with it many benefits of its own, says Oldfield. “The benefits of digital are many, but centre mostly around cost effectiveness, the ability to infinitely measure and of course environmental issues,” she says. “Environmental issues are an increasingly important component in our client’s equations and shifting the paper/digital balance helps address carbon issues.

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CONTENT

BUSINESS

FEEDBACK

Some of Wardour’s clients have now chosen to go all the way and replace paperbased comms with digital solutions, designed around rich media and enhanced audience interactivity. For one client, it produces a bi-monthly internal e-zine based entirely on video content, “which has proved highly successful with opening rates of 95%-plus” she adds. Likewise, Redhouse Lane has seen its clients embracing the benefits of using digital channels to achieve their goals. “We have noticed many budgets drifting to digital channels for a variety of reasons, usually under the banner of ‘efficiency savings’,” says McGann. “You cannot ignore the growing importance of mobile and digital channels. If internal communications is about curating real-time conversations around key business issues, then using digital channels to sustain and shape that dialogue has to be the way forward. Printed magazines can form part of this strategy but ultimately digital formats win out on many more levels.” So is it possible to integrate printed and digital communications into a single internal comms strategy? That will depend on the individual company’s audience and strategy, says Summersault’s Paul Squires. “It is not difficult to integrate them, but again, you need to go to the heart of the matter. How is your comms team functioning? Are you able to shape them to write for both print and web through a common schedule? Do you have a planning capability that can bring the two channels together? Do you know which departments in your business will appreciate – and act on – each medium? It isn’t hard to bring the two together, as long as it’s well thought through, and the channels are interwoven, rather than separated, and as long as all of your channels are accurately measured.” He suggests organisations ensure that their planning and strategy allows all of their channels to make the most of their respective benefits, without making colleagues feel either over-compensated or isolated by spending too much of your energies down one route. “Intranets, digital TV, video and SMS are great tools, but they are as much a part of a mix as conference calls, in-person meetings, magazines and town hall briefings,” he says. Sequel is a firm advocate of integrating old and new media. “Our ‘dream’ client work focuses on using digital content for updating and breaking news and supporting that information with a printed publication to deliver the wider context - the why, when and how, as well as that important ‘what’s in it for me?’ question,” says Suzanne Peck. HOW TO CP.

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A good B2M-Magazin is not only about one-way communication â&#x20AC;&#x201C;

use the feedback to provide a well fitted content.

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Create your Identity

GATHERING EMPLOYEE DRIVEN CONTENT â&#x20AC;&#x201D;

50 % of the magazine-content is generanted by your staff

y association's employees are actively using social media sites like Twitter and Facebook. What social media policies should be in place for employees in order to protect the association?

There are many types of pitfalls when using social media sites. Defamation, infringement of intellectual property, antitrust violations, and disclosure of trade secrets are all legal risks that every employee and association needs to be aware of when posting content on social media sites. Additionally, not all social media mistakes have only legal consequences. Poorly drafted comments and unintentional postings can create ethical dilemmas and embarrass the association and the employee. Social media postings are permanent and can go viral within a matter of days. Therefore, inappropriate postings can create immediate and lasting damage for the association. Associations can adopt several employee policies to limit the association's liability exposure. Use social networks to gather informations Be accurate and transparent. If an employee is commenting on the association or the association's industry, he should disclose his name and the fact that he is an employee of the association. This is not only the ethical thing to do, but it prevents others from claiming that an employee was trying to hide his affiliation with the association. Using aliases or pseudonyms to comment on industry-related topics should be discouraged. Honesty and transparency are crucial to maintaining an association's credibility. Employees should fact check all comments to ensure that they are accurate and based in fact before posting them on any site. Use disclaimers. If an employee is discussing an industry-related topic and is not making statements on behalf of the association, she should make clear that the statements are solely her own. She can do this through a simple disclaimer within the posting stating, "I work for ABC Association. However, this is my own opinion, not the opinion of ABC Association."

ÂťYou have to find out, what your staff desiresÂŤ

Respect copyright and trademark laws. Employees should properly cite material in postings and provide links to original sources when possible. Employees must have the express permission of the association, or any other company or organization, before using its trademarks or copyrighted materials on any blog or social media site.

Maintain the privacy of others. Employees should refrain from sharing personal information (including photographs) of coworkers and association members unless they have express written consent to do so. Private information should remain private. Do not reveal confidential information. Every association has confidential and proprietary information. Employees should take precautions not to disclose this information online. Even seemingly innocuous tweets can disclose proprietary information. If in doubt, leave it out. HOW TO CP.

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You have to dig deep to find out the special needs of your employees.

BUSINESS

66 67

THE OUTPUT YOU NEED: â&#x20AC;˘ Peoples' Stories â&#x20AC;˘ Observation of constituents Reality â&#x20AC;˘ Deeper understanding of needs, barriers & constraints

You have to reach your employees hearts Be respectful and tolerant. Whether or not an employee is speaking on behalf of the association, he still is seen as a representative of the association to the general public and should act accordingly. Employees should avoid posting material that could be seen as inappropriate, demeaning, or offensive. While the formalities of business correspondence do not tend to apply in social media, an employee should still be respectful of others. If an employee is part of a conversation that becomes profane or disrespectful, he should withdraw from it. Respect antitrust laws. Antitrust laws are not arcane statutes. They are alive and well, and the Department of Justice and Federal Trade Commission do not hesitate to use them against associations. Employees should avoid discussions about industry pricing, refusals to deal, or industry boycotts. Associations should have antitrustcompliance policies and programs, and employees should understand the basics of antitrust laws and make sure they have the approval of corporate legal counsel before making any statements regarding prices or refusals to deal within their industry. Promptly clarify statements that are misinterpreted. Even well-thought-out statements can create confusion. It's recommended that employees review sites after they have posted comments. In the event that people have misinterpreted an employee's comments or taken them out of context, the employee should clarify them immediately. While many of these policies are common sense, many recent examples show that people do not use common sense when using social media. By creating a written policy for employees, you increase the chance that they will think before they post. HOW TO CP.

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❶ Collect existing knowledge What do i already know? Chances are good that you already have some knowledge about the topic. Conducting a “What Do We Know?” session helps call forth existing knowledge related to the Design Challenge. Once documented, you can freely focus on discovering what you don’t yet know.

1. Write on Post-it's what you already know: • What your Staff need or want • What technologies can help in this challenge • What solutions or ideas are being tried in other B2M Magazines • Any early hypotheses about how to solve the Problems

68 69

2. Next, write down what you don’t know but need to learn about the area of investigation, such as: • What constituents do, think, or feel • How people value offerings • What constituents’ future needs may be • Challenges to implementation of ideassolve the Problems

3. CONCLUSION • Where are the biggest needs for research? • How should the recruiting strategy be tailored? • Which categories might structure the discussion guide?

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❷ Identify people to speak with Recruiting the right people is important Recruiting appropriate and inspirational participants is critical. Attention to gender, ethnicity, and class balance is crucial for research. For research meant to inspire new opportunities, it is useful to find people who represent “extremes.” Extreme participants help to unearth unarticulated behaviors, desires, and needs of the rest of the population, but are easier to observe and identify because they feel the effects more powerfully than others. By including both ends of your spectrum as well as some people in the middle, the full range of behaviors, beliefs, and perspectives will be heard even with a small number of participants. Including this full range will be important in the later phases, especially in constructing good frameworks and providing inspiration for brainstorming. Make sure that your group is well balanced Because you would like to reach all your employees with your B2M magazine equally, your group must contain best of all both extremes. One third of your group must belong to the top earners, one third should belong to the slightly breadwinners and of course the average employee in the middle.

1 3

A well balanced group of employees is the key to success.

1 3

Your Q/A Group

70 71

â?¸ Choose your research methods Get ready, we got a little work to to Design research is useful to not only understand individuals but also frame individual behaviors in the context and community that surrounds them. Therefore, it will be important to employ many methods of research. In addition to the methods described in this book, secondary sources and quantitative data can be supplemented to understand income or asset variances across different regions. Individual interviews are critical to most design research, since they enable a deep and rich view into the behaviors, reasoning, and lives of people. If possible, arrange to meet the participant at his/her home or workplace, so you can see them in context. In-context interviews give the participant greater ease and allow you to see the objects, spaces, and people that they talk about during the interview. Group-based interviews can be a valuable way to learn about a community quickly. Group interviews can be good for learning about community life and dynamics, understanding general community issues, and giving everyone in a community the chance to voice their views. Group interviews are not good for gaining a deep understanding of individual income streams, uncovering what people really think, or understanding how to change commonly-held beliefs or behaviors.

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You have to reach every group of your staff alike

INDIVIDUAL INTERVIEW: •

Time: 60 – 70 Minutes

•

No more than two researchers to participate

•

Interview in a familar place, like the workspace of your employee can give you deep insights.

grouP interView: •

Time: 1,5 – 2 Hours

•

7 – 10 well balanced People

•

Meet on neutral ground

•

Group-based interviews can be a valuable way to learn about a community quickly

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The power of hero stories â&#x20AC;&#x201D;

If you think a newsletter is written to inform, you may be getting only a small part of the picture.

ome years back, a custodial employee working for one of my clients came up with an ingenious way to eliminate a slip hazard for customers on wet or snowy days. A story about it, with a photo of the employee, was featured in the company newsletter. This company routinely mailed copies of its newsletter to the children of any employees highlighted within its pages, with a personalized note that read, "Your daddy's picture appears on page 2." Several weeks later, management held a staff meeting and invited questions about their quality improvement program. The custodian rose to his feet and reported that the day his two children received the newsletter, he'd been greeted with a hero's welcome when he got home. His youngsters wanted to hear how his picture came to be in "the paper." The kids had subsequently brought the newsletter to school for show-and-tell, and the teacher posted it on the school bulletin board for a week. His kids felt like celebrities at school, he said, as if their dad had been on the cover of Time magazine. He went on to acknowledge that he'd always assumed they were somewhat ashamed of the janitorial work their father did for a living. This expression of pride from his own children, he said, was the most personally rewarding experience in his entire 30-year career with the company--and if this was the kind of thing management meant by "quality improvement," he wanted them to know he was ready to do anything he could to help. With that, he sat back down. Things were strangely quiet in the meeting room for a few moments after his remarks.

#hashtag

"it was the most personally rewarding experience in my entire 30-year career with the company."

Information vs. Inspiration "I have been consistently shocked at how important [internal communication] is to employees," New-York-based retail consultant Cheryl Beall told me during an interview for my book Motivation. "Some kind of a mention in the newsletter, and [the employees are] diving down the hall to get it. And I have to admit, it really quite frankly shocks me." The company newsletters with the greatest impact are not those that seek to inform but rather those that seek to motivate. It's a simple shift of purpose, but it changes the kind of information the newsletter presents and the way its presented--and it dramatically changes the effect the newsletter has on the culture of the organization. Instead of striving to keep workers in the know about random news events, the primary goal of these newsletters is to keep workers fired up about the key objectives--in other words, the mission--their organization is pursuing. The Power of Hero Stories The traditional newsletter is a hodge-podge of information, a patchwork of what often turns out to be old news by the time it makes its way into print. Worse, besides being outdated, the content often reflects management's interests more than those of the rank and file. While management may want a big story about the company's new product line, for example, the employees are often far more interested in photos of the company's charity fundraising picnic and softball game.

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»I have been consistently shocked at how important internal communication is to employees« Newsletters in high-energy businesses, by comparison, usually reflect an entirely different focus. Because these businesses are typically more customer-driven than profit-driven, their newsletters exist to show employees reflections of themselves doing extraordinary things to help customers or benefit the community. Everything in the newsletter is there exclusively for the edification of employees--as opposed to the education of employees (for the edification of management). Each edition of the newsletter puts as many employees in the news as can be squeezed into the available space. Everybody goes diving down the hall to get their hands on the latest edition because they know it's going to be full of hero stories about them. These hero stories become much more than a reflection of the organization's commitment to customers and the community--they become powerful intensifiers of that commitment.

❶—

Learn about something newsworthy that one or several employees did. •

This may require digging for facts among co-workers and customers. If your company routinely invites customer comments, this can become a prime source for hero stories.

❷ — Use direct quotations from employees, co-workers and the customers affected. •

The greater the number of direct quotes, the greater the story's overall credibility and impact.

❸ — Take photos of the employees and customers to accompany the story •

What are your target market’s demographics & phychographics? ie. the age, gender, income, tastes, views, attitudes, employment, geography, lifestyle of those you want to reach.

The real job of an employee newsletter is to motivate workers to do positive things for customers and the community. Start filling your newsletter with stirring descriptions of workers doing that, and let your employees experience their own "hero's welcome."

74 75

Create your Identity:

CHAPTER Conclusion â&#x20AC;&#x201D;

Let's reflect the things you learned in this chapter so far

To reach your staff with a B2M-Magazine your have to facilitate a positive feeling. To succeed this mission you have to transmit your corporate identity in the best posible way and you have to fullfill the employees desires as well. It's a well balanced content that makes the difference. creating a good B2M-Magazine is a process and it's not done overnight. but keep your head up â&#x20AC;&#x201C; this book will accompany you for a bit and hopefully guide you the right way.

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76 77

HOW TO CP.

78 79

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How How to use tothis useBook? this Book?

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80 81

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Integrated tools & ways â&#x20AC;&#x201D;

Integrated communications

grated communication means in communication policy and the process of inclusive cross-linked, so that strategic and targeted communications. It includes analysis, planning, organization, implementation and control (management) of the total internal and external communications by businesses, organizations or individuals with the aim of ensuring a consistent and coordinated corporate communications. The modern corporate communication uses many ways to communicate with the respective target groups. The Integrated Communications is responsible for the diversity of instruments used and measures of internal and external communications to create a self-contained and consistent free communication system to a consistent for the target groups of communication appearance about the company or on a reference object of the company (eg products, services, ideas or opinions but also to convey). The integrated communication takes place on two levels, firstly at the level of total communication (as a planning and coordination) and the other at the level of communication tools.

To find the right tools is not easy with so much choice.

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It is important that the balance of components is determined by you individually.

PLANNING Control

analysis

ORganization

Implementation

internal & external communication

82 83

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OUTSIDE-TOOLS —

Haptic of a printed magazine

Haptic The sense of touch is the first sense of the people. That’s why we must “understand” something, if we are to truly understand it. Consequently, the fashionable term “haptic” Everyone is talking about. But to be honest: of all the paper and print industry is not far beyond gimmicks. Because haptic communication, haptic design are more than select a paper that “somehow feels interesting,” or apply a varnish. But what is really tactile communication? What you will benefit in attracting customers? In short, it involves giving, communicating a message to a manageable so that they will learn primarily through tactile elements: the direct road to the unconscious as such. But this process is to be understood.

500

94% One result of the TNS study is that the staff magazine occupies in comparison to the other internal media forefront. 94 percent of respondents to measure the print version of rising or constant meaning. TNS surveyed at the baseline study "Internal Communication" by TNS Emnid 150 decisionmakers for internal communications from the 500 largest companies in Germany as well as large companies in Switzerland.

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Âťprinted Magazines are a sustainable tool for employee communi cation, especially in the sense of change and knowledge managment and internal branding in the future play a ma jor role,ÂŤ predicts FCP Board Hasenbeck.

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OUTSIDE-TOOLS â&#x20AC;&#x201D;

Haptic of a digital magazine

A digital magazine A like argument put forward for the survival of the print has the feel of a newspaper or a magazine that could not replace a computer or other digital device. EIn not such a bad argument, even if I do not think, that this argument should hold the print journalism it to change its current two-pronged strategy to the extent that the quality of content is established, both in print, and online equivalent. For the Haptikargument seems many publishers just stop them.

88% 93.5%

93.5% of companies with 250 + employees operate corporate publishing, 88% use digital media for corporate publishing

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The problem with this argument is the imagination and the change of generations. Iâ&#x20AC;&#x2122;m a relatively young man nor like a book, newspaper or magazine in hand and can understand these still feel, but I can also enthusiastic about the promises of technical equipment the next time and play around on an iPhone, for example, what makes an enormous ago. If you look at the concept of the above-shown in the video study by Bonnier of a new tablet computer, e-book reader, or simply pad look, I can not think just in contrast to the more senior semesters that they replace and niceto-use devices print products completely could. Not w they hasten the same feel recreate or simulate try, but that provide ecause they have a sophisticated solution that provides a new generation a new feel that is just creating the same memories for many years when this technology will be replaced by another is. The advantages are obvious. To read a magazine, I have no more to the kiosk, on holiday, I must choose not remember what I take with me heavy books, notes may not be covered in the book, I can find locations faster, etc. Apple will probably soon be his imagine their own idea of â&#x20AC;&#x2039;â&#x20AC;&#x2039;such a tablet and how much can change the world, we have seen on the iPod. There were already MP3 players, but only from the iPod, they were hip, cool, whatever. Each had at one time and then part again when Apple introduces such a grandiose concept, then we are sure in the next few years witnessed a revolution completed in the medial region, which has announced a long time but still searching for its boiling point. With the iPhone and new iPod Touch has been suggested, what will be the feel of the digital reading. Now we just need one more step, because the iPhone is too small to read. But Apple is probably the revolution to move a little, because the tablet is certainly the case at the beginning so expensive that Apple still has enough time to negotiate the terms of surrender that the print is absolutely required to sign.

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SPEECH LESS â&#x20AC;&#x201D;

Corporate Wording: How does your company speaks? By Dr. Doris Doppler

ompanies differ not only by logo, colors and design. They speak differently.

Listen to me closely: BMW sounds different than Mercedes. There, where the BMW Ultimate Driving Machine, speaks at Mercedes-Benz of the new form to show the size of speech. In order to transport the two automakers different contents and turn to different target groups. They use the corporate wording, in order to make it distinctive.

From slogan to the warning letter The corporate language is reflected not just in slogans, advertisements and brochures. It shapes as well - and that is often overlooked - everyday responses to offer letter or letters of complaint. Here's the common thread of corporate language often breaks off abruptly: The company presents itself afloat getexteten slogans sent simultaneously wooden formulated customer letters. The result: The customer perceives this break in communication and is confused. Why speak one and the same company suddenly different languages? The company is no longer gig as a unified whole, the credibility suffers. "Gute Werbetexte sind so rar wie Schneeleoparden in freier Wildbahn. Doch, Doris Doppler hat einen ganzen Zoo voll mit guten Texten. Geschrieben mit Herz und Verstand, artgerecht fĂźr uns Leser." Michael Radner, Markenstratege, Innsbruck

This can help a sophisticated corporate language. It ensures communication characteristic that makes a convincing and distinctive companies. But caution: The language is something very individual. Every employee speaks differently and writes differently. Therefore, the corporate language is not a corset, but a mission statement. Getting Started as corporate wording How to develop now a corporate language? This helps to distinguish between compulsory and freestyle. The obligation is it to write clearly and simply. For such texts, the reader understands more quickly and saves them better. Nothing annoys customers more than incomprehensible technical language and cumbersome bureaucratic German. And this applies to all documents, leave the company - from manual to the reminder letter.

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Use verbs instead of nouns. This makes the text more lively. So instead, we will perform the delivery on time. Better: We deliver on time.

88 89

Rules for good writing Use verbs instead of nouns. This makes the text more lively. So instead, we will perform the delivery on time. Better: We deliver on time. Write in the active form and avoid the passive voice. This affects sympathetic and confident. Instead of: The delivery was on 25 May causes. Better: We have 25 Delivered in May. Replace words by the German expression. This makes the text more understandable and creates images in the mind of the reader. List Price: principle. Better principle. Use short words. This makes the text easier to read. List Price: shipping process. Better delivery. Write and bring vivid examples. So the text is clear and appealing. Instead: The deposition behavior in the pipes is improving. Better: There is less calcium from stores in the pipes. Develop a style of language After the duty is the cure. We develop a style of language that reflects the essence of the company and appeals to the emotions and experiences of the target groups. The question is: How can we translate the brand and the company's philosophy in language? How do we make the linguistic chord with our customers? If we apply an emotive one or sober style of speech? A hotel is more suited to an emotional and sensory decide emphasized style that moves the reader to make a booking. The website will be texted warm and vivid, as well as emailings and booking confirmations. A technical office, however, will choose a more rational and emphasized solution-oriented language. It uses clear words that are clear and descriptive power. This is about information and benefits. Love Words and No-Words A practical tool for the implementation of the suggested language area is a list of "Love Words". These are words that represent the company or the brand appropriately and therefore are used repeatedly in communication. These words reinforce a logo similar to the brand, they pay on the core brand or corporate strategy. An example: A manufacturer of mineral water would embody values such â&#x20AC;&#x2039;â&#x20AC;&#x2039; as purity and originality. So he picks up the corresponding words in his love-words list as "natural," "precious," "pure," "fresh," "pure," "real," "strong" and "invigorating". These words, he is always a target, in promotional items as well as in sales letters and other sales documents.

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Conversely, you can create a list of words that you do not want to use so-called "no-words". For example, because these names do not correspond to your image or convey false content. Example: A company that deals with the recovery of water will, his method is no longer described as a technology. It sounds too technical and does not meet the core brand. Instead, only the word process is used on the website as well as in responding to customer inquiries. A guide to the language All of these company-specific knowledge as corporate wording to be developed and taught in workshops. In addition, they are held in a language guide, supplemented by examples of formulations and texts for the daily correspondence. The result is a guide that the staff like a design manual are clear rules on the hand. So that they can use the corporate language correctly and make the language unique appearance. The distinction to be successful then the competition at this level.

P X

A final tip: Make sure some how your business is adopted. Use in your letters is still a stiff "Sincerely"? Or dare already to an individual greeting, such as solar systems manufacturer that his letters concludes with "sunny greetings"? Play a little with the language. It provides for the subtle differences that remembers the customer.

ÂťLOVE WORDS & NO-WORDSÂŤ

90 91

PRO

This is a question many executives in companies when it comes to their releases. Whether annual reports, product descriptions, catalogs, flyers, brochures or image - is in digital times, fast-lived and mobile media, the trend in corporate communications clearly away from traditional print products and online solutions to modern. Must be the question of "either-or" then-all answer yet?

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WEB be easily and flexibly on the Internet • be prepared interactive and multimedia • PRINT be updated quickly and regularly • quickly and directly reach the user • Provide targeted content • reach a wide audience • often be purchased cheaply •

• leave a lasting impression (by visual and tactile design) • make a decelerated reading and recording possible • can be read repeatedly

• content-intensive transport • strengthen customer loyalty

MEANS = CROSSMEDIA Denotes the cross-media communications across multiple content, design and editorial linked channels, which leads the user focused on the various media and refers to a return channel.

Are you Interessted in “CROSSMEDIA”? Go to Page 52/53

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Intermediality —

It makes sense to link and expand

The mediation of enterprise messages about the canals on-line and mobile wins in the enterprise communication in meaning. Print media in the form of printed magazines and magazines for different Stakeholder-groups (customer, business partner, shareholder, members or also employees) remains probably the central tool in the enterprise communication. For the rise of the effect of the communication all together all used instruments should be optimally interlocked with each other (cross-media effect). Therefore every efficiency control of Corporate must also consider media the whole enterprise communication! It is not any more about an isolated consideration, but about the measurement of gattungsüber-reaching gross reach for the instruments in the Corporate media.

Examples of B2E applications include: • Online insurance policy management • Corporate announcement dissemination • Online supply requests • Special employee offers • Employee benefits reporting • 401(k) Management

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FEEDBACK The possibility is given to the employee to lead a dialogue-like exchange with the company.

CONTENT

LINKING For example, with the help of QR codes or web addresses

APP There is the possibility with the help of Smart phon-applications to extend the reach of the employee's magazine.

CONTENT

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7 comments on the relation between digital and printed media ❶

print was yesterday

❷

content

❸

on the wireless

❹

online

Web 2.0 and cross-media are today, he writes down the country. A steep thesis. The truth is that digital media can convey information in real time are unbeatable, if a maximum speed of information dissemination is the nuts and bolts. Printed media, however, are unbeatable when it comes to classified information in context to give them light, depth and meaning to differentiate and analyze. Depending on the medium is different reading habits: Digital media promote a culture of quick, superficial reading, to seduce zapping between options. Printed media is optional and not mono apps.

that have been developed for printed media, can be not be played 1:1 in online media. Each sales form requires a specific manner, must be processed in the content.

trade show in Barcelona in 2010 said Google CEO Eric Schmidt finished the PC era and announced at the same time for the start of the era of mobile computing. “In three years - if not sooner - to sell more smartphones in the world than personal computers. The speed with which people accept the mobile Internet is eight times faster than the stationary Web, “he said. If in future more and more information “to go” will be produced, it has inevitably taken every piece of information more difficult to be because the attention of the people are not assets grows - is due to the forebrain bottleneck. More and more of the mutated human in the information loop at a port to a hub. His touch on the phone button decide on the flow of information.

media are high-speed media. The companies, which she uses to publish content, is subject to updating and linking constraint. Can not keep the pace, it is not able to update content continuously, it ends up in the digital nirvana. See the U.S. film “Speed”, which indicates that there may be a matter of life and death, if you are too slow: A cop (Keanu Reeves) rescues the passengers on a moving bus, which exploded a bomb as soon as the speed of the bus Below 50 mph.

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a printed magazine

❺

the more dynamic

❻

one of the greatest

❼

is always one hundred percent functional. Content that have been developed for printed media, can be not be played 1:1 in online media. Each sales form requires a specific manner, must be processed in the content. You have to boot up, it does not, and it never crashes. It is working in dead spots in the Gobi Desert and the Antarctic. It can withstand a fall from a balcony without a scratch. To read it costs, no electricity (most of the bed lamp). Once paid, you can read it as long as you like. It is patient and even after two months, without limitation as to the reader. You can wear it anywhere. To touch, can have a calming effect, because paper is organic. It is an unobtrusive medium, soft as the wind. No ringtones by themselves, and you also can not talk to him. Yet it sometimes happens that it is contrary to the reader.

the inflation Information in the Digital World developed (the estimated amount of available information is increasing annually by 30 per cent), the more important - compensatory-out - are all part of life. A company that wants to express, on what basis a particular corporate power rests, which values the company stands for and that these values for years, perhaps generations are valid, must resort to those media that are available for durability, value and preciousness: printed media.

promise at the beginning of the digital age was the paperless office. As it turns out is: one of the largest Errors of all time.

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SET YOUR GOALS —

How to plan your own employee magazine

taff-magazines have an important role in the internal corporate communications. They promote the culture of knowledge as well as the corporate culture to create and support the identification of internal openness and transparency. But as a staff magazine is structured? And what content belongs in a newspaper house? The contents of a staff magazine depend on its objectives. Before you come up with so full of vigor original headings, you should perform the objectives of the booklet are a reminder. You may call a working group with representatives from different departments and hierarchical levels in life and ask them about their wishes and expectations to the hilt. Are the objectives of the magazine defined and approved by the Board, it will be to define the possible content. Here too it is worth sharing with other employees and you certainly brings in a surprising and new ideas. Among the usual contents of an in-house magazine: • Personnel: Information on staff changes, presentation and farewell to staff, infor mation about anniversaries • News and information from the Executive Products and services: news, changes and information on individual products and / or services • Internal Events: invitation and reporting • External Events: invitation and reporting • Technical articles from various departments • Presentation of individual employees and / or departments • Entertainment: Humor and Contests • Reader side: ideas, letters and suggestions from employees Who delivers the messages? What's useful in the design of the issue is, is the editors continue: the exchange with colleagues from different departments. Make an editorial team of four to six people. At the editorial meeting to meet all members of the team and gather the content for the next edition. Together they discussed who worked out the articles or in his department are in order. After all, a staff magazine will be launched not only for employees but worked out ideally, also together with them. As the editorial skills of the writers usually vary greatly, ideally, all the articles from an internal or external professional writing to be edited and revised. By this step the comprehensibility, readability and logical structuring of the texts is guaranteed. This is even less experienced writers encouraged to grab for the magazine in the keys.

Are you Interessted in “Design”? Go to Page 52/53

If the content of the magazine, a further step in the production phase starts: the design implementation of this issue. More about this topic in communications Tip "to know the design of printed products."

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The choice of the right components and the weighting of the journalistic presentation forms account for a good preparation.

98 99

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define material â&#x20AC;&#x201D;

High gloss or natural?

he paper selection is one of the most critical and important component in developing an employee magazine. The wide variety of different paper types and degrees of whiteness have the opportunity to make products such as corporate publishing customer magazine or annual report in print individually. The designers always pay attention to the fact that the color of the paper does not change the image properties of the photographs unless this is desired and unetrstĂźtzt the company's image. The Agency has the task to advise the appropriate executed based paper weight, feel, and surface structure of the paper for the best results in print. Depending on the publication type - whether customer magazine, annual report or magazine staff - can be combined with different types of paper. Often chosen for the cover of a thicker and thinner paper for the inside pages of paper. With fixed fonts or special publications, for example, it is customary to print on a high-quality paper, since the publication will be published on a special occasion. Also, the mix of, for example, natural and glossy papers possible.

The paper selection, but you can also determine the company's position or influence the company's image by using recycled paper, for example, the so-called Green Publishing. Especially with utilities such as water plants, or energy companies, this may mean a decisive role in the company's philosophy. Refinement. To make the corporate publications such as customer magazine or annual report particularly high, there is the possibility of the printed products to refine the use of specialized coatings. In this example, you can print on fields with a perfumed ink or it will be special Perlmutlacke used. Another way to improve the corporate publishing products, such as customer magazine, annual report or are commemorative and special printing techniques. Thus, for example, the company logo will be imprinted in the customer magazine. All methods of finishing a print shop will help the product to be of high quality and appear to be particularly high. Highly recommended, this is at a commemorative or special publication.

Tipp

For more information about Green Publishing folow the QR-code.

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The choice of paper is critical to the character of the magazine.

100 101

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Select a format â&#x20AC;&#x201D;

Elements, building, structure.

ne characteristic is in accordance with traditional features in the staff magazine is not possible to establish what the numerous manifestations. What is striking is the strong formal character, since the texts published before a verifier to be submitted. The staff magazine is first to briefly describe the basis of formal aspects. Regarding the format, so there is no einhaltliche design line that applies to all employees printed journals. They are often used between the A4 magazine size DIN A4 or slightly larger + and various newspaper formats, such as the "Berliner format" or the "Rhenish" format. Crucial for the format is primarily the circulation. This varies and depends on the size of the company and the employees depend. The shapes on the right illustrate the rich offer of formal design in terms of layout and page number. The choice of format is often made â&#x20AC;&#x2039;â&#x20AC;&#x2039;by financial factors, however, it is important to remember that just leaves the format of a first lasting impression. History The newspaper format to describe the size of the specified width and height in a non-open newspaper. In Germany, the size of today's popular formats in 1973 by the DIN 16 604 has been set. The standard should "facilitate cooperation between the advertising industry and the newspaper publishers and printers when delivering ads and lead to a uniform language for the dimensions." In the 1970s there were about 60 different newspaper formats

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❶

❷

❹

❶ ❷ ❸ ❹ ❺ ❻

❺

Look & Feel

❸

❻

↙

Nordisches Format (400 × 570) Rheinisches Format (350 × 520) Berliner Format (315 × 470) DIN A4 Plus Format DIN A4 Format (210 × 297) DIN A4 Format + Format change (Supplement)

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Does it make sense to develop a Ipadversion of the magazine?

102 103

Case studies

Ipad-version YeS, But… —

Adding value to your ipad-version is highly recommended

What makes a good Tablet Magazine? A Tablet magazine should be the principle behind the idea of print-and resolve any related limitations. Because the tablet, we are moving in the digital space with all the attendant opportunities. Have a special value, of course, allow all the functions that interact with the medium. Magazine Good apps, such as the Guardian and Business Week, manage to combine their content with specific functionality useful.

Tipp

Get the free Ipad-App of "one-magazine" on Itunes

How to achieve the right balance between form and content? In many magazine apps you have the feeling that they neglect the search for ever more exotic ideas, the content. What did not last to do so with the expectation of the reader or user. Many claim that is exactly that: A dazzling display of functionality. Another contributing factor is that users are accustomed to from other apps to serve many functions interactively. Developers are therefore faced with the challenge of this expectation with a classic magazine content together. In the case of the Guardian or the BMW magazine I think it succeeded very well. In addition, we have it in tablet publishing to do so with a very young medium in which we are as a designer in an ongoing process, and explore the variety of possibilities constantly (…)

ADD VALUE

"One" is the employee magazine of the swiss Financial services company Credit Suisse

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Credit Suisse has managed its staff magazine "one" on the tablet level transfer and thereby created an added value.

104 105

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Select a format —

Supplement / Format change

regular in rhythm appears, thematically specific, usually illustrated supplement to one (or several) newspaper (s) or magazine (s). It is therefore an object press, which has its own title and a self-presentation and is distributed as a supplement to newspapers and magazines. This theme-illustrated leaflets are complementary to the editorial content of the disk objects, and they provide the reader with additional editorial issues that either do not or are not treated in such detail. Supplements can be obtained either by the readers in retail sales or by subscription. They are sold exclusively through its support objects and are free for the recipients of the disk objects (dailies, weeklies, magazines, journals) therefore. For the recipients, they are part of the respective carrier track for which the sales price is paid, and thus no free supplement. Volume objects are mostly newspapers, magazines less often. Normally, the editors and the production of a supplement to operate completely independently from the carrier objects. The relationship between supplement and support object vary from case to case: in some cases, supplement and support come from the same object and the publisher only supplement a carrier such as object to be resolved the "TV Magazine" of the "star". Or the youth magazine "now" of the "Sueddeutsche Zeitung". In general, however, the supplement of the cases settled various objects support independent publishers (syndikatives Supplement) is. One of the main reasons for the attractiveness of supplements for the support objects, especially for newspapers lies in their high print quality and color options have their papers often do not support. Supplements are treated despite the use of features of consumer magazines and their various support items in the media planning as such. You are not in the media planning considered a separate genus, as the carrier objects, content, and thus the target groups are too different. The newspaper supplements offer advertisers the option of the reader next to the newspaper ad and illustrated with colorful advertisements to appeal. The trade journal supplements, an additional display is available, with the specific target groups within particular sectors and occupational groups can be achieved.

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Format: Magazin: DIN A4 Supplemnt: DIN A5

106 107

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Supplement / inserted

Generally, three types of supplements can be distinguished: ❶

❷

❸

Supplement program: They represent the most expansive group among the supplements and are in strong competition with the program guides. Program supplements reach about a third of the adult population in the Federal Republic. Entertaining or opinion-Supplements: They have many common objects with their carrier's refined audience of opinion leaders. Journals Supplements: They are the industry-wide information delivery and are often in competition with distinct journals similar cross-issue.

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Format: Magazin: DIN A4 Plus Supplemnt: DIN A4

108 109

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CREATE APPEALING COVER-ARTWORK â&#x20AC;&#x201D;

Supplement / inserted

A tense smiling ensemble of dress-makers on the cover: Still common in times of change

nappropriate than ever. Cover, which are symbolic of the changes, easy to understand graphics, stunning images in high quality - layout and images of an employee newspaper can give the more memorable than a change no matter how sophisticated text and content concept.

Psychology of perception Regardless of all cultural and experiential influences is evident in the perception of a fundamental commonality of all people in the quest, items that are on a common face to try to relate to each other. Perception means to search for causal relationships and individual items on the basis of their color, shape or size group, in the hope that out in the elements or from the combination of these elements to be able to interpret well-known structures and images. This also means that consciously or unconsciously, the seen items are added mentally, which actually does not exist. This phenomenon will or ability to see images in more than just being able to what is depicted. This means that differentiated perception to interpret and thus able to assess situations and opportunities. This ability was always the human survival. It allows to identify benefits and thus to act with foresight.

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Inside Tools

The perception of design â&#x20AC;&#x201D;

Elements, building, structure.

ttention is the focusing of a sense (in this case the vision) to a certain sensation. The image part, to the attention of the viewer is drawn is perceived much sharper and more brilliant than the rest of the visual field. This is on the processing by the brain as well as the structure of the eye. The attention must be allocated so. The man concentrates his attention to a potentially interesting picture elements. Presentations with features that are rare in the real world or not occur, grab the attention of the viewer (such as flashy, unnatural colors). Another aspect is the shift of attention to image parts that are very different from most others. This difference can be expressed in different ways. Of these aspects, the shift of attention from emotional reasons differ significantly. This turns the viewer into images, which he has an emotional relationship. This is most commonly used for images of people or faces.

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❹ ❶

❻

❷

❸ ❽

❼

❹ ❺ ❾

❶ ❷ ❸ ❹ ❺ ❻ ❼ ❽

Opening image Headline Subheadline Copytext (Cover Story) Image (Detail) Image (Portrait) Short Interview + Headline Infobox (According to the topic)

112 113

Inside Tools

Strong character imagery —

Less foreground, more background

estimonials are popular, but at least in advertising is their impact controversial. Too often, strategists have set in the past on the wrong person. Even in corporate publishing, the demand for celebrities - provided they have something to say. Testemonies know what they're talking about. They are opinion leaders and experts. Their use provides not only new external know-how, which expands the horizons of the reader, it also increases the newsworthiness of a journalistic news. Celebrities - but also professionals such as cultural historians, sociologists and educators - to use a company if the person received brand and a credible link. This raises the profile of CP-publication. The company behind the publication is as honest, transparent and trustworthy.

heads heads heads or facts facts facts ?

Messages are perceived as useful and relevant. If we see in ads or Franz Beckenbauer Veronica Ferres in the use of a telephone, then we learn that both can make calls. But where is the expertise? The examples here are from advertising - where different rules apply than in corporate publishing. In advertising, it is sufficient if a celebrity profile shows a similar effect as the brand or the company. In the corporate publishing the star of this effect profile is also demonstrated by concretely manifested on a particular topic. Prominent generate attention. But they also carry credibility? First: We're talking about celebrities who have achieved their outstanding merits its reputation. They transfer their positive aura to the brand-name merchandise and act as social landmarks of exemplary character. They sell their vision function and stimulate imitation tendencies of their followers. Thus even every celebrity brings a dowry with his fan base in the same ad-marriage. It also expects an additional celebrity entertainment value, which increases the interest still. But we trust to a bank social skills because they can express themselves in the customer magazine celebrities on social issues? The bank will use this opportunity, so far inferior brand values and brand issues more visible and to show that also includes aspects such as age, security and politics to the primal themes of the bank and not just issues in the field of financial services products. With eye-catching contemporaries who had something to say, for example, showed the Dresdner Bank dwm in their magazine, how attentive she perceived social trends and developments: Jutta Limbach, President of the Goethe Institute, said smart things about serenity in old age, Frank Lehmann , frontman for TV financial news has been interviewed on the subject of security in old age, actress Iris Berben to their personal plans. For example, linked the most private thoughts on celebrities and opinion leaders automatically with the brand values and expertise of the bank.

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Willem Dafoe by Terry Richardson Summer 2012

114 115

»The view of a reader will always depend first on a human face —

whether prominent or not.« HOW TO CP.

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But experts are not proven at least as credible? Consider the example of a customer magazine for computer games. Game magazines are not exactly a hotbed of scientific papers. Deliberately opened the game manufacturer Electronic Arts EA with his medium? The magazine, therefore, a forum of opinion leaders and values â&#x20AC;&#x2039;â&#x20AC;&#x2039;so busy that we do not ascribe a game producer automatically. The magazine shows, which play important games now in our culture. Testimonials about the future of opinion leaders and experts like Klaus Theweleit or Peter Wippermann gets you so intelligent discourse with social substance into the magazine - and writes past the target group? On the contrary: The target audience is not just the gaming scene. It is exactly the opinion of culture, society and politics and that they are even integrated directly into the medium. And with success: attention to EA was significantly increased, the subjects were taken even from the classical arts pages. With a simple gesture - the use of foreign experts and opinion leaders scene - the company has done a tremendous amount of credibility. Testimonials work in corporate publishing, unlike in the advertising? In the corporate publishing are no campaigns and note made of individuals, here come the people as informants. Normally readers think but in rigid schemes: Advertising is a lie, editing is truth. The statement "which is here in the newspaper, but I've read" is seen as proof of the veracity of what was read. On the other hand, today's consumer response behavior over very traditional advertising messages. It has already want to sell him too much, he has seen too many disappointments with products and brands. This sharp dividing line between advertising / PR and editorial staff is beginning to dissolve slowly. A huge opportunity for companies, as the editor of media and with brand distant subjects and discourses to support their own credibility and to gain new confidence towards the company. "Heads, heads, heads," rather than "facts, facts, facts"? One must not forget that people like people. The presentation of issues with real people, the "human touch" in journalistic texts, it should not be underestimated. This is confirmed by eye movement studies from magazine pages: The view of a reader will always depend first on a human face - whether prominent or not.

116 117

#hashtag

ften costs are for a professional shoot completely misjudged. The fact is that for a fresh, good magazine photography is a fraction of this Effort is needed, his idea of the â&#x20AC;&#x2039;â&#x20AC;&#x2039; cost so much to high. Nevertheless - or why? - Ekes out the photography business magazines often a step-motherly being. To scroll one by one by the other and sees no character portraits. Uninspired abgeknipste Area, no middle, no foreground and background. In short, a little self-contained, so tired of photography, that the sight a woodchip wallpaper to behave like a Quentin Tarantino film to Comedy on RTL2.

Allegedly, more than 50 percent of the human sensory A visual art meaningful imagery, would be the half Rent. All customer magazines would like to look unique. And every customer magazine - whether out of fashion, insurance or Pharmaceutical industry - has the opportunity to build a strong character imagery to develop. And yet is still most comfortable with images of the Layouted rod. Where does the attraction of the meaningless Photos, which every reader already angegĂ¤hnt x time and possibly with ensure that the postman has to carry a magazine assures him work and food, but also as a filling material fit for the recycling box? Yes, the cost PR images are indeed so irresistibly cheap. And yes, the convenience - coupled with a strange belief in character education through persistence on Always the like. Stock photographs are finally nice and light procured, and which so often have found use, can be as bad not be, right? One of the most impressive careers in the print industry currently defines "time" out. You can chew it long, as the Time-publishing could succeed, for such an ambitious and unwieldy To excite a target product group, which now allows to print an edition of half a million. Without question it is to One reason is that in time, the sides apart individually folded and placed together - cover about half of the Red Square would not be a single language missratener rate is found (by invested thought not to speak). On the other hand it is to the quality of photography. Take as evidence the photos, which is about be made for the travel literature and special supplements is high-end visual language that the reader's attention immediately binds to and leaves its mark on him. One of them is sustained taken - not much different than the taxi driver, just the Cameron Diaz has winked. Is it comfortable, images of a quality photograph can be Well, if you look familiar scene in the photo is a bit Organizational work already required, but not more. Is it expensive? It is not necessarily expensive. And certainly not when the interest rates with taken into account - the interest that once the company goes, once the Image in the reader's mind is anchored where it linked with the name to today's report will be connected.

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Oten costs are for a professional shoot

completely misjudged

118 119

Choose your tools

CHAPTER Conclusion â&#x20AC;&#x201D;

Let's reflect the things you learned in this chapter so far

To determine the correct tools for the planning and design of an employee magazine, it's important to look beyond the edge of the companies abilities & possibilities. To achieve this, we need to be clear which different factors play a role in the prepa ration. It isn't necessary to know all the tools and solutions, much more important is that you're surrounded with professionals to break out of the haze of your own skills circle.

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How How to use tothis useBook? this Book?

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Applied CP-tools

124 125

Applied CP-Tools

Cover-artwork's —

Look closely

❶

Deutsche Bank "FORUM" Inhouse magazin / UK

❷

Credite Suisse "one" Employee magazin / Swiss

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❶

126 ❷

127

Applied CP-Tools

case studies â&#x20AC;&#x201D;

Look closely

n the chapter Applied CP Tools / Case studies, we now explore the analysis of employee magazines. We have four magazines nominated from four different industries sought out. The magazine "One" by Unicredit, "Xnews" of the chemicals group Lanxess, the "Opel-mail" from the automotive group Opel, and "update" from Vodafone. These four magazines have one thing in common: They were all nominated for the FOX Award 2012 and won all.

FOX AWARDS by CPWISSEN CPWISSEN accompanied the rapid growth of media in print, audio, video and online since 2005 with daily updated information first hand from the top echelons of corporate communications, and of their main service providers - leading publishers and agencies. This site reaches approximately 30,000 visits each month (March 2011) and is a leader in its market segment of the corporate media. For advertisers, the CPWISSEN users an attractive and qualified target audience: media managers and budget decision-makers in business and in service-providing agencies and publishers.

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ONE March, 2012

XPRESS 01, 2012

OPEL POST March/April, 2012 UPDATE February, 2012

128 129

Applied CP-Tools

case studies —

First impression

OPEL / OPEL-POST

Release Date: March / April 2012 Periodicity: Six times a Year

LANXESS / XNEWS Release Date: January 2012 Periodicity: Quarterly Theme: Green Mobility Format: DIN A4 Target Group: B2M

Theme: Schlüssel zum Erfolg Format: DIN A3 folded Target Group: B2M Material: Newsprint Page number: 28 Feature: Regional section (Rüsselsheim) Intermedia quality: Facebook Site

Material: Uncoated paper Page number: 27 Feature: Special section (Heft im Heft) Settled Poster DIN A2 Intermedia quality: QR-Codes, Tablet-version

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VODAFONE / UPDATE

Release Date: February 2012 Periodicity: Quarterly

UNICREDIT / ONE Release Date: March 2012 Periodicity: Five times a Year Theme: Das Lächeln bleibt … Die Technik ändert sich.

Theme: Long term evolution Format: DIN A3 folded Target Group: B2M Material: Newsprint Page number: 15 Feature: Special section (Technology, Products and wwServices) Intermedia quality: Smartphone App

Format: DIN A4 plus Target Group: B2M Material: Uncoated paper Page number: 63 Feature: Sticker-supplement Intermedia quality: Social Media

130 131

Applied CP-Tools

THE RIGHT Information —

Business driven information

❶

Are you Interessted in “CROSSMEDIA”? Go to Page 52/53

Vodafone "Update" Interview with the Chief Network Officer Arash Ashouriha

❷

Unicredit "ONE" Interview with the CEO Federico Ghizzoni

❸

Opel "Opel-Post" Interview with Wolfgang Schäfer-Klug, President of employee representatives

❹

Lanxess "Xnews" Interview with the CEO Axel C. Heitmann

Are you Interessted in “CROSSMEDIA”? Go to Page 52/53

❹

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❷

❸

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Applied CP-Tools

CULTURE —

Transport values via CSR

❶

Lanxess "Xnews" Green Mobility in Fakten

❷

Vodafone "Update" Verantwortung

❸

❹

Unicredit "ONE" Environmental musical for children

Opel "Opel-Post" Zukunft braucht Herkunft

Are you Interessted in “CROSSMEDIA”? Go to Page 52/53

❹

❸ HOW TO CP.

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❶

❷

134 135

Applied CP-Tools

TWO WAY communication —

The dialogue across the boundaries

of the printed magazine

❶

Opel "Opel-Post" Facebook Germany 170.000 likes

❷

Lanxess "Xnews" Ipad-and Smartphone-version

❸

❹

Unicredit "ONE" Social Network-Tools

Vodafone "Update" Smartphone Application

Are you Interessted in “CROSSMEDIA”? Go to Page 52/53

❹

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❷

❸

136 137

Applied CP-Tools

TWO WAY communication —

The use of testimonials in practice

❶

❷

Opel "Opel-Post" Meet-&-Greet "Kollegen treffen" with soccer players of the VFL Bochum Unicredit "ONE" Sponsoring "We will fix it" with Luis Figo (including a sticker-supplement)

Supplement

Are you Interessted in “CROSSMEDIA”? Go to Page 52/53

❷

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â?ś

138 139

Applied CP-Tools

recognition and rewards —

Employees giving part.

❶

Lanxess "Xnews" "Wir bei Lanxess"

❷

Unicredit "ONE" "Fokus – Das sagen die Mitarebeiter"

❸

Opel "Opel-Post" "Rüsselsheim"

Are you Interessted in “CROSSMEDIA”? Go to Page 52/53

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❶

❸

❶

140 141

Applied CP-Tools

Magazine + — Supplements

❶

Lanxess "Xnews" "Green Mobility" DIN A2 Poster

❷

Unicredit "ONE" "We will fix it" Fansticker

❸

Vodafone "Update" "Update extra" 4 pages (each page in DIN A3)

Are you Interessted in “CROSSMEDIA”? Go to Page 52/53

❸

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❶

142 143

Applied CP-Tools:

CHAPTER Conclusion â&#x20AC;&#x201D;

Let's reflect the things you learned in this chapter so far

With this book we don't wanted to tell you how your B2M-Magazine has to look like. The mission of the case-studies in this chapter are just to show you, how the many different tools could be applied in your own magazine. The idea was to give you quiet a feeling for the elements you could use.

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146 147

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Next steps

148 149

Next steps:

How to create a working brief â&#x20AC;&#x201D;

How to write an effective design brief and get the design you want

irst off, you may want to know what a design brief is. A design brief is something that is vital to any design project as it will provide the designer(s) with all the information needed to exceed your expectations.

A design brief should primarily focus on the results and outcomes of the design and the business objectives of the design project. It should not attempt to deal with the aesthetics of designâ&#x20AC;Ś That is the responsibility of the designer. The design brief also allows you (the client) to focus on exactly what you want to achieve before any work starts on the project. A good design brief will ensure that you get a high quality design that meets your needs, providing you have chosen the right designer. How To Write An Effective Design Brief If you answer these questions in this chapter in an ordered and detailed fashion, your design brief will be 90% doneâ&#x20AC;Ś the other 10% will come from further questions from the designer after you submit your brief. Have fun answering the questions and remember, provide as much detail as possible! This does not mean one line answers.

90% comes from you. 10% depends on further queries.

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❶ — What does your business do? •

What does your company / organisation do?

•

What is your company’s history?

❷ —What are the goals?

Tip

Never assume that the designer will know anything about your company. Be clear and concise and avoid jargon when replying.

Why?

•

What is the overall goal of the new design project?

•

What are you trying to communicate and why?

•

Are you trying to sell more products or get awareness of your product / service?

•

How do you differ from your competitors?

•

Do you want to completely reinvent yourself or are you simply updating your promotional material?

❸ — Who is the target market? •

What are your target market’s demographics & phychographics? ie. the age, gender, income, tastes, views, attitudes, employment, geography, lifestyle of those you want to reach.

❹ — What copy (text) and pictures are needed? •

What copy needs to be included in the design? Who is providing the copy?

•

What pictures / photographs / diagrams etc need to be used? Who is providing these?

150 151

don't prescribe solutions. have a little trust in your design agency.

❺ — What are the specifications? •

What size is the design going to be?

•

Where is it going to be printed / used?

•

What other information should the designer know in regards to specifications?

❻ — Have you got a benchmark in mind? •

You should provide the designer with some examples of what you consider to be effective or relevant design even if it is from your main competitors. This will set a benchmark for your designer.

•

Provide the designer with things not to do, and styles that you do not like or wish to see in your design. This will give the designer an idea of what to avoid and will avoid disappointment on your behalf.

❼ — What Is Your Budget?

Tip

Rushing design jobs helps no one and mistakes can be made if a complex job is pushed through without time to review, however, there are times when a rush job is needed, and in these cases you should be honest and upfront about it.

•

Providing a budget prevents designers wasting valuable time and resources when trying to maximise your budget.

•

Providing the budget upfront also allows designers to know if the project is going to be worthwhile to complete. Make sure you are worth their time.

❽ — What is the time scale / deadline? •

Give the designer a detailed schedule of the project and set a realistic deadline for the completion of the work. You should take into account the various stages of the design project such as consultation, concept development, production and delivery.

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GET YOUR TEMPLATE Download a "how to create a briefing template by scanning this QR-Code with your smartphone or tabletâ&#x20AC;&#x201C;pc. Print it & put it in your clipboard. We highly recommend you to develop your briefing hand in hand with the designer so he can resolve possible question directly and dont have to check back on you later.

152 153

Next steps:

Contact your design agency â&#x20AC;&#x201D;

Choosing the right design agency can be a real minefield

here are literally hundreds of agencies out there touting their wares and choosing the wrong agency can cost you more than a few quid. Apart from the obvious monetary cost if things go wrong there is a time cost. It takes time to go through the process of finding an agency â&#x20AC;&#x201C; not something you want to have to keep repeating. Ideally you want to find an agency that you can build a relationship with, developing a mutual understanding of needs and capabilities. Even more importantly if you choose an unsuitable agency who produce ineffective work or even work that damages your credibility or image, it can in turn damage your business.

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Contact a agency wich has expierience in the field of B2M.

So what steps do you need to take to avoid these pitfalls?

❶ — Define the brief: Before you even start to look for a design agency you must define the brief. A brief must at the very least detail the brand of your company, what the purpose of the project is, who the audience is, what the end objectives should be and an estimated budget. You must then define what is important to you when looking for an agency. Location? Experience in your sector? Culture of the company? Areas of specialism?

❷ — Research: There are many ways you can get information on different agencies. Personal recommendation from someone within your business or another business contact can provide valuable information. You can research companies via trade associations, design directories and the trade press and of course any correspondence you may have received. When you have chosen a few agencies to approach you need to establish if they can offer what you need. Request further information in the form of a credentials document, this of course can be supplemented by company brochures and any online information they have available. It always pays to be cautious at this stage, some design companies have been known to leak briefs to the press leading to an avalanche of design companies contacting you when you are already well into the process.

❸ — Fitting your criteria : Decide which of these companies fit your criteria and then present them with a brief. Most companies expect to have to produce a proposal and then if this is accepted go and present visuals face to face, this is commonly known as a pitch. This is your opportunity to ask questions, probe the agency you will be working with, find out if your organisations fit culturally and if they have the resources to fulfil your needs.

❹ — Assess the proposals : Assess the proposals and then select your preferred agency, make sure you notify all parties involved especially if you already have an incumbent agency. This is the time to agree terms of business for the project and confirm the appointment. Don’t forget after you have made your appointment, the closer you work with your chosen agency the more fruitful your relationship will be - good luck!!

154 155

Next steps:

The COMMUNICATION Process â&#x20AC;&#x201D;

Involve your design agency at an early stage

t is highy recommended to involve your design agency at an early stage of the process, the designer can help you to define the problems and he can gather important information from the target group, in this case your employees as

well. Your Business and the Design agency are working together at the first stage of the process, we call it the "core-process". Within this stage of the process, the designer helps you to define the goals of your B2M-Magazin. He Interviews your Employees and collects important information about how to organize the staff-driven-communication. The next step is the "extended process". At this stage the designer is networking with different expert groups to deepen the concept of your B2M-Magazine. At the "final process" the designer develops a magazin together with you and after this the agency assumes the communication with the printery to produce your B2M Magazine. And thanâ&#x20AC;Śyou guess it, the finished product comes back to your business to make you and your employees happy.

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❶

BUSINESS

Choose your Tools

Extended

Final

❹

❷

DESIGNER

Look & Feel

EXPERTS

PRINTERY

B2M - MAG

❸

❺

156 157

The designer helps you to understand your communication problems â&#x20AC;&#x201C;

and puts them in comprehensible patterns to solve them. HOW TO CP.

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158 159

Next steps

CHAPTER Conclusion —

Let's reflect the things you learned in this chapter so far

This book is not a manual to the perfect employee magazine, it's just a theorethical and practical guideline for you to evolve a self-consciousness for your business. we want you to have your own insights by reading this book and working with it. It's all about to learn – reflect – deepen and finaly to apply the things in this book. And always remember the importance of involving your design-agency at an early stage of the process.

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160 161

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How How to use tothis useBook? this Book?

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appendix

164 165

References — Texts The right information (P.12-13) Das ABC des Corporate publishing V8-Verlag GmbH Köln, 2010

The right information (P.12-13) Das ABC des Corporate publishing V8-Verlag GmbH Köln, 2010

The right information (P.12-13) Das ABC des Corporate publishing V8-Verlag GmbH Köln, 2010 HOW TO CP.

166 167

References — Photos The right information (P.12-13) Das ABC des Corporate publishing V8-Verlag GmbH Köln, 2010

The right information (P.12-13) Das ABC des Corporate publishing V8-Verlag GmbH Köln, 2010

The right information (P.12-13) Das ABC des Corporate publishing V8-Verlag GmbH Köln, 2010 HOW TO CP.

168 169

Imprint About

Concept & Art Direction

Printed by

This is our Masterthesis emerged during our Master's program at the Department of Design at the FH Münster. Summer semester 2012

Daniel Buchholz Jan Wagner-van der Straten

Mundschenk Druck+Medien J. u. M. Radlbeck GbR Mundschenkstraße 5 06889 Lutherstadt Wittenberg

Supported by Our friends & family's. Ralf Beuker, Rüdiger Quass von Deyen, Guido Ipsen, Reinhold Happel, Michail Stamm, Paul Plattner-Wodarczak, Anja Dikow, Conny Sommer, Zafar Hadafmand,

Examiner Prof. Rüdiger Quass von Deyen Prof. Ralf Beuker

fon. 034920.7010 fax. 034920.701199 mail. service (at) dm-mundschenk.de web. www.dm-mundschenk.de

Paper Insides: Shiro Alga Carta 120g/m2 Cover: Shiro Alga Carta 250g/m2 Interview's: Illustration Printing Paper Shiro Alga Carta began life as a way to use the damaging algal blooms of the Venice lagoon. Today this concept has been extended to other fragile marine areas.

Slipcase 100% recycled Binder's Board (Blind stamped)

Font Copy text & Headlines: Neutral BP Numbering: Novel sans

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Daniel Buchholz Concept & Art Direction

Jan Wagner-van der Straten Concept & Art Direction

Prof. R端diger Quass von Deyen First examiner

170 Prof. Ralf Beuker Second examiner

171

Bye

Design can be beautiful, trendy, contemporary, classic or hip. But we should not forget that designers are first and foremost problem solver. Good design adds value to our society. Daniel & Jan

ď &#x2122;

This book is concerned content with a focus on employee magazines. This book is meant as a workshop, but this workshop isn't finished yet. We have created a lot of content during our studies and researches, however, we finally had to rely on already published content.Rather, we have developed a concept which is made (in the best case) in the future with the help of a publisher, journalist, corporate publishers and design thinkers developed and completed.This book is intended to help organizations develop a clearer understanding of self, and optimize the knowledge gained through its employee magazine. Similarly, this workshop is aimed at designers who want to deal with the issue of employee communications. If you are interested in this book are to enhance and supplement do not be afraid to get in touch with us.