Internal Communication Strategy Updated

Revlon’s internal communication strategy

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Introduction

Revlon, Inc. is a multinational company that deals with cosmetics, fragrance, and

skincare products. The company has developed robust business operations across the globe by

developing a long-standing reputation in the color cosmetics and hair care sector. The company

has been able to develop and maintain competitive advantage by providing its customers with

high quality product innovation since its breakthrough launch in 1932. In 2016, the company

acquired the iconic Elizabeth Arden brands and incorporated heritage and celebrity fragrances.

Currently, the company has been able to diversify its portfolio of brands which are sold in about

150 countries across the globe. The company is ranked among the top 20 beauty products

companies globally.

Organizations that develop and maintain competitive advantage are argued to have both

internal and external communication strategies. However, studies have documented that internal

communication plays an indispensable role in ensuring that the external communication

strategies are effective.

In this regard, it is critical for organizations to ensure that the internal

communication strategies are efficient and effective. For Revlon to realize the objective of an

efficient and effective internal communication strategy, the company has to ensure that the better

employee advocacy program is employed with the intent of connecting them.

However, the

internal communication strategies can be a daunting undertaking for some organizations

D. Baack, Management communication, San Diego, CA: Bridgepoint Education, Inc., 2012, p. 23

J. Little, Theories of Human Communication, Albuquerque, NM: Wadsworth, 2002. P. 58

especially when executing a revamp upgrade program.

The company can use the below internal

communication strategies for success.

Internal communication strategy

Method of

Communication

Activities

Planned

results/Objectives

Timeline

Envision and

strategize first

 Planning on

how to attain

the objectives.

 Assessing the

current

situation.

 Establishing

what needs to

be improved

 Determining

the timeline

for achieving

the goals.

To contemplate what

the internal

communication intend

to achieve

1-2 months

B. Berger, Public relations leaders as sensemakers: A global study of leadership in public relations and

communication management, New York: Routledge, Taylor & Francis Group, 2014, p. 10.

Using the appropriate

tools

Assessing the best

practices aided by

software programs

aimed at making

communication

easier.

 Implementing

chat software

such as Slack

and HipChat.

 Using cloud

technology

aided by

Google Drive.

 Avoiding

email overload

using digital

signage

2-3 months

Being visual

Conveying

information visually

by installing TVs in

the offices

Informing and

inspiring the team of

the company

1-2 moths

Making

communication

entertaining

Installing relevant

programs that

encourage social

work environment

Support “work for a

reason” with fun

Continuous

Provide feedback

channels

Devising a feedback

program for the

employees

Improvement in areas

identified to have

negative reviews by

the employees

Continuous

Progress report

The first step will involve convening a meeting with all the employees including all the

department managers. The purpose of the meeting will be to brief them about the planned

development and implementation of Revlon’s internal communication strategy. The purpose of

the strategy will be communicated during the meeting. For instance, the employees will be

enlightened about the advantage of enhancing communication amongst themselves for the

purpose of ensuring that there is unity that brings about the success of the company.

In addition,

the employees will be gain in terms of personal development accrued from enhanced internal

communication with fellow employees. The disadvantages of not enhancing communication will

also be highlighted for better understanding of the intended new strategy.

The second meeting will be convened to assess the company’s current internal

communication strategy. The assessment is indispensable in that it allows strategy implementers

to understand the current strengths and weaknesses denoted in the strategy. This will form the

basis on which the new strategy can look like. Therefore, notes on the items that require

improvement will be taken down for the next cause of action. Studies have found out that failure

P. Du, Introduction to public relations and advertising, Lansdowne: Juta, 2010, p. 26

to identify and note the required actions can lead to inefficient communication strategy.

The

meeting should be attended by all employees including their leaders. Failure to do so can lead to

gap in identifying some of the important deficits noted by the employees. In fact, attendance by

all the employees will offer a platform on which they can contribute to some of the things they

feel can work best for the strategy.

It is noted that including employees in decision making

process plays an important role in ensuring that their innovative ideas help in enhancing

organizations’ performance.

After all details of the current communication strategy have been recorded, it would be

essential to arrange the next meeting between the managers and directors of the company to

deliberate on the resources required for the new strategy to be developed and implemented. At

this point, all proposed ideas by the employees have been compiled so that the audit of the

budget can be carried out. Therefore, the finance manager should be in a position to advise the

members in attendance on the viability of the planned strategy and whether the current financial

situation of the company is able to fund and sustain the strategy for long-term purposes. If the

proposals are much bigger than the company can afford, a review meeting can be called so that

all the employees can be briefed about the new changes made on their proposal with reasons

cited to them.

V. Miller and M. Gordon, Meeting the challenge of human resource management: A communication perspective,

New York: London: Routledge, Taylor & Francis Group, 2014, p. 40.

T. Morris, PR Today, Palgrave Macmillan, 2015, p. 57

The next meeting will involve the executors of the strategy resources such as installation

of communication programs and devices. The meeting will be aimed at updating me the progress

of the programs and assessing whether they are working. Any changes that might be required at

this stage will be raised so that the final installation can be done before convening the last

meeting of updating the board of directors on the progress and implementation plans of the

strategy. In addition, the technicians have to ensure that there is sustainability of the programs

installed in order to have a workable strategy even in the future.

The final meeting will involve the board of directors to brief them on the progress and

future of the strategy. After they have been informed of the strategy implementation, it will be

critical to set some guidelines on measuring the progress of the strategy time to time. Failure to

do so can lead to its ineffectiveness especially due to the change in technology and new

innovations that keep on emerging every time.

A review should involve measuring the

company’s profit margins and losses. In addition, it would be critical to incorporate customer

response and feedback on the customer service to ascertain the value of the new internal

communication strategy as far as the company’s growth and development is concerned.

Conclusion

W. Curlee and R. Gordon, Successful program management: Complexity theory, communication, and leadership.

Boca Raton, FL: CRC Press, 2014, p. 70.

N. Schaffe, Maximize Your Social: A One-Stop Guide to Building a Social Media Strategy for Marketing and

Business Success, Hoboken, NJ: Wiley, 2013, p. 83

For Revlon to realize the objective of an efficient and effective internal communication

strategy, the company has to ensure that the better employee advocacy program is employed with

the intent of connecting them. In order to implement the strategy, it would be essential to plan

and strategize on what the strategy want to achieve. At this point, the company has to assess the

current situation and look for ways of addressing what needs to be achieved. For this to be

achieved, the company has to establish the best communication tools to be used by the

employees. In addition, visual communication would play a great role in enhancing conveying of

information among the employees. Conversely, communication has to be made entertaining so

that the employees can enjoy it for better results. Finally, the strategy should also involve a set of

feedback platform on which the employees can give their opinions.

Reference list:

Curlee, W. and R. Gordon, Successful program management: Complexity theory,

communication, and leadership. Boca Raton, FL: CRC Press, 2014.

Berger, B., Public relations leaders as sensemakers: A global study of leadership in public

relations and communication management, New York: Routledge, Taylor & Francis

Group, 2014.

Du, P., Introduction to public relations and advertising, Lansdowne: Juta, 2010.

Baack, D., Management communication, San Diego, CA: Bridgepoint Education, Inc., 2012.

Morris, T., PR Today, Palgrave Macmillan, 2015.

Miller, V. and M. Gordon, Meeting the challenge of human resource management: A

communication perspective, New York: London: Routledge, Taylor & Francis Group,

2014.

Littlejohn, Theories of Human Communication, Albuquerque, NM: Wadsworth, 2002.

Schaffe, N., Maximize Your Social: A One-Stop Guide to Building a Social Media Strategy for

Marketing and Business Success, Hoboken, NJ: Wiley, 2013.

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Internal Communication Strategy updated

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