Institutional image
Your communication strategy must take into account all the specific features of the agricultural sector in order to set the strategic priorities and choose the appropriate tools. A communications agency specialising in agriculture will be able to advise you on a strategy and communications plan tailored to your market. It will also know how to communicate with producers thanks to its in-depth knowledge of the target audience.
Internal and local communication
Often neglected, internal communication plays a fundamental role in agricultural businesses and organisations. The challenge is to maintain the company’s dynamic : there’s nothing worse for employees or members than to be informed of a change in the structure by the press rather than by management. Internal communication therefore ensures understanding and exchange between the different levels of the organisation. Before choosing your tools, be sure to identify your target audience(s), and understand their specific characteristics and expectations. You should also be aware that the organisation’s primary communication channels are its own stakeholders: employees, members, etc.
A variety of internal communication tools are available: events, company newsletters, intranet, testimonial videos, etc. They all meet the objectives of informing, uniting or strengthening links.
The in-house newsletter is the most popular because it provides a wealth of detailed information, provided that the editorial content and graphics meet the expectations of the target audience. Internal surveys allow us to constantly assess new needs.
A dual target for cooperatives
Agricultural cooperatives have a dual internal target: their members and their employees. The challenge is to keep them well informed, to ensure that there is an exchange between them and to offer them opportunities to express themselves. Cooperatives operate on a democratic model, so it is essential that every member can participate in the life of the cooperative. Directors must also keep their peers informed of major decisions. Internal communication in a cooperative means keeping people informed, interested and exchanging ideas, and thus ensuring the long-term future of the structure.
Agricultural crisis communication: knowing how to react
Crisis communication aims to limit the damage in terms of impact on brand image. Everyone is familiar with the major crises that have affected the agricultural sector in recent years, including BSE and E. Coli. Agricultural organisations also have crises to manage at their level: a competitive attack, the resignation of a key figure, a quality problem – these are all situations that can affect one or more structures and cause partners or members of the sector to lose confidence.
Respond with an action plan, not a reaction
In the event of a crisis, you need to react quickly and in a targeted manner. The emergency must not provoke a “knee-jerk” reaction that could run counter to the organisation’s communication objectives. You need to reassure, inform and take a quality and value-oriented approach. Above all, it means putting in place a strategy designed for the short term with a view to the medium and long term. You need to be both a crisis communication specialist and a specialist in the agricultural sector to provide a relevant response to the problem as quickly as possible. If the communication put in place is consistent from the start of the action to the end of the crisis, the chances of saving the structure’s image are multiplied. And the effectiveness of the communication is increased tenfold if the agency follows you on a daily basis. It can even alert you upstream if there is a risk.
Appaloosa has advised and supported numerous agricultural organisations in their corporate communications. Its knowledge of the sector and its experience in the field mean that it can now guide organisations in their communication strategies, produce appropriate media and respond to sensitive issues.