On the weekends I work for "Eat n Park" restaurant. "Eat n Park" has been a Pennsylvania, and especially Pittsburgh, based company for many years. A well known item that the company sells is their trademark smiley face cookie. Last year the company developed a contract with the Pittsburgh Steelers football team to produce smiley face cookies using the Steelers' colors with the Steelers' name and logo on the package label. As the football season progressed, the chances of the Steelers playing in the Super Bowl increased. The company knew that the combination of a well known product combined with the increasing excitement and support of the Steelers would greatly increase cookie sales.
The company invested money in widespread advertising. Advertising included television, radio, and signage in all restaurants. Not only were the Steelers' cookies available in all restaurants, but the opening of a company owned cookie factory allowed for online and telephone orders for home delivery of cookies. The company guaranteed that orders would be delivered within two days.
The company expected high sales. District managers were told to have enough cookies. District managers told the store managers to have enough cookies. Store managers told shift managers to have enough cookies. This was the extent of the communication. But what was enough? While the company saw this huge advertising campaign as a wonderful business strategy, they failed to develop any kind of communication strategy.
While the company has an overall set of goals, individual restaurants tend to follow their own agenda based on the stores sales and goals. Within the individual restaurants, communication between managers who work separate shifts is lacking. When the cookie sales far exceeded expectations, all levels of the communication network were stressed and ill prepared. At no point were actual numbers of cookies discussed. Restaurants had not been made aware of the extra staff and product that would be needed to produce such a large amount of cookies. Bakers, in addition to their other responsibilities, were overworked trying to keep up with the needed production.
Another factor that had not been communicated was the short impact of time. Each time the Steelers won a game, sales increased. However, this only gave each restaurant a few days to order supplies and prepare. Since work schedules for employees had already been posted, there was no chance for additional help in the bakery.
When the district manager came in, he started yelling at everyone that he said he wanted 70 dozen cookies on the shelf at all times. We had all been taken by surprise, we knew nothing about this. He had called some of the managers earlier that day and told him what he expected. The manager left at the end of his shift without ever passing on the message.
The amount of sales from the cookie factory were grossly underestimated. They were unable to follow through with their "guaranteed delivery". The company had received many complaints and had damaged their reputation.
I believe if the company had developed a strategic communication plan, many of the problems could have been avoided. If the company had decided to properly plan for the anticipated sales by informing all members of the restaurants and the cookie factory by sending out a memo and having store managers post it, all members involved would have been informed. A form of message stating the need for more scheduled personnel and more product ordered could have avoided much of the stress, shortage, and ill will by all constituencies.
I found a site that discusses bridging the link between verbal forms of strategic communication and setting an example as part of strategic communication.
http://lynch.foreignpolicy.com/posts/2009/08/31/mullens_strategic_communication