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确认提交注：举报请说明理由。能否解释什么是Behavioural Sequence Model?（marketing communication）针对IMC plan,什么是Behavioural Sequence Model_百度作业帮
能否解释什么是Behavioural Sequence Model?（marketing communication）针对IMC plan,什么是Behavioural Sequence Model
能否解释什么是Behavioural Sequence Model?（marketing communication）针对IMC plan,什么是Behavioural Sequence Model
简单定义：BSM就是分析消费者从需求产品到使用产品过程中与媒介的接触过程,并用图形化表示出来以利于他人（一般是Decision maker）理解.你可以查看下这个文档：Two Methods:
Leaders are recognizing the importance of having strong internal communications in their organizations. This communication between leaders and their teams, or between team members, keeps employees informed of important changes in the organization. It also provides them an outlet to share their own thoughts. Learning how to write an internal communications plan will help leaders be intentional about the communication with their employees, leading to increased levels of trust, morale, goodwill, and productivity.
Get leadership on board. If the highest leaders in your organization are not willing to support an internal communications plan, your job becomes convincing them of its importance. Without their support, little will change in your internal communications. People will remain uninformed and unsure of what is going on.
Position communications staff members close to leaders. Consider placing the highest communications staff member at the same level of authority as other leaders in the organization. Having this authority provides them with the information they need to help the organization decide what, when, and how to share specific messages.
Understand your audience. Internal communications is geared toward everyone who works within an organization. Before you communicate with your staff, there is some basic information you need to discover about them.
Ask them how they feel about the current level of internal communication. Discern whether they feel informed about changes, if they feel comfortable sharing their opinions, and how they would like to see communication improve.
Ask the hard questions. See if they would be willing to share specific examples of when they felt out of the loop or ignored. Try not to be defenlisten with an open mind.
Identify how employees like to receive information: email, newsletter, face-to-face, or other options. Ask if the method depends on what information is shared. For example, a weekly announcement can be communicated via email, but a major staff change needs to be shared in person.
Identify information that needs to be communicated. For now, focus on a single message that you would like to communicate, perhaps your vision or mission statement. As you develop your internal communications plan, include announcements about upcoming events, important company information, staff changes, and other news items.
List methods of communication. There are various ways to share your information. Identify all potential methods of communication and what type of messages should come through each one. Consider which method is best, not only for your employees and their preferences, but also for the message and situation at hand. For example, sensitive situations tend to require face-to-face communication, not emails or a newsletter.
Formal methods are intentional acts of communication and include scheduled meetings, company newsletters, all staff emails or meetings, and reports.
Informal networks are more organic conversations that take place in offices, break rooms, and during lunch. They can also occur via email, social media accounts, and phone conversations.
Decide who within your organization should impart the information to the rest of the staff. Even if communications staff members help craft the message, certain types of messages may need to come from a leader of the organization. Or it may be decided that each supervisor will share the message with their team. Determine what is appropriate for each situation.
Craft your message. Internal communications should be a team effort. Communications staff should play a role in writing the message, even if it is just proofreading, editing, and offering suggestions for word choices. Take the time to work through several drafts, continually improving the choice of words.
Make sure you give the "why" of the communication, not just the "what." In other words, do not simply give directives. Explain the reasoning behind those directives.
Proofread, if this will be a written communication. Poor spelling and grammar will reflect negatively on the leader and on the organization as a whole.
Check for clarity. You do not want your message to get lost or to be misunderstood.
Make sure enough background information is provided to give context to lower-level employees. They do not have access to the information higher-level leaders have. Give them what they need to know to fully comprehend the news being shared.
Get final approval. Decide who needs to be the one to give final approval on this message. It will most likely be the highest leader in your organization.
Be intentional with your timing. Your message should be delivered in a timely manner. This will differ depending on the situation. However, a good principle of organizational communication is that your staff should know before the public knows. You may want to consider staging messages so that higher-level staff are informed first, then lower-level staff.
Get feedback. After communicating important information, you need to see how it was received. You can do this through staff surveys, meetings, one-on-one, casual chats, and lunches. Encourage staff to ask questions whenever they do not understand or agree with specific messages. Create an atmosphere where employees are engaged, not simply taking orders.
Incorporate other good internal communications practices. To keep internal communications running smoothly, there are some structures to put into place. Decide which ones will work best for your organization.
Follow through on things like performance reviews, one-on-one meetings, and staff meetings. Employees need to know they can trust you to keep your word and to keep information flowing.
Encourage face-to-face communication between team leaders and team members. Communication cannot be entirely via electronic devices if you want relationships to develop.
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Create a planning form for your organization to use each time it has a message to communicate. This ensures that nothing in the process gets overlooked.
Communication should be downward and upward. Leaders need to communicate with their staff, and staff members need to communicate with their leaders. Keep communication open both ways.
Barrett, Deborah J. Leadership Communication. New York: McGraw-Hill, 2006.
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