BELGIUM’S EURO CAMPAIGN: A MODEL FOR GLOBAL PUBLIC RELATIONS
RELATIONSHIP MANAGEMENT AND COLLABORATION
A Directed Research Project
To
THE FACULTY OF THE PUBLIC COMMUNICATION GRADUATE PROGRAM
SCHOOL OF COMMUNICATION
AMERICAN UNIVERSITY
WASHINGTON, D.C.
In Candidacy for the Degree of
Master of Arts
By
Mei-Ling M. Lavecchia
May 2008
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Abstract
On the surface, the Belgium government’s euro changeover campaign
between 1999 and 2002 may seem to be like any other government-sponsored
campaign, which is to push its centrally-driven policy agenda on its publics.
However, for Belgium nothing was farther from the truth. The Belgium
government mastered the art of relationship management by leveraging the
strategic partnerships developed and encouraging an open exchange of
information through collaboration.
The Belgium government had the goal of achieving a harmonious euro
changeover process with a disciplined approach of encouraging the exchange of
ideas amongst members of the private and public sectors. The Belgium
government realized that it would need the collaboration of key publics to meet
its goal along with the gift of time. With three years of planning time, the
government focused its efforts on the identification and inclusion of strategic
content experts as active participants of the authoritative body tasked by the
government to implement the campaign. However, Belgium’s relationship did not
stop here. The government organized plenary sessions, held two to three times
a year to ensure that key members within the public and private sectors of the
economy had the full opportunity to express their opinions and ideas.
Being one of the first Member States to implement the euro within its
national borders, Belgium had a huge responsibility for making this campaign a
success. The outcomes of the campaign would essentially reflect on the viability
of the European Union’s existence and its publics’ openness towards a unified
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union. History has embraced Belgium’s successful efforts and today the
European Union is an expanding economic force with an increasing demand for
membership from surrounding states.
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Acknowledgements
I would like to extend my special thanks to those who supported me
unconditionally throughout the completion of this capstone project. Dr. Zaharna’s
continual support and guidance was invaluable during this process, particularly
during those moments when I felt uninspired, she provided me with the
determination to continue. My appreciation for her relentless efforts is beyond
words.
I would also like to covey my gratitude to Mr. Johan Claes and Mr. Jan
Smets for opening the doors for me in Brussels as I embarked on my research
into the euro campaign in Belgium. My deepest respect and appreciation also
goes to Mr. Geert Temmerman who took the time out of his busy schedule to
meet with me in his office one afternoon. I would not have been able to complete
this project without his invaluable insights and supplemental information on the
campaign.
It goes without saying that my parents have been an inspirational force for
me all my life. My love for them is inexhaustible and I am eternally grateful for
their incessant belief in me and for being that guiding light in my life.
Any finally, to my loving husband, whom without his selfless support, I
would not have been able to complete this capstone. Transitions in life have
separated us geographically, while at the same time brought us closer together.
Thank you. ―Ditto.‖
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Table of Contents
Chapter I: Introduction ......................................................................................... 1
Study Purpose ................................................................................................ 2
Study Objectives............................................................................................. 3
Study Significance .......................................................................................... 3
Background .................................................................................................... 5
Study Limitations ............................................................................................ 7
Study Overview .............................................................................................. 7
Chapter II: Literature Review ............................................................................... 9
Public Relations in Europe ............................................................................. 9
Communications Grid ..................................................................................... 11
Relationship Management in Public Relations ............................................... 15
Relationship Management and Dialogue ........................................................ 16
Monologic, Dialogic, and Collaborative Communications ............................... 18
Motivation, Ability, and Opportunity (M-A-O) Model........................................ 21
Chapter III: Case Profile ....................................................................................... 24
Overview: Belgium’s National Euro Changeover Plan ................................... 24
General Commission: Organizational Structure, Responsibilities, Activities ... 26
ADMI EURO ................................................................................................... 27
ECO EURO .................................................................................................... 30
FIN EURO ...................................................................................................... 31
COM EURO COM .......................................................................................... 33
Campaign Outcomes ...................................................................................... 37
Chapter IV: Case Analysis ................................................................................... 39
Belgium’s General Commission and European Public Relations ................... 39
Relationship Management and Dialogue ........................................................ 41
Interpersonal Relationship Building ................................................................ 44
Dialogue and Collaboration ............................................................................ 46
Enhancing Message Absorption ..................................................................... 50
Overall Assessment........................................................................................ 55
Chapter V: Conclusion ......................................................................................... 57
References ............................................................................................................ 62
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List of Figures
Figure 1.1 Definitions.............................................................................................. 4
Figure 2.1 Communications Grid ............................................................................ 14
Figure 3.1 Belgium’s euro changeover timeline ...................................................... 24
Figure 3.2 General Commission’s organizational structure .................................... 26
Figure 3.3 ADMI EURO organizational structure .................................................... 29
Figure 3.4 ECO EURO organizational structure ..................................................... 30
Figure 3.5 FIN EURO organizational structure ....................................................... 32
Figure 3.6 COM EURO COM organizational structure ........................................... 33
Figure 3.7 Transparent coin holders ....................................................................... 35
Figure 3.8 Euro Mini Kits ........................................................................................ 36
Figure 4.1 Communications Grid ............................................................................ 42
Figure 4.2 Logo used by the General Commission ................................................. 51
Figure 4.3 Euro images .......................................................................................... 51
Figure 4.4 Caricature example ............................................................................... 52
Figure 4.5 Domieuro ............................................................................................... 53
Figure 4.6 Euro Minikit ............................................................................................ 54
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Chapter I – Introduction
Implementing change, in any form, is a feat in itself to achieve. However,
with nurturing and time the end goal that seemed but a dream when the journey
originally started begins to transform itself into something more tangible and
within reach. Patience, careful planning, and ongoing consultations were the
tactical approaches adopted by the Belgium government as they planned and
implemented the euro campaign nationally. The public campaign that started in
1999 was strategically thought out as far as three years prior to its
implementation. At its core was the government’s belief and commitment in
nurturing the relationships they knew would help engage and motivate their
publics to willingly want to adopt the euro.
The Belgium government implemented a campaign centered on what they
described as the ―megaphone information campaign: one message, several
voices‖ (Temmerman, Coordination of International Action – National Bank of
Belgium, 2008). The intent of this information campaign was to influence public
opinion through consistent messaging from its more than 110 partners. Time
and time again, the central theme that arose from each and every strategy
implemented by the Belgium government was that of relationship-management.
The authoritative body tasked with carrying out the euro campaign in Belgium,
known as the General Commission, had the explicit task of stimulating the
exchange of ideas amongst representatives from all public and private sectors as
a means of providing harmony and consistency in the implementation of
decisions. Consequently, each and every level of the General Commission’s
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organizational structured was built to include content experts from private and
public institutions. As an added assurance that everyone had a voice in the euro
changeover process, plenary sessions of more than 700 participants were
organized two to three times a year to allow everyone who wanted to speak the
opportunity to do so.
It really comes to no surprise that the Belgium government made the
decision to take this approach. The fundamental reason comes down to what is
valued in the European culture and consequently influences how public
communications campaigns are carried out. In Europe, public opinion is a
political institution in the sense that public beliefs are a seriously considered and
internalized as decisions on national matters are contended. Europeans refer to
these long-lasting relationship as their ―public sphere‖—the enabling environment
for matters of timely importance (as cited in Verčic et al., 2000, p. 377). Taking
this reality into consideration, this study will focus on the impact of wellintentioned relationship management and the application of collaboration within
the Belgium euro campaign.
Study Purpose
This study seeks to analyze how the strategies implemented by the
Belgium government contributed to the success of its euro campaign.
Specifically, this study will first set into context how the field of public relations is
perceived within the European environment. This contextualization will help
facilitate a deeper understanding of the central role relationship management and
collaboration played throughout the euro campaign in Belgium.
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Study Objectives
This study has focused on several objectives. The first objective is to
examine the impact of relationship management and collaboration within public
communications campaigns. The second objective is to use the findings from
this study to support continual research studies that examine the integration of
relationship management as a core function within the field of public. The third
objective is to contribute to the exploration of a global definition of public
relations.
Study Significance
This study is significant to practitioners as it provides substantial value to
the ongoing debate on the development of a global public relations definition.
Furthermore it supports the other emergent issue of contention—the role of
relationship management—as a factor for incorporation in the public relations
definition.
The truth of the matter is that there exists a limited amount of scholarly
literature that focuses on the role of public relations within the European context.
Furthermore, research studies that examine the evolving definition of public
relations focus primarily on a U.S. centric perspective and fail to incorporate a
more diverse view of the field. To gain an understanding of the differences that
exist, a common term used in the U.S. definition of public relations is the ideal of
obtaining a ―mutually agreeable relationship‖ with its relevant publics, while the
European definition focuses on ―relationship management‖, primarily with key
leaders within its community.
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By definition, in a relationship, one has to have something in common that
binds participants in the relationship (see Figure 1.1). Having mutual agreement,
involves participants having something in common that is pleasing to the mind
and senses and in line with one’s needs, leading to consent. In essence, the
U.S. and European public relations ideals are really not far apart at all. In a
mutually agreeable relationship and in relationship management, there is a need
for the identification of a common element if the goal is to obtain harmony
between the organization and its relevant publics. Reaching the state of mutual
agreement does not exist on its own. Mutual agreement must coexist with a level
of relationship exerted between two or more relevant parties. Ironically, the
Figure 1.1. Definitions.
relationship: the relation connecting or binding participants in a relationship; a specific
instance or type of kinship; a state of affairs existing between those having relations or
dealings
mutual: directed by each toward the other or the others; having the same feelings one
for the other; shared in common
agreeable: pleasing to the mind or senses especially as according well with one's
tastes or needs; ready or willing to agree or consent; being in harmony
Source: www.Merriam-Webster.com
debate on this universal public relations definition between the U.S. and
Europeans has yet to converge on common ground—a basic principle in each of
their definitions.
The world is the stage and public relations needs to integrate globally in
purpose, focus, and meaning if its true objective is to achieve a level of
recognition that elevates its stature within its working environment.
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Background
The road to economic and monetary union in Europe began with the
Treaties of Rome put in force on January 1, 1958. The product from the signing
of these treaties was the creation of the European Economic Commission (EEC).
However, it was not until 1962 that a European Commission document known as
the Marjolin Memorandum engaged an integrated community-level discussion of
a single monetary currency (Scheller, 2006, p. 15). As a consequence, in 1964 a
Committee of Governors of the central banks of the Member States of the EEC
was established. This Committee of Governors would later play a crucial role in
setting the framework for monetary cooperation amongst central banks of
member states.
The foundation for the European Monetary Union (EMU) came about with
the Treaty of Maastricht, otherwise known as the treaty on European Union,
constituted in February 1992 (Scheller, 2006, p.21). The EMU was regarded as
the culmination of a gradual three-stage process towards the realization of true
economic and monetary union beginning on January 1, 1999. This stage is
characterized as catalyzing economic convergence of participating member
states lead by the European Central Bank (ECB). The ECB was now the
authority with regard to monetary and foreign exchange rate policy, thus
replacing the powers of the central banks of the participating countries within its
realm. Also, with the institution of the European Central Bank, came the
beginning of the printing of the euro banknotes.
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The establishment of economic convergence meant that the conversion
rates of the currencies of the 11 Member States initially participating in Monetary
Union were irrevocably fixed. Additionally, the currencies of the Member States
became sub-division of the official single market currency—the euro. This third
stage lasted three years, from January 1, 1999 to December 31, 2001, which is
known as the ―transitional period‖.
The intent of implementing a gradual evolution into the euro was
encapsulated in the term consistently used to describe the process—―transition‖.
Notably, a coined termed commonly used during this period was ―changeover to
the euro‖ instead of ―introduction of the euro‖, which emphasized the intent of
transition into the single currency (Scheller, 2006, p. 24). Likewise, the principle
of ―no compulsion, no prohibition‖ enforced during the transitional period, allowed
for the public to exercise their level of comfort when it came to using the euro or
using their national currency for cashless transactions during these three years.
Again, this signaled the European Commission’s commitment to an evolutionary
process towards the implementation of the euro.
The precise date for the introduction of actual euro coins and notes took
place on January 1, 2002. This date marked the euro as the official currency for
all monetary transactions, terminating the transitional period. A grace period of
six months was allocated to complete any existent conversion of national coins to
euros, with a final completion date of July 1, 2002. After this grace period, the
euro notes and coins would be the only legal means of payment throughout the
area of the Monetary Union.
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Study Limitations
This study has several limitations. First of all, this study will not address
the evaluative impact of the Belgium government’s euro campaign on the
perceptions of the general public. Consideration was focused on the strategies
formulated and implemented by the Belgium government, with an emphasis on
intra-governmental and private sector relationship management and
collaboration. Factors considered in this decision were formulated through an
understanding of how public relations is perceived in Europe as well as the
importance placed on the creation and maintenance of a defined public sphere.
Secondly, the adoption of the euro by Member States of the European Union is
not an easy compromise. Simple membership into the EU does not
automatically translate into acceptance of the euro as the respective Member
States’ national form of currency. There are implications to the perceived loss of
national identity. Additionally, the idea of being categorized as a ―European‖
country together with all the other countries of Europe becomes a topic of
debate. This study will not be a comparison study between well-received and
not-so-well received euro campaigns. This is a topic that requires an amount of
extensive analysis and research, which attention is better served in a separate
study solely dedicated to this subject.
Study Overview
This study will begin with a review of scholarly literature in Chapter two,
focusing on contextualizing public relations as it currently exists within the
European environment, followed by an understanding of concepts of relationship
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management and collaboration and their linkages to the euro campaign in
Belgium. The third chapter will provide an overview of the basic strategic
framework put in place by the Belgium government in its preparation and
implementation of the euro changeover process. The fourth chapter will mold the
theoretically applications presented by the scholars together with the practical
solutions exercised by the Belgium government in their euro campaign. Detailed
examples will be surfaced to substantiate the discussion points. The fifth chapter
will summarize the main points and provide direction for future research.
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Chapter II – Literature Review
This chapter will first contextualize the role of public relations in Europe
followed by a review of scholarly literature on relationship management,
collaboration, and understanding of the public psyche in the creation of effective
communications strategies.
Verčič, van Ruler, Bϋtschi and Flodin (2000) explore how public relations
is understood and defined in Europe, emphasizing the public sphere as its
underlying principle. Mainstream thoughts on its current meaning in the U.S., are
used as a benchmark for comparison and prospective development of a more
global definition.
Verčič et al. examine Hutton’s three dimensional public relations
framework where he offers relationship management as the organizing model for
the field. The first dimension is ―interest‖, which analyzes the degree in which
public relations is focused on client interest versus the public interest. The
second dimension is ―initiative‖, which looks at how much of public relations is
reactive versus proactive. The third dimension, ―image‖, looks at the extent in
which the organization is focused on perceptions versus reality.
Hutton goes on further to distinguish communications from relationship
management. He concludes that communications is no longer the primary
foundation for public relations and that training in social sciences including
psychology and anthropology as well as other disciplines, such as business and
management, is more relevant.
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Verčič et al. conducted a Delphi study to learn how Europeans perceived
the U.S. term public relations. Based on the research, the authors determined
that in Europe there is no adequate translation for the term. In fact, the term
literally translates to ―public work‖, which Verčič et al. explain as meaning
―working in public, with the public and for the public.‖ When juxtaposed to
Hutton’s U.S. definition of public relations, the emphasis on managing
relationships between an organization and its publics is lacking.
Verčič et al. go on to explain that there is a much deeper-rooted cultural
issue in the mere term ―public‖. In Europe, public is equated as meaning ―public
sphere‖, which translates into ―public opinion‖—a term that is identified with the
creation of democracies in 19th century Europe in opposition to monarchic rule.
In this sense, public relations have more of a political rooting. It serves more as
a democratic function where information is free flowing and public sphere is built
from the number of publics involved in public life as well as the level in which
matters are discussed with the public. Verčič et al. highlight the issue of
legitimacy as a central principal concerning public sphere.
Verčič et al. add that European public relation associations use some form
of applied communications to identify the profession, such as ―communications
management‖ or ―corporate communications‖. This clearly highlights the lack of
distinction between ―communications management‖ and ―relationship
management‖ as suggested by Hutton.
Verčič et al. list four dimensions of European public relations. The first
dimension is ―managerial‖, where organizations develop strategies to maintain
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public relations and build trust and mutual understanding. The second dimension
is ―operational‖, where communications plans developed by others help formulate
the organization’s communications. The third dimension is ―reflective‖, which is
concerned with ensuring that organizational standards and values are in line with
changing standards and values in society. The last dimension is ―educational‖,
which in essence deals with managing from within as a reflection of the
organization’s communications with its clients. Both reflection and education are
the core functions of public relations in Europe, which are void of Hutton’s public
relations definition.
Maintaining the European context in perspective, Van Ruler (2004)
created a practical strategic communications grid built from a compilation of
contemporary public relations models for use as a reference toolkit by
practitioners. The development of this grid was preempted by a research study
he had conducted of Dutch public relations professionals and their perspectives
of their roles. The study revealed a disparity between the communications model
practitioners said they used versus the communications model actually used in
practice.
Van Ruler began by outlining communications models and concepts
developed by scholars as a base for his study. He first discussed Grunig’s oneway asymmetric, two-way asymmetric, and two-way symmetric communications
models (as cited in Van Ruler, 2004, p. 124). Van Ruler described the ―one-way
asymmetric‖ model as linear, one-way communication concerned only with how
the message is expressed and not with what is done with the message. He goes
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on further to state that the ―two-way asymmetric‖ model is likewise a one-way
process, however with an interest in the effects of the message. Grunig’s ―twoway symmetrical‖ model reflects a two-way communication process where
participants on both ends have the space to hear and express one another’s
perspectives.
Van Ruler goes on to introduce the concepts of denotative and
connotative meaning as two additional basic terms that complement his
communications grid. He defines ―denotative‖ meaning as a shared definition
that one can find in a dictionary, while ―connotative‖ meaning is meaning that is
subject to one’s personal feelings and experiences.
Based on his review of contemporary communication models in U.S. and
Dutch literature, Van Ruler developed six typologies of possible public
communications roles. The first typology is the ―town-crier‖ who is characterized
as a one-way, denotative communicator. Their sole business of the town crier is
to make the organization look good by providing timely information in a
professional manner. Research and evaluation is of no consequence to them.
The second typology is the ―steward‖ who is characterized as a one-way,
connotative communicator. The steward’s main objective is pampering target
audiences as a means of yielding a positive presence for their organization.
Research and evaluation of their impact is based on what van Ruler describes as
the ―eyes-and-ears method.‖ The third typology is the ―traffic manager‖
characterized by their two-way asymmetric and denotative communication
method. The traffic manager systematically plans and controls the physical
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distribution of information to their target group in a timely and efficient manner.
Evaluation of their impact is measured through clippings and recall. The fourth
typology is the ―conductor‖ who uses a two-way asymmetric and connotative
communications model to carry out a harmonious, well-crafted message to target
audiences with a persuasive intent. Nurturing relationships is of importance, thus
research is seen as an essential step. The conductor’s close proximity to upper
management aids in their performance. The fifth typology is the ―creator‖
characterized as a two-way symmetric and denotative communicator. The
creator’s focus is on building mutually beneficial relationships through thorough
environmental scanning. The sixth typology is the ―facilitator‖ characterized as a
two-way symmetric and connotative communicator. Facilitators seek to
encourage and manage continuous dialogue amongst interested parties.
Van Ruler identified a seventh role, but did not include it as a typology
because it lacked a theoretical construct. He describes this role as the ―seat-ofthe-pants‖. This practitioner is a generalist who practices communications
organically, without use of theory or principles and based solely on personal
experience.
Of these seven communications constructs, Van Ruler focuses on the
traffic manager, the conductor, the creator, and the facilitator typologies—which
he identifies as viable and practical public relations roles—to construct a strategic
communications grid as a guide for resolving an organization’s communications
problem. However, Van Ruler contends that in practice, one-way strategies are
used more often than two-way strategies. Consequently, the communications
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grid provides a visual representation of the degree of each participant’s
involvement—as depicted on the vertical axis—and the dominant expression of
meaning in a dialogue— as depicted on the horizontal axis (see Figure 2.1).
Figure 2.1. Communications Grid
Controlled one way
Information
Persuasion
Denotation
Connotation
Consensus
building
Dialogue
Two way
The top left quadrant, denoted as controlled one-way (asymmetric) and
denotative communications; represents the ―information strategy‖, which brings
together the theories of mass media communications. Information strategy
products include press releases which help publics form their own ideas. The top
right quadrant, denoted as controlled one-way and connotative communications;
is the ―persuasion strategy‖, which is the basis of propaganda and social
psychology. The bottom right quadrant, denoted as two-way, connotative
communications; is the ―dialogue strategy‖, which integrates informed parties on
both sides to interact together of policy decisions. The bottom left quadrant,
denoted as two-way, denotative communications; is the ―consensus-building
strategy‖, which engages in a mediation process towards mutual agreement.
Van Ruler describes both the dialogue and consensus-building strategies as
features found in conflict and negotiation theories—important in organization
communication and mediation. Van Ruler proposes that the communications
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grid should serve as a tool-kit for public relations practitioners in their everyday
practice.
Examining the relevance of relationship management in public relations,
Lendingham and Bruning (1998) introduce relationship dimensions and explore
their effect on organization-public relationships. They conclude that public
relations has evolved conceptually from being solely a communications activity
into a relationship management function whose programs should be designed
around relationship goals supported by communication strategies.
Through a review of scholarly studies on relationship management, they
have concluded that the dimensions of organizational-pubic relationship still need
further exploration. They make reference to Wood’s four interpersonal
relationship dimensions as a frame for building successful relationships (as cited
in Lendingham and Bruning, 1998, p. 58). The first dimension is ―investment‖,
which refers to the time and effort expended towards relationship building. The
second dimension is ―commitment‖, which reflects the investment and
seriousness towards maintaining a relationship. The third dimension is ―trust‖,
which exerts the value of dependability within the relationship. This fourth
dimension is ―comfort‖, which addresses how one deals with opposing relational
dialects such as autonomy/connection, novelty/predictability, and
openness/closedness within a relationship.
Lendingham and Bruning build on these dimensions for their qualitative
and quantitative research study exemplifying the impact of a telecommunication
company’s communications on public behavior. Through their qualitative and
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quantitative, probability research study, they found that an organization-public
relationship built on trust, commitment, involvement, investment and openness;
were directly related to the public’s decision to stay with the telecommunications
company. They conclude by providing a tentative definition for the organizationpublic relationship: ―the state which exists between an organization and its key
publics in which the actions of either entity impact the economic, social, political
and/or cultural well-being of the other entity‖.
Bruning, Dials and Shirka (2008) take relationship management further by
exploring the role dialogue plays between publics and organizations,
emphasizing it as a means of quantifying how public relations activities contribute
to the bottom-line of the organization.
Bruning et al. state that the evolution of organization-public research has
primarily focused on three streams. The first stream has been in defining
organization-public relationships, which has gone from Cutlip, Center, and
Broom’s definition as ―the management function that identifies, establishes, and
maintains mutually beneficial relationships between an organization and the
various publics on whom its success or failure depends‖ to Lendingham’s more
recent definition which describes public relations as ―the management of these
relationships—through both communication and behavioral initiatives…‖ (as cited
in Bruning et al., 2008, p. 26).
The second stream emphasizes the linkages between organization-public
relationships to specific organizational outcomes. A review by the scholars of
prior organization-public relationship studies found that factors such as trust,
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involvement, openness, investment and commitment that affect personal
relationships also influence organization-public relationships. Similarly, they
found that an organization’s public relationship attitude has a direct affect on the
public’s perceptions of satisfaction, behavioral intent, and actual behavior.
The third stream has sought to develop organization-public relationship
measurements. Bruning et al. reviewed work performed by other scholars, which
concluded that measuring the quality of relationships through the use of
relationship indicators can be an effective diagnostic tool for organizations. Four
dimensions identified, which are of particular relevance were trust, commitment,
local or community involvement, and reputation.
Bruning et al. go on to discuss the relevance dialogue has in building the
organization-public relationship. They describe dialogue as generally focusing
on ―interaction‖, which is the exchange of information; and on ―debate‖, which is
the process of countering each others statements. The scholars introduce Kent
and Taylor’s five proposed tenets of dialogue as a means for exploring the
tangible and quantifiable effects of public relations activities on organizational
outcomes (as cited in Bruning et al., 2008, p. 26). The first tenet is ―mutuality‖,
which is the acceptance that there exists a link between organizations and
publics. The second tenet is ―propinquity‖, where the organization openly
discusses matters of public interest with its publics, while at the same time
publics openly express their concerns to the organization. The third tenet is
―empathy‖, which basically embraces the concepts of trust and support within the
relationship. The fourth tenet is ―risk‖, which is the understanding that things may
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come up during a dialogue with are outside of anyone’s control. The fifth tenet is
―commitment‖, which is the genuine intention to allowing the communications to
happen openly and transparently.
Bruning et al. apply three of the tenets: mutuality, propinquity and empathy
to a suburban municipal government study to show how public relations activities
can be measured against organizational outcomes. A mail survey was
implemented using a systematic, random sampling frame. The survey results
suggested that organizations’ initiatives are positively impacted when deliberate
efforts are made to integrate key publics in the process, emphasizing mutuality.
A further conclusion suggested that the adoption of a dialogic approach benefits
the organization by offering the opportunity for publics to express their views and
present their questions, emphasizing propinquity. Furthering the propinquity
tenet, the survey indicated that once the dialogue had taken place it was
essential for practitioners to incorporate elements from these dialogues into the
design and implementation of future initiatives, which emphasized empathy—
leading to a relationship built around commitment, trust, and loyalty. Overall, the
survey concluded that messages and initiatives must be continually tailored to fit
the public affected if a true commitment to the relationship exists and a dialogic
approach to relationship building is to be effectively implemented.
Cowan and Arsenault (2008) introduce three typologies for engaging with
publics in public diplomacy: monologue, dialogue and collaboration, each of
which is a complement of the other.
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Cowen and Arsenault define monologic, dialogic and collaborative
communications. ―Monologic‖ communications is a one-way approach of
informing and inspiring audiences through eloquent and precise communications.
In matters of public diplomacy, monologues are used on issues affecting the
national reputation as well as with day-to-day communications on public
strategies and policies. It is framed as an advocacy tool present in speeches,
editorials, proclamations and press releases, to name a few. Due to its nature of
one-way communications, monologues limit the opportunity to listen and receive
feedback from critical publics. They also caution against the over-generalization
of national communication strategies, which could alienate dissident voices and
inadvertently work against the government.
“Dialogic‖ communications is a two-way multidirectional, reciprocal
communications approach in which ideas and information are exchanged among
participants in all kinds of settings, transcending cultural and societal boundaries.
It demonstrates the goodwill by governments to engage publics and encourage
the creation of a public sphere. The scholars distinguish dialogue as being either
technical or true based on the dialogic communications theorist Buber.
―Technical dialogue‖ is the mere exchange of information, while a ―true dialogue‖
is exemplified by the willingness of participants to engage in transparent and
genuine relationship-building exchanges built on mutual respect (as cited in
Cowan and Arsenault, 2008, p. 18). Cowen and Arsenault contend that the key
to successful dialogues is to find a way to listen to publics, convey the sense that
they are being heard and that they have a voice. They go on to state that publics
Belgium Euro Campaign
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engaged in dialogue will generally tend to respond favorably to viewpoints or
impositions. According to the scholars, dialogue, in its true sense, is primarily
about understanding and improving relationships, which may or may not lead to
consensus. The scholars refer to Allport’s ―contact hypothesis‖, where he
outlines four conditions that promote the effective participation by publics: (1)
participants should feel that they have an equal opportunity and ability to
participate, (2) participants should possess common goals, (3) relationship
between the groups of participants should be amicable and void of
competitiveness, and (4) participation should be socially and publicly acceptable
(as cited in Cowan and Arsenault, 2008, p. 20).
“Collaborative‖ communications involves dialogue with the added
component of having clearly identified end goals—a precursor to the
development of long-term relationships, mutual trust and respect. Cowan and
Arsenault characterize collaboration as being focused on solving shared
problems or conflicts, advancing shared visions, and completion of a physical
project, which can also be short-term with a defined goal. They further stipulate
that individuals, who build and achieve something together, tend to forge longlasting bonds—fostering trust and understanding. Government and private
sector collaborations are offered as an example as well as intra-group
collaborations, which reduce relevant group biases and in-group membership
dynamics. Social capital-related projects is one intra-group collaborative effort
concerned with democracy and community building, which works through
community coordinators. Cowan and Arsenault highlight that these projects are
Belgium Euro Campaign
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important in democracy building, in increasing social and political trust, and in
minimizing the impact of social, political, and ethnic conflicts. Of importance is
the impact of the intra-institutional relationships that also spread to society as a
whole. However, collaboration does not always reflect positive results,
particularly when stakeholders feel disempowered or experience a change of
heart throughout the process.
Cowen and Arsenault emphasize that each typology can be applied in
different situations and are a complement to one another. Practitioners should
engage in dialogue to inform and correct any miscommunications—keeping in
mind the best time, place and contextual environment for their use.
Hallahan (2000) introduces the motivation, ability, and opportunity (M-A-O)
model as a means of reaching inactive publics and as a complement to the twoway symmetrical model.
Hallahan identifies four principle types of publics: active, aroused, aware,
and inactive. ―Active‖ publics are groups who are highly involved and
knowledgeable about a topic. The challenge is to find a common ground due to
their sharply attuned stance on a topic. ―Aroused‖ publics are highly motivated
and involved in a topic, but may not have the acute ability to be fully
knowledgeable about it. ―Aware‖ publics are characterized as having the ability
to process information; however, they are not interested or involved in the issue.
Finally, ―inactive‖ publics are groups characterized by their low involvement and
low knowledge on a topic. The challenge for communicators in reaching this last
audience is their tendency to ignore messages categorized as irrelevant to them.
Belgium Euro Campaign
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Hallahan contends that public relations theorists have had limited progress
in advancing strategies towards reaching the inactive publics, which he
emphasizes as being of great importance. Theoretically, active, aroused, and
aware publics are essentially products of inactive publics. Hallahan describes
inactive publics as being the foundation from which all influence theories target.
The hierarchy of effects model exemplifies this conclusion as individuals shift
from being disinterested to aware and interested parties, which leads to changes
in behavior and adoption of the innovation. The attractiveness of reaching the
inactive publics is reflected in their size and potential as future clients, voters,
donors, and the like.
Hallahan’s M-A-O model specifically addresses the problems of message
elaboration in publics. Hallahan says that practitioners face two challenges with
message elaboration. The first challenge is to match the message content to the
audience’s processing level, enticing them with message cues. The second
challenge is encouraging in-depth message processing by reducing the noise
surrounding the message and encouraging message retention, leading to
elaboration in a form of behavioral change of adoption of an innovation.
Hallahan describes motivation, ability and opportunity (M-A-O) as factors
that impact and provoke message elaboration in publics. He declares that
―motivation‖ to be where communicators catch an audiences’ attention, while
―ability‖ is where publics are able to process and understand the message easily
due to past knowledge and experience. ―Opportunity‖ is where the
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communicator is able to retain the audiences’ attention by controlling exposure
time, message length and message distractions.
Hallahan alludes that the traditional use of mass media may not be the
ideal means for reaching publics due to its low involvement nature. He outlines
ways of enhancing motivation through the use of attractive messages such as
the use of hedonistic needs including sex and appetite, as an example.
Additional motivation enhancing tactics include the use of visuals, content
experts, and figures of speech that include drama. For enhancing ability,
messages should be simple and clear, along with the use of cultural cues,
attention to message construction and organization, use if symbols, exemplars,
framing and attention to where the message is being delivered. For enhancing
opportunity, repetition is the classical method used. Other methods include
message length, graphical messages, and minimization of distractions.
Hallahan concludes by emphasizing that motivation, ability and
opportunity operate independently of each other and that at any point in time
during the message delivery communicators will need to assess where there may
be a need for more emphasis on the M-A-O continuum. He also clarifies that the
M-A-O model is not a formula for persuasion.
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Chapter III – Case Profile
This chapter will provide the basic framework established by the Belgian
Government in preparation for Belgium’s changeover from their national
currency, the Belgian franc, to the euro. The first section gives an overview of
Belgium’s guiding principles during its three-year transitory period to the euro.
This section will be followed with a detailed description of the authoritative bodies
set-up together with their specific areas of responsibilities within the changeover
process.
Overview: Belgium’s National Euro Changeover Plan
Belgium’s national euro changeover plan was intentionally coordinated as
a gradual transitory plan involving all sectors of the economy, which
encompassed the periods of 1999 to the end of 2001 (see Figure 3.1). This
transitional period was encapsulated under the principle known as ―no
compulsion, no prohibition‖, meaning that while the swift adoption of the euro
Figure 3.1. Belgium’s euro changeover timeline.
“No compulsion,
no prohibition”
Jan. 1, 2002
Transition Period
DAY
Jan. 1, 1999
thru
Dec. 31, 2001
End of Dual
Circulation
Period
Feb. 28, 2002
 Euro officially a
currency
 Euro banknotes &
coins introduced
 End of legal tender
of Belgian francs
 Choice of inter-bank
cashless transactions
 Conversion of
accounts
 Euro used by critical
mass
 Choice to convert
bank account to
euros
 Changeover of
public administration
transactions
 New government
bonds in euros
Belgium Euro Campaign
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was encouraged, there was no intent to force its immediate use and likewise
there was no repercussion.
January 1, 1999 marked the beginning of the transitional period. This date
is when the euro could be represented in cashless transactions, used mainly for
inter-bank transactions. Non-financial enterprises and individuals had the choice
of using the euro in cashless transactions without having to incur any
administrative formalities or fees. Additionally, bank accounts could also be
converted into euros; however, it would become irrevocable to go back to Belgian
francs once completed. Consequently, this meant that the financial sector and
public authorities were required to be flexible in their daily activities and capable
of handling transactions in both Belgian francs and euros. The end point of the
transition period was January 1, 2002. This date marked the first day in which
the euro banknotes and coins were officially introduced into the economy and
bank accounts and public administration transactions were expressed
permanently into euros.
The Belgium government entity responsible as the coordinating body for
ensuring the introduction of the euro in the various sectors of Belgium’s economy
was the ―General Commission for the Euro.‖ The General Commission for the
Euro was established on November 22, 1996 by the Belgium government based
on a proposal of the Ministers for Finance and for Economic Affairs. The General
Commission was entrusted with the task of stimulating the exchange of ideas
between the representatives of all the sectors concerned, both private and public,
Belgium Euro Campaign
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in order to ensure the consistency in the implementation of measures and
deadlines.
General Commission: Organizational Structure, Responsibilities, Activities
Under the General Commission for the Euro, four separate working
groups were constituted to oversee and address all euro changeover matters
within specified economic sectors (see Figure 3.2). The ―ADMI EURO‖ working
Figure 3.2. General Commission’s organizational structure.
General
Commission
for the Euro
4 central working groups with subgroups
ADMI EURO
ECO EURO
FIN EURO
COM
EURO COM
Public
Administration
Non-fin. Sector
Enterprises &
Consumers
Financial
Sector
Communication
to the Public
group focused on the preparation of the public sector for euro transition. The
―ECO EURO‖ working group addressed non-financial sector euro changeover
matters with enterprises and individuals. The third working group, ―FIN EURO‖,
was involved with financial sector euro matters, and the ―COM EURO COM‖
working group focused on euro communications in general.
The integration, communication, and implementation of all the strategic
policies and decisions made affecting the different economic sectors occurred at
four different levels. The first level is the ―General Commission‖ itself, who
coordinated and acted as the overarching authority over the work carried out for
the euro changeover process. The second level was the ―steering group‖, which
Belgium Euro Campaign
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supervised and coordinated the different working groups formed to facilitate the
changeover to the euro. It was comprised of representatives from the Ministries
of Finance, Economic Affairs, Social Affairs, small and medium-sized firms, and
federal information services who met every three weeks. The third level was the
―plenary session‖, which consisted of meetings held two or three times a year
where all sectors of the economy involved with the euro were invited to
participate. These sessions allowed organizations, institutions, and respective
authorities to obtain current information about the decisions taken in the other
sectors, to provide their perception on the progress of the work as well as to
provide suggestions on action items being adopted. The fourth level was the
―working groups‖, which were responsible for the actual introduction of the euro
in all sectors of the economy. The General Commission, however, was by no
means established to take the place of decision-makers in the private sector and
the public sector who were expected to continue their ongoing figurative roles
within their operations.
ADMI EURO
ADMI EURO was headed by the Secretary-general to the Ministry of
Finance. It was comprised of all branches of public authorities, which were
defined as those entities that typically performed administrative functions and
activities. They included the federal government, the distinct communities and
regions, the provincial and local authorities, and the decentralized public
services. The guiding principles behind ADMI EURO’s operations were the
creation of a harmonious process of euro introduction sustained through the
Belgium Euro Campaign
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relationships and exchange of ideas, information, and experience within the
partnering public authorities.
As a means of fostering and encouraging an environment of collaboration,
ADMI EURO developed guidelines entitled, ―Guideline for the Changeover of the
Public Authorities to the Euro,‖ which applied to two distinct periods. The first
period was entitled the ―transitional system‖, which spanned from January 1,
1999 to December 31, 2001. The second period was the ―permanent system‖,
which covered the period of January 1, 2002 onwards. These guidelines were
developed to provide consistency in the euro introduction process, by the central
government together with the regions, communities and local authorities. An
intentional effort was made to develop them to be broad enough to be molded to
the different circumstances faced by the different public authorities.
Monitoring and decision-making occurred at different levels (see Figure
3.3). The top-level management and strategic monitoring of all ADMI EURO
projects was entrusted to the Board of Secretaries-general and extended to the
communities and regions. The overall administration of this working group was
carried out by what was called the permanent unit. The permanent unit was in
charge of providing guidance to the general coordinators, stimulate the activities
of the sector working groups as well as take care of general information. It
reported to the Board of Secretaries-general. The next level below the
permanent unit was the general coordinator level. The general coordinators
were in charge of introducing the euro in their assigned departments and in the
administrative units under their supervision. They reported to the Board of
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Secretaries-general or to the permanent unit. The sector-coordinators, in turn,
supplemented their technical capacity to the general coordinators administration
Figure 3.3. ADMI EURO organizational structure.
ADMI EURO
Board of Secretaries
General of MoF,
Communities & Regions
Permanent Unit
General Coordinators
Sector Coordinators
Data
Processors
Auditor
General,
MoF
Budget
and
Accounting
Chief
Auditor,
MoF
Regulations
and
Forms
Counselor,
MoJ
Communications
Local
Authorities
Director
General,
FIS
Secretary,
MoA
of the sector working groups. These sector working groups were interdepartmental groups structured around five main themes. The first theme was
―data processing‖, which was headed by the Auditor General at the Ministry of
Finance. The second theme was ―budget and accounting‖, which was headed by
the Chief Auditor at the Ministry of Finance. The third theme was ―regulations
and forms‖, which was headed by the Counselor at the Ministry of Justice. The
fourth theme was ―communication‖, headed by the Director General of the
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Federal Information Service. The fifth theme was ―local authorities‖, which was
headed by the Secretary General of the Ministry of Internal Affairs.
ECO EURO
The ECO EURO was chaired by the Secretary General to the Ministry of
Economic Affairs and was responsible for guiding the changeover to the euro of
non-financial enterprises and individuals. It was described as being the most
diversified group due to its wide range of protagonists and activities (see Figure
3.4).
Figure 3.4. ECO EURO organizational structure.
ECO EURO
Board of Secretaries
General of MoE
Permanent Unit
Insurance Group
Economic Group
Chairman, Insurance
Supervisory Authority
Transparency
and Price
Control
Chairs:
Consumer
Council &
Consumer
Coop.
Director General
Trade Policy Admin.
Economic
Statistics
Accounting
Dir. Gen.,
Nat’l Stat.
Inst.
Chairman,
Accounting
Stds. Comm.
Business
Consumer
Relations
Sec. Gen.,
NCMV
Inter-Business
Relations
Dir. Econ.
Fed. of Bus.
Enterprises
It was coordinated by a permanent unit, which includes the Secretary
General of the Ministry of Economic Affairs and consultative bodies: delegates
from the Ministry of Finance, Ministry of Employment and Labor, Ministry of
Belgium Euro Campaign
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Social Affairs, Ministry of Agriculture, and Ministry of Small and Medium Sized
Firms and Traders. The permanent unit’s primarily functions were as an
integrative body for divergent opinions, whose outcomes were then transmitted to
the Commissioner-General for the Euro. The Insurance working group within
ECO EURO examined the implications of the proposed euro measures to the
insurance, pension fund, and mortgage lending sectors. The Economy working
group coordinated the efforts of five thematic subgroups, which included
transparency and pricing control, economic statistics, accounting, businessconsumer relations, and inter-business relations.
General economic guidelines were developed by ECO EURO to provide
guidance on the euro changeover plan, which resulted from extensive
consultations with affected publics. The guidelines were built on four general
principles. The first principle being ―neutrality‖, meaning that the changeover
should not prove to be advantageous of disadvantageous to any one group or
individual. The second principle was that all conversions should be
understandable and ―transparent‖. The third principle stated that there should be
―freedom of choice‖ and the fourth is that there is ―protection for the weakest
party‖.
FIN EURO
The FIN EURO working group was chaired by the General Administrator
of the Treasury and incorporates representative members from ADMI EURO and
ECO EURO and coordinated the preparation of the financial sector for the
introduction of the euro. Five subgroups fell under the FIN EURO that reviewed
Belgium Euro Campaign
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and studied any problems that dealt with the introduction of the euro and
provided a range of recommendations (see Figure 3.5). The ―Banking Aspects‖
subgroup was chaired by the Belgian Bankers Association and analyzed the
Figure 3.5. FIN EURO organizational structure.
FIN EURO
General Administration
of Treasury
(ADMI & ECO EURO)
Banking
Aspects
Notes and
Coins
Scriptural
Payments
Belgian
Bankers
Assoc.
Treasurer,
NBB
Asst. Dir.,
NBB
Prudential
Control &
Reporting
Director
Banking &
Fin. Comm.
Financial
Markets
Director,
Brussels
Stock Exch.
practical problems they envisioned financial institutions could face with the
introduction of the euro and subsequently provided possible solutions to the
same. The ―Notes and Coins‖ subgroup was headed by the Treasurer of the
National Bank of Belgium. They provided practical information on the
introduction of the euro notes and coins, exchange arrangements, and
irrevocable fixed rate of exchange. The ―Scriptural Payment‖ subgroup was
chaired by the Assistant Director at the National Bank of Belgium. They studied
the systematic adaptation of the cashless transactions in euros. The ―Prudential
Control and Reporting‖ subgroup was chaired by the Director of Banking and
Financial Commission and they provided statistical reports on the prudential
supervision of credit institutions. The final subgroup was the ―Financial Markets‖
Belgium Euro Campaign
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chaired by the Director at the Brussels Stock Exchange and they studied
potential problems and provided solutions related to the impact of the markets
during the changeover process.
COM EURO COM
COM EURO COM was chaired by the Director General of the Federal
Information Service (FIS). Its main objective was to provide every citizen with
official, understandable, and practical information on the conversion to the euro.
Three of the main subgroups under COM EURO COM’s purview were Brochure,
Masterplan, and Internet (see Figure 3.6). The ―Brochure‖ subgroup provided
Figure 3.6. COM EURO COM organizational structure.
COM EURO COM
Brochure
Masterplan
Internet
Ongoing inter-sectoral dialogue with public and private sector
informational leaflets to its citizens disseminated through post offices, public
libraries, communal services and through the press. The ―Masterplan‖
subgroup’s main objective was overseeing the communications projects targeting
specific audiences, preventing any overlapping and development of initiatives
without prior consultation between the various ministries. The ―Internet‖
subgroup was in charge of disseminating information on the Internet, which
included euro introduction information as well as General Commission
publications.
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COM EURO COM was inter-sectoral in nature, involving members of both
the public and private sectors. Continued dialogue with delegates from the
different governmental ministries as well as through plenary sessions with all the
institutions, trade associations and authorities was crucial in the euro
introduction. It also kept abreast of all the communication initiatives carried out
by the public sector to specific target groups, the public in general as well as
being the information base for civil servant training.
Target Audiences: Children and Press
Children were targeted through schools as a means of allowing them to
discover the euro and the evolving European environment, with an emphasis as
being a means of reaching parents as they share their school learnings. The
General Commission together with the Regional and Community governments
distributed a pedagogic kit to all instructors of primary and secondary schools.
These kits, which were available in all three official Belgian languages, included a
video and a manual for use in class. Additionally, children were encouraged to
participate in what was entitled, ―l’Opération Tirelire‖, which essentially helped rid
the national economy of Belgian francs by allowing them to fill up these specially
packaged transparent coin holders with franc coins collected from their parents
(see Figure 3.7). When presented to their local bank, the francs would be
exchanged for euros and subsequently deposit into the child’s own bank account.
The press and media were another audience where the General
Commission managed to build a relationship with. Staff within the Commission
were encouraged to lend themselves to help journalists with respective articles
Belgium Euro Campaign
35
addressing the changeover to the euro, thus ensuring accuracy and fair
representation in their stories.
Civil Service Training
Education on the euro was also targeted towards the employees of intergovernmental agencies. Creative skits
Figure 3.7. Transparent coin holders
were developed by the Finance Ministries
representing different scenarios that
public authorities could face during the
campaign.
These skits were so
successful that they were replicated within
different ministries and carried out as oneday educational programs. They were also used as a means for reaching those
publics identified as vulnerable, such as senior citizens, physically handicapped,
and those who needed more encouragement in learning about the euro.
Similarly, and in line with the General Commission’s ―Megaphone Euro
Information Campaign: one message, several voices‖ 1; all educational materials
developed through the various regional, communal and national government
offices, were recycled wherever possible. For example, Belgium has an
estimated four percent of its population which is Muslims (as cited in EuroIslam.com). Consequently, regional agencies with the largest concentration
developed Arabic publications to reach this target. These publications were then
1
―Euro 2002‖ Information campaign encouraging consistent euro messaging between the
National Bank of Belgium, General Commission for the Euro and more than 110 partners
Belgium Euro Campaign
36
shared with other regions and communities throughout the country needing this
same information.
Emphasis by the General Commission on the production of
understandable, accessible, and quality information for use by the general public
on how the euro would be introduced was exemplified throughout the campaign.
Quality Information
General Commission periodically developed euro publications,
advertisements, and additional print materials used for educational purposes. All
print materials from the General Commission had a consistent look and feel, thus
being quickly identifiable by the public as official euro communications materials.
Understandable Information
Visuals embedded within the euro print materials notably that of the
euronotes and coins, displayed what the new currency would look like as well as
their respective denomination. Additionally, ―Euro Mini Kits‖ were made available
through banks, post office and certain public
Figure 3.8. Euro Mini Kits.
transport systems (see Figure 3.8). The Euro Mini
Kits were equivalent to 500 Belgian francs or 12.40
euros. These mini kits allowed the public to touch
and familiarize themselves with the eight different
euro coins before their actual circulation in 2002.
The culturally accepted use of cartoon caricatures was also transmitted within the
euro print materials, thus stimulated the public to want to read and learn more
about the euro.
Belgium Euro Campaign
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Accessible Information
Availability of all these educational materials was disseminated locally,
such as post offices, libraries and community halls, where the public was more
likely to congregate. A unique approach targeted businesses, encouraging them
to purchase the ―Euro Mini Kits‖ as gifts for their employees during Christmas
time in lieu of chocolates. As an added incentive, neither the employer nor the
employees were taxed in this transaction. Interest was also spurred through the
ease in which business could order the Euro mini kits. Businesses could easily
fax in their Euro Mini Kit orders and request that they be delivered directly to the
businesses.
―Euro-infoline‖, the public information phone line, as well as a dedicated
website, www.euro.be, with the latest euro information, were made available to
address concerns and questions by the public in general, media, and public
authorities.
Campaign Outcomes
On April 30, 2002, the Government of Belgium dissolved the operations of
the General Commission of the Euro after having successfully completed the
introduction and implementation of the euro--six years from its original inception.
Considering that no precedent had yet been established by any other European
nation regarding the magnitude of this currency changeover effort, the Belgium
Government was rightly concerned of crisis and events outside of their control.
Such concerns included the potential deficit of euros, fluctuations in the pricing of
consumer products, and the ability of digital media to handle the new numerical
Belgium Euro Campaign
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conversions. Fortunately, none of these fears came to fruition and the euro was
introduced to the economy without any complications. In fact, the Belgian
population expressed a real fascination with the new currency and openly
adopted it for their daily transactions. Consequently proving the impact and
success of the communications carried out by the General Commission for the
Euro throughout the Belgian national changeover campaign.
Belgium Euro Campaign
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Chapter IV – Case Analysis
As the authoritative body behind Belgium’s euro changeover process, the
General Commission for the Euro was faced with the unprecedented task of
replacing the Belgian franc—a symbol of national identity—with the new
monetary symbol of European unity amongst European Union members— the
euro. This analysis highlights the role of relationship management and
collaboration as key elements that enabled the General Commission to perform
its delegated functions. The General Commission’s perceived value of public
authorities and their role within the euro changeover process will be the audience
primarily focused on for this analysis.
Belgium’s General Commission and European Public Relations
The methods used by the General Commission to execute its assigned
mission serve to validate Verčič et al.’s (2000) contention that the public sphere
is the main focal point of the public relations function in Europe. Verčič et al.
explained that public relations in Europe tend towards the involvement of publics
as a function of the democratic formulation of decisions. In effect, this was the
principle intent driving the creation of the General Commission for the Euro. The
General Commission’s commitment to its public sphere was embodied in its role
as a catalyst for the exchange of ideas between representatives of the relevant
private and public sectors.
Additionally, the General Commission’s organizational structure enforced
its genuineness with the enactment of four working groups under its purview:
ADMI EURO, ECO EURO, FIN EURO, and COM EURO COM. Each of these
Belgium Euro Campaign
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working groups was chaired by a content expert from respective intragovernmental ministries. Moreover, the working groups incorporated key
members of the public and private sector within their entire structure. Notably,
the General Commission organized meetings that took place in the form of
plenary sessions two to three times per year with key community leaders within
organizations, institutions, and respective authorities—including the Catholic
Archbishop. These sessions were a means of integrating, communicating, and
obtaining consensus on euro policies and procedures that the General
Commission had or were formulating to put into action.
Verčič et al. introduced four dimensions of European public relations:
managerial, operational, reflective, and educational, which were also evident
within the General Commission’s organization. According to Verčič et al., the
―managerial dimension‖ entails the development of strategies that center on
maintaining public loyalty and trust. The structure of the General Commission’s
operations epitomizes the managerial dimension. The formation of the four main
working groups created a space for affected publics to be heard and become part
of the decision-making body. In essence, a democratic function was created,
which led to public support of the euro campaign.
The ―operational dimension‖ centers on leveraging communication plans
developed by others to inform an organization’s communications. In the case of
the General Commission, the operational dimension is reflected in the functions
of ADMI EURO. This was the central working group responsible for sustaining
harmony within and across partnering public authorities through knowledge
Belgium Euro Campaign
41
exchange and relationship-building. Additionally, ADMI EURO was tasked with
developing the ―Guidelines for the Changeover of Public Authorities to the Euro,‖
which further exemplifies its relevance within the operational dimension. The
integration of intra-governmental partners within ADMI EURO allowed for the
creation of a communications plan based on expert knowledge that could be
referenced by the General Commission as a whole.
The third dimension is ―reflective‖. The reflective dimension entails
understanding and adapting to the changes in values and standards of its
publics. The plenary sessions were a means of exemplifying the reflective
dimension as they helped the General Commission identify itself with the public.
The organizing principle behind the plenary sessions was to provide publics with
up-to-date information on the decisions being made as well as those in the
pipeline. Additionally, the participants were provided with the opportunity to voice
their opinions through small working group discussions. These open discussions
were a reality check for the General Commission and a means of staying current
with the public’s stance on the introduction of the euro.
The ―educational dimension‖, as described by Verčič et al., involves
managing from within with the end results of reflecting a positive image to its
publics. The educational dimension is reflected in the partnerships and
collaboration within and amongst all four of the General Commission’s working
groups as they united together across their ministerial and societal boundaries to
introduce the euro successfully into Belgium.
Relationship Management and Dialogue
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Building consensus and message consistency within and between all
intra-governmental agencies was the main thrust driving the General
Commission’s operations. The underlying principle of the General Commission’s
strategy was essentially the development of productive relationships—
highlighting again the importance of its public sphere (as cited in Verčič et al.,
2001, p. 376). Obtaining the involvement of key stakeholders by the General
Commission subsequently led to the effective implementation of its policies
throughout the national euro changeover process.
Van Ruler’s ―communications grid‖ (see Figure 4.1) provides a visual
representation to illustrate the range of each stakeholder’s involvement in
relationship management. According to Van Ruler, ―dialogue‖ is characterized as
Figure 4.1. Communications Grid.
Controlled one way
Information
Persuasion
Denotation
Connotation
Consensus
building
Dialogue
Two way
two-way, ―connotative‖ communication. Van Ruler identifies connotative to be
meaning that is subject to one’s personal feelings and experiences. On the
opposite spectrum of Van Ruler’s communications grid is ―consensus-building‖.
Consensus-building is characterized as two-way, ―denotative‖ communications.
As defined by Van Ruler, denotative is meaning that is shared and can be
referenced in a dictionary. Both dialogue and consensus-building were
predominant aspects held by the General Commission.
Belgium Euro Campaign
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Van Ruler described that as an organization becomes involved in
policymaking decisions, they engage in a consultative process with key
stakeholders. These discussions that take place are identified by Van Ruler as
an example of the dialogue strategy. The General Commission typified the
dialogue strategy primarily because of its desire for a harmonious euro
changeover process. The General Commission first ensured the development of
its public sphere. This public sphere was then incorporated in the creation and
implementation of policies by encouraging the exchange of ideas, information,
and knowledge. The General Commission enabled this dialogue to take place
through the matrix structure it created, which required the involvement of various
public and private entities within the four main working groups: ADMI EURO,
ECO EURO, FIN EURO, and COM EURO COM. The involvement of the
members of the public and private sectors of society within each of the working
groups facilitate the process for transparent discussions and consensus-building
to take place.
Van Ruler’s consensus-building strategy emphasized a process towards
mutual agreement. According to Van Ruler, working towards mutual agreement
leads to building bonds between individuals. Environmental scanning and
monitoring the publics’ stance on issues, helps in building a common connection
between the public and the organization. The General Commission’s effort
towards consensus-building was exhibited through the regularly scheduled
plenary sessions. These sessions promoted the involvement of key opinion
leaders. The outcomes from the discussions held during the plenary sessions
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were in turn factored into the relevant stages of the campaign implementation
process. As a result, the General Commission’s deliberate consideration of
these key publics’ opinions positively affected their motivation to actively
participate in the sessions. In fact, the attendance rates at these sessions
reached between 700 – 800 participants and were highly interactive, encouraging
contributions through small working group discussions. Based on the high
participatory rates, it was apparent that the General Commission achieved its
objective of creating a harmonious changeover process. This effort by the
General Commission to demonstrate the value of the participant opinions
touches on Lendingham and Bruning’s (1998) point on the importance of
interpersonal relationships.
Interpersonal Relationship Building
The Belgium government’s attention to relationship-building is another
dominant feature evident in the changeover initiative. Lendingham and Bruning
(1998) suggested that an effective organization-public relationship needs to be
built on relationship goals and not just communication strategies. The four
interpersonal relationship dimensions introduced by Lendingham and Bruning
provide a framework in thinking about building successful relationship. These
dimensions were innately present in the formation of the General Commission for
the Euro.
The first dimension of relationship-building highlighted by Lendingham and
Bruning was ―invest‖. Invest refers to the time and effort allocated to the
nurturing of a relationship. The Belgium government clearly showed its genuine
Belgium Euro Campaign
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intent to invest in a fruitful relationship with its publics with the creation of the
General Commission for the Euro in 1996—three year prior to the
implementation of the euro campaign from January 1, 1999 to December 31,
2001.
The second dimension, ―commitment‖, entails the deliberate intent to
maintain the relationship. The General Commission’s commitment to its
relationship with relevant publics was reflected in its operational framework. This
framework was characterized by its inclusive nature, delineated by a consultative
process between public, private, and government publics. The General
Commission’s commitment to the relationship with its publics occurred within the
individual working groups formed as well as through the plenary sessions, which
lead to trust.
―Trust‖ is the third dimension. Trust emphasizes the level of dependability
between the two parties involved. The fact of the matter is that the General
Commission would not have been successful in its entrusted task if it did not
have the involvement and collaboration between its ministries, public and private
agencies, and individuals. Throughout the euro campaign, the General
Commission revealed its desire for public involvement. In fact, their commitment
to involve the public led to the creation of the four main working groups under the
General Commission. Each of these working groups was comprised of content
experts from both the public and private sectors. The product of their
involvement is essentially what fueled the euro campaign, which concluded in a
huge success. Interestingly enough, the partnership between the working groups
Belgium Euro Campaign
46
and its public and private stakeholders serve to bring together the trust
dimension, Van Ruler’s (2004) consensus-building strategy, and Verčič et al.’s
(2000) definition of the public sphere. By reflecting back on Van Ruler’s
consensus-building strategy, mutual agreement obtained between two parties is
facilitated by the trust that has evolved. Consequently, the combination of trust
and consensus-building leads to the formation of the public sphere, which Verčič
et al. describe as being a key democratic function in effective European
communication strategies.
The final dimension of relationship-building identified by Lendingham and
Bruning (1998) was ―comfort‖. Comfort refers to how opposing views are
handled. In any relationship, there will be differences in the interpretation of
information and situations. This is a natural and human act. How one handles
the opposing views becomes important in a relationship because it reflects the
genuine commitment and value one has for the relationship. The General
Commission achieved the dimension of comfort through the scheduled plenary
sessions held two to three times a year. The plenary sessions were organized
as open forum and small-group settings where transparent dialogues could take
place as a means of discussing specific issues and proposing solutions.
Dialogue and Collaboration
Dialogue and collaboration was another dominant feature evident in the
euro initiative in Belgium. Cowen and Arsenault (2008) and Bruning, Dials, and
Shirka (2008) introduce the concept of ―dialogue‖ as a means of engaging the
general public and starting the process of relationship-building. Essentially,
Belgium Euro Campaign
47
public relations in Europe has centered on encouraging the free flow of
information as well as engaging people involved in public life, who Verčič et al.
(2000) describe as the public sphere. In Europe, the public has had a substantial
political role in policy changes dating back to fall of monarchic rule in the 19 th
century. This involvement of the public in decisions of national consequence has
come to be referred to as the public sphere (as cited in Verčič et al., 2000, p.
377). Consequently, the public sphere is a product of both dialogue and
relationship management.
Bruning, Dials, and Shirka (2008) emphasize the importance of dialogue
as a primarily means of quantifying the value of public relations to the
organization. The scholars also highlight the relevance on dialogue in
relationship management, introducing dialogue as an ―interaction‖ and/or a
―debate‖. According to Bruning et al., interaction is the exchange of information,
while debate is the process of countering each others statements. As far as the
actions of the General Commission are concerned, both the interaction and
debate forms of dialogue were evident. Interaction was carried out through the
General Commission’s encouragement of ideas and knowledge exchange
amongst public and private entities. The General Commission fostered debate
through the plenary sessions, amongst and within the four working groups as
well as in the steering group meetings held every three weeks.
Cowan and Arsenault (2008) introduce the concept of ―true dialogue‖,
which is the participants’ willingness to engage in transparent and genuine
relationship-building exchanges built on mutual respect. True dialogue was
Belgium Euro Campaign
48
essentially the General Commission final objective. The General Commission
had a genuine interest of engaging publics in an open communication exchange.
The fact is that all publics had a common interest in wanting the euro changeover
process to go smoothly. Historically, some countries in Europe have strayed
away from being categorized as European due to their strong nationalistic
identity. This was not the case for Belgium. Dating back to 1952, Belgium has
been very European minded and Europe-friendly. Geographically, Belgium is
centrally located in Europe. Due to its location, Belgium has built its economy on
foreign trade. Until 1998, the last year before the introduction of the euro in the
Belgian economy, 75 percent of all its business was invoiced in another currency.
Starting in 1999, 75 percent of all exports and imports to and from Belgium were
invoiced in euros. For the public in general, the advantage of the introduction of
the euro was the ease of travel. Belgians along with the Dutch are identified as
being the most highly traveled populations of Europe (Temmerman, Coordination
of International Actions - National Bank of Belgium, 2008). As a result of the
public’s receptiveness to the euro, the General Commission found itself in an
environment where true dialogue could take place. The publics avoided
territoriality confrontations as they took advantage of the equal opportunity to
contribute their comments and concerns in local, regional, and national settings.
Yet, for the General Commission for the Euro, dialogue appeared to be
only the first phase in a two phase process. Dialogue was the means to an end
goal leading to collaboration. Cowan and Arsenault distinguish between dialogue
and collaboration. Dialogue is referred to as a two-way reciprocal
Belgium Euro Campaign
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communication where there exists an exchange of ideas amongst participants,
transcending cultural and societal boundaries. ―Collaboration‖ is referred to as
involving dialogue, but with a clearly defined end goal. Additionally, Cowan and
Arsenault contend that the product of a successful collaborative effort leads to a
long-lasting relationship. The end goal for the General Commission was to
achieve full, across the board collaboration with all affected parties—particularly
those within its public sphere. The General Commission structured collaboration
within its operative system by instituting the four working groups: ADMI EURO,
ECO EURO, FIN EURO, and COM EURO COM. Structurally, these working
groups cross-fertilized each other through their member composition. Members
involved in the various working groups and/or respective sub-groups were
instrumental in establishing an environment open to collaboration with their intragroup participation.
“Social capital‖ also played an instrumental role in the General
Commission’s communications strategy. Cowan and Arsenault highlight socialcapital related projects as a form of intra-group collaborative effort concerned
with democracy and community building involving community coordinators. The
role of the General Commission is in itself a social-capital project, which works
through its established working groups, permanent units, general coordinators,
and sector coordinators. The General Commission’s standard of work was
reflective of what the scholars describe as ―community coordinators‖.
As Cowen and Arsenault point out, social-capital projects are important in
democracy building. The scholars explain that democracy building increases the
Belgium Euro Campaign
50
social and political trust, while at the same time minimizes the impact of social,
political, and ethnic conflicts. Democracy building, in this sense, resonates with
the European perspective of public relations that emphasizes the public sphere.
Taking a closer look at the role of the General Commission, democracy building
is reflected in its overarching goal, which was to engage the public sphere from
within the four working groups formed as well as through the plenary sessions.
The engagement with the public sphere led to the creation and maintenance of
widespread public trust and respect throughout the Belgian euro campaign.
Enhancing Message Absorption
Belgium’s euro initiative similarly demonstrated effective messaging
strategies. Hallahan’s (2000) M-A-O model is helpful for explaining messaging
strategies. Hallahan describes motivation, ability, and opportunity as pivotal to
effective ―message elaboration‖. Message elaboration refers to matching the
message content to the audience’s processing level. Message elaboration also
refers to the increase of in-depth message processing by reducing the noise
surrounding the message.
The COM EURO COM working group of the General Commission was
tasked with providing the citizens of Belgium with practical and easily
understandable information on the euro and its changeover process. Of
consideration are all print materials, publications, presentations, and related
Internet information coming from the General Commission. All of these products
were branded, allowing for a consistent look and feel. The brand used consisted
of the European Union flag, which is distinguished by a blue background with
Belgium Euro Campaign
yellow stars (see Figure 4.2). This image in
51
Figure 4.2. Logo used on
General Commission materials.
itself allowed publics to easily identify official
euro communications, as well as provide a
level of credibility and esteem for the
documentation elaborated by the General
Commission.
As a means of addressing the General Commission’s goal of providing the
public-at-large with easily understandable information on the euro, visuals such
as those of the euro coins and bills, were displaying using high-resolution,
colored images exemplifying their various denominations (see Figure 4.3). The
repeated use of these images were
Figure 4.3. Euro images.
displayed on Belgium’s euro website, on
brochures, and in various other forms of
print publications disseminated by the
General Commission as well as other
government agencies. These constant
representations of the euro touch upon
the three factors that form Hallahan’s motivation, ability, and opportunity (M-A-O)
model. The first factor, ―motivation‖, refers to how communicators catch an
audience’s attention. The second factor is ―ability‖, which is the ease of
understanding the message. The third factor, ―opportunity‖, refers to how the
communicator retains the audience’s attention. The General Commission
enhanced motivation in its informational materials through the attractive layout,
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52
crisp images, and use of a consistent brand. Ability was enhanced as images of
the new euro currency was displayed on the General Commission materials,
allowed the public to familiarize themselves easily with the new currency. Finally,
the length of the transition period, from 1999 to 2002, allowed the General
Commission to enhance opportunity. The informational materials distributed
throughout this period acted as continual reminders of the forthcoming
changeover and therefore increasing the level of success of the campaign.
Another messaging technique that facilitated message elaboration was the
use of cartoon caricatures. As an aspect of Belgium’s culture, the use of cartoon
caricatures in communications materials is widespread (see Figure 4.4). As a
consequence, it was natural for these animated images to be used as a means of
motivating publics to educate themselves on the
Figure 4.4. Caricature example.
euro no matter the demographics of the
audience. In other respects, the General
Commission took careful consideration of ways
to reach specific target audiences as it sought to
maximize the impact of its communications. As
an example, children were targeted through their
schools with especially developed pedagogic materials for teachers to use in
their classes. The use of the pedagogic material in class allowed for the
reduction in message distractions and control of the exposure time of the
message. As a result, opportunity was enhanced. Additionally, the use of
teachers allowed students to learn about the euro easily—thus enhancing ability.
Belgium Euro Campaign
53
Motivation was enhanced with the use of colorful materials as well as the use of
videos in class.
The General Commission took particular interest in vulnerable publics.
These were publics that included senior citizens, the physically handicapped, and
those who simply felt uncomfortable with learning about the euro. As a means of
addressing this public, fun and practical approaches were used. The fun aspects
included the development of games which could be played in the comfort of ones
own home. One of the games was entitled ―Domineuro‖ (see Figure 4.5), which
enabled the players to go around a game board and learn and see the euro
equivalents to the Belgian franc. The game enhanced motivation by integrating a
fun aspect to learning about the euro.
The entertaining aspect of the game
also increased the players’ ability to
learn and understand the euro. The
time it took to play the game, plus the
environment in which the game was
played was a means of enhancing
opportunity.
Another messaging technique
used to reach the vulnerable publics
was through animators. Animators
could be contracted to play out
amusing skits within a group setting,
Figure 4.5. Domineuro.
Belgium Euro Campaign
54
such as in retirement homes allowing for a fun and safe way to educate these
publics on the new currency. Referencing back to the M-A-O model, these skits
enhanced vulnerable publics’ motivation through the use of drama, stories and
humor. The skits also provided these publics with the ability to learn about the
euro with ease as thematic stories were played out that resonated with them.
The concept of having these skits played out at retirement homes, as an
example, allowed for a captive audience, thus enhanced the opportunity to work
within an environment that could be controlled.
The more practical approach implemented by the General Commission to
reach these vulnerable publics was with the widespread distribution of some
600,000 calculators adapted for this public with distinctive features in mind. The
features included a wide keys and a wide legible display screen. Again,
motivation was increased with the availability of the calculators. Ability was
increased with the calculator features—wide display and wide keys. The
continual use of the calculator to convert Belgian francs to euros increased
opportunity.
Businesses accounted for another means of educating the public on the
euro. Businesses were motivated to purchase the
Euro Minikits as Christmas presents in the place of
Belgian chocolates for their employees, with the
added incentive of being tax free (see Figure 4.6).
These Euro Minikits presents were in turn a
means of allowing employees to physically touch
Figure 4.6. Euro Mini Kit.
Belgium Euro Campaign
55
and learn first-hand about the new euro coins—thus enhancing ability. The ease
of ordering and choice of have the Euro Minikits delivered to the businesses
themselves, enhanced opportunity.
The Euro Minikits were also made available to the public-at-large, easily
accessible in post offices and banks. Motivation was enhanced by the mere fact
that sample euro coins could be accessed, easing familiarity with the coins.
Ability was enhanced by being able to physically touch and feel the coins. The
availability of the Euro Minikits in places frequented regularly by the general
public was an example of how opportunity was enhanced.
Overall Assessment
In conclusion, the General Commission for the Euro achieved its principle
objective—to coordinate the harmonious introduction of the euro with the various
sectors of the Belgian economy through the use of simple and consistent
messaging. The scholars Verčič et al.’s (2000) efforts to contextualize the public
relations role within the European environment were validated within the General
Commission for the Euro’s operating framework. Furthermore, the relevance of
relationship management theory and its bearing on the strategies implemented
by the General Commission was be examined using scholarly studies by Van
Ruler (2004), Lendingham and Bruning (1998); and Bruning et al. (2008). A
review of the concept of collaboration and its linkages to the General
Commission’s modus operandi throughout the euro campaign was explored
through the scholars Cowan and Arsenault (2008). Finally, Hallahan’s (2000)
motivation, ability, and opportunity model (M-A-O) was used to analyze the
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56
various products developed through the collaborative efforts of the four working
groups within the General Commissions, and their intrinsic contribution to the
successful euro campaign in Belgium.
The General Commission conducted itself with the modesty and grace to
stimulate an environment for relationship building and collaboration amongst all
interested public and private parties. The General Commission, and by
extension the Belgium government, exemplified the qualities which distinguishes
effective leadership and creation of an environment tolerant of change.
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Chapter V – Conclusion
The formation of the European Union (EU) has brought with it the creation
of a single European Monetary Union (EMU) as a means of supporting the
economic integration of Member State economies and encouraging Community
unity. This monetary union, whose currency is based on the euro, allows EU
Member States with the opportunity to accede towards euro adoption and
replace their national currency.
As the euro increasingly gains momentum in today’s economy and the European
Union continues to expand its borders to include additional Member States, the
temptation to inquire how and what the EU has done right is hard to ignore. As in
any other trend or idea of the moment, popularity draws people’s attention and
entices them to want to be a part of the action. Similarly, more and more
European states will inevitable want to become part of the EU as its economy
strengthens and its popularity increases.
Taking these factors into consideration, this case study took a close look
at the euro campaign carried out in Belgium. Belgium was one of the original
Member States to implement the euro within its national boundaries, setting a
precedent for other Member States to study and learn from. The replacement of
a nation’s currency—a symbol of national identity and pride—for another is not
an easy task and it requires the implementation of a significant behavioral
change process. Understanding how public relations interceded in this change
effort and the strategic choices made by the Belgium government to reach its
relevant publics became a topic of central importance in this study.
Belgium Euro Campaign
58
The end result of Belgium’s euro campaign was a huge success. The
elements central to this achievement rested in the commitment by the Belgium
government to ensure the participation of all relevant sectors within its economy
in the decision-making process. The government’s reliance on relationship
management and collaboration were the core elements embedded throughout
Belgium’s euro campaign and stood to exemplify its commitment to its publics.
This study revealed that in Europe, public relations is perceived differently
than in the U.S. In Europe, there is substantial importance placed on public
opinion, dating back to the fall of monarchic rule. In fact, publics are seen as
taking on a political role in any decision-making affecting its national boundaries.
Consequently, in Belgium’s case, the idea of reaching and gaining buy-in from
relevant members within their public sphere became the primary focal point
contributing to the success of its campaign. The desire to construct its public
sphere was mainly driven through relationship management. The organizational
structure of the authoritative body commissioned by the Belgium government to
introducing the euro into the economy was a reaffirmation of its genuine desire
towards inclusiveness. The authoritative body, known as the General
Commission, essentially integrated content experts from various public and
private organizations and institutions, enabling the government to benefit from
their expertise as well as allow them to become active participants in the
changeover to the euro—emphasizing collaboration. In turn, the participation of
these content experts implicitly influenced the perceptions of those publics within
their reach.
Belgium Euro Campaign
59
The bottom line is that the Belgium government used relationship
management as a driving principle within its campaign. The results from the
relationships built led to effective collaboration across intra-government agencies
and private organizations and institutions throughout Belgium, thus positively
affecting the outcomes of the euro campaign.
The study adds noteworthy value to the ongoing debate amongst public
relations scholars and practitioners on the significance of relationship
management as one of the core components within the public relations definition.
Additionally, the collaborative behavior within the partnerships developed is an
added element for consideration as effective relationships are built. The euro
campaign in Belgium would not have been a success if it had not been for the
intra-governmental and private sector relationships woven deliberately into the
working groups structured by the government. The essential components that
contributed to Belgium’s successful euro campaign were the nurtured
relationships and collaboration amongst those partnerships. The creative
thinking encouraged within these relationships led to the implementation of
targeted campaign tactics, ensuring that all publics—young, vulnerable,
business, ministerial employees, etc.—were effectively targeted. In fact, the
success of the euro campaign is not only the achievement of the Belgium
government. It is the achievement of every single person involved in one way or
another in the implementation process. Everyone is a winner. This is the power
of relationships. The motivation and sense of empowerment that come with a
genuine environment of collaboration, helps to make change easier. The
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60
government’s goal was to obtain a harmonious changeover process through
collaborative efforts amongst relevant publics—which they accomplished.
Relationship management together with collaboration were a means towards
achieving the harmonious end sought by the Belgium government.
Future research should be carried out to further support these findings. A
comparison study of other euro campaigns can be carried out using the Belgium
case as a baseline, thus determining the relevance of relationship management
within the European setting.
The debate on whether or not relationship management should be a factor
for consideration in the definition of public relations is a puzzling. The
mainstream definition in the U.S. incorporates mutual agreement amongst the
organization and its publics as one of its principles. However, to gain mutual
agreement a relationship needs to be established if a level of trust is to be
developed. Is the debate a question about explicitly using the term relationship
management within the definition?
Furthermore, it is no mystery that the world we live in today has become
more global. As a consequence, organizations have expanded their reach to
international markets, thus requiring the need to adapt to the different
environments in which they are located. This adaptation requires a level of
communication that is fitting to their host country. In effect, it does not make
sense for the mainstream definition of public relations to continue to remain U.S.
centric. The conventional public relations definition emphasizes the need for
mutual agreement and an understanding of relevant publics. Ironically, this is not
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the practice implemented in the field when it comes to defining its global role. If
public relations is truly seeking to obtain relevance within its operational realm,
then there needs to be a concerted effort in place to define the public relations
role universally. This needs to be led by a collaborative effort amongst public
relations professionals internationally if advancement within a global setting is
desired. Practicing what is preached is essential towards meeting this goal.
Belgium Euro Campaign
62
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