IC plan the lab saigon - Tài liệu tham khảo | Đại học Hoa Sen

FACULTY OF HUMANITY AND SOCIAL SCIENCES 
Course: ANH318DE02 – INTERNAL COMMUNICATION FINAL REPORT
INTERNAL COMMUNICATION PLAN THE LAB SAIGON
Lecturer: Mr. John Basihan Bayarong
Students’ Name: Lê Thị Phương Lan – 2160407
Submission date: ..........................................................................................
FACULTY OF HUMANITY AND SOCIAL SCIENCES 
Course: ANH318DE02 – INTERNAL COMMUNICATION FINAL REPORT
INTERNAL COMMUNICATION PLAN THE LAB SAIGON
Lecturer: Mr. John Basihan Bayarong
Students’ Name: Lê Thị Phương Lan – 2160407
Submission date: .......................................................................................... TABLE OF CONTENTS
1. EXECUTIVE SUMMARY ....................................................................................... 1
2. BACKGROUND OF THE ORGANIZATION ........................................................ 2
3. VISION, MISSION AND GOALS ........................................................................... 3
4. ORGANIZATIONAL STRUCTURE ...................................................................... 4
5. OBJECTIVES OF THE PLAN ................................................................................. 5
6. KEY MESSAGES OF THE ORGANIZATION ...................................................... 6
7. AUDIENCES ............................................................................................................ 7
8. INTERNAL COMMUNICATION TOOLS ............................................................. 8
8.1. Existing communication tools ............................................................................ 8
8.2. New communication tools ................................................................................ 10
9. IMPLEMENTATION PLAN AND TIMELINE .................................................... 12
9.1. Plan and timeline .............................................................................................. 12
9.2. Budget plan ....................................................................................................... 14
10. MONITORING AND EVALUATION ............................................................... 16
10.1. Feedforward monitoring ................................................................................ 16
10.2. Concurring monitoring .................................................................................. 16
10.3. Feedback monitoring ..................................................................................... 16
REFERENCES .............................................................................................................. 17
1. EXECUTIVE SUMMARY
The Lab Saigon, a design agency based in Ho Chi Minh City, was founded by
creative director Tuan Le. The company designs and runs many independent businesses
in Ho Chi Minh city. The Lab Saigon is the creative minds behind numerous popular
domestic brands such as WORK Saigon, Work Cafe, Bunker and other projects. In
addition, the organization also helps to shape the design styles of several local and international brands.
The Lab Saigon is a small-scale company with over 20 full-time employees
working at the headquarter of The Lab Saigon in District 1 (Ho Chi Minh City) and
more than 30 part time employees dispersed by projects. The communication taking
place in the main office is mainly cost saving. The company have utilized a variety of
channels from direct interaction to electronic and printed platforms to foster the
company networks. For example, face-to-face (meeting, leader visits, events),
Workplace, Email, Moodboard, Company’s brochure, Google Drive.
Despite the bonded contract workers, The Lab Saigon is running a lot of design
projects and food and beverage stores with the participation of more than 30 part-time
staffs, which propels a need to build strong connection for all of the employees
regardless of being full-time or part-time. Currently, The Lab has no internal
communication team or human resources department. As such, the employees’
engagement index is not measured to evaluate if the communication activities within the
company are effective or not. Owing to this, this report aims to craft an internal
communication plan for The Lab Saigon to bolster their employees’ involvement and increase its productivity. 1
2. BACKGROUND OF THE ORGANIZATION
In 2014, Tuan Le, a man full of creative ideas from his memorable childhood
in the States, started up a company that provides designing services and operates
restaurant and accommodation projects. One of the company’s most salient projects is
“Nest by AIA” at Bitexco Tower in Saigon in 2015. One year later, “Nest by AIA”
marked its success with another grand opening at Vincom Tower in Hanoi. This coffee
shop designed by the Lab Saigon based on the request of AIA Insurance is among the
Lab’s biggest plans in terms of budget and efficiency. Apart from “Nest by AIA”, The
Lab Saigon is also the designer of “Ba Lá Trà” a chain of tea shops with unique
atmosphere. Besides, The Lab also runs independently many other projects with
innovative ideas, namely, WORK Saigon, Blank Bar Saigon and Hanoi and Bunker Bed
Breakfast Bar. During its development momentum, the Lab has created different styles
of interior design. For instance, WORK Saigon, one of the very first project of The Lab
when the leaders first dabbled into the food and beverage industry, impresses its
customers with the concept of a coffee shop with coworking space. Or Bunker Breakfast
and Bed, a small restaurant and homestay inspired by Tuan Le’s formative years circa
early 90s in Chinatown, Los Angeles. The Lab Saigon not only supplies design services
and does business in food and beverage field, but it also stepped into the fashion and
furniture domain with Label Concept Store. There are a variety of product lines, from
prototype, unique to collaborative models in this brand. Label Concept Store challenges
popular product with mass-produced designs and questions the craft industry. The brand
is special because it allows users to label any product in order to transform the interior
space to suit their purpose. Moreover, the Lab Saigon has deals with oversea customers
as well, for instance, Los Angeles and Hong Kong. The company provides designing
ideas to advertising agencies that are outsourcing. 2
3. VISION, MISSION AND GOALS
The Lab Saigon aims to be one of the most trustworthy designing agencies that
first comes to customers’ mind when they look for creative ideas. The Lab understands
and applies the structure of reinvestment. The Lab do not bid for projects. When
consulting clients and advising them about design options, the staffs are very confident
because they created the designs by their own money. After producing about 80% of the
ideas, they will introduce it to customers.
Its mission is to wow clients every time they use The Lab’s service with its
amazing designs and architecture. For their own stores, The Lab wants to let its
customers try their food, drinks, cakes and even clothes in the most special ways that
fill them with unforgettable memories.
Beside the business objectives, The Lab Saigon also has its own goals for
internal communication which are measured based on the SMART (Specific,
Measurable, Achievable, Relevant, Timebound) template (Grossman, 2018). The
objective details are as follows:
- By the end of 2019, the company’s employees’ engagement index will be
measured and raised up to 60%.
- Until June, the company employees’ productivity will increase by 10%.
- At the end of 2019, job satisfaction increases to 75 points. 3
4. ORGANIZATIONAL STRUCTURE Creative Directors Accounting General Accountants Department Managers Food & Beverage Projects Manager managers Store Managers Designers Staffs Producers 4
5. OBJECTIVES OF THE PLAN
To match with the organizational outcomes, this internal communication plan
focuses on the communication objectives mentioned below:
- Objective 1: To build connections among the core staff and coordinators so
that the Lab can reduce absenteeism and facilitate employees’ engagement
by ensuring that every employee is heard and appreciated via an anonymous platform.
- Objective 2: To foster productivity so that the company can achieve better
safety and quality performance by identifying workers’ needs through
surveys and provide them with in time soft skills training (problem solving,
planning, customer communication, manner and etiquette) and help them
understand their goals and roles.
- Objective 3: To cultivate company’s culture so that the company becomes
a cohesive group by making all employees feel connected and belonged
with a shared company calendar. 5
6. KEY MESSAGES OF THE ORGANIZATION
The messages the company wants to send to its employees are summed up in the table below. Purpose What the What the What the What the
company wants company wants company wants company wants its workers to its workers to its workers to its workers to KNOW THINK FEEL DO Foster
No matter what Employees can The Lap hopes Employees are employees’
their position in think of The its employees encouraged to engagement the company is, Lab as their feel secure and share their they can second home comfortable stories and always raise and colleagues within the problems to their voice and are the family company and others. their stories members. If around their will be heard. workers look colleagues. for advices from all aspect of life, the Lab is here for them. Increase The Lab The company Its employees Employees are productivity always works wants its will feel expected to on trust and the employees to motivated and thrive for their managers will think that committed. best, devote provide all the employees at their time, information the Lab are not make great needed to equip only earning effort, keep its employees money, but good self- with necessary they are also discipline and skills. learning new head to a stuffs every successful day. future. Nurture Everyone in the The Lab will The Lab wants The Lab’s company’s Lab care for make its its employees employees culture each other from employees to feel should care for every little think that they belonged and others, thing, every are a part of a loved. maintain good milestone in family, not just relationship their lives a company. and have a positive attitude towards others. 6 7. AUDIENCES Audiences Age Personalities Mindset Directors 25 to 35 Responsible, Competing in a dynamic domain and years old innovative and
like Design, the Lab Saigon aims Managers visionary leaders
to create things they understand Supportive team enough but also surprising builders enough.
Leaders in the Lab Saigon respect the difference and target to
expand their employees’ limits. Designers 20 to 30 Creative
They are internet savvy, but they and years old facilitators and
are also designers who prefers Producers hard-driving
visual appeal. They are working workers in the designing realm, which
facilitates their sense of art. Part time 18 to 25 Active and
They are millennials with modern staffs years old energetic point of views about various collaborators aspects in life.
Part time staffs of the company are very well-adapted to the company culture.
With a general understanding of the audiences, hence, the internal
communication plan will focus on applying technology to render it user-friendly while
embedding artistry details and decorations to ensure it attract the audiences and meet their purposes. 7