Реторика и комуникация в обществото, медиите и бизнеса

Rhetoric and Communication in Society, Media and Business

DOI 10.55206/WTLP6202

 

Daniel Vasilev

University of Economics – Varna

E-mail: daniel.vasilev@ue-varna.bg

Abstract: The modern business environment is characterized by dynamic changes and digital transformation. Therefore, internal strategic communication plays a crucial role in the successful implementation of changes and transformations. With the increasing complexity of organizations and the growing diversity of employees, the traditional centralized approach with one type of message for all is no longer effective. The hypothesis is that target audience analysis within change management offers different approaches to communication that can transform organizations. The methodology includes several methods. The methods of analy­sis and synthesis are used, which are relevant in view of the theoretical overview and presentation of a model that can be implemented in a modern business environ­ment. The descriptive method is applied in deriving the stages for imple­menting organizational change and achieving proper segmentation of inter­nal audiences in a business environment. The aim is to explain how stake­holder iden­ti­fication and audience segmentation can be used in John Kotter’s organiza­tional change model to influence employee engagement, reduce resistance to change, and improve effectiveness. The stages are described with a view to using this model and achieving practical results in business organizations.  Attention is paid to business communication as an essential element in the successful imple­men­ta­tion of employee management, motivation, and adaptation in a changing dynamic business environment.

Keywords: internal strategic communications, organizational change manage­ment, target audience analysis, stakeholder analysis, employee engagement.

Introduction of the scientific problem

Communication within the organizations has always been important. It is considered fundamental for each company as there is a relationship between the communication strategy and the organizational performance. [1] In addition to that, new technologies and digitalization, post-COVID trends of having hybrid and remote workers, as well as digital nomads, is now becoming the “new normal” in more industries. [2] Communication becomes difficult for employees as the interpersonal exchanges are limited. [3] Managers in business organiza­tions are concerned about this fact, as for most of them (85.1%) communication is crucial to be able to achieve the business goals. [4]

If in the past we had more homogeneous employees (or audience), now we are having different categories even in small companies. Because of that we can no longer use messages, “tailored” to suit employees altogether. It is important to use communication as a strategic tool to motivate the employees, to influence their behavior in order to reach the organizational goals and efficiency. [5]

One of the issues that businesses have is that communication is not used as a strategic tool. According to PwC most of the organizational change projects fail because of poor communication [6]. As a result, nowadays we often see issues like conflicting messages from the management, lack of information on a timely matter, and lack of clear expectations about the organizational goals. Apart from the general step backs of lack of communication, companies cannot reach their goals, because they are skipping the crucial step of target audience analysis when planning organizational change. That leads to poor employee engagement in the assigned projects. As a result, employees become resistant to change, which obstructs the organizational goals. [7]

The aim of this article is to propose how target audience analysis can be used within John Kotter’s model of change management as well as to indicate key organizational change stakeholders.

The methodology used is theoretical analysis, analysis of good business practices and synthesis.

 

Internal strategic communications and John Kotter’s organizational change framework

Internal communication is crucial to business. [8] Nowadays it is even more important because most organizations operate in very complex business environ­ments. Today we are experiencing major digital transformations, more multi­cultural teams, due to the globalization processes and many remote workers. [9] All of that makes organizations face new challenges. Taking in consideration the specifics of the modern environment, internal communication cannot be opera­tional – it must be strategic and linked to the organizational goals within the change process. The framework created by John Kotter gives insights into how communication can be used to support organizational change. It is important to say that there are many different organizational change models – McKinsey 7-s framework, Lewin’s 3 step model, Adkar model etc., however in Kotter’s com­munication is indicated as a crucial and separate step which leads to organiza­tional change.

John Kotter created an eight-step model that can be used in change mana­gement within organizations. They are (1) Creating a sense of urgency, (2) Form a powerful coalition, (3) Create a vision for change, (4) Communicate, (5) Em­power action, (6) Create quick wins, (7) Build on change, (8) Make it stick. [10]

The very first step – creating a sense of urgency – is associated mainly with communication. Without this, change will not be possible. [11] The reason is that employees should be able to understand the reason the change is necessary. In case the management sends messages, without considering specific groups, the message itself can be ineffective. The reason for that is different employees have different points of interest. For example, the top management might be interested in financial figures, while operation workers might be interested in different aspects of the change, like job security or how those changes affect the work-life balance. This demonstrates the importance of the analysis of the target audience. The organization is consisted of many groups which have different needs and thus, they need different explanations to be able to understand the need of change. [12]

The second stage – forming a powerful coalition requires the use of stra­tegic communication. That coalition should generally include key managerial fi­gures within the organization. According to recent research the role of middle managers is crucial for organizational change initiatives as they can transform the strategy to operational activities and work towards the goals. [13]

In stages three and four (develop and communicate the vision) the orga­nizations need to apply communication styles, that are more than sending emails or newsletters. To be efficient and effective, communication should be consistent, repeated and disseminated throughout different channels. [14] Taking in con­sidera­tion remote workers, it is beneficial to consider video messages from the leaders, the use of internal social platforms and the intranet. According to Media richness theory, emotionally sensitive topics, such as organizational change, should be communicated though richer channels – face-to-face or video communication. [15]

In the fifth step of Kotter’s model (to empower the employees to act), the use of two-way communication is needed. Very often employees resist organiza­tional change, as they have feelings of uncertainty due to lack of information. To resolve this, strategic internal communication should provide crystal-clear an­swers to their questions and provide opportunities for open dialogue. Using target audience analysis, management can identify specific groups of employees that are resistant to the change and prepare in advance additional communication activities, such as training and workshops. [16]

In the last stages of creating short-term wins, consolidation of change and the maintaining of the new behavior, communication is crucial. At this point, sharing stories for success, official recognition of employees within the orga­nization and storytelling techniques can help employees see positive results. With time, with the help of communication, new behaviors and values will be in­tegrated in the organizational culture. [17]

Kotter’s theory gives structure and insights on how to manage change. This process relies strongly on strategic communication planning and implementation. The internal strategic communication, when used after target audience analysis, shall be integrated in each step of the process. Communication should be seen not as secondary activity, but as core function when considering organizational change.

Key stakeholders and Target audience analysis for organizational change

To be able to integrate successfully organizational change, first it is necessary to identify which are the key stakeholders. Those are the individuals or groups that can influence the change. According to the stakeholder theory, stakeholders are groups of people who have interest in the organization’s acti­vities and outcomes. [18]

Key stakeholders differ in each organization. Because of that thoughtful analysis should be done before launching the internal communication campaign. Apart from that, there are several most common key stakeholders, who can be considered. They include employees, management, business owner, customers, suppliers, society, government and creditors. Putting an emphasis on internal communication, the key stakeholders include employees (and subcontractors), management and owners. To be more specific, the group of employees and the managers can be further segmented into levels, such as strategic, tactical and operational. It is important to note that each of the listed groups have different interests, expectations and power. Each group is also influenced by the change to a different extent. Because of that it is important to create target audience analysis to be able to plan better the strategic internal communication.

The key concept within the target audience analysis is that while there are numerous employees, they have some shared characteristics in certain groups. [19]

To support the efficiency of the internal strategic communications within Kotter’s framework, the author proposes a target audience analysis methodology, consisting of five stages:

1. Stakeholder identification: as stated above it is crucial to identify the stakeholders as the message needs to be designed in order to reach and motivate each group. At this stage it is important to identify the groups that are influenced by and can influence the change. An easy way to do it is by using the Power/Interest matrix, developed by Colin Eden and Fran Ackermann.

*Source [20]

Fig. 1: Colin Eden and Fran Ackermann Power/Interest Matrix

 

This method is widely used in project management. By grouping stake­holders in four major categories, the management can make priorities and be efficient in internal strategic communications.

2. Internal audience segmentation: After the identification of key stake­holders, the managers should segment the audiences. Segmentation is a marketing tool, used to target the product to specific groups of people. Due to segmentation, we can understand the needs and wants of each segment. [21] In the organizational context the following can be con­sidered – hierarchy level, function, location, rigidity, communication preferences. It is recommended to use attitude-based segmentation, when aiming for organizational change. [22]
3. Data collection: It is important to be able to make data-driven decisions, when aiming for reliable audience analysis. [23] To generate such, one can use different qualitive and quantitative methods. The management can rely on internal employee surveys, which measure attitudes and performance of separate employees and their team, conduct focus groups and interviews. The combination of those methods will help management have more reliable information, which leads to a better communication design.
4. Profiling of the audience: Based on the previous steps, the management can create average personas of each group. The personas are simplified by the average image of the employee groups. Profiles might be helpful for the managers to create more effective messages.
5. Alignment of the communication strategy: At this point the management should align the organizational goal, with the communication strategy and the target audience. At this step is selected the appropriate channel of communication, the message is adjust to the specific target groups, decide on feedback mechanism and agree on KPI for the internal stra­tegic communication campaign. [24]

The identification of key stakeholders and segmenting the target audience are fundamental for the organizational change. In absence of structural analysis, the messages might be ineffective, which is an obstacle for reaching organizational goals. By the integration of stakeholder analysis, segmentation, data collection and persona development, altogether with the strategic alignment, the organiza­tion can develop data-driven internal communication strategy.

Conclusion

Effective organizational change cannot be achieved without strategic internal communication. The systematic stakeholder identification and the target audience analysis are two crucial steps in securing effective change. With the integration of segmentation methods, stakeholders mapping, data collection and integration of Kotter’s organizational change framework, companies can improve communication, secure employee engagement, and reduce resistance to change. When considering such strategic initiatives, communication should be treated as primary, not supportive management function.

The stages for applying the model in practice and methodology are described, and the conclusion is drawn that a comprehensive approach is needed, involving the segmentation of audiences in the business organization and the creation of a profile, as well as the application and implementation of strategic communication in a relevant and effective manner. Another conclusion is that employee management is invariably linked to their motivation in a changing dynamic business environment as a result of technological changes, crises, competition, the labor market, and other factors.

References and Notes

[1] Nur Yasmeen Zulkeifli, M. H. (2023). Communication as a Strategy in Enhancing an Organization Performance. International Journal of Academic Research in Business and Social Sciences, 2228–2235. doi:10.6007/IJARBSS/v13-i10/19123.

[2] Islam, R. (2024). Trends in Remote Work: A Post-Pandemic Analysis. Dhaka: University of Dhaka. doi:10.13140/RG.2.2.17904.26881.

[3] Sandra Aguillon, J. C.-G. (2024). How Remote Work Changes Communication in Organizations. How Remote Work Changes Communication in Organizations, 173–185. doi:10.21818/001c.126836.

[4] Cvetković, F. (2024). The Role of Communication in the Management Process. Science International Journal, 115–119. doi:https://doi.org/10.35120/SCIENCE J0301115G.

[5] Pirjol, F. (2017). The Role Of Internal Communication On The Efficiency Of The Activity In An Organization. Business excellence and management, 27–45.

[6] Parlitz, T. (2023). Are large-scale transformation initiatives doomed by default? In M. Lahman, Portfolio and Program Management (pp. 3–12). Zürich: PwC.

[7] Neale J. Slack, G. S. (2014). Impact of change communication on resistance to change and change readiness-case of Fiji. International Conference on Emerging Trends and Issues in Management and Public Administration in the South Pacific Region and Beyond, 1–16.

[8] Jakubiec, M. (2019). The importance of internal communication for management of an organisation. Scientific Papers of Silesian University of Technology Organization and Management Series, 47–62. doi:10.29119/1641-3466.2019.134.4.

[9] Sascha Kraus, S. D. (2022). Digital transformation in business and management research: An overview of the current status quo. International Journal of Information Management. doi:https://doi.org/10.1016/j.ijinfomgt.2021.102466.

[10] Kotter, J. (1996). Leading Change. Boston: Business School Press.

[11] Carreno, A. M. (2024). An Analytical Review of John Kotter’s Change Leadership Framework: A Modern Approach to Sustainable Organizational Transformation. In Institute for Change Leadership and Business Transformation. doi:10.2139/ssrn. 5044428.

[12] Semegine, E. T. (2012). Organizational internal communication as a means of improving efficiency. European Scientific Journal, 86–96.

[13] Shamima, N. (2025). Role of Middle Managers in Strategic Organizational Changes: A Conceptual Review. Archives of Business Research, 01–10.

[14] Emanoil, M. (2013). Efficient organizational communication-a key to success. Studies in Business and Economics, 186–190.

[15] Surinder Kahai, R. C. (2003). Exploring the Core Concepts of Media Richness Theory: The Impact of Cue Multiplicity and Feedback Immediacy on Decision Quality. Journal of Management Information Systems, 263–299.

[16] Jansson, M. (2021). Organizational change and its effect on employee. kokkola: centria university of applied sciences.

[17] Baum, W., Reese, H., & Powers, W. (1973). Behaviorism and Feedback Control. Science, New Series. doi:10.1126/science.181.4105.1114-a.

[18] Gutterman, A. (2023). Stakeholder Theory. In A. Gutterman, Alan Gutterman.

[19] GCS. (2023, 04 20). Segmenting your audience for internal communications. Retrieved from Goverment Communication Services: https://www.communications. gov.uk/guidance/internal-communication/segmenting-your-audience-for-internal-communications/

[20] Eden, C., & Ackermann, F. (2021). Modelling Stakeholder Dynamics for Sup­porting Group. Group Decision and Negotiation, 1–25. doi:https://doi.org/10.1007/ s10726-021-09745-y.

[21] Wind, J. (2007). Market Segmentation. In J. Wind, Market Segmentation (pp. 222–244). Publisher: Butterworth Heinemann.

[22] Puppateravanit C, S. K. (2022). Attitude-Based Segmentation of Residential Self-Selection and Travel Behavior Changes Affected by COVID-19. Future Transp., 541–566.

[23] Abbasi, M. (2025), Specifics of studying the target audience for effective allocation of advertising budgets in companies providing services, World Journal of Advanced Research and Reviews, 2025, 28(03), 2354–2359, doi: https://doi.org/10.30574/ wjarr.2025.28.3.4045.

[24] Owie, E. (2025), A review on effective communication and organizational effi­ciency: Models, barriers, and strategic alignment, Strategic Organizational Com­munica­tion for Efficiency and Performance: A Managerial Perspective with Case Insights from the Banking Sector, p. 6–27   DOI:10.70593/978-93-49910-07-2_2.

Bibliography

Abbasi, M. (2025), Specifics of studying the target audience for effective allocation of advertising budgets in companies providing services, World Journal of Advanced Research and Reviews, 2025, 28(03), 2354–2359, doi: https://doi.org/10.30574/ wjarr.2025.28.3.4045.

Baum, W., Reese, H., & Powers, W. (1973). Behaviorism and Feedback Control. Science, New Series. doi:10.1126/science.181.4105.1114-a.

Carreno, A. M. (2024). An Analytical Review of John Kotter’s Change Leadership Framework: A Modern Approach to Sustainable Organizational Transformation. In Institute for Change Leadership and Business Transformation. doi:10.2139/ ssrn.5044428.

Cvetković, F. (2024). The Role of Communication in the Management Process. Science International Journal, 115–119. doi:https://doi.org/10.35120/SCIENCEJ030111 5G.

Eden, C., & Ackermann, F. (2021). Modelling Stakeholder Dynamics for Supporting Group. Group Decision and Negotiation, 1–25. doi:https://doi.org/10.1007/ s10726-021-09745-y.

Emanoil, M. (2013). Efficient organizational communication-a key to success. Studies in Business and Economics, 186–190.

GCS. (2023, 04 20). Segmenting your audience for internal communications. Retrieved from Goverment Communication Services: https://www.communications.gov.uk/ guidance/internal-communication/segmenting-your-audience-for-internal-communications/

Gutterman, A. (2023). Stakeholder Theory. In A. Gutterman, Alan Gutterman.

Islam, R. (2024). Trends in Remote Work: A Post-Pandemic Analysis. Dhaka: University of Dhaka. doi:10.13140/RG.2.2.17904.26881.

Jakubiec, M. (2019). The importance of internal communication for management of an organisation. Scientific Papers of Silesian University of Technology Organization and Management Series, 47–62. doi:10.29119/1641-3466.2019. 134.4.

Jansson, M. (2021). Organizational change and its effect on employee. kokkola: centria university of applied sciences.

Kotter, J. (1996). Leading Change. Boston: Business School Press.

Neale J. Slack, G. S. (2014). Impact of change communication on resistance to change and change readiness-case of fiji. nternational Conference on Emerging Trends and Issues in Management and Public Administration in the South Pacific Region and Beyond, 1–16.

Nur Yasmeen Zulkeifli, M. H. (2023). Communication as a Strategy in Enhancing an Organization Performance. International Journal of Academic Research in Busi­ness and Social Sciences, 2228–2235. doi:10.6007/IJARBSS/v13-i10/19123.

Owie, E. (2025), A review on effective communication and organizational efficiency: Models, barriers, and strategic alignment, Strategic Organizational Communica­tion for Efficiency and Performance: A Managerial Perspective with Case Insights from the Banking Sector, p. 6–27   DOI:10.70593/978-93-49910-07-2_2.

Parlitz, T. (2023). Are large-scale transformation initiatives doomed by default? In M. Lahman, Portfolio and Program Management (pp. 3–12). Zürich: PwC.

Pirjol, F. (2017). The Role Of Internal Communication On The Efficiency Of The Activity In An Organization. Business excellence and management, 27–45.

Puppateravanit C, S. K. (2022). Attitude-Based Segmentation of Residential Self-Selection and Travel Behavior Changes Affected by COVID-19. Future Transp., 541–566.

Sandra Aguillon, J. C.-G. (2024). How Remote Work Changes Communication in Organizations. How Remote Work Changes Communication in Organizations, 173–185. doi:10.21818/001c.126836.

Sascha Kraus, S. D. (2022). Digital transformation in business and management research: An overview of the current status quo. International Journal of Information Management. doi:https://doi.org/10.1016/j.ijinfomgt.2021.102466.

Semegine, E. T. (2012). Organizational internal communication as a means of improving efficiency. European Scientific Journal, 86–96.

Shamima, N. (2025). Role of Middle Managers in Strategic Organizational Changes: A Conceptual Review. Archives of Business Research, 01–10.

Surinder Kahai, R. C. (2003). Exploring the Core Concepts of Media Richness Theory: The Impact of Cue Multiplicity and Feedback Immediacy on Decision Quality. Journal of Management Information Systems, 263–299.

Wind, J. (2007). Market Segmentation. In J. Wind, Market Segmentation (pp. 222–244). Publisher: Butterworth Heinemann.

Daniel Vasilev is PhD graduate in Administration and Management studies from University of Economics – Varna. Defends dissertation on the topic “Generation Z’s organizational commitment management in the Fast fashion industry”. His research and scientific interests are in the sphere of business communications, organizational be­havior and cultural specifics in Generation Z’s behavior. He works as a Human Re­sources Director in fast-growing international company. E-mail: daniel.vasilev@ue-varna.bg 

 

Manuscript was submitted: 10.02.2026.

Double Blind Peer Reviews: from 20.02.2026 till 21.03.2026.

Accepted: 21.03.2025.

Брой 67 на сп. „Реторика и комуникации“ (април 2026 г.) се издава с финансова­та помощ на Фонд научни изследвания, договор № КП-06-НП7/23 от 08 декември 2025 г.

Issue 67 of the Rhetoric and Communications Journal (April 2026) is published with the financial support of the Scientific Research Fund, Contract No. KP-06-NP7/23 of December 08, 2025.