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PRA435 - Campaign Design in Communication

PRA435 - Campaign Design in Communication. Step 1 . Situational analysis. Step 2 . Identifying the stakeholders and target audiences. Step 3 . Setting goals and objectives. Steps in Designing Communication Campaign. Step 4 . Strategic decision-making.

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PRA435 - Campaign Design in Communication

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  1. PRA435 - Campaign Design in Communication

  2. Step 1. Situational analysis Step 2. Identifying the stakeholders and target audiences Step 3. Setting goals and objectives Steps in DesigningCommunication Campaign Step 4. Strategic decision-making Step 5. Operational decision-making Step 6. Setting the budget Step 7. Implemantation Step 8. Campaign evaluation.

  3. Strategy General means by which objectives are intended to be achieved Setting the overall direction that the communications will take

  4. Strategy • The heart of planning • Effectivecommunicationinvolvesdeeds as well as words. • Proactive Strategies • Reactive Strategies

  5. Proactive Strategies • Initiated bytheorganization. • Can be themosteffective strategies. • Includebothactionandcommunication. • Proactive action strategies • Proactive communication strategies

  6. Proactive Strategies • Proactive Communication Strategies • Publicity • Newsworthyinformation • Transparentcommunication • Proactive Action Strategies • Organizationalperformance • Audienceparticipation • Special events • Alliancesandcoalitions • Sponsorships

  7. Organizational Performance • Can communication promote the good name of an organization that doesn't give good performance? • Exploiting child laborers • Cosmetics tested on animals • Safety, pollution • Adaptation • Example: dental office wanting to attract working people

  8. Audience Participation • Tactics that bring members of your publics into direct contact with the products or services • For examples: police departments, cosmetic companies and health clubs. • Generating feedback: tactics as toll-free phone numbers, interactive Web sites, consumer complaints hotline.

  9. Special Events • Also for generating audience participation. • Consists of staged activities (pseudo-events). • Need to be legitimate? • Publicity stunt • http://www.taylorherring.com/blog/index.php/2009/01/50-top-publicity-stunts • How to distinguish a legitimate special event from a publicity stunt, ask yourself: • Even if the news media don't report this activity, would it still be worthwhile?

  10. Alliances and Coalitions • Two ormoreorganizationsjointogether in a commonpurpose. • Differencebetweenthetwo. • Cooperationaround a singleandoftennarrowissue. • Historytheme park in Izmir by Izmir Chamber of Commerce? • Beneficialalliancebetween an organizationandopinionleaders • A campaigntoreduce AIDS andothersexuallytransmitteddiseases • Targetingbartenders as opinionleaders

  11. Sponsorships • Gaining visibilityandrespectamongkeypublics. • Communityrelations • Eitherproviding a program directlyorprovidingthefinancial, personnelorotherresources. • Logical link betweentheactivitybeingsponsoredandthepurpose of organization • An engineeringfaculty? • Bookstore?

  12. Sponsorships • More intensive relationships between the organization and its publics. • Gay Games in New York City • Miller Brewing Company as corporate sponsor • "The word is out there that there's a substantial gay and lesbian market" Harold Levine, marketing director for the games

  13. Proactive Communication Strategies • PUBLICITY • Third-party endorsement • A research: journalism is moving away from simply reporting events • 1960 and today. • Lesson for PR practitioners? • Negative publicity, Motorola stock • Negative publicity is sometimes beneficial:Mel Gibson's The Passion of the Christ • Present newsworthy info with a visual dimension

  14. Newsworthy Information • Analyze the relationship among three things to establish newsworthiness: • (1) your organization's activities and messages • (2) the media agenda • (3) the interests of a key public

  15. Transparent Communication • Helps publics understand the organization and support its actions. • Publics are aware of facts but not reasons behind those facts. • “Just trust us" mentality is outdated. • A plane crash • Confused and only partly informed publics • Employee and financial relations

  16. Reactive Communication Strategies • Reactive mode when accusations or other criticisms have been made. • Outside forces • Gaining public understanding, restoring reputation, and rebuilding trust and support. • The field of crisis communication management

  17. Strategic Decision-making Situational Analysis where are we now... Setting Objectives where do we want to go?... Developing Strategy & Tactics How do we get there?...

  18. Tactics Are the details of strategy…A detailed plan of all the communicationschannels you will use and all the communications tools you will use. In other words, carefully consider how you will communicate with your market. The tactics in communication plan list what happens, when, and for how much

  19. Strategy & Tactics One way of thinking about the use of objectives, strategies and tactics is to think about how they can be used to move audiences along the hierarchy of effects. This is the way in which people move from initially being unaware of the brand being promoted to becoming aware, then interested and finally being encouraged to take action (eg purchase and use). There are different ways of describing the hierarchy, the simplest is the AIDA model.

  20. Action Desire Interest Awareness Strategy & Tactics Hierarchy of Effects AIDA

  21. Example of Strategy Tupperware marcom strategy • ...a multimillion dollar direct response campaign... • the company maintained its personal selling approach but modified its party format to accommodate the increasing limitations for working women... • installed a toll-free number to link customers to a local dealer... • catalogues were originally available only for dealers, hosts, hostesses, they were made accessible to everyone and reached 30 million people.

  22. Example of Strategy? ETC human resource company’s IMC strategy A client relationship strategy focusing on a few key sectors (industry, health, local government and financial services) instead of the previous machine gun (broad adevrtising) approach. Direct mailings, seminar events aimed at key opinion formers developed through targeted mailings create a tightly focused database for future presentations and high value mailings.

  23. Example of Strategy Renault IMC strategy Position Renault as the most customer-focused car company in Turkey. Car buyers are happy with cars but unhappy with dealers. Renault must own customer service. This differentiates Renault . Stage1: Build corporate credibility through TV and motoring press Stage2: Develop Renault dialogue, collecting information about likes and dislikes about car ownership. Stage3: Launch brand. This necessitates integration throughout the marketing communications and operational implementation. Advertising will build brand awareness and direct people into Renault’s telemarketing database. The complex mix includes retail design, interactive point of sale, sales promotion, direct marketing, database construction and management, PR and advertising.

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