PR is usually seen as a sling shot approach to generating more awareness and ultimately more sales (or customers)…and the measurement tool used is usually based on how many media hits or feature story placements are secured. Without an effective PR strategy the brand is at the mercy of the public, and that’s the worst position to be in. The starting point to developing a formal PR plan is to first understand how it integrates into the marketing communications plan. Besides press releases, which are often misused or overused anyway, there are additional tools to distribute key news and core messages. Submitting the organization for industry awards and roundups helps to extend credibility from among peers. Ashlee, as a fellow PR professional, you’re already well aware of the misconceptions about what exactly PR is. My question is, how can someone hire a PR professional to help build their business and brand? The misconception is that PR will solve all your problems when the truth is that it’s just another tool in the integrated marketing communications landscape. The Brigham Young University Chapter of the Public Relations Student Society of America was in need of an enrollment boost. LinkedIn emplea cookies para mejorar la funcionalidad y el rendimiento de nuestro sitio web, asi como para ofrecer publicidad relevante. 2009 is remembered as a sobering year for individuals, governments and organisations as the Global Financial Crisis unravelled the world’s economic stability. This submission details how a services organisation facing the reality of job losses used communication during turbulent times to engage, assist, support and reassure those who matter most – their employees. The goal was to inform staff about the proposed change in an upfront, transparent and respectful manner.
The project’s outcomes surpassed expectations – by providing information and developing the staff’s understanding of the issues faced by the organisation, staff were engaged and embraced the challenge.
SunWater, a Queensland Government Owned Corporation has commercial obligations to a number of external stakeholders, notwithstanding its staff. The ‘do nothing’ approach was not an option and the need for an organisationwide change management program was imminent.
Securing the organisation’s future financial stability could only be achieved through labour savings. The problem was how to communicate this information to staff, who believed that ‘Government’ jobs offered lifetime security. Internal target audiences were classified into 3 tiers of key stakeholders and each group had a specific communication role for the SLF Initiative. The communication strategy was executed over 3 strategic stages – educate, inform, announce – to help ensure that messages were timely and relevant to the changing internal environment. Given the culture of low trust and low organisational resilience identified through the research, it was particularly important to develop a communication strategy that would build trust through open and transparent communication.
It was important to directly involve staff in the project at the onset as engagement would help to build trust and subsequently reduce fear and suspicion associated with the project. The Project Team invested 70-80% of their time consulting with the Executive to seek endorsement for an open and transparent communication; the key factor for the successful execution of the communication strategy. Key messages were developed under strategic change management themes and were tailored to each target audience to maximise message relevance.
The awareness raising tactics implemented over the 5 month program included a combination of face to face, verbal and written communication and was in line with research findings about how staff currently communicated internally within the organisation (Appendix A for a snapshot of ‘Research Outcomes’ and ‘Awareness Raising Tactics’). The communication plan was divided into 3 strategic stages to ensure that messages were relevant, timely and aligned with the changing internal environment. For the entire month of June, 36 staff workshops were conducted by the project team across all 10 SunWater offices in Queensland, as well as individual sessions with Senior Managers and catch up sessions for staff members who were unable to attend a workshop. The purpose of the workshops was to educate staff that the problem was real and SunWater needed to do more in the areas of efficiency and effectiveness in the way we operate our assets and do business in general especially during a period of extreme economic uncertainty created by the Global Financial Crisis.
Other initial tactics included the state-wide CEO roadshow and supply of educational materials to provide reassurance and support during uncertainty (see Appendix A ‘Educate’ for a sample of educational materials). The ‘Who Moved My Cheese’ books were circulated throughout the organisation to all staff to help them prepare for change at a personal level. This stage was when the most amount of communication was disseminated; delivering the latest information and progress updates across all of the informal and formal communication channels whilst continuously reinforcing the key messages (see Appendix A ‘Key Messages’ for a snapshot of the information and messages included in the fortnightly staff updates. A simultaneous, state-wide announcement detailing the new, downsized structure was delivered by Senior Managers at each SunWater office across Queensland.
In the lead up to the announcement, specialist communication training was provided to the Senior Managers and the Executive Team to provide them with techniques to communicate sensitively with their staff, and to prepare themselves emotionally. Various verbal, written and face to face communication channels were used to facilitate information flows, including specially developed HR support networks that were established at the ‘coalface’ to notify, assist and support affected staff and those experiencing ‘survivor guilt’.
Research undertaken at the onset of the project showed that change initiatives are especially difficult in a low trust culture. Developing a brand identity, values and personality helped to build a distinctive brand and communication style that was applied to all SLF communications. 95% of staff physically attended the SLF workshops or CEO roadshow, or were consulted during a follow up phone call by the project team.
Evaluation: The level of project awareness amongst our 580 staff after 2 months was 100% given that every staff member over the duration of the 5 month project was involuntarily touched by the project 28 times and attended a project workshop at least once. Objective 2 Establish the project’s communication as a credible, reliable and trustworthy source of information. Evaluation: Voluntary staff engagement results are considered exceptionally pleasing given that staff have never had a dedicated feedback channel, generally speaking they are very conservative, and there is always a trust issue as to how the feedback will be used or whether it will remain confidential. The obvious measure for objective 2 would be a staff survey to see if they considered the communication as credible, reliable or trustworthy however, these questions will be included in a formal all staff survey which has not yet been released. Evaluation of secondary external performance indicators show that the communication strategy was successfully executed with 90% of media coverage relating to the restructure being positive to neutral – a pleasing outcome for the communication campaign given that the media is a powerful vehicle for disgruntled staff to voice their concerns.
Furthermore, Staff representatives, including Unions were satisfied with the level of staff consultation and endorsed the proposed restructure without any problems whatsoever. The communication strategy was successful in meeting the objectives, and was instrumental in assisting to deliver on the organisational objective to reduce overhead and indirect costs, with minimal impact to productivity and staff morale. With the transition to the new structure currently underway, employee morale and productivity has continued to be maintained demonstrating that a successful change program was delivered, due partly to a well executed communication strategy focusing and encouraging staff consultation and engagement.. You’ll be joining the 130,000 Smart Insights members from 80 countries who trust our advice to Plan, Manage and Optimize their marketing. Use our hub pages as a reference to get up-to-speed on all the main digital marketing techniques. We think Online PR is one of the most cost-effective marketing approaches for all types of business. To be successful with online PR we suggest you review the range of options that are available for getting your name out on to other websites.


The Radar works by reviewing your main potential influencers within each spoke of the wheel.
Online PR can be a great, low-cost technique for making more people aware of your brand or website, but it requires a lot of hard-work - there are no short corners. Immediate Future blog - We've known Katy Howell of Immediate Future for 5+ years and she is very knowledgeable on this topic. These are the related techniques which we recommend as important for managing Online PR effectively.
Youa€™ll be joining the 130,000 Smart Insights members from 80 countries who trust our advice to Plan, Manage and Optimize their marketing. You may have noticed we're fans of using practical models as tools to support marketing strategy development?
I think most would agree that models are useful "Mind Tools" to structure thinking and communicate a strategy, but there's a problem. In our free, illustrated guide to 15 classic planning models diagrams we explain what they are and give examples of why and how to apply them in business. In the Essential Models guide we have selected what we see as the classic,most popular models that have stood the test of time and we think are still relevant in todaya€™s era of omnichannel marketing. Please select which you find most useful of the 15 models covered in our guide - you can select more than one or suggest others. Some marketing models are digital focused while others apply equally to digital and traditional forms of communication.
This new guide, published in 2016 lists 10 models that can be used by marketing professionals and students for digital audits, planning and strategy. Since I'm a digital marketer, I have my own views on the relevance of these, indeed in my books I have often included them. So before we wrote the guide I thought it would be nice to share an overview of the relevant models here for anyone passing this way who isn't familiar with them. I think it's right this is at the start of the list since it's still widely used and I think is a simple way to think through how a company markets its products. Unique Selling Proposition is the concept that brands should make it clear to potential buyers why they are different and better than the competition.
This is a simple concept and an essential message to communicate online since the core brand message often isn't clear. This well known, essential MBA model categorises products offered by a business in a portfolio based on their performance rating them as Stars, Cash Cows, Dogs and Question Marks as below.
I find this isn't so applicable in the online marketing world for small and medium businesses - it's more of a Big Business corporate strategy model. This model allows marketers to visualise a branda€™s relative position to competitors in the market place by plotting consumer perceptions of the brand and competitor brands against the attributes that drive purchase. The creation of an engaging online brand is so important to success in digital marketing, it's a pity there aren't more effective branding models. Customer Lifetime Value is the concept used to assess what a customer is worth, based on the present value of future revenue attributed to a customera€™s relationship with a product.
A different class of models to others, this is more of calculation model - covered in Chapter 6 of my Internet Marketing Book. Ansoff's model dates back to the 1960s, but I still cover it in the books to show how companies should "think out of the box" with new opportunities for their digital strategies by considering new opportunities for market and product development rather than simply market penetration which misses the opportunities of digital marketing for me. This model shows the steps a person takes before becoming loyal to a brand as they move through the stages of prospect, customer, client, supporter and advocate.
Loyalty models are useful as a way of thinking through the opportunities to generate lifetime value.
As an extension of the traditional PEST model, this analysis framework is used to assess the impact of macro-environmental factors on a product or brand - political, economical, social, technological, legal and economic.
However, PESTLE is still widely taught and Annmarie Hanlon is a fan so to explain it's value to me and others she has this in-depth post on how to use the PEST or PESTLE model. Yes this one features in my books and I reference a classic 2001 paper by Porter on applying the Five Forces to the Internet. This diffusion innovation model plots the natural path of a product as it moves through the stages of Introduction, Growth, Maturity, Saturation and Decline. This three stage STP process involves analysing which distinct customer groups exist and which segment the product best suits before implementing the communications strategy tailored for the chosen target group. As a model which is focused on delivering relevant products, services and communications to the customer and so generating value for an organisation, this is essential for every marketer to understand and apply in practice.
This acronym stands for Situation, Objectives, Strategy, Tactics, Actions, Control and is a framework used when creating marketing plans. Finally, I wanted to thank the Chartered Institute of MarketingA who prompted the idea for this post when they were celebrating their centenary and they ran voting around different models. I tell the students to use the 7Ps (or 8 with Principles (ethics etc)) to review the competitors and use the Ps plus capabilities and resources for the internal review. Completely agree about TOWs too – we always recommend that rather than a backwards looking SWOT. The concept I write about is taken from Bob Lauterborn, professor of advertising at the University of North Carolina. Public relations is essentially about crafting and managing the public perception of your brand. In a nutshell, an effective PR strategy is synergistic with the branding strategy and is a perfect companion to your messaging and marketing communications strategy.
An effective integrated marketing communications strategy is multi-layered with PR being one of those layers.
Many PR failures occur as a result of a lack of a cohesive message that resonates with the public. White papers and case studies do an exceptional job of positioning the company as a thought leader and so do by-line articles and opinion editorials, especially when it’s from the CEO or senior executive. Measurement shouldn’t rely on just media mentions and news item placements but should also assess tone of coverage, media penetration, and key message exposure. So clients have to first be educated on the PR process and how it should work in cohesiveness with the overall integrated marketing plan.
Often times, businesses lack a core messaging strategy, have yet to define their key audience targets, and don’t even know how to tell their own story.
This plan outlines the tactics to be used to increase membership, such as participating in society fairs put on by the school.
The objectives were to raise awareness and establish trust – not to promote the change but more simply, to openly inform staff, let them know why change is necessary, what changes are proposed and how they may be directly impacted. This resulted in very little resistance to the changes that needed to be implemented and minimal after affects, as employee morale and productivity have been retained.
Recovering these costs was becoming less likely due to existing fixed price commitments for customers.


The Smarter Lighter Faster (SLF) Initiative was developed to significantly reduce overhead costs across the business. If our staff didn’t understand the problem, then there would be no reason for them to want to take part in the solution.
Appendix A ‘Key Messages’ demonstrates how these key messages were integrated into SLF communication. Ultimately the question asked was ‘How do we reengineer the business to become a more efficient water utility?’ More than 2000 suggestions were provided. Never before had SunWater undertaken a two-way staff consultation activity of this scale, and the results were an immediate sense of staff empowerment. Case studies outlining other corporations facing similar challenges were distributed to Senior Managers and the Executive Team to understand change from an organisational perspective.
Appendix A ‘Inform’ also provides a snapshot of the information provided on the staff intranet).
To distinguish which communication was officially project communication and to differentiate the project from other similar projects that occurred previously, the Smarter Lighter Faster mantra was specially developed into a recognisable brand. Following the announcement, the Unions were again invited to submit grievances on behalf of staff however none were lodged. They will help you quickly understand how to make the most of the technique through definitions and recommendations on our member resources and blog articles covering strategy, best practices and the latest statistics.
But it's difficult to get right since it is often managed by different people and there's the overlap with SEO and social media marketing. We believe a clear, simple model gives us a framework to assess how we're doing things now compared to our competitors and plan growth strategies for the future. Over the years, A many models have been developed and some are academic rather than of practical application in the "real world". But which are the most useful - do take our poll to share which you think are of the most practical use and are valuable in understanding opportunities to grow a business. In fact, most are included in my Digital Marketing: Strategy, Implementation and Practice book. CLV is mainly important online for transactional sites and certainly investment decisions like allowable cost per acquisition (CPA) must be taken with future customer purchases and attrition rates considered. The four growth strategies are market penetration, market development, product development and diversification.
I find students tend to review these in-depth at the expense of creating innovative strategies. But, I personally think it has limited practical value - yes we know customers have more bargaining power online.
It features in all my books and I know Paul Smith, who created itA well - he's my co-author on Emarketing Excellence. A It also prompted the idea for a free guide to help explain the value of models for planning.
I am currently writing a MSc Strategic Digital Marketing paper analysing a company’s current strategic digital marketing practice and management. COM (Competitors, Other (indirect) competitors and Market) is the micro environment – needs constant review as it changes quickly. CIM senior examiners on Diploma in Digital Marketing, failure of students to use this digital marketing model versus old tried and tested models like PESTLE, Ansoff and even SOSTAC!!, but doesn’t get mentioned here, and seems to be a lack of scholarly articles on it? It’s so frustrating especially as the course text (Digital Marketing Chaffey, Ellis-Chadwick) has no mention of it either. BCG and Porters are higher-level tools and probably most appropriate in larger organisations. I learnt this model from the IDM digital diploma, but although I now know it has been used i direct marketing for decades, it wasn’t around when I did my MBA, not is it a concept that is understood by many business professionals. It’s about deploying a combination of communications tactics to continually shape and influence the public. Once extracted from the overall marketing strategy, the PR plan takes on a series of activities to interact with the public and strategically craft the ideal brand perception. Is there any hard news to tell, and if not, how do you craft news out of everyday business operations?
Speaking engagements, conferences, seminars, and trade shows also help extend the brand and position the organization and its executives as a thought leader. Start with the basics first; get a sound marketing blueprint going and PR can be implemented to compliment your overall strategy.
Consulta nuestras Condiciones de uso y nuestra Politica de privacidad para mas informacion. Consulta nuestra Politica de privacidad y nuestras Condiciones de uso para mas informacion. Overall, this was an extremely positive outcome that is not being experienced by other local organisations currently undergoing a restructure.
They're also great for communicating the purpose and reason behind a strategy you are pursuing. Because of this, we've just produced a new guide free for all members on digital marketing models specifically.
But it suffers from a push mentality completely out-of-keeping with modern digital marketing approaches of listening to and engaging customers in participation through social median marketing.
For example, to do a thorough SWOT analysis one has to do a PESTLE (taught to me as STEEPLE+E) and Porters five forces to fully analyze both macro and micro environment. But I also think SWOT can only identify so much and we need other tools to expand the results. They haven’t quite figured out how to find the sweet spot between brand and audience. Knowing the message and how to communicate it is the key to developing an effective PR strategy. It gives details on the 10 key digital marketing models, so you get the most relevant marketing models for your business.
I also think it under-represents the power of intermediaries like comparison sites and publishers in the online world.
Threats can kill your business and opportunities are the future but if your mind set is internal you look outside with blinkers on. Overall, people may have different preferences, but most useful is kind of pointless since they are inter-connected.




Animated anatomy videos
Keynote presentation software online
B2b marketing plan ppt online
Landing page video template psd


Comments to «Pr plan tactics»

  1. 5555555 Says:
    Supplied for free and the target audience on current.
  2. qaqani Says:
    The social media platforms that drives most internet site and.
  3. periligun Says:
    Its outstanding UI design and style aids this and marketing automation.
  4. ASKA_SURGUN Says:
    Much more profit in the final.