PR Final Document - Gregory Noel-Butterworth

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PR Planning
MKT 6012
Gregory Noel-Butterworth – S12794493
MacIntyre Charity
Table of Contents
MARKING ASSESSMENT SHEET 1
SWOTANALYSIS 2-3
PRIMARY PUBLIC TARGET ANALYSIS 4-11
ANALYSIS OF CURRENT PRAPPROACH 12-14
RECOMMENDED STRATEGY 14-16
OBJECTIVES AND KEY MESSAGES 17
RECOMMENDED TACTICS 18-19
EVALUATION 20-21
APPENDIX 1.0 –STAKEHOLDER LIST AND MAP 22
APPENDIX 1.1 –PRESS RELEASE 23-24
APPENDIX 1.2 –PROOF OFINTERVIEW 25
APPENDIX 1.2 –PROOF OFINTERVIEW 25
REFERENCES 26-29

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Marking assessment sheet for PR plans, Autumn 2014
Student Name: Approved Client:
Rating scale Excellent Good Satis-
factory
Weak
SWOT Analysis (12 points)
3 full sentences each? Y N
Source for each item? Y N
Distinction between internal and external? Y N
Primary target public analysis (25 points)
Focus on primary public and influences? Y N
Stakeholder list and map in appendix? Y N
All info referenced? Y N
Recommended strategy and analysis of current
PR approach (20 points)
One sentence strategy! Y N
Analysis connected to role of PR practitioner? Y N
Objectives and Key Messages (12 points)
3 SMART objectives? Y N
3 Key messages? Y N
List of recommended tactics (13 points)
Includes media relations? Y N
Two-page press release in appendix, in correct
format and style? Y N
Recommended evaluation (10 points)
Correctly applies MacNamara’s model? Y N
Plan Presentation (8 points)
Free of misspellings and bad grammar? Y N
Correct use of Harvard system? Y N
Professionally presented? Y N
Specific aspect of report that the marker liked: Grade Awarded:
Specific aspect of report to improve:

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SWOT Analysis
Strengths
 MacIntyre’s excellent training program attracts psychology graduates as
it helps to facilitate their professional development (Sharp, 2014).
 The charity’s ‘Gold’ status Investors in People award recognises
MacIntyre’s commitment to excellence in how they recruit, train, develop
and support their staff (MacIntyre, 2014).
 MacIntyre’s diverse and energetic work force attracts employees from a
range of backgrounds (Sharp, 2014).
Weaknesses
 MacIntyre suffer from a lack of volunteers, which significantly reduces
their quality of service (Sharp, 2014).
 The charity has recently suffered from bad publicity due to claims of
abuse, which led to the closure of a MacIntyre school in Womaston (BBC,
2014).
 High levels of staff turnover are common due to high levels of stress and
low pay (Sharp, 2014).
Opportunities
 Frank Bruno endorses the charity, and could be used to help create
awareness of the issues that MacIntyre face (Hellen et al, 2014)
 Social media is providing fundraising and promotional opportunities for
charities due to the vast audiences, and cheap costs associated with
setting up online profiles (Keynote, 2014)
 The increased importance of CSR strategies amongst businesses means
that opportunities exist for charities to build closer relationships with
corporations (Keynote, 2014).

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Threats
 Continuing government cuts could result in a significant reduction in the
amount of grants available to UK charities (Keynote, 2014).
 Further economic fluctuations could affect individual donations (Keynote,
2014).
 Individuals are starting to reject voluntary work due to an increase in
work commitments (IVR, 2014).

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Primary Target Public Analysis
MacIntyre charity is a residential school for autistic children. The charity actively
attempts to employ psychology graduates from the local area
(Hertfordshire/Bedfordshire/Buckinghamshire) (Sharp, 2014).
Lee Sharp (Head of Service) stated that the charity is attracted to psychology
graduates as MacIntyre feel that they have a better understanding of the
children’s mindsets and behaviours. (Sharp, 2014).
A steady decline in the amount of psychology graduates that apply for voluntary
work at the charity has led to a reduction in the quality of service that MacIntyre
can offer, and is therefore a real issue (Sharp, 2014).
This reports focus is to attract local psychology graduates (within 30-miles of
MacIntyre Wingrave) to MacIntyre for voluntary work.
This PR plan will take place between January-September 2015; therefore, the
psychology ‘graduates’ that MacIntyre are targeting are currently final-year
students. Only 9% of current psychology graduates are unemployed, meaning
that MacIntyre would have access to a very small pool of individuals
(TheCompleteUniversityGuide.Co.Uk, 2014).
By targeting soon-to-be graduates, MacIntyre will be able to target their
communications to a larger pool of recipient individuals, as many of these final-
year students will be actively seeking future voluntary work or employment.
Local universities and its delegates (course leaders/careers officers) from within
a 30-mile distance of Wingrave act as a route of access to the charity’s key
stakeholder group (final-year university students). The following universities
will be targeted to enable access to these students.
 University of Bedfordshire
 Buckinghamshire New University
 Cranfield University
 University of Buckinghamshire
 University of Hertfordshire
(All within 30-miles of Wingrave)

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There is an increasing trend of stay-at-home students (19% of all students)
(Tobin, 2011). On top of this, psychology is the fifth most popular subject in the
country (194,202 students), and the courses popularity increases by an average
of 2.1% per year (The Guardian, 2013). The increasing pool of local stay-at-home
psychology students underlines the feasibility of using local universities as a
route of access to MacIntyre’s key stakeholder group
Mendelow’s (1991) Power/Interest Matrix
Mendlow’s (1991) power/interest matrix has been used to identify MacIntyre’s
key stakeholders, and has been adapted to help define local universities (and its
delegates) as key stakeholders to reach psychology graduates.
Clearly, local universities/university delegates (e.g.course leaders/career
officers) have a high level of interest in MacIntyre’s strategy as voluntary work at
the charity often leads to future employment from within the social sciences
industry (Sharp, 2014).
These universities also have a high level of power, as the universities can decide
whether to recommend voluntary work at Macintyre to their students. This
power has a significant impact on MacIntyre’s strategy – failure of the
universities to see MacIntyre as a viable option could lead to the failure of
MacIntyre’s ability to attract graduates.
In conclusion, local universities and its delegates are ‘Key Players’ (Mendelow,
1991). Local universities/university delegates represent the major drivers of
change due to their ability to influence the opinions of final-year students. Thus,
Macintyre must communicate their plans, and discuss implementation issues
with this group in order to ensure the successful application of their strategy
(Tench & Yeomans, 2014).
It is possible, and often desirable for stakeholders to move from one box of the
matrix to another (Tench & Yeomans, 2014). MacIntyre will hope that these
soon-to-be graduates have been made aware of the opportunities available at

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MacIntyre through the recommendations of their universities. Awareness
amongst final-year students means that this stakeholder group will move from
having no awareness (and therefore no interest/power), to a position in which
they themselves become ‘Key Players’ (Tench & Yeomans, 2014). Students will
now have high levels of power (due to their power to decide whether to
volunteer), and have high levels of interest (due to the potential of career
progression) (Mendelow, 1991).
Awareness (amongst final-year psychology students) of MacIntyre’s strategy will
move these students from being ‘latent’ publics (as theses students were
unaware of the problem of low voluntary levels), to becoming ‘aware’ publics (as
the students now acknowledge that the problem exists) (Grunig, 1984).
If these student attend MacFEST (see strategy section), and sign up for voluntary
work, these students would then become ‘active’ publics as they will be aware of
the problem, and will have responded to it by offering their time (Grunig, 1984).

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Segmentation Variables of Final-Year Psychology Students
The following profiles provide an overview of MacIntyre’s key stakeholder
group.
(Key – information in red applies across all three profiles)
Profile 1 – ‘’Final-year stay-at-home psychology students attending the University
of Bedfordshire
Demographics
 Age: 20-25
 Gender: Male/Female
 Life Cycle stage of family: ‘Full nest III’ (Older couples with dependent
children).
Family soon to be ‘Empty Nest I’ as graduates may leave the home for
employment. In this case, graduates will be at the ‘Bachelor’ stage.
 ACORN Classification:
Live in Luton/Dunstable.
‘Group M’ families living in multi-racial areas.
Live in 3-bedroom, semi-detached properties.
Financially struggling families (average household income of £0-£20k).
Frequent users of social media.
(ACORN, 2015)
Psychographics
 NRS Social Grading System: C1/C2/D. Jobs range from semi-unskilled
manual labour work, to supervisory roles.
Graduates will be looking to become managers or professionals (A/B
group).
(NRS, 2015)
 Lifestyle (4C’s Model): ‘Mainstreamers’ (financially stretched and seek
value for money brands). (ACORN, 2015).
Psychology students living with these families are ‘Reformers’ as they are

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in higher education, seek personal growth, and have independent
judgment,
(Young & Rubican, 2015)
Behavioural
 Occasion: Final-year students will start to think about voluntary work at
MacIntyre after exposure to the idea.
 Benefits Sought: Students are looking for opportunities of career
progression through voluntary work to enhance their CV’s.
 User Status: ‘Potential Users’ –students are currently potential
volunteers.
 Buyer Readiness Stage: Potential volunteers will be ‘aware’ of the
opportunities at MacIntyre through the exposure of the initial press
release. By attending MacFEST, potential volunteers will move through
the stages (‘knowledge-linking-preference-conviction’) until eventually
reaching ‘purchase’, where the graduates will take action and volunteer
(The process has been altered to suit MacIntyre’s PR strategy, i.e.
‘purchase’ refers to graduates actually volunteering).
(ExamsTutor, 2014).
Profile 2 – ‘Final-year students who attend Cranfield University/University of
Buckingham/Buckinghamshire New University’
Demographics
Live in Milton Keynes/High Wycombe.
‘Group B’ families who have executive wealth (average household income
of 100k+).
Live in 4 bedroom-detached houses, and have a high number of stay-at-
home students.
(ACORN, 2015)

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Psychographics
 NRS Social Grading System: A/B. Jobs range from managerial to
professional roles.
(NRS, 2015)
 Lifestyle (4C’s Model): ‘Succeeders’ (strong goal orientation, good work
ethic and have top level managerial/professional jobs) (ACORN, 2015).
Profile 3 – ‘Final-year students who attend the University of Hertfordshire’
Demographics
Live in ST Albans
Group ‘J’ families (Average household income of £60-£80k).
High concentration of stay-at-home students.
(ACORN, 2015)
Psychographics
 NRS Social Grading System: B (mostly managerial jobs).
(NRS, 2015)
 Lifestyle (4C’s Model): ‘Succeeders’
(ACORN, 2015).

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Media Influences and Opinion Leaders
This part of the report offers a list of the media influences and opinion leaders
that MacIntyre must target in order to positively influence the opinions of final-
year psychology students.
University Influencers:
Includes university delegates (course leaders/career officers) as these
individuals can influence the opinions of MacIntyre’s key stakeholders (see two-
step flow model section).
University publications such as the social science specific magazines, and student
union magazines will also be targeted.
Specific Industry Magazines
‘The Psychologist’’, and ‘’Psychology Today’’ will be targeted as these magazines
are associated with a high subscription rate from students (Student-
SubscritptionService.Co.Uk, 2015).
Newspapers
Local – Mk News, Luton Herald and Post, ST Albans Review.
National – Guardian, Independent, Daily Mail (NRS, 2015).
MacIntyre must acknowledge the increasing trend amongst students to use
online versions of these newspaper publications (Sweney, 2013).
Social Media
High usage of social media platforms amongst students (Doughty, 2014) means
that MacIntyre must develop a social media presence due to its capabilities of
influencing student opinion.
T.V
Local news channels (BBC South East).

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Websites
Such as BBC Herts, Beds and Bucks and www.prospects.ac.uk (who offer
graduate voluntary roles).
Two-Step Flow Model
Katz & Lazarsfeld’s (1973) model is explained below.
First of all, opinion leaders (such as university delegates/journalists) pay close
attention to media messages. Then, these opinion leaders pass on their own
interpretations of the messages, in addition to the actual media content (Katz &
Lazarsfeld, 1973).
MacIntyre will send out a press release to the influencers/opinion leaders of the
psychology students. MacIntyre must ensure that these opinion leaders show
favourable attitudes towards the charity’s PR piece. A favourable attitude will
influence the development of positive opinions (amongst psychology students)
towards MacIntyre. This then improves the chances of MacIntyre’s strategy (of
improving its external reputation) of coming into fruition.
Positive attitudes towards Macintyre amongst these soon-to-be graduates will
also improve the chances of MacIntyre increasing their numbers of graduate
volunteers.

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Analysis of Current PR Approach
MacIntyre’s current strategy is to continue to restore the charity’s external
reputation after suffering from bad press that came off the back the ‘Womaston
case’ (See SWOT) (BBC, 2014).
The strategy had been implemented to arrest the consequential decline of
employee confidence, and is therefore heavily internally focused. The strategy
has been successful as staff motivation improved (Sharp, 2014).
Baskin et al (1997), stated that PR practitioners must,
‘’…communicate with all relevant internal and external publics to develop positive
relationships and to create consistency between organisational goals and societal
expectations’’ (From Oliver, 2010 P15)
Considering this, MacIntyre’s current strategy clearly pays little attention to
communicating with key external stakeholders (e.g. media/interest
groups/general public/potential volunteers)
A key role of a practitioner is to liaise with media representatives in order to
help create favourable attitudes (towards MacIntyre) amongst external publics
(Pearce & Robinson, 1982).
Research from the University of Cardiff helps to highlight the importance of a
positive strategic relationship between PR practitioners and media
representatives. The research found that 60% of newspaper stories comprised
wholly of PR material, and an astonishing 48% of these pieces used the original
copy that had been formulated by PR practitioners (Morris & Goldsworthy,
2008).
This underlines the high level of control that PR practitioners can exude when
attempting to influence key external stakeholders. MacIntyre’s lack of media
relations means that the charity has little opportunity to communicate with
external stakeholders, which could explain the current strategy’s reliance on
influencing the behaviours of employees.

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MacIntyre do not have a dedicated PR team, and most PR activities are limited to
internal newsletters/direct mail (Sharp, 2014). MacIntyre’s limited level of PR
practice derives from the financial restraints that are placed on the charity due
to continuing cuts in government funding (Cartmell, 2010).
These financial restraints mean that the implementation of an effective two-way
symmetrical strategy is low on the agenda as management prefer to invest their
limited funds into more ‘important’ parts of the charity such as childcare (Sharp,
2014).
Genevieve Edwards, director of communications at the Terrance Higgens Trust,
summarises this point by stating.
‘’Most charities do not have huge resources for PR and everyone’s budgets will be
squeezed. We are exploring opportunities with agencies at the moment’’ (Edwards,
2010).
With reference to Grunig & Hunt’s (1984) traditional PR models, it is clear to see
that MacIntyre use ‘public information’ as it,
‘’…is a one-way model that sees PR only as the dissemination of information’’
(Grunig, 1993)
The public information model is associated with controlled media vehicles such
as newsletters and direct mail (Grunig, 1993). The fact that MacIntyre use these
communication methods helps to confirm the charity’s use of this model.
This model communicates objective and favourable information, and doesn’t
encourage its publics to engage with the organisation (due to its one-way
nature), therefore, the use of this strategy means that MacIntyre lack knowledge
in terms of the opinions of its publics. This has led to an outdated PR strategy as
MacIntyre are continually failing to respond to the changing demands of key
stakeholders (Sharp, 2014).

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MacIntyre’s use of public information suggests that the charity attempts to
change the behaviours of its employees, but not of the organisation. This has led
to an unbalanced strategy (Grunig, 1993). In order to ensure that Macintyre’s
future PR strategy is more effective and balanced, it is important that the charity
use a two-way symmetric approach (Grunig, 1993).
Recommended Strategy
MacIntyre’s recommended strategy is,
‘’To restore MacIntyre’s external reputation as a leading national charity who
focus on the continual development of our service users, employees and
volunteers.’’
In order to create a two-way symmetrical strategy, MacIntyre must alter their
tactical approach to encourage a balanced two-way nature of communication
between itself and its key publics (Grunig & Hunt, 1984) (See ‘Tactics Section)
The two-way symmetrical model (Grunig & Hunt, 1984) balances
communication between an organisation and its publics, and encourages
dialogue (two-way) to and from said publics (Wilcox & Cameron, 2014). Grunig
(2009) highlights the significant impact that social media can have in developing
a two-way symmetrical strategy. With this in mind, MacIntyre will use the social
media details collected at MacFEST (tactics section) to help encourage consistent
dialogue with its key external stakeholders.
A two-way symmetrical approach will allow MacIntyre to:
 Enjoy more mutually beneficial and sustainable relationships with its key
stakeholders, meaning that MacIntyre can act quickly in response to any
stakeholder issues.
 ‘Evolve’ their behaviours in symmetry to that of their stakeholders, which
allows MacIntyre and its publics to accommodate for each other’s
interests.

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 Research the demands/needs of its key stakeholders, meaning that
MacIntyre can accurately formulate successful strategies.
(Pearce, 2010)
Charities with limited resources are encouraged to use agencies to improve their
public relations practice (Edwards, 2010). Thus, MacIntyre’s lack of PR practice
means that the use of an agency will help them to facilitate the development of a
two-way symmetrical strategy (as this strategy requires specialist PR
practitioners to implement) (Grunig & Hunt, 1984).
Relationship Between the New Strategy and the Role of a PR Practitioner
A two-way symmetrical strategy will help MacIntyre’s PR practitioner (agency)
to assess the charity’s external environment (Grunig, 1992) as the two-way
symmetrical model encourages feedback from an organisations external
stakeholders. MacIntyre’s strategy is to restore its external reputation;
therefore, the ability to assess the external environment means that MacIntyre’s
PR practitioner can effectively evaluate the success of the charity’s strategic
campaign (Grunig, 1992).
With this in mind, MacIntyre’s PR practitioner will be better able to respond to,
and act upon external issues (such as pressure from interest groups), to insure
the success of MacIntyre’s new strategy.
The two-way symmetrical is identified as an ethical and credible approach
(Pearce, 2010). This fits in perfectly with the practitioner’s role of incorporating
ethical considerations into their decision-making cycle (Grunig, 1992).
In this case, the benefit of using the two-way symmetrical strategy is that
MacIntyre will achieve a mutual understanding between itself, and its publics
(Grunig & Hunt, 1984). This mutual understanding will allow MacIntyre’s PR
practioner to understand said ethical considerations, meaning that MacIntyre
can act upon these considerations, and appear to be ethical in the eyes of its
publics. This will, again, help to restore MacIntyre’s external reputation, as key

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external stakeholders will see the charity behaving in an ethical manner (Grunig,
1992).

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Objectives and Key Messages
Objectives
1. To successfully create awareness of the event MacFEST amongst at least
35% of final-year psychology students at local universities by April 2015
(see ‘Primary Target Public Analysis’ section for list of specific
universities).
2. To ensure that 10% of these students (10% of the 35%) actually attend
the event MacFEST that takes place in July 2015 (these students will then
be graduates).
3. To increase the number of voluntary applications amongst psychology
graduates by at least 15% by September 2015.
Key Messages
1. MacIntyre provide all volunteers with a personal development plan that is
well-recognised industry wide, which significantly improves psychology
graduates’ employability (Sharp, 2014).
2. MacIntyre is a gold status ‘Investors in People’ employer, and an
‘Investors in People’ champion. This means that MacIntyre have a
commitment to excellence and innovation in how the charity recruit,
train, develop and support their volunteers (MacIntyre, 2014).
3. Voluntary work at MacIntyre often leads to high-level full time
employment, giving psychology graduates a real chance of career
progression (Sharp, 2014).

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Recommended Tactics
A deeper explanation of key tactics has been offered in the ‘strategy section’ as
these key tactics have helped MacIntyre to change their strategy to one of two-
way symmetry.
The following table details the realistic tactics that MacIntyre could use to
facilitate their strategy’s’ success.
Media Relations Internal Communications
 Press Releases
 Website
 One-to-One Briefings
 Video News Releases
 Photography
 Newsletters
 Intranet
 Briefings
Direct Mail (PR LED) Sponsorship
 External Newsletters
 Email
 From businesses for events
such as MacFEST
Exhibitions/Special Events Crisis Management
 Events such as MacFEST  Planning and implementation
(very important as Macintyre
did not have plans in place for
the ‘Womaston case’
Community Relations Liaison
 Direct Involvement (in
community projects)
 Integration of charity with local
community
 Internal (e.g. counseling) and
External (e.g. with businesses
for sponsorship opportunities)
Donator Relations Lobbying
 Internet
 Newsletters
 Direct mail
 Media Relations
 Background material
 Group briefings
 Hospitality (e.g. giving MP’s a
tour of the facilities)
(Gregory, 2000)
Process of MacIntyre’s Tactical Approach
Tactics and strategy are closely related. The following points will demonstrate
how MacIntyre’s tactical process will facilitate the development of a two-way
symmetrical approach.
1. Send out press release to journalists/key influencers and opinion leaders.
Quotations from former boxing champion, and charity advocate Frank

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Bruno (Devlin, 2013) will be used to improve the ‘news value’ of the
piece, and therefore, improve the chances of publication
(PressRelease.com, 2014).
The press release will be designed to attract key stakeholders (soon-to-be
psychology graduates/university delegates/journalists) to attend the
event ‘MacFEST’.
2. MacFEST (held in July) will be designed to suit the needs of said key
stakeholders.
-Stakeholders will be taken on a tour of the facilities by MD Bill Mumford
(former volunteer), who will discuss the benefits of voluntary work, and
its positive impact on the opportunities of career progression at
MacIntyre.
-Attendees will then attend a meet and greet with Frank Bruno, where
attending journalists can source direct quotes. Quotations form a
celebrity increases the news value of a story, therefore, journalists will be
more likely to publish a positive report of the event, which will
consequently help MacInytre restore their external reputation (strategy).
3. After the event, attending graduates will be encouraged to leave their
contact details – including their social media accounts (as social media
will help MacIntyre to adopt a two-way symmetrical strategy) (Grunig,
2009).

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Evaluation
MacNamara’s Macro Model of Public Relations is a pyramid model that evaluates
an organisations PR activities. It is an ongoing process of evaluation, where each
activity forms a step in the communications process (Baines et al, 2004).
The first stage is ‘inputs’. At this stage MacIntyre would consider:
 How their audiences prefer to receive the communications (i.e. the most
suitable media vehicles to reach MacIntyre’s key stakeholders).
 What their target audience wants to know (i.e. what should MacIntyre’s
press release say).
 What do MacIntyre’s key stakeholders know and think now.
(MacNamara, 2002)
Evaluation of the ‘inputs’ will help MacIntyre choose the media vehicles with the
most reach (in terms of its key stakeholders), whilst also ensuring that their
communications say the right things, at the right time, to the right people (Baines
et al, 2004).
‘Outputs’ (the next stage) are directly influenced by ‘inputs’. For example, early
evaluation on MacIntyre’s key stakeholder group improves the chances of a
significant number of graduate attendees to the event MacFEST (an event, and
therefore a physical output) (MacNamara, 2002).
Physical outputs include the publication of press releases. The use of a celebrity
in MacIntyre’s press release makes publication more likely. If publication occurs,
MacIntyre will be able to evaluate their gain in publicity by looking at the
amount of the people that their press releases reached (by looking at which
newspapers/websites have published the press release) (MacNamara, 2002).
MacIntyre will therefore evaluate their outputs by looking at the
readership/online traffic figures of the media vehicle in which their press release
has been published.
‘Outcomes’ is the final part of the pyramid, and it refers to,

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‘’…what has actually happened as a result of the communications’’ (MacNamara,
2002).
Examples include a change in behaviour/attitude and an increase in awareness
(MacNamara, 2002).
MacIntyre must look back at their original objectives and see if their
communications have influenced a change in behaviour. For example, a
successful behavioural change (as a result of MacIntyre’s communications)
would be signified by MacIntyre achieving their third objective (please see
‘Objectives and Key Messages’ section).
MacIntyre have limited resources in terms of PR practice, and application of this
model requires a thoroughly trained professional (Baines et al, 2004). Thus, in
real life context, this model of evaluation may not be appropriate.
Final Word Count: 3680-381(in Headings/Citations) = 3299 (+10% of
original word limit)

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Appendix 1.0 – Stakeholder List and Map
List of Stakeholders
(The ‘numbers’ will be used to help plot the following stakeholder map)
Internal External
Employees (1) Government
Service Users General Public (3)
Volunteers Interest Groups
Donors Media (4)
Potential volunteers/final year
students (2)
Suppliers (e.g. food/clothes for service
users) (5)
Businesses (in which MacIntyre could
develop a relationship with)
Local Universities (to reach target
audience) (6)
Competing charities (in terms of
attracting donations)
Legal/Courts
Mendelow’s (1991) Power/Interest Matrix
The matrix will help to define local universities and its delegates as key
stakeholders to reach psychology students as it,
‘’... categorises stakeholders depending on the amount of power they have to
influence others and the level of interest they have in a particular issue. Clearly, the
more power and interest they have, the more likely their actions are to impact on
the organisation, so the support of this group is crucial’’ (Tench & Yeomans, 2014).
Example of Matrix
Level Of Interest
LevelOfPower
A
Minimal Effort
B
Keep Informed
C
Keep Satisfied
D
Key Players
5
1
3
4 6
2 – after attaining awareness

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Press Release
FOR IMMEDIATE RELEASE
Local charity MacIntyre set to welcome former World
Champion boxer Frank Bruno to yearly event
‘MacFEST’
 World-renownedformerboxeris anadvocateofthe charity, andwill hosta meet
andgreet sessionwithjournalists andpotentialvolunteers.
 Charityhopesthat the eventwill encouragelocalpsychologygraduates to give
time.
 ManagingDirectorBillMumfordis keen to highlightthe opportunities that
becomeavailablethroughvoluntaryworkatMacIntyre.
Wingrave,January11, 2015 – Former World Champion, Frank Bruno, willgrace
MacIntyre’s presence by attending the charity’s annual event ‘MacFEST’. The event will
is a celebration of the charity’s work,and will be held in Wingrave on July 19th 2015.
Attending members of the public willbe entertained by some of the most exciting local
musicians, comedians, and celebrities that the Home Counties can offer.The event will
be opened with a speech from charity advocate, Frank Bruno. After this, event attendees
will be entertained withmusic fromartists such as local RnB star Rocky NTI, and blues
singer Craig Jones. And if that’s not enough, comedian Phillip Stuart will eventually take
to the stage toreally leave the crowdin stiches (please note, ear muffles foryour
children are advisable).
Admission fees forthe public are £3 per adult, whilst kids come free. Money received
from admission fees, foodand drink will all go to MacIntyre to help raise much needed
funds. Attending psychology graduates will benefit from free admission fees, alongside a
free meal, and a chance to meet Frank Bruno himself. The charity is actively workingto
increase its voluntary numbers, and is specifically targeting those who have graduated
with a psychology,or social sciences degree.
Appendix 1.1 – Press Release

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MacIntyre’s Managing Director Bill Mumford stated. ‘’MacIntrye have historically always
had a considerable number of volunteers froma psychologicalbackground, but for one
reason or another, wehave seen a recent decline in said numbers’’. Mumford added,
‘’were ready to do anything we can to attract this vital group of people, and hopefully
MacFESTwill help to demonstrate the personal rewards that can be attained through
voluntary workat this magnificent charity’’.
Mumford is keen to promote the opportunities of career progression that voluntary
workat MacIntyrecan offer.He continued by saying, ‘’the charity has huge admiration
for psychology graduates. We feel that psychology graduates understand the mind-set of
our children, and can therefore offersuperior levels of service. This admiration often
leads to full-time employment. I myself, along with other top level employees, started
out as graduate volunteers, therefore, I hope to make it clear that voluntary work at
MacIntyrereally can lead to significant career progression’’.
After his initial speech, local former WorldChampion boxer Frank Bruno willhost his
own meet and greet session, where psychology graduates and attending journalists will
be able to ask questions about the charity that Bruno heavily advocates for.
Frank Bruno spoke glowingly of the charity and told us, ‘’I’ve foughtin front of
thousands of people for worldchampionship belts, and I’m used to that sort of pressure,
but public speaking really isn’t my forte, so the opening speech willbe a little nervy to
say the least! But really, MacIntyreis a fantastic charity, withfantastic employees and
volunteers who workfor a fantastic cause. MacIntyre wouldn’t be here today without
the work of crucial volunteers, and so as an advocate of the charity,id like to encourage
all volunteers to come downon the 19th of July to see what MacIntyreis really about. I
lookforward to meeting youall’’.
For more information on the event, line up and tickets please visit:
http://www.macintyrecharity.org
—ENDS –
Contact:
Gregory Noel-Butterworth
MacIntyre
Tel: +44 (0)20 7229 4400
Email:gregnoelb@macintyrecharity.co.uk

25
Appendix 1.2 – Proof of Interview

26
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