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PLANNING FOR PR 
21st October 2014
WHY ARE WE HERE? 
We all want… 
to work on the BIGGEST brands, 
deliver on EXCITING campaigns 
and be PROUD of what we do.
HOW DO WE MAKE THIS HAPPEN? 
By giving our clients… 
the SLICKEST proposals and plans they have 
ever seen, 
containing the most EXCITING ideas, 
that are grounded in INSIGHT.
TODAY 
PART 1 – Planning for PR 
From receiving the brief, but before you get to ideas 
– What is planning? 
– Mining for insights – where and how 
– Strategy and other terminology 
PART 2 – Strategic Writing (date TBC) 
Creating a winning response for clients that covers everything 
– Understanding the brief 
– Defining the strategy 
– Writing the deck - structure
WHAT IS PLANNING?
WHAT THE HELL IS PLANNING ANYWAY? 
What do you think? 
Do you do planning?
DOES PR NEED PLANNING? 
Split into two groups: 
1. 3 reasons why PR needs planning 
2. 3 reasons why PR does not need 
planning 
10 minutes to brainstorm 
Present back
WHY WE NEED PLANNING 
Clients want to see: 
• Familiarity with their 
category and business 
situation 
• Consumer insight 
• Strategic justification for 
creative work and 
campaigns 
• An informed and engaging 
presentation 
Clients want to know: 
• You have some 
understanding of their 
business 
• You have carefully chosen a 
creative strategy that makes 
sense and you can explain 
why your strategy will work 
• You are a creative person 
who can present your ideas 
in a dramatic and 
imaginative way
PLANNING INPUTS INSIGHTS 
Planning is the voice 
of the consumer in 
the creative process 
Source: Merry Baskin & Account Planning Group (2007) What is Planning?
PLANNING MAKES SURE WORK WORKS 
The goal is always about 
effectiveness, by which I mean 
outcomes that benefit the 
organisation on whose behalf we 
are working. We must bring 
everything back to behavioural and 
business outcomes, both short and 
long term. When in doubt, our best 
judgments about these must always 
be more important than pleasing the 
client, winning a Golden Lion, 
making a quick buck or covering our 
arses. It’s not always easy, but it’s 
the only solid ground to stand on 
Source: Feldwick (2009) Account Planning: Back to the Future
PLANNING PROVIDES INSPIRATION 
I have always thought 
that the planner’s task 
is to create an 
environment in which 
great ideas can be 
conceived, developed 
and embraced by 
clients. 
Source: Steel (1999) A Simple Plan
PLANNING ISN’T JUST USEFUL AT THE 
BEGINNING 
STRATEGY CAMPAIGN CREATION EXECUTION LIVE 
CLIENT BRIEF 
Campaign 
Rationalisation and 
Justifying the Right 
Tactics 
CLIENT SELL IN 
Insight Hunting 
and Client 
Consultancy 
STRATEGY 
WRITING 
Insight and 
Inspiration 
Hunting 
CREATIVE 
SWEET SPOT 
Evaluation and 
Learnings 
DID IT WORK? 
COMMS 
PROCESS 
THE ROLE 
OF 
PLANNING
RESEARCH LEADS TO… 
Take a good look at everything… the company, the brand, the industry and 
sector they operate in, their competitors, what the media think/feel, who 
their consumers are and who they want them to be…
…which shape effective strategies 
INSIGHTS
THE BRAY LEINO PLANNING TEAM 
Bristol Filleigh 
NAOMI HANSON 
GEMMA BROWN 
NATASHA SAMEK 
EDD SOUTHERDEN 
NEW DIGITAL 
PLANNER
HOW WE CAN HELP YOU
INSIGHTS – WHERE AND HOW TO 
GET SOME
WHERE TO GET INFORMED 
Classical insights 
CONSUMER 
• Primary research 
• Ethnography 
• Market data 
• Segmentation/ U&A 
• Content analysis 
BRAND 
• Annual report 
• Stakeholder 
interviews 
• Brand archeology 
• Immersion 
COMPETITION 
• Market reports 
• Advertising, social 
media and 
marketing 
•Websites and 
stores/branches 
… or why 
planning takes 
longer than 
you think!
WHERE TO GET INFORMED 
Radical Insights 
UPSIGHTS 
Broader culture 
SIDE 
SWIPES 
Competitor 
weakness 
DOWNSIGHTS 
Inside the brand 
SIDE 
SIGHTS 
Other 
categories 
Planning in today’s 
communications 
industry surely isn’t 
really about finding new 
answers, it’s about 
asking new questions
Category Context 
English Heritage membership is 
more than just a visitor pass, 
members get actively involved 
people in bringing history to life. 
Brand Point of View 
Customer Insight 
ENGLISH HERITAGE EXAMPLE 
. 
English Heritage 
membership buys you 
more than access, in 
becoming a member you 
are taking ownership of 
England’s historic sites. 
A historically engaged audience 
of advocates who gain 
enrichment from their personal 
involvement with heritage and 
its protection. 
Join up and join in with history
Resource URL Username Password Useful for 
AdDynamix http://www.addynamix.c 
o.uk/AllMedia 
lcook@brayleino.co.uk BRAYLEINO2 Competitor and client 
advertising creative 
Brand Republic http://www.brandrepubli 
c.com/home/ 
mhenkes@brayleino.co. 
uk 
Brayunlimited Industry news, views 
and non-traditional 
campaigns 
eConsultancy https://econsultancy.co 
m/ 
scrocker@brayleino.co. 
uk 
br4yl31n0 Digital case studies, 
stats and thinking 
Datamonitor Financial http://www.datamonitorfi 
nancial.com/ 
robjones BrayLeino1 Financial services 
market and competitor 
reports 
Meltwater Buzz http://app.meltwaterbuz 
z.com/ 
agencyplanners@brayle 
ino.co.uk 
password Social media campaign 
monitoring TBC 
Mintel http://reports.mintel.com 
/homepages/guest/ 
Reports must be requested from Filleigh planners – 
no Bristol licence 
Category reports – 
except financial 
services 
nVision http://nvision.futurefoun 
dation.net 
kellis@brayleino.co.uk yIz3cv Consumer and cultural 
trends 
TGI Log in and software managed by media in Filleigh – should be one PR license Consumer profiles and 
media consumption 
WARC http://www.warc.com/ Warc650 gf6889 Case studies and 
advertising thinking 
USEFUL PAID FOR RESOURCES
USEFUL FREE RESOURCES 
Communications Stuff 
• Ad Age 
• AdLiterate 
• Adverblog 
• Ad Week 
• DMA 
• IPA 
• Marketing Week 
• Think Box 
More 
• Fast Company 
• JWT Intelligence 
• Hitwise 
• Mashable 
• Office of National Statistics 
• Springwise 
• Trendwatching 
• Third Sector 
• uk.kantar.com 
• YouGov
A CLOSER LOOK AT TGI 
BRAND USAGE 
e.g. 1% of the UK 
population have 
Apple 
smartwatches 
MEDIA 
CONSUMPTION 
e.g. People in full-time 
employment are 
more likely to notice 
ads on petrol pumps 
ATTITUDES I HAVE 
e.g. A quarter of 
those who eat two 
chocolate bars a 
week consider 
themselves healthy 
WHAT I GET UP TO 
e.g. BMW owners 
are twice as likely 
as the average to 
play golf 
Representative 
sample of 25,000 UK 
adults 15+ 
CREATE 
AUDIENCE 
PROFILES 
e.g. Men over 50 
who eat jam
INSIGHTS IN PR
INSIGHTS IN PR
PR INSIGHTS 
Split into groups. Look at the data sources 
you have been given. Find 3 things that will 
surprise the rest of us about mums.
STRATEGY AND OTHER 
TERMINOLOGY
DEFINING THE STRATEGY 
This can be a mine-field. 
Many of us are guilty of going straight into 
tactics without giving enough thought to 
HOW we will achieve the objectives set. 
Without doing planning. 
QUESTION – can you clearly differentiate 
between objectives, strategies and tactics?
PR OBJECTIVES 
Split into groups and answer the following: 
• What are some common business 
objectives of your clients? 
• What are some common PR objectives? 
• What are some common PR strategies? 
• What are some common PR tactics? 
Discuss
WHAT IS THE DIFFERENCE? 
OBJECTIVES 
Represent the outcome we want to accomplish, not how we will do it. Quantified and timed. 
MARKETING OBJECTIVES 
Ladder up to business strategy - Quantified in sales 
or profit 
COMMUNICATIONS OBJECTIVES 
Ladder up to marketing objectives – Desired 
audience effect 
GOALS 
Smaller, more specific objectives that explain what 
we need to do 
AIMS 
Goals that cannot be quantified 
STRATEGY 
How we will achieve an objective, not what we are going to do, i.e. the methods, not the specifics– usually has a 
central theme or red thread 
MARKETING STRATEGY 
Focused on 7ps and broader marketing elements 
COMMUNICATIONS STRATEGY 
Use broad communications elements – media, ads, 
PR, social etc. 
TACTICS 
What we will do to deliver the strategy
STRATEGY OR TACTIC? 
 Reach a national audience via the targeting of regional press 
Χ Host a regional media tour 
 Guarantee message delivery through paid for media 
Χ Undertake a partnership with Shortlist 
 Launch a comprehensive influencer relations programme to generate 
positive testimonials 
Χ Editor 1-2-1 briefings or exclusive event invitation 
 Create consistent, credible and relevant communications that are topical, 
timely and relevant 
Χ Issue monthly product hotsheets and a seasonal look-book
WHERE STRATEGY FITS INTO THE PROCESS 
Strategy is the way you plan to sell the product, 
not the words and pictures that you use to sell 
it. Strategy consists of saying what you need to 
say, even before you’ve found the right way to 
say it. Strategic planning is the stage between 
fact gathering and the big idea. 
Source: Jewler and Dewniany (1998) Creative Strategy in Advertising
THE BASIC INGREDIENTS 
TARGET AUDIENCE 
Identify the best audience to fulfil your objectives 
DESIRED RESPONSE 
What they are doing/thinking/feeling now and what do we want them to 
do/think/feel differently 
POSITIONING 
The unique thing about your brand/product/service, that when 
experienced/heard /seen, will achieve the desired response 
ENGAGEMENT STRATEGY 
The best way to convey the unique thing about your brand to the target 
audience – how best to connect with them 
MEDIA STRATEGY 
Where you reach the target audience with your communications 
WHO 
WHAT 
WHY 
HOW 
WHERE 
Source: : Head (1998) Define the strategy, Percy and Elliott (2005)Strategic Advertising Management
WHY DO WE NEED STRATEGY? 
• To galvanise everyone around a single vision 
• To provide direction and parameters for 
creative ideas to ensure they meet client’s 
objectives 
• To inspire, enthuse and make what we do easy 
to pass on 
Strategy provides frame work and 
measurement – it applies some 
science to something which might 
otherwise be a matter of 
guesswork 
Source: Head (1998) Define the strategy
HOW TO WRITE A STRATEGY 
JWT Planning Cycle 
Where 
are we 
now? 
Why are 
we here? 
Where do 
we want 
to be? 
Are we 
getting 
there? 
How do 
we get 
there?
• We need an example of a PR strategy for one 
of our clients (and lose the next few slides)
QUESTIONS?

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Planning for PR Success

  • 1. PLANNING FOR PR 21st October 2014
  • 2. WHY ARE WE HERE? We all want… to work on the BIGGEST brands, deliver on EXCITING campaigns and be PROUD of what we do.
  • 3. HOW DO WE MAKE THIS HAPPEN? By giving our clients… the SLICKEST proposals and plans they have ever seen, containing the most EXCITING ideas, that are grounded in INSIGHT.
  • 4. TODAY PART 1 – Planning for PR From receiving the brief, but before you get to ideas – What is planning? – Mining for insights – where and how – Strategy and other terminology PART 2 – Strategic Writing (date TBC) Creating a winning response for clients that covers everything – Understanding the brief – Defining the strategy – Writing the deck - structure
  • 6. WHAT THE HELL IS PLANNING ANYWAY? What do you think? Do you do planning?
  • 7. DOES PR NEED PLANNING? Split into two groups: 1. 3 reasons why PR needs planning 2. 3 reasons why PR does not need planning 10 minutes to brainstorm Present back
  • 8. WHY WE NEED PLANNING Clients want to see: • Familiarity with their category and business situation • Consumer insight • Strategic justification for creative work and campaigns • An informed and engaging presentation Clients want to know: • You have some understanding of their business • You have carefully chosen a creative strategy that makes sense and you can explain why your strategy will work • You are a creative person who can present your ideas in a dramatic and imaginative way
  • 9. PLANNING INPUTS INSIGHTS Planning is the voice of the consumer in the creative process Source: Merry Baskin & Account Planning Group (2007) What is Planning?
  • 10. PLANNING MAKES SURE WORK WORKS The goal is always about effectiveness, by which I mean outcomes that benefit the organisation on whose behalf we are working. We must bring everything back to behavioural and business outcomes, both short and long term. When in doubt, our best judgments about these must always be more important than pleasing the client, winning a Golden Lion, making a quick buck or covering our arses. It’s not always easy, but it’s the only solid ground to stand on Source: Feldwick (2009) Account Planning: Back to the Future
  • 11. PLANNING PROVIDES INSPIRATION I have always thought that the planner’s task is to create an environment in which great ideas can be conceived, developed and embraced by clients. Source: Steel (1999) A Simple Plan
  • 12. PLANNING ISN’T JUST USEFUL AT THE BEGINNING STRATEGY CAMPAIGN CREATION EXECUTION LIVE CLIENT BRIEF Campaign Rationalisation and Justifying the Right Tactics CLIENT SELL IN Insight Hunting and Client Consultancy STRATEGY WRITING Insight and Inspiration Hunting CREATIVE SWEET SPOT Evaluation and Learnings DID IT WORK? COMMS PROCESS THE ROLE OF PLANNING
  • 13. RESEARCH LEADS TO… Take a good look at everything… the company, the brand, the industry and sector they operate in, their competitors, what the media think/feel, who their consumers are and who they want them to be…
  • 14. …which shape effective strategies INSIGHTS
  • 15. THE BRAY LEINO PLANNING TEAM Bristol Filleigh NAOMI HANSON GEMMA BROWN NATASHA SAMEK EDD SOUTHERDEN NEW DIGITAL PLANNER
  • 16. HOW WE CAN HELP YOU
  • 17. INSIGHTS – WHERE AND HOW TO GET SOME
  • 18. WHERE TO GET INFORMED Classical insights CONSUMER • Primary research • Ethnography • Market data • Segmentation/ U&A • Content analysis BRAND • Annual report • Stakeholder interviews • Brand archeology • Immersion COMPETITION • Market reports • Advertising, social media and marketing •Websites and stores/branches … or why planning takes longer than you think!
  • 19. WHERE TO GET INFORMED Radical Insights UPSIGHTS Broader culture SIDE SWIPES Competitor weakness DOWNSIGHTS Inside the brand SIDE SIGHTS Other categories Planning in today’s communications industry surely isn’t really about finding new answers, it’s about asking new questions
  • 20. Category Context English Heritage membership is more than just a visitor pass, members get actively involved people in bringing history to life. Brand Point of View Customer Insight ENGLISH HERITAGE EXAMPLE . English Heritage membership buys you more than access, in becoming a member you are taking ownership of England’s historic sites. A historically engaged audience of advocates who gain enrichment from their personal involvement with heritage and its protection. Join up and join in with history
  • 21. Resource URL Username Password Useful for AdDynamix http://www.addynamix.c o.uk/AllMedia lcook@brayleino.co.uk BRAYLEINO2 Competitor and client advertising creative Brand Republic http://www.brandrepubli c.com/home/ mhenkes@brayleino.co. uk Brayunlimited Industry news, views and non-traditional campaigns eConsultancy https://econsultancy.co m/ scrocker@brayleino.co. uk br4yl31n0 Digital case studies, stats and thinking Datamonitor Financial http://www.datamonitorfi nancial.com/ robjones BrayLeino1 Financial services market and competitor reports Meltwater Buzz http://app.meltwaterbuz z.com/ agencyplanners@brayle ino.co.uk password Social media campaign monitoring TBC Mintel http://reports.mintel.com /homepages/guest/ Reports must be requested from Filleigh planners – no Bristol licence Category reports – except financial services nVision http://nvision.futurefoun dation.net kellis@brayleino.co.uk yIz3cv Consumer and cultural trends TGI Log in and software managed by media in Filleigh – should be one PR license Consumer profiles and media consumption WARC http://www.warc.com/ Warc650 gf6889 Case studies and advertising thinking USEFUL PAID FOR RESOURCES
  • 22. USEFUL FREE RESOURCES Communications Stuff • Ad Age • AdLiterate • Adverblog • Ad Week • DMA • IPA • Marketing Week • Think Box More • Fast Company • JWT Intelligence • Hitwise • Mashable • Office of National Statistics • Springwise • Trendwatching • Third Sector • uk.kantar.com • YouGov
  • 23. A CLOSER LOOK AT TGI BRAND USAGE e.g. 1% of the UK population have Apple smartwatches MEDIA CONSUMPTION e.g. People in full-time employment are more likely to notice ads on petrol pumps ATTITUDES I HAVE e.g. A quarter of those who eat two chocolate bars a week consider themselves healthy WHAT I GET UP TO e.g. BMW owners are twice as likely as the average to play golf Representative sample of 25,000 UK adults 15+ CREATE AUDIENCE PROFILES e.g. Men over 50 who eat jam
  • 26. PR INSIGHTS Split into groups. Look at the data sources you have been given. Find 3 things that will surprise the rest of us about mums.
  • 27. STRATEGY AND OTHER TERMINOLOGY
  • 28. DEFINING THE STRATEGY This can be a mine-field. Many of us are guilty of going straight into tactics without giving enough thought to HOW we will achieve the objectives set. Without doing planning. QUESTION – can you clearly differentiate between objectives, strategies and tactics?
  • 29. PR OBJECTIVES Split into groups and answer the following: • What are some common business objectives of your clients? • What are some common PR objectives? • What are some common PR strategies? • What are some common PR tactics? Discuss
  • 30. WHAT IS THE DIFFERENCE? OBJECTIVES Represent the outcome we want to accomplish, not how we will do it. Quantified and timed. MARKETING OBJECTIVES Ladder up to business strategy - Quantified in sales or profit COMMUNICATIONS OBJECTIVES Ladder up to marketing objectives – Desired audience effect GOALS Smaller, more specific objectives that explain what we need to do AIMS Goals that cannot be quantified STRATEGY How we will achieve an objective, not what we are going to do, i.e. the methods, not the specifics– usually has a central theme or red thread MARKETING STRATEGY Focused on 7ps and broader marketing elements COMMUNICATIONS STRATEGY Use broad communications elements – media, ads, PR, social etc. TACTICS What we will do to deliver the strategy
  • 31. STRATEGY OR TACTIC?  Reach a national audience via the targeting of regional press Χ Host a regional media tour  Guarantee message delivery through paid for media Χ Undertake a partnership with Shortlist  Launch a comprehensive influencer relations programme to generate positive testimonials Χ Editor 1-2-1 briefings or exclusive event invitation  Create consistent, credible and relevant communications that are topical, timely and relevant Χ Issue monthly product hotsheets and a seasonal look-book
  • 32. WHERE STRATEGY FITS INTO THE PROCESS Strategy is the way you plan to sell the product, not the words and pictures that you use to sell it. Strategy consists of saying what you need to say, even before you’ve found the right way to say it. Strategic planning is the stage between fact gathering and the big idea. Source: Jewler and Dewniany (1998) Creative Strategy in Advertising
  • 33. THE BASIC INGREDIENTS TARGET AUDIENCE Identify the best audience to fulfil your objectives DESIRED RESPONSE What they are doing/thinking/feeling now and what do we want them to do/think/feel differently POSITIONING The unique thing about your brand/product/service, that when experienced/heard /seen, will achieve the desired response ENGAGEMENT STRATEGY The best way to convey the unique thing about your brand to the target audience – how best to connect with them MEDIA STRATEGY Where you reach the target audience with your communications WHO WHAT WHY HOW WHERE Source: : Head (1998) Define the strategy, Percy and Elliott (2005)Strategic Advertising Management
  • 34. WHY DO WE NEED STRATEGY? • To galvanise everyone around a single vision • To provide direction and parameters for creative ideas to ensure they meet client’s objectives • To inspire, enthuse and make what we do easy to pass on Strategy provides frame work and measurement – it applies some science to something which might otherwise be a matter of guesswork Source: Head (1998) Define the strategy
  • 35. HOW TO WRITE A STRATEGY JWT Planning Cycle Where are we now? Why are we here? Where do we want to be? Are we getting there? How do we get there?
  • 36. • We need an example of a PR strategy for one of our clients (and lose the next few slides)

Editor's Notes

  1. Voice of the consumer Research and analysis into the consumer and how they relate to the brand or product – consumer insight Identifies the kind of message that they might respond to
  2. Introduction to BL planning team Who we are What we do How we can help you
  3. To summaries our brand point of view on membership is that it buys you more than access, in becoming a member you are taking ownership of England’s historic sites Gives us a very clear steer for a single minded proposition that is unique to Eh, and something NT could not claim