This document discusses strategy and planning in public relations. It defines strategy as determining the long-term direction and scope of an organization, while planning provides analysis to facilitate strategy formation and implementation plans. Public relations strategy is located within the hierarchy of corporate and business strategy. The key elements of public relations planning include situation analysis, defining objectives and strategy, identifying stakeholders and target audiences, developing a tactical program and message strategy, budgeting, and monitoring and evaluation. Effective evaluation focuses on measuring impact rather than just communication outputs.
Connecting corporate objectives to social business strategyJason Stoltz, MBA
Making the Connection: A practical guide to creating a social business strategy that aligns with corporate / organisational objectives.
Many businesses are using social media, but many fail to see the value on their bottom line. This presentation aims to help businesses become social, and connect their efforts to the organisation's overall objectives. It also gives executives insight as to how they can effectively introduce social into their business and get these social technologies to stay focused on the organisation's end goal...
Connecting corporate objectives to social business strategyJason Stoltz, MBA
Making the Connection: A practical guide to creating a social business strategy that aligns with corporate / organisational objectives.
Many businesses are using social media, but many fail to see the value on their bottom line. This presentation aims to help businesses become social, and connect their efforts to the organisation's overall objectives. It also gives executives insight as to how they can effectively introduce social into their business and get these social technologies to stay focused on the organisation's end goal...
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd. Today's Effort For A Better Tomorrow
العرض التقديمي لمحاضرة
الخطة التسويقية
التي قدمها المهندس هاني خوجة
رئيس شركة الكسير
بتنظيم لجنة شباب الاعمال بمقر الغرفة التجارية الصناعية بالرياض يوم الثلاثاء
12 years of experience in communications and advertising, in strategic planning, new business development and account management across finance, telecommunications, FMCG, tourism, education, automotive, technology and electronics industries.
Schweiger & Associates is a strategic management consulting firm. We have more than 25 years of successful consulting and market and organizational applied research experience with public and private firms of varying sizes across a number of industries both in the US and abroad.
Areas of consulting include:
- Strategy Development
- Strategy Execution
- Industry/Market Research
- Mergers and Acquisitions
- Leadership Development and Coaching
- Organizational Culture Assessment
- Sales Transformation
CHIẾN LƯỢC HOẠT ĐỘNG CỦA CÔNG TY BẠN NHƯ THẾ NÀO? BẠN MUỐN ĐỊNH HƯỚNG CHO CÔN...Mỹ Hoàng
- Bạn là doanh Nghiệp sản xuất hoặc phân phối độc quyền trong lĩnh vực Bất Động Sản và Mỹ Phẩm.
- Bạn có ý tưởng nhưng chưa có kế hoạch vận hành và truyền thông cụ thể hoặc chưa có kinh nghiệm về quản lý doanh nghiệp.
- Bạn là Doanh Nghiệp Bất Động Sản hay môi giới Bất Động Sản, nhưng bạn đang lo lắng về nguồn khách tiềm năng phát sinh.
- Bạn muốn phát triển thương hiệu, đẩy nhanh doanh số bán hàng....nhưng chưa có định hướng cụ thể,
Công ty CP truyền thông DREAM PARADISE MEDIA - Đơn vị truyền thông – Marketing số 1 tại Việt Nam ra đời với sứ mệnh hiện thực hóa ước mơ và nâng tầm thương hiệu của các doanh nghiệp. Với những chuyên gia và đội ngũ nhân viên kinh nghiệm và sáng tạo, DREAM PARADISE MEDIA tự tin sẽ mang đến cho bạn những giải pháp và chiến lược Marketing – Truyền thông tối ưu nhất, vừa tầm với tiềm lực tài chính của bạn nhất.
Từ khi ra đời DREAM PARADISE MEDIA đã và đang được sự tín nhiệm của các đối tác với các dịch vụ:
• Xây dựng trọn gói Truyền Thông cho Startup – Tiết Kiệm chi phí
• Phát triển hệ thống phân phối cho doanh nghiệp
• Quảng cáo & lập kế hoạch truyền thông tất cả các kênh Digital Marketing
• Cung cấp khách hàng bất động sản tiềm năng theo dự án
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd. Today's Effort For A Better Tomorrow
العرض التقديمي لمحاضرة
الخطة التسويقية
التي قدمها المهندس هاني خوجة
رئيس شركة الكسير
بتنظيم لجنة شباب الاعمال بمقر الغرفة التجارية الصناعية بالرياض يوم الثلاثاء
12 years of experience in communications and advertising, in strategic planning, new business development and account management across finance, telecommunications, FMCG, tourism, education, automotive, technology and electronics industries.
Schweiger & Associates is a strategic management consulting firm. We have more than 25 years of successful consulting and market and organizational applied research experience with public and private firms of varying sizes across a number of industries both in the US and abroad.
Areas of consulting include:
- Strategy Development
- Strategy Execution
- Industry/Market Research
- Mergers and Acquisitions
- Leadership Development and Coaching
- Organizational Culture Assessment
- Sales Transformation
CHIẾN LƯỢC HOẠT ĐỘNG CỦA CÔNG TY BẠN NHƯ THẾ NÀO? BẠN MUỐN ĐỊNH HƯỚNG CHO CÔN...Mỹ Hoàng
- Bạn là doanh Nghiệp sản xuất hoặc phân phối độc quyền trong lĩnh vực Bất Động Sản và Mỹ Phẩm.
- Bạn có ý tưởng nhưng chưa có kế hoạch vận hành và truyền thông cụ thể hoặc chưa có kinh nghiệm về quản lý doanh nghiệp.
- Bạn là Doanh Nghiệp Bất Động Sản hay môi giới Bất Động Sản, nhưng bạn đang lo lắng về nguồn khách tiềm năng phát sinh.
- Bạn muốn phát triển thương hiệu, đẩy nhanh doanh số bán hàng....nhưng chưa có định hướng cụ thể,
Công ty CP truyền thông DREAM PARADISE MEDIA - Đơn vị truyền thông – Marketing số 1 tại Việt Nam ra đời với sứ mệnh hiện thực hóa ước mơ và nâng tầm thương hiệu của các doanh nghiệp. Với những chuyên gia và đội ngũ nhân viên kinh nghiệm và sáng tạo, DREAM PARADISE MEDIA tự tin sẽ mang đến cho bạn những giải pháp và chiến lược Marketing – Truyền thông tối ưu nhất, vừa tầm với tiềm lực tài chính của bạn nhất.
Từ khi ra đời DREAM PARADISE MEDIA đã và đang được sự tín nhiệm của các đối tác với các dịch vụ:
• Xây dựng trọn gói Truyền Thông cho Startup – Tiết Kiệm chi phí
• Phát triển hệ thống phân phối cho doanh nghiệp
• Quảng cáo & lập kế hoạch truyền thông tất cả các kênh Digital Marketing
• Cung cấp khách hàng bất động sản tiềm năng theo dự án
BẠN CẦN CHIẾN LƯỢC, CHÚNG TÔI BÁN CHIẾN LƯỢC Mỹ Hoàng
- Bạn là doanh Nghiệp sản xuất hoặc phân phối độc quyền trong lĩnh vực Bất Động Sản và Mỹ Phẩm.
- Bạn có ý tưởng nhưng chưa có kế hoạch vận hành và truyền thông cụ thể hoặc chưa có kinh nghiệm về quản lý doanh nghiệp.
- Bạn là Doanh Nghiệp Bất Động Sản hay môi giới Bất Động Sản, nhưng bạn đang lo lắng về nguồn khách tiềm năng phát sinh.
- Bạn muốn phát triển thương hiệu, đẩy nhanh doanh số bán hàng....nhưng chưa có định hướng cụ thể,
Công ty CP truyền thông DREAM PARADISE MEDIA - Đơn vị truyền thông – Marketing số 1 tại Việt Nam ra đời với sứ mệnh hiện thực hóa ước mơ và nâng tầm thương hiệu của các doanh nghiệp. Với những chuyên gia và đội ngũ nhân viên kinh nghiệm và sáng tạo, DREAM PARADISE MEDIA tự tin sẽ mang đến cho bạn những giải pháp và chiến lược Marketing – Truyền thông tối ưu nhất, vừa tầm với tiềm lực tài chính của bạn nhất.
Từ khi ra đời DREAM PARADISE MEDIA đã và đang được sự tín nhiệm của các đối tác với các dịch vụ:
• Xây dựng trọn gói Truyền Thông cho Startup – Tiết Kiệm chi phí
• Phát triển hệ thống phân phối cho doanh nghiệp
• Quảng cáo & lập kế hoạch truyền thông tất cả các kênh Digital Marketing
• Cung cấp khách hàng bất động sản tiềm năng theo dự án
This is teaching material about strategic planning in advertising agency which I prepared for guest lecturing in Prasetiya Mulya Business School and sharing session in Depok Creative.
Quy trình ra mắt sản phẩm và dịch vụ mớiAMCoaching
Để ra mắt một sản phẩm mới hay dịch vụ mới để tiếp thị liên kết bạn cần phải làm gì? Đây là các bước @blogviet đề xuất cho học viên khóa học làm chủ tiếp thị liên kết tại http://www.amcoaching.net
Introduction to strategic planning
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5- Understand the nature of strategy.
Successfully Execute On Strategies
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2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
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It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
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Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
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3. “To be strategic , public relations must pass one
basic test: at a minimum everything that is done
must be aligned with the corporate vision or
mission
-the company‟s reason for being-and must
substantially contribute to achieving the
organisation‟s objectives.
Ideally public relations should be part of the team
helping to create the corporate mission and set
objectives”
3
P.J.Webster ,1990
4. Business / Organisational strategy
Business
planning
Comms/P R Marketing HRM Strategy
Strategy & Plans Strategy & & Plans
plans
4
5. How does Business Strategy & Planning Differ?
Strategy
Strategy determines the direction and scope of an
organisation over the long term:
Strategy achieves advantage for the organisation
through configuring its resources within a changing
environment to meet the needs of markets & fulfil
stakeholder expectations
(Johnson & Scholes,1999)
5
6. Three Dimensional Perspective of Strategy
Organisation’s Strategy Content
Purpose- Strategy Process Outcome of
Impetus for Flow of strategic activity Strategic activity
Strategic
activities
Strategy Context- Conditions surrounding strategic activity
Adapted from De Witt & Meter (2004)
6
7. Planning
While Strategy addresses questions about overall
direction, scope and focus of organisation‟s operations,
- the vision, policy direction, broad corporate
„architecture‟
Planning provides (1) the analysis, insights and
forecasts needed to facilitate strategy formation and
(2) the detailed implementation plans to help realize
top managements‟ strategic vision
7
8. SOSTAC Model of Planning ( A Pulford & P Smith ,
1990)
S -Situation Analysis - where are we now?
O -Objectives -where do we want to go?
S - Strategy -summarises how we are going to get
there.
T -Tactics -the details of strategy
A -Action or implementation - putting the plan to
work- who is going to do what and when.
C –How can we control, measure and develop the
process 8
9. Henry Mintzberg, leading management scholar (1994)
argued:
Strategic “planning” is not the same of “strategic
thinking” -the former is about analysis , the latter
synthesis
Planners do not create strategies, but they can supply
the data, help managers to think strategically, and
programme their vision
9
10. Strategy Pyramid: Top Down Approach
Recognition of the
VISION possibility of bottom-up
approaches to planning
MISSION and strategy making
GOALS
STRATEGIES
TACTICS/
ACTION PLANS
10
Traditional view of the structure of Strategy and tactics 10
11. Public Relations Strategy & Planning
Practitioners and academics often fail to distinguish clearly
between the terms strategy and planning using the terms
interchangeably
Indeed where strategy is discussed in the public relations context
it is often conceived largely in terms of formulating a PR plan.
Moreover , to understand the underlying role of public relations
strategy it needs to be located within the overall hierarchy of
corporate and business strategy –making and planning.
11
12. Corporate, Business and Communications strategy & Plans
Corporate Strategy & Plans
Corporate
Determining the Org‟s position
Objectives
and future direction- what business
and plans
Should we be in
Business /Competitive strategy
Determining how best to
compete in existing/ chosen Business Objectives and
markets –how to sustain a plans
competitive position
Communications strategy and
plans Communication objectives
Determining what needs to be Target stakeholders and
communicated to whom in order to publics, Key messages and
support corporate and competitive tactical programmes
strategies and goals 12
13. What is P R strategy?
Grunig and Repper (1992) defines the strategic role of public
relations as:
“to manage conflict and build relationships with those
strategic constituencies that can limit the autonomy of the
organisation”
From this perspective , the P R strategy focuses on defining the
key stakeholder relationships and determining how best to either
develop and enhance, assuage or combat their affects
13
14. Strategic Management Model for Public Relations
Organisational decisions at
corporate, business functional
Organisational levels Consequences
reputation
Consequences
Symmetrical Stakeholders
Communication + P1 P2 P3
+Relationship maintenance P4
Relationship Publics
+ Conflict management
outcome
Crisis Management
Issues
Achievement
Behaviour of Publics Creates
of Business Failure to to anticipate and
Goals resolve conflict leads to 14
14
15. According to Gregory (2000), Strategy represents the overall
approach taken – the coordinating theme or factor, the guiding
principles or „big idea‟ behind the tactical campaign
Moss and Warnaby (1997) acknowledge that public relations
strategy will take on differing emphases at different levels of
strategy:
At the corporate level , public relations strategy may be about (i)
building key relationships (ii) positioning the organisation or (iii)
shaping perceptions with respect to key issues
15
16. At the business/ competitive level, public relations strategy is
about supporting brand positions, underpinning and elaborating
marketing messages and building customer relationships
At the functional level the strategy is about determining and
directing the specific set of communications activities towards the
realization of specific functional goals and objectives
16
17. Public Relations Planning
While strategy can be and often is expressed in the form of a
plan, planning is more generally treated as the means through
which the strategic vision and goals are made real and
implemented
And generally plans set out the operational/ tactical measures/
actions to be carried out to realize specific objectives
The key elements in the planning cycle are shown the the next
figure
17
18. Corporate and Business
Strategy
Communications Strategy
Research & Evaluation What role is Communications
Measuring results to play- Desired outcomes
Against targets/Objectives & effects
Programme(s) Communications
Execution Tactical Programme(s)
Implementing the What messages
programmes What audiences/publics
What channels / media
Communications strategy and Planning Cycle 18
19. There are a number of planning models /frameworks that
have been applied to public relations .
Although perhaps differing in the terminology used the
planning process depicted by most of these models comprises
broadly similar elements
19
20. CORPORATE MISSION, MARKET ANALYSIS
SITUATION ANALYSIS
OBJECTIVES &STRATEGY MARKET POSITION
IDENTIFY COMMUNICATION ISSUES
DEFINE COMMUNICATION STRATEGY
DEFINE THE COMMUNICATION
OBJECTIVES
If cost unacceptable revise plan
IDENTIFY AND PRIORITISE KEY
TARGET AUDIENCES
DEVELOP THE MESSAGE STRATEGY & TACTICS
DEVELOP MEDIA STRATEGY & TACTICS
PREPARE THE BUDGET
IMPLEMENT PLAN AND & EVALUATION 20
21. Situation Analysis
PESTLE
SWOT
Comms. Audit
Define the Role of P R
What can public relations can do to help resolve
the situation
Define Measurable Objectives
SMART
Rationale & Justification of the
proposed Strategy
The who , what , where, when and how to achieve
the objectives
Identify the Target publics
(CIPR Guides Di Burton) 21
22. Identify the Core Messages
An over-aching core message that resonates with
Key audiences with sub messages tailored to each target
audience
The tactical Programme
Identify the tactical activities to deliver the core messages
to each audience
Develop the detailed timetable
Specify what is to happen when and who is responsible
Budget Considerations
All plans must be within budget Costing must account
for people, resources and any other costs
Evaluation
Analysis of „impact‟ not just process- have the objectives 22
been met
23. Elements of Planning
Situation Analysis
The first step in assembling any P R strategy and Plan is analysis
of the context/ specific situation faced. This requires an
examination of both internal and external factors:
The key stakeholder relationships that the PR programme will
need influence
The factors affecting current stakeholder perceptions of the
organisation- its reputation
The key elements of the organisation‟s reputation
The nature/ effectiveness of past communications activity
The likely scenarios that may result and how they may affect
the realisation of intended goals
Other external/internal variables that may affect the
organisation‟s plans- e.g.impending new legislation
23
24. Analysis tools include
For Broad internal and external Context Analysis
PESTLE analysis [ political, economic, social, technological, legal
and environmental factors] for broad context analysis
SWOT [ strengths, weaknesses, opportunities and threats]
Stakeholder Analysis- who is affected by and can affect the
organisation/ situation
For Specific Communication Problem Analysis
Communication Audit – review of previous/ exiting communication
activity
Issues Analysis – analysis of key challenges/ issues affecting the
organisation- stakeholder relationships
24
25. Analysis should avoid simply generating „lists „ of general context
factors – in all cases the unit of analysis should be on how each
factor might affect the key organisation- stakeholder relationships
This context analysis should lead to identification of the key issues
that the P R strategy should address arise-issues can be defined as the
result of the consequences that an organisations‟ actions have for
particular people/ groups or vice versa.
For the purposes of PR planning, it is important to identify the
communication implications of the key corporate/ business issues
and hence define the communications issues - e.g Concerns over
product safety, Poor quality reputation of a company, Perceived
25
dishonesty of MPs, etc
26. Communication / P R Objectives
Objectives should be as precise as possible – SMART
Specific
Measureable
Achievable/Agreed
Realistic
Timely
These objectives should identify the intended outcomes
with respect to the key stakeholder relationships -i.e the values the
organisation wishes to communicate & the attitudes, opinions and
behaviours it wishes to promote towards the organisation.
26
27. In addition to defining overall objectives for the campaign
as a whole, where there are multiple target publics, specific
objectives should be identified for each of the key target
public/audience strands
Thus while the overall objective might be:
To achieve at least 60% awareness and understanding of an
organisations new identity and name change amongst Key
stakeholder groups by year end
The specific objectives for internal/ employee audiences might be:
To communicate the rationale for the new identity and name
change and to build support for the new identity amongst
employees 27
28. Articulating the Strategy
Devising alternative communications strategies involves identifying
what different roles communication might play on behalf of the
organisation- expressed in term of how communication might help
the organisation achieve its goals/ resolve its problems
Often communications /P R strategy may be expressed in terms of
some form of intended positioning for the organisation in relation
to its reputation with its key stakeholders as well in relation to the
identified issues
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29. Examples of communication strategy statements:
The Comms Strategy will seek to reposition the org as a leader in the
move toward „Greener‟ or environmentally friendly manufacturing,
focusing on the organisation‟s environmental record through an
international PR and paid corporate advertising campaign
The strategy will aim to position the company at the forefront of
mobile technology capabilities, through an integrated comms program
of advertorial and editorial placement to demonstrate the company‟s
advanced technological capabilities
The strategy will seek to challenge the necessity of the proposed
legislation, highlighting the flaws in the new legislation and
suggesting amendments to the new Act through a sustained 29
programme of editorial placement and face to face advocacy
30. Identify The Stakeholders &Target Publics
The success of any PR programme hinges on identifying the
key stakeholder relationships that are crucial to resolving the
situation/ problem- here a stakeholder map may be useful
starting point in the case of very complex sets of stakeholders.
Here it is important to identify the active publics in the specific
context being handled [ those who are directly affected by the
organisation or who can frustrate or facilitate the realisation of the
organisation‟s goals
It may also be important to determine the priorities
amongst the publics - those whose support/ opposition is
most critical to the success of the programme
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31. A detailed profile of each target public should be drawn up
in terms of geo-demographics, attitudes, opinions and
behaviour with respect to the organisation and the
issues involved in the situation.
Such profiles are essential in identifying the most effective
media channels to reach the target publics
For P R planning purposes the media are treated as both a a target
public and a channel to communicate with other targets
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32. Developing the Tactical Program/Plan
Once the objectives and target publics have been identified,
the next step is to formulate the main elements of the
communication programme itself.
Here, all programmes comprise two main elements:
• The core message strategy to be communicated
• The media strategy/ activities to be used to deliver the
messages to the target publics.
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33. The Message Strategy
The message strategy should indicate the broad theme(s) of
the communication strategy-i.e. what has the campaign to
convince people to believe, support, or do. The message
strategy should not be confused with a summary of
“the copy” to be used in any press release, brochures , etc.
Thus when ICI sought to reposition itself after
its demerger from Zeneca the message strategy focused on
positioning ICI as:
“A Global leader in the industrial chemicals and
paint market”
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34. The execution of this message strategy took the
form of the use of the strapline:
“ICI World-class”
This strapline appeared on all stationary, brochures,
packaging etc
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35. The Commission for Racial Equality [CRE]‟s campaign
to challenge individual attitudes towards racism in the UK
The overall aim and focus of message strategy was to
challenge personal responsibility towards racism
The core message /strapline used throughout the campaign
was
Racism- Condemn it or condone it – there‟s no in between
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36. Media Channels/ Activity Plan
The media strategy/plan should identify the media channels/PR
activities to be used, indicating which publics each will be
used to reach, how the activities relate to one another, and the
relative importance assigned to each.
Here it is important to distinguish between the specific role and
activities that PR will perform and those activities that other
functions may need to perform to enable the overall objectives of
the campaign to be achieved
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37. COMMUNICATION STRATEGY
DEFINE OVERALL KEY OBJECTIVES
& MESSAGE STRATEGY
AUDIENCE 1 AUDIENCE 2 AUDIENCE 3 AUDIENCE 4
STRAND STRAND STRAND STRAND
SPECIFIC
OBJECTIVES
MESSAGES
SPECIFIC
PR/ COMMS.
PROGRAMME
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38. P R Activity Plan Gnatt chart
Venue
Plan Press
Timing
conference
Stage Press Book Press
reception
conference venue
Prepare Press Writing
packs photos
Trade Consumer
Issue Press releases press
Press
Plan exhibition Book Prepare
stand literature
Manage exhibition Man Exhibition
Collect
Evaluation Data analysis
data
survey J F M M J J A S O N D J
Programme Time Scale
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39. Budgeting
Any PR programme must take account of the budget / resources
available and where necessary elements of the plan may
need to be trimmed to stick within budget
Here a project based approach should enable the essential
elements of any plan to be retained while cost saving can be
achieved by trimming „non-essential‟ elements of the programme
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40. Monitoring & Evaluation
Monitoring the success of the programme during its
implementation and then evaluating the outcome against the
objectives is critically important and is often one of the
weaknesses in programme management.
Here it is important to adopt measures that focus on the
‘impact’ achieved ( i.e changes in attitudes/ behaviour)
rather than simply the success of the process of
communication ( i.e measuring media coverage)
Measures such as AVEs are spurious measures of impact
often used to placate an essentially uninformed client /
superior
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41. Monitoring & Evaluation
Evaluation of „impact‟ often requires pre and post- campaign
measurement of attitudes , opinions and ultimately
behaviours . This itself can be difficult to conduct effectively
and expensive .
It is it generally the cost , potential complexity and time
considerations that are cited as the reasons for the reliance on
media content-type evaluation methods. Such considerations
cannot be ignored but should not be used to justify complete
reliance on process-based measures for evaluation
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