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Planning Communication Campaigns - Communication Planning Framework -…
Planning Communication Campaigns - Communication Planning Framework
Analysis
Analysis
Understanding situation
What is problem
What want to do
What is issue
Understand organisation
Understand Organisation
Company overview
Company culture
Identify factors affecting organisation
Identify Factors Affecting Organisation
PESTLE
SWOT
Identify psych factors explaining current behaviour
Suggest relevant theories to address it
PESTLE
Environmental scan of factors affecting organisation
& - factors
Stands For
Political
Economic
Social
Technological
Legal
Environmental
Economic
What happening within economy
Example: Economic Factors
Economic growth/decline
Rates
Inflation
Interest
Exchange
Wages & minimum wage
Working hours
Local/national unemployment
Credit availability
Cost of living
Political
What happening politically in environment that you operate
Example: Political Factors
Tax policy
Employment laws
Environmental regulations
Trade restrictions & reform
Tariffs
Political stability
Social
What occurring socially in markets
In which you operate
In which you expect to operate
Example: Social Factors
Cultural norms & expectations
Health consciousness
Population growth rate
Age distribution
Career attitudes
Emphasis on safety
Global warming
Technological
What happening technology-wise that impacts what can do
How technology leaps impact products/services
Sig improvements every 2 years
Not available 5 years ago now mainstream
New technologies continually being developed & rate of change increasing
Example: Technological Factors
Mobile phone technology
Web 2.0
Social networking
Sites
Blogs
Legal
What happening w. changes to legislation
Impact: Legal
Employment
Access to materials
Quotas
Resources
In/export
Taxation
Environmental
What happening w. respect to ecological/environmental aspects
Many economic/social in nature
SWOT
Present & future/potential of factors affecting organisation
Internal attibutes of company
Present Factors
Strengths
Weaknesses
Strengths
What business does well
Resources/skills/attributes it has
Weaknesses
What businesses limitations are
Internal factors that prevent company achieving goals
Future/Potential Factors
Opportunities
Threats
Opportunities
Favourable external factors that could translate into advantage
Threats
External factors that can potentially damage organisation
Understand Company Overview
What company is
Structure & employees
Profits
Understand Organisation Culture
Location
Beliefs
Laws & regulations affecting
Identify What Want to Do
Psych/Behavioural Theory
-
Psych/Behavioural Theories
Cognitive dissonance
Dual-system
Hot/cold cognition
Fear appeals
ELM/HSM
Reasoned action model
Social judgement theory
Attribution theory
Nudges
Fear Appeals
-
ELM/HSM
-
Reasoned Action Model
-
Social Judgement Theory
-
Attribution Theory
-
Nudges
Apply w. caution
Dual-System
-
Cognitive Dissonance
-
Theory of Planned Behaviour (Ajzen, 1991)
Key components
Key components influence intention
Intention predicts behaviour
Key Relationships
Key components influence behavioural intention
Relative importance mediates
Behavioural intention predicts behaviour
Key Components
Attitude
Subjective norm
Perceived behavioural control
Attitude Toward Behaviour
Composed of factors influencing attitudes
Belief about outcome of behaviour
Evaluation of outcome of behaviour
Subjective Norm
Composed of factors influencing beliefs
Normative beliefs about what others/experts think
Motivation to comply w. others
Perceived Behavioural Control
-
Relative Importance
Attitudinal & normative considerations
Mediates attitude & subjective norms
Behavioural Intention
Ease/difficulty to perform behaviour
Identify Problem
Organisational listening stratagy & tactics
Primary & secondary research
Stakeholder/Public
Publics
Group of people
Recognise issue
Divided by issue
Act on issue
Who talk to
Stakeholder (Freeman, 1984)
Any group/individual who can affect/is affected by achievement of corporation practice
Range of diff stakeholders who could have interest in campaign
Stakeholders Range
Activist groups
Business
Board of directors
Community
Competitors
Consumer advocacy groups
Customer
Employee
Financial community
Government
Owners
Political groups
Programmes management
Suppliers
Trade associates
Unions
Mass Communications
Not about getting out general messages
To general public
Via mass communication channels
Objectives
Objectives
Understand how receivers use info
Identify How Use Info
Domino theory
AIDA model
Domino Theory
Message
Knowledge
Attitude
Behaviour
AIDA Model of Marketing
Awareness
Interest
Desire
Action
Setting Objectives
Hierarchy
SMART
Hierarchy for Setting Objectives
Awareness level
Attitudes level
Behaviour level
Attitudes Level
Cognitive, affective, & intent to act change
Displace prejudice
Encourage belief
Overcome misunderstanding/apathy
Behaviour Level
Conative change
Act in particular way
Change behaviour
Awareness Level
Cognitive change
Create awareness
Inform & promote understanding
Confirm perception
Develop knowledge
SMART Objectives
Specific
Measurable
Achievable
Resourced
Time bound
Specific
Relate to particular public
Measurable
Abe to say whether/not objective achieved
Achievable
Within PR planner's ability to deliver
Only communications problems can be solved w. communication solutions
Resourced
People
Money
Physical resources
Time Bound
Has stated end point
Strategic Message
Strategic Message
What want to say
Features of Strategic Message
Key communication message
Present tense sentence
Content over form
Sentence remembered by publics
Creating a Successful Message
Associations between concepts
Strategy
Strategy
Overall approach to programme/campaign (Gregory, 2016)
What issue is & how achieve objectives
Coordinating theme/factor/principle/idea/rationale behind tactical programme
Rush to use tools not outweigh need to formulate strategy (Powers, 2012)
Implementing Strategy
Principle that moves where are to where need to be
Dictated by issues arising from analysis of info at disposal
Answers to research
Foundation the tactical programme built
Tactics
Tactics
Actions
What methods/channel used
Developing Tactics
Generating ideas
Utilising creative range
Generating Ideas
Events/stunts
Topicality
Seasonality
Special days
VIPs
Events/Stunts
Gain attention
Example: Events/Stunts
Anniversaries
Fixtures
Topicality
Current discussion
Example: Topicality
Media
Fashion
Political agenda
Seasonality
Trending w. seasons
Special Days
-
VIPs
-
Available Tactics
Media relations
Advertising
Direct mail
Exhibitions
Internal communication
Corporate identity
Sponsorship
Lobbying
Conferences
Community relations
Special events
Customer relations
Research
Crisis management
Liasion
Financial relations
Resources
Evaluation
Structure of Pyramid Model
Outcomes
Outputs
Inputs
Outcomes
Functional & organisational evaluation
Change in behaviour
Change in organisation
Applicable Methodologies
Quantitative surveys
Structured & large-scale
Focus groups
Targeted
Outputs
Process & program evaluation
No. people who understand
No. messages in media
Applicable Methodologies
Interviews & focus groups
Inquiries & audits
Response mechanisms, attendances & visits
Distribution statistics
Inputs
Formative research
Quality of message
Consistency w. strategy
Fit w. media
Applicable Methodologies
Analysis & review
Feedback
Reliability testing
Aims
Aims
Define overall purpose
Change how primary publics think about issue
Issue
Sensitive/devicive topic
Leads to identification of publics
Timescales