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by Kate Nelson
Previous articles discussed the importance of communication as a tool for better business outcomes. In the context of communication activity aiding business development and helping to retain/attract staff, it is important to approach marketing and public relations (MPR) activity as integral to business planning.
Before developing a MPR plan it is necessary to determine firstly with whom you want to communicate, and what messages you want them to hear.
The theory
Target markets can be described quite simply, for example a target market could be 'marketing managers at medium sized businesses with spending budgets of $200,000 plus who are looking to build a relationship with external suppliers'. Target markets are usually identified by the business plan/direction of the studio - it is vital that the MPR plan reflects the business plan.
The more you know about your target market - the greater the opportunity to specifically tailor your message. Define 'medium sized businesses' more tightly, and it is obvious that the financial sector requires a different approach to those within the fashion industry - if you wanted to target both you would need to find common interests and triggers that would appeal to both.
When investigating target markets there are questions you can pose that will determine the effectiveness of a proposed marketing tactic. For example, what are they reading, watching, wearing, where are they working, what type of industry is it, what type of people are they associating with, what are they doing socially, what types of activities do they generally enjoy, who do they admire, where do they live, where do they eat. In place of (potentially expensive) market research, educated assumptions and insights are invaluable.
Understanding the target audience will enable an organisation to justify and understand why it has developed the MPR activities it has. There is very little point in undertaking MPR activities if you do not have documented evidence, or at least an informed understanding, for why your organisation should invest valuable time and funds into expanding these activities into a market.
Once the target market is profiled and understood, key messages need to be utilised to reach them. These messages can be as few as one or two, or there can be a hierarchy elaborated in the case of a number of target markets.
If you can identify audience traits then it is easier to determine if your key messages have been crafted to appeal to your target market - there are a number of ways to find this information (eg. survey current clients, run a focus group with a number of people who fall into the target market, contact the ABS, the truth report or Roy Morgan - to name a few).
When determining key messages certain questions need to be answered:
- Are they consistent messages with a purpose that is understood and supported by the whole team?
- Are they messages that will help deliver the studio into the space it is aiming for?
- Will these messages be well received by the intended audience?
- Are these messages reflective of the studio as a whole?
- Importantly, will these promises be fulfilled? Will the expectations, that the message creates, be met?
Once target markets are understood and key messages set, it is time to develop the tactical roll out of MPR. Simply put, MPR tactics carry your messages to your target market.
MPR tactics can be generated in many ways (for example competitor analysis, brainstorming, market research) and these are sorted into like groups to form the basis of:
- Media Relations
- Internal Relations
- Community Relations
- Customer/Member Relations
- Sponsorship Management
- Advertising
Under each of these components falls numerous tactics that carry the key messages to the target market.
Rubber on the road
A Media Relations tactic could be, for example, a list of all the media opportunities identified for the next twelve months - activities anticipated and planned for.
Perhaps a studio is interested in growing its profile within the travel sector. The Media Relations component would include a media database generated to reflect the materials being read by the marketing managers of travel companies - trade magazines, marketing journals. These media contacts should be constantly made aware of new 'travel' client announcements, news of high profile appointments to the studio, and notification of relevant industry awards - building credibility and the relationship over time.
Other targeted activities could be developed to create media opportunities for the studio. Trade magazines are always looking for interesting and colourful articles; presenting them with a media event that has supporting materials - professional photos, media release, background information, and interview opportunities - is often very attractive to an overloaded trade journalist. Within the greater MPR plan, other media activities can be identified as events are planned, sponsors procured, and other business related activity announced.
While in this instance we have explored media relations, my next article will discuss other tactics such as sponsorship, corporate hospitality, public speaking, cross promotions, launches, exhibitions, newsletters, etc[sigma]
Kate Nelson is a senior consultant with Creative Manoeuvres. She is currently writing a series of articles for AGDA Pages surrounding design and public relations. Next article: Further discussion of MPR tactics and programs
Contact: kate@manoeuvres.com.au, T: 03 9341 7171
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