Campaign Planning Issues - Case Study Example

Shaws the Drapers Co. Ltd Market Plan Name Course Institution Instructor Date Table of Contents Executive Summary 4 Introduction: 4 Research: 4 Planning: 4 Implementation: 5 Evaluation: 5 About Program I Planned 5 Campaign Selection 6 Communications Theory 6 Campaign Summary 7 Research 7 Goals 7 Objectives 7 Tactics 8 Evaluation: 8 Research Chapter 9 Who? 9 Secondary Research 10 Secondary Research Findings 10 Diversity Principles 11 Social Media and Internal Communication 11 Key Facts 11 Campaign" category. 12 Primary Research 12 Primary Research Findings 12 Interviews 12 Focus Group 13 SWOT Analysis Organization 13 Strengths: 13 Weaknesses: 14 Opportunities: 14 Threats: 14 Campaign 15 Strengths: 15 Weaknesses: 15 Opportunities: 15 Threats: 15 Analysis 15 Limitations and Suggestions for Future Research 16 Implementation 17 Tactics 17 Reference 19 Executive Summary Introduction: Shaws, the Drapers Co. Ltd, is a well-organized enterprise and it has gained a firm foothold in the wool industry. It is based in South Wales and West of England and one shop in West Midlands. Although the directors centered on product and production excellence backed by technical sales support, they become aware that there is a market-led strategic change in their industry. The industry has the second highest net promoter score of all domestic wool industries (Kileen, 2010; Lamb, 2010; Pride & Ferrell, 2010; Abrams, 2010; Atlantic, 2010; Meyer, 2010). Research: Through secondary research, I familiarized myself with internal communication tools Shaws the Drapers Co. Ltd uses with its employees. I also collected integral information about the wool industry and corporate’s stand on sustainability efforts. Secondary sources included websites, e-mails, annual reports and marketing materials such as posters, fliers, and brochures. My primary research consisted of in-depth interviews with key leaders of the campaign launch, back of house tours and a focus group. Planning: My goals were to build and maintain relationships within Shaws the Drapers Co. Ltd employee base. I also wanted to increase employee engagement and increase participation and awareness of Shaws the Drapers Co. Ltd commitment to sustainability. My objectives were to register at least 100 employees on the campaign platform, increase the number of recycled materials by 10 percent and have Shaws the Drapers be the number one contributor to the website. My strategies consisted of using company newsletters to introduce the campaign to employees, creating professional relationships between the campaign process and other Shaws the Drapers Co. Ltd employees, expanding promotion of My campaign Advantage through in-house advertising and back of house collateral material, an all-day launch party and maintaining continuous communication with staff about sustainability. My tactics included building an internal small ambassador group and focusing on the eye-catching back of house material (Hult et al., 2013; wood 2013; Macarthur 2013; Flanagan, 2012). Implementation: Campaign implementation consisted of creating dialogue among employees. Constant communication about the company’s commitment to sustainability was key to encouraging employees to sign up for the platform (Hult et al., 2013; wood 2013; Macarthur 2013; Flanagan, 2012). Evaluation: My campaign Advantage was launched. 92 employees signed up for the site and contributed over 97,000 points to the Shaws the Drapers Co. Ltd total. Post campaign survey revealed the human resources department register the most users. 34% of human resources employees registered on the website. To date, Shaws the Drapers Co. Ltd is in the fifth place overall as a contributor to my campaign. Considering Shaws the Drapers Co. Ltd employee base is far better than many other wool industries employees (Kileen, 2010; Lamb, 2010; Pride & Ferrell, 2010; Abrams, 2010; Atlantic, 2010; Meyer, 2010). About Program I Planned Shaws, the Drapers Co. Ltd, needed to develop and build a community of users for its Instagram social media platform. The platform was recently created this year to follow through on the corporate strategic sustainability plan. This is an internal communication plan because the target audience is all Shaws the Drapers Co. Ltd employees. This was an action oriented and educational campaign. The action is required from people to register for the site and use it frequently by keeping track of completing specified actions known as "Like" Actions. The educational portion involved increasing the overall awareness of how Shaws the Drapers offer their services. The key to a successful launch was motivating employees to adopt the platform (Kileen, 2010; Lamb, 2010; Pride & Ferrell, 2010; Abrams, 2010; Atlantic, 2010; Meyer, 2010). Campaign Selection This particular campaign was chosen because I could transition each component of the campaign to class assignments. I originally had ideas to select a different campaign, but I’ve learned the planning cycles of campaigns at Shaws the Drapers are very brief and often do not allow time to follow through on the recommended steps for a successful campaign. It also helped that I was designated by the Shaws the Drapers Co. Ltd general manager as a leader in the development in this campaign for the industry (Kileen, 2010; Lamb, 2010; Pride & Ferrell, 2010; Abrams, 2010; Atlantic, 2010; Meyer, 2010). I believe Shaws the Drapers Co. Ltd is exhibiting ideal values of corporate responsibility. Regarding sustainability and some resources. Communications Theory There were two theories I found most applicable to my campaign: interaction theory and diffusion of innovation theory. Interaction theory states the more someone is involved with a medium, the more the medium becomes important to that person. The more someone is involved with a medium, the more personally invested that person becomes. The diffusion of innovation theory defines a five step process the average individual experiences to accept and adopt an idea as their own (Hult et al., 2013; wood 2013; Macarthur 2013; Flanagan, 2012). Campaign Summary Research Various forms of primary and secondary research gave me insight into current internal communication channels and background information about Shaws the Drapers Co. Ltd. My position as M life Guest Experience Manager granted me access to a library of secondary research from the internet websites and company contact information of key leadership positions. My primary research consisted of the back of house tours, a focus group and interviews with leadership positions (Hult et al., 2013; wood 2013; Macarthur 2013; Flanagan, 2012). Goals Based on my research of Shaws the Drapers I developed broad goals and measurable objectives for the MY campaign. I created strategies and tactics to generate a successful campaign. Build and maintain relationships within Shaws the Drapers Co. Ltd. Increase employee engagement within Shaws the Drapers Co. Ltd, employees Increase participation and awareness of Shaws the Drapers Co. Ltd commitment to sustainability. Objectives To register at least 100 employees on the campaign platform (approximately 13% of entire employee base). Use Facebook and Twitter to introduce my campaign to Shaws the Drapers employees. Create and maintain professional relationships between Shaws the Drapers Co. Ltd employees at other properties. Expanded promotion of campaign through in-house advertising and back of house collateral material. Planned launch party for campaign inside the Shaws the Drapers employee dining room. Tactics Build an internal small ambassador group for my campaign. The group will be composed of one representative of every department and division. Focus on Shaws the Drapers back of house advertising campaign to promote sustainability and my campaign website. It spotlighted the corporate message and fun facts about going the campaign. This tactic allowed employees to have increased awareness of my campaign. These daily reminders were constant reminders to employees about my campaign (Bowman, 2010; Avery, 2010; Bly, 2010; Grewal, 2010). Host an interactive seminar to introduce employees to the platform. Purchase swag to hand out during the launch party. Have stories and fast facts about sustainability with internal communication channels Place subcategory inside In The Know, the company's internal communication e- mailed newsletter. Schedule weekly reminder notifications to be sent to division heads about the progress of the platform. Evaluation: I evaluated each campaign objectives to determine the success of the campaign. Campaign Objectives: • To register at least 100 employees on the campaign platform. • To have Shaws the Drapers Co. Ltd be the number one contributor to the campaign. Research Chapter Before selecting my campaign, a majority of research was already completed before me joining the launch. My employment with Shaws the Drapers Co. Ltd gave me access to a library of secondary research. The primary research I conducted was mainly to familiarize myself with Shaws the Drapers Co. Ltd property facilities and employees for planning purposes. Analyzing the secondary data allowed me to identify tactics leading to the maximum success of the campaign (Kileen, 2010; Lamb, 2010; Pride & Ferrell, 2010; Abrams, 2010; Atlantic, 2010; Meyer, 2010). Who? Launching my campaign is an action based and educational campaign. Internal communication and general awareness by Shaws the Drapers Co. Ltd employees is the focus of the campaign. The key to user registration is fostering a relationship with employees. Employees must feel as if they are a part of something greater than themselves. This can be completed by active interaction with the digital platform and all of its benefits (Bowman, 2010; Avery, 2010; Bly, 2010; Grewal, 2010). Developing the relationship involved several aspects in encouraging interest including constant communication, promotional materials, creating a small group of ambassadors, and a Gold Strike onsite launch party. Secondary data and primary research aided in my familiarization with current Shaws the Drapers Co. Ltd internal communication tools with its employees. Secondary sources included websites, social media, newsletters, marketing plans, third party analytics reports, and marketing materials. Primary research included a focus group, interviews, and property tours of Shaws the Drapers Co. Ltd (Kotler, 2013; Fletcher, 2013; Lamb et al., 2013). Secondary Research All secondary research was conducted before me joining the staff. Through discussions and interviews with the corporate sustainability, Shaws the Drapers Co. Ltd executive management, and Shaws the Drapers Co. Ltd marketing departments, I learned a third party called Market Metrics and multiple sustainability consulting firms collected data to encourage Shaws the Drapers Co. Ltd to develop my campaign social media platform. I was granted limited access to many of the corporate documents and proposals for my campaign. I learned general corporate background information about Shaws the Drapers Co. Ltd from the corporate website. Other secondary data such as the Shaws the Drapers Co. Ltd newsletter and learning the advertising proposal process for the back of house material, gave me insight into how to get customized items approved and created. Gathering all of this information was important to understanding reasons behind my campaign and which areas to emphasize to have a successful launch (Hult et al., 2013; wood 2013; Macarthur 2013; Flanagan, 2012). Secondary Research Findings The Shaws, the Drapers Co. Ltd International website, included a company overview, information about the company mission, corporate values and philanthropy foundation: Shaws the Drapers Co. Ltd Foundation, responsible wool industry, investor relations, and corporate commitments to diversity and sustainability (Kotler, 2013; Fletcher, 2013; Lamb et al., 2013). Mission: Shaws, the Drapers, consist of extraordinary people, distinctive brands and best in class items. Working together, we create an experience that engages and inspires. Diversity Principles Always First and Best Always Respectful Always Understanding Always Inclusive Always Considerate We Always Value Others Social Media and Internal Communication Facebook: https://www.facebook.com/ShawsTheDrapers/. Twitter: https://twitter.com/shawsdrapers?lang=en. Followers: 13 Insider Education: Insider Education is Shaws the Drapers Co. Ltd internal university and training center for all corporate and property wide training sessions and acknowledgment announcements. Employees are designated to complete required courses according to their job title and position. Additional courses may be completed optionally. The campaign landing page website included an overview of Shaws the Drapers Co. Ltd, corporate commitment to sustainability. Other information on the page included details about Shaws the Drapers Co. Ltd wool industry and waste management, sustainable supply chain, outreach and education, disclosure and reporting, news and recognition, partnerships and memberships. Key information collected from this website is listed below (Bowman, 2010; Avery, 2010; Bly, 2010; Grewal, 2010). Key Facts There are five components to the campaign: outreach and education and sustainable supply chains. 3 Shaws, the Drapers Co. Ltd properties, have been certified Shaws the Drapers Co. Ltd employee engagement and education program are very important. Campaign" category. Through 13 established property campaign Teams, comprised of diverse employees, we continuously develop and deploy best practices throughout all Shaws the Drapers Co. Ltd properties. Primary Research My primary research consisted of interview discussions with several leaders in various departments of Shaws the Drapers Co. Ltd. Facility tours of Shaws the Drapers Co. Ltd were also part of my primary research. Tours allowed me to see firsthand what spaces available for possible promotion. The final portion of my primary research was a focus group of campaign ambassadors. At least one person from every department was represented in the ambassador group. Members of the Ambassador group are also members of the Campaign Team. Key information from my research is highlighted below (Bowman, 2010; Avery, 2010; Bly, 2010; Grewal, 2010). Primary Research Findings Interviews 1. Lunch discussion with General Manager, Length: 1.5 hours Employees are encouraged and permitted to use social media as representatives of Shaws the Drapers Co. Ltd All of the website platforms will be monitored and managed by corporate Discussion with Regional Director, Length: 1.5 hours 2. Corporate is dedicating an intern to help with the launch. She will be on the property for three weeks. Normally employee engagement and services for event activities are planned by human resources Focus Group All participants of the focus group are the same involved in general operations meetings. Every department on property front and back of the house has a representative. Highlights: The program is easy to use, but it can be hard to keep up with because there is poor internet reception in the employee room. People may not know what points they can earn from specific activities Profiles on the website should be kept up to date Someone on property needs to be in charge of Shaws the Drapers registration I combined the information gathered from primary and secondary sources to evaluate existing communication practices for new campaigns. With information gathered about Shaws the Drapers Co. Ltd, I analyzed findings to determine what practices I should incorporate into the campaign. SWOT Analysis Organization Strengths: The company has shown committed corporate participation of sustainability practices, and outstanding customer services. Weaknesses: Poor utilization of social media has been a problem, since the company has used a lot of resource to advertise their company in order to edge out the competitors. Also, the sales representatives are not well educated regarding the personal selling tactics. The company has not yet fully exhausted the sustainability practices. Finally, there is low participatory and team work spirit within the workers (Bowman, 2010; Avery, 2010; Bly, 2010; Grewal, 2010). Opportunities: Increase employee engagement can lead to a greater opportunity for making more profit. Marketing information system has been well established a marketing research is occasionally conducted (Lamb, Hair & Mcdaniel 2013). Some major competitors are having difficulty keeping their customers because of high prices and delivery problems. Government is making efforts to solve the wool problems of people urgently and to mechanize farming. Opportunity for more employees to take on responsibility of keeping momentum going. Build stronger connections with other Shaws the Drapers properties and employees through platform (Dreskin, 2015; Anderson, 2015; Hill et al., 2015; Gilligan, 2015; Lospennato, 2015;Tuten & Solomon, 2015). Threats: Many employees have multiple jobs and various Shaws the Drapers. This means employees are and will be far less engaged with Shaws the Drapers property happenings. Shaws, the Drapers large customer, is threatening to switch to another supplier because of the company's poor usage of social media. Being not keep pace with the rapid technological change in the industry. Recent and forecast trends in the exchange rate hinder the semi-finished imports of the company (Kotler, 2013; Fletcher, 2013; Lamb et al., 2013). Campaign Strengths: My campaign will help launch at least three Shaws the Drapers properties. It will promote sustainability. Ensure employees have smartphones so the app and platform should be easy to use. Weaknesses: Three properties still need to launch the platform. Inactive campaign team and team work. Non-specified budget for campaign launch is a greater weakness. Can be hard to motivate employees to use program daily. Opportunities: Increase employee engagement. Increase Shaws the Drapers sustainability efforts. Can build relationships between employees Threats: Employee use of other social media platforms Analysis My secondary research allowed me to fully understand the mission and purpose Shaws the Drapers Co. Ltd. I was able to recognize which mediums are currently used for internal communication amongst employees and to identify other outlets. It is evident that Shaws the Drapers Co. Ltd has several communication channels, but the interaction among employees and property awareness of sustainability efforts needed to increase. There was not a lot of dialogue about what sustainability means or how Shaws the Drapers Co. Ltd is a part of the corporate sustainability plan on property anywhere back of the house. This evidence showed that an education and event like the campaign was necessary to generate more meaningful conversations centered on sustainability and word of mouth marketing of the social media platform (Bowman, 2010; Avery, 2010; Bly, 2010; Grewal, 2010). My primary research revealed developing a small ambassador group and revamping the campaign Team with new members is key to a successful launch. Shaws, the Drapers Co. Ltd, sends a daily email blast to employees called In The Know, or ITK. ITK is read daily by employees by a supervisor or manager before the beginning of their shift. ITK information is rotated to reflect all company information important to not only guests but also employees. This strategy and information communication chain are seen as the lifeline of all internal communication. ITK is also the favorite form of communication which makes it important to use, but the information could also be ignored because every day new information is can be too much for employees to absorb (Kotler, 2013; Fletcher, 2013; Lamb et al., 2013). Employees needed to be consistently reminded about using the social media platform to be more successful and increase participation. The combination of education, social media dialogue and communication with employees ultimately increased general awareness about sustainability. Limitations and Suggestions for Future Research The largest limitation to gathering primary and secondary research was the timeline. The implementation of the event and programs were very short and did not allow for any extravagant advertising and promotional materials. Before creating another campaign, I would suggest researching months ahead of time to analyze data gathered. The key to planning successful campaigns are research and analysis (Russell, 2012; Kotler, 2012; Mooradian et al., 2012; Mckeever, 2012 Grewal & levy, 2012; Burrow, 2012; Hughes, 2012; Farabi, 2012; Bradford, 2012). Implementation Shaws, the Drapers Co. Ltd campaign, consisted of promoting a launch party event by creating dialogue among employees and increasing use of internal communication tools leading up to the event. The campaign also included of constant communication from the corporate sustainability departments to educate the overall vision and mission of the program. The corporate input and direction of this launch heavily impacted the timeliness of implementation, especially regarding data collection and advertising requests (Kotler, 2013; Fletcher, 2013; Lamb et al., 2013). Tactics Build an internal small ambassador group for my campaign. The group will be composed of one representative of every department and division. I recruited new members to increase the word-of-mouth marketing opportunities disperse red throughout property after identifying the current campaign Team was only comprised of few department members, I began with the pool of possible members from the monthly casino operations meetings. Every attendee at the meeting has at least one representative from each division department. The campaign Team consists of 15 members with various backgrounds and responsibilities throughout the property. Focused on Gold Strike back of house advertising to promote sustainability and my campaign website. Various wall stickers, posters, and brochures spotlight the corporate message and fun facts about the campaign. This tactic allowed employees to have increased awareness of what the purpose of the campaign. Host an interactive seminar to introduce employees to the platform. Corporate sustainability leaders flew from headquarters in Las Vegas, Nevada to Tunica, Mississippi to show the new recruits of the Green Team how to use the social media platform. Purchase swag to hand out during the launch party. Items purchased included t-shirts, reusable electronic swipes, and freshly baked cookies. Have stories and fast facts about sustainability with internal communication channels Place subcategory inside In The Know, the company's internal communication e- mailed newsletter. Schedule weekly reminder notifications to be sent to division heads about the progress of Shaws the Drapers Co. Ltd efforts on the platform. 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