Customer relationship management (CRM) is a multifaceted process, mediated by a set of information technologies, that focuses on creating two-way exchanges with customers so that firms have an intimate knowledge of their needs, wants, and buying patterns. In this way, CRM helps companies understand, as well as anticipate, the needs of current and potential customers.[1] Functions that support this business purpose include sales, marketing, customer service, training, professional development, performance management, human resource development, and compensation. Many CRM initiatives have failed because implementation was limited to software installation without alignment to a customer-centric strategy.[2]
Overview
There are many aspects of CRM which were mistakenly thought to be capable of being implemented in isolation from each other. [3]
From the outside of the organization, a customer experiences the business as one entity operating over extended periods of time. Thus piecemeal CRM implementation can come across to the customer as unsynchronized where employees and web sites and services are acting independently of one another, yet together represent a common entity.
CRM is the philosophy, policy and coordinating strategy connecting different players within an organization so as to coordinate their efforts in creating an overall valuable series of experiences, products and services for the customer.
The different players within the organization are in identifiable groups:
Customer Facing Operations - The people and the technology support of processes that affect a customer's experience at the frontline interface between the customer and the organization. This can include face to face, phone, IM, chat, email, web and combinations of all media. Self-service kiosk and web self-service are doing the job of vocals and they belong here.
Internal Collaborative Functional Operations - The people and technology support of processes at the policy and back office which ultimately affect the activities of the Customer Facing Operations concerning the building and maintaining of customer relationships. This can include IT, billing, invoicing, maintenance, planning, marketing, advertising, finance, services planning and manufacturing.
External Collaboration functions - The people and technology support of processes supporting an organization and its cultivation of customer relationships that are affected by the organization's own relationship with suppliers/vendors and retail outlets/distributors. Some would also include industry cooperative networks, e.g. lobbying groups, trade associations. This is the external network foundation which supports the internal Operations and Customer facing Operations.
Customer Advocates and Experience Designers - Creative designers of customer experience that meet customer relationship goals of delivering value to the customer and profit to the organization (or desired outcomes and achievement of goals for non-profit and government organizations)
Performance Managers and Marketing Analysts - Designers of Key Performance Indicators and collectors of metrics and data so as to execute/implement marketing campaigns, call campaigns, Web strategy and keep the customer relationship activities on track. This would be the milestones and data that allow activities to be coordinated, that determine if the CRM strategy is working in delivering ultimate outcomes of CRM activities: market share, numbers and types of customers, revenue, profitability, intellectual property concerning customers preferences.
Customer and Employee Surveyors and Analysts - Customer Relationships are both fact driven and impression driven - the quality of an interaction is as important as the information and outcome achieved, in determining whether the relationship is growing or shrinking in value to the participants.
Technology considerations
The basic building blocks:
A database for customer lifecycle (time series) information about each customer and prospect and their interactions with the organization, including order information, support information, requests, complaints, interviews and survey responses.
Customer Intelligence - Translating customer needs and profitability projection into game plans for different segments or groups of customers, captured by customer interactions (Human, automated or combinations of both) into software that tracks whether that game plan is followed or not, and whether the desired outcomes are obtained.
Business Modeling Customer Relationship Strategy, Goals and outcomes: Numbers and description of whether goals were met and models of customer segments and game plans worked as hypothesized.
Learning and Competency Management Systems - Customer Capacity and Competency Development - Training and improving processes and technology that enable the organization to get closer to achieving the desired results. Complex systems require practice in order to achieve desired outcomes, especially when humans and technology are interacting. Iteration is the key to refining, improving and innovating to stay ahead of the competition in Customer Relationship Management. (Successful tools, technology and practices will be copied by the competition as soon as they are proven successful.)
The building blocks can be implemented over time separately, but eventually need to be dynamically coordinated. The ongoing alignment of the basic building blocks distinguishes an elegant seamless CRM implementation which successfully builds mutually valuable relationships.
Types of CRM
There are several different approaches to CRM, and at present there is no one software package that allows all of these approaches to be applied. When companies consider implementing a CRM strategy, they usually talk about either Campaign Management or Sales Force Automation. Although CRM is much more than either of those parts, software packages are usually based around one or the other idea (with SFA being the most popular).
Operational CRM
Operational CRM provides support to "front office" business processes, including sales, marketing and service. Each interaction with a customer is generally added to a customer's contact history, and staff can retrieve information on customers from the database when necessary.
One of the main benefits of this contact history is that customers can interact with different people or different contact channels in a company over time without having to describe the history of their interaction each time.
Consequently, many call centers use some kind of CRM software to support their call center agents.
Operational CRM processes customer data for a variety of purposes:
Managing Campaigns
Enterprise Marketing Automation
Sales Force Automation
Sales Force Automation (SFA)
Sales Force Automation is a type of Operational CRM that is designed to automate sales-force-related activities, such as lead tracking. Software products perform such tasks as:
Keeping lists of leads
Assigning list segments to salespeople
Allowing list contacts to be called or e-mailed
Tracking responses
Generating reports
Analytical CRM
Analytical CRM analyzes customer data for a variety of purposes:
Design and execution of targeted marketing campaigns to optimize marketing effectiveness
Design and execution of specific customer campaigns, including customer acquisition, cross-selling, up-selling, retention
Analysis of customer behavior to aid product and service decision making (e.g. pricing, new product development etc.)
Management decisions, e.g. financial forecasting and customer profitability analysis
Prediction of the probability of customer defection (churn analysis)
Analytical CRM generally makes heavy use of data mining.
Campaign Management
Campaign management software is marketing-oriented CRM software that combines elements of Operational and Analytical CRM and allows campaigns to be run on an existing client base. Campaign Management is used when you need to create personalized offers when it is prohibitively expensive to personally contact each client. Campaign management software functions include:
Choosing campaign recipients from the client base according to selected criteria
Development of a campaign offer (this is often done "out-of-the-system" and is not automated)
Assigning specific campaign offers to selected recipients
Automatically sending offers to the selected clients via selected channels (either directly, via channels such as e-mail, or indirectly, by creating lists for use in channels such as direct mail)
Gathering, storing, and analyzing campaign results (including tracking responses and analyzing propensities)
Collaborative CRM
The function of the Customer Interaction System or Collaborative Customer Relationship Management is to coordinate the multi-channel service and support given to the customer by providing the infrastructure for responsive and effective support to customer issues, questions, complaints, etc.
Collaborative CRM aims to get various departments within a business, such as sales, technical support and marketing, to share the useful information that they collect from interactions with customers. Feedback from a technical support center, for example, could be used to inform marketing staffers about specific services and features requested by customers. Collaborative CRM's ultimate goal is to use information collected from all departments to improve the quality of customer service.[4]
Geographic CRM
Geographic CRM (GCRM) is a customer relation management information system which collaborates geographic information system and traditional CRM.
gCRM combines data collected from route of movement, types of residence, ambient trading areas and other customer and marketing information which are matched with relevant road conditions, building formations, and a floating population. Such data are conformed with a map and is regionally analyzed with OLAP(On-Line Analytical Processing) for visualization. This enables a company to examine potential customers and manage existing customers in the region.
Strategy
Several commercial CRM software packages are available which vary in their approach to CRM. However, as mentioned above, CRM is not just a technology but rather a comprehensive customer-centric approach to an organization's philosophy in dealing with its customers. This includes policies and processes, front-of-house customer service, employee training, marketing, systems and information management. Hence, it is important that any CRM implementation considerations stretch beyond technology, towards the broader organizational requirements.
The objectives of a CRM strategy must consider a company’s specific situation and its customers' needs and expectations. Information gained through CRM initiatives can support the development of marketing strategy by developing the organization's knowledge in areas such as identifying customer segments, improving customer retention, improving product offerings (by better understanding customer needs), and by identifying the organization's most profitable customers.[5]
CRM strategies can vary in size, complexity and scope. Some companies consider a CRM strategy to only focus on the management of a team of salespeople. However, other CRM strategies can cover customer interaction across the entire organization. Many commercial CRM software packages that are available provide features that serve sales, marketing, event management, project management and finance.
Successes
While there are numerous reports of "failed" implementations of various types of CRM projects,[6] these are often the result of unrealistic high expectations and exaggerated claims by CRM vendors.
Many of these "failures" are also related to data quality and availability. Data cleaning is a major issue. If the company CRM strategy is to track life-cycle revenues, costs, margins and interactions between individual customers, this must be reflected in all business processes. Data must be extracted from multiple sources (e.g., departmental/divisional databases, including sales, manufacturing, supply chain, logistics, finance, service, etc.), requiring an integrated, comprehensive business processing system to be in place with defined structures and data quality. If not, interfaces must be developed and implemented to extract data from different systems. This creates a demand far beyond customer satisfaction to understand the full business-to-business relationship. For this reason, CRM is more than a sales or customer interaction system.
The experience from many companies[who?] is that a clear CRM requirement with regard to reports (e.g., input and output requirements) is of vital importance before starting any implementation.[citation needed] With a proper demand specification, a great deal of time and money can be saved based on realistic expectations of systems capability.[citation needed] A well operating CRM system can be an extremely powerful tool for management and customer strategies.
Privacy and data security
One of the primary functions of CRM software is to collect information about customers. When gathering data as part of a CRM solution, a company must consider customer privacy and data security with respect to legal and cultural environments. Some customers prefer assurance that their data is not shared with third parties without their consent and that it cannot be illicitly accessed by third parties.
Tampilkan postingan dengan label marketing. Tampilkan semua postingan
Tampilkan postingan dengan label marketing. Tampilkan semua postingan
Sabtu, 24 Mei 2008
Selasa, 02 Oktober 2007
Marketing Plan Outline
I. Executive Summary
Segment 2
.
.
.
Appendix
Exhibits
A high-level summary of the marketing plan.
II. The Challenge
Brief description of product to be marketed and associated goals, such as sales figures and strategic goals.
III. Situation Analysis
Company Analysis
- Goals
- Focus
- Culture
- Strengths
- Weaknesses
- Market share
Customer Analysis
- Number
- Type
- Value drivers
- Decision process
- Concentration of customer base for particular products
Competitor Analysis
- Market position
- Strengths
- Weaknesses
- Market shares
Collaborators
- Subsidiaries, joint ventures, and distributors, etc.
Climate
Macro-environmental PEST analysis :
- Political and legal environment
- Economic environment
- Social and cultural environment
- Technological environment
SWOT Analysis
A SWOT analysis of the business environment can be performed by organizing the environmental factors as follows:
- The firm's internal attributes can be classed as strengths and weaknesses.
- The external environment presents opportunities and threats.
IV. Market Segmentation
Present a description of the market segmentation as follows:
Segment 1- Description
- Percent of sales
- What they want
- How they use product
- Support requirements
- How to reach them
- Price sensitivity
Segment 2
.
.
.
V. Alternative Marketing Strategies
List and discuss the alternatives that were considered before arriving at the recommended strategy. Alternatives might include discontinuing a product, re-branding, positioning as a premium or value product, etc.
VI. Selected Marketing Strategy
Discuss why the strategy was selected, then the marketing mix decisions (4 P's) of product, price, place (distribution), and promotion.
Product
The product decisions should consider the product's advantages and how they will be leveraged. Product decisions should include:
- Brand name
- Quality
- Scope of product line
- Warranty
- Packaging
Price
Discuss pricing strategy, expected volume, and decisions for the following pricing variables:
- List price
- Discounts
- Bundling
- Payment terms and financing options
- Leasing options
Distribution (Place)
Decision variables include:
- Distribution channels, such as direct, retail, distributors & intermediates
- Motivating the channel - for example, distributor margins
- Criteria for evaluating distributors
- Locations
- Logistics, including transportation, warehousing, and order fulfilment
Promotion
- Advertising, including how much and which media.
- Public relations
- Promotional programs
- Budget; determine break-even point for any additional spending
- Projected results of the promotional programs
VII. Short & Long-Term Projections
The selected strategy's immediate effects, expected long-term results, and any special actions required to achieve them. This section may include forecasts of revenues and expenses as well as the results of a break-even analysis.
VIII. Conclusion
Summarize all of the above.
Appendix
Exhibits
Calculations of market size, commissions, profit margins, break-even analyses, etc.
quoted from http://www.quickmba.com
Senin, 24 September 2007
Defining Conversions
Conversions are any change in a viewers behavior based on your message. Usually online this means clicking something but not always. Consider the following common conversions:
- Increased awareness of a business brand, product, service or person.
- Conversations or references for a business, person, product, service or article.
- Enhanced understanding of an issue that leads to more or less use of…
- Make a purchase
- Click a link
Increased Awareness
This is usually branding or making someone or something more recognizable to a viewer. This comes in handy for people looking to raise their stature in their industry or community. A great example of this are the politician’s websites that are gearing up for the November elections. Common examples are just about every business website out there - they all affect the brand of that business (for better or worse).
Conversations or References
If two people I’ve never met have a conversation about something I wrote that article is successful. If I can get people to link to something I wrote even better. Conversations and references are word of mouth or viral marketing. It’s a tough thing to make happen but always worth the effort.
Enhanced Understanding
Enhanced understanding naturally leads to people doing more or less of something. For most businesses they want the viewer to do more: buy more of our stuff!
But a non-profit may want people to do less: stop smoking, consume less energy, etc. The viewer has to make a choice to either ignore the message or accept it.
Make a Purchase
Making a purchase may come from enhanced understanding but it’s really about the value proposition and how your goods stand up against the competition. Competition that’s just a few clicks away online. Is your pitch good enough to get the viewer to stop what they are doing and navigate through your checkout process?
Click a Link
Learn more, order now, and subscribe are the most common calls to action I see. Then there are the ads including affiliate programs and contextual (Adsense). Sometimes getting the viewer to click the right link is the trick. Usability is the key to get viewers to click the links you want.
When I think of conversions for websites these are the categories I place them in. Once I know what types of conversions I’m looking for I start to define my market: not just people interested in “product x” but also people that will request more information or tell a friend about it or… whatever I want them to do. It’s a special type of person that will convert at all and a rare person that will do it the way I want.
I think that is overlooked on most websites. Traffic for the sake of traffic does not help your brand and can hurt it a great deal. Building traffic to increase conversions is as old as the internet. If you have 1,000 visits per day and 2% convert then if you get 2,000 visits per day your sales numbers double. Simple enough but what about the other 98% of viewers that didn’t get what they wanted? You also doubled the number of frustrated viewers which hurt the brand.
By knowing what you want your viewers to do and building the site around that your viewers will be much happier and your conversions will increase by percentages. How different would your bottom line be with a 5% increase in conversions?
source : http://www.14thc.com
Minggu, 23 September 2007
a good ads usually full fill this
- A good ad must stop the reader from turning the page.
- Sells a product’s benefits rather than its features: People buy based on what the product does for them not on what ingredients it has.
- Promotes the name of the store or brand while visually creating an image for it.
- Speaks to a specific group of people.
- Provides all the facts a reader needs without providing too many.
- Conveys its message simply. It is believable and honest.
- Is news: Readers say advertising in newspapers is as important as the news. It is in fact a primary reason that people seek out advertising in newspapers.
- Sells answers to consumer’s current needs. Advertising sells to people’s wants and not just needs. If people need transportation, they want a Mercedes. If they need clothing, they want Polo.
- A good ad uses white space. Crammed ads get poor results because readers don’t want to work that hard.
- A good ad has a sense of urgency. It tells the reader to do something.
Minggu, 19 Agustus 2007
Ten Core Media Relations Strategies
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| Tested tactics and tips to score the most hits. | |
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by Charlotte Tomic Tomic Communications
As a longtime publicist working for major brands for the past 20-plus years, I thought that getting news articles about clients or placing them on talk shows would get easier. Charlotte Tomic heads the Tomic Communications, | |
WSabtu, 18 Agustus 2007
Corporate social responsibility
Corporate Social Responsibility (CSR) is a concept which encourages organizations to consider the interests of society by taking responsibility for the impact of the organization's activities on customers, employees, shareholders, communities and the environment in all aspects of its operations. This obligation is seen to extend beyond the statutory obligation to comply with legislation and sees organizations voluntarily taking further steps to improve the quality of life for employees and their families as well as for the local community and society at large.
Development and analysis
While many businesses have always behaved in a responsible manner, the debate about CSR has been said to have began in the early 20th century, amid growing concerns about large corporations and their power[1]. The ideas of charity and stewardship helped to shape the early thinking about CSR in the US.
Ida Tarbell’s 1904 work The History of the Standard Oil Company helped lead to the US Supreme Court’s decision to break up the company on antitrust grounds. Similarly, Upton Sinclair’s 1906 book The Jungle led to the passage of the Pure Food and Drugs Act and the Meat Inspection Act by the US Congress.
The term CSR itself came in to common use in the early 1970s although it was seldom abbreviated. The term stakeholder, meaning those impacted by an organization's activities, was used to describe corporate owners beyond shareholders from around 1989.[2]
A widely quoted current definition by the World Business Council for Sustainable Development states that "Corporate Social Responsibility is the continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as of the local community and society at large."[3].
Approaches to CSR
Some commentators have identified a difference between the Continental European and the Anglo-Saxon approaches to CSR.[4]
Auditing and reporting
To demonstrate good business citizenship, firms can report compliance with a number of CSR standards, including:
- AccountAbility's AA1000 standard, based on John Elkington's triple bottom line (3BL) reporting
- Global Reporting Initiative's Sustainability Reporting Guidelines
- Verite's Monitoring Guidelines
- Social Accountability International's SA8000 standard
- The ISO 14000 environmental management standard
FTSE Group's FTSE4Good indice is an evalution of CSR performance by assessing companies according to various criterias. [1]
Some nations require CSR reporting, though agreement on meaningful measurements of social and environmental performance is difficult. Many companies now produce externally audited annual reports that cover Sustainable Development and CSR issues, but the reports vary widely in format, style, and evaluation methodology (even within the same industry). Critics dismiss these reports as lip service, citing examples such as Enron's yearly "Corporate Responsibility Annual Report" and tobacco corporations' social reports.
The business case for CSR
The scale and nature of the benefits of CSR for an organization can vary depending on the nature of the enterprise, and are difficult to quantify, though there is a large body of literature exhorting business to adopt measures beyond financial ones (e.g., Deming's Fourteen Points, balanced scorecards). Orlizty, Schmidt, and Rynes[5] found a correlation between social/environmental performance and financial performance. However, businesses may not be looking at short-run financial returns when developing their CSR strategy.
The definition of CSR used within an organisation can vary from the strict "stakeholder impacts" definition used by many CSR advocates and will often include charitable efforts and volunteering. CSR may be based within the human resources, business development or PR departments of an organisation[6], or may be given a separate unit reporting to the CEO or in some cases directly to the board. Some companies may implement CSR-type values without a clearly defined team or programme.
The business case for CSR within a company will likely rest on one or more of these arguments:
Human resources
A CSR programme can be seen as an aid to recruitment and retention[7], particularly within the competitive graduate student market. Potential recruits often ask about a firm's CSR policy during an interview and having a comprehensive policy can give an advantage. CSR can also help to improve the perception of a company among its staff, particularly when staff can become involved through payroll giving, fundraising activities or community volunteering.
Risk management
Managing risk is a central part of many corporate strategies. Reputations that take decades to build up can be ruined in hours through incidents such as corruption scandals or environmental accidents. These events can also draw unwanted attention from regulators, courts, governments and media. Building a genuine culture of 'doing the right thing' within a corporation can offset these risks[8].
Brand differentiation
In crowded marketplaces companies strive for a unique selling proposition which can separate them from the competition in the minds of consumers. CSR can play a role in building customer loyalty based on distinctive ethical values[9]. Several major brands, such as The Co-operative Group and The Body Shop are built on ethical values. Business service organisations can benefit too from building a reputation for integrity and best practice.
License to operate
Corporations are keen to avoid interference in their business through taxation or regulations. By taking substantive voluntary steps they can persuade governments and the wider public that they are taking current issues like health and safety, diversity or the environment seriously and so avoid intervention. This also applies to firms seeking to justify eye-catching profits and high levels of boardroom pay. Those operating away from their home country can make sure they stay welcome by being good corporate citizens with respect to labour standards and impacts on the environment.
Disputed business motives
Critics of CSR will attribute other business motives, which the companies would dispute. For example, some believe that CSR programmes are often undertaken in an effort to distract the public from the ethical questions posed by their core operations. Some that have been accused of this motivation include British American Tobacco (BAT) [10] which produces major CSR reports and the petroleum giant BP which is well known for its high profile advertising campaigns on environmental aspects of their operations.
Criticism
Two broad categories of CSR criticism can be identified:
- CSR hinders the operation of the free market;
- CSR is essentially cynical and selfish.
Criticism from a free market perspective
This group are generally supporters of Milton Friedman who argued that a corporation's principal purpose is to maximize returns to its shareholders, while obeying the laws of the countries within which it works. Friedman argued that only people can have responsibilities[11].
Because of this, moderate critics would suggest that CSR activity is most effective in achieving social or environmental outcomes when there is a direct link to profit. This approach to CSR requires that the resources applied to CSR activities must have at least as good a return as that that these resources could generate if applied anywhere else. This analysis drastically narrows the possible scope of CSR activities.
Critics who believe that CSR runs against capitalism would go further and say that improvements in health, longevity or infant mortality have been created by economic growth attributed to free enterprise. Investment in less developed countries contributes to the welfare of those societies, notwithstanding that these countries have fewer protections in place for workers. Failure to invest in these countries decreases the opportunity to increase social welfare.
This group may also point to:
- The rule of corporate law that a corporation's directors are prohibited from any activity that would reduce profits
- The burden of the existing social and environmental regulation that companies must comply with. Detractors of CSR point out that organizations pay taxes to government to ensure that society and the environment are not adversely affected by business activities.
Critics who believe that CSR is essentially cynical
This group argue that the only reason corporations put in place social projects is for the commercial benefit they see in raising their reputation with the public or with government. They suggest a number of reasons why self-interested corporations, solely seeking to maximise profits are unable to advance the interests of society as a whole[12].
They would point to examples where companies have spent a lot of time promoting CSR policies and commitment to Sustainable Development on the one hand, whilst damaging revelations about business practices emerge on the other. For example the McDonald's Corporation has been criticized by CSR campaigners for unethical business practices, and was the subject of a decision by Justice Roger Bell in the McLibel case (which upheld some of these claims, regarding mistreatment of workers, misleading advertising, and unnecessary cruelty to animals). Similarly Shell has a much publicised CSR policy and was a pioneer in triple bottom line reporting, but was involved in 2004 in a scandal over the misreporting of its oil reserves which seriously damaged its reputation and led to charges of hypocrisy.
These critics generally suggest that stronger government and international regulation rather than voluntary measures are necessary ensure that companies behave in a socially responsible manner.
Other views from this perspective include:
- Corporations really care little for the welfare of workers or the environment, and given the opportunity will move production to sweatshops in less well regulated countries.
- Companies do not pay the full costs of their impact. For example the costs of cleaning pollution often fall on society in general. As a result profits of corporations are enhanced at the expense of social or ecological welfare.
PR Tools and Techniques
PR Tools and Techniques
Community Relations Activities
- Sponsorships
- Scholarships
- Contributions
- Employee volunteer programs
- Donations (time, money, materials, services)
- Community participation (board membership, events, subscriptions, etc.)
- Community relations ads
- Community relations newsletter/materials
- Websites and online communities
Community Audience Segments
- Community leaders
- Local media (print, electronic, broadcast)
- Civic groups
- Students, faculty, school officials
- Local city/county employees and officials
- Merchants, businesspeople
- Specific cultural, gender and other demographically defined groups
Community Expectations
- Positive, visible contributions
- Participation
- Stability,
- Reliability
- Pride
- Clear shared agendas
- No surprises
Steps to a Successful Campaign
- Clear plans and objectives
- Organized data, research to base assumptions (assessment)
- Leadership
- Strong communications activities
- Periodic review and evaluation
- Timelines
Social Marketing
- Do your research -- know what has been learned about your target audience
- Segment your target audience and focus on your top priorities
- Test your messages on the target audience
- Consider paid ads - they always run
- Break through the clutter
- Make a strong pitch -- sell your story
- Pick the right spokesperson
Event Sponsorship & Marketing Opportunities
- Evaluate to ensure event reaches your target audience
- Share your expectations up front…don't be disappointed later.
- Strongly consider a signed contract or agreement.
- Ensure your name/logo is on all materials.
- Make sure you know and understand if any competitors are involved.
- Use free tickets and other benefits to your best advantage.
- Ask if you may poll participants at some phase of the event, distribute information of have permission for follow up contact.
- Hand out materials with your name/logo on them.
- Use space in program to disseminate your message (print, live, etc.)
- Make sure all the people from your organization have clear tasks at the event, which further disseminate your message.
- Find out what media exposure is anticipated. Encourage invitations to the media.
Changing Attitudes Through Campaigns
- Do use real stories to communicate your issues.
- Don't use graphic images (potentially upsetting visuals) unless you deliver them with specific actions the audience can execute.
- Go to the public: don't ask them to come to you.
- Use moral arguments as adjuncts, not as primary arguments. Stress supportable and practical aspects of your solution vs. the immorality or flaws of your opponents.
- Embrace the mainstream -- involve everyone.
- Don’t offend the people you seek to change.
- Assess special interest groups before starting a campaign - don't underestimate their strength.
- Don't stake your life on the polls.
- Don't try and build public support behind closed doors. Offer people information and options. Give them participation in the process as well as a choice.
- Avoid jargon.
- Have a communications plan that addresses potential problems… before they happen.
- Evaluate and course correct at every opportunity .
Sabtu, 04 Agustus 2007
Principles of Media Planning
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