How do you plan a public relations campaign

The production of a programme of activities is actually a matter of detail。

01 integration of resources

When the need for an activity is raised, and when preliminary information about the other party's conduct of the activity is available, resources need to be consolidated. There are some ideas about activities when they are proposed by themselves, their superiors or a, so first, when it comes to the need for an activity, and when it comes to an initial picture of the other party doing the activity, it is necessary to consolidate resources。

The consolidation of resources here can be understood as the collection, collation and analysis of information for the preceding period, including four blocks, each of which structured the activities to be carried out and defined a basic framework for the generation of the latter ideas and the production of the programme。

Volume 1

Target group resources are structured around the range of activities. This section includes the target group's purchasing habits, purchasing power, brand loyalty, target group concentration, etc., such as the promotion of a product, where site selection takes place, not only in terms of human flows, but also in terms of bag rates, etc. This requires information on the target group in the region: target groups are brand loyalty or price-sensitive, usually when they are purchased, the length of the purchase cycle, the amount of one-time purchases, how the target group generally gets information, what the target group cares about, etc. Therefore, after considering this, the scope of the event is largely established

Release 2

External resources are structured around the breadth of activities. In this context, external resources refer to media resources, long space resources, goods resources, human resources, etc. The impact of external resources on the activity as a whole is enormous and even understandable, and this platform of activities is an important component. For example, whether the opening event was attended by a mayor or a governor, its impact on the event was self-evident。

Release 3

The internal resources in this section are primarily concerned with the human, financial, material, implementation and commitment of the actors involved. The saying is cloudy: how big can you sing? Even with such considerable external resources, the internal implementation capacity is not keeping pace and activities are difficult to achieve optimal results. For example, having three major national media resources and inviting prominent national figures, it is logical that a sizeable event could be held, but the constraints within the company are not ripe for all aspects, so that it can only be recognized as unenforceable or downgraded. Reluctance would seriously undermine the effectiveness of activities。

Release 4

Competing resource segments are more visible in promotional activities. Whether or not competitors promote, when, what, what, what range, which products promote, etc. These should be understood and studied. These will determine the timing strategy for the event: pre-emptive or follow-up and seek to break the clock; and promotion: the same, similar or the opposite. The promotion range is greater or the market for precision farming etc。

02 refinery point

The process of integrating information will also be one of distilling points of sale, through inversion, reverse thinking, thought, etc. What is the focus of the target group, and what has an impact on the target group, is influenced by its purchasing decisions。

03 activity positioning

An activity is conceived as a combination of resources and objectives, raising the activity to a height and selecting a platform or vehicle for it, with completely different effects from one platform to another. Then, consideration is given to how this high-profile theme can be reflected, how it can be presented through a specific flow of activities, how creatively it can be achieved, how existing or potential resources can be used to sustain or lift this high level, and how much more detailed will be the ultimate purpose of the event through a series of frameworks, which is the concept of an activity。

The theme came out and looked for blocks around the theme of the event, like puzzles, frames, and now it's a piece of pieces that can be put together to search for as many of the subject-related elements as possible, although not every one of them is available, but that can be chosen to organize the most rational activity, where the subject of the event is the soul through which any element is screened. Once the first two areas have been identified, the specific programme of activities will be completed. In order to ensure the effectiveness of an activity, which is not a single programme, there is a need for a more detailed breakdown of the programme of activities, for example, into an advocacy programme. Implementation programme, public relations programme risk contingency mechanism, etc。

04 advocacy programme

The programme should include an advance, campaign and follow-up campaign. The first period of publicity usually begins in the first half of the month of the beginning of the campaign, and the first half of the campaign can be pre-heated. Depending on the point of view of the person, it usually follows the following stages, reaching a small orgasm by pre-heating, then maintaining a relatively stable level of interest, stimulated by advertising, and reaching the highest level of interest on the day of the event。

As a result, the rationalization of the dates for the launch of the campaign has had a significant impact on the effectiveness of the campaign, which was carried out through the placement of advertisements in the field, the combination of advertising methods, mobile advertising, the organic integration of various advertising media, such as the print, audio and image media, which gave the target group a strong impression that the campaign would follow. Often, advocacy will be sustained for a period of time after the end of the activities, and will be sustained, mainly for the purpose of building brand loyalty, such as arranging visits to clients, increasing loyalty, and feedback from target groups on activities and products。

05 implementation programme

This includes pre-activity preparation, on-site control of activities, post-activity arrangements, which will normally be integrated into the public relations programme and activities if the activities are not of an extraordinary scale. In addition to the process of implementation of the programme of production activities, consideration should be given to the movement of people in the field, such as an exhibition, during which a reasonable flow route should be designed to ensure that as many booths as possible are visited along the routes, while ensuring that the flow of persons is reasonably distributed, that there is no crowding of booths and that there are few booths。

The most critical aspect of the implementation programme is the division of labour and the distribution of membership among the teams, with each project being prepared for a preparatory team, with a lead and a detailed division of labour, which must be reflected in the implementation programme. In implementing the programme, the entire activity must be simulated several times in the producer's head, taking into account the details and sequencing of the various phases in a methodical manner. The implementation of the programme is in fact two areas: material and human resources. This implementation programme can be described as successful when human beings are organically integrated。

06 sponsorship programme

The programme is for a number of activities that need to be sought for sponsorship. In fact, the sponsors are only interested in two things: 1. How much money he needs to sponsor, and 2. What he gets in return; so that in the course of the sponsorship programme, you can focus on these two things, such as the title of the event, the amount of advertising (hard and soft) for the sponsor, the exclusive use of the sponsor, etc., and so on, the greater the benefit to him, the greater the amount of sponsorship may be. In this process, it is also a matter of measuring the realization of the rights given。

Risk accident control programme 07

In the course of an event, there will be a number of situations in which these accidents, large or small, can be very small, and sometimes a small accident can have a devastating impact on the activity, so the more thought is given to the development of an event risk contingency control programme, the less risk the activity will have, the greater the likelihood of success. In the event of a potential accident, it would typically include weather changes, which would have an impact on outdoor activities, so that there would have to be mechanisms for early prevention in case of a change in circumstances; and what should be done in case of an injury on the ground。

In large-scale outdoor activities, the most taboo is the occurrence of a disorder on the ground, which is likely to cause chaos on the ground if the disruption affects not only the effects of the activity as a whole, but also if there is an injury to the person, so how to strengthen the controls on the ground so as to avoid the occurrence of such a thing, taking into account the risk incident control programme, which is likely to cause panic among the audience。

Finally, the activities are carried out in the belief that there are not many soldiers but that they are good, that they are planned in three and executed in seven。

An innovative programme of activities, if there are problems in its implementation or if it is not sufficiently implemented, can only participate in the creative selection as a competition. The implementation of activities emphasizes implementation by people and, as a result, the staff of activities is rationalized, with clear lines of authority and accountability, so that each staff member knows that his or her duties are the key to the implementation process. In other words, the key to the success of activities is not how many people have been placed, and perhaps the more people you have, the less control you have on the ground, because it is easy to push each other in the process, but rather whether or not everyone's jobs are clearly defined, each doing its part。

The conclusion of the activities does not mean that they have been completed. The desired results may not have been achieved in the course of the activity, but the later operation, if appropriate, could have the effect of repairing the dead。

In this way, the later part of the event is also an important part of the activity, which can serve as a consolidation of activities and enhance the brand recognition and loyalty of target groups. It is as if we were not able to fall back to reality immediately after reaching the highest level of excitement, as if we were supposed to give ourselves a buffer period, and that after the end of the activity, the target group should not be allowed to fall apart, but should be allowed to feel that the activity is continuing。

There are many activities in real-life operations that ignore this process. If this link is dealt with well, it could well bring about the same or even better effects of the process。