Fundamentally strong
by Kathy Callahan
November 1, 2008
The best communications campaigns start with well-conceived plans
I’m teaching a class on
integrated marketing campaigns at the University
of Nevada, Las Vegas, this semester. The students are
working with a real client, The City of Las Vegas Office of Cultural Affairs,
on a real project – to develop an integrated marketing plan for the Cultural
Corridor Coalition, a group of seven historic and cultural organizations
located near downtown. More than anything, the class has reinforced to me (and
hopefully to my students) the importance of solid fundamentals in
communications planning.
In the
hurry-up world of casino management (or business in general) it’s easy – even
tempting – to jump ahead into tactics of a communications plan before laying a
good foundation. “Write a memo.” “Issue a press release.” “Create a direct-mail
piece.” “Design a new logo.” We’ve all
heard this before. When time is of the essence, the first and perhaps most
natural, reaction is often fast-forward to tactics – in terms of “what” needs to
be done.
But
even more important when time is of the essence, it can be critical to explore
the “why” behind a project and do some solid – if fast-track – planning. Even a
basic plan is better than none, if you ascribe to Gen. George Patton’s philosophy:
“A good plan violently executed now is better than a perfect plan executed next
week.” One-shot tactics are not likely to produce a desired end result such as
building a brand, enhancing your property’s reputation or moving your employees
to new levels of engagement, nor are they likely to connect with the
bigger-picture perspective of your overall business goals. Taking the time to
prepare even a brief plan can help you think through key points of any
communication piece or campaign, and help ensure that everyone involved gets,
and stays, on the same page.
Research
is the first part of any well-conceived communications plan. Understanding the
product, consumer, market and competition is crucial. Yet the response is
often: “Research? There’s no time!” Knowing what are you “selling” and to whom
you are selling is the first step toward having your message reach its target.
In any case, a quick SWOT analysis can help shed light on potential issues, or
opportunities upon which to capitalize. The greater the risk and investment on
your part, the more important thorough research becomes. Involving key
constituents, especially internal ones, in the research phase of a project can
also help lay the groundwork for buy-in for the finished product, greasing the
skids for a smoother approval process. Research should also help you define and
understand your target audience.
Next,
set objectives. You’ve probably heard your boss tell you this as you prepare
annual goals: objectives should be measurable, specific, realistic, time-bound
and output oriented. The same goes for effective communications objectives. The
best planners know it’s pointless to attempt to boil the ocean – rather, they
are focused and targeted, with an emphasis on outcomes. The bottom line may
always be a goal such as “increase sales.” Yet it’s also critical to identify
the interim steps
necessary to get there. Perhaps it’s increasing awareness, reinforcing your
connection with loyal customers or maintaining good relationships with
community leaders – whatever will move the dial toward your ultimate goal.
Now
it’s time to pose the question: “how can we get there?” Once research is
complete and objectives are identified, message, media and communications
strategies can follow. It’s at this point, and not before, that it’s
appropriate to get into nitty-gritty campaign tactics. What to say, using what
vehicles, when, to whom, and how to orchestrate the overall campaign? Whether
it’s announcing an enhancement to your benefits plan, a new property amenity,
or a major acquisition, this process leads to a cohesive, well thought-out
campaign, not just a series of disconnected messages.
Finally,
don’t forget to ask: “Are we there yet?” Perhaps the most often overlooked element
of any communications campaign is evaluating results. It’s easy to see why this
can happen: The campaign has run its course. You’re on to the next big project,
and it seems like a waste of effort to cast a glance in the rearview mirror.
Adding to that is there never seems to be a straight-line, clear-cut causal
relationship between your campaign and a resulting uptick in sales or
visitation, or whatever your goal. Yet this is the critical point to
identifying important lessons learned, evaluating ROI, and improving efforts
and results the next time around.
Your property’s PR or
marketing professionals can add maximum value to your organization as true
strategic business partners when you call upon them to guide you through this
process. Take advantage of their expertise as strategists – not simply
tacticians – and you’ll be sure to see the kind of results that only
well-thought-out planning can deliver.
Kathy Callahan
kathy@euriecreative.com
Kathy Callahan is a communications
director for eurie creative, a graphics/communications firm. She may be reached
at (702) 383-9805.
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