public relations, community relations & sales promotion · public relations, community...

ICSC European Retail Property School

Public Relations,

Community Relations &

Sales Promotion

9 July 2014

ICSC European Retail Property School

Berlin, Germany

Marketing I: PR / CR / CSR

I. Introduction

II. Community Relations

III. Special Events

IV. Sales Promotion

V. Conclusion

AGENDA


I. INTRODUCTION


Definitions and objectives


I. INTRODUCTION

A. Definitions and objectives

B. Public

Relations

within the

Marketing

Plan

C. The Media

D. PR mailing list

E. Gaining

coverage

F. Stories at

your Centre

G. Press

releases

H. Photographs

I. PR resources

What is Public Relations?

Public Relations (PR) is the discipline which builds and

maintains reputation, with the aim of earning

understanding and support, and influencing opinion and

behaviour.

It is the planned and sustained effort to establish and

maintain goodwill and mutual understanding between an

organisation and its publics.

Institute for Public Relations

www.instituteforpr.org


I. INTRODUCTION

A. Definitions and objectives

B. Public

Relations

within the

Marketing

Plan

C. The Media

D. PR mailing list

E. Gaining

coverage

F. Stories at

your Centre

G. Press

releases

H. Photographs

I. PR resources

The difference between …?

• Public Relations: reputation management for which you principally rely on third parties to endorse your Centre, e.g. journalists, analysts or members of the public.

• Advertising: “salesmanship in print” – you pay for the space and you can say what you want (within reason).

• Community relations: often considered a subset of PR and is about your Centre establishing and maintaining a relationship with its local community

• Special events: Centre marketing events designed to create publicity and build awareness among a target audience

• Sales promotion: a range of tactical marketing techniques designed within a strategic framework to add value to a product or service in order to achieve specific sales and marketing objectives.

EXAMPLE: Which is which?

a. Public Relations

b. Advertising

c. Community relations

d. Special events

e. Sales promotion

Tenant Brands


a. Public Relations

b. Advertising


d. Special events

e. Sales promotion

„Sunday Open 23. December“

Umbrella Brand


a. Public Relations

b. Advertising


d. Special events

e. Sales promotion


a. Public Relations

b. Advertising


d. Special events

e. Sales promotion

„Shopping Center now offers child-care facility and is accessible by public transport“


Public relations within the marketing plan


I. INTRODUCTION

A. Definitions

and objectives

B. Public Relations within the Marketing Plan

C. The Media

D. PR mailing list

E. Gaining

coverage

F. Stories at

your Centre

G. Press

releases

H. Photographs

I. PR resources

Impact on marketing

Understand the marketing strategy:

� the Marketing Plan should inform the strategic direction, key

objectives and brand direction for your Centre;

� the strategy sets the agenda for the PR Programme.

Convey and communicate the message:

� Decide how your PR Programme will fit in with your other marketing activities

� Set your objectives for PR and decide how you will communicate the message – events/news stories etc.

� Plan 12 months in advance – “fail to prepare and prepare to fail” (otherwise you tend to react to requests)

� Set your goals within realistic parameters – know your market


I. INTRODUCTION

A. Definitions

and objectives


C. The Media

D. PR mailing list

E. Gaining

coverage

F. Stories at

your Centre

G. Press

releases

H. Photographs

I. PR resources

Cost Effective Crisis Management

Four Principles of Crisis Communication:

1. The Relationship Principle: An organization can withstand both issues and crises better if they have established good, long-term relationships with publics who are at risk from decision and behaviorsof the organization.

1. The Accountability Principle: Organizations should accept responsibility for a crisis even if it was not their fault.

2. The Disclosure Principle. At the time of a crisis, an organization must disclose all that it knows about the crisis or problem involved.

3. The Symmetrical Communication Principle: At the time of a crisis, an organization must consider the public interest to be at least as important as its own.


I. INTRODUCTION

A. Definitions

and objectives


C. The Media

D. PR mailing list

E. Gaining

coverage

F. Stories at

your Centre

G. Press

releases

H. Photographs

I. PR resources

Planning a Publicity Campaign

Definition:

Publicity-

Information that concerns a person, group, event, or product ...

which is

-Campaign

... spread through various media to attract public notice.


I. INTRODUCTION

A. Definitions

and objectives


C. The Media

D. PR mailing list

E. Gaining

coverage

F. Stories at

your Centre

G. Press

releases

H. Photographs

I. PR resources

Planning a Publicity Campaign

• Understand where you are starting from and how you can achieve

maximum impact

• Assess the current situation and undertake a SWOT analysis.

Strengths

Opportunities

Weaknesses

Threats

EXAMPLE

� You are the Centre Manager/Marketing Manager of Green Meadows Shopping Centre.

� Green Meadows has 100 shops with a large international fashion offer. It has two anchor

supermarkets, a cinema, 2000 free parking spaces and has ambitious plans to double in size over the

next 5 years.

� The Centre is situated 15 miles from the country’s capital city in a town of approximately 35,000

inhabitants. Most of the adult population work or study in the city centre and spend their weekends

at home.

� Green Meadows is a vibrant and active participant in the local community and supports a number of

initiatives in local schools and sports clubs. There are a number of local newspapers which you place

advertisements in regularly.

� John, the Centre’s finance director, knows the celebrity patron of a national children’s charity and

would like to be able to support the charity in some way.

� Its Centre Management are well-respected in the area but have no media profile.

� The nearest rival shopping centre is 15 miles away and also development plans for expansion.

Perform a SWOT analysis for Green Meadows Shopping Centre


I. INTRODUCTION

A. Definitions

and objectives


C. The Media

D. PR mailing list

E. Gaining

coverage

F. Stories at

your Centre

G. Press

releases

H. Photographs

I. PR resources

Assess current situation through SWOT analysis

Strengths:

1. What do you do well?

2. What unique resources can you draw on?

3. What do others see as your strengths?

Weaknesses:

1. What could you improve?

2. Where do you have fewer resources than others?

3. What are others likely to see as weaknesses?

Opportunities:

1. What good opportunities are open to you?2. What trends could you take advantage of?3. How can you turn your strengths into opportunities?

Threats:

1. What trends could harm you?2. What is your competition doing?3. What threats do your weaknesses expose you to?

Strengths:

� Variety of shops

� International retail offer

� Strong groceries offer

� Leisure facilities

� Free parking

� Close to city centre

� Active in local community

Opportunities:

� Focus on evening and weekend

marketing activities

� PR for local sponsorships

� Local newspapers to target for PR

� National children’s charity

� Centre Management profile

� Acting as a good citizen (charity,

environment, good employer etc.)

Weaknesses:

� Competing with city centre

� Local population spend most of their

time in the city

� Development plans could affect trade

� Poor media profile

� Appropriate advertising?

Threats:

� City centre retail offer

� Rival shopping centre


I. INTRODUCTION

A. Definitions

and objectives


C. The Media

D. PR mailing list

E. Gaining

coverage

F. Stories at

your Centre

G. Press

releases

H. Photographs

I. PR resources

Public Relations Plan

� Create a plan with clear goals and objectives

� Define the target audiences and the key messages

� Establish in advance how you want to measure the success of your

programme

� Make sure the plan is in line with marketing objectives and budget

Important Questions?

� Are the goals and objectives clear between the operator, the owner,

your tenants, and you personally?

� Do you have other than commercial objectives, eg. defending an asset

(eg. access roads, no. of parking lots) which is under public pressure

OR creating goodwill for a planning permission?


I. INTRODUCTION

A. Definitions

and objectives


C. The Media

D. PR mailing list

E. Gaining

coverage

F. Stories at

your Centre

G. Press

releases

H. Photographs

I. PR resources

Public Relations Plan

Analyse your plan in detail:

� Interview Centre Management to find out what they think of the Centre

� Talk to key employees, suppliers, customers, the local authorities and

journalists

� Find out what they think about the Centre and what they are looking for

in their shopping experience


I. INTRODUCTION

A. Definitions

and objectives


C. The Media

D. PR mailing list

E. Gaining

coverage

F. Stories at

your Centre

G. Press

releases

H. Photographs

I. PR resources

Typical Plan Layout

Objectives: To achieve national press coverage and boost

Centre profile

Business targets: To increase footfall by 10% - define time slots

Key messages: Top fashion destination, engaged in community

Target audiences: ABC 1, female

Key media: National press, consumer magazines

Implementation:

Core activities –

Special initiatives –

Timeline: January - December

Budget: % of marketing budget


I. INTRODUCTION

A. Definitions

and objectives


C. The Media

D. PR mailing list

E. Gaining

coverage

F. Stories at

your Centre

G. Press

releases

H. Photographs

I. PR resources

Identify Stakeholders

Investors

Thedeveloper

Current tenants

Potentialtenants

LocalCommunity

Localauthority

Businesscommunity

Localpoliticians

Retailers& theiragents

Shoppers

Competitors Media

YOURCENTRE


I. INTRODUCTION

A. Definitions

and objectives


C. The Media

D. PR mailing list

E. Gaining

coverage

F. Stories at

your Centre

G. Press

releases

H. Photographs

I. PR resources

Remember Your Catchment Area

“all retail is local”


I. INTRODUCTION

A. Definitions

and objectives


C. The Media

D. PR mailing list

E. Gaining

coverage

F. Stories at

your Centre

G. Press

releases

H. Photographs

I. PR resources

Publicity Analysis: Feedback

� Listen to feedback

� Get to know your stakeholders

� Become an active voice in the community

This will give you the information you need to plan the

publicity that will:

� be of most benefit to the Centre

� be in line with corporate objectives

� tell you where PR is most needed

� tell you who you need to talk to help achieve objectives

� be aware of the potentially sensitive issues


I. INTRODUCTION

A. Definitions

and objectives


C. The Media

D. PR mailing list

E. Gaining

coverage

F. Stories at

your Centre

G. Press

releases

H. Photographs

I. PR resources

Publicity Analysis: Measurement

Option 1: Perceptions analysis:

Independent pre- and post-programme

research and analysis

Option 2: Use media analysis company:

Set specific PR activity targets and measure

against results achieved.

Option 3: Advertising Value Equivalent (AVE):

Track coverage and measure

Advertising Value Equivalent (AVE)


I. INTRODUCTION

A. Definitions

and objectives


C. The Media

D. PR mailing list

E. Gaining

coverage

F. Stories at

your Centre

G. Press

releases

H. Photographs

I. PR resources

Crisis Management Plan

� Advance preparation is key; prepare two locations for interviews – one

with, one without branding

� Have facts and figures ready

� Make sure spokespeople are well briefed and trained to deal with the media

� Know the media and how to reach them out of hours so you can address concerns proactively

� Have responses prepared in advance

� “No comment” implies evasiveness

� Be prepared and forthright

� Not all crises are incident-related – issues management

� Reactive statements for media queries should be included


I. INTRODUCTION

A. Definitions

and objectives


C. The Media

D. PR mailing list

E. Gaining

coverage

F. Stories at

your Centre

G. Press

releases

H. Photographs

I. PR resources

Crisis Management Timing and Measurement

� A monitoring report typically examines print, television, radio, internet news groups and chat rooms to determine what is being said, how the organization is being positioned, and what messages are being delivered.

� Sometime the ultimate measure isn’t the content, but the shear volume of crisis coverage.

� A well managed crisis gets all the bad news over with up front by aggressively dealing with a problem. A poorly handled one can drag on for months, with the volume of the coverage going up repeatedly.

EXAMPLE

You receive a call from a journalist at a national newspaper who has heard that rents

at your Centre are to increase by 50%.

The journalist has already contacted a number of tenants for their comments, which

they have provided anonymously.

The journalist would like a response from you.

What do you do?

A. Ignore the call. The Centre does not conduct its business through the press. Issue a memo to all tenants saying that media queries should come to Centre Management.

B. Prepare a statement saying that the Centre Management would never comment publicly on leasing arrangements with its clients but that tenants can discuss their arrangements with management at any time.

C. Think about it for a few hours and then ring them back with a verbal response ‘off the record’ saying that times are tough and that the Centre has to increase its revenue to cover overheads.


I. INTRODUCTION

A. Definitions

and objectives


C. The Media

D. PR mailing list

E. Gaining

coverage

F. Stories at

your Centre

G. Press

releases

H. Photographs

I. PR resources

Summary

Now you know:

a) What the Centre’s SWOTs are

b) What needs to be addressed

c) Who your stakeholders are

� This will give you the information you need to plan a campaign or initiative to address and promote the issues relevant to the Centre

� With each action, identify who needs to be addressed, be it other retailers, the local community or your peers and what you can say to them


The Media


I. INTRODUCTION

A. Definitions

and objectives

B. Public

Relations

within the

Marketing

Plan

C. The Media

D. PR mailing list

E. Gaining

coverage

F. Stories at

your Centre

G. Press

releases

H. Photographs

I. PR resources

The Media = Your Media


I. INTRODUCTION

A. Definitions

and objectives

B. Public

Relations

within the

Marketing

Plan

C. The Media

D. PR mailing list

E. Gaining

coverage

F. Stories at

your Centre

G. Press

releases

H. Photographs

I. PR resources

The Media

� The basic PR goal is to create a positive image for your Centre

through consistency of brand values

� The media is crucial in achieving this

� Identify PR services you will need to purchase to secure budget

Media coverage:� increases recognition and credibility

� makes it easier for you to attract customers’ attention

� makes you an active player – can make you appear larger and more

successful than you are

� is the most cost effective and efficient way of reaching your target

audience

� is the best way to build excitement and create ‘hype’

� can significantly stretch your advertising budget


I. INTRODUCTION

A. Definitions

and objectives

B. Public

Relations

within the

Marketing

Plan

C. The Media

D. PR mailing list

E. Gaining

coverage

F. Stories at

your Centre

G. Press

releases

H. Photographs

I. PR resources

Types of Media Coverage

• Newspapers (local, national, free, official community)

• Consumer magazines

• Trade magazines

• Publications from fairs and forums

• Television local and national

(Television clip often also on youtube)

• Radio

• Online newspapers and news rooms

• Social media – Facebook/MySpace/Twitter/Instagram


I. INTRODUCTION

A. Definitions

and objectives

B. Public

Relations

within the

Marketing

Plan

C. The Media

D. PR mailing list

E. Gaining

coverage

F. Stories at

your Centre

G. Press

releases

H. Photographs

I. PR resources

Typical coverage in relation to media

Quality Newspaper / professional trade magazine:

� Focus on wider context, in-depth analysis, balanced, specialised

journalist with background knowledge and understanding of the

industry

Tabloid:

� Sensation, human interest, news built around affected individual/s

Local Paper:

� Mainly local context

� Use of press releases or copying of existing material

� Freelancers get paid by word/line they produce

The new tram-line to the

Centre is a ‚money train‘

Journalist analyses

return of the centre‘s

investment (tram was

partly funded by the

centre)

“a Centre-Restaurant will

close and the new one

will serve different

sausages”

National News Programm

Local News Programm


PR mailing list

Marketing I: PR / CR / CSRI. INTRODUCTION

A. Definitions

and objectives

B. Public

Relations

within the

Marketing

Plan

C. The Media

D. PR mailing list

E. Gaining

coverage

F. Stories at

your Centre

G. Press

releases

H. Photographs

I. PR resources

Develop a media list

� The ‘shotgun’ approach is not the most effective way to reach your target audience

� Taking time to research can produce better long-term results

� Get to know the local media first and build up your relationships

� Look further afield to national press and lifestyle/fashion/consumer magazines

� Know who YOU want to reach; the media can tell you who THEY reach

� Know the format and the medium that the media prefer

� Delivering your story in the right format to the right media is more likely to ensure successful coverage


I. INTRODUCTION

A. Definitions

and objectives

B. Public

Relations

within the

Marketing

Plan

C. The Media

D. PR mailing list

E. Gaining

coverage

F. Stories at

your Centre

G. Press

releases

H. Photographs

I. PR resources

Develop a Centre Mailing List

Include the following:

� Local community groups/organisations� Local authority – politicians, councillors� School publications – or official community publications� Customer loyalty database (know which tenant has which programmes)� Internet database

Maintain the list:

� Keep a computer database� Segment into categories – FMCG, fashion, restaurants, business,

property; maybe some of your suppliers?� Key media contacts – ‘VIP’ media


I. INTRODUCTION

A. Definitions

and objectives

B. Public

Relations

within the

Marketing

Plan

C. The Media

D. PR mailing list

E. Gaining

coverage

F. Stories at

your Centre

G. Press

releases

H. Photographs

I. PR resources

Develop a Centre Mailing List

Pit Falls to check:

� Have I understood the relationships between different authorities? Always look out for representatives who have felt ‘left out’ in the past –they are probably stakeholders.

� The Journalist is your first contact, not the person who sells advertising in the respective media.

� Research which Journalists have written about you before, what their tone of voice was, where they stand politically, and where they are employed.

My personal system of media/PR-lists:

• Business Journalists (for the serious news)

• Journalists covering human interest (incl. Local Radio and TV)

• Official contacts (people who are in some way responsible for the centre in

their function)

• Official contacts (people who are not responsible, but like to be informed –

and can indirectly support)

• Competitors or industry people we are friendly with

• Black list

• Don’t forget your own ‘internal’ opinion leaders


Gaining coverage


I. INTRODUCTION

A. Definitions

and objectives

B. Public

Relations

within the

Marketing

Plan

C. The Media

D. PR mailing list

E. Gaining coverage

F. Stories at

your Centre

G. Press

releases

H. Photographs

I. PR resources

Preparation

� Read, watch and listen to the media

� The more you monitor the media you want to be in, the better the idea

you will have of the stories they are interested in; usually a specific

journalist will cover the topic shopping center

� You will spot trends and competitors – allowing you to make informed

judgements about your own PR initiatives

� Remember that all of them are now on-line and therefore more

accessible

� Are there misconceptions about your center in the media?


I. INTRODUCTION

A. Definitions

and objectives

B. Public

Relations

within the

Marketing

Plan

C. The Media

D. PR mailing list

E. Gaining coverage

F. Stories at

your Centre

G. Press

releases

H. Photographs

I. PR resources

Personal relationships

� Media relationships are vital and take time to build

� Journalists are very busy people - they work to tight deadlines

� Nothing is ever ‘off the record’

� Consumer articles can be written months in advance – plan your seasonal stories well in advance

� Treat every media query as urgent – respond within one hour

� Look after your contacts but don’t hassle them; always respect their independence and pride !

� Keep them informed of what is happening at the Centre� Suggest ideas for stories – ‘Would this be of interest?’� This can unlock opportunities for coverage� Increases the quality of coverage through mutual understanding (let

the journalist learn something about the business)


I. INTRODUCTION

A. Definitions

and objectives

B. Public

Relations

within the

Marketing

Plan

C. The Media

D. PR mailing list

E. Gaining coverage

F. Stories at

your Centre

G. Press

releases

H. Photographs

I. PR resources

Ensuring press releases are used

� Be aware of lead times and deadlines

� Don’t exaggerate or over-sell a story – be factual

� Make it newsworthy

� Omit obvious commercial tie-ins – PR is not the same as advertising

� Be concise – have a clear idea of what you want to say

� Before you call, write down 2-3 points that you want to make

� Communicate with the right journalist

� Follow-up calls where relevant – avoid ‘did you get the press release?’

Only if you have something else to offer

� Perhaps offer an interview

� ‘Scoops’ – giving ‘exclusive’ stories to key journalists from time-to-time

can build a valuable relationship – e.g. ‘X’ store opening in 6 months


I. INTRODUCTION

A. Definitions

and objectives

B. Public

Relations

within the

Marketing

Plan

C. The Media

D. PR mailing list

E. Gaining coverage

F. Stories at

your Centre

G. Press

releases

H. Photographs

I. PR resources

Alternative release opportunities

� Brochures; Special Publications eg. Anniversary

� Promotions: customer special offers

� Special events: exclusive or ‘VIP’ events

� Media Tours:1. Incoming – opening your doors to the media

Tour of Centre

Opportunity to meet key store managers

Lunch (but do not overdo it)

2. Outgoing – attendance at trade shows

Be prepared to meet and answer media questions


I. INTRODUCTION

A. Definitions

and objectives

B. Public

Relations

within the

Marketing

Plan

C. The Media

D. PR mailing list

E. Gaining coverage

F. Stories at

your Centre

G. Press

releases

H. Photographs

I. PR resources

Alternative release opportunities

� Use professional PR Material

Example: ‘Image Movie Glatt’

(Produced for retail conventions targeting tenants – but also for general PR purposes)


I. INTRODUCTION

A. Definitions

and objectives

B. Public

Relations

within the

Marketing

Plan

C. The Media

D. PR mailing list

E. Gaining coverage

F. Stories at

your Centre

G. Press

releases

H. Photographs

I. PR resources

What makes ‘news’?

1. TIMELY

News

2. NEW

3. RELEVANT


I. INTRODUCTION

A. Definitions

and objectives

B. Public

Relations

within the

Marketing

Plan

C. The Media

D. PR mailing list

E. Gaining coverage

F. Stories at

your Centre

G. Press

releases

H. Photographs

I. PR resources

Other ways to create ‘news’

� Press conference:

• Usually only appropriate for public agencies and nationally known

figures

� Announcements:

• E.g. promotions, new appointments, opening of new buildings,

addition of new products – keep it short

� Timelines

� ‘Expert voice’:

• Thought-leadership/trend pieces – become an industry

spokesperson

� Innovation – are you doing something really unique?

� Point of difference, eg. build on history or cult potential

� Celebrity appearance

� Events

� Charities

� Community interest


Stories at your Centre


A. Definitions

and objectives

B. Public

Relations

within the

Marketing

Plan

C. The Media

D. PR mailing list

E. Gaining

coverage

F. Stories at your Centre

G. Press

releases

H. Photographs

I. PR resources

Business stories

� New store openings

� Best-selling items

� Retailer profiles

� Category sales success

� Redevelopment plans

� Addition of new component to tenant mix – e.g. cinema, or ‘first shop in the country’

� Tenants special promotions

� CSR: working with the community

� Create yearly platform to inform about the Center’s success & progress

Manager gets the chance to place his message – ending of article:

„Further develop uniqueness of the center and convenience for the shoppers“

BAD EXAMPLE:

Reflection of the leaving Manager after 10 years:

„Once we had to evacuate the center after a bomb-threat“

It was not his main message, just a side comment – but ended up in the headline. (there was one bomb threat in 10 years)

„We wanted the tram to drive right through the center“

„bringing classical music to the local community“


I. INTRODUCTION

A. Definitions

and objectives

B. Public

Relations

within the

Marketing

Plan

C. The Media

D. PR mailing list

E. Gaining

coverage


G. Press

releases

H. Photographs

I. PR resources

Fashion stories

� Fashion trends

� Consumer seasonal purchases

� Relationships with fashion editors

� New store openings

� Designer appearance

� Fashion Show

� New concept stores


A. Definitions

and objectives

B. Public

Relations

within the

Marketing

Plan

C. The Media

D. PR mailing list

E. Gaining

coverage


G. Press

releases

H. Photographs

I. PR resources

Food stories

� Range of food offer

� Healthy choices

� Special services – web orders/fax menus

� New restaurant openings

� Celebrity chef appearance

� Food Festival

� Local formats! Story of family businesses


A. Definitions

and objectives

B. Public

Relations

within the

Marketing

Plan

C. The Media

D. PR mailing list

E. Gaining

coverage


G. Press

releases

H. Photographs

I. PR resources

Music/Literature/Arts

� Live performances

� In-store signings

� Best-selling albums

� Book signings

� Latest movies/premieres

� Exhibitions


A. Definitions

and objectives

B. Public

Relations

within the

Marketing

Plan

C. The Media

D. PR mailing list

E. Gaining

coverage


G. Press

releases

H. Photographs

I. PR resources

Games/Toys/Leisures

� Top-selling items

� Latest video games

� Family entertainment

� Gift guides

� Top holiday destinations


A. Definitions

and objectives

B. Public

Relations

within the

Marketing

Plan

C. The Media

D. PR mailing list

E. Gaining

coverage


G. Press

releases

H. Photographs

I. PR resources

Feature ideas

What makes a feature?

� Less time-sensitive than news

� Tends to be exclusive

� Far more opinion and analysis-oriented

� Requires more in-depth information

Ideas� Retailing trends

� Profiling new store concepts

� Refurbishment works

� Customer relations – the ‘customer experience’

� Community goodwill and public service

� Staff stories – or the Shopping Centre as a city in itself


Press releases


A. Definitions

and objectives

B. Public

Relations

within the

Marketing

Plan

C. The Media

D. PR mailing list

E. Gaining

coverage

F. Stories at

your Centre

G. Press releases

H. Photographs

I. PR resources

Press releases

Goal: attract positive media coverage

� Keep it short, use bullet points, always include a date� Write a headline that gets to the point – avoid ‘promotional’ words� Use a strong leading paragraph – no more than 150 words

� Answer - who, what, where, when and why� Body should include detail in diminishing importance� Provide a quote – convey ‘subjective’ information that you cannot

include elsewhere

� Provide contact information for further information queries (and ensure availability)

� Include ‘boilerplate’ – a short corporate summary about the Centre

� Send press release in body of email� Do not attach your press release as a Microsoft Word document but pdf


A. Definitions

and objectives

B. Public

Relations

within the

Marketing

Plan

C. The Media

D. PR mailing list

E. Gaining

coverage

F. Stories at

your Centre

G. Press releases

H. Photographs

I. PR resources

Inverted Pyramid

Pressrelease on Center Results of FY09

Headline:

“Best Christmas Sale ever”

Headline:

“Glatt becomes Food Destination”

Information about ‘best sales’

appears in sub-headline

Following Year:

We get question

‘again successful?’

Again coverage !

Beware:

Good News provokes

Journalists to take deeper

look and to find a new

angle.

Headline:

“Supertanker Glatt stand-still,

still Number 1, but others

grow faster”


Photography


A. Definitions

and objectives

B. Public

Relations

within the

Marketing

Plan

C. The Media

D. PR mailing list

E. Gaining

coverage

F. Stories at

your Centre

G. Press

releases

H. Photos

I. PR resources

‘A good picture speaks a thousand words’

� A strong photograph can make or break a story

� Pay for a professional photographer – include in PR budget

• Professional photographer will send to picture desks

• Always send a selection of shots

• Subject should look relaxed

� Avoid ‘staged’ photos

� 2-3 people max in press photos

• Avoid group shots

� Make sure resolution is high enough

� Photos should tell a story: who, what, where, when, why?

� Professional photographer owns copyright – you buy a licensed copy to

use for sending to press/website use etc.

� Photography release form – make sure you have permission


PR resources


A. Definitions

and objectives

B. Public

Relations

within the

Marketing

Plan

C. The Media

D. PR mailing list

E. Gaining

coverage

F. Stories at

your Centre

G. Press

releases

H. Photography

I. PR resources

Hiring a PR consultant

First question to ask yourself:

� “Do I have the resources and knowledge to do it in-house or do I need

additional and specialist help with my public relations programme?

� If the answer is ‘no’, hire a professional PR consultancy

� Remember – local knowledge is best

� Pick someone who knows and understands your brand; be prepared to

invest into your PR consultant’s knowledge about the center


A. Definitions

and objectives

B. Public

Relations

within the

Marketing

Plan

C. The Media

D. PR mailing list

E. Gaining

coverage

F. Stories at

your Centre

G. Press

releases

H. Photography

I. PR resources

Checklist for choosing your consultant

Research the market:• Find out which PR consultancies have a reputation for working with

similar organisations/issues to your own; but also not your main competitors

Draw up a shortlist:• Request a written or verbal presentation of each consultancies’

credentials – to include case studies of work similar to the objectives you have

The Brief:• Having selected 3-4 consultancies that might suit, brief them on your

business and communications objectives and ask them to respond in writing how they would approach the task, the team you would work with and the costs involved

Key things to look for:• An understanding of your business and issues• Strategic thinking• Clear and realistic implementation plans• Key performance indicators and measurement tools• Detailed costs breakdown• Expertise and experience of team membersMeet the teams: personal chemistry is crucial


A. Definitions

and objectives

B. Public

Relations

within the

Marketing

Plan

C. The Media

D. PR mailing list

E. Gaining

coverage

F. Stories at

your Centre

G. Press

releases

H. Photography

I. PR resources

Getting the brief right

Clear briefs make for clear understanding:� Describe briefly the business you are in and any relevant background

information – competitors, market share, trends etc.� Include a short description of any PR activities undertaken in the past

Then, address the following:� What are your business objectives?� What are your communications objectives?� What are the key messages you want to communicate?� When does your PR programme need to start? (deadlines?)� Is there some specific action you want undertaken or can the PR team

respond with an alternative communications solution?� Who and where is the target audience? Not just media – who are the

other stakeholders?� Do you require a short-term burst of activity or a more sustained

programme?� Available budget� What would you regard as a measure of success?


I. INTRODUCTION

A. Definitions

and objectives

B. Public

Relations

within the

Marketing

Plan

C. The Media

D. PR mailing list

E. Gaining

coverage

F. Stories at

your Centre

G. Press

releases

H. Photography

I. PR resources

Working with your PR consultancy

You must:

� Provide clear briefs and budgets

� Set realistic targets and goals

� Manage the relationship

� Meet regularly

� Explore ideas jointly

� Provide information and help needed to get the job done


II. COMMUNITY RELATIONS


Finding the pulse of your community


Definitions

� Community relations refers to the various methods companies use to establish and maintain a mutually beneficial relationship with the communities in which they operate.

� The underlying principle of community relations is that when a company accepts its civic responsibility and takes active interest in the well-being of its community, then it gains a number of long-term benefits in terms of community support, loyalty and goodwill.

� Community involvement builds public image and employee morale, and fosters a sense of teamwork that is essential in long-term success.

� Also referred to as Corporate Social Responsibility - CSR


A. Finding the pulse of your community

B. Using

community

relations to

advance

public

relations and

publicity

exposure

C. Typical events

D. Working with

non-profit

groups


Routes to increasing community involvement

� Take an active interest in community problems

� Participate in local government

� Join business and service groups

� Purchase materials and supplies from local companies

� Encourage community education and culture

� Make facilities available to community groups

� Take part in civic activities


A. Finding the pulse of your community

B. Using

community

relations to

advance

public

relations and

publicity

exposure

C. Typical events

D. Working with

non-profit

groups


Using community relations to advance public relationsand publicity exposure


Benefits

� Helps to maintain the goodwill of your target audience

� Encourages employee morale

� Demonstrates your social responsibility

� Shows you are an active, vibrant and caring member of the community – you are a trusted partner

� Achieve visibility as a good corporate citizen

� Seen as contributing to improving quality of life

� Provides great PR


A. Finding the

pulse of your

community

B. Using community relations to advance public relations and publicity exposure

C. Typical events

D. Working with

non-profit

groups


Typical events


Typical events

� Sponsor youth activities

� Support local charity drives

� Support local schools through fundraising – a donation of time or

money

� Organising a special creche service for families during the summer

holidays

� Sponsoring a local sports team

� Staging a community event, e.g. performing arts

� Sponsor a national charity with a local connection and create potential

for national media coverage

� Become personally involved in the effort

� Encourage employees to participate as well


A. Finding the

pulse of your

community

B. Using

community

relations to

advance

public

relations and

publicity

exposure

C. Typical events

D. Working with

non-profit

groups

Charity Event

Free Tram ticket to the Center

‘All you can eat in two minutes’ voucher


Working with non-profit groups


How to collaborate

Making first contact:� Approach the right person - do you or does someone you know have a

direct contact with the non-profit?� How do you see the partnership working?

Initial meeting:� Explain why you want to work together� Clarify the nature of the relationship you want to develop� Explore mutual interests and listen to their objectives� See how marketing goals can be achieved jointly� Offer your time, facilities and availability but set parameters� Don’t overpromise – be up front and realistic with what you can offer� Ask questions to understand the potential risks from this partnership

reg. negative PR

After the relationship has been established:� Maintain the relationship� All the rules of good client relations apply� Symbiotic relationship – each has the capacity to reach out and

enhance the success and productivity of the other


A. Finding the

pulse of your

community

B. Using

community

relations to

advance

public

relations and

publicity

exposure

C. Typical events

D. Working with non-profit groups

Solidarity with the local AIDS organisation & fund raising

Testimonial Photos

„Would you still come to Glatt if I were HIV positive?“


III. SPECIAL EVENTS


Defining objectives


Setting the scene

Special events can be held to:

� Introduce new products� Bring attention to a store or individual� Make an announcement� Spotlight something very visual that cannot be communicated via a

press release

Format planning

� Decide what your event is about – open to all or invite-only?� What is the purpose of the event?� Time of day� Style of event: formal or informal?� Daytime or evening?� Who are you targeting and which footfall should this generate?

III. SPECIAL EVENTS

A. Defining objectives

B. Event planning

C. Implementation

D. Publicising the

event

E. Analysing

results


Event planning


Setting the scene

Special events can be held to:

� Introduce new products� Bring attention to a store or individual� Make an announcement� Spotlight something very visual that cannot be communicated via a

press release

Format planning

� Decide what your event is about – open to all or invite-only?� What is the purpose of the event?� Time of day� Style of event: formal or informal?� Daytime or evening?� Who are you targeting and which footfall should this generate?

III. SPECIAL EVENTS

A. Defining

objectives

B. Event planning

C. Implementation

D. Publicising the

event

E. Analysing

results


Implementation


The basics

� License agreement:

Do you need permission to host an event in the Centre?

� Insurance and indemnification:

Check you have the necessary insurance

� Set up and take down:

• Stage/lighting/audio/visual;

• Work with an event planner.

• Connect with the resources will the partner bring along

III. SPECIAL EVENTS

A. Defining

objectives

B. Event

planning

C. Implementation

D. Publicising

the event

E. Analysing

results


Publicising the event


Getting the word out

For open events:� Posters/flyers in Centre (better posters, internet, app)

� Pre-event announcement to local press

� Invite local media

� Invite local dignitaries – politicians, Lord Mayor etc.

� Post-event press release with quote

� Photography sent to local media

For private events:� Post-event press release with quote where relevant

� Social photography

� Follow up

III. SPECIAL EVENTS

A. Defining

objectives

B. Event planning

C. Implementation

D. Publicising the event

E. Analysing

results


Analysing the results


The return

� Traffic

� Increased footfall to Centre

� Media exposure

� Sponsorship/income generator

� Generation of new leads

� Increased sales

� Loyalty

� Return visits

� Customer satisfaction – talk of the town – word of mouth

� Brand awareness, recommendation, sympathy

III. SPECIAL EVENTS

A. Defining

objectives

B. Event planning

C. Implementation

D. Publicising the

event

E. Analysing results


IV. SALES PROMOTION


The seasonal calendar


Seasonal

� Incentives designed to stimulate the purchase or sale of a product

� About ‘action’ – showing Centre is alive and giving customers a reason to return

� Immediate effect on short-term performance

Can be aligned to seasonal activities:� Valentine’s Day� Mother’s Day� Spring Fashion Show� Father’s Day� Summer months – BBQs, festivals� Back to School� Halloween� Christmas� New Year sales� Local holidays or festivities

IV. SALESPROMOTION

A. The seasonal calendar

B. Working with

tenants

C. Advertising

D. Gauging results

Example where just the umbrella brand is promoted

The ice cubes show it is winter sale


Working with tenants


Involving tenants

� Price promotions/discounting

� Loyalty reward programme

� Coupons/vouchers – in local newspapers/online/mobile

� Incentives/free gifts

� Contests/sweepstakes: automatic entry on purchase

� Need to be clear on specific objectives before planning sales

promotion

� Must reinforce your brand values

� Point-of-sale displays

� Can target specific customer groups – mums, dads, kids etc.

IV. SALESPROMOTION

A. The seasonal

calendar

B. Working with tenants

C. Advertising

D. Gauging

results


Advertising


Advertising

Advertising can place your sales promotion ‘message’ in any form

of paid media

Advertising can have a number of objectives:

� To promote

� To remind

� To support

� To compete

� To persuade

Two types of advertising:1. Above the line advertising is advertising placed in TV, radio,

newspaper and cinema;

2. Below the line advertising is based around advertising via

direct mail, sponsorship and sales promotion.

IV. SALESPROMOTION

A. The seasonal

calendar

B. Working with

tenants

C. Advertising

D. Gauging

results

Examples show advertising for the four restaurants which remain open after centre closing (banner for online ad, poster for inside/outside the centre)

Ad in Shopping Guide –

and derived poster


Gauging results


Evaluation

Has the promotion…

• Created awareness?

• Renewed interest?

• Increased trial of new service/product?

• Increased repeat visit/purchase?

• Increased loyalty?

• Won the new customers which were targeted?

IV. SALESPROMOTION

A. The seasonal

calendar

B. Working with

tenants

C. Advertising

D. Gauging results


V. CONCLUSION


Getting the mix rightV. CONCLUSION

A. Define the proper strategies

B. Concluding

remarks

1. Events

2. Community relations/CSR

3. Special Events

PUBLICRELATIONS


In conclusionV. CONCLUSION

A. Define the

proper

strategies

B. Concluding remarks

• Public relations is a fundamental part of strategic business

management

• Successful enterprises depend on a range of key relationships

• Strategic, well-planned public relations can turn vital relationships

into key assets for the organisation

• Good public relations and community relations are pivotal to the

success of your Centre

• Good sales promotions can immediately drive footfall and sales and

enhance long-term brand strength


Stefan Gross

CEO Glatt

Postfach

CH-8301 Glattzentrum

Director

Shopping Center Management

Liegenschaften-Betrieb AG

Limmatstrasse 152PostfachCH-8031 Zürich

Tel: +41 44 839 4222

Email: [email protected]

Homepage: www.glatt.ch

ICSC European Partners

ICSC European Partners

ICSC Global Partner

public relations, community relations & sales promotion · public relations, community...

Documents