Consider the following objective, and
here you have it on the screen so pay attention.
Create awareness of new ocean technologies for
green energy generation among 60% of the 18-24
year old segment in China over the period of
the campaign from August to December 2016.
Let's take a close look at this objective and analyze the anatomy of the objective.
You see, the objective here is specific.
It focuses on awareness.
Awareness of what?
Of new ocean technologies for energy generation.
When we say the objective should be measurable,
what we mean is that it should be quantifiable.
Quantified as the degree of effect at the level of belief, attitude,
behavior to be achieved within a well defined time frame.
So that you can say, I want to see this much change within this time frame.
You have a specified level of effect.
Let's take a look at this objective.
You want to raise awareness among 60% of the 18 to 24 year old segment.
So it lays out the score,
60% of the 18-24 year old segment.
Let's take another example.
Say your objective is to target women in Wisconsin,
Madison, to get them to exercise.
So here's how you write it up.
60% of 34-45 year old women in Madison,
Wisconsin to do half-hour moderate exercise at least three times a week.
Running on a treadmill at seven miles per hour, is that moderate exercise?
Brisk walking, lifting weights,
what level of weights, doing aerobics, doing yoga.
So you have to define what you mean by moderate exercise.
This is what we call operationalization,
the process of defining a particular construct idea that
you are delineating or laying out in your objectives.
You can go adoption of ocean energy technology as the technology for
air-conditioning and electricity supply in 80% of municipality operations.
So here now, you have specified it further, 80% of municipality operations.
You can also specify the geography further.
So in this case, let's say in at least three municipalities, and
you'll then specify them, North Delhi, Kolkata, and Chennai municipalities.
And then you can also specify your time, so
for the summer months of May through August 2016.
You see, the more specific you get with an objective,
the more effective you are in your campaign.
Objectives also have to be achievable.
Now you will need to define an objective that you are actually
able to achieve through your campaign plan,
otherwise you're simply setting yourselves up for failure.
On the other hand, if you set up your objective too low,
then you're not really challenging yourself with the PR plan.
So it has to be at the right level.
So you should be able to achieve objective that is being set up.
In setting up your objectives then think through what it is
that you can achieve in your campaign.
The key part here is what you can achieve in your campaign.
Is 80% adoption and not Delhi equal Kota and
Chennai achievable in the main tool August 2016 period?
Or is it more acceptable to have a 50% adoption target?
How do you decide that?
This is where you could look into the literature on campaigns.
You could look at existing research.
You can look at examples from the past.
And key studies to investigate what level of objectives are achievable.
Now the kind of objective that would be achievable would depend upon
the context and the particular problem, and therefore you really will need to
dig into the literature and then negotiate that with your management team.
Objectives will also need to be relevant.
The objective should be relevant to the organizational mission, vision, and goals,
and should be set up in relation to the problem that emerges from the research.
Remembering this whole set of criteria,
SMARTS is a great way to play your communication campaign.
So let's review them quickly.
Objectives should be specific for S,
measurable for M, A achievable, R Relevant.
T, you should set up a time period or
time zone within which you are measuring your objective.
Having a well-researched strategy is linked to having
a well thought out objectives.
Research should be guiding this process in conversation with,
in dialog with your management team.
In the next section we will start talking about strategy.
Bryan Vivian 3/24/2014 Week 3 Assignment BA150 S.W.O.T. analysis for the business S trength: Nationally recognized name, created programs to better satisfy employees and lower turnover rate, 30% increase in revenue. W eaknesses: Company image declined due to 2009 bailout, all time low customer satisfaction. O pportunities: implementing structures to help gain customer appreciation such as financing programs, focusing on the company image, diversifying their services, changing the production of vehicles to a more environment friendly. T hreats: Continuous competition from large competitor companies, economy not recovering, closing dealerships making vehicles and products not as accessible. The Leading Auto Company can take this information and turn around the effect that the bailout had on them. They can look at their strengths and see that they have been around enough to where they have a recognizable name both nationally and internationally. They could use this to their advantage by supporting events and charities to help win back the customer