3 – Know how to develop a successful campaign plan

The hierarchy of organisational objectives refers to the levels of objectives that an organisation sets to achieve its overall goals. These objectives are typically arranged in a pyramid or hierarchical fashion, with the highest-level objectives at the top and the lowest-level objectives at the bottom.

There are typically three levels of objectives in the hierarchy:

1. Corporate-level objectives: Corporate-level objectives are the highest-level objectives set by an organisation’s top management. They are usually long-term and strategic in nature and focus on the organisation’s overall goals. Examples of corporate-level objectives include increasing market share, expanding into new markets, or achieving a certain level of profitability.
2. Business level objectives: These are the objectives set by the managers of a specific business unit or division within the organisation. They are usually medium-term in nature and focus on the goals of a particular business unit or division. Examples of business-level objectives include increasing sales in a specific product line, improving customer satisfaction, or achieving a certain level of market share in a specific industry.
3. Functional level objectives: These are the objectives that are set by managers of specific departments or functions within the organisation. They are usually short-term in nature and focus on the goals of specific departments or functions. Functional-level objectives include increasing productivity in a specific department, reducing costs in a specific function, or improving the quality of a specific product or service.

The hierarchy of organisational objectives ensures that the objectives of the different levels are aligned and contribute to the organisation’s overall goals. By setting objectives at different levels, organisations can ensure that all their parts work together to achieve their overall goals. It also allows for better planning and allocation of resources and allows managers to focus on specific areas to achieve the objectives they are responsible for.

Setting SMART (Specific, Measurable, Achievable, Relevant, Time-bound) objectives is important in developing a successful campaign plan. When setting objectives for brand building, changing attitudes and behaviour, launching new products/services, increasing sales, customer acquisition and retention, it is important to ensure that they meet the SMART criteria:

1. Specific: The objectives should be clear and specific, indicating what needs to be accomplished. For example, “increase brand awareness among millennials by 20% in 6 months.”
2. Measurable: The objectives should be quantifiable, so that progress can be tracked and measured. For example, “increase sales by 15% over the next quarter”
3. Achievable: The objectives should be realistic and achievable, given the resources and constraints of the organisation. For example, “increase the customer retention rate from 80% to 85% in 12 months.”
4. Relevant: The objectives should align with the overall business goals and should be relevant to the target audience and the campaign. For example, “launch a new product line targeting health-conscious consumers”
5. Time-bound: The objectives should have a specific deadline for completion, allowing for better planning and execution. For example, “increase the number of new customer acquisitions by 10% within the next six months.”

In addition, to the SMART criteria, it is important to establish a clear metric and tracking system to measure the success of the campaign and to make adjustments if necessary. For example, when setting objectives related to brand building, metrics such as brand awareness, brand loyalty, brand consideration, and brand preference are often used to track progress. When setting objectives related to changing attitudes and behaviour, metrics such as attitude change, behavioural change, and purchase intent are often used. When setting objectives related to customer acquisition and retention, metrics such as customer acquisition rate, customer retention rate, customer lifetime value, and customer churn rate are often used.

By setting SMART objectives, organisations can ensure that their campaigns focus on achieving specific, measurable, and achievable goals that align with the overall business goals and are relevant to the target audience. Additionally, by tracking progress, organisations can make adjustments as necessary and adjust their objectives to achieve the best results.

Message and positioning strategies are closely linked to organisational and marketing objectives, as they are used to communicate the key benefits and value of a product, service or brand to the target audience in a way that aligns with the overall goals and objectives of the organisation.

Message strategy refers to developing a specific message or set of messages that will be communicated to the target audience through various channels. This message should be tailored to the target audience and should align with the overall marketing and organisational objectives. For example, suppose the objective is to increase brand awareness. In that case, the message strategy might focus on highlighting the unique features and benefits of the brand that are most relevant to the target audience.

Positioning strategy refers to how a product, service, or brand is positioned in the target audience’s minds. This includes identifying the unique value proposition of the product or service and then positioning it in the market to differentiate it from the competition. For example, suppose the objective is to launch a new product line. In that case, the positioning strategy might focus on highlighting the unique features and benefits of the new product line and how it differs from existing products in the market.

Both message and positioning strategies are closely linked to organisational and marketing objectives, as they help organisations communicate their value proposition in a way that aligns with their overall goals and objectives. Additionally, by aligning message and positioning strategies with organisational and marketing objectives, organisations can ensure that their campaigns focus on achieving specific, measurable, and achievable goals that align with the overall business goals and are relevant to the target audience.

Campaign budget-setting methods refer to the processes used to determine the amount of money allocated for a campaign. The methods for cost identification and analysis are used to determine the costs associated with each element of the campaign and to ensure that the budget is allocated in the most efficient way possible.

1. Top-down budgeting: This method starts with the overall campaign budget and allocates it to the various elements of the campaign. This is usually done by determining the overall budget and then allocating a percentage of it to each element of the campaign.
2. Bottom-up budgeting: This method starts with determining the costs of each element of the campaign and then adding them up to determine the overall budget. This method is often used when the costs of each campaign element are known in advance.
3. Zero-based budgeting: This method starts with a clean slate each year and requires managers to justify all expenses as if it were the first year. This method is often used to control costs and ensure that resources are allocated in the most efficient way possible.

Cost identification and analysis involves identifying all the costs associated with each element of the campaign and determining the most cost-effective way to execute the campaign. This includes identifying the costs of goods and services, such as production, distribution, and research costs. It also includes identifying the costs of personnel and technology. Once the costs have been identified, organisations can use various cost analysis techniques, such as cost-benefit analysis or break-even analysis, to determine the most cost-effective way to execute the campaign.

Campaign budget setting methods, cost identification and analysis are important aspects of campaign planning as they help organisations to ensure that they have the necessary resources to execute the campaign effectively and that these resources are allocated in the most efficient way possible. By allocating resources correctly, organisations can ensure that their campaigns are well executed and achieve their objectives while controlling costs.

Human resources, specifically skills analysis, time, workload allocations, and responsibilities are crucial elements of a campaign plan that help ensure that the campaign is executed effectively and efficiently.

Skills analysis: This is the process of identifying the skills and expertise needed to execute the campaign effectively. This includes identifying the specific skills and experience needed for each role and task associated with the campaign.

Time: This is the process of determining the amount of time required to execute each campaign element. This includes determining the start and end dates for each task and the duration of each task.

Workload allocation: This is the process of distributing the campaign’s work among the team members according to their skills and availability. This ensures that each team member can work on tasks that they are best equipped to handle and that the workload is distributed fairly among the team.

Responsibilities: This is the process of determining the specific responsibilities of each team member. This includes identifying the tasks each team member will be responsible for and ensuring that each member understands their role and responsibilities.

By identifying the team members’ skills, time, workload and responsibilities, organisations can ensure that the campaign is executed effectively and that each team member can work to their full potential. Additionally, by allocating the workload and responsibilities among the team members, organisations can ensure that the campaign is executed efficiently and that the resources are utilised in the most efficient way possible. By ensuring that human resources are used effectively and efficiently, organisations can ensure that their campaigns are executed successfully and achieve their objectives.

Internal or external creative resources refer to the sources of creativity and expertise that organisations can draw upon when developing a campaign.

Internal creative resources refer to the internal teams and personnel within an organisation that is responsible for creating and developing the campaign. This can include in-house creative teams, marketing teams, and other internal stakeholders. Internal creative resources have the advantage of being familiar with the organisation’s culture, values, and goals. They can often produce work more closely aligned with the organisation’s image and message.

External creative resources refer to the external agencies, contractors, or freelancers that organisations can hire to develop and execute a campaign. These resources can include ad agencies, design firms, and other specialists. External creative resources can bring a fresh perspective and new ideas to a campaign and can often provide a different level of expertise, experience, and creativity.

Both internal and external creative resources have advantages and disadvantages, and organisations should consider which is more suitable for their specific needs, goals and objectives. For example, an external resource might be the best option if a campaign needs specific expertise unavailable within the organisation. On the other hand, if the campaign requires a strong alignment with the organisation’s values and message, an internal resource might be the best option.

Internal or external creative resources are essential to a campaign plan, as they provide the necessary expertise and creativity to effectively develop and execute a campaign. Organisations should consider the advantages and disadvantages of both internal and external resources and choose the best option based on their specific needs and goals.

The use of agencies and other outsourced skills refers to the process of hiring external organisations or individuals to provide specific expertise or services that are not available within the organisation. This can include hiring ad agencies, design firms, research firms, and other specialists to help develop and execute a campaign.

Agencies are a popular option for organisations looking to outsource specific skills. They often have a team of experts in various fields such as creative, strategy, media planning and buying, and analytics. They are used to deliver various campaign elements such as creative development, media planning, and research.

Outsourcing specific skills through agencies or other external providers can bring several advantages to an organisation. For example, it can provide access to specialised expertise and skills that may not be available within the organisation and bring in fresh perspectives and new ideas. Additionally, it can also save time and resources by allowing organisations to focus on their core competencies while outsourcing non-core activities.

However, there are also potential disadvantages to consider when using agencies or other outsourced skills. For example, ensuring that the work produced meets the organisation’s standards and is aligned with its values and message can be difficult. Additionally, outsourcing can also be costly, and there may be challenges in managing and coordinating the work of multiple external providers.

Using agencies and other outsourced skills is a common practice in campaign planning. It can be a useful way for organisations to access specialised expertise and skills that may not be available within the organisation. However, it’s important for organisations to carefully consider the advantages and disadvantages of using external providers and to establish clear communication and management processes to ensure that the work produced meets the organisation’s standards and goals.

Developing a media plan is important in campaign planning as it outlines how the message will be delivered to the target audience. A media plan includes identifying the target audience, determining the most effective media channels to reach them, and allocating the budget for media buying.

1. Target audience: The first step in developing a media plan is to identify the target audience. This includes understanding their demographics, psychographics, behaviours, and media consumption habits.
2. Media research: The next step is to research the various media channels available to reach the target audience. This includes traditional media such as television, radio, and print, as well as digital media such as social media, email, and online advertising.
3. Media selection: After researching the various media channels, the next step is to select the most appropriate channels to reach the target audience. This selection is based on the target audience’s media consumption habits and the campaign’s objectives.
4. Media scheduling: Once the media channels are selected, the next step is to schedule the media placements. This includes determining the specific times, days, and frequency of the campaign’s message will be delivered.
5. Media budget: The final step is to allocate the budget for media buying. This includes determining the cost of each media placement and the total budget for the campaign.

Developing a media plan is crucial in campaign planning as it ensures that the message is delivered to the target audience through the most effective channels and at the right time. A well-executed media plan can help to reach the target audience effectively, increase brand awareness and ultimately achieve the campaign objectives.

A customer-value proposition (CVP) and key messages are important elements of a campaign plan that help organisations communicate the unique value their products or services offer customers.

A customer-value proposition (CVP) is a statement that outlines the unique value that an organisation’s products or services offered to customers. It should communicate the benefits that customers will receive and how they are different from or better than the competition. CVPs differentiate an organisation’s products or services from its competitors and communicate the value customers can expect.

Key messages are specific statements used to communicate the CVP to the target audience. They are designed to be clear, concise, and easy to remember. Key messages are used to communicate the main benefits of the products or services and to differentiate them from those of the competition. They are a way to keep the campaign’s message on track and ensure that it is communicated consistently across all mediums.

A customer-value proposition and key messages are important for campaign planning as they help organisations communicate the unique value their products or services offer customers and how they are different from or better than the competition. By clearly communicating the value proposition and key messages, organisations can increase brand awareness, generate interest in their products or services, and ultimately achieve the campaign objectives.

The communications mix is a set of tools and techniques that organisations use to communicate with their target audience. The mix includes a range of communication channels, such as advertising, sales promotion, public relations, personal selling, and direct marketing.

Advertising: Advertising is a paid form of communication that uses a variety of media, such as television, radio, print, and digital platforms, to reach the target audience. It creates brand awareness and generates interest in products or services.

Sales promotion: Sales promotion is a short-term marketing tactic used to encourage the purchase of a product or service. It includes tactics such as discounts, coupons, or special offers.

Public Relations: Public relations (PR) is the practice of managing the communication between an organisation and its stakeholders. This can include media relations, crisis management, and event management.

Personal Selling: Personal selling is the process of communicating directly with customers to build relationships and persuade them to purchase products or services.

Direct Marketing: Direct marketing is direct communication to reach customers, such as through email, direct mail, or telemarketing.

The communications mix is an important aspect of campaign planning as it helps organisations reach the target audience through various channels. By using a mix of communication channels, organisations can reach the target audience effectively and increase brand awareness, generate interest in their products or services, and ultimately achieve the campaign objectives. The choice of which channels to use in the communication mix will depend on the target audience, the campaign objectives and the resources available.

Multichannel planning uses digital and offline tools to reach the target audience through multiple channels. It is a way to increase the reach and effectiveness of the campaign by using a variety of communication channels to reach the target audience.

Digital tools include online channels such as social media, email marketing, and website marketing. These channels allow organisations to reach a large number of people in a short amount of time and to target specific audiences through data and analytics.

Offline tools include traditional channels such as television, radio, and print advertising, as well as events and personal selling. These channels can effectively reach target audiences that may not be active online and can also be effective in building brand awareness.

Using a combination of digital and offline tools in multichannel planning allows organisations to reach the target audience through multiple channels and a wider audience. It also allows organisations to test and measure the effectiveness of different channels and adjust the campaign plan accordingly. Additionally, multichannel planning allows organisations to reach the target audience through the channels that they prefer and are more likely to respond to, which can increase the chances of achieving the campaign objectives.

Multichannel planning is an important aspect of campaign planning. It allows organisations to reach the target audience through multiple channels, increase the reach and effectiveness of the campaign and ultimately achieve its objectives. Using a combination of digital and offline tools in multichannel planning allows organisations to reach a wider audience and test and measure the effectiveness of different channels.

Integration of digital and offline communications tools refers to the process of using a combination of digital and offline channels in a coordinated and cohesive way to reach the target audience. This allows organisations to communicate a consistent message across all channels and to reach the target audience through the channels they prefer and are more likely to respond to.

When integrating digital and offline communications tools, organisations should consider how the channels complement each other and how they can be used together to achieve the campaign objectives. For example, a social media campaign can generate interest in a product, and offline channels such as personal selling can be used to close the sale. Additionally, offline channels such as events and print advertising can be used to build brand awareness and generate leads, which can then be nurtured through digital channels such as email marketing.

Integrating digital and offline communications tools also allows organisations to track and measure the effectiveness of different channels and to adjust the campaign plan accordingly. For example, by using a unique tracking code or a landing page, organisations can measure the effectiveness of different channels and see which channels generate the most leads or sales.

Integrating digital and offline communications tools is an important aspect of campaign planning. It allows organisations to reach the target audience through multiple channels, communicate a consistent message across all channels, and track and measure the effectiveness of different channels. It also allows organisations to reach the target audience through the channels they prefer and is more likely to respond to, increasing the chances of achieving the campaign objectives.