Prefeitura de Leeds - campanha para tornar Leeds uma cidade estratégica para empresários europeus.

LEEDS METROPOLITAN UNIVERSITY
FACULTY OF BUSINESS & LAW
ETHICAL COMMUNICATION MANAGEMENT




CASE STUDY
Explanation, Analyse, Evaluation and Criticism

New Planning and Execution Process







Master Level – MA PUBLIC RELATIONS MANAGEMENT – 2005-2006

Module Leader: Gerard Choo

Lecturers: Liz Yeomans, Gerard Choo

Student: Erica Machado

INTRODUCTION

The Public Relations campaign Leeds, Live it, Love it will be the case study analysed in this assignment.
The aim of the essay is to contribute with analysis, evaluation, criticism, and a new proposal plan to the campaign that has been launched September last year. During the module Ethical Communication Management, lecturers were presenting the different stages of planning a campaign, considering the ethical approach, which should be an integral part of any project. Different stages such as analysis of environment, objectives, public, messages, strategy, tactics, and evaluation were conceptualised in the light of different approaches and theories. The main background come from American and English scholars, as they were the mains sources available in the subject.
During the module many authors have been consulted and explored in order to bring a vary framework for planning theory. Among them – Cutlip etc all, Effective of Public Relations, ninth edition, 2006 (American scholars) and Anne Gregory, Planning and Managing Public Relations, second edition, 2000 (English). Furthermore consultation was developed in the web sites, releases and other materials about the campaign. Before continuing, it is important to say that the task of analysing and criticising is a hard exercise, especially with the constraints of limited sources about the process background. Nonetheless, this assignment will bring some points that will try to contribute, even in a small scale, to the effectiveness of “Leeds, Live it, Love it”. The criticism was conducted with the framework theory applied in the context of campaign’s summary research and releases of the subject. From press releases (outside view) and material of campaign (inside view) was possible to bring references and issues to be analysed and further criticised. The review will be organised in the follow way:



Part I:
- Explanation and Analysis of the case
- Evaluation and Critique

Part II:

- Proposed plan – based in the comments and theories developed before in the first part.


PART I
- Explanation and Analysis of the case
- Evaluation and critique

From the power point presentation (see Appendix section) it is possible to gather main ideas and steps of Leeds, Live it, Love it campaign. The campaign has followed some important steps that were found in the planning literature. While building this first part, after analysing each stage developed, an evaluation and then a critical process was designed in order to bring different approach. In order to explain, analyse, evaluate, and criticise the campaign was utilised Anne Gregory’s book. Bering in mind the theoretical framework the starting point of planning process would be making five key questions:

What do I want to achieve?
Who do I want to talk to?
What do I want to say?
How shall I say it?
How do I know I’ve got it right?

What do I want to achieve?

This moment in the planning is after research analysis, which leads to objectives. At this point it is possible to build some concerns about the way that “Leeds, Live it, Love it” was conducted. The answers of the first question for practitioners, who direct the campaign, were raise profile, inform and enhance perceptions and maximize economic impact. Furthermore, in the campaign resume it is stated that they aimed to see results in increased number of business and leisure visitors, whilst sustaining the city’s position as the most popular student destination in UK, basing the campaign focus on national and international image of Leeds.
Naturally, the answer for the first question was based in the information from research. Nonetheless, there are some points to be reconsidered. Firstly it is important to say that the campaign is leading by a partnership between private (Chamber or Commerce) and public (Leeds City Council) sectors. Once we have this information we should concern about the objectives in order to interact with the key public, that would be the most interested in the development of the city: people who live in Leeds and pay taxes. The objectives should be aligned with the population ideas and profile. Corroborating with this idea, the launch film was presented with ambassadors, famous and ordinary people who loves Leeds. Ordinary people were successful business people, all of them of white colour. This would be a good start if the population wasn’t mainly constituted of Asian, Black and mixed race (85%). Those numbers should be considered in order to raise objectives to be attained, even more because of the importance of local key stakeholders.
The literature review of planning process brings the acronym SMART in order to characterise the way that objectives should be constructed. The word stands for Specific, Measurable, Achievable, Reasonable and Time bound. In none of the three objectives specificity and measurement were considered. From experience and theory it is possible to state that the existence of them is crucial in order to be effective. The more specific the more practical and straightforward the way of getting what is desired. Furthermore, the time bound is not stated in different opportunities. These will be a particularly constraints that will be analysed later in the fifth question: How do I know I’ve got it right?
The campaign has started in order to extend the perception that people (residents) have about the city, improving the British-based and nearby European countries’ view. Again this objective, even though achievable, is not specific and measurable. And do they consider whether this is realistic? Residents have already a good perception of their city, whilst the objective of enhancing the British and European’s view goes beyond the first and second level of objectives effects. The theory shows that objectives of each campaign have three levels:

* Awareness – also conceptualised as cognitive. Keep people aware of a campaign or action;
* Attitude and opinions (affective)– getting the target public to form a particular attitude about the campaign;
* Behaviour – getting the target public to act in a desired way. Conative objectives.

From the literature review it is possible to say that the first and second level are easier to be achieved than get someone to act in favour of any case. Thus, it is important to create objectives that would be achievable and reasonable in a considering time bound, rather than just saying that want to maximise economic impact, or enhancing the British and European’ view of the city, without saying how this would be achievable if you don’t change any behaviour of specific key stakeholders.
These considerations of objectives were left behind and should be clarified in order to have more ideal and right strategies. It is important to quantify as much as possible as well as being precise and specific, and allied with the organisational goals. In this campaign a special situation of enrolling a private and public institutions could be problematic while setting the objectives. However, this would be a constraint to be analysed in other section.


Who do I want to talk to?

The campaign has target the British-based and nearby European countries as main public to be achieved. The communication tactics utilised in the Internet were clear and efficient designed. The division by public targets: visitors, residents, student, and business is straightforward and facilitate the research, bringing more objectivity while the person is browsing. However, some concerns rose whilst searching the information.
It is known that the campaign aims to enhance perceptions of the British-based and nearby European countries. In order to be recognised nationally and internationally, firstly the campaign should maintain a two-way communication with the principal’s publics. In the website there is a “contact us” link. Nonetheless, a suggestion would be a more open approach. In the system theory approach, where organisations are dynamic systems that should be aware of movements of both inputs and outputs adaptive to the changing environment, the two-way communication is well developed and turns to be quite useful for effectiveness. Corroborating with James Grunig, American scholar, who developed the two-way symmetrical communication concept, if a company has a effective and open channel of informing and also receiving information from different publics, the company will benefit from it rather than been damaged.
Even though, some practitioners and lecturers believe that the two-way symmetrical approach is a utopia, it is a powerful way of getting an ethical and effective communication process. Channels as conferences, meeting and debates are important channels to be developed by campaign’s organiser, getting support from networks as industry associations, and community groups.
Leeds, Live it, Love it, as it is stated in the website is simple memorable line based on the pride people have for Leeds and our philosophy of communicating with the wider audience - try it and you'll buy it!” However, from secondary research, was discovered that the brand didn’t get approval from the most important people in this campaign: local media and residents – the people who is pride of Leeds. The brand was criticised for its simplicity and similarity with other campaign of Hong Kong tourism board. Despite the fact of being criticising the marketing agency supported the brand saying that they were aware of the Hong Kong campaign and that the Leeds brand was the result of research studies that culminate as the expression of levels of satisfaction and the passion the people of Leeds feel for their city in the phrase - Leeds, Live it, Love it. There is no doubt; they have good intention. Nonetheless, the main point was missed out. How to represent the people without asking them their opinion or even talking about the real people? As an example we could bring some opinions in the press. Malcolm Allan, director of a company called “Placebrands”, says that Leeds authorities’ efforts instead of creating value were wasting money. I disagree with his opinion, as I believe that the brands, as well as Public Relations campaign are important vectors in order to achieve the awareness and enhance City’s profile, culminating with accomplishment of desires. Especially when the communication has a unique and powerful place in the political, social and economical environment. But, it is still important to highlight some ethical concerns.
Firstly, the campaign claims that Leeds, Live it, Love it is representative of satisfaction and passion of Leeds people. Leafing the colourful, good quality and well-designed lifestyle magazine was possible to figure out that at least 80% of Leeds population is white, wealth and famous people. Where are the 55% of ordinary Asian, 18% of Black and 17% of mixed race population? And the 82% representatives of service sector employees as well as 12% employed in manufacturing? There is a huge consideration to be drawn regarding ethics issues, especially when the campaign says that represents the Leeds’ people, who are not there.
Other ethical consideration about public is the discussion about the brand. People could say that Marketing Leeds is a company responsible for reinforce the awareness focus on national and international basis, and the population could just see the benefits of an efficient and profit campaign, which aims to bring business, development to the local economy. This argument could be valid in the case that City Council wasn’t one of the partners. The amount of money spent in the brand and other activities of the campaign came from the same population, which pay taxes and other services in order to have some rights and benefits. Taking the ethical approach neither the “utilitarian” nor “deontological” would approve the way that was made the approach with the local residents. Cutlip etc all, in the book Effective Public Relations, explains that Utilitarian philosophy emphasizes the serving the public good or the majority in society. If we analyse the ethics in the context of Utilitarian approach the creation of a brand in order to represent the passion of people, who haven’t been even questioned about approval, would be a disaster. However, if the John Stuart Mill approach was left aside and we bring the Kant’s Deontological Philosophy the result would be even worse. The continuity with a campaign, that doesn’t maintain an open and respectful relationship with local public, seems to be wrong in its origin, rather than “doing the right thing” (statement representative of Deontology).

What do I want to say? How shall I say it?

The third and fourth basic questions in planning, suggested by Anne Gregory in the book Planning and Managing Public Relations campaigns is driven by the analysis and objectives stages that have been stated before. Actually, the whole planning process is developed in an inter-connection of states from the beginning, and instead of being a linear work is a coming-and-going process that should depend on each stage.
Regarding the campaign Leeds, Live it, Love it messages are concentrated and directed to enhance the positive side of city. The highlight message is that Leeds is an important national and international business opportunity space, as well as education, leisure, culture, sport, retail and nightlife centres.
The strategy utilised is a direct way that enhance and promote the success of the city. Many celebrities and other local businesses have participated in order to communicate the reasons why we should “Love it”. The information that was found in the Internet, the main source for getting the messages, was straightforward and representative of different sectors of importance in the city. The business messages and opportunities were clarified briefly in the link for “Business people”. Useful links were displayed for people who would be interested. Residents, students and visitor links also have an important link with business information. However, the messages through these spaces were more concentrated in Leeds as an important shopping centre, with representative stores, as well as good bargain places. The two universities, leisure spaces and other events and festivals were allocated in order to show the diversity of activities in the city.
Messages utilised were useful as same as attractive, combined with modern design. Other strategies utilised to get the message through are partnership with relevant marketing representatives. As an example messages endorsing the importance of Leeds were utilised, e.g. Lonely Planet edition for Britain. This important tourism guide stated in one edition that Leeds was the Knightsbridge of the North. Knightsbridge is a famous area in London with charming and expensive brands and stores. The statement was showed in different materials produced and publicised about the campaign.
Basically, the Internet communication and messages could be characterised as straight and easy to get for people, who would have access to computers, materials or events.
The channels of publicising the information that were found in the research were generally more sophisticated media. Even though, the event of brand launch was in the city centre, people who participated were people who got invitation. The lifestyle magazines, an insert on The Times (March 2006) are some examples of selected medium and message in order to get specific target public.
Nonetheless, Marketing Leeds also has been involved in more popular events in partnership with other representatives, e.g. the sport event “Great Student Run”, organised in partnership with Leeds Metropolitan University, that was held on April 30 2006 and involved residents, students and their families. Other partnerships were developed in order to achieve a broader audience.
Overall messages are connected with the publics and objectives to be achieved. Straightforward information, and different links that could explain further some concepts that were briefly presented in the Leeds Marketing site, especially concerning business opportunities. Regarding the mechanisms utilised, would be necessary different tools that would reach a broader audience, and also enable publics to have a more two-way-communication approach.


How do I know I’ve got it right?

The answer for this question as the campaign is designed so far would be: I don’t know. The measurement mechanisms and evaluation process have not been designed. The process would be more complicated as the objectives aren’t quantified, causing difficulties to measure the results and feedback of the campaign. However, the Marketing Leeds has stated that they would have a regular dialogue with key stakeholders. The way they should keep this channel of communication is not listed, but the idea of maintaining a regular way of dialogue is an important step towards the evaluation and review of the entire process.
Other point to be highlighted is that until 2008 the campaign has a budget guarantee to be managed. The planning campaign should then provide evaluation as it would focus effort in budget allocation, demonstrate efficiency and effectiveness, and facilitate the accountability. The accountability issue also is a moral response to the City Council’s investment, which deals with public money. Furthermore, the reputation of a campaign could be enhanced with scientific and precise ways of measurement, from first inputs until the final process that would culminate with outputs and outcomes evaluation.
Why is important that Leeds Marketing campaign had developed an evaluation process from the beginning?
The theory of planning shows that the macro model of evaluation (from starting until the final activity) is a useful tool in order to re-directed when is necessary. As an example, we could take the brand issue. The issue was massive criticised in the media, and also by local authorities and ordinary people. In the light of this event, the evaluation method would realise a necessity of changing strategies, in order to keep aligned with objectives stated. The evaluation techniques would be extended to the entire planning, bringing more accuracy and confidence that the Leeds, Live it, Love it was following the right way towards the aim to increase awareness, national and internationally, as a city for investment and leisure.
The first part of this essay tries to analyse and evaluate the different stages of a planning campaign process. After analysing the data gathered, web sites and different releases was possible to have a broad view of the situation and environment research that culminated in the campaigns objectives, target publics, messages and strategies developed since the brand’s launch in September 2005 until end of April with the advent of “Great Student Run” sport event.
Positive achievements as well as negative effects have been produced. Different routes would certainly get different outcomes from activities. In the second part of this assignment the same campaign will be proposed with different approach. The campaign process will start from the analysis environment and then proposal of objectives and further steps. The “new campaign” will be a mixture of positive points, and adaptation of issues that had produced negative comments in the development of critical approach in the first part.
PART II:

Proposed plan – based in the comments and theories developed in the first part

The second step of our assignment will begin with the analyse process that will lead us to create our objectives and than chosing the target publics. Analyse is a pivotal stage for planning a campaign, and the results will direct the objectives, strategies and tactics.
The environmental observation includes main drivers that can affect organisations in different ways. PEST analysis is a common model used in business, which divided the environmental in four areas: Political, Economic, Social and Technological. PEST is valid and useful to get answers that will contribute to evaluate and preview tendencies and important opportunities. A practical approach to utilised the information gathered in the PEST analysis is split it up into a SWOT analysis. The Strengths and Weaknesses (first two elements) are responsible to identify the internally driven, i.e. the points that already exist that can enhance or not the awareness of Leeds as a national and international business, education and leisure centres. The last two – Opportunities and Threats – are external issues that must be developed, in the first case, or stopped in the case that could damage the objectives and projects of Leeds, Live it, Love it.
In order to procedure with the planning process we have developed a SWOT matrix based in information given in the summary research of Leeds City.


SWOT ANALYSIS
STRENGHTS

• Positive attitude locally and regionally – pride in their city – 94% agreed
• Quality of life –91% of residents satisfied/very satisfied
• Major education centre – two important universities
• Last 20 years – create more employee jobs than any major city outside London
• 1981-2002- employee growth higher than any other major city


WEAKNESSES

• Low awareness of the city – national and international basis
• Lack of communication channels with local people
• Behind Birmingham, Manchester, Glasgow, Liverpool in the research about UK representative business and leisure cities
• Budget smaller than other City’s campaigns
OPPORTUNITIES

• Easy access to major European cities – airport/train station
• Allocated ordinary people as “Champions”, through associations partnerships
• Promote graduate campaigns in partnership with Universities
• Expand manufacturing industry – exportation – utilising R&D in partnership with University projects



THREATS

• 40% of Asian population has no qualification (Asians represent 55% of all population)
• 82% of all employment on the hand of service industry
• Lack of connection between real Leed’s people and people who represents the campaign



“SMART” OBJECTIVES AND KEY STAKEHOLDERS

In the first part of this essay analyses and context theories were provided in order to specify the objectives that would drive the whole campaign. As the main evaluation and theory has stated before, the objectives for Leeds, Live it, Love it weren’t SMART, therefore could not contribute with efficiency and effectiveness for the development of the campaign. In the second stage, different approach will be proposed connecting objectives with results from SWOT analysis.

· In two years time, from September 2005, increase in 9% the perception of UK residents that Leeds in a great place to live, allocating the city in the third place with 13% of comments
· In 2007 Leeds should have 7% of preference by tourists among UK cities to visit
· In 2007 Leeds should be seen by 10% of International Business people as a major business center
· In 2008 Leeds should achieve 15% of business people perception as a Major European Business Center
· In 2008 – 91% or more should be satisfied/very satisfied with the city
· In 2008 – the manufacturing industry should be responsible for 24% of commercial transactions, including exportation
· From 2006 City Council should improve in 10% the channels of communication with populations. In 2008 this percentage should have achieved 30%
· In 2008 a decrease of half percent in the amount of no qualified Asian people, reaching 20%


According to theory background as was explained in the first part, the effects of changing behaviour are the most difficult to be achieved among objectives levels. Fortunately the main objectives that the campaign aims are allocated in the first and second level, awareness and attitudes/ opinions changing respectively. Furthermore, the city has a different profile from visitors, business people and locally people. The research numbers revealed that a potential for more investment and challenge exists, especially with the major support of its residents.

Towards the stakeholders we will draw a classification of public types define by Grunig, found in Anne’s Gregory book:

- Non-publics: people that neither are affected by nor affect the Leeds campaign. It is difficult to classify non-public in Leeds campaign, as any representative of any country could be a potential visitor or business people.
- Latent public – residents, visitors, students and businesses that are not aware of the campaign.
- Aware public – business, residents, visitors and students that are aware of the campaign, but don’t get involved in the main activities and events.
- Active public – all four key stakeholders that are partners or have involvement with different events or production to promote the campaign. The media and City Council as well as Chamber of Commerce (represented by businesses) are also active publics that should be well informed and also questioned about their opinions in controversial subjects, as was the creation and launch of Brand’s campaign.

MESSAGES

The negative perception has been detected among visitors and business people, who have a low awareness percentage of Leeds as an important centre to visit or invest. On the other hand, the perception of local and regional people is quite high and also the student community sees Leeds as a great place. Furthermore, a research has showed that Leeds has high levels of employment, and important economical figures. This message should be publicised in many different sources of information, which we would state later. The persuasion messages can be gathered from research data and events and achievements of the city.
Messages should be sent to media frequently. It is important to find new facts and relevant issues in order to attain the media coverage. All messages should be regarding objectives to be achieved and directed to our active public. The messages should also leave a space for an open dialogue, through publicizing e-mails and ways of getting in contact. Other form of getting public to participate should be a divulgation of monthly schedule of events and activities.

STRATEGY
- Create an open channel of communication with local communities
- Create a effective media relation, with easy channels of communication
- Mount networks with local and international tourism boards and international business association
- Mount relationship with local union associations
- Create closer approach to industry associations
- Develop education program in partnership with Universities


TACTICS

The tactics will allocate the strategies in a practical way. Any different campaign, event or other activities to be successful depend on a great deal to the tactics chosen to operate the strategy. The creativity and the ability to deal with budget are main skills that Public Relations must have in order to create efficient and effective programs.
The financial resources available are 2 million per year lasting three years (from September 2005 until 2008). During this period some techniques are suggested with different frequency and intensity as follow:

- Major yearly event gathering celebrities and ordinary people. At this opportunity will be revealed the figures spent in the campaign and also will be launched the Annual Report
- Debate with local media and community. Seminar promoted by Marketing Leeds that will gather local people, media and businesses. Twice a year.
- Weekly approach to media – Each week, practitioners should raise an important issue in order to create a fact and send a press release to local, national and international media as appropriated.
- Partnership with national and international business associations. The experience will be a responsibility of both sides with targets and objectives to be achieved. Every three months, one partnership campaign should be launched with support of important events or fairs in the respectively industries.
- Participation in events that could show the achievements and objectives of Campaign. The technique would be a mobile stand with furniture, leaflets and promotion film. The frequency will depend on Marketing Leeds availability and relevancy of event in order to achieve the campaign’s objectives. The union and industry associations will be contacted in order to persuade their associates to participate.

- Promotion of qualification courses in partnership with Universities. Each month a course would be provided and sponsored by Marketing Leeds brand. At this opportunity, brochures and leaflets will be distributed. A mailing of participants also will be created in order to send e-mail to the database.
- Keep up-to-date the website information with the four main stakeholders: visitors, business, students and residents. Create a special channel with interesting facts and issues to be access by journalists.
- Continuation of partnership and events in different areas of leisure: culture, nightlife, music and sports.

EVALUATION OF MARKETING LEEDS PROGRAMME

The evaluation process as was suggested in the first part is a continuing activity that should be developed throughout the process. While searching the literature we found Mcnamara’s macro model of evaluation that sound quite practical and useful. From Anne Gregory’s we also found the conceptualization of important terms in evaluation as follow:

Input – the nomenclature derives from system theory and, in the particular case analyses, is activity that is created, developed and promoted by a Public Relations.
Output – also from system theory, means the measurement of people - visitors, students, businesses and residents - that have read the news, or have participated in different events promoted and sponsored by Leeds, Live it, Love it campaign.
Outcomes – the outcomes are the effects that an event or activity has produced. Outcomes can be measured in three different levels of changing, which were conceptualised before: awareness, attitude or opinion, and behaviour. We can classify at this level people who got information and was affected by it, changing opinion towards the perception of Leeds city.
Out-take – this is an intermediate level between an output and an outcome. This term classifies people who have assimilate the main message of Leeds been a great business center, but, even though, still don’t change their perception.


The Macnamara’s macro model of evaluation distributes the three terms in a pyramid scale. As we have developed quantified and specific objectives the task of evaluation will be easier developed:

* Number of article that are positive in daily media coverage
* Number of participants in each event
Participation of people in the qualification courses
* Participation of ordinary people in the Annual Report’s event


* Quality of relationship with media- local and internationally
* Quality and veracity of research interpretation and SWOT analysis
Objective achieved
* Numbers and percentages of awareness achieved by visitors, businesses
* Positive numbers awareness of students and local people kept high
*Improvement of Asian people qualification


Results
Outcome





Outputs


Inputs




REFERENCES


Cutlip, S. M., Center, A. H. & Broom, G. M. 2006. Effective Public Relations. 9th ed. New Jersey, Pearson.

Gregory, Anne. 2000. Planning and Managing Public Relations Campaigns. 2nd ed. London/IPR/Kogan Page.

Grunig, James E. (2001) Chapter 1 – Two-way Symmetrical Public Relations: Past, Present, and Future in Handbook of Public Relation, Heath Robert (editor), London, SAGE.

Green, A. 2001. Creativity in Public Relations. 2nd ed. London/IPR/Kogan Page.

Marketing Leeds [Online]. Available: http://www.marketingleeds.com
[14th May 2006]

Leeds, Live it, Love it [Online]. Available: http://www.leedsliveitloveit.com [16th May 2006]

Choo, G. (g.choo@leedsmet.ac.uk), 7th April 2006. Email to E. Machado (emachado5428@student.leedsmet.ac.uk

Leeds – focus report (2006). The Times, Thursday, 9th March.

Marketing Leeds – Special Supplement (2005) – Yorkshire Evening Post, Tuesday, 27th September.

Leeds Live it Love it magazine (2005), Annually edition, 1st ed.