Advanced PR Planning

301MPR
Student ID: 8993876

Strategic PR Planning
Summary of Key Points

1. Company Background
2. The Strategic Roles of PR
3. The Four-By-Four Model of Strategic Public Relations
4. The Strategic Planning Process
5. The Balanced Score Card
6. Stakeholder Mapping: Mendelow’s Matrix
7. Categorisation of Stakeholders: The Linkage Model
8. Ketchum’s Strategic Planning Model
9. Scenario Planning
10. Recommendations
11. References
 Company
Background

ASOS VALUES
• Authenticity
• Bravery
• Creativity
ASOS PLC (2020)
Strategic Roles of PR

Public Relations is defined as ‘the discipline

which looks after 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 organization and its publics’ (CIPR
2020).
 Societal
Level

Figure 1: Twitter Update (Twitter 2017)

Four-by-
Four Model
Functional Corporate
of Strategic
Level Public Level
Relations

Figure 2: ASOS team up with ParalympicsGB team (Paralympics 2017 )

Value-Chain
Level
Figure 4: Four-by-Four Strategic Model of PR
Figure 3: #MySenseOfSelf (ASOS 2020) (Adapted from: Gregory and Willis 2013)
Strategic Planning Process

PHASE 2: Strategy
PHASE 1: Formative
Research 4. Establishing Goals and
PHASE 2: Strategy PHASE 3: Tactics
PHASE
PHASE 4:4:
Objectivesobjectives;
. Establishing goals and 7. Selecting
PHASE Communication
3: Tactics Evaluative Research
1.PHASE
Analysing the Situation
1: Formative Research linked to mission/vision Evaluative Research
. Situational/Organisational Analysis 5.. Formulation
Formulating Action and
of action/response
Tactics
. Selecting communication tactics . Measuring success
2. Analysing the . Implementing strategic plan .9. Evaluating
Analysis of changethe Strategic
of public mood
Response Strategies
strategies 8. Implementing the
Organisation Plan
.
. Designing effective communications
6. Developing the Message Strategic Plan
3. Analysing the Publics
Strategy

(Smith 2017)

Figure 5: The Strategic Planning Process (Adapted

from: Smith 2017)
The Balanced Score Card
Customers
Perspective

Strategy and
Operational
Vision
Perspective
Perspective

Financial
Perspective
Figure 6: The Balanced Score Card(Adapted from:
Kaplan and Norton 1992)
Stakeholder Mapping: Mendelow’s Matrix
Level of
Low Interest High
KEEP INFORMED
MINIMAL EFFORT
High level of interest but low power, if
they are not kept known about decisions
Low Not interested in the organisation and do they may seek additional power/influence
not have much power the running of the organisation
e.g:
. Suppliers with only a small volume of e.g:
business . Non-essential workers
. Do not waste resources taking these . Keep these stakeholders informed of plans
stakeholders goals or potential responses and outcomes through communications
into account

Power
KEEP SATISFIED
KEY PLAYERS
Stakeholders with a high ability to
influence what the organisation is up to, Stakeholders with a lot of influence and
but have a low interest. If dissatisfied, high motivation to express their own
their interest level may rise interests. Their goals can be integrated
with organisational goals to ensure their
High e.g: support
. Governmental agencies
. Regulatory bodies e.g:
. Large suppliers . Major customers
. Senior management from other . Key suppliers
departments . Senior procurement managers Figure 7: Mendelow’s Matrix (Adapted from:
Mendelow 1981)
Categorisation of Stakeholders: Linkage Model
1. The Government

2. Regulators
1. Exclusive Production
Lines
Enabling 2. Suppliers
Linkage 3. Employees
Input

1. Competitors: In the Style, Functional Linkages

Normative ASOS
PrettyLittleThing,
Linkage
Missguided

Output 1. Retailers
Diffused 2. Consumers
Linkage

1. Community
2. The media: Fake
Figure 8: The Linkage Model (Adapted from:
news Rawlins (2006)
Ketchum’s Strategic Planning Model

Goals:
Facts: Business Objectives
Competitors: Opportunity for How does PR fit into the Audience:
ASOS marketing mix? Target Audience
Awareness of the mindset of Transparency is required to rebuild What needs to be done?
publics trust and commitment

Figure 9: Ketchum’s Strategic Planning

Model(Adapted from: Dennis et al. (2014)
Scenario Planning

ACTIONS
SCENARIO INITIAL TO TAKE EVALUATION
STEP
. Scenario . Consider the
planning for worst-case
ASOS to make a . Identify any scenario
present decision current gap in . List actions
. Examine success
in regards to their knowledge and being taken.
of scenario
COVID-19 crisis research needs for . Effectively
and to avoid ASOS rebuild
potential future relationships with
difficulties those damaged

Figure 10: Scenario Planning Strategy Model for

ASOS
Recommendations

Consistency is key

Slow and Steady

An integrated approach

Figure 11: This is You Season (ASOS 2020)

REFERENCE
S