ICSC European Retail Property School Public Relations, Community Relations & Sales Promotion 9 July 2014 ICSC European Retail Property School Berlin, Germany
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
Marketing I: PR / CR / CSR
I. INTRODUCTION
Marketing I: PR / CR / CSR
Definitions and objectives
Marketing I: PR / CR / CSR
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
Marketing I: PR / CR / CSR
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
EXAMPLE: Which is which?
a. Public Relations
b. Advertising
c. Community relations
d. Special events
e. Sales promotion
„Sunday Open 23. December“
Umbrella Brand
EXAMPLE: Which is which?
a. Public Relations
b. Advertising
c. Community relations
d. Special events
e. Sales promotion
EXAMPLE: Which is which?
a. Public Relations
b. Advertising
c. Community relations
d. Special events
e. Sales promotion
EXAMPLE: Which is which?
a. Public Relations
b. Advertising
c. Community relations
d. Special events
e. Sales promotion
EXAMPLE: Which is which?
a. Public Relations
b. Advertising
c. Community relations
d. Special events
e. Sales promotion
EXAMPLE: Which is which?
a. Public Relations
b. Advertising
c. Community relations
d. Special events
e. Sales promotion
EXAMPLE: Which is which?
a. Public Relations
b. Advertising
c. Community relations
d. Special events
e. Sales promotion
EXAMPLE: Which is which?
a. Public Relations
b. Advertising
c. Community relations
d. Special events
e. Sales promotion
EXAMPLE: Which is which?
a. Public Relations
b. Advertising
c. Community relations
d. Special events
e. Sales promotion
„Shopping Center now offers child-care facility and is accessible by public transport“
Marketing I: PR / CR / CSR
Public relations within the marketing plan
Marketing I: PR / CR / CSR
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
Marketing I: PR / CR / CSR
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
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.
Marketing I: PR / CR / CSR
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
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.
Marketing I: PR / CR / CSR
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
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
Marketing I: PR / CR / CSR
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
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
Marketing I: PR / CR / CSR
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
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?
Marketing I: PR / CR / CSR
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
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
Marketing I: PR / CR / CSR
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 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
Marketing I: PR / CR / CSR
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
Identify Stakeholders
Investors
Thedeveloper
Current tenants
Potentialtenants
LocalCommunity
Localauthority
Businesscommunity
Localpoliticians
Retailers& theiragents
Shoppers
Competitors Media
YOURCENTRE
Marketing I: PR / CR / CSR
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
Remember Your Catchment Area
“all retail is local”
Marketing I: PR / CR / CSR
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
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
Marketing I: PR / CR / CSR
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
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)
Marketing I: PR / CR / CSR
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
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
Marketing I: PR / CR / CSR
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
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.
Marketing I: PR / CR / CSR
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
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
Marketing I: PR / CR / CSR
The Media
Marketing I: PR / CR / CSR
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
Marketing I: PR / CR / CSR
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
Marketing I: PR / CR / CSR
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
Marketing I: PR / CR / CSR
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
Marketing I: PR / CR / CSR
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
Marketing I: PR / CR / CSR
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
Marketing I: PR / CR / CSR
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
Marketing I: PR / CR / CSR
Gaining coverage
Marketing I: PR / CR / CSR
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?
Marketing I: PR / CR / CSR
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)
Marketing I: PR / CR / CSR
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
Marketing I: PR / CR / CSR
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
Marketing I: PR / CR / CSR
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)
Marketing I: PR / CR / CSR
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
Marketing I: PR / CR / CSR
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
Marketing I: PR / CR / CSR
Stories at your Centre
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
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“
Marketing I: PR / CR / CSR
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
Fashion stories
� Fashion trends
� Consumer seasonal purchases
� Relationships with fashion editors
� New store openings
� Designer appearance
� Fashion Show
� New concept stores
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
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
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
Music/Literature/Arts
� Live performances
� In-store signings
� Best-selling albums
� Book signings
� Latest movies/premieres
� Exhibitions
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
Games/Toys/Leisures
� Top-selling items
� Latest video games
� Family entertainment
� Gift guides
� Top holiday destinations
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
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
Marketing I: PR / CR / CSR
Press releases
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
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
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
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”
Marketing I: PR / CR / CSR
Photography
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. 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
Marketing I: PR / CR / CSR
PR resources
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. 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
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. 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
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. 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?
Marketing I: PR / CR / CSR
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
Marketing I: PR / CR / CSR
II. COMMUNITY RELATIONS
Marketing I: PR / CR / CSR
Finding the pulse of your community
Marketing I: PR / CR / CSR
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
II. COMMUNITY RELATIONS
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
Marketing I: PR / CR / CSR
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
II. COMMUNITY RELATIONS
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
Marketing I: PR / CR / CSR
Using community relations to advance public relationsand publicity exposure
Marketing I: PR / CR / CSR
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
II. COMMUNITY RELATIONS
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
Marketing I: PR / CR / CSR
Typical events
Marketing I: PR / CR / CSR
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
II. COMMUNITY RELATIONS
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
Marketing I: PR / CR / CSR
Working with non-profit groups
Marketing I: PR / CR / CSR
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
II. COMMUNITY RELATIONS
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?“
Marketing I: PR / CR / CSR
III. SPECIAL EVENTS
Marketing I: PR / CR / CSR
Defining objectives
Marketing I: PR / CR / CSR
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
Marketing I: PR / CR / CSR
Event planning
Marketing I: PR / CR / CSR
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
Marketing I: PR / CR / CSR
Implementation
Marketing I: PR / CR / CSR
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
Marketing I: PR / CR / CSR
Publicising the event
Marketing I: PR / CR / CSR
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
Marketing I: PR / CR / CSR
Analysing the results
Marketing I: PR / CR / CSR
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
Marketing I: PR / CR / CSR
IV. SALES PROMOTION
Marketing I: PR / CR / CSR
The seasonal calendar
Marketing I: PR / CR / CSR
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
Marketing I: PR / CR / CSR
Working with tenants
Marketing I: PR / CR / CSR
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
Marketing I: PR / CR / CSR
Advertising
Marketing I: PR / CR / CSR
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
Marketing I: PR / CR / CSR
Gauging results
Marketing I: PR / CR / CSR
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
Marketing I: PR / CR / CSR
V. CONCLUSION
Marketing I: PR / CR / CSR
Getting the mix rightV. CONCLUSION
A. Define the proper strategies
B. Concluding
remarks
1. Events
2. Community relations/CSR
3. Special Events
PUBLICRELATIONS
Marketing I: PR / CR / CSR
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
Marketing I: PR / CR / CSR
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