MyExperience at PR_SSU LAURA BRADLEY
An insight into my experiences to date at PR_SSU.
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PUBLIC RELATIONS & COMMUNICATION
laura_778@icloud.com
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theprgirl,net
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S O C I A L laurabradleypr @Lolly_rb @LauraBradleyPR
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07715 376 279
P R O F I L E A hard-working, mature, self-motivated and confident second year BA Public Relations & Communication undergraduate at Southampton Solent. Recently achieving the title of ‘Best Overall Pitch’ within university studies. Proven as an enthusiastic and positive individual, who takes pride in delivering excellent levels of service. Strong communication, organisation and writing skills and confident to work as part of a team or on own initiative as required.
P R O F E S S I O N A L
E X P E R I E N C E
PR Intern Polymedia PR Feb 2016 - Present
Writing press releases, tweets, blogs and client copy Using programs including Gorkana, Hootsuite, HubSpot and SmartSheet Data input and research
Solent PR Blog Editor Southampton Solent Feb 2016 - Present
Attending and blogging about student events Creating content, managing editorial plans and strategy and communicating with contributing student bloggers General maintenance of the Wordpress site
Press Office Intern RNLI May 2015
Creation of press releases, interview briefs and shot lists Use of media tools such as Gorkana to create media lists Attended AGM's and events
E X P E R T I S E
E D U C A T I O N
Social Media Interpersonal Relations Media Relations
Sept 2015 - Present
BA (Hons) Public Relations & Communication Southampton Solent University
Sept 2014 - June 2015
BA (Hons) Public Relations & Journalism University of Lincoln
Pitching Campaign Planning Web Analytics SEO
S K I L L S Leadership Communication Blogging Strategic Planning Visual Presentations Public Speaking
R E F E R E N C E S Sally Holland Course Leader, Southampton Solent University sally.holland@solent.ac.uk James Oxley Press Officer, RNLI James_Oxley@rnli.org.uk
A F F I L I A T I O N S
Compassion
Dedication
Leadership
Eloquence
Infographics Creative Design Pitching Social Media Writing I LOVE TO TRAVEL
Get in touch @LauraBradleyPR laura_778@icloud.com theprgirl.net
ENFJs are idealist organisers, tending to be optimistic and forward-thinking, intuitively seeing opportunity for improvement. They often act as catalysts for human growth because of their ability to see potential in other people and their charisma in persuading others to their ideas. They are focused on values and vision, and are passionate about the possibilities for people.
Extraverts are energised by engaging with other people. They approach the world enthusiastically and want to experience the excitement of life.
Intuitive's process information in an abstract, imaginative way. They focus on ideas and concepts that cannot be directly observed.
Feelers value empathy, cooperation and compassion. They believe that everyone has a responsibility to take care of those around them.
Judgers like structure and order. They keep organised and plan ahead, resist distractions, and stay focused on their goals.
Rationale The Coco Nero microsite will focus on increasing the knowledge and in turn sales of Caffe Nero’s Easter Hot Chocolate range. The Microsite will be temporary for the period of the campaign (between January-May 2016) and will be separate from Caffe Nero’s main website, available through a link on the CaffeNero.co.uk homepage, this means that SEO will not be negatively effected as the customers visit to the main website will be registered before they click onto the microsite link, therefore building traffic to the main site. Microsite’s create valuable inbound marketing opportunities,which will encourage the target audience to engage with Caffe Nero through an incentivised campaign linking to social media. A microsite with personality will engage the audience, working as effective brand awareness, letting them learn more about Caffe Nero’s personality, which will encourage sentiment around the brand.
Campaign Idea & Theme #FindYourFlavour Coco Nero will be offering three speciality authentic Italian hot chocolate flavours over the Easter period, which will be the hook for the campaign. 1. The Cioccolata Calda - an authentic, rich and creamy bittersweet hot chocolate made from cacao, finished with a dollop of cream.
2. Dolce Vite (or Sweet life)- an indulgent, smooth hot chocolate.
3. Pulcino - translating to chick, a smaller milky hot chocolate perfect for children, finished with an Easter surprise.
Each flavour has a specific personality, appealing to the target audiences. Whilst still integrating with Caffe Nero’s brand identity of Italian style and authenticity. Which will be integrated throughout the microsite through the games and information about traditional easter celebrations in Italy. This ensures that the microsite and easter campaign work in partnership with Caffe Nero and their values, as opposed to being a separate identity. The theme of the microsite will be fun and lighthearted, targeting the primary audience of young children, whilst also taking the opportunity to catch the attention of parents, who may be attracted to the easter campaign, and decided to visit a branch. Children are attracted to interactive, short, non committal games, and the opportunity to win prizes attracts them even more. As Lazaris (2009) states, children are most attracted to design which stimulates the senses, has a happy mood, uses recognisable elements which are easily relatable, such as from nature and its intractable.
Website Structure The microsite will have six pages, broken down into the following elements: • Landing page • An Italian Easter • Pulcino’s Easter Colouring Competition • Hot chocolate range page • Games page • Social media • Find your nearest Coco Nero Research has found that mobile digital media time is now significantly higher at 51% compared to desktop (42%) Bosomworth (2015), meaning that if online media does not reach the target audience through mobile display then it is missing crucial audiences. The Coco Nero microsite will be optimised for multiple screen resolutions and devices, delivering both utility and design. The Landing Page will contain interactive links to the rest of the microsite pages, the top of the website will show the current games on offer, which will immediately attract children, and work to reduce the bounce rate to the page. According to Fawzy and Dworski (2011), a landing pages goal is data capture and promotion of a specific activity. There will be three games options available, and these will be accessible by hovering the mouse over the games. The landing page and all image alt tags will contain the relevant SEO keywords, improving the online ranking of the page on search engine results pages. As the page scrolls down links to the other pages will be pinned to the landing page wall. This will create synergy with the main site, and will give the impression of finding out more about Caffe Nero. Furthermore, by showing everything on the landing page it will encourage viewers to click onto other pages, this user behaviour of long clicks as opposed to short will improve search results.
Optimised SEO Content Pulcino’s Hot Chocolate Hunt Help Pulcino make his favourite Hot Chocolate! Pulcino has dropped his chocolate all around the village, and he can't make his hot chocolate until he collects it all, help Pulcino to find it all before it melts. Help him decorate it and you can win one of Pulcino’s Hot Chocolate’s at your nearest Coco Nero this Easter If you spot the golden egg make sure Pulcino puts it in his basket to win an Easter prize!
<img src=“Pulcino.HotChocolateHunt.jpg" alt=“Pulcino Hot Chocolate Hunt" /> Personal Interview with Chief Executive Dave Lewis for UK business editors.
What has Tesco achieved in 2015 to prove that companies culture is changing? I joined Tesco at a challenging time, the global market is more competitive than ever and our position internationally had at that time wavered. In addition, we had significant internal challenges, the commercial income issue identified in September was a significant blow. In light of this, we have cooperated fully with the Serious Fraud Organisations inquiries, and have worked to produce a programme of change across Tesco. We have spent 2015 rebuilding trust and transparency amongst our suppliers and our customers. We knew that this would never be a quick fix, and neither did we want it to be. Trust will instead be rebuilt through laying solid foundations for our future by following our three strategic priorities, and creating lasting changes that will reshape the future of Tesco. Why should stakeholders continue to invest in Tesco? Despite the challenges Tesco has faced in the past year, I have never once lost my belief in the company. The passion to do the right thing for customers is overwhelming, and their commitment to delivering the highest of standards is unrivalled. Yet we are aware of the reality of Tescoâ&#x20AC;&#x2122;s situation, we are publishing losses of 6.4bn for 2014/15. Largely as a result of a series of oneoff charges representing our past performance. These results reflect the difficulties our business has faced over recent years, although we are also beginning to see promising signs from the changes we are making. We identified that we were incurring losses from more than twelve sites that we are no longer developing, these sites have now been sold, marking further progress on our strategic priority of protecting and strengthening our balance sheet. Our responsibility is now to focus on nurturing these signs of recovery and maintain the relationship with our customers, after all Tesco became a great business by putting our customers first and we shall continue to do this. Since the three key priorities where set how do you think Tesco is responding? Have there been any notable changes in your eyes?
In October we set ourselves three strategic priorities and over the past few months we have worked hard to achieve these targets. In terms of our competitiveness I believe we stand strong in what is undeniably still a very challenging market, therefore I feel that real progress is being made, and we continue to make huge achievements in this area. Our second priority of protecting and strengthening the balance sheet was surrounded by a number of extremely difficult decisions, not least, the sale of Homeplus in Korea. Homeplus has been a very valuable part of Tesco, yet its sale has allowed us to make a huge impact on the debts of the business, in turn allowing us to invest in other assets we have in Europe and Southeast Asia. Thirdly, the priority of building trust and transparency within the business, and the brand. We know that this will be neither a short or easy journey, yet we have done a lot within the past year to change our situation for the better. Our chief financial officer Alan Stewart, along with his team have worked hard to make information in the financial markets clearer and more transparent. A change that has been welcomed by both shareholders and investors, from these changes, trust has now grown, which is incredibly important.
Debates All publicity is good publicity. What the “public” thinks doesn’t always matter.
Shareholders are more important than customers.
You don't always have to tell the truth to the press.