Library of Birmingham 2013/14
contents who am I?
delving a little deeper
aims and objectives
fees and budget allocation
who am I? My name is Sophie Coulson and I am a practising media worker and student currently undertaking my Media BA at Birmingham City University. I have strong interests in PR and marketing and have a range of multimedia skills. I have previously worked in an in house marketing team at the University of Bedfordshire, the head of publication design as well as providing support for the web content team. Over the past year I have been a blogger, photographer and interviewer for Un-told: Birmingham. Un-told: Birmingham is a side project created by digital marketing agency 470 Media with the aim of uncovering the West Midlands hidden stories and communities which would otherwise be missed by larger media. I have created and help create various media products and regularly write blogs posts for the website. This year I am taking on a new role of PR assistant as well as being in charge of social media whilst maintaining my photography role.
initial thoughts... When first given the brief for the Library of Birmingham, I immediately thought that the campaign should have a modern design led aesthetic in order to compliment the Library’s architecture and create a coherent campaign. Another imediate thought was that there is a lot different audiences to target which meant that I needed to create a campaign that was simplistic in order to appeal to these audiences. I was already aware of Discovery Season so was conscious of the events already happening and the style of the Library’s existing campaign. My first thought surrounding the Discovery season was to extend it somehow into 2014. However, I felt it was important to be forward thinking and keep everything in the campaign fresh and new. I was already aware that the new library was not just about books, but about performance, film, music, history, the visual arts and much more. So, I knew from the moment I saw the brief that this would be really exciting project and that there was so much potential in what could be done. Named by the Guardian as a ‘super library’ the PR campaign needs to be just as impressive, and that is what I aim to create.
delving a little deeper... I frequent the library on a regular basis but in order to start delving a little deeper into the business and discover what was already there to build upon in terms of the campaign, I felt it necessary to visit again making sure to see all areas of the library. Making myself more aware of the layout of the library as a whole was useful as it enabled me to envisage how possible events could take place in terms of logistics. Also, being able to see first hand the facilities of the library I would not usually make use of was very insightful. As well as getting to grips with the building itself, I also took time to explore the online website so that I could properly understand the current design style along with finding out all of the services on offer. After doing so, I found that a lot of the services overlapped which added to my original thought that the campaign needed to be appealing to multiple audiences at the same time. The next stage was to relate this to the brief and look into all the aspects of the brief further. I concluded that there were several key areas that needed more specific research, these were young boys and the reading of books; the issue of crititism directed at the library; the archives and special collections. I looked into various news and comment articles surrounding the topic of cuts and closures of libraries around the country which informed my knowledge and opinion on the topic, as well as fueling several ideas on how to promote a positive image of the Library of Birmingham. Tim Vanson’s article for The Guardian highlighted key ideas which apply to the Library of Birmingham and which could easily be promoted, one of which being that there are ‘clear and compelling benefits when libraries share share space with other community based services’. Carrying on from this, a comment article by Malorie Blackman stresses the importance of libraries to the community and that despite the current economical climate, library services should not be sacrificed but instead be ‘ringfenced’ from the cuts. Both of these points can definitely be built upon and used to support the decision to spend £188 million on the new library. With regards to generating ideas for using the library as a platform for encouraging young boys to read more books I felt that I needed to be more aware of the background issue. Further research lead me to the National Literacy Trust’s report into boys’ reading, which found that 76% of schools in the UK had concerns over boys’ underachievement in reading. Reading this led me to find out that (at time of release) there was no government strategy to tackle this increasing problem, making it even more importantfor the Library of Birmingham to encourage and promote reading to boys in the local area. It seems as if it is an attitude problem as well as boys not finding reading enjoyable.
situational analysis Strengths • Brand new state of the art facilities which already create interest in what is happening • Huge range of special collections and archives • Wider range of services now available • Knowledgeable and dedicated staff • Europe’s largest public library
Weaknesses • A massive £188 million was spent on creating the new library which has caused a lot of negativity within the community • No specific links with universities in or around Birmingham • Services are not currently promoted or advertised very much, if at all • Lack of communication with local schools • Not making full use of social media to interact and involve both potential and existing users
Opportunities • Media coverage opportunities are aplenty – especially feature articles because of the extensive range of services offered by the new library • Networking with local businesses, local government and charities will push both library standards and media coverage higher • Working with students and young people to create original content for the website • Build partnership schemes with local schools which place particular emphasis on boys reading attitudes • Create partnerships with local creative agencies and creative individuals such as artists and musicians
Threats • Hype over the opening will not last forever so new ways of generating interest will need to be created • University libraries stepping up their game and as result students do not use Library of Birmingham • Negative media coverage • Lack of interest resulting in fewer new users • Despite the specific funding put into the completion of the new library, the library itself is still potentially under threat from government budget cuts which could lead to the deterioration of some services In terms of moving forward from the situational analysis there are several priorities that should be taken forward. From the strengths area it is clear to see that the Library of Birmingham has a great range of facilities and services on offer, however these could definitely be promoted more so as to engage the public more. Its also clear to see that the library has the capacity to do great things, whether this be by forming partnerships with businesses, schools, students, charities or holding a wide range of events.
As the library has modernised it is a natrual progression for its promotion and public interaction to follow this route also. It would be beneficial to create and maintain social media accounts so that the public can interact faster and feel on a more personal level with the library. Another point which can also be drawn from this is that media relations is key. Building up positive and frequent media coverage tackles the negativity surrounding the library, promotion of its services, promotion of events, potential donators and collaborations. In terms of tackling potential threats such as budget cuts there is not a lot of options other than to make the library indispensible. This could be done in a number of ways, first and foremost providing multiple services which are invaluable to the community.
stakeholder analysis In order to decipher who to target and network with throughout the duration of the campaign I carried out a detailed stakeholder analysis so as not to waste time on audiences and contacts that would be less beneficial to the Library. This also acts as preparation for deciding on the ways in which these audiences will be reached (See page 12). The next step was to prioritise these audiences into high power, high interest; high power, low interst; low power, high interest; low power, low interest, as this will provide an idea of who is important to the library and in what ways. This also informs how to target/reach these audiences.
There is a lack of links with local education institutions, such as universities, which is hindering the library’s level of success in intergrating with the community. If links are made with universities, colleges and schools there is likely to be an increase in new members as well as an increase in enquiries into library services. It would also demonstrate to the public that the library is more than ‘just books’ and does all it can to help everyone that walks through its doors.
• (potential) donators • local businesses • national media
• • • • •
monitor (minimum effort)
• publishers • potential users • higher education
• new & existing users • ambasadors • volunteers/employees
local government charities schools opposition local media
low low interest
The following stakeholders are key to the campaign’s success in relation to the objectives (see page 16); opposition; schools; new and existing users; local media; volunteers/employees; higher education; potential users. Although some of these stakeholders have low interest currently, the campaign aims to higher the levels of interest via the tactics laid out on page 18.
thinking about audiences and how to reach them From the stakeholder analysis I took all the audiences and came up with the most suitable, appropriate and effective ways of reaching them. It is important to note that many forms overlap however different variations of such form will be sent out dependant on the audience its directed at. When looking at educational audiences there is a wide variety of ways to reach them, spliting them into establishments is an effective organisational method. In order to reach primary school children, all contact will be via the schools with all information aimed at parents passed on by the children. Informative newsletters and written forms of communication which focus on putting the child first will work best here. Next, reaching secondary schools will have a very simialr method, however there is also scope to directly reach out to the older students which would involve leaflets and letters that are more design led and less in depth. Lastly, when reaching universities there is a wide scope of methods, especially as the audience is not just the students but the staff and lecturers as well. More detailed, profesional letters, emails and other forms of written communication will be used to reach staff, whilst design led and more thought provoking intriguing forms of communication will be used to reach students. Also, making use of social media is key in reaching students as it is a big part of their daily internet useage, creating and maintaing active Facebook, Twitter and Instagram accounts is vital. When thinking about reaching potential users the scope is massive, therefore means of mass communication should idealy be used in order to save money and time and to reach out to as many people as possible. General advertising, such as billboard adverts; bus and bus stop posters; leaftets; magazine and newspaper articles, can all be used to reach wide audiences and generate attention towards to library. Events and ‘stunts’ will grab imediate attention and actively involve members of public, as well as giving them an opportunity to talk to library employees/volunteers. It will also help gain media coverage, which brings me to my next method of reaching potential users; the media. Any media coverage will reach out to a wide audience and will apear unbiased as it is not direct communication from the library. The success of this relies heavily on a positive representation by the media so an affective media relations strategy will be deployed (see page 20). Reaching out to existing and new users would involve a more internal promotion, such as posters, leaflets and booklets that can be located within the library. Regular emails providing news letters and alerts would also be an effective form of communication here, however it is important not to bombard users with an overwhelming amount of email communication. Text messaging would also be beneficial to reach these audiences and like email would be relatively easy to send out on mass. Direct mail could be a possibility but would be more costly than email/text, however it potential to be more personal and will end up directly in the recievers’ hands making it harder to ignore. Finally, the website is a great way to reach these audiences as they already have an interest in the library so therefore should already be visiting it regularly.
Local government/politicians, local businesses and charities can all be reached in relatively simialr ways. Direct ways of reaching out to these audiences would be by formal methods of communication, such as letters or emails, until relationships and connections are built. Indirect ways of reaching these audiences would relate to the
advertising methods discussed when reaching potential users, as well as any media coverage. One route to go down would be personalised invitations to come and visit the library and/or to specific events being held. The main way in reaching any opposition to the library would be to hold community consultations as this allows for genuine feedback which can help improve the library and the opinions held by the general public. One way of indirectly reaching opposition would be via the media, for example comment or feature articles in both local and national press. Finally, reaching members of staff would involve internal forms of communication that should already be in place, such as email, and internal campaigns not viewed by the public. Such campaigns can be more basic than the campaigns aimed at other audiences as they simply act as a means of information for staff. Instead, care and effort should be put into human resources and personal methods of communication in order to sustain a happy and productive work force.
key messages • The Library of Birmingham is learning-led and provides excellent opportunities for students and academics who want to understand research • The Library of Birmingham is the go to destination for all forms of creativity with a constantly changing programme of events which cover theatre, music, art, poetry, reading, guest speakers amongst many more • The Library of Birmingham houses an extensive collection of reading materials but also has many other services which can be made use of by anyone • The Library of Birmingham is full of dedicated and knowledgeable staff who are able to help you with any query and interest; all you have to do is ask • The Library of Birmingham provides children of all ages, a platform to learning and enjoyment of reading • The Library of Birmingham welcomes everyone through its doors
aims and objectives
The stragetgy for the Library of Birmingham campaign comprises of six interlocking elements
• Keep the profile of the Library of Birmingham high following its opening in September 2013
Element 1 - pre-launch
• Create interest in the library’s archives and special collections and to sustain interest into the future
All preparatory work will take place in element one. Working teams will established and regular meetings set. Final timetabling will also take place within this element and all plans will be finalised. Designs for all promotional material will be established and sent to print ready for release. All other forms of promotional material will be organised in this element also. All marketing will be planned out and created ready to be put into action when necessary.
• Encourage visitors to make full use of all library facilities with emphasis on local users in particular • Position the library as a ma jor cultural destination and play a part in projecting Birmingham as a dynamic, world class city • Create and maintain a positive image of the library to the general public • Reach out to new interest groups
objectives • To frequently engage and collaborate with local residents, businesses and creatives throughout the year in order to build on the awareness and hype created by the opening • To create links with local universities in order to promote the extensive archives and special collections housed at the library • To engage with the local community (Birmingham) through all library services throughout the year long campaign • To build relationships with local schools in order to help tackle the issue of young boys’ lack of desire to read
Element 2 - maintaining a high profile The second element concentrates on maintaining the high profile created by the opening. For the first half of the campaign this will involve promoting Discovery Season and keeping the public interested in it. When this ends element five will be launched to assist element two. Meanwhile, all services will be promoted in a variety of ways (see page 20) in order to drive public engagement. Making use of social media also comes into this element, especially Instagram and YouTube. Instagram is very easy to interact with and is almost completely visual. An idea to make use of it would be to encourage visitors to Instagram their favourite book, a newly discover book, a book that catches their eye etc. You then use hashtags to link it in with the library account (also acts as a method of evaluation as we can see how many people are interacting/ taking part). Then, in order to make it feel worthwhile and even more fun, there would be an exhibition at the end, which leads to scope for press releases, blog posts and so on, resulting in even more coverage. Another social media tool is YouTube which is a great communication tool and is an excellent way of reaching younger audiences. I’ve come up with the idea of having the content created by students, so not only are you reaching out to that audience with the content published but your also actively involving them too, making them feel a part of it all. It is appealing to them because it can count toward work experience for their course/degree, this also leads to stronger connections between you and the surrounding educational institutions.
• To address potential criticism towards the costing of the library by reaching out to those who believe the library to be a waste of money and creating a positive media presence • To actively make use of all social media channels by creating relevant monthly content
Element 3 - young boys and the library This element focusses purely on the objective of tackling young boys’ lack of desire to read. First, awareness will be created so that the relevant audiences are interested in what the library will be doing. This will be followed by creating links with local schools in order to reach out to parents with the aim of encouraging them to bring there child to the Library of Birmingham regularly. Once parental interest is gained, the interest of the children will be achieved by the launch of the ‘Adventure Tent’ which will be an ongoing project. Both school visits and visits with parents will be encouraged, with the main focus being on reading for enjoyment and discovery.
Element 4 - special collections and archives The forth element is dedicated to raising awareness of the special collections and archives, with main emphasis on the surrounding universities. Working with the marketing team, a marketing campaign directed at these universities (University of Birmingham, Birmingham City University, University College Birmingham, Aston University, Newman University, University of Wolverhampton) will be launched. It will target both students and staff/lecturers, with the aim of encouraging both the students to come and try the facilities and the staff to promote such facilities to their students. A series of events will take place all focussing on different topic areas that students can book into and learn a bit more about what the library has to offer but in a fun and interesting way. Guest speakers woudl also be at these events to help engage those who attend and make it an overall fascinating and valuable experience.
Element 5 - launch of ‘uncover’ project Element five links in with element two and is the follow up initiative to the Discovery Season. The reason why the ‘uncover’ project is an element of it’s own is because of its size and the sheer amount of effort and time that will need to be put in. The ‘uncover’ project will be spring/summer based and will take a similar form to the Discovery Season but with the option to have its own uniquely designed microsite (or section of the pre-existing library website). Preparation for its launch will take place in element one.
Element 6 - addressing the criticism This final element will concentrate on dealing with both negative media coverage and negative comment from the public. This will involve close media monitoring and achieving positive media coverage, but also, being honest and truthful to the public at all times. It will be made clear that feedback is always welcome, negative or positive, so that improvements can be made. It is essential to let the public know that we care about their views and opinions as this will avoid the situation escalating.
the tactics The tactical strategy will be broken down into six parts which relate back to the strategy elements. Under each element heading will be a range of tactics that will enable the strategy to take place.
element 1 1. 2. 3. 4. 5. 6. 7.
Update and refine existing media list Establishment of team Finalisation of regular meetings All promotional material created ready for release Press releases planned and finalised Finalisation of yearly timetable Create links with The Reading Agency and other related charities
1. Work alongside existing pr strategy to ensure smooth running of discovery campaign 2. Release regular blogs on specific areas/services of the library 3. Maintain and improve social media sites, posting regular content. Creation of Instagram and Youtube account 4. Strong emphasis on Youtube in order to target the younger market (possibility of being run by students or having the content created by students) 5. Send regular email news updates/newsletters to all library users
element 3 1. A series of events which grab attention and gain media coverage. At all these events promotional and informational material will made available to parents/guardians. • Random book generator • Create your own story (competition) • Puppet shows of classic children’s stories 2. Formal letter followed by email to Birmingham primary and secondary schools informing them of the issue (boys’ lack of desire to read) and what the Library of Birmingham are doing to help tackle it. It will also encourage the school to do regular visits to the library and to get involved with the ‘Adventure Tent’ programme. 3. Send promotional and informational material to the school with emphasis on distributing to parents
4. Press release sent out to local journalists/editors and made available on the Library of Birmingham website, council website and birminghamnewsroom.com. It will also be sent out to relevant national publications and industry publications. (This will be finalised during element 1) 5. The ‘Adventure Tent’ programme will be added to the upcoming events page on the Library of Birmingham website and a news article will be added to the what’s happening page. 6. The Adventure Tent itself will be set up in the Children’s Library with a selection of boy specific books that cover a variety of different genres all starting from ages 5+ 7. A team of staff will be trained (option to outsource staff if necessary) to help parents/teachers/children with the aim of becoming familiar, building a relationship and thus being easier to talk to. 8. ‘book of the week’ for each age group (5+ 7+ 9+ 11+) in which children are encouraged to write/give feedback and put it on the ‘discovery wall’. This encourages involvement and builds up a relationship both with staff and with books.
element 4 1. Marketing campaign created featuring PR led advertising (posters, bus stop posters, informational material) 2. Email sent out to chosen universities with promotional material attached in order to make links 3. Self promotion via all social media sites (Facebook, Twitter, Instagram etc.) making sure to interact with university social media accounts as well. 4. Press release sent out to local media, uploaded onto council and library website 5. A series of student based events focussed around different areas and interests
fees and budget allocation Consultancy fee - £58,536 The fee is based on my personal hourly rate for a seven hour working day, five days per week. As you require an intense, closely monitored campaign and have a set budget, a total project fee has been given as opposed to a monthly retainer fee. It accounts for both time and activity over the year long period. Broken down into the following:
element 5 1. Send out press release to local journalists/editors and made available on the Library of Birmingham website, council website and birminghamnewsroom.com. It will also be sent out to relevant national publications and industry publications. (This will be finalised during element 1) 2. PR led advertising 3. Send out email to all library users, inviting them to the launch 4. Send out invitations to local businesses, politicians, literary figures, journalists, schools, universities 5. Launch microsite/pages on existing library website 6. Host launch day 7. Update website with all events running throughout the uncover campaign
element 6 1. Regular media monitoring 2. Spokesperson training 3. Article on Library of Birmingham website and Birmingham Bulletin addressing all negative comments 4. Anticipation of potential criticism and response ready
timescale September 2013
*This is a basic price and may need to be increased dependant on crisis size and how much it escalates, with a flat rate of £50 p/h. What is included in the price stated is a trained spokesperson, a contingency plan ready to be put into place if necessary and dedicated crisis team who will be able to deal with the crisis. Exppp-enses - £32,708 Broken down into the following:
02/09/13 First meeting – establishment of team, future meetings finalised, yearly schedule finalised, and budget signed off 04/09/13 Put design briefs together 11/09/13 Design briefs put out to tender 16/09/13 Update and refine media contact/distribution list (completed by this date) 23/09/13 Create email update/newsletter template 27/09/13 Create Instagram account and YouTube channel 30/09/13 Update website
01/10/13 Monthly meeting 04/10/13 Email update/newsletter to all library users 07/10/13 Publish blog post about the new YouTube channel, asking for student volunteers 08/10/13 Email universities about YouTube student opportunities 09/10/13 Choose the design from the briefs that went out to tender 14/10/13 Establish guest list for launch of ‘uncover’ 25/10/13 Press releases planned and finalised (completed by this date) 25/10/13 Guest blogger post 29/10/13 Interviews for student YouTube volunteers 30/10/13 Update website 31/10/13 Deadline for design briefs to be complete
01/11/13 Monthly meeting – choose student YouTubers 04/11/13 Publish monthly blog post 04/11/13 Email update/newsletter to all library users 06/11/13 Send out press release about student YouTube volunteers 12/11/13 Email/ telephone The Reading Agency charity in order to begin an established relationship/connection 25/10/13 Guest blogger post 29/11/13 Update website 30/11/13 Progress report
December 2013 *All prices are a rough estimate and are subject to go up or down depending on the results of the briefs going out to tender
02/12/13 Monthly meeting 02/12/13 Publish monthly blog post 03/12/13 Launch landing page for ‘uncover’ microsite 03/12/13 Send ‘uncover’ press release out to all contacts on distribution list and upload onto website 04/12/13 Email update/newsletter to all library users
04/12/13 PR led advertising begins for ‘uncover’ 04/12/13 Email all library users notifying them about ‘uncover’ 05/12/13 Send out personalised invitations to all on guest list 13/12/13 Launch rest of website for ‘uncover’ 20/12/13 Guest blogger post 30/12/13 Update website
02/01/14 Monthly meeting 04/01/14 Email update/newsletter to all library users 06/01/14 Publish monthly blog post 21/01/14 Opening of ‘uncover’ 27/01/14 Guest blogger post 30/01/14 Update website 31/01/13 Progress report
03/02/14 Monthly meeting 03/02/14 Publish monthly blog post 04/02/14 Email update/newsletter to all library users 05/02/14 Email selected universities with promotional material attached (special collections and archives) 06/02/14 Informational material put out in library (special collections and archives) 06/02/14 Posters for special collections and archives campaign distributed and put up 10/02/14 Start the selection process of books for the ‘Adventure Tent’ programme 27/02/14 Guest blogger post 28/02/14 Update website
03/03/14 Monthly meeting 04/03/14 Email update/newsletter to all library users 03/03/14 Publish monthly blog post 12/03/14 Collections and archives student event: Shakespeare (guest speaker tbc) 19/03/14 Collections and archives student event: Dissertation – making the most of the archives (guest speaker tbc) 26/03/14 Collections and archives student event: It’s more than just books – explore the Library’s extensive photography collection (guest speaker tbc) 27/03/14 Guest blogger post 31/03/14 Update website 31/03/13 Progress report
01/04/14 Monthly meeting 03/04/14 Publish monthly blog post 04/04/14 Email update/newsletter to all library users 07/04/14 Staff selection and training for ‘Adventure Tent’ programme 14/04/14 Email primary/secondary schools about half term activities at the library 07/04/14 Staff selection and training for ‘Adventure Tent’ programme 14/04/14 Email primary/secondary schools about half term activities at the library 17/04/14 Send half term events press release out to all contacts on distribution list and upload onto website
30/04/14 Update website
01/05/14 Monthly meeting 02/05/14 Publish monthly blog post 04/05/14 Email update/newsletter to all library users 06/05/14 Put all Adventure Tent informational material out in the library 19/05/14 Formal letter sent out to primary/secondary schools informing them of the issue (boys’ lack of desire to read) and what the Library of Birmingham are doing to help tackle it. Also to encourage the school to do regular visits to the library and to get nvolved with the ‘Adventure Tent’ programme. W/C 26/05/14 Random book generator (half term) W/C 26/05/14 Create your own story (competition) (half term) W/C 26/05/14 Classic children’s fiction puppet shows (half term) 27/05/14 Guest blogger post 30/05/14 Update website - Adventure Tent added to upcoming events page and news article on what’s happening page 30/05/13 Progress report
02/06/14 Monthly meeting 03/06/14 Publish monthly blog post 04/06/14 Email update/newsletter to all library users 05/06/14 Send Adventure Tent press release out to all contacts on distribution list and upload onto website 25/06/14 Guest blogger post 30/06/14 Update website 30/06/14 Opening of Adventure Tent
01/07/14 Monthly meeting 03/07/14 Publish monthly blog post 04/07/14 Email update/newsletter to all library users 25/07/14 Guest blogger post 30/07/14 Update website 31/07/13 Progress report
01/08/14 Monthly meeting 04/07/14 Email update/newsletter to all library users 04/08/14 Publish monthly blog pos 27/08/14 Guest blogger post 29/08/14 Update website
01/09/14 Monthly meeting 03/09/14 Publish monthly blog post 04/09/14 Email update/newsletter to all library users 08/09/14 Evaluation starts 29/09/14 Evaluation report complete 30/09/14 Update website
evaluation A vital part of the campaign’s success is the evaluation process, as it allows you to breakdown and define which parts of the campaign were the most successful and allow the library to carry on making great progress in the community. In order for this to happen I have laid out a selection of evaluation methods that would be appropriate and usefull to the campaign. The evaluation process is also a continual process which will not just take place at the end of the campaign but throughout in order to adapt quickly if necessary. A report will be drawn up and presented to you during September 2014 and will comprise of the following evaluation methods. • Time keeping analysis - did the team stick to schedule? Was everything released on time? • An analysis of the media monitoring/press cuttings over past year (media content analysis) - how many articles, where the articles were predominantly found, where in the publication was it published, type of article, whether it was positive or negative coverage, do the views reflect the objectives/key messages, did it reach the right audiences • Amount of enquiries into library services • Amount of new library users since the start of the campaign • Library of Birmingham website hits (measured every month) • Amount of followers on Twitter since begining of campaign • Amount of YouTube subscribers • Amount of hits on each video - will help drive content • Amount of followers on instagram • Interaction with social media - shares on facebook, retweets, likes, comments • Comments on blog posts • Satisfaction with the library survey (before and after) • General customer feedback • Event attendance - how many, by whom From this we will be able to see which elements of the campaign worked well for the library and could be continued to used, or if there were any parts tha if altered could also be used. It would also demonstrate any areas that did not work as well as desired and help you as a company move on to other ideas. The report will link back to the key messages and objectives set at the start of the campaign and use them to evaluate the outcomes (changes in behaviour/awareness/opinion).
thanks for reading
sophie coulson email@example.com 07807979116