SUBJECT: AMB379 -PR CAMPAIGNS STUDENTS: TESS TAYLOR: N5547903 HANNAH MORELOS:N2774836 ELOISE NOAKES:N7167792 ZED ZHAO:N 7244088 CONTACT: 0409 584 908
CONTENTS
1.0 2.0 2.2 2.3 3.0 3.1 4.0 4.1 4.2 5.0 6.0 7.0 8.0 9.0 10.0
Background Situation Analysis Issue Statement Public Relations Objectives Target Audience Day In The Life Strategy Internal Action Strategy External Communication Strategy Tactics Timeline Budget Evaluation Methods References Appendicies
4 4 5 5 8 8 10 10 10 13 14 14 14 16 17
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1.0 BACKGROUND
The fashion industry is comprised of a multitude of enterprises working in the apparel, footwear, home textiles and accessories markets. With a global estimated worth of $900 billion per annum, the industry is highly competitive and demand driven and as such, companies are constantly updating their products to cater for the various trends and needs of its consumers (Mashkoor 2012, p8). As the consumption of fashion items increase however, so too does the environmental and social footprint across the industrys global supply chain. To ensure the industry remains sustainable, a number of organisations have dedicated themselves to educating consumers on the ethical and environmental ramifications of garment production; encouraging people to think and act more sustainably.
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The Stitchery Collective currently has no internal communications strategy in place to inform and guide its volunteers on its organisational goals and objectives. Consequently, its volunteers are ill equipped with the necessary information to promote the organisations brand and identity; and the necessary skills required to efficiently identify, prioritise and facilitate projects that reflect this brand and identity. The organisations external communications are not currently being utilised effectively either and neither enhance nor add value to The Stitchery Collectives image. These issues are having a considerable impact on the organisations ability to effectively engage with external stakeholders such project participants, organizational partners, funding bodies and the wider fashion community; and should be addressed immediately to ensure The Stitchery Collectives continued growth and success in the industry.
1) Position The Stitchery Collective as an authority on sustainable fashion in the wider Brisbane community within one year. 2) Develop an in-depth internal communications strategy for The Stitchery Collective over three months that will help inform, guide and empower existing and future employees on how to effectively select, facilitate, showcase and evaluate the organisations sustainable fashion projects. 3) Develop an external communications campaign for the stitchery collective over a 9-month period that will increase awareness of the organisation; and enhance its online presence and the way target publics interact it. p6
Following a Stitchery Collective girl on a typical Sunday: Wearing a designer outfit found at a local upcycling vintage shop, she starts with a breakfast of seasonal fruits and organic, local yogurt at her favourite caf while reading online about the latest fashion trends. Next she starts browsing for a new dress at a nearby shop to replace the one she donated to Vinnies last week. She looks carefully at the stitching and checks the labels to see how and where the clothes were made and eventually chooses an Australian- made and naturally dyed, sleek black dress. After lunch with a friend, she takes her old winter coat to The Sunday Stitch Lounge at The Stitchery Collective studio in Fortitude Valley and replaces the frayed lining whilst securing the loose buttons over a cup of tea with the volunteers. Later, just as shes leaving for a party wearing her new black dress, she starts a load of laundry with the temperature set to less than 30 degrees Celsius. After all, she is not only stylish, but also conscious and cool!
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4.0 STRATEGY
The Stitchery Collectives campaign strategy is broken into two stages and addresses the main public relations objectives and their target audiences as outlined in sections 2.3 and 3.0. Stage one is an action strategy, addressing the internal changes and stage two is a communication strategy, which focuses on the external portion of the campaign. The campaign will take place over a 12-month period and will be divided up as follows: The first three months will be dedicated developing an in-depth internal communications strategy for The Stitchery Collective that will help inform, guide and empower existing and future employees on how to effectively select, facilitate, showcase and evaluate the organisations sustainable fashion projects. The following nine months will focus on The Stitchery Collectives external communications re-vamping to establish the stitchery collective as a new revised facilitator of discussion and knowledge
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5.0 TACTICS
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6.0 TIMELINE
This campaign will be conducted over a 12 month period and is outlined in detail in Appendix 1. The first three months of the campaign are dedicated to an internal communications strategy and the remaining nine focus on external communications.
7.0 BUDGET
As a non-for-profit organisation, The Stitchery Collective has largely relied on government funding and grants. A budget of $2000 has been set for the execution of this campaign and is outlined in detail in Appendix 2. The outlined budget takes into account external labour costs for some elements where professional support will be required.
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9.0 APPENDICIES
1. Timeline 2. Budget
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10.0 REFERENCES
Argenti, P.A. (2003). Corporate Communication (3rd Ed.). Boston: McGraw Hill Arthur, Rachel. (2012). Social Media Platforms: Marketing Top Five. Accessed September 1 2012http://www.wgsn.com.ezp01.library.qut.edu.au/ content/report/Marketing/Communication_Strategy/2012/March/global_social_ mediaupdate.html Gilley, J. (2009). Vision, Mission, Goals, and Objectives. In Praeger handbook vof human resource management: volumes 1 and 2. Retrieved from http://qut. summon.serialssolutions.com/ Bentley, M., Fien, J., Neil, C. (2004) Sustainable Consumption: Young Australians As Agents Of Change. Accessed September 12, 2012. http://www.deewr.gov. au/Youth/Programs/NYARS/Documents/SustainableConsumptionReport.pdf Fashion Industry: Ready To Face The Future. (2012). Industrial News, February 8. Accessed September, 20, 2012. http://blackkitepress.org/tag/size-combinations Fashion Adds Fuel to Fast-Growing Retail Ecommerce Sales. (2012). eMarketer, March 22. Accessed August 20, 2012. http://www.emarketer.com/Article.aspx? R=1008919 Marshall-Johnson, Ruth. (2011). Consumer Priorities. Accessed September 17, 2012.http://www.wgsn.com.ezp01.library.qut.edu.au/content/report/Think_ Tank/2011/June/consumer_forecast20130/consumer_priorities.html Melius, L. (2012): Trend Analysis. Accessed September 17, 2012. http:/ /www.wgsn.com.ezp01.library.qut.edu.au/content/report/Think_Tank/2012/ February/davos_2012_trendanalysis.html Mashkoor, Yasir. (2012). Success factors in fashion industry. PhD diss. Tampere University of Technology http://dspace.cc.tut.fi/dpub/bitstream /handle/123456789/21020/mashkoor.pdf? Sequence=3 United Nations (2002). World Summit Sustainable Development Plan of Implementation. Accessed September 19. http://www.un.org/esa/sustdev/ documents/WSSD_POI_PD/English/POIToc.htm Van Riel, C.M.B. (1992) Principles of corporate communication. London: Prentice Hall
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THANK YOU
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