8993876

301MPR
Advanced PR Planning:
Assignment 2

Submission Date: 30/10/2020

3850 Words-Excluding Reference List

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Table of Contents
1.0 Introduction...........................................................................................................4
2.0 ASOS: Company Background.............................................................................4
2.1 Issue Analysis.........................................................................................................................4
3.0 Situational Analysis.............................................................................................6
3.1 SWOT Analysis........................................................................................................................6
3.2 PESTLE Analysis......................................................................................................................7
3.3 Stakeholder Analysis..............................................................................................................8
4.0 Setting the PR Objective....................................................................................12
4.1 The Strategic Role of Public Relations...................................................................................14
4.2 Campaign Strategies.............................................................................................................16
5.0 Tactics.................................................................................................................18
5.1 Types of Media.....................................................................................................................18
5.2 PR Team Structure................................................................................................................20
5.3 Timeline................................................................................................................................22
6.0 Evaluation............................................................................................................23
6.1 Macnamara’s ‘Pyramid Model’ of PR Research.....................................................................23
6.2 Potential Benefits and Limitations of the Proposed Communication Plan............................27
7.0 Evaluating Behaviour and Attitude Change....................................................27
7.1 Acceptance Approach...........................................................................................................28
7.2 Awareness Approach............................................................................................................28
7.3 Favourability Approach.........................................................................................................29
8.0 Conclusion..........................................................................................................31
9.0 References..........................................................................................................32

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Table of Figures

Figure 1: The Strategic Planning Process (Adapted from: Smith 2017)...............5

Figure 2: SWOT Analysis...........................................................................................7
Figure 3: PESTLE Analysis........................................................................................8
Figure 4: The Linkage Model (Adapted from Rawlins 2006)..................................9
Figure 5: ASOS’s Linkages (Adapted from Rawlins 2006)...................................10
Figure 6: Changes in ASOS’ Stakeholder Attitudes and Behaviour...................11
Figure 7: The Strategic Planning Pyramid: (Adapted from Austin and Pinkleton
2015)...........................................................................................................................13
Figure 8: The Strategy Planning Ladder: (Adapted from Austin and Pinkleton
2015)...........................................................................................................................14
Figure 9: Understanding and Communicating the Organisational Character
(Adapted from Gregory 2015)..................................................................................15
Figure 10: Platform Strategies for ASOS’s Campaign..........................................17
Figure 11: Tactics for Campaign.............................................................................20
Figure 12: Team Advantages...................................................................................21
Figure 13: 8 Week Reputation Improvement Project Timeline............................22
Figure 14: Detailed Timescale of Implementation.................................................23
Figure 15: Pyramid Model of PR (Macnamara 2018).............................................25
Figure 16: Pyramid Model of PR (adapted from Macnamara 2018).....................26
Figure 17: Benefits and Limitations.......................................................................27
Figure 18: Measuring Approaches to Evaluate Behaviour and Attitude Change
....................................................................................................................................31

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1.0 Introduction
Public relations (PR) is emerging as one of the key business functions to support strategic
decision making hence it is crucial to align stakeholder reputations with the vision of an
organisation (Cornelissen 2011). Long term planning and achieving strategic objectives is
imperative to organisational success. However, practitioners must be able to cope with
ambiguity impacted by the increasingly digitalised society, making it more difficult to control
corporate messages (Theaker 2016:128). The key objectives of PR focus on mutual
relationship and reputation building, which depends heavily on the corporate image (Morris
and Goldsworthy 2016). An effective PR strategy will allow professionals to plan and deliver
strategic activities, working towards achieving the same ultimate goal.

2.0 ASOS: Company Background

ASOS’s mission and vision statements are evidence of how dynamic the company is, stating
that they are a place to develop your own style and be inspired (ASOS 2020). ASOS’s
mission statement is ‘Our mission is to become the world’s number-one destination for
fashion-loving-20-somethings’ (ASOS 2020). Additionally, ASOS outlines its vision as
creating a business that commands its industry through superior products and service. If
these aspects are clearly outlined, ASOS are effectively positioning themselves for durable
success in today’s consistently changing environment. These strategic elements, aligned,
can act as a roadmap for ASOS to achieve the ultimate goals, guide business decisions and
establish customer loyalty.

2.1 Issue Analysis

ASOS’s current issues are clearly a fatal result of the COVID-19 pandemic, which threatens
them to fulfil their mission. Despite being an online retailer, the economic impact of COVID-
19 was unprecedented in terms of large job losses (Brydges and Hanlon 2020). ASOS
therefore face reputational issues following redundancies. The crisis has required large-
scale behaviour change. One of the main responses to COVID-19 is fear (Van Bavel 2020).
In response to this, individuals began to boycott ASOS due to feelings of neglect, trending
the #BoycottASOS campaign (Andersson 2020). This problem will continue to deteriorate
over social media platforms and threaten ASOS’s ability to fulfil its mission.

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By following The Strategic Planning Process (Smith 2017), ASOS can establish a direction
by assessing where they currently are (the issue) and where they are going. Additionally,
this provides an area to record the mission, vision and values alongside long-term goals and
plans (Smith 2017). The below figure outlines the key stages of the strategic planning
process which should be used as a framework for ASOS’s strategic communication plan. By
understanding the goals and objectives, communication activities can become much more
effective for ASOS.

Figure 1: The Strategic Planning Process (Adapted from: Smith 2017)

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3.0 Situational Analysis
Research from both the internal and external environment is exceedingly useful in
supporting the PR planning process. This is imperative background information needed to
plan and manage the campaign adeqautely (Gregory 2015).

A damaged reputation can harm employee and customer loyalty therefore threatening a
company’s financial well-being and viability (Argenti and Druckenmiller 2004). Social media
facilitates consumers’ engagement with a crisis (Zheng, Liu and Davison 2018), and the
‘echo chamber’ effect 1often amplifies the negative impacts of the crisis (Grace, Ross and
Shao 2015). In order to address the problem and take action, a SWOT analysis can analyse
the opportunities and challenges, which can help solve the issue and identify any barriers to
solving it.

3.1 SWOT Analysis

Utilising the SWOT analysis will assist ASOS to build a strategic communication plan to
meet the aforementioned mission but also to improve their operations and remain relevant in
such a fast-paced changing environment. This will help ASOS to determine whether their
communication objectives or goals are a strategic fit to the organisation and highlights any
areas for improvements.

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Occurs online due to a harmonious group of people amplifying beliefs and reinforce them via communication
and repetition

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Figure 2: SWOT Analysis

3.2 PESTLE Analysis

A PESTLE analysis is an important framework for analysing the external environment that
ASOS exists in. The tool will help to study the trends and influences impacting the online
fashion industry and ASOS specifically in terms of the COVID-19 crisis. This will ensure that
the mission statement can continue to be achieved as well as maintaining financial
organisational success.

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Figure 3: PESTLE Analysis

The insights from the SWOT and PESTLE analysis provide detailed guidance to set the
required objective of the strategic communications plan and how ASOS’s strengths and
opportunities can be leveraged to achieve the set objective.

3.3 Stakeholder Analysis

Having effective stakeholder engagement is key to the success of corporate campaign
communication, requiring instinct and a large quantity for analysis (Walker, Bourne and
Shelley 2008). Stakeholder analysis can identify ASOS’s stakeholders and anticipate the
ways in which stakeholders are reacting to the COVID-19 crisis. The crisis provides a threat
to ASOS’s reputation and therefore it is crucial that there is a focus on two-way

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communication to encourage engagement with the organisation (Meinjtes and Grobler
2014).

The ‘Linkage Model’ (Rawlins 2006) below identifies ASOS’s stakeholder relationships and
those crucial to the effective functioning of the organisation.

Figure 4: The Linkage Model (Adapted from Rawlins 2006)

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Figure 5: ASOS’s Linkages (Adapted from Rawlins 2006)

It must be noted that the diffused linkage stakeholders can vary yet the enabling, functional
and normative linkages are likely to remain constant. The Linkage Model can be effective for
ASOS to map and understand their key stakeholders and how they must be targeted.

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Despite ASOS’s claims on social to media to be prioritising their staff’s wellbeing during the
COVID-19 crisis, they are evidently failing to maintain positive relationships with all
stakeholders, therefore their reputation will rapidly deteriorate without any imminent action.
By using stakeholder mapping techniques, ASOS can ensure that all key stakeholders are
focused on to avoid the development of more issues and a further damaged reputation.

The below table highlights some of ASOS’s key stakeholders and how their attitudes have
changed following the COVID-19 pandemic. These changes in behaviour and attitudes must
be recognised in order to be able to connect with their stakeholders and maintain positive
relationships.

Figure 6: Changes in ASOS’ Stakeholder Attitudes and Behaviour

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4.0 Setting the PR Objective
The objective for this campaign is to raise awareness of ASOS’s COVID-19 compliance
processes by 20% and decrease the use of the #BoycottASOS campaign by 15% among
the general public within the next 6 months’. This can be measured by the number of times
ASOS has been associated with issues during COVID-19 in the media (in comparison with
competitors) as well as audience perception research about the issue. Additionally, an
awareness survey can be done before and after the campaign to measure the success and
ensure that the use of the #BoycottASOS campaign is being reduced as desired. This
objective is SMART, therefore making it easier for ASOS to demonstrate success and
making measurement and evaluation more effective. By knowing exactly what is being
measured, the success of the campaign can be effectively measured.

This objective clearly links to ASOS’s long-term organisational goals and mission statement.
In order to achieve the long-term goal, ASOS must maintain positive relations with their key
stakeholders of customers and employees. It is imperative that the corporate objectives
consistently match the mission and goals as without this, there is a risk of strategy
divergence. This will direct and inform everything ASOS does within the communication
plan.

The strategic planning pyramid is used as a guide to aligning the PR objectives with ASOS’s
mission statement and ensuring that the PR objective will adopt strategic function within
ASOS in terms of addressing the long term goals. This forms the basis for strategic planning;
any decisions made depend on the decisions made on the underlying levels and show clear
relevance to the mission. In ASOS’s case, all PR objectives and communication activities
should relate to the aforementioned mission statement. The mission should set out a
strategic focus in order to achieve a long-term outcome whereas the vision should convey
this ‘long-term ideal’ (Austin and Pinkleton 2015).

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Figure 7: The Strategic Planning Pyramid: (Adapted from Austin and Pinkleton 2015)

The alignment of PR objectives with corporate objectives can also be illustrated in the
‘Strategy Planning Ladder’ as shown below.

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Figure 8: The Strategy Planning Ladder: (Adapted from Austin and Pinkleton 2015)

4.1 The Strategic Role of Public Relations

The PR objective for this campaign will adopt a strategic function within ASOS by addressing
the long-term goals of the organisation. This will allow planning and delivering strategic
activities that work towards achieving the same ultimate goal (Gregory 2015)

Values have become increasingly central to the corporate character. The combination of
purpose, values and culture defines an organisations DNA. The Global Alliance model
shows a contemporary approach to how ASOS’s organisational character impacts on the
strategic role PR has. Social media has particularly emphasised the importance of building
stakeholder relationships and managing them (Gregory 2015). The roles highlighted in this
model will help ASOS to achieve their long-term objectives and communicate the character
of the organisation. The centre of the model portrays the ‘mission’, which is a key part of the
strategic planning process for organisations and it always starts with the analysis of the
mission. Overall, the model can inform how strategic decisions are made. The significance of

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an organisation is associated with its reputation directly, maintained through building trust,
acting with integrity and showing transparency about the organisational strategy (Gregory
2015).

Figure 9: Understanding and Communicating the Organisational Character (Adapted from Gregory 2015)

ASOS can utilise this model and integrate the values to achieve their long-term goals and
continue to achieve the mission. Additionally, the model can be used to ensure employees
remain a priority as stakeholders, without this ASOS will never be able to recover from the
#BoycottASOS campaign and revitalise their brand reputation. This model should be viewed
holistically, with all values being considered together as organisational DNA.

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4.2 Campaign Strategies
Success of the campaign is dependent on the competent use of appropriate strategies
(Austin and Pinkleton 2015). Strategies will show how ASOS plan to achieve organisational
plans and objectives and display the overall plan of action.

An emotional strategy aims to stimulate emotional responses (Zhang et al. 2014) and ASOS
can focus on making the target audience feel an emotional connection to the brand,
impacting on decision-making. It is also important that ASOS define their uniqueness due to
current poor brand positioning following the development of the #BoycottASOS campaign.
Research suggests that emotional messaging will affect the target audience’s reactions and
enhance their attention impacting brand attitudes (Panda, Panda and Mishra 2013). An
emotional strategy will help ASOS to ensure the target audience emphathise with the brand
and understand why redundancies are necessary in today’s unprecedented business
climate.

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Figure 10: Platform Strategies for ASOS’s Campaign

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5.0 Tactics
Tactics are methods and activities utilised to enforce the strategy (Gregory 2015:133). It is
crucial that the tactics are linked with the strategy and that the strategy aligns to the
corporate objectives of the organisation.

5.1 Types of Media

Controlled media has the ability to address specific issues distributed to audiences, directly
impacting the effectiveness of the organisation. The tactics chosen for the #aSOrry
campaign will complement each other and provide powerful communication. Stakeholders
with the most power require the most attention and therefore the communication tactics
should be personalised with a design to engage them (employees and customers). The
tactics have been measured via appropriateness due to being aligned with the target publics
and the message of the campaign, and deliverability as they can implemented successfully
and done within the budget and timescale for the campaign. ASOS will fixate on the use of
controlled media to implement the campaign effectively, however it must be considered that
non-controlled media will form and may seem more credible and trustworthy to the general
public. This includes the news media providing an overview of ASOS’s campaign without
direct control from the organisation (Anisimova, Weiss and Mavondo 2019).

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Figure 11: Tactics for Campaign

5.2 PR Team Structure

Building enduring relationships with the target audience is a key objective for
organisations (Elbedweihy 2016). ASOS’s PR team is in charge of handling their
corporate image, distributing information about the company that’s available for free.
In this case, ASOS’s PR team will work to implement the campaign effectively, to
improve brand reputation. Using teamwork improves organisational performance and
is a critical factor in successful companies and brings compelling improvements in
productivity, creativity and employee satisfaction (Castka et al. 2001). Katzenbach
and Smith (1993) summarised the benefits of using teamwork in order to achieve the
established goals and organisational success.

Figure 12: Team Advantages

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The PR agency will be in-house. This will be a benefit to the PR campaign as
teamwork can be managed internally with a deep understanding of the organisation
unlike an outsourcing team which would need to grasp the project details first.
Functional teams will be utilised for ASOS’s PR campaign focusing on a group of
people with common functional expertise working towards the same objective,
adaptable to the fast-changing communication requirements. The team is composed
of organisational members from different levels of ASOS’s hierarchy, operating
distinct organisational functions including several subordinates and a manager, with
the authority to manage the internal operations. There will be a task-orientated
structure requiring particular skills and knowledge, tasks will be separated out to
different individuals such as writing the press release or content, completing the
situational analysis and market research, conducting social media posts and
responses to negativity online and monitoring the target audience. All members have
the same PR skills but perform specific tasks each. The functional team will be
effective due to its specialised focus and will be rapid in getting the tasks done due
to specialist skills. However, there is a lack of additional skills in this team style due
to the unwillingness to learn from other departments.

Despite the benefits of using teams, problems can arise when teams become too
cohesive, demanding conformity from members. Janis and Mann (1977) explained
‘groupthink’, when the desire for conformity in the group causes an irrational and
dysfunctional decision-making outcome. This should be avoided by involving all
employees in decisions, introducing alternative viewpoints and rewarding employees
for vocalising opinions outside the norm.

5.3 Timeline
The below timescale highlights the initial 8 weeks of the planning and
implementation of strategy and tactics. The goal is to achieve more awareness for
ASOS’s compliance processes within the next 6 months. The campaign commences
from 1st April 2020, instantly after the redundancy began and the #BoycottASOS
campaign began.

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Figure 13: 8 Week Reputation Improvement Project Timeline

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Figure 14: Detailed Timescale of Implementation

6.0 Evaluation
It is imperative to evaluate the plan to ensure how effective ASOS have been in
meeting their objectives. Regular evaluation of the performance of the campaign is
important. By evaluating the campaign, effort is focused, it ensures cost efficiency
and encourages good management (Gregory 2015).

6.1 Macnamara’s ‘Pyramid Model’ of PR Research

At the base of this model are inputs, the information and planning, and at the peak is
the objectives achieved. At the input stage the user is asked to make a judgement on
the information quality and the content of information. The outputs are next, the
communication produced, such as the press release for #aSOrry. Next is the out-
take, what receivers have paid attention to and retained, then considering the

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outcomes referring to what the communication achieved. It is important to customise
this model for each project, yet the principles are consistent. This model recognises
a variety of evaluation methods allowing flexibility. The higher up on the pyramid, the
more advanced the evaluation methods are. Key evaluation methods for this
campaign include the quantitative measure of changes in behaviour and attitudes,
achievements, media coverage and responses such as social media traffic.
Subjective measures can also be evaluated in terms of performance such as
enthusiasm, efficiency and initiative in-house. Regular monitoring of the
management of the campaign is crucial, especially in the rapidly changing
communication environment (Gregory 2015). It is important to focus on the
communication as an outcome not an output. A lack of recognition to achieve the
outcomes acts a boundary to PR and corporate communication enforcing effective
measurement. Therefore, PR and corporate communications must accomplish and
assess outcomes whilst outputs are crucial daily operations (Macnamara 2011).
Macnamara’s (2011) model is unique due to communication evaluation being
unreliable in the past due to slow accepting of measurement tools yet there is need
for more research in this area.

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Figure 15: Pyramid Model of PR (Macnamara 2018)

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Figure 16: Pyramid Model of PR (adapted from Macnamara 2018)

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6.2 Potential Benefits and Limitations of the Proposed
Communication Plan

Figure 17: Benefits and Limitations

7.0 Evaluating Behaviour and Attitude Change

Understanding behaviour and attitude changes following the communication plan
implementation is crucial in evaluating success. This will help to understand the desired
outcomes of the campaign and whether they are being achieved. Additionally, behavioural
concepts can support in explaining the potential behavioural changes in publics.

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7.1 Acceptance Approach
ASOS’s campaign focuses on building trust and re-building damaged relationships among
the publics. The measurement of the acceptance approach from the public can be used to
evaluate behaviour and attitude change alongside the effectiveness of ASOS’s campaign in
building trust revealing how easily the audience are accepting ASOS’s apology. If there is an
increase or decrease in dialogue, it will reveal the publics acceptance of the message. The
higher the acceptance of the campaign message, the more likely it could lead to a change in
the audience’s behaviour or attitude. A dissonance reducing message will increase the
likelihood of its acceptance by the target audience or publics. Cognitive dissonance may
have occurred due to individuals having two conflicting beliefs, possibly between being
persuaded by ASOS’s campaign but also the #BoycottASOS campaign. This dissonance
needs to be limited or reduced (Telci, Maden and Kantur 2011) and this can be done in a
campaign by consistently building trust among the publics. This dissonance may occur after
an individual decides to end their boycotting of ASOS and accept the message the campaign
is promoting, requiring a change in their existing attitude and behaviour. As this is a
behavioural shift of their own freedom and decision-making, the shift will be accepted.

7.2 Awareness Approach

The produced campaign has a SMART objective campaign focus. The Elaboration
Likelihood Model (Cacioppo and Petty 1984), is an underpinning behavioural concept which
can show how publics will process the campaign differently and how attitudes and
behaviours are shaped by persuasive arguments. The target audience will react by using
either two channels (central or peripheral route processing) or a combination of both. If the
key message of the campaign persuades the target audience effectively, their behaviour will
be more enduring and therefore less likely to change in the future (Cacioppo and Petty
1984). The target audience may approach this campaign with a low elaboration and not
engage with the key message however they may be influenced by campaign factors, such
as the advertisements or social media posts by using the peripheral route processing,
therefore they are likely to be persuaded by other messages. As the message of the
campaign becomes more personally relevant to the target audience, they will become
increasingly motivated to process the message arguments. The central route approach can
be used to evaluate the involvement of publics and how highly motivated they are to change
their attitude and behaviour towards ASOS.

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7.3 Favourability Approach
The campaign focuses on decreasing the use of the #BoycottASOS campaign among the
general public. The favourability approach can be used to judge how popular the campaign
message has been and how it has resonated with the audience. The higher the favourability
the higher the chance of behavioural change. a high retention rate of ASOS shows high
brand favourability, preventing the boycotting campaign developing further. This can help
ASOS to identify what the target audience values from the brand and therefore ensure high
retention in the future and therefore reach both corporate and PR objectives. The adoption
curve provides a framework to show how the campaign message may be adopted at
different times within the target audience. Referred to as the ‘Diffusion of Innovation’ theory
(Rogers 1995), the framework can show how the components of an innovation can help to
interpret its rate of adoption by individuals (Lundblad 2003). This framework can support the
favourability approach in understanding how the campaign message is being adopted by the
target audience, and those it is resonating with the quickest. Factors that influence the
adoption of a message successfully include relative advantage, complexity and
compatability. For example: the campaign message will be adopted more widely if it is
considered superior to the #BoycottASOS campaign and has relative advantage. The ease
of processing and ability to resonate with the audience influences whether the message is
adopted successfully.

Not all of these approaches guarantee attitude or behavioural change yet the higher the
acceptance, awareness and favourability of the message, the more likely the audience’s
behaviour changes and goals and objectives of the campaign are reached. The below table
outlines measurability of approaches and their benefits and limitations.

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Figure 18: Measuring Approaches to Evaluate Behaviour and Attitude Change

8.0 Conclusion
In summary, it is crucial to align the PR objectives of ASOS’s campaign with the
organisational objectives. As shown in the proposed communication plan, this can be done
via long term planning, crucial to achieving organisational objectives, and focusing on mutual
relationship and reputation building. By understanding this, an effective PR strategy has
been formed alongside a plan of tactics and evaluation. The plan has been formed in
sequence to ensure proactivity and therefore a direction has been established for ASOS to
portray their COVID-19 compliance processes and decrease the use of the #BoycottASOS
campaign.

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