columbus chamber of commerce campaign
DESCRIPTION
The materials created for the Columbus, Georgia Chamber of Commerce and their Social Media campaign. A few items are omitted due to format errors.TRANSCRIPT
“The Chamber in the Digital World”
PRCM 4090 Summer 2009
Kelly Adams Shameka King
Erica Cagle Amber Cronkhite
Michael Dunbar 26 June 2009 Senior Vice President 1200 6th
Columbus, GA 31902 Avenue
(706) 257-1189 Dear Mr. Dunbar:
Social networking is not just hype; it is the prelude to the future. The proof is in the evidence. Today, more people and businesses are joining social media outlets to keep up with this demand. According to the Nielsen report, “Global Faces and Networked Places,” two-thirds of the world’s Internet population visit social networking sites each month, accounting for almost 10 percent of all Internet time. In an era where social media is on a steady rise, we need to take advantage of the availability of our resources to keep up with this trend.
Through our “Chamber in the Digital World” campaign, the Greater Columbus Georgia Chamber of Commerce can expect an effective way to keep up with the virtual demands of our changing world. We have established a strategic plan that can be implemented in a daily routine. We are confident that this plan will be a successful way to embark on the social networking phenomenon.
Please contact us for more information regarding the campaign at (256) 655-4550. We appreciate your patience during our development and for the opportunity to work with you. We hope you find our work useful to your organization.
Shameka King Amber Cronkhite (334) 444-7457 (501) 231-5445 [email protected] [email protected]
Erica Cagle Kelly Adams (256) 655-4550 (334) 444-9417 [email protected] [email protected]
Table of Contents
I. Executive Summary ...…………………………………………………………….page 1
II. Statement of Principles …………………………………………………………..page 3
III. Situation Analysis ……………………………………………………………….page 4
a. Situation
b. Organization
c. Target Publics
IV. Research Overview ……………………………………………………………..page 9
V. Special Considerations and Limitations ………………………………………...page 12
VI. Goals and Objectives …………………………………………………………...page 13
VII. Recommendations ……………………………………………………………..page 15
VIII. Schedule ………………………………………………………………………page 25
IX. Budget …………………………………………………………………………..page 26
X. Evaluation Plan …………………………………………………………………..page 27
XI. Resources………………………………………………………………………..page 28
XII. Appendix I – Flock Web Site information ……………………………………..page 29
XIII. Appendix II – Sample intern job description ………………………………….page 30
XIV. Appendix III – University contact information ……………………………….page 31
XV. Appendix IVa – Sample Facebook group ……………………………………...page 36
XVI. Appendix IVb – Sample Facebook fan page ………………………………….page 37
XVII. Appendix V – Sample LinkedIn page ………………………………………..page 38
XVIII. Appendix VI – Sample e-newsletter ………………………………………...page 39
XIX. Appendix VII – Sample hard copy newsletter ………………………………...page 40
XX. Appendix VIII – Sample Web Site template …………………………………...page 41
XXI. Appendix IX – Sample blog …………………………………………………...page 42
XXII. Appendix X – Sample survey ………………………………………………....page 43
XXIII. Appendix XI – Sample video instruction …………………………………….page 45
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Executive Summary
The mission statement of The Greater Columbus Georgia Chamber of Commerce
is to “promote business success by being the leader in economic and community
development in the region of Columbus.” For over 20 years the Chamber has assisted
the community in diversifying its economy and leading business growth and community
development. The Chamber has created public-private partnerships that promote the city.
With a proactive mindset and a concern for the people who live and work in the
Columbus region, the Chamber aids in making it an attractive place to reside in.
Our studies show that publics are increasingly being influenced by social media
outlets. Social networking sites help keep businesses in contact with existing and
potential audiences. “The Chamber in the Digital World” campaign is designed to
cultivate those relationships by implementing the stages of a strategic planning process.
Understanding the culture of the organization and its operations gave us a basis from
where to develop our campaign.
To research our client we used primary sources, which included personal
interviews with Senior Vice President Mike Dunbar and local business leaders in the
community. We also researched the Chamber’s social media efforts, taking account of
their Facebook, LinkedIn and Twitter profiles. Secondary sources included publications
such as Columbus-What Progress Has Preserved, the annual directory of members,
pamphlets, brochures and annual reports.
The community of Columbus is consistently growing, and with it the economy as
well. With this campaign we have appealed to the publics’ interests and needs and have
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established a set of strategies and tactics up to the point of implementing them. We have
also set up methods of evaluation for the campaign which will be carried out after it has
been executed. “The Chamber in the Digital World” will assist the Chamber in
adequately listening to their publics with regards to social media.
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Statement of Principles
• We strive to work with clients to plan and implement long-term strategic
communication campaigns to take their organizations to the next level.
• Whatever objective you have, we will work within your boundaries and budget to
maximize the results of your public relations efforts. We will help you and your
public relations team define and take ownership of your public image.
• Every situation is analyzed to determine what the best approach should be.
Whether your organization requires daring or slight steps, we will help you to
make the proper moves. The key to utilizing this strength comes from a proper
assessment of your public, and the evaluation of what you implement.
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Situation Analysis
Analysis of the Organization
Our client is The Greater Columbus Georgia Chamber of Commerce. A chamber of
commerce is a local organization of businesses whose goal is the further the business interests
of the community. Business owners in towns and cities form these local societies to advocate on
behalf of the business community. Local businesses are members, and they elect a board of
directors to set policy within the Chamber. The executive council makes most of the decisions
about what the Chamber does, and looks after different areas of responsibility. Stated on their
website, the mission statement of the Greater Columbus Chamber is as follows: “to promote
business success by being the leader in economic and community development in the region.”
The Chamber was founded in 1845 and has been promoting the city ever since. Projects
endorsed by the Chamber include a new National Infantry Museum, expansion of Fort Benning,
and the Chattahoochee River’s marina complex. Through their economic development program,
the Chamber has generated more than $2.9 billion in investments and more than forty thousand
jobs since 1988 (DeMeza, 10). They have diversified the economy from what used to be a textile
mill town to a magnet for top U.S. headquarters. It has also created the first seven-county
economic development organization in Georgia known as the Valley Partnership, and was the
driver for Columbus to become the first Certified Literate Community in Georgia.
The Columbus Chamber of Commerce has 32 employees, and 1500 members. These
individuals and businesses are members because they seek a strong local economy, promotion
of the community and networking opportunities.
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The Chamber consists of eight departments. The Department of Communication
Service interacts with volunteers and serves as a liaison between the Chamber and the
community. The Department of Governmental and Public Affairs promotes effective
communication between the Chamber and representatives of the state, local and federal
government. The Department of Economic Development attempts to stimulate and support
economic security, opportunity and growth in the community of Columbus. The Department of
Education looks at policies relating to federal financial aid for education, administers funding,
and monitors the use of the funding. The Department of Workforce Development provides job
services, training, and employment assistance to the community. The Department of
Management Information Systems is a subset of the overall internal controls of the Chamber. It
covers the application of technologies and procedures in order to solve business problems.
According to Mike Dunbar, Senior Vice President of the Chamber, the headquarters is
located in what was formerly the TeleCommunication Systems, Inc. (TSYS) office. The
building was paid off in three years with the help of private funds. The Chamber has assisted in
the city’s economic growth to the point where many donors were willing to give. The quality of
development the Chamber has given to the city of Columbus was recognized through the
donation of private funds for the building.
The
Department of Human Resources combines administrative personnel functions with application
of skills, experience, employee relations and resource planning. Finally, the Department of
Finance manages the money for the Chamber, records financial transactions, and plans
financially for the growth of the city.
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Among the 6,936 chambers in the United States, only 310 are accredited. Among those
310 only 9% have a five-star rating, the Columbus chamber being one of them. The chamber of
commerce in Columbus is the first chamber in Georgia to receive a five-star rating.
The Greater Columbus Chamber of Commerce is guided by specific core values and
principles, which include relationship management, a results oriented business, high ethical
standards, and complete knowledge of chamber business. It is a well-established organization
that keeps its target public in mind when handling the city’s business relationships.
Analysis of the Situation
Since the social media movement that has influenced our society, more and more
organizations are turning to technologies such as E-mail, blogs, Facebook, Twitter and LinkedIn
as a personal aid to learn what their current and potential publics want. Social media is a quick
and easy way to disseminate information to a target public and receive feedback. According to
the Peppers & Rogers Group, social media is defined by the power of its technologies, a set of
tools—blogs, podcasts, social networking sites, etc.—that people use to have conversations and
relationships themselves, formed by current technologies, which has created a rich set of new
tools to generate business.
Opportunity
The Chamber has an opportunity to use social media to engage future and existing
members in order to drive traffic or potential business. In an attempt, the Chamber has opened
accounts with Facebook and Twitter, which provide tools to upload photos, podcasts, videos,
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events and information for its publics. In turn, viewers can post comments for send messages,
which allow the Chamber to listen to its publics.
However, there is room for growth. The Chamber’s communication needs are to link the
social networking sites to the Chamber’s official website, encourage all 1500 members to
participate in events, register as members online for each account and use innovative ways, such
as blogging, to network and listen to its publics.
The Chamber in the digital world should gain participation from current members, recruit
potential members, gain additional sponsors, assist in creating more businesses and jobs, attract
viewers and receive feedback, and generate more revenue throughout the city of Columbus.
Analysis of the Target Publics
While conducting research with Mike Dunbar at the Chamber, we decided on eight key
publics. The key publics include:
• Members
• Public and Private Partnerships
• Surrounding counties such as Russell, Harris, Talbot, Marion and Muscogee
• The city of Westpoint and the city of Manchester
• Media
• Other associations (statewide chambers)
• Uptown, midtown and general south Columbus
• Citizens of Columbus
The Chamber has 1500 members. These individuals and businesses are members because
they seek a strong local economy, promotion of the community and networking opportunities.
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Our goal is to make sure that the Chamber is expanding into the digital age with beautifully
designed social media sites to boost the wonderful image and well-known reputation that the
Chamber continues to possess.
These key publics are always in need of constant economic stimulus. The Chamber
makes sure these objectives are executed properly and in timely manner. “The Chamber in a
Digital World” campaign will give the Chamber the guidelines it needs to propel their social
media sites into the forefront.
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Research Overview
Primary Research
Over the last 17 years, the Chamber has conducted six surveys to listen to their
publics. The latest survey was conducted six months ago. These surveys have answered
questions such as how the community views the chamber and how it views government
related issues. According to a survey conducted on the Chamber’s marketing examples,
social media ranked lowest in extent of exposure when compared to blogging, online
videos and other types of media distribution.
We have focused our campaign on social media. Our society is becoming more
and more influenced by social networking sites that help keep businesses in contact with
existing publics and even potential publics. For example, according to Facebook.com, the
site has more than 200 million active users. The sites even allow individuals to network
with other individuals and businesses. The Columbus Chamber has opened accounts
with Facebook and You Tube to embark on the social network phenomenon. The
accounts allow the Chamber to show photos, list events and upload videos for their
publics to see. On Facebook, people who choose to can comment on photos and videos,
send messages or post comments on the front page. This is a way for the Chamber to
listen to their publics.
Besides all of the surveying and social media outlets, the Chamber uses several
other communication channels to stay in contact with the community, sponsors, donors
and others. They hold events, meetings and they send out a newsletter to those wishing
to receive it.
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A majority of the information we have gathered has come from Senior Vice
President of the Chamber, Mike Dunbar. We scheduled periodic meetings with him to
discuss the Chamber’s history, current public relations methods and aspirations for the
Chamber’s social media program. From Dunbar we have collected various items with the
Chamber’s logo on it. From those examples, we have based our design of different
implementations.
In order to evaluate the effectiveness of the Chamber’s listening efforts we will
expand on its achievements and point out that this Chamber is rated with five stars and is
the first one in Georgia to be named so. There are only a little over 20 chambers that are
rated like this in the United States. Another example of the Chamber’s effective listening
attempts is the 1,500 members of the commerce and the 28,000 hits it receives on the
website per month. Also, the effectiveness of the Chamber can be measured by the 128
of their Facebook “friends” and the large number of video views that their You Tube
account receives. These numbers indicate that the Chamber’s publics consider them a
worthwhile organization. Because the satisfaction level with the Chamber is high,
members want to be involved in what’s going on. There is still room for improvement,
however. Designing a campaign to increase exposure of the Chamber across different
social networking sites is essential.
Secondary Research
Many chambers have a social media campaign in effect. We conducted a
benchmark study of other Chambers that have a successful social media presence. One
Chamber showed the most potential as far as having a successful and neat Facebook site,
LinkedIn site, Twitter site and an easy to use Web site.
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The Columbus Chamber of Commerce in Columbus, Ohio, boasts a remarkable
social media campaign. The Chamber has developed a great slogan called “Be Here Get
There”. This campaign incorporates the Chamber’s economic development plan as well
as its social media plan to gain more community involvement.
The Chamber’s Facebook fan page has 829 fans. The site also has an extensive
amount of activity. Currently, the site contains an active content driven page. The
comments are made about videos, pictures and notes that pertain to past and future
Columbus Chamber events. The site does a good job of redirecting traffic from the
Facebook site to other social media sites like Twitter and the Columbus Chamber’s blog.
The Columbus Chamber’s LinkedIn page is in its beginning stages but they have already
amassed a following of 150 members. Twitter has proven to be a successful venture as
well. The Chamber is being followed by 698 people who are looking to have information
provided about connections to resources, information and consumers that businesses need
to grow.
All of these wonderful aspects that the Columbus Chamber has placed into effect
have worked well for them. We are sure that by implementing a program that is similar to
the Columbus Chamber we can open a new digital world for the Chamber. A newly
designed Facebook, LinkedIn and Web site can propel the Chamber into the digital
forefront.
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Special Considerations and Limitations
The purpose of analyzing sources of difficulty is to identify potential limitations for the
campaign. Through an analysis of each of these, proactive measures can be created to
prevent them.
The best way to boost the slumping economy is to create jobs. In the last 20 years
small businesses have created the majority of all new jobs while large businesses were
shedding them. However those small businesses have experienced the worst of this
recession. In regards to the Columbus area, small businesses are eager to contribute to the
Chamber’s efforts but cannot create the manpower and money to do so effectively. With
less manpower and money also comes a limited access to various marketing tools,
including social media.
Without a partnership with the Chamber, those businesses are in danger of
weakening. Our wish is to develop a way to increase exposure of these tools to small
businesses, the engines that drive economic growth.
A limitation that our group ran into was a lack of time. Public relations is about
research, and in order to obtain specific data we needed to conduct surveys. Without the
adequate time to conduct the surveys, we lacked the data that would inform us of the
Chamber’s reputation within the community.
Also, we lacked the evaluation of past public relations events and campaigns. The
information would have provided us guidance in forming our own recommendations and
other alternatives.
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Goals and Objectives
The Greater Columbus Georgia Chamber of Commerce, which is the first to receive a
five-star accreditation from the U.S. Chamber of Commerce, is a local organization whose goal
is to further business interests and encourage participation within the community.
Campaign Goal: To establish effective social networking technologies and increase participation from target publics.
Intermediate Goal 1: Implement a user friendly browser that can monitor social media sites.
Objective 1
Intermediate Goal 2: Utilize interns at the Columbus Chamber specifically for social media tasks and update information across all social networking outlets.
: To utilize the Flock media web browser.
Objective 2: To implement an internship program for the Chamber.
Objective 3
Intermediate Goal 3: Offer an alternative to the internship program by providing guidance on how to update the social media outlets.
: To provide information to universities and raise awareness of the program.
Objective 4
Intermediate Goal 4: Utilize social networking sites as a vehicle to inform target publics with important information about the Columbus Chamber.
: To determine potential staff members to update daily information should an intern be unavailable.
Objective 5
: To analyze and improve the Chamber’s Facebook account.
Objective 6
Intermediate Goal 5: Create a more efficient way to generate information within the Columbus Chamber.
: To analyze and improve the Chamber’s LinkedIn account.
Objective 7
: To condense the Chamber Express, the Chamber’s e-newsletter.
Objective 8: To generate a short hard copy version of the newsletter for employees, sponsors and members.
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Intermediate Goal 6: Improve the Columbus Chamber’s website and make it user friendly for visitors.
Objective 9
: To create a simple template for the Chamber’s official website.
Objective 10
Intermediate Goal 7: Create an effective tool the Columbus Chamber can use to receive feedback from target publics.
: To incorporate a blogging tool for the Chamber’s official website.
Objective 11: To create a sample survey for the Chamber to use in order to gain information from a target public.
Objective 12
Intermediate Goal 8: Implement an effective way to film Chamber members.
: To develop a way to analyze the results the Chamber can use to its advantage.
Objective 13
Intermediate Goal 9: Utilize the time it takes to complete the upkeep of each social media site.
: To develop an improved video of the Chamber chairmen endorsing the Chamber.
Objective 14
: To establish an estimate of how many hours a day it will take to update social media outlets.
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Recommendations
OBJECTIVE 1: To implement a user friendly browser that can monitor social media sites such
as Bebo, Digg, AOL mail, Gmail, Yahoo! Mail, Picasa, Facebook, Twitter, Flickr, Photobucket,
YouTube, Blogger, Blogsome, LiveJournal, Word Press, Xanga.com, del.icio.us, Typepad,
Truveo, Revver, ,Myspace and tinypic.
Reason: In 2008, Flock was downloaded more than 4.5 million times and the award
winning browser saw a 400 percent increase in active users. The satisfaction rate was over 92
percent and over 83 percent of Flock users surveyed indicate that they are recommending Flock
to their friends. Flock also announced that over 70 percent of its users set Flock as their primary
browser. (Flock Web Site)
The creators at Flock understand that organizations and individuals have a lot to say and
a lot to do, but not a lot of time to do it. That is why Flock is useful in incorporating almost every
large social media network on to one browser so you can have the digital world waiting at your
fingertips.
Execution: Downloading is easy and manageable. This is a social web browser powered
by Mozilla. You can download flock in four easy steps by going to www.flock.com. We also
have provided an example of the steps.
*Flock Web Site information: Appendix I
OBJECTIVE 2: To implement an internship program for the Chamber.
Reason: Internships are important for students to experience before graduation. It is an
opportunity for students to gain hands-on experience while learning the skills needed for their
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degree. We recommend that the Chamber implement an internship program specifically for
social media. This is because the Chamber doesn’t have money to hire an employee to update the
social networking sites we have recommended in our plan. This program will remedy costs and
staff man hours. The interns will execute daily tasks specifically for social media, such as
updating Chamber accounts on Facebook, LinkedIn and the official website.
Execution: We propose the Chamber network and partner with local universities that
require students to intern and that provide classes pertaining to social media. This will give
students experience, and the students will help the Chamber update its networking sites as well
as provide fresh ideas to stay ahead. We suggest the Chamber send universities a job description
and list of requirements for possible interns. We suggest the Chamber coordinate a point of
contact for the students to send applications and any questions they have about the job.
*Sample intern job description: Appendix II
OBJECTIVE 3: To provide information to universities and raise awareness of the program.
Reason: It is important to provide information for universities to implement an internship
program for students. This is to inform a university about a position and to provide students with
a standard that must be met in order to get the internship opportunity.
Execution: We suggest the Chamber disseminate the formulated job description for the
position to partnered universities. We have researched local universities and found a few
universities that could be potential partners with the Chamber.
*Various university contact information: Appendix III
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OBJECTIVE 4: To determine potential staff members that will update daily information, should
an intern be unavailable.
Reason: This is our contingency plan, should the Chamber not have any interns available
to update and implement our recommendations. This objective is to provide the chamber with an
alternative and use staff members to follow through with these daily tasks on top of their other
obligations. This is to help the Chamber remain objective and save money by using the staff
members as opposed to hiring additional employees.
Execution: We propose the Chamber determine staff members who have experience
working with computers and utilizing the social networking sites we have recommended. If none
are available, employees should be trained specifically in social media for the upkeep of these
sites.
*Job description for social media upkeep: Appendix II
OBJECTIVE 5: To analyze and improve the Chamber’s Facebook account.
Reason: Facebook has become one of the most popular and visited social networking
sites around the world. It can be used as a branding tool, as well. A large and growing portion of
some of the most valuable demographics is spending more of their time and attention on
Facebook and less on other channels and media.
There are over 150 million users of Facebook (this statistic updated by the Facebook
website every 30 days), more than half of them being outside of college. The fast growing
demographic is 30+ years old. For the most part, the Columbus Chamber profile is put together
well, but can be improved. The page is hard to read and could be simplified to increase
readability.
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Execution: We propose the Chamber simplify their profile by making their core values
and principles section shorter. Perhaps highlighting the values and principles of each section,
then redirecting viewers to the website for a more extensive list would be more flattering to the
page. Also, we propose that the Chamber upload more pictures of events onto their profile, as
well as videos. As of right now, the profile is under a “group” setting, but we believe it would be
beneficial to also create a “Fan Page” on the account with the proposed additions or changes. Fan
Pages are another way to increase exposure to audiences and can also be easier to read
sometimes.
*Sample Facebook group: Appendix IVa
*Sample Facebook fan page: Appendix IVb
OBJECTIVE 6: To create a LinkedIn account for the Chamber.
Reason: LinkedIn is a great way to market a company or organization with no cost. The
goals for anyone joining LinkedIn is not to add friends and swap pictures, much like Facebook,
but to make business connections. It generates business, obtains greater visibility within the
community, and assists in conducting market research. It’s very important to improve credibility
with an organization’s profile.
Execution: LinkedIn also offers the ability to add applications to share information via
presentations and videos. In the same way the Chamber can upload pictures and videos to
Facebook, it can upload them to LinkedIn. Making connections is important to gaining
credibility. It is much like adding “friends” on Facebook. By seeking recommendations from
those connections, the Chamber can be seen as providing a great service to its client. Giving
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recommendations to other businesses within the community on LinkedIn will increase the chance
of being recommended.
LinkedIn has a status update bar, just like Twitter or Facebook. It is a way to stay in front
of a direct network, share stories, announce new services, and more. Posting news articles here
can also be valuable. Updating the status daily would take very little time, especially when
updating the statuses of other networking sites at the same time.
*Sample LinkedIn page: Appendix V
OBJECTIVE 7: To condense the Chamber Express, the Chamber’s bi-weekly online newsletter.
Reason: Newsletters benefit the community in more ways than one. As with any
organization, customers are looking for benefits. Knowledge focused on their needs is one such
benefit. However, a lengthy newsletter is in no way effective as compared to a compact one. It
can add value to your Web Site by endorsing the use of the Internet in the newsletter.
Content and graphics should be kept concise in order to make the newsletter easy to read
and download.
Execution: Simple newsletter templates are easy to obtain in either Adobe InDesign or
Microsoft Publisher. Finding a template can be beneficial in order to simplify editing in the
future. Important content should be distinguished from the less important content and should take
priority in the newsletter. Anything else the Chamber wishes to inform their audiences of can go
on the Web Site.
*Sample e-newsletter: Appendix VI
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OBJECTIVE 8: To inform employees, sponsors and members of the newsletter in a shortened,
hard copy version.
Reason: As stated in the reasons for editing the Chamber Express, customers are looking
for concise and to-the-point information when reading a newsletter. People like to read shorter
information because it keeps their attention longer. Also, the longer a hard copy newsletter is, the
higher the weight, which increases postage costs. Color copying is expensive, so the fewer
graphics a newsletter has, the cheaper it is to print.
Execution: Adobe InDesign and Microsoft Publisher are good tools for determining
templates for a newsletter. The templates range from lengthy and extensive to short and concise.
Any other information the Chamber wishes to convey can go in the e-newsletter or on the Web
Site.
*Sample hard-copy newsletter: Appendix VII
OBJECTIVE 9: To create a simple template for the Chamber’s official Web site.
Reason: The Chamber’s current Web site is not appealing to the eye. The home page is
cluttered with information that could unmotivated a viewer to continue searching on the page.
Some information can be found in several different areas throughout the site. A simplified
format would be less confusing and more appealing to the viewer.
Execution: This is another case where Microsoft Publisher can be used. Any page
created on Microsoft Publisher can be saved as a web page. This means that the entire necessary
HTML code is automatically created for you. It is quite easy to do; simply select “Create Web
Site from Current Publication” from the file menu. From there, you can choose to use the
Publisher Wizard as a guide.
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*Sample Web Site template (with explanation of tools): Appendix VIII
OBJECTIVE 10: To incorporate a blogging tool for the Chamber’s official Web site.
Reason: The blogging efforts will be used to allow viewers to leave comments, discuss
topics and view upcoming events and information. This is just another way to create two-way
communication on the Chamber’s Web site.
Execution: Go to www.blogger.com. On the home page, you will see an option to
“Create a Blog.” Under this option you will be guided through three easy steps. At the end you
will be able to add this blog to your existing Web site.
*Sample blog: Appendix IX
OBJECTIVE 11: To create a sample survey for the Chamber to use in order to gain
information from a target public.
Reason: Although the Chamber has conducted surveys in the past, those surveys only
yielded answers to government related issues. With our proposed survey, the Chamber will be
able to obtain feedback from their publics that directly relates to the Chamber. In other words,
this will show how the Chamber is viewed by their publics.
Execution: A sample survey will be included in this plan. This short survey can be
uploaded to the Chamber’s Web site. The results can be added to SPSS, the predictive analytics
software.
*Sample survey (with sample Web Site link): Appendix X
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OBJECTIVE 12: To develop an evaluation plan to analyze the results the Chamber can use to
its advantage.
Reason: Results are not valuable unless they are analyzed correctly. If they are
interpreted wrong, the outcome will be negative. We want to insure that the Chamber is
informed on the purpose of the survey so that the results can be used in a beneficial manner.
Execution: A basic way to analyze data is to look to see what the survey indicates are the
areas that need improvement, areas that are doing well and areas falling in the middle. In other
words, is there a question where the majority of participants rated it as low or unsatisfactory?
This information can also be viewed through the SPSS software. A correlation can be viewed
for all of the questions asked.
*Evaluation plan: Appendix XI
OBJECTIVE 13: To develop and improve video of the Chamber chairmen endorsing the
Chamber.
Reason: Per a discussion with Mike Dunbar, the first attempt at filming the Chamber
chairmen endorsing the organization was not successful. People visiting the Web Site need
something to grab their attention and a promotional video can do just that.
Most people tend to skim through written material but will watch the entirety of a video
presentation. Because of an increased interest level, they will spend more time on the Web Site
learning about services the Chamber provides.
Execution: We propose that the Chamber organize a time that the chairmen can devote to
making a video. Videos do not have to cost a lot of money, especially ones that are just uploaded
onto the Internet. Have someone film the chairmen with a script you have created beforehand.
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Use cue cards so the chairmen do not mix up or forget their lines. Upload the video onto the
computer and edit with Microsoft MovieMaker, a program that most computers already have.
*Sample video instruction: Appendix XII
OBJECTIVE 14: To establish an estimate of how many hours a day it will take to update social
media outlets.
Reason: Man hours are important when it comes to daily tasks because it gives a staff
member an idea of how long they will work on a particular task. We will provide an estimate of
how long it will take a staff member or intern to update daily information across the Chamber’s
social networking sites. The Chamber needs to know this information in order to plan daily tasks
and deadlines accordingly.
Execution: Aside from the man hours required for daily activities that pertain to social
media, we propose a total estimate of five and a half man hours it will take a staff member at the
Chamber to execute some of our recommendations. We predict that it will take approximately an
hour to condense the Chamber’s e-newsletter. Refer to appendix VI for a sample of the
condensed version of the newsletter. We also propose it will take about 30 minutes to make the
changes we recommended on the Chamber’s before mentioned online accounts. It should take a
staff member about two hours to create a simple template for the official website. We propose it
will take about 15 minutes to create a blog account for the Chamber’s website. The sample
survey will only take 10 minutes to upload online once the Chamber consolidates the results.
Executing the evaluation plan will take about 15 minutes for a staff member or intern. Creating a
new video of the Chamber chairmen will take anywhere from 30 minutes to an hour to complete.
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It will only take around 15 minutes to upload the video across the Chamber’s social networking
sites.
Depending on the amount of information that is needed to update each outlet, we propose
it will take an intern or a staff member about three hours to update information on a daily basis.
It takes about 30 minutes to update each online account. This means it will take about an hour
and a half to update information on the Chamber’s official website, Facebook and LinkedIn. We
propose it will take about an hour to create or update a hard-copy newsletter using a template on
Adobe InDesign or Microsoft Publisher. We also propose it will take an intern or staff member
30 minutes to edit or update blogs. It should take about 15 minutes to upload the online
newsletter on the Chamber’s official website. This comes to a total of approximately three and a
half hours of daily upkeep on the Chamber’s social networking sites.
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Schedule
Social Media Campaign
July Objective
Week 1
Download Flock 2.5 Begin providing info for the Internship Program to the universities Create a Facebook and LinkedIn page for the Chamber Create a survey
Obj: 1,3,5,6 and 11
Week 2
Create a Facebook Fan Page for the Chamber Condense "Chamber Express" Create Blogger.com Continue survey
Obj: 5b,7,10 and 11
Week 3 Create a Facebook Fan Page for the Chamber Inform employees of the shortened newsletter Continue survey
Obj: 5b, 8 and 11
Week 4 Develop a new and improve video for the Chairmen Create a new simple template for the Web site Obj: 9 and 13
August
Week 1-4 Fine-tune Internship Program
September
Week 1-4 Fine-tune Internship Program
October
Week 1-4 Fine-tune Internship Program
November
Week 1-4 Fine-tune Internship Program
December
Week 1-4 Fine-tune Internship Program
Spring 2010
Begin Internship Program -Year round
Budget Plan
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OBJECTIVE ITEM NEEDED COST
1- Flock Media Browser
2- Internship Program
3- University awareness
4- Chamber Staff
5- Facebook
6- LinkedIn
7- Condense Newsletter
8- Hardcopy Newsletter
9- Chamber Website
10- Blog Account
11- Sample Survey
12- Evaluation Plan
13- Chamber Video
14- Man Hours
TOTAL ESTIMATE=$500-$1000
Software Paper for job description N/A Current/Future Staff Batteries for camera N/A N/A Paper/Ink N/A N/A Paper Ink Postage N/A Camcorder Memory Card Cue Card Markers Overtime for paid employee Intern
1 1 package N/A 1 or 2 people 1 package N/A N/A 1 ea. N/A N/A 1 package 1 package 1 stamp N/A 1 1 1 1 package 1 Employee 1
$0.00 $10.00 N/A Overtime/ Hire Staff $10.00ea. N/A N/A $10ea. /$25ea. N/A N/A $10ea. $25ea. 42 cents ea. N/A $300ea. $20-$40ea. $2ea. $10.00ea. Hourly Rate N/A
Budget Plan
27
27
Evaluation Plan
In the final stage of our public relations campaign for the Greater Columbus
Georgia Chamber of Commerce, we will measure the output of our efforts based on our
previously stated goals and objectives. We are confident that our evaluation plan will
adequately determine the value our campaign will have for the Chamber.
First, the success of the campaign can be monitored through the use of Google
Analytics. This system takes a business’s Web site and breaks it down into specific
sections by the evaluation of the unique visitor, daily traffic and the utilization of these
Web sites by local territories. This Web site is free and should be utilized by every
business to yield the highest output possible.
A second method of evaluation would be the example survey included in the
campaign plan. This survey can be used to gather feedback among members of the
Chamber. In other words, the results will show how the Chamber is viewed by its
members. This feedback can be analyzed to show the areas of concern and the areas that
should continue to strive. From here, the Chamber can begin to work in the areas
showing concern in order to better the organization for its members.
Our goal is to improve the Chamber’s use of social media in order to be more
effective and raise awareness of important information across every outlet. If successful,
the Chamber should gain more participation from current members, gain more sponsors,
assist in creating more businesses and jobs, attract viewers and generate more revenue
through the city of Columbus.
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Resources
<http://media.cla.auburn.edu/cmjn/> Auburn University Department of Communication and Journalism Web Site
Center, Allen H., and Patrick Jackson. Public Relations Practices Managerial Case Studies and
Problems (6th Edition)
Chappell, Delane, Jill Tigner, and Mike Venable.
. 7th ed. Upper Saddle River: Prentice Hall, 2002.
Partners Across the Chattahoochee
. Publication. Columbus: Columbus and the Valley Magazine, 2007.
<http://comm.colstate.edu/ > Columbus State University Department of Communication Web Site
D., Smith, Ronald. Strategic planning for public relations
. New York: Routledge/Taylor and Francis Group, 2009.
DeMeza, Kimberly Fox, Rena Distasio, Grace Hawthorne, Amy Meadows, and Regina Roths. Columbus, Georgia -- What Progress Has Preserved
. New York: Riverbend Books, 2006.
Greater Columbus Georgia Chamber of Commerce
. 02 June 2009 <http://www.columbusgachamber.com>.
<http://class.georgiasouthern.edu/commarts/> Georgia Southern University Department of Communication Arts Web Site
<http://communication.gsu.edu/ > Georgia State University Department of Communication Web Site
Peppers & Rogers Group. (2008) Using Social Media to Deepen Your Customer Relationships [Brochure]. Norwalk, CT.
29
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Step 2 Once the file has successfully downloaded, select "Open" or simply double click the file to start the installation process. You may get a warning, but don’t worry: our .exe’s are safer than your grandma’s apple pie.
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Step 4 Let our installer do its thing and then click "Finish:" to launch Flock.
Congratulations! Get ready to meet your new favorite browser!
30
Job Description from the Chamber to the university
Requirements:
We are looking for (preferably) senior PR or Comm. majors. However, juniors are also encouraged to apply.
This opportunity is open to students who need internship credit and who are interested in gaining experience in the public relations.
-A minimum of 25 hours a week -Must be a college Junior, Senior or Grad Student -Must receive course credit from a college or university
This position entails the follow duties:
• Writing Press Releases • Writing Feature articles • Designing flyers • Editing the newsletter • Web site content • Taking pictures of special events and programs • Assisting in general PR for the Columbus Chamber of Commerce • Press/Media Clippings • General Office duties and day-to-day tasks
Candidates will not be considered unless they have the following: * resume * cover letter * 2 writing samples * One or more professor recommendations
• Please submit the following information to
Michael Dunbar Senior Vice President 1200 6th Avenue Columbus, GA 31902 Phone: (706) 257-1189 Email: [email protected]
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University Contact Information
Georgia State University
Description of GSU’s internship program and requirements:
Students who have successfully completed their course work in their major may
be considered for an internship. Graduate students must have completed 12 hours in their
area of concentration; have a 3.0 GPA and have a full-time faculty member from their
area of concentration sponsor them. Undergraduate students must have completed at least
12 hours of 3000/4000 level courses in the major with a 3.0 GPA or 15 to 21 hours with a
2.75 GPA in the major and a 2.50 GPA overall. Students who transfer to Georgia State
University with credit in their major must have at least ten additional credit hours of
3000/4000 level courses in the same major from the Department of Communication in
order to be eligible for an internship.
The Department of
Communication offers internship opportunities to eligible students in the areas of film,
print and broadcast journalism, broadcast production, public relations, theater and speech.
Student interns receive academic credit toward their degree while performing duties and
completing projects at an approved internship placement site under the direction of the
Faculty Internship Coordinator in the Department of Communication at Georgia State
University.
These standards are set to confirm that interns have demonstrated proficiency in
the academic elements of their discipline. Only students who meet the criteria will be
able to receive academic credit for performing duties at a work site. Placement site
supervisors must verify that students have completed the required application and
32
validation process in the Department of Communication before beginning internship
work. (Georgia State University Web Site)
Dr. Douglas A. Barthlow
Faculty Internship Coordinator
Department of Communication
Georgia State University
Atlanta, GA 30303
404-413-5600
Point of Contact for Public Relations at GSU:
Carmela Pattillo
Administrative Specialist
Department of Communication
Georgia State University
Atlanta, GA 30303
404-413-5600
Auburn University
Description of AU’s internship program and requirements: Public Relations majors
complete their internships at many types of organizations. A bulletin board dedicated to
Public Relations majors can be found on the third floor of Tichenor Hall. The latest
information about available internships is posted there. Our students intern for
33
organization throughout the United States and are in demand because of the skills they
bring to the internships. (Auburn University Web Site)
Department of Communication & Journalism
0326 Haley Center
Auburn University, AL 36849
(Voice) 334-844-2727
(Fax) 334-844-4573
Point of Contact for Public Relations at AU:
Department Chair
Dr. Margaret Fitch-Hauser
Associate Professor
312 Haley Center
334-844-2766
Public Relations
Dr. Brigitta Brunner
Associate Professor
310 Haley Center
334-844-2755
Advisor/Instructor/Internship Director
Ric Smith
326D Haley Center
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334-844-2757
Georgia Southern University
Description of Georgia Southern’s internship program and requirements: The
Public Relations program offers more than 150 established and accredited internship sites
for PR majors. Internship locations range from Statesboro and Savannah to Atlanta and
cities that border Georgia. A supervisor with professional and/or academic training in
public relations is required to supervise the intern throughout the tenure of the internship.
Supervisors are required to provide interns with a designated space, desk, and supplies,
etc. The internship does not serve as job placement. Exceptional, professional interns will
benefit from their supervisors' letters of recommendation and advice. (Georgia Southern
University Web Site)
Point of Contact for the Communications Department at GSU:
Communication Arts Department
Phone Number: 912-478-5138
Fax Number: 912-478-0822
P.O. Box: 8091
Web Site Address: http://class.georgiasouthern.edu/commarts/
35
Columbus State students enrolled in the Communications Department are not required to
complete an internship in order to graduate, but one could greatly benefit their
networking and job opportunities. (Columbus State University Web Site)
Columbus State University
Point of Contact for the Department of Communication at CSU:
210 Arnold Hall
Phone: 706-568-2030
Fax: 706-568-5069
David Wigfield, General Manager, Pre-press and Digital Printing, United States and Canada, Kodak, said that 70 percent of printed material you see is printed on Kodak plates.
In response to the strong demand for its digital plates through-out the Americas, Kodak has completed the previously an-nounced expansion of its digital plate production facility in Columbus, Georgia. Adding 26,000 square feet to the existing facility, Kodak is using this third production line to meet the digital plate supply needs of print service provid-
ers in a wide variety of markets, and to further its commitment to advancing digital plate production processes and technologies.
“It’s an exciting day for Kodak’s digital plate business and the people of Columbus,” said David Wigfield, General Manager, Prepress and Digital Printing, United States and Canada, Kodak. Go to page 5 for
more...
Kodak Expands Digital Plate Production Facility
Georgia Senate Bill 114 passes 54-0 Georgia Senate Bill 114 passes and moves to the House of Representatives. The legisla-tion provides for credits earned to be trans-ferred and accepted by Georgia schools.
“This legistlation is an important factor when considering a move by many beign impacted by the Armor School moving from Fort Knox by Fort Benning, “said Mike
Gaymon, President and CEO of the Greater Columbus Georgia Chamber of Commerce.
The bill provides assurances that credits will transfer to the new systema nd a studetn’s graduation will not be delayed. In addition the bill provides for excused absences when parents are deployed or return from deploy-ment. Go to page 5 for more...
Do you want to know more about BRAC and its impact on the region and when it will take place?
Visit: http://www.fortbenningandthevalley.com/
Want to keep up with the BRAC numbers?Go to page 4 for more information.
February Power LunchPower Lunch ws held in the lobby of the Greater Columbus Geor-gia Chamber of Commerce on Feb. 12. A key factor in growing your business is networking with other businesses.
Chamber ExpressVolume IX, Issue 3
The Chamber Express Volume IX, Issue 3
Stories in this issue:• Baseball is Back in Town• Kodak Completes Expansion• Columbus Economy Heading
for Recovery• BRAC Briefing• Fort Benning and the Valley
Region• Georgia Senate Bill 114 Passes
54-0• February Power Lunch• YP Kicks Off Partnership wtih
CSU Mentoring Program• Airlines Performance and Fare
Analysis• Grand Opening• New Staff• moreCalendars:• Chamber calendar• Community Calendar
Chamber Blog (Sample)
Vision Statement
The Greater Columbus Chamber Of Commerce Is An Energetic And Visionary Organization In Our Region. We Are Committed To Building A More Prosperous Community While Preserving The Democratic Process
Every Business In Our Region Should Be A Member Of This Vital Organization.
Mission Statement
Our Mission Is To Promote Business Success By Being The Leader In Economic And Community Development In The Region
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Greater Columbus Georgia Chamber of Commerce Survey
Thank you for taking a moment to participate in our survey in order to better the Chamber. Your participation would be greatly appreciated.
1) How long have you been a member of the Greater Columbus Georgia Chamber of Commerce?
a.) 0-5 years
b.) 6-10 years
c.) 11-15 years
d.) 16-20 years
e.) 21+ years
2) On a scale of 1 to 5, with 1 being not at all and 5 being frequently, how often would you say you participate in Chamber events?
1 2 3 4 5
3) Complete the following sentence: I joined the Columbus Chamber because
4) Complete the following sentence: If I renew my membership, it will be because
5) What do you value most about the Chamber?
6) What do you like or value least about the Chamber?
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7) Where are we not meeting your expectations?
8) How would you rate the value of the Chamber to the community?
Not Valuable Semi-Valuable Very Valuable
9) Which of the following Chamber benefits do you find useful (select all that apply)
_____Membership Networking
_____Member Communication
_____Event Support
_____Marketing Opportunities
_____Educational Programs
10) Overall, how would you rate your experience as a member of the Chamber?
Excellent Very Good Good Needs Improvement
11) What would you do to improve the Chamber?
13) What could the Chamber do to improve the lines of communication between members and with the organization?
14) Any Suggestions for improving our service to you would be greatly appreciated.