Dip PA Hilary Berg

Assumptions
Please note that a number of assumptions have been made in response to this
assignment. These include the size of the Belcher Rollins business and its
operations, its international locations, its listings on international stock
markets and its financial reporting process. Assumptions have also been
made about the product development process and pricing. All of these are as
realistic as possible, having been established through detailed research of the
current market leader, Reed Elsevier, and its major competitors.
As n!cope is directl" comparable to the Reed Elsevier #!copus$ product, it has
also been assumed that !copus does not e%ist at time of the n!cope launch.
&!'(PE) A &E* +E&ERAT(& (, RE!EAR'-
PR P.A& ,(R T-E .A/&'- (, &!'(PE
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APR. 2334
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'(&TE&T!
Page
E%ecutive !ummar" 7
Background to the Brief 8
!ituation Anal"sis) 9
5acro:environmental issues ;
Revie< of the organisation and product ;
=e" stakeholders and publics 4
!trateg") >>
Aims and objectives >>
=e" messages >2
!trategic approach and timescale >?
'ampaign Tactics >7
Pre:.aunch) 5a" to !eptember 2334 >7
The .aunch tself) (ctober and &ovember 2334 >9
,ollo<:up) &ovember 2334 to April 23>3 >4
Resources 23
Evaluation 2>
Appendices)
Appendi% ) Belcher Rollins mission, vision, values and strateg" 22
Appendi% ) 0etailed situational anal"sis 27
Appendi% ) .ist of competitors ?3
Appendi% @) E%amples of stakeholders
Publics) nterestAPo<er 5atri%
Potential ssues 5anagement !tance
?>
Appendi% @) Activit" !chedule and Budget ?9
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E6E'/T@E !/5AR1
This report has been prepared in response to a brief from Belcher Rollins and proposes a
public relations strategy for the international launch of InScope; a new academic abstracting
and indexing tool for libraries, which will be launched in ctober !""#$
It sets out the mar%et position of Belcher Rollins and the potential impact of InScope,
pro&iding context in which to &iew 'R plans and budgets$ It also analyses both macro(
en&ironmental and internal factors, focusing on the %ey issues which may impact on the
launch) the pace of technological de&elopment; the lobby for open access publishing;
worldwide economic conditions and shifts in the mar%et for scholarly publishing$
Secondary research has allowed sta%eholders to be re&iewed and %ey publics to be identified$
This has resulted in clear, achie&able campaign ob*ecti&es and targeted messages, which
focus on InScope while underpinning the companys mission, &ision and &alues$ Issues
management is proposed alongside the launch campaign, to ensure that industry issues do
not detract from a focus on the product$
The recommended strategy is based on a +!(month plan, with three strands of international
acti&ity) pre(launch awareness(building; integrated communications focusing on the launch
itself and follow(up to maintain momentum$
,cti&ity focuses on the primary publics of librarians and the wider academic community, but
considers strong influencing factors from other groups$ In order to optimise customer(facing
communication, it aims to harness) internal communications; in&estor relations; lobbying
acti&ity and issues management$
,t the heart of the campaign are) a series of high profile e&ents in six ma*or cities followed by
roadshows and sponsored e&ents; a programme of international media relations; launch of
the InScope -hallenge to celebrate a new generation of researchers and a strong lin% with
financial reporting$
The report concludes by outlining the re.uired resources, potential budgets and e&aluation
criteria$ Recommendations are made on necessary internal structure to manage the multi(
national nature of the campaign$
The campaign theme) , /ew 0eneration of Research, draws hea&ily on sta%eholder opinion
and product features$ ngoing testing of messages and material with customers will ensure
the integrity of this approach$
BA'=+R(/&0 T( T-E BRE,
Belcher Rollins, the worlds largest academic publisher, is head.uartered in 1ondon,
2ngland and has 3,""" employees in !4 offices, led by teams in) the 5S
67ashington8; -anada 69ontreal8; ,ustralia 6Sydney8; /ew :ealand 6,uc%land8;
;apan 6To%yo8 and -hina 6Shanghai8$ It is listed on the 1ondon, /ew <or% and To%yo
stoc% exchanges$
The company has a clearly stated corporate strategy 6see ,ppendix I8$
The annual economic impact of academic publishing within the 5= alone is >3$3
billion
+
$ Internationally, scientific, technical and medical 6ST98 publishing dominates
the sector and generates in the region of ?+# billion 6>+@ billion8
!
$ 7ith an annual
turno&er of >4$4 billion, Belcher Rollins is the mar%et leader$
The company ser&es o&er @" million scientists, academics and information
professionals worldwide, and wor%s with global academic communities to publish
o&er 4,""" *ournals and +,#"" boo%s per year$ ,s with all ma*or academic publishers,
around a third of subscriptions are sold in 2urope, a third in /orth ,merica, and the
rest elsewhere
@
$ -ompetitors include commercial publishers, learned societies and
uni&ersity presses2rror) Reference source not found$
,fter two years of de&elopment and testing by !" uni&ersity libraries, Belcher Rollins
will launch its inno&ati&e new resource, InScope, in ctober !""#$ This user(friendly
search engine is dedicated to finding peer(re&iewed, academic research among
Belcher Rollins publications, bac%(dated to +#A"$ This e.uates to !3 million
document entries$
1
Boughton, ;, et al$ !""#$ Economic Implications of Alternative Scholarly Publishing Models: Exploring the cost and
Benefits$ ;IS-, 1ondon$ www$*isc$ac$u%Cpublications
ppenheim, -$ !""A$ U Scholarly !ournals: An Evidence"Based Analysis of #ata $oncerning U Scholarly
Publishing$ 'roduced on behalf of the Research Information /etwor%, Research -ouncils 5= and the DTI$
,&ailable from www$rin$ac$u%$
2
9c0uigan, 0$ and Russell, R$ !""E$ The Business of ,cademic 'ublishing) , Strategic ,nalysis of the ,cademic
;ournal 'ublishing Industry and its Impact on the Future of Scholarly 'ublishing$ Electronic !ournal of Academic and
Special %ibrarianship$ # 6@8
3
-lothier, ,, Sho&elton, B and Star%, D$ !""+) &eed Elsevier and 'arcourt (eneral) A &eport on the Proposed
Merger$ 5= -ompetition -ommission, 1ondon$ ,&ailable from www$competition(coommission$org$u%
InScope offers competiti&e ad&antages o&er existing resources) citation searching; a
catalogue co&ering all academic fields and potential cross(pollination of different
research areas to produce inno&ati&e publications$ 7ith a competiti&e annual
operating cost of >!",""", InScope pro&ides significant added &alue compared with
other electronic products$
The potential mar%et for InScope is substantial, with the combined number of
uni&ersities in its geographical mar%ets approaching +","""
G
$ ,s little as +" percent
mar%et penetration would produce annual returns of >!"million, before considering
additional re&enue from indi&idual article sales and new subscriptions$
1aunch plans and budgets should be &iewed in the context of the potential impact of
InScope on the sector$ 2xternal analysis re&eals estimates of +4 to !4,""" peer(
re&iewed titles published worldwide, growing by @(G percent per year$ Sixty percent
are published on(line, with+" percent a&ailable free &ia an open access model
4
$
Through InScope, a .uarter of the worlds most prestigious academic titles will now
be a&ailable to researchers in one place$
!T/AT(& A&A.1!!
5nderstanding of the external en&ironment stems from an 2'IST12 analysis,
re&iewing se&en areas) economic; political; information; social; technological; legal
and en&ironmental$ This has been informed by secondary research, re&iewing acti&ity
from competitors 6Reed 2lse&ier, Springer and others8, industry bodies and
0o&ernmental groups, and media co&erage$
Significant issues appear in the table o&erleaf and are expanded in ,ppendix II, while
a list of competitors can be found in ,ppendix III$ Internal and external factors ha&e
also been summarised within a S7T analysis, de&eloped by re&iewing the Belcher
RollinsCInScope strategic plan and discussions with company specialists$
4
2urope G,"""; 5S !A+E; -anada; #"; ,ustralia and /ew :ealand G4; -hina !!@A and ;apan 4"3$ Total #G#A$
Sources) www$wi%ianswers$com; www$&oanews$com; www$canada(city$com; www$studyabroad(cis$com;
www$en$wi%ipedia$org
5
5lrichs International 'eriodical Directory .uoted in 6+8
5acro:Environmental ssues
These are di&erse 6see ,ppendix II8$
Economic) Shifts in international mar%ets as 5S declines and Far 2ast opens up
7orldwide recession and lower &alue of sterling
Declining library budgets cw increasing subscription costs
9ore free online ser&ices becoming a&ailable
-osts of software reducing annually
Political) 0lobalisation leading to international collaboration
/ational prosperity dependent on %nowledge economies
Debate around open access) call for 0o&ernment strategies
Benefits of electronic publishing for low carbon agenda
'otential issues re o&erseas censorship
nformation) Buge growth in Internet use and accessible information
5ntil now, few arts and humanities *ournals a&ailable electronically
'rinted copies of *ournals underused cw electronic
2lectronic publishing appeals to wider learning styles
Speed of access and di&ersity of sources
!ocial) 0reater collaboration across geographic boundaries
Researchers eager for more digital content
Demand for !G hour a&ailability and greater accessibility
Democratic nature of e(communication and social media
1obby for free a&ailability of research 6open access8
/eed for librarians to adopt new s%ills
'otential for digital di&ide

Technological) /ew global research community
Internet seen as a medium for research and collaboration
Buge increase in peer re&iewed electronic *ournals
Demand for more sophisticated search tools H 7eb @$"
Threats from hac%ingCpiracy and technological failure
Future subscriptions may be electronic only
Environmental) 'otential en&ironmental benefits H reduced printingCdistribution
1ess tra&el for international collaboration
Reduced storage, less library &isits, efficiency benefits through speed
A Revie< of the (rganisation and Product
6See ,ppendix II8$
!trengths) , .uarter of the worlds peer re&iewed *ournals in one place
9eeting customer demand through inno&ation
-ompetiti&e benefits) citation search; one stop shop of all titles; cross(
pollination of research
-ompetiti&e price positionC significant added &alue
-orporate reputation and stature
2xisting sta%eholder relationships
,ccessibility for researchers
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*eaknesses) -riticism for high margins
7orldwide recession and strength of sterling
/eed to charge I,T within 5=
wn publications only
(pportunities) ,ccess to new mar%ets
Impro&ed &alue for money through speed, breadth and reduced storage
'otential for global, cross(discipline collaboration
Impro&ed uni&ersity performance, grant income and reputation
Better tools for librarians to e&aluate returns on in&estment

Threats) De&elopment of academic buying consortia
Support for the open access model
Decline in traditional mar%ets
Bac%ingCpiracy or technological failure
-ommercial pressure to comply with national censorship 6reputation8
=ey issues stem from)
Buge shifts underway in scholarly publishing, through technological ad&ances
and demand for inno&ati&e solutions$ 0rowing competition in the de&elopment
of Internet(based deli&ery platforms, with all ma*or ST9 publishers acti&e in
the field
A
$ Research portals fulfil demand for inno&ation, pro&iding wide
opportunities for global, cross(discipline collaboration and accessibility
, growing academicC0o&ernmental lobby for open access to research,
criticising commercial publishers for high profit margins$
, worldwide recession, combined with depleted library budgets$ ,merican
libraries recently publicised e&idence
3
of double(digit budget reductions for
!""#C+", criticised rising publishing costs and predicted discontinuation of
print in fa&our of electronic resources
Shifting mar%ets, with reduced 5S dominance and the increased academic
strength of Far 2ast, plus wider use of 2nglish as the language of academia
E
$
Bowe&er, political censorship in countries li%e -hina has restricted
commercial de&elopment and affected the reputation of pro&iders
6
-lothier, ,, Sho&elton, B and Star%, D$ !""+) &eed Elsevier and 'arcourt (eneral) A &eport on the Proposed
Merger$ 5= -ompetition -ommission, 1ondon$ ,&ailable from www$competition(coommission$org$u%
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,ssociation of Research 1ibraries$ !""#$ ,R1 Statement to Scholarly Publishers on the (lobal Economic $risis$ +#
February !""#$ ,&ailable from www$arl$org
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Stanley, ,$ !""3$ *he +,ild- ,ild East.: &eaching the $hina Mar/et$ Society for Scholarly 'ublishing /ews$ !4$3$"3$
7heat Ridge -olorado$ ,&ailable from www$sspnet$orgCnews
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The mar%et for academic *ournals is largely circular$ ,cademics and other
researchers write articles, colleagues peer(re&iew them and libraries supporting the
research community buy subscriptions2rror) Reference source not found
$
Bowe&er,
sta%eholders are di&erse 6see ,ppendix III8$
,s the campaign is executed, sta%eholders will need to be identified geographically in
terms of) 5= and 2urope; The 5S; -anada; ,ustralia; /ew :ealand; ;apan and
-hina$
Enabling !takeholders) Belcher Rollins shareholdersCanalysts and stoc%bro%ers
0o&ernment departments and agencies in target countries
5= 0o&ernment Select -ommittees
2uropean -ommission
B2 and F2(funded bodies
Research -ouncils 5= 6R-5=8
,unctional !takeholders) 2mployees
2xisting and potential ser&ice(users 6academic librarians and
researchers8
,cademic budget holders H uni&ersity administrators and
computer departments
TeachersClecturers
Researchers submitting papers
2ditorial Boards
Re&iewers
-linical, professional and industrial researchersCusers
/ationalCInternational research bodies
&ormative !takeholders) -ompetitors H commercial publishers, learned societies,
uni&ersity presses
pen access ser&ices
0iffused !takeholders) Research foundations
,cademic coalitions
,lliances of academic and research libraries
'ublishers associations
'rofessional associations
/ewsCmedia organisations
Specialist bloggers
Boo%sellers
Funding bodiesCTrusts
Subscription agents
Document suppliers
-opyright grantingCroyalty collection organisations
Trade unions
Sta%eholder mapping allows identification of publics 6sta%eholders who are acti&e or
aware of li&e issues8$ These ha&e been categorised using an interestCpower matrix
6see ,ppendix II8$
The following publics ha&e been identified as critical to the success of the launch$
Some groups and indi&iduals will belong to more than one public$
Primar" Publics)
,cademic 1ibrarians
,cademic Researchers
-linical, professional and industrial researchers
,cademic budget holders
,cademic coalitions
,lliances of academic and research libraries
-ontributors to scholarly *ournals) researchers, re&iewers; editorial boards
2mployees
Shareholders
-ompetitors) commercial publishers, learned societies; uni&ersity presses
B2 and F2 funded bodies
/ews and media organisationsCcommentators
!econdar" Publics)
0o&ernment departmentsCagencies
2uropean -ommission
Research -ouncils
'ublics are cross(referenced with their %ey information sources in ,ppendix II$
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A5! A&0 (BCE'T@E!
The campaign has four core aims)
To generate substantial interest in InScope from academic librarians, in order
to support sales) positioning it as the best in the mar%et and a new
generation in research
To generate understanding and support for InScope among industry
influencers and opinion leaders
To strengthen Belcher Rollins position as the brand leader in international
academic publishing, underpinning its reputation for inno&ation and .uality
To manage communications around contentious issues within scholarly
publishing) 6a8 pressure on academic financial resources and criticisms of
profiteering by publishers, 6b8 the lobby for open access publishing and 6c8
international censorship
(bjectives
The communications ob*ecti&es underpin the business ob*ecti&es$ They are to)
De&elop acti&ities which ensure that Belcher Rollins entire current audience
of academic librarians is pro&ided with clear, accessible and engaging
information on InScope and its benefits, within the campaign period
-reate communications acti&ity that demonstrates the competiti&e
ad&antages of InScope, focusing on cross pollination of research across
disciplines
2nsure cohesi&e planning and management by establishing communications
teams in each target country during 9ay !""#
2nsure that Belcher Rollins employees and the academics in&ol&ed in
producing its *ournals understand InScope, and are empowered to act as
ambassadors for the product during the campaign launch
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Reassure shareholders on the success of the companys in&estment in
product de&elopment and its role as mar%et leader, by lin%ing the launch to
in&estor relations
-ounteract potential cost criticisms by communicating the wider &alues of
InScope to opinion leaders, promoting its efficiency, widened depth of
information and inno&ation through cross(pollination of disciplines
9anage noise around open access) being prepared to promote the benefits
of commercial scholarly publishing, alongside Belcher Rollins commitment to
wor% with academics to trial open access
De&elop a position on political censorship, in case this should arise as an
issue during the campaign
=E1 5E!!A+E!
-ampaign messages ha&e been de&eloped in line with business ob*ecti&es and
strongly underpin the companys mission, &ision and &alues 6see ,ppendix I8)
Belcher Rollins new product, InScope, represents a +ne0 generation. in
research$ It is the most inno&ati&e on(line research tool a&ailable
InScope will pro&ide ma*or ad&antages for libraries)
o efficiency through speed
o &olume and .uality of information
o cross(referencing
o reduced storage space
o cost efficiency H competiti&e annual cost and one(off charge for
unsubscribed papers
o new s%ills for librarians
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InScope will pro&ide ma*or ad&antages for researchers)
o , .uarter of the worlds peer(re&iewed *ournals in one place, co&ering
all academic fields
o -itation searching
o 'otential inno&ation through cross(pollination of research disciplines
o 'otential for enhanced academic recognition, thereby attracting
funding
InScope illustrates Belcher Rollins commitment to its shareholders)
o in&esting in new sources of content
o expanding into new mar%ets
o impro&ing cost efficiency
o dri&ing added &alue online solutions
Further, detailed messages will need to be de&eloped within issues management
plans, in relation to agreed policies and positions 6see ,ppendix II8$
!TRATE+' APPR(A'- A&0 T5E!'A.E
The +!(month campaign has four distinct elements)
're(launch acti&ity, 9ay to ctober !""#, building awareness and
expectation in ad&ance of the launch
Intensi&e, integrated communications in ctober and /o&ember !""#
focusing on launch e&ents in six international locations
Follow up acti&ity, /o&ember !""# to ,pril !"+"
Issues management planning, to ensure that sta%eholder focus remains on
the product, rather than tangential industry issues
Integrated acti&ity will include)
nternal communications to generate pride and e.uip staff to act as
InScope ,mbassadors
Proactive, t<o:<a" customer:facing communications to create product
interest and demand among academic librarians, and to build awareness
among the !4",""" academics in&ol&ed in producing Belcher Rollins *ournals
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nvestor relations to do&etail with financial 'R acti&ity, to reassure
shareholders of the in&estment &alue of InScope and the strength of
corporate strategy
.obb"ing activit" to reinforce Belcher Rollins reputation as a responsible,
.uality business, and build understanding and support among influencers and
policy ma%ers
ssues management planning to prepare for contentious industry issues
which may deflect from the product strategy
'A5PA+& TA'T'!
, schedule of acti&ity can be found in ,ppendix I$ This is based on the following
tactics, some of which may be shared acti&ity with the mar%eting team)
Pre:.aunch Activit") 5a" to !eptember 2334
Testing of Messages and Campaign Theme
Final testing of &isual identity, campaign theme and messages using
customer focus groups from pilot uni&ersities
Focus group testing of customer(facing communications material
Resources and Procedures
2stablishment of an international 1e0 (eneration P& *eam led by Belcher
Rollins Director of 'ublic Relations and -loud 'R Strategy Director$ In&ol&ing
national office directors and designated 'R champions
,greement on regular face(to(face updates with the -hief 2xecuti&e, and
board reporting
-reation of a campaign tool %it, based on a bespo%e, secure 2xtranet for use
by the 'R team
2stablishment of a formal lin% with directors and teams in mar%eting, BR and
finance departments
Sign(off of acti&ity plan and budget
9edia training for spo%espeople
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Internal Communications
1in% with existing company briefing system 6wee%ly and monthly team
meetings, monthly e(bulletin from the -hief 2xecuti&e8
Features in monthly e(newsletter
'roduction of a staff DID
Regular updates on Intranet including podcasts and ,s% us a .uestion
Basic product training for staff, &ia the BR department
7or% with BR to include InScope briefing in the induction of new staff
Staff competition based on product %nowledge, allowing four employees
62urope; /orth ,merica; ,ustralasia; Far 2ast8 to attend the InScope national
launch of their choice
Customer-Facing Communications:
5se of existing databases to send a series of e(alerts to librariansCbudget
holders and academics 6using appropriate languages as gate%eepers may
not be as fluent in 2nglish as the academics they support
#
8
'R(led tactical ad&ertising in Belcher Rollins +"" highest circulation
magaJines H full bac% page in 9ay to September editions
1iaison with editorial boards to feature news in all Belcher Rollins publications
9ay to September
International media relations to build interestCcomment in ad&ance of the
launch, beginning with a product announcement and including product
benefits and feedbac% from trials$ 'lacement of expert inter&iews on the
future of academic research
Regular updates on corporate and national websites
Regular features in the monthly customer e(newsletter
Investor Relations:
5pdates to be included in existing communications with shareholders,
stoc%bbro%ers and analysts
1iaison with the financial 'R team to lin% with the ctober interim results
announcement
9
Stanley, ,$ !""3$ *he +,ild- ,ild East.: &eaching the $hina Mar/et$ Society for Scholarly 'ublishing /ews$ !4$3$"3$
,&ailable from www$sspnet$orgCnews
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Lobbying ctivity
Inclusion of InScope messages within public affairs acti&ity
1iaison with national teams to inform opinion(leader briefings
Briefing for Research -ouncils 5= to agree ad&ocacy within launch acti&ity
6R-5= is 0o&ernment(bac%ed and the 5=s biggest funder of research$ It
aims to create worldwide partnerships and has o&erseas offices, most
recently including Shanghai
+"
8
Issues Management
7or% with the Board and communications team to .uic%ly de&elop positions
and responses to .uestions of a8 open access publishing, b8 rising publishing
costs and c8 o&erseas censorship of search engines
9onitoring of media, competitor and public comment
9edia training of spo%espeople
The .aunch tself) (ctober and &ovember 2334
Staff briefings immediately prior to the first launch e&ent in 1ondon, on 3
th
ctober
Distribution of merchandising material including /ew 0eneration tee shirts,
5SB stic%s and pens
Special edition of the monthly staff newsletter
Intranet update
5se of information screens at company offices
5se of existing databases to target librariansCbudget holders and academics
with an e(announcement, i(brochure and access to a trial site$ 'lus a
downloadable screen sa&er and on(line .uiJ
'R(led launch ad&ertisements in Belcher Rollins +"" highest circulation
magaJines H full bac% page in ctober editions
1iaison with editorial boards to feature the launch story in all Belcher Rollins
ctober publications
10
R-5=$ !""#$ International &esearch: A Strategy for U &esearch $ouncils$ Research -ouncils 5=, Swindon$
,&ailable from www$rcu%$ac$u%
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1aunch flashed on corporate and national websites$ 1aunch of dedicated
InScope website
Special edition of the monthly customer e(newsletter
International media relations programme) launch e&ents 6see o&erleaf8; media
briefing pac% including access to a trial site; indi&idual briefings and
inter&iews; photography; comment from customers and other ad&ocates; a
&ideo and audio news release, aimed at news and business broadcasting$
,nnouncement of the first InScope customers 6uni&ersities which ha&e signed
up during the pilot period8
5se of social media H InScope updates &ia FaceBoo% and Twitter, lin%ed to
the website
,nnouncement of the InScope -hallenge to find the /ew 0eneration of
Researchers, open to teams collaborating internationally or across
disciplines, with a funding priJe of >@","""
Investor Relations
1ondon, 7ashington and To%yo e&ents will pro&ide an opportunity for
financial analysts to attend on day two, prior to the issue of interim financial
results
Lobbying ctivity
1iaison with national teams to inform opinion(leader briefings
Briefings to 5= consuls in all target countries
Bouse of -ommons reception hosted by Da&id 1ammy, 9', 9inister for
Bigher 2ducation, in association with R-5=
Issues Management
9onitoring of media, competitor and public comment
,bility to mo&e .uic%ly to implement the issues management plan
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The Launch !vents:
Beld at iconic locations, which reflect learning and collaboration)
o 1ondon
o 7ashington
o 9ontreal
o To%yo
o Shanghai
o SydneyK
3
th
ctober
+G
th
ctober
+A
th
ctober
!+
st
ctober
!E
th
ctober
G
th
/o&ember
The Science 9useum
5S 1ibrary of -ongress
The 9ontreal BiosphLre 6-anadian
2n&ironment 9useum8
9irai%an H The /ational 9useum of
2merging Science and Inno&ation,
To%yo ,cademic 'ar%
Science and Technology 9useum
Sydney bser&atory
2&ent format) morning press briefing and lunch, with the opportunity to trial
the product and hear comment from %ey senior spo%espeople, a leading
national academic and a spea%er from R-5=$ 2&ening sta%eholder e&ent
6targeting librarians and academic budget holders8 with the opportunity to trial
the product, and hear presentations from national directors plus a %eynote
speech from a local academic team, demonstrating inno&ation through cross(
pollination of disciplines, for example)
o 1ondon
o 7ashington
o To%yo)
"#n$rapping a %&'''
year-old mummy(
")uccessful treatment
of stro*e victims using
music therapy(
"Preventing Childhood
In+uries through $eb-
based sensing
technology(
2gyptologyC
Simulation technology
9edical scienceCthe
semiotics of music
'sychologyCphysiologyC
computational
intelligence technology
Distribution of mediaCproduct information pac%s and merchandising material
K -ombined e&ent for ,ustralasian audiences due to restricted siJe of mar%et
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,ollo< /p Activit") &ovember 2334 to April 23>3
Inclusion of InScope updates within internal briefingsC communications
Follow up co&erage of launch acti&ity and staff competition winner within the
monthly staff newsletter
Regular e(newsletters to librarians and wider academic community, call to
action to &isit the InScope website for news, information and s%ills updates
'R(led ad&ertising and editorial in Belcher Rollins publications
9edia relations) regular media releases on new contracts and product
de&elopmentsCuses
ngoing use of social media
Support for the InScope -hallenge H media relations around entries, *udging,
short(listing and winners
Roadshows in target countries which did not host a launch e&ent
SponsorshipCspea%er opportunities at %ey sector e&ents) see ,ppendix II for
full list)
Investor Relations
1iaison with financial 'R team on issue of financial results and ,nnual
0eneral 9eetings in ,prilC9ay !"+"
InScope feature within the annual report
Lobbying ctivity
-ontinued liaison with national teams
Issues Management
-ontinued monitoring of media, competitor and public comment
,bility to mo&e .uic%ly to implement the issues management plan
>4 5embership no
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RE!(/R'E!
9any of the acti&ities outlined can be handled within the company mar%eting and 'R
teams, with support from) finance; BR; technical and customer care departments$
The campaign demands the creation of an international 'R team, 6see page +G8,
appropriate protocols, procedures and reporting$ The team will be managed by the
Belcher Rollins 'R Director$
Budgets ha&e been compiled to co&er the input of the -loud 'R team, in terms of
strategic ad&ice, media relations and e&ent management$ -louds personnel are
based in) the 5S; -anada; ,ustralia; /ew :ealand; ;apan and -hina and are senior
strategists with expertise in technical public relations$ The consultancys Strategy
Director will o&ersee the -loud team, with o&erall accountability to the client$
Budget
, detailed budget can be found ,ppendix I$ This outlines the potential costs li%ely to
be incurred by Belcher Rollins with &arious specialist suppliers, along with
contributions from current mar%eting and BR budgets$ 'otential consultancy fees for
support o&er +!(months, across se&en countries, are also outlined$
The budget, at >!$+milllion, is a substantial one and can be &iewed as a menu for
discussion$ Bowe&er, this e.uates to a national budget of >@"",""" per target
country and is comparable with Belcher Rollins expenditure on wider product 'R$
23 5embership no
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E@A./AT(&
2&aluation should be built on a four(step process, re&iewing)
nputs Dbackground information and researchE pre:testingE brief and
planned activit"F
(utputs Dmessage, e%posure and audience reachF
o 9ilestones achie&ed 6see the acti&ity schedule, ,ppendix I8
o 9edia co&erage) opportunities to see; %ey messages; positi&e &s
negati&e comment; thematic brea%down of stories
o Social media co&erage, using a specialist agency to identify and score
influential sites
o 2&ent attendance
o -ustomer panelCfocus groups
(ut:takes Da<areness, understanding and responseF
o Response to ad&ertising in Belcher Rollins *ournals
o 7ebsite hits; e(newsletter and i(brochure responses 6pages &iewed,
information forwarded8
o Re.uests for information, re&iewed wee%ly
(utcomes Dchange in a<areness, opinion andAor behaviourF
o Sales figures, re&iewed wee%ly
o Feedbac% from customer focus groups
o Results of !"+" customer satisfaction sur&ey
o Response to !"+" staff satisfaction sur&ey
?,B;3 *(R0!
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APPE&06
BE.'-ER R(..&!) 5!!(&, @!(& A&0 !TRATE+1
(ur 5ission
Belcher Rollins aims to be the indispensable partner to our customers in the science, medical, legal, ris%
management and business sectors, by pro&iding them with the online professional information and
wor%flow solutions they need$
7e create authoritati&e content deli&ered through mar%et leading brands, enabling our customers to find
the essential data, analysis and commentary to support their decisions$
ur content and solutions are increasingly embedded in the wor%flows of our customers, ma%ing them
more effecti&e and Belcher Rollins a more &alued partner$
(ur @ision !tatement
7e are passionate about understanding and responding to customer needs$ 7e pro&ide authoritati&e
information and technology based solutions across %ey stages of our customers wor% flow$ ur products
are demonstrably superior, or distincti&e to our competitors$
7e achie&e this through relentless focus on inno&ation and content de&elopment, and mastery of digital
technology$
7e proacti&ely manage our portfolio of businesses$ 7e expect each business to deli&er superior, long
term growth and added &alue$ 7e loo% globally to enter faster growing ad*acent sectors$ 7e are
committed to building sustainable, leadership positions$
7e are dedicated to creating a great place to wor% for all employees$ 7e are a high performance dri&en
organisation$ ,t all le&els we demand the highest standards of oursel&es; we are dri&en by strongly held
&alues; and we ta%e our social responsibilities seriously$
7e are one company, benefiting from shared philosophy, s%ill sets, resources and synergies$ 2ach of
our businesses is stronger through belonging to Belcher Rollins$
7e deli&er long term superior &alue creation for our shareholders through outstanding execution and
deli&ery of our &ision and strategy$

(ur @alues
,t Belcher Rollins we ha&e a clear set of &alues for deli&ering our &ision$ These are)
'ustomer ,ocus
2&erything we do is dri&en by our customersM needs$ 7e want to be their indispensable partner$ 7e
ha&e a passion for understanding and exceeding our customersM expectations$ 7e are committed to
pro&iding demonstrably superior products and ser&ices with the highest le&el of .uality and excellence$
7e are professional in all our customer dealings$ 7e are highly &alued and respected by our customers$
@aluing (ur People
7e put the highest priority on recruiting, de&eloping and retaining outstanding people$ ur managers
are directly responsible for the de&elopment of their people$ 7e recognise and reward achie&ement$ 7e
en*oy what we do and we celebrate success$ 7e empower our people to maximise their potential and
contribution$ 7e respect our people and belie&e in open and honest communication$ 7e beha&e in an
ethical and principled manner$
22 5embership no
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Passion for *inning
7e are determined to outperform and beat the competition$ 7e always want to be the best$ 7e are a
high energy, fast mo&ing, decisi&e organisation$ 7e ha&e a strong propensity for action$ 7e always
execute well and deli&er$ 7e set aggressi&e goals and stri&e to beat them$ 7e hold oursel&es and each
other accountable for outstanding results$
nnovation
7e welcome and push change; we challenge the status .uo$ 7e encourage our people to be
entrepreneurial, ta%e some ris%s and learn from mista%es$ 7e are ready to ma%e bold mo&es and
decisions$ 7e constantly loo% for new ideas, and &alue Mout(of(the(boxM thin%ing$ 7e %eep things simple
and minimise bureaucracy$
'ollaboration
7e welcome the global nature of our business and encourage people to wor% collaborati&ely across
business units, hierarchy and functions$ 7e constantly stri&e to brea% down barriers between
organisations$ ur people are supporti&e of each other$ 7e see% partnerships with customers and
suppliers$
(ur !trengths
7e hold leadership positions in large global mar%ets sustained by the increasing demand for
professional information$
7e deli&er authoritati&e content of the highest .uality through mar%et leading brands, enabling our
professional customers to find the essential data, analysis and commentary to support their decisions$
ur content and solutions are increasingly embedded in our customers wor%flows ma%ing them more
effecti&e and Belcher Rollins a more &alued partner$
7e generate a large part of our re&enues from subscriptions and other recurring re&enue streams$
ur focus on operational efficiency allows us to deli&er continuous margin impro&ement while funding
in&estment in new products$
The .uality of our profits is underpinned by strong cash flow generation$
7e recruit and culti&ate the best talent to ser&e our customers and manage our business with
enterprise, professionalism and exceptional commitment$
(ur !trateg"
7e ha&e a clear, in&estment led business strategy which has four main elements$ These are)
0eliver authoritative content through leading brands
7e in&est in new sources of content to widen and differentiate the product offering to our customers,
expanding into new segments and geographic regions$
0rive online solutions
7e le&erage our leadership brands and authoritati&e proprietary content to deli&er inno&ati&e, solutions(
orientated products that become embedded in customers wor%flows and enable Belcher Rollins to
mo&e up the &alue chain$
mprove cost efficienc"
7e harness our scale, s%ill sets, technology, resources and collecti&e experience across the business to
impro&e cost efficiency$
Reshape and strengthen portfolio
7e allocate capital and resources, both through internal in&estment and ac.uisition, to pursue
opportunities that accelerate our strategic and business progress and create a more cohesi&e business$
,ote: Information adapted from published Reed !lsevier corporate information -''./
$$$/reedelsevier/com
2? 5embership no
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APPE&06
0ETA.E0 !T/AT(& A&A.1!!
5acro:Environmental ,actors
E'(&(5'
5S,s dominance in science and engineering
eroding H5S share of worldwide publications in
decline
+
9ore players entering the mar%et 6researchers
and publishers8
'otential reduction in re&enue due to increasing
trend and funding for open access to research
-urrent worldwide recession and changes in
purchasing powerCinterest rates
Reduced &alue of sterling
Bigh le&els of competition from traditional and
new electronic publishers
Declining uni&ersity library budgets cw
increasing publishing subscription costs
!
Researchers struggle to secure financial
support for library resources$
#
Funding strained and materials costs rising in
libraries
@
Taxation issues eg 5= tax charged on
electronic publications but not on print N tax
benefits for 5= libraries
9ore free online ser&ices becoming a&ailable
-ost sa&ings for libraries) ease of storage, low
cost per &iew, ease of monitoring usage
-osts of software reducing annually
,s electronic ser&ice becomes the norm,
difficulty in sustaining a lin% with pricing of print(
only *ournals
P(.T'A.
0lobalisation ( pressure for increased global and
interdisciplinary collaboration
0o&ernmental &iew that within a %nowledge
economy, inno&ation and information determine
prosperity
G
Demand for new scientific solutions to le&erage new
technologies
2uropean 5nion now issuing grants for inter(
disciplinary pro*ects
0rowing debate around open access to research
within 0o&ernments and 2uropean 5nion
4
Indi&idual 0o&ernment strategies on academic
researchCdigital de&elopment within target countries
Benefits of electronic publishing for green agenda
Search engine censorship by political regimes 6eg
-hina censors 0oogle, <ahoo and ,lta&ista and
bloc%s some 5S 5ni&ersity sites
A
27 5embership no
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&,(R5AT(&
0rowth in Internet use$
Buge rise in accessible information H more
*ournal articles now read than e&er before
3
Researchers expected to digest more
information on regular basis
;ournals act as impartial arbiters to help
establish priority in new areas of research
De&elopment of electronic portals is a catalyst
to the way *ournals are now distributed and
accessed
n(line pro&ision of arts and humanities
*ournals lags behind sciences
#

Readers more conscious of publisher identities,
rather than *ust titles
Bard copies of *ournals are underused because
of location or being inade.uately catalogued
#
,ppeal to different learning styles by inclusion
of &isualCaudio techni.ues including animations
and simulations
Speed of access and di&ersity of sources
!('A.
0eographic boundaries diminished by electronic
publishing
/ew countries becoming established as research
centres, eg 4"4O increase in articles published in
-hina +##3(!""3
E
Researchers ha&e adapted readily to the a&ailability
of digital content and are eager for more
#
Strong trend towards researchers using technology
!G hours a day instead of &isiting libraries
#
/ew pressure for academicsCspecialists to stay up to
date with current thin%ing
,nyone with a computer can contribute to the global
dialogue 6leading to issues of .uality control8
Doubling of international collaboration between +##"
and !""4
+"
&er half of information specialists in academia and
go&ernment belie&e social networ%ing will shape the
future of research
++
Industry associations campaigning internationally
against commercial publishing
Focus attention on new areas of research
1ibrarians need new s%ills to guide researchers$
9a*ority belie&e they now ha&e to be a technology
specialist
#
'otential digital di&ide) poor access from de&eloping
countries andCor poorly e.uipped researchers
2lectronic publishing gi&es greater access to
disabled researchers through resiJed textCspecialist
softwareCoff(site access
0reater accessibility &ia potential for on(line courses
28 5embership no
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TE'-&(.(+'A.
Internet now seen as a medium for collaboration
by researchers
1ibrary expenditure of peer re&iewed electronic
*ournals increased by o&er G""O +##4(!""!
+!
/ew technology offers more effecti&e ways of
publicising and sharing research
Internet has changed the ma%e(up and norms of
the 0lobal research community
/ew tools and technologies now seen as critical
to academicCresearch success
/ew opportunities for publishing means greater
&olume of information and competition
Researchers re.uire more sophisticated search
and mining tools
/eed for tools to capture content and context H
trend will accelerate with 7eb @$"
/ew streams of information re.uire managing
Future subscriptions li%ely to be electronic only
'ossible threats from hac%ingCtechnological
failure
.E+A.
'atterns of access arising H consortia such as the
/ational 2lectronic Site 1icence Initiati&e 6/2S1I8 in
the 5= now negotiating access rights with publishers
9ore mergers and ac.uisitionsCcommercial
partnerships as smaller publishers are absorbed into
large portals
1egislation differs within different geographical target
mar%ets
E&@R(&5E&TA.
'otential en&ironmental ad&antages through
less printing and physical distribution
Some specialists consider en&ironmental load
of reading e(papers is e.ui&alent to traditional
&ersions
1ess tra&el re.uired for international
collaboration
1ess storage space re.uired
29 5embership no
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A Revie< of the (rganisation and Product
!TRE&+T-!
-orporate reputation and stature
2xisting relationship with researchers and
librarians worldwide
9eeting demand for new, effecti&e ways of
publicising and sharing research
InScope pro&ides researchers with details
of citations
InScope offers a one stop shop for all
titles published by Belcher Rollins
,bility to promote cross(pollination of
different areas of research
Impro&ed &alue for money$ -ost sa&ings
through speed, low storage, di&ersity of
titles
, .uarter of the worlds scientific, technical
and medical peer(re&iewed articles
a&ailable in one place
Reduced search, disco&ery and access
time
1ower fixed costs for web(based publishing
and costs of software reducing
,ccessibility for remote students and those
with disabilities
Bringing arts and humanities into line with
de&elopments in scientific research
6pre&ious search engines ha&e failed to
access this area8
'otential en&ironmental benefits of
electronic &s traditional publishing
!G hour access
*EA=&E!!E!
pen to criticism for high margins
1aunching in worldwide recession, as librarians
struggle to secure fundsC some uni&ersities see
number of students decline
Reduced &alue of sterling
/eed to charge I,T on electronic *ournals
,ccess to Belcher Rollins publications only
,ccess to subscribed *ournals only within fee)
extra cost for additional sources
2; 5embership no
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(PP(RT/&TE!
'roduction of inno&ati&e publications by
collaboration across disciplines
/ew tools and technologies now seen as
critical to academicCresearch success
'otential to le&erage emerging and
collaborati&e technologies
pen channels for communication among
sta%eholders, enhancing communication
between scientists, librarians, research
administrators and academic
administrators
1ibrarians can now become global
%nowledge manager for their institutions
Impro&ed systems means impro&ed
research producti&ity, added grant income
and impro&ed reputation for uni&ersities
'otential for instalment plans, discount
programmes and customised pricing plans
for academic libraries
Better tools to e&aluate research(dri&en
returns on in&estment
1ow cost access to pre&iously(unused
publications
'otential to focus attention on new areas of
research
/ew mar%ets opening up 6eg Far 2ast8
0reater recognition of Belcher Rollins
name rather than *ust *ournal titles
'otential ac.uisitions through demand from
smaller publishers
T-REAT!
De&elopment of more powerful academic
buying consortia, leading to aggressi&e
consortia licensing
Threats by libraries to demand electronic(only
*ournals, forcing publishers to unbundle current
offers
7idespread academic support for the open
access mo&ement H and growing a&ailability
Decline in traditional mar%ets 6eg 5S8
-ompetitors will follow .uic%ly H need for fast,
continued inno&ation
Decline in demand for print(based *ournals
'otential hac%ingCpiracy or technological failure
Site censorshipCbloc%ing by political regimes
-ommercial pressure to comply with political
censorship H reputation damage
2B 5embership no
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APPE&06 ) RE,ERE&'E!
+ =la&ans, R and
Boyac%, =$
!""#$ -ited in =atJen, ;$ *echnology brings challenges and opportunities
for information$ Research Information 9agaJine$ FebruaryC9arch !""#$
,&ailable from www$else&ier$com
! Bood, ,$=$ !""3$ SPE$ it 233: 4pen Access &esources$ Resource for librarians$
=ent State 5ni&ersity$ ,&ailable from the ,ssociation of Research 1ibraries
6,R18, /orth ,merica$ !"""$ www$arl$org$
@ 9c0uigan, 0$
and Russell, R$
!""E$ The Business of ,cademic 'ublishing) , Strategic ,nalysis of the
,cademic ;ournal 'ublishing Industry and its Impact on the Future of
Scholarly 'ublishing$ Electronic !ournal of Academic and Special
%ibrarianship$ # 6@8$ ,&ailable at www$southernlibrarianship$icaap$org$
G Da&id, ' and
Foray, D$
+##4 cited in Boughton, ;, et al$ !""#$ Economic Implications of
Alternative Scholarly Publishing Models: Exploring the cost and Benefits$
;IS-, 1ondon$ www$*isc$ac$u%Cpublications
4 Bouse of
-ommons$
Dewatripont, 9$
et al$ !""A
!""G$ Scientific Publications5 free for all6 +"
th
Report of the Science and
Technology -ommittee$ ,&ailable from www$publications$parliament$u%
Study on the Economic and *echnical Evolution of the Scientific
Publication Mar/ets in Europe$ D0(Research, 2uropean -ommission$
,&ailable from www$ec$europa$euCresearch
A 9c-ullagh, D$
-omputerworld
/ews$
!""A$ (oogle.s $hinese 7ire0all Bloc/s More than 8ahoo) 7ebwatch
news !3$+$"A$ www$networ%s$silicon$comCwebwatch$
!""A$ &esearchers: Search Engine $ensorship has Impact) +4$@$"A$
www$computerworld$com$
3 Tenopir, - and
=ing, D$
!""E$ 2lectronic ;ournals and -hanges in Scholarly ,rticle See%ing and
Reading 'atterns$ #"%ib Maga9ine$ +G$++C+!$ /o&emberCDecember !""E$
E =atJen, ;$ !""E$ Managing $hina.s &esearch Strategically$ Internal power(point
presentation$ 2lse&ier$ ,&ailable from www$china$else&ier$com$
# Brown, S$ and
Swan, ,$
!""3$ &esearchers. Use of Academic %ibraries and their Services$ Report
commissioned by the Research Information /etwor% and -onsortium of
Research 1ibraries$ ,&ailable from www$rin$ac$u%$
+" 7agner, -$ and
1eydesorff, 1$
!""4$ 1et0or/ Structure- Self"4rganisation and the (ro0th of International
$ollaboration in Science$ Digital 1ibrary of International Science and
Technology$ @G 6+"8$ ,&ailable from www$dlist$sir$ariJona$edu$
++ 2lse&ier$ !""#$ :collab &eveals that Scientists and &esearchers are +All Business.
0ith Social Applications$ 'ress release$ # ;une !""#$ ,&ailable from
www$else&ier$com$
+! -ase, 9$9$ !""G$ A Snapshot in *ime: A&% %ibraries and Electronic
!ournal &esources) 'aper presented at The /ew -hallenge for Research
1ibraries) -ollection 9anagement and Strategic ,ccess to Digital
Resources, conference sponsored by the 5ni&ersity of %lahoma, 9arch
G(4, !""G$ ,&ailable from the ,ssociation of Research 1ibraries 6,R18,
/orth ,merica$ !"""$ www$arl$org$
24 5embership no
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APPE&06
.!T (, '(5PETT(R!
nternational 'ompetitors Publishing over ?3 Academic Titles
Publishers of !:rated !T5 Cournals T"pe
Reed 2lse&ier -ommercial
7olters =luwer -ommercial
Springer
7ileyCBlac%well -ommercial
Bertelsmann -ommercial
Taylor and Francis -ommercial
Sage -ommercial
=arger -ommercial
Institute of 2lectrical and 2lectronic 2ngineers Society
-ambridge 5ni&ersity 'ress 5ni&ersity 'ress
xford 5ni&ersity 'ress 5ni&ersity 'ress
9arcel De%%er -ommercial
BoltJbrinc% -ommercial
,merican Institute of 'hysics Society
Scandina&ian 5ni&ersity 'ress 5ni&ersity 'ress
5ni&ersity of -hicago 'ress 5ni&ersity 'ress
9ary ,nn 1iebert -ommercial
Institute of 'hysics 'ublishing 1td Society
,merican -hemical Society Society
!ource) nternet research, April 2334
'ompetitive (n:.ine !ervices
(n:.ine !ervices /sed b" /niversit" .ibraries
Science DirectCScopus 62lse&ier8 ,merican -hemical Society
I21 6I222CI2T 2lectronic 1ibrary8 IngentaC5n-o&er
=luwer Science &idCSil&er 'latter
7iley Interscience ;STR
xford ;ournals 7eb of Science
5-' ;ournals Di&ision 2mbase
/ature 9athSci/et
,merican Society or 9icrobiology -hemical ,bstracts Ser&ice
Bighwire Swetset /a&igator
'ubmed -entral 2-S- nline
Synergy ,ssociation for -omputing 9achinery
/,S, ,strophysics Data System 1I/= 0oogle Scholar
(riginal !ource) Reed Elsevier and -arcourt +eneral. A report on the proposed merger. 'ompetition
'ommission Cul" 233>. /pdated via nternet research, April 2334.
?3 5embership no
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APPE&06 @
!TA=E-(.0ER .!T
P/B.'!) &TERE!TAP(*ER 5ATR6
P(TE&TA. !!/E! 5A&A+E5E&T !TA&'E
E%amples of !takeholders
These indi&idualsCorganisations are pro&ided as examples and are currently weighted
towards a 5= audience$ Bowe&er, support from -loud 'R national teams and
Belcher Rollins national offices will inform the urgent de&elopment of a detailed,
nationally(targeted sta%eholder list$
!TA=E-(.0ER 'ATE+(R1 E6A5P.E!
Enabling !takeholders)
Belcher Rollins shareholders,
stoc%bro%ers and analysts
Ban%s, Insurance -ompanies, 'ension Funds; other
institutions; Indi&iduals
0o&ernment departments,
committees and agencies
0o&ernment(funded non(
departmental bodies
6policy andCor funding role8
/ational 0o&ernments) 5= and target countries)
eg: U #epartment for Innovation- Universities and S/ills
;#IUS<5 #epartment for Business- Enterprise and
&egulatory &eform ;BE&&< and others eg #epartment for
Energy and $limate $hange ;#E$$<5
7oreign and $ommon0ealth 4ffice Science and Innovation
1et0or/5 #epartment for International #evelopment
Specialist -ommittees, eg 'ouse of $ommons Select
$ommittee on Science and *echnology: Select $ommittee
of Innovation- Universities - Science and S/ills
0o&ernment ,gencies) 5= and target countries)
eg British %ibrary5 1ational 4rganisation for Adult %earning5
1ational Statistics 4ffice5 1ational Archives5 British
Education and $ommunications *echnology Agency
;BE$*A<5 'igher Education 7unding $ouncil- U ;'E7$E<
5= 0o&ernment 0lobal Science and Inno&ation Forum
The British -ouncil
9useums, 1ibraries and ,rchi&es -ouncil 691,8
2uropean -ommission) Education and $ulture #epartment5
#irectorate (eneral for &esearch
Research -ouncils 5= 6R-5=8
rganisation for 2conomic -ooperation and De&elopment
62-D8
5nited /ations 2ducational, Scientific and -ultural
rganisation 65/2S-8
F2 and B2( funded bodies ;oint Information System -ommittee
?> 5embership no
66666
,unctional !takeholders)
2mployees ,cross the Belcher Rollins organisation
2xisting and potential ser&ice(
users
academic librarians and researchers; clinical, professional
and industrial researchersCusers
,cademic budget holders 5ni&ersity administrators, libraries and computer
departments
TeachersClecturers 'rofessionals setting research briefsCreading lists
,uthors ,cademics and researchers
Re&iewers Re&iew panels of existing Belcher Rollins publications
2ditorial Boards 2ditorial boards of existing Belcher Rollins 'ublications and
competing prestigious titles 6who may defect to BR as a
new publisher8
/ationalCInternational research
bodies
2g S5RF Foundation 6/etherlands8; 0erman Research
Foundation 6DF08; Denmar%s 2lectronic Research 1ibrary
6D2FF8; -entre /ational de la Recherche Scientifi.ue 6-/RS8;
2uropean Space ,gency, -2R/ H international particle physics
laboratory, 2uropean Southern bser&atory, 2uropean
Synchrotron Radiation Facility; 5S /ational Institutes of Bealth
6/IB8
&ormative !takeholders)
-ompetitors commercial publishers, learned societies, uni&ersity presses
6see list8
pen access ser&ices /ew ser&ices such as 2lectronic Theses nline Ser&ice
62thos8; 9a*or players including) Bentham pen; Bio9ed;
-o,ction 'ublishing; Bindawi 'ublishing; I&yspring; 1ibertas
,cademica; 9ed%now, the 'ublic 1ibrary of Science and
Scholarly 2xchange
0iffused !takeholders)
,cademic coalitions and
professional associations
,ssociation of ,merican 5ni&ersities
,ustralian Iice(-hancellors -ommittee
,ssociation of 5ni&ersities and -olleges of -anada;
/ational ,ssociation of State 5ni&ersities and 1and 0rant
-olleges; ,merican 2ducational Research rganisation;
-anadian ,ssociation of 5ni&ersity Teachers
,lliances of academic and
research libraries H national
and international
Research 1ibraries 5= 6R15=8; Standing -onference of
/ational and 5ni&ersity 1ibraries65= and Ireland H
S-/518; 5S ,ssociation of Research 1ibraries 6,R18; 5S
,ssociation of -ollege and Research 1ibraries 6,-R18;
International -oalition of 1ibrary -onsortia 6I-1-8; 5S
-ommittee on Institutional -ooperation 6-I-8; Research
Information /etwor% 6RI/8; the Scholarly 'ublishing and
,cademic Resources -oalition 6S',R-8; -anadian
,ssociation of Research 1ibraries 6-,R18; ;apanese
1ibrary ,ssociation; ,ssociation of 2uropean Research
1ibraries 61IB2R8; ;oint 5ni&ersity 1ibrarians ,d&isory
-ommittee -hina 6;51,-8; -ouncil of /ew :ealand
5ni&ersity 1ibrarians 6-/:518; -ouncil of ,ustralian
5ni&ersity 1ibrarians 6-,518
'ublishers associations The 'ublishers ,ssociation; ,ssociation of 1earned and
'rofessional Society 'ublishers; International ,ssociation of
Scientific, Technical and 9edical 'ublishers; ,ssociation of
,merican 5ni&ersity 'resses
?2 5embership no
66666
/ewsCmedia organisations /ationalCinternational business and financial media;
specialist publishing; academic and IT media$ Industry focus
relating to %ey titles
Specialist bloggers 2g) The Scholarly =itchen; library blogs and specialist
scholarly publishing bloggers
Boo%sellers 2g ;ohn Smith and Son, Blac%wells, Barnes and /oble,
,maJon
Trusts pro&iding research
funding
2g 1e&erhulme Trust, 7ellcome Trust, -arbon Trust,
Fulbright -ommission, Bill and 9elinda 0ates Foundation
Subscription agents 2g) 7T -ox 65S,8, D, Information 6,ustralia8, 2BS-
62urope8, I/02/T, 65=8, Sunmedia 6;apan8
Document suppliers 2g British 1ibrary Document Supply -entre 6B1DS-8
-opyright granting and royalty
collection organisations
In all target countries
Trade unions 2g 5ni&ersity and -ollege 5nion 65S58, ,ssociation of
Teachers and 1ecturers 6,T18
dentification of Publics) nterestAPo<er 5atri%
.E@E. (, &TERE!T
.(* -+-
P(*ER
.(*
-+-
5&5A. 'A5PA+& ,('/!
Research Foundations
Trusts
Boo%sellers
-opyright granting and royalty collection
organisations
Trade 5nions
Teachers and lecturers
=EEP &,(R5E0
'ublishers ,ssociations
'rofessional ,ssociations
Specialist bloggers
Subscription ,gents
Document suppliers
=EEP !AT!,E0
0o&ernment departments and agencies
2uropean -ommission
Research -ouncils
=E1 P.A1ER!
2xisting and potential ser&ice users H academic
librarians and researchers
-linical, professional and industrial
researchersCusers
,cademic budget holders
,cademics contributing to publications H
researchers, re&iewers and editorial boards
2mployees and shareholders
B2 and F2 funded bodies
-ompetitors H commercial publishers, academic
presses, learned societies
,cademic coalitions and ,lliances of academic
and research libraries
/ews and media organisations
?? 5embership no
66666
Priorit" Publics) =e" nformation !ources

Primar" Publics nformation !ources
,cademic 1ibrarians Belcher Rollins and other publishers; alliances of academic
and research libraries; academic coalitions; academic budget
holders; researchers; media
,cademic Researchers Belcher Rollins and other publishers; formal and informal
research communities; media
-linical, professional and
industrial researchers
Belcher Rollins and other publishers; formal and informal
,cademic budget holders Belcher Rollins and other publishers; alliances of academic
and research libraries; academic coalitions; media
,cademic coalitions Belcher Rollins and other publishers; alliances of academic
and research libraries; member uni&ersities; media
,lliances of academic and
research libraries
Belcher Rollins and other publishers; academic coalitions;
member libraries; media
,cademics contributing to
scholarly *ournals)
researchers, re&iewers
and editorial boards
Belcher Rollins and other publishers) formal and informal
Belcher Rollins employees BoardCInternal communications department; colleague
opinion leaders; customers including libraries, contributors,
re&iewers and editorial boards; media
Belcher Rollins shareholders BoardCInternal communications department; legal and
in&estment ad&isors 6analystsCstoc%bro%ers8; media
-ompetitors H commercial
publishers, learned societies
and uni&ersity presses
Belcher Rollins communications; customers including
libraries, contributors, re&iewers and editorial boards; library
alliances and academic coalitions; media
B2 and F2 funded bodies 0o&ernment departments and agencies; academic
institutions; academics including budget holders; media
/ews and media
rganisationsCcommentators
Belcher Rollins communications department; competitors;
customers; academic opinion leaders and organisations
acting as pressure groups
!econdar" Publics nformation !ources
0o&ernment departments
and agencies
Belcher Rollins communications department; competitors
6lobbyists8; customers; academic opinion leaders and
organisations acting as pressure groups
2uropean commission ,s abo&e
Research councils ,s abo&e
?7 5embership no
66666
Targeting Publics) Potential ssues 5anagement !tance
(pen access) Belcher Rollins belie&es that the existing system of peer(
re&iewed *ournal publishing is the strongest option and that a short(term
switch to open access would place the .uality of published data at serious
ris%$ Bowe&er, the company is wor%ing with uni&ersities to trial new methods
of publishing including an author(pays and a sponsor(subsidised model
Rising cost of commercial subscriptions) The increased dri&e for
electronic resources mean that costs are predicted to fall o&er the next +"
years due to the impact of ad&ancing technology
Political 'ensorship) Belcher Rollins belie&es that products li%e InScope
ha&e a part to play in increasing openness and prosperity in the world$
De&elopment plans, including those for -hina, ha&e not identified the
probability of censorship$ Such a mo&e would be a serious matter for the
company, potentially at odds with its mission to an indispensable partner to
the academic community$ If the situation arises the Board is committed to
discuss it openly and transparently, and to consult with the rele&ant academic
communities in order to agree an appropriate way forward
?8 5embership no
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APPE&06 @
!PEA=ERA!P(&!(R!-P (PP(RT/&TE!
!'-E0/.E (, '(55/&'AT(&! A'T@T1 A&0 B/0+ET
,ollo<:/p Activit") !peakerA!ponsorship (pportunities
Research .ibraries /= H annual conference$ 1eeds, /o&ember !""#
Capanese .ibrar" Association H ,ll ;apan 1ibrary -onference$ <o%ohama,
December !""#
.BER) Association of European Research .ibraries H Inno&ation
-onference$ 0ene&a, ;anuary !"+"
'AR.) 'anadian Association of Research .ibraries H annual conference$
ttawa, ;anuary !"+"
C/.A') Coint /niversit" .ibrarians Advisor" 'ommittee H ,09$ Bong
=ong, February !"+"
/! Association of 'ollege and Research .ibraries H annual conference$
Seattle, 9arch !"+"
'(&G/.) 'ouncil of &e< Gealand /niversit" .ibrarians H ,09$
7ellington, 9arch !"+"
'A/.) 'ouncil of Australian /niversit" .ibrarians H ,09$ Sydney, ,pril
!"+"
n!cope .aunch 'ampaign) 'ommunications Activit" !chedule
5a" 34 Cun 34 Cul" 34 Aug 34 !ept 34 (ct 34 &ov 34 0ec 34 Can >3 ,eb >3 5ar >3 April >3
Testing Final focus groups) creati&e proposalsCmessages -ontinue to monitor feedbac% from sta%eholders in order to ad*ust messages
!et:up
-reate
-omms
Team
Team
IntranetC
Tool%it in
place
9edia
training
nternal
'ommunications
Briefings
/ewsletter
Intranet
5pdate
Briefings
/ewsletter
Briefings
/ewsletter
Intranet
5pdate
Briefings
/ewsletter
-ompetitio
n
Briefings
/ewsletter
Intranet
5pdate
'roduce
DID
Dedicated
Briefing
9erchandis
e
/ewsletter
Intranet
5pdate
DID
Briefings
/ewsletter
-ompetitio
n follow up
Briefings
/ewsletter
Intranet
5pdate
Briefings
/ewsletter
Briefings
/ewsletter
Intranet
5pdate
Briefings
/ewsletter
Briefings
/ewsletter
Intranet
5pdate
'ustomer:,acing
'ommunications
e(alert
media rels
ad&ertising
magaJine
'R
RB website
update
-ustomer
newsletter
media rels
ad&ertisin
g
magaJine
'R
RB
website
update
-ustomer
newsletter
e(alert
media rels
ad&ertising
magaJine
'R
RB website
updates
-ustomer
newsletter
,d&ertising
9edia rels
magaJine
'R
RB website
update
-ustomer
newsletter
e(alert
media rels
ad&ertising
magaJine
'R
RB website
update
-ustomer
newsletter
9ed rels
2&ents
2(alert
I(brochure
Screensa&er
PuiJ
,d&ertising
magaJine
'R
/ew website
Special
edition of
newsletter
RB website
update
9edia rels
2&ents
,d&ertising
magaJine
'R
7ebsite
update
-ustomer
newsletter
Social
media
Roadshows
5=
conference
9edia Rels
,d&ertising
magaJine
'R
7ebsite
update
-ustomer
newsletter
Social
media
Roadshows
-hallenge
'R
;apan
9edia Rels
,d&ertising
magaJine
'R
7ebsite
update
-ustomer
newsletter
Social
media
Roadshows
-hallenge
'R
2uropean
9edia rels
,d&ertising
magaJine
'R
7ebsite
update
-ustomer
newsletter
Social
media
Roadshows
-hallenge
*udging
-anada
9edia rels
,d&ertising
magaJine
'R
7ebsite
update
-ustomer
newsletter
Social
media
Roadshows
-hallenge
awards
e&ent
9edia rels
,d&ertising
magaJine
'R
7ebsite
update
-ustomer
newsletter
Social
media
,ustralia
conference
?; 5embership no 66666
Social
media -hallenge
'R
conference conference conference /:
conference
nvestor Relations Shareholder
Cad&isor
briefing
Shareholder
C
,d&isor
in&itation
2&ents
1in% with
interim
results
,09 and
annual
report
.obb"ing InScope messages in all
acti&ity
R-5=
briefing
InScope messages in all
acti&ity
Bouse of
-ommons
Reception
-onsul
briefings
InScope messages in all acti&ity
ssues
5anagement
'lan de&eloped and in
place
Ready to implement plan at all times) ad*ust in relation to media, competitor and public opinion$
Evaluation 7ebsite
hits
9edia
7ebsite
hits
9edia
7ebsite hits
9edia
7ebsite hits
Sales and
info
re.uests
9edia
7ebsite
hits
Sales and
info
re.uests
9edia
7ebsite
hits
Sales and
info
re.uests
9edia
7ebsite
hits
Sales and
info
re.uests
9edia
7ebsite
hits
Sales and
info
re.uests
9edia
7ebsite
hits
Sales and
info
re.uests
9edia
7ebsite
hits
Sales and
info
re.uests
9edia
Satisfaction
sur&eys
PR(P(!E0 B/0+ET

A'T@T1 B/0+ET
A..(*A&'E H
'(55E&T!
PRE:.A/&'- A'T@T1
Testing of &isual identityCcampaign messages with
pilot focus groups
" 2xisting BR budget
'roduction of &irtual tool%it and pass(worded intranet
pages for /ew 0eneration communications team >4,"""$""
9edia training) 3 locations Q >@,4""$"" per session >!G,4""$""
nternal 'ommunications
/ewsletterCbriefings "
2xisting BR
budget6BR8
'roduction of A(minute staff DID including all
2uropean, ;apanese and -hinese language &ersions >@","""$""
5sing internal
translation ser&ice
'roduction of monthly podcasts for intranet x 4 >4,"""$""
Staff product trainingCinductions "
2xisting BR budget
6BR8
Staff competition priJe) tra&el and accommodation
allowance) >!,4"" x G >+","""$""
'ustomer:,acing 'ommunication
Database creation and issue of e(alerts "
2xisting BR budget
69ar%eting8
Tactical ad&ertising in +"" BR *ournals x 4 editions)
creati&e and production costs only
>@","""$""
'hotographyCproduct animations >+","""$""
9edia relations (
9anagement only H
see consultancy
cost
7ebsite updates and e(newsletter "
2xisting BR budget
69ar%eting8
ssues 5anagement
9edia, competitor and public comment H monitoring
ser&ices x 4 months x 3 locations
>3","""$""
E6TRA(R0&AR1 B/0+ET ,(R PRE:.A/&'-
A'T@T1 P-A!E. !/B:T(TA.) H>B7,833.33
K BR N Belcher Rollins
?4 5embership no
66666
0roup
.A/&'- A'T@T1
Staff Briefings "
2xisting BR budget
6BR8
9erchandising material 63""" staff8 >34,"""$""
Staff newsletter, special edition) 'rint and e(&ersion
including translation and photography cost >@4$"""$""
Intranet updateCuse of information screens "
2xisting BR budget
6BR8
'ustomer:,acing 'ommunications
Database managementC distributionCe(newsletter "
2xisting BR budget
69ar%eting8
-reation of e(announcement and i(brochure with
appropriate functionality, &ideo streaming etc$
Iersions in 2uropean languages, ;apanese and
-hinese >!4,"""$""
-reation of trial site capability, screensa&er and .uiJ$
9ulti(languages >4","""$""
Tactical ad&ertising in +"" BR titles$ -reati&e and
production costs only, ctober editions >+4,"""$""
-reation of InScope website and social media sites "
2xisting BR budget
6productCmar%eting8
9edia relations)
production of audio and &ideo news releases
6multi languages8
photography for press pac%s
'roduction of press briefing pac%s
>G","""$""
>+","""$""
>!4,"""$""
1aunch e&ents)
Ienue hire, staging, room dressing and
audio &isual x A locations
-atering) press brea%fast x 4", dinner x +""$
A locations
Information pac%s
9erchandising material
'hotographyCfilming of e&ents
Tra&el and subsistence for BR demo team
>3E,"""$""
>@E,"""$""
>+","""$""
>!@,"""$""
>!4,"""$""
.obb"ing Activit"
Bouse of -ommons reception) room hire, catering
and information pac%s >@,4""$""
ssues 5anagement
ser&ices x ! months x 3 locations >!E,"""$""
73 5embership no
66666
E6TRA(R0&AR1 B/0+ET ,(R .A/&'-
A'T@T1) !/B:T(TA.) H7;3,833.33
,(..(*:/P A'T@T1
ngoing briefings, newsletter etc "
2xisting BR budget
6BR8
'ustomer:,acing 'ommunication
9onthly e(newsletters x A "
2xisting BR budget
69ar%eting8
Tactical ad&ertising in BR *ournals$ +"" x A editions,
as before >3","""$""
9edia relations
9anagement only H
consultancy cost
InScope websiteCsocial media sites "
2xisting BR budget
69ar%eting8
-ommunications acti&ity for the InScope -hallenge H
information pac%, liaison, *udging, award e&ent$
Including >@",""" priJe >E","""$""
Road shows x +" international locations$ Ienue hire,
room dressing, audio(&isual, tra&el costs >+4","""$""
Sponsorship of 3 sector e&ents including tra&el cost
for spea%er, room dressing and communications
material
>+4","""$""
ssues 5anagement
ser&ices x A months x 3 locations >34,"""$""
Evaluation
Traditional and social media monitoring and
e&aluation 6international8$ 9onthly reports x +!
months
>+4","""$""
E6TRA(R0&AR1 B/0+ET ,(R ,(..(*:/P
A'T@T1) !/B:T(TA.) H9;8,333.33
'(&!/.TA&'1 !/PP(RT) ; &AT(&A. TEA5!
're(launch strategic input and media relations
management)
Fees
'otential disbursements
>!"","""$""
>!","""$""
1aunch support including strategic direction,
international e&ent management, and media relations
management )
Fees
>@4","""$""
>@4,"""$""
Follow(up support including strategic direction and
media relations management
Fees
>!"","""$""
>!","""$""
7> 5embership no
66666
B/0+ET ,(R '(&!/.TA&'1 !/PP(RT.
!/B:T(TA.) HB28,333.33
(@ERA.. 'A5PA+& B/0+ET H2,>88,333.33
'onsultanc" 'harges
/ote that consultancy fees are based on the rates agreed within -loud 'Rs contract
with Belcher Rollins$ These are per eight hour day)
Strategy Director) >+,4""$""
International ,ccount Directors) >+,!""$""
9anagement support) >E""$""
Disbursements including tra&el, accommodation and subsistence are charged in
addition as per the agreed terms and conditions$ Specific national day rates will be
agreed with the client and may be sub*ect to fluctuations in exchange rates$
The wor%ing budget within this report is for initial planning purposes only, and a
detailed consultancy support budget will be discussed and agreed with the client$
72 5embership no
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RAT(&A.E
ntroduction
The plans foundations lie in an appreciation of 'R theory, ranging from systems
management to the global dialectics of international 'R$
'R is defined as) RS the planned and sustained effort to establish and maintain
goodwill between an organisation and its publics$T 6-I'R, !""E8
0regory 6!""!, p$@8 comments)
RImplicit in all this is that 'R practitioners carefully consider how programmes
need to begin, and continue in a structured way to the benefit both of their
organisation and to the public their organisation interacts with$T
She summarises planning as) focusing effort; impro&ing effecti&eness; encouraging
long(term thin%ing; demonstrating &alue; minimising mishaps; reconciling conflicts
and facilitating pro(acti&ity$
nternational 0imensions
0lobalisation has impacted hugely on 'R 612tang !""E8, but while 'R is considered
to be present e&erywhere, 7estern notions may be inappropriate in many countries
6-urtin and 0aither !""38$
Bofstedes 6!""+8 theory of national culture cites differences in cultural relationship
constructs$ Buang 6!""+, cited in -urtin and 0aither !""3, p$+!8 demonstrates these
in ren=uing, a set of social norms which must be negotiated in -hinese society$
Indeed, culture can impact on e&en basic 'R tactics 6International -ommunications
-onsultancy rganisation !""G, cited in -urtin and 0aither !""38$
This potential for R,nglophone dominanceT 612tang !""E, p$!4@8 and for societal
culture to challenge the success of international 'R 6Taylor, !""+8 illustrate the
inade.uacy of a central approach to campaign management$
The alternati&e of dual responsibility 6Burns, cited in Taylor !"""8 supports the
creation of a 'R team, including national representati&es from the company and
consultancy$ This supports the trend towards glocalisation, 69aynard !""@, cited in
7? 5embership no
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-urtin and 0aither !""3, p$++38, tailoring mar%eting to local circumstances$
9eanwhile, effective global 'R encompasses) Rexplicit con&ersation about cultural
and regional differences$T 6Birsch and Shau%at !""E, p$+A8$
Dedicated resources for the team, such as an extranet, are endorsed by 9orley
6!""!, p$G"8 who identifies prere.uisites for practitioners including in(depth
understanding of culture and similar practical solutions$
!"stems Theor"
Systems Theory suggests that organisations can be recognised by interaction with
their en&ironments 6-utlip et al !""", cited in Tench and <eomans !""A8 and are
considered open or closed systems$ The former ha&e permeable boundaries and
wide exchange, while the latter ha&e closed boundaries and minimal exchange$
60regory !""!, p$@4(4+8$
,ssumptions were made regarding an open systems approach and were considered
realistic, being based on approaches to communications ta%en by the current mar%et
leaders
++
$ The report recommends an international 'R team, howe&er, it is
ac%nowledged that ta%ing this approach in a closed system, may not succeed$
,n open systems model of 'R lin%s to the planning process, through a four(step
approach$ 6-utlip et al !""", cited in Tench and <eomans !""A8) defining problem6s8;
planning; ta%ing action and communicating, then e&aluating$
This approach was expanded, based on 0regorys planning model 60regory !""",
p$GG8, beginning with analysis and ob*ecti&e setting 6reflecting organisational
ob*ecti&es8, progressing to message creation; strategic approach and tactics,
supported by timescales, resources and e&aluation$
7ilsons 6!""+, p$!+E8 'lanning 9atrix was also a useful reference, similar to
0regorys 6!""!8 approach but assessing the central core of difficulty prior to
identifying public, goals and ob*ecti&es$
This was not considered to enhance the plan$ Bowe&er, on reflection the production
of a single sentence encompassing the heart of the problem may ha&e helped to
define messages$
11
See references throughout plan$
77 5embership no
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E%cellence
7ithin 'R models, such as the typologies of press agentryCpublicity, public
information, two(way asymmetric and two(way symmetric 60runig and Bunt +#EG
cited in Tench and <eomans !""A8, the latter has been described as an ideal
approach 6Faw%es !""!8$ This aims for mutual understanding with publics$ The
assumption of an open system establishes the potential for symmetrical 'R$
Bowe&er, critics see this is an idealised approach 61eitch and /eilson !""+, cited in
0runig et al !""!8$ Furthermore, international research challenges the applicability of
generic models 6DiaJ et al !""#8, suggesting that culturally(pertinent alternati&es may
be more suitable$
0runig et al 6!""!8 define Rexcellent 'RT as in&ol&ing symmetry, strategic
management and direct in&ol&ement with the power(base of the organisation$ This
group is %nown as the dominant coalition, and the information needed for decision
ma%ing is pro&ided by boundary spanners) RIndi&iduals who interact with the
organisations en&ironment and gather, select and relay information from the
en&ironment to the dominant coalitionT 67hite and DoJier +##!, p$#+8$
Iecic et al 6+##@, cited in DiaJ et al !""E8 identify generic normati&e factors of
excellent 'R, applicable across cultures, including) in&ol&ement in strategic
management; a place in the dominant coalition; internal and external symmetry and
'R as a management function$
The recommendation to establish a 'R team, headed by the 'R Director enables
en&ironmental scanning and issues management within the dominant coalition$ 1in%s
to other functions illustrate a boundary spanning role, allowing the team to influence
strategy, manage issues and interface with mar%eting acti&ity, financial reporting and
internal communications$
Some tactics could be considered a remit of mar%eting$ 7hile certain theorists
belie&e in separation between 'R and mar%eting 60runig !""+8, 'R is often &iewed
as an element of mar%eting communication 6Blac% +##48$
,lternati&ely, 7a%efield 6!"""8 proposes that international effecti&eness stems from
factors li%e dual matrix 'R reporting to national leaders and head office; o&erall
78 5embership no
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coordination of 'R and close cooperation with 6but not subordination to8 mar%eting
and other teams$
The legitimacy of a dedicated 'R team managing the launch, en&isages 'R and
mar%eting as separate but o&erlapping functions 6=otler and 9inda%, cited in 9oss
+##48$ 'Rs potential to be the dominant function in a company li%e Belcher Rollins is
considered unli%ely$ It is also accepted that an alternati&e, mar%eting(dominant model
would restrict the proposed le&el of 'R planning and control$
!ituational Anal"sis
Systems theory led to en&ironmental analysis, using the 2'IST12
+!
techni.ue,
followed by a S7T
+@
analysis, based on a wide range of industry and pressure
group reports; indi&idual company websites; 0o&ernmental acti&ity and media
co&erage$
+G
,dditional assumptions were made regarding a&ailability of wider
research, including personal discussions and focus groups$
Such en&ironmental monitoring 61ebringer +#3!, cited in Tench and <eomans
+##A8, usually called en&ironmental scanning 60runig et al !""!8, identifies
en&ironmental actions which may force reaction from the organisation, and allows
strategic ad*ustments$

,ccording to Simcic BrUnn 6!""+, p$@!+8, this is %ey to the strategic process and a
pre(re.uisite to being in&ited to the management table 6-utlip et al +##G cited in
Simcic BrUnn !""+8, supporting the belief that continuous scanning is necessary for
effecti&e 'R 60ayes%i +##G cited in Simcic BrUnn !""+8$
Situational analysis not only informed the identification of sta%eholders and
subse.uently messages, but highlighted issues$
Some theorists 60regory !""!8; -utlip et al !"""8 en&isage the correct approach
being to analyse the situation before defining publics and ob*ecti&es$ In reality,
practitioners are often presented with ob*ecti&es at the outset and this was partially
12
2'IST12 analysis considers) economic; political; information; social; Technological, legal and en&ironmental
factors$
13
S7T analysis re&iews internal strengths, wea%nesses, opportunities and threats$
14
References can be found throughout the launch plan
79 5embership no
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e&ident within the brief$ In such cases, scrutiny is re.uired to ensure appropriateness
6Tench and <eomans !""A8$
The next step was to identify and map sta%eholders$ =ramer 6+### cited in 7elch
!""A8, describes sta%eholders as Rintuiti&e scientistsT, highlighting that they are
holders of information and attitudes, e&en before the relationship with an organisation
begins$ 9eanwhile, 'Rs role in) R-hanging or neutralising hostile opinion,
crystallising uninformed or latent opinion and conser&ing fa&ourable opinion$T6-utlip,
-enter and Broom !""", cited in 0regory !""!, p$3#8 appears to support the &alidity
of en&ironmental scanning within the planning process$
dentif"ing Audiences
Sta%eholder theory comes from a =antian perspecti&e, demanding that management
gi&es regard to sta%eholder interests, arguing that affected groups should ha&e a role
in determining organisational policy 62&an and Freeman +##@, cited in Somer&ille
!""+8$ Sta%eholders are) R'eople in a category affected by decisions of an
organisation, or if their decision affects the organisationT 60runig and Repper +##!,
cited in Tench and <eomans !""A8$
9eanwhile, publics are acti&e rather than passi&e) R0roups of indi&iduals who
de&elop their own identities, and perhaps representations of their collecti&e interests,
in relation to the systemT 61eitch and /eilson !""+, p$+@+8$
In&ol&ing sta%eholders in setting ob*ecti&es results in a better(concei&ed programme
and organisational de&elopment$ 6-oalter !""A and Stroh !""3, cited in 12tang
!""E8$This approach is useful when managing issues 60runig !""!, cited in Deegan
!""+, p$+#8 and is e&ident within the trialling and feedbac% elements of the plan$
Sta%eholders are identified through their relationship to the organisation, and
classified as enabling; functional; normati&e or diffused 62sman +#3!, cited in
Tench and <eomans !""A8$ This sets the scene for the next important decision) the
identification of publics$
Initially, situational theory was considered 60runig +##3, cited in 1 0runig et al !""!8,
using predicted communication and beha&iour to segment publics into latent,
aware and acti&e categories, with acti&e categorised further into apathetic,
7; 5embership no
66666
single(issue, hot(issue and all(issue groups$ This was *udged inappropriate due to
the need for a culturally(sensiti&e approach to classification$
Instead, a powerCinterest matrix 6;ohnson and Scholes !""!, cited in Tench and
<eomans !""A8 defined the le&el of sta%eholder interest, and the li%elihood of action$
This attributed le&el of strategic importance highlighted %ey publics$
!etting (bjectives
rganisations are effecti&e when their goals are important both to the organisation
and its sta%eholders 60runig !""+8$ The aims and ob*ecti&es support this assertion,
and the belief that the achie&ement of ob*ecti&es is enhanced by) choosing the
preferred outcome with care; choosing targets with ad&ocacy in mind and
remembering that a minor change in the organisations stance can bring positi&e
effects 60runig and Bunt +#EG, cited in Tench and <eomans !""A8 The latter point is
rele&ant to the issues management element of the campaign$
The report also supports 0regorys 6!""!8 &iew that ob*ecti&es can be cogniti&e,
affecti&e, or conati&e and) must support business ob*ecti&es; be achie&able through
'R; precise and specific; .uantified as far as possible and set to budgets, timescales
and priorities$ In short, they are S9,RT$
+4

-onstraints such as timescale, resources and decision(ma%ing capability are
considered within the wider report$
5essages
The messages support the campaign ob*ecti&es and the corporate strategy$ 'ratt
6!""+, p$@448 asserts that success is achie&ed when formati&e research is used to
direct message components, commenting) R9essages can be cle&er and attention
getting but they must also represent the organisation, and match and enhance the
audiences multiple and &aried images and public positions regarding the
organisation$T
Such strategic direction is at odds with traditional 'R 6Beath !""", cited in Tench
and <eomans !""A8, possibly as a result of many practitioners coming from a
*ournalistic bac%ground$
15
S9,RT ob*ecti&es are defined as) specific; measurable; achie&able; realistic; time(bound
7B 5embership no
66666
9essages are critical as they) assist in awareness and attitude forming; demonstrate
the success of communication channels; are critical in e&aluation and summarise
arguments$ Bowe&er, they may be o&erly simplistic in situations where there is an
intended two(way dialogue$ 6Tench and <eomans !""A8$
9essages are defined in terms of specific publics and thought is gi&en to 7ilcox et
als 6!""4, cited in 'R ,cademy !""#8 adoption process) awareness, interest,
e&aluation, trial and adoption$ This raises the .uestion) R7hat do I want the audience
to do with the message and will the audience understand itVT -ontent is determined
by considering existing perceptions, defining realistic shifts and considering suitable
elements of persuasion$ Deli&ery &ia a 'R(led campaign is also considered an
ad&antage 6Tench and <eomans !""A8$
!trateg" and Tactics
There is much discussion on the meaning of strategy and a literature re&iew re&eals
many definitions$
Smith 6!""4, p$@G#8 describes it as) TWtheX organisations o&erall plan, determining
what it wants to achie&e and how it wants to achie&e it, offering direction in both
proacti&e and reacti&e organisational acti&ity and messages) theme; source; content;
and toneT$ Be describes tactics as &ehicles of communication) in short, strategy is the
foundation on which tactics are built$
The report pro&ides a menu of acti&ities, based on an integrated approach to) internal
communication; customer communication; financial 'R; lobbying and issues
management$ ,cti&ity streams are mutually supporting$ The approach is based on a
+!(month campaign of pre(launch, launch and follow(up acti&ity$
7hile the brief re.uested acti&ities designed to manage relations with the most
important public, the situational analysis pro&ed there was no most important public$
To focus solely on the prime customer group, would not be a realistic approach
without 6a8 considering the potential influence of wider publics and 6b8 outlining the
opportunities for a more holistic campaign$
ne consideration was internal communications, based on the wor%forces role as a
%ey public$ Staff ha&e a direct effect on customer loyalty 6Thea%er !""!8 but internal
communications brings particular challenges to an international company 67a%efield
74 5embership no
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!""+8 Bowe&er, effecti&e global internal communications result from a senior
management commitment, a communications networ% and empowerment of local
managers 69ounter, !""@8; all of which fall within the plan$
Issues management is included as the situational analysis identified %ey issues$
0regory 6!""!, p$+GG8 states that) R,ll good 'R plans cater for the unexpectedT and
1auJen 6+##38 says that practitioner in&ol&ement in issues management increases
their chances of implementing excellent communications campaigns$
Financial 'R acti&ity was considered integral to the campaign and part of o&erall
reputation management 6Bong and =i !""A, Tench and <eomans !""A8$ , +!(month
campaign for a publicly(.uoted company ine&itably re.uires a lin% with the
established in&estor(relationship calendar 69iddelton !""!8$
7idespread 0o&ernmental acti&ity was identified around academic research,
re.uiring relationships with policy(ma%ers$ This is reflected in proposals for public
affairs acti&ity; the recognised Roperational side of issues managementT 6Tench and
<eomans !""A, p$ GGE8$
Tactics) Re&ents, media and methods used to implement the strategy,T 6-utlip et al
!""", cited in Tench and <eomans !""A, p$+#38 are closely aligned to the situational
analysis, ob*ecti&es and strategy$ The approach is cognisant of appropriateness and
deli&erability, as) RToo often, the techni.ues themsel&es become the focus of
attention rather than the ob*ecti&e they are meant to achie&e$T 60regory !""! p$+!+8
Secondary research of the academic publishing mar%et ensured that tactics were as
realistic as possible
+A
Timescale and Resources
The schedule specifies monthly acti&ity including pre(launch and post(launch phases$
9any acti&ities will re.uire bespo%e action plans to be de&eloped by the team$
'ro*ect management applications such as critical path analyses could be useful in
this respect$ 6Tench and <eomans !""A; 0regory !""!8$
16
See references throughout 'R plan
83 5embership no
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Staff s%ills and competencies are critical to success$ Buman resources re.uired to
support the campaign are outlined in terms of the proposed 'R team, lin%s with other
company specialists and consultancy support$
, detailed budget outlines potential implementation costs$ This supports an optimum
communications programme, howe&er, there is li%ely to be a compromise between
this and the actual budget allocated 6Beard !""+, cited in Tench and <eomans
!""A8$
Evaluation
'a&li% 6+#E3 cited in 7atson and /oble !""38 suggests that measuring the
effecti&eness of 'R has pro&ed almost as elusi&e as finding the Boly 0rail$ This may
be due to lac% of %nowledge 6DoJier +##G, cited in 7atson and /oble !""38$
7atson 6!""+, p$!AG8 finds many barriers to the widespread e&aluation of 'R
acti&ity, .uoting Bells 6+##!8 &iew that) RS too many clients are still not willing to
allocate realistic budgets to pay for the process$T
The approach ta%en is based on the measurement pyramid 69ac/amaras 9acro(
9odel +##!, cited in 7atson !""+ p$!A4; I'R !""@ p$+E8$ 2&aluation is based on
four steps, rising from inputs to ob*ecti&es achie&ed$ ,n e.ually useful alternati&e
would ha&e been the PII model 6preparation, implementation and impact8, 6-utlip et
al +##G, cited in 7atson !""+ p$!AG8$ Bowe&er it was decided to follow I'R 6!""@8
recommendations in utilising the 9ac/amara model$
2&aluation has a dedicated budget and resource, and will benefit from) setting
S9,RT ob*ecti&es; planning for e&aluation; monitoringCe&aluating throughout the
campaign; ob*ecti&ity; efficient management and transparency around e&aluation
results 6Tench and <eomans !""A8$
'onclusion
'lanning is seen as widely beneficial$ Shaffer 6+##3, cited in -ropp and 'incus !""+8
posits) RThe rein&ented communication function should be strategic, focused on
sol&ing business problems and integrated with business processes$T
8> 5embership no
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Tench and <eomans 6!""A, p$!"48 add) RW'lanningX clearly demonstrates to
organisational peers and employers that 'R can ma%e a real, measurable
difference$T
Bowe&er, it) R7ill not ma%e a poorly concei&ed programme successfulT$ 6Tench and
<eomans !""A, p$+E@8$ 'lanning simply ma%es it more li%ely that a programme will
be appropriate from the outset$
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