Communication

strategy and
implementation plan

Ref: WP2: Communication activities
Author: Veneto Region

Draft 02: Communication strategy

Version: 2.0
Date: 03/10/2018

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Content
INTRODUCTION ....................................................................................................................................... 3
1 CONTEXT ANALYSIS ............................................................................................................................ 4
1.1 REGULATORY FRAMEWORK .....................................................................................................................4
1.2 LOCATION FRAMEWORK .........................................................................................................................4
2 OBJECTIVES ....................................................................................................................................... 5
2.1 INNOCULTOUR OBJECTIVE .......................................................................................................................5
2.2 INNOCULTOUR COMMUNICATION AIMS .......................................................................................................5
3 COMMUNICATION STRATEGY ............................................................................................................. 6
3.1 MAIN TARGET GROUPS ..........................................................................................................................6
3.2 STAKEHOLDERS ....................................................................................................................................6
3.3 FROM TARGET GROUPS TO “BUYER PERSONAS” .............................................................................................9
3.4 THE BUYER’S JOURNEY ........................................................................................................................11
3.5 COMMUNICATION MATTERS ..................................................................................................................11
3.6 STRATEGIC GOALS TO IMPLEMENT A COMMON STRATEGY ................................................................................13
3.7 INTERNAL COMMUNICATION ..................................................................................................................14
3.8 EXTERNAL COMMUNICATION .................................................................................................................15
4 COMMUNICATION TOOLS AND ACTIVITIES ........................................................................................ 16
4.1 DIGITAL ACTIVITIES .............................................................................................................................16
4.2 EVENTS ........................................................................................................................................18
4.3 MEDIA RELATIONS AND PUBLICATIONS ............................................................................................25
4.4 OUTPUTS, ACTIONS OF WP2 .................................................................................................................26
5 MONITORING AND EVALUATION ...................................................................................................... 28
5.1 KPIS ............................................................................................................................................28
5.2 GUIDELINES FOR A CUSTOMER SATISFACTION SURVEY ...................................................................28
6 COMMUNICATION MEDIA IMPLEMENTATION PLAN .......................................................................... 31
7 COMMUNCATION PLAN GLOSSARY ........................................................................................ 34
8 PROJECT KEYWORDS ................................................................................................................ 35
9 TEMPLATES FOR PUBLICATION ............................................................................................... 36

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INTRODUCTION

Communication activities are a critical and integral part of INNOCULTOUR - INNOVATION AND
PROMOTION OF ADRIATIC CULTURAL HERITAGE AS A TOURISM INDUSTRY DRIVER implementation and
they are crucial for its success and long-lasting effect, one of the key elements to ensure durability and
transferability of outputs and results.
Communication is a horizontal project task and implies the engagement of all project partners, in a
cross-border and continuous cooperation.

One of the Innocultour outputs is a professional promotion campaign aimed Young and Curious tourist
to increase visibility and awarness of the involved sites through extensive traditional and social media
coverage. Eight cultural heritage sites will be promoted.

This document outlines the communication strategy, the activities and tools covered by Workpackage:
WP 2 “Communication activities”: action 2.1. “Start-up activities”, 2.2. “Media relations and
publications”, 2.3. “Digital activities”, 2.4.”Events”.

The Communication strategy plan is the result of the first Communication strategy draft, submitted to
PPs on March 2018 and improved with their feedback.

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1 CONTEXT ANALYSIS
1.1 Regulatory framework
Communication operates in accordance with the EU and Programme requirements:

INTERREG V A Italy – Croatia CBC Programme Project Communication (Factsheet n. 8): targeted
communication will help projects to achieve aims and ensure transparency in the use of the EU funds

Innocultour Communication Work Package (WP2): defines the communication approach and two
main objectives (increase knowledge and promote the involved areas + raise awarness, influence
attitude and change tourist behaviour)

The Innocultour connection to Museumcultour: It continues previous project and will capitalize the
Common Marketing Strategy developed within the project (integration of innovative technology and
creative industry in the promotion of cultural heritage sites; a focused campaign aimed at a specific
target group of tourists)

1.2 Location framework

Partner territory involved: Po Delta area Emilia Romagna area, Molise region, Veneto region, Split
Dalmatia county, Rijeka.

Cultural heritage sites involved: a) Fortore Molisano micro-museums and castles network, b) Natural
history museum Rijeka and permanent setup Kastel Zrinskih, c) Museum of southern lagoon in
Chioggia (VE), Great rivers museum in Rovigo, d) Museum of forest&deer of Mesola (FE), Salt museum
Cervia (RA), e) 4 ethno eco villages on Hvar island.

PPs will be asked to share specific information about these heritage sites, their field and scope of
activities and their current customer analysis (number, type, seasonality) by filling in the document
attached to this Communication Plan.

These additional information may be useful for the next communication and marketing actions.

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2 OBJECTIVES
2.1 Innocultour objective
• increase knowledge and promote the involved areas: less known natural and cultural heritage
sites as a leverage for territorial economic development
• raise awarness, influence attitude and change tourist behaviour
• increase visibility and recognizability of selected cultural heritage sites
• improve accessibilities (e.g.: to disabled tourists, virtual tourists etc.) of natural and cultural
heritage destinations
• capitalize MUSEUMCULTOUR Adriatic IPA - 2007-2013 Project results, which recommends the
integration of innovative technology and creative industry in the promotion of cultural heritage
sites.
• capitalize of the common marketing strategy developed in MUSEUMCULTOUR, focused mainly
on a specific target group of visitors of museums and cultural sites: young&curious tourist age
25/45 and well-educated.
• disseminate project objectives, methodologies and achievements
• engage stakeholders and heritage practitioners throughout the lifetime of the project and
beyond

2.2 Innocultour communication aims

An effective communication plan and a development strategy shared with all PP, in order to assure
durability and transferability of outputs, have to:

• attract interest and attention of target group: mainly young and curious 25-45 aged, but also
able to achieve other population segments
• promote cultural heritage and sites and local actor network, museums and tourist local
services provider, using innovative technologies and creative industries
• exploit the key motives tested by MUSEUMCULTOUR for visiting heritage sites (experience,
passion, curiosity to learn and entertain, live an experience through museum and territorial
offer, promote Adriatic cultural heritage sites) and experience something different from the
traditional tourism offer
• involve relevant stakeholder, through focused approach and media relations and publications
(local authorities, cultural bodies, development agencies, local business, creative industry…)
• find out and share the best examples of intelligent promotion of less visited cultural heritage
sites to benefit each other
• disseminate the outputs of the project

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3 COMMUNICATION STRATEGY
The communication strategy is planned for several targets to:
• involve actors that can have an impact on the community policies
• spread events, initiatives, outputs and results achieved by Innocultour to stakeholders and
European people.
Target groups and stakeholders will be reached by communication tools foreseen by the WP2.
Furthermore the end-users and stakeholders will also be involved through the meetings, workshops
and training seminars planned within the other Work Packages.
Communication includes participation activities, dissemination activities and publicise results to large
public as well.

Planning an effective communication strategy for this project implies a context analysis, aimed at
target group identification, the consequent “product” placement and carrying out a good
customer/loyalty strategy.
The first key is to identify our target groups and to customize the context for each of them. The second
is to know our stakeholders.
Keep always in mind the main target groups identified, choose efficient tactics to interact with target
groups to achieve the aims and objectives and identify the activities for each of the tactics selected.
Last but not least, this Plan suggests a common pattern, a common thread to bring together our
different cultural heritage: “8 sites apart, one close beauty” or, paraphrasing our Interreg slogan,
“From shared heritage to joint beauty”.

3.1 Main target groups

• The actors of this project
• Young and curious 25-45 age tourists
• The general public
• Vulnerable groups
• Local, regional and national public authorities
• Seasonal tourist
• Cultural and natural heritage management bodies
• Regional and local development agencies, enterprises
• Media workers

3.2 Stakeholders
There are common stakeholders, but each PP have to detect their own ones, indeed. Our approach to
identify stakeholders:

1. Understand what stakeholder engagement means to us

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2. Engagement strategy: set vision and level of ambition of future engagement and review past
actions
3. Stakeholder mapping: define criteria for identifying and prioritizing stakeholders and select an
engagement mechanism
4. Preparation: focus on short and long term goals, determine logistics for the engagement and
set the rules
5. Engagement: conduct the engagement itself, ensuring equitable stakeholder contribution and
mitigating tension while remaining focused on the issues
6. Action plan: identify opportunities from feedback and determine actions, revisit goals and plan
next steps for follow-up and future engagement

Our approach leads to create a draft list of common actors and stakeholders. PP have to complete it
with their own local one.
§ Local, regional and national public authorities (Municipalities, Provinces, Counties, Regional
Governments)
§ Cultural and natural management bodies (Regional and national management bodies from
both Italy and Croatia)
§ Regional and development agencies
§ Officials of national, local and national culture institutes
§ Communications and information tourist departments
§ Professional practitioners: directors and managers of museums and cultural organizations,
artists (painters, dancers, architects, costume designers, tattoo artists, etc.), officials in charge
of relations with publics, conservators
§ Community groups (from “ladies” museum-visiting associations to minority advocacy
organizations)
§ Heritage institutions
§ Private philanthropic funders
§ Corporate funders
§ Foundations and nongovernmental organizations
§ Educators in arts and cultural administration training programs
§ Cultural journalists
§ Copyright lawyers; tax lawyers
§ Trade negotiators
§ Arts and cultural service/trade organizations and lobbyists
§ Arts and cultural unions
§ Entertainment corporation executives
§ Think tanks
§ Marketers
§ Economic statistics research centres
§ Volunteers
§ Heritage venue owner
§ Industry sector Organisations
§ Relevant Community Organisations
§ Interest groups and associations
§ Cultural heritage organisations in Europe

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Tips for communicating with stakeholders:

§ Messages should be clear, concise and delivered in a timely manner

§ Be open and honest about your objectives and planned activities
§ Do not make promises that are not achievable
§ Be direct in addressing key concerns
§ Use plain language and minimise jargon
§ Ensure the message and the method of communication are targeted to the relevant audience
§ Understand your target audience and the context in which they’ll receive your messages

Sample work sheet

Stakeholder Key channels Key tools

group
All stakeholders
• Project website • Case studies
• conference papers • Posters
• Printed media • Project reports
• Newsletter articles
• Decision support tools (Phoebe)
• Videos
• Materials generated in course of project
• Blog posts
Project team • Team meetings • Video
• Individual meetings • Materials generated in course of project
• Blog posts
……….. • Workshops and training sessions • Email
• Individual meetings • Verbal updates
• Intranet • Case studies
• Posters
• Staff update (Departmental staff newsletter)
• Termly TALL report to Academic Board
• Video
• Materials generated in course of project
……………. • Project dissemination events • Verbal updates
• Journal/conference papers • Posters
• Project website • Project reports
• Individual meetings • Video
• Workshops and training sessions • Materials generated in course of project
forum for discussing Blog posts
• • Case studies
• Materials generated in course of project
• …

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3.3 From target groups to “Buyer Personas”

The so called “Buyer Personas” (a term used for the first time by Alan Cooper in its book The Inmates
Are Running the Asylum, 1999) are fictional, generalized characters that encompass the various needs,
goals, drivers and observed behavior patterns among target audiences. They help business and
institutions to better understand the recipients of their communication.

Figura 1 A template for building the Buyer Personas

In the previous paragraphs of this Plan, the target groups and the stakeholders of the project have
been outlined, but we think that the Communication Strategy will benefit also from the introduction of
the concept of Buyer Personas so that each PP can make a step further in understanding their
audience.

Note that the term “Buyer” in “Buyer Personas" should be read in the project context: this Strategy
will consider as “Buyers” all the target groups and stakeholders.

Drawing the profile of a buyer personas (see a sample template above) has several immediate
benefits:

• Helping PPs gain insights and internal alignment;

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• Relating to target groups as real humans, and thus providing them with tailored content and
services;
• Personalizing marketing and communication strategies and tactics for different segments of the
audience.

The strongest Personas are based on market research as well as insights you gather from surveys,
interviews, personal experience.

An example:

• From a target group: Young and curious 25-45 age tourists

• To a Buyer Personas: Chiara, a 32 years old architect from Grenoble

Hypothetically, we could have one Personas for every target group. We must keep in mind that we
need different Personas if they have different needs, different goals and drivers. In creating a personas
we can easily exploit the key motives tested by MUSEUMCULTOUR for visiting heritage sites:
experience, passion, curiosity to learn and entertain, live an experience through museum and
territorial offer, promote Adriatic cultural heritage sites.

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3.4 The Buyer’s Journey

After humanizing the target groups thanks to the concept of the Buyer Personas, we want reflect on
the timeline of their actions: it describes the relationship between Innocultour and every PP and their
Personas.

Mapping the Buyer’s Journey creates a timeline of all touchpoints between a target group and the
Project.

Figura 2 An example of a Buyer's Journey

Moreover, these maps can help every PP gain insights on how target groups and stakeholders
experience the project, based on their unique motivations and goals.

Together with the Buyer Personas, the Buyer’s Journey belongs to a “human-centered” approach to
communication, coherently with the overall objectives of sustainability of the project.

3.5 Communication matters

Develop “a vibrant media communication strategy during project lifetime, to ensure to activities and
outputs a higher visibility and impact on all target groups involved, inside and outside the Programme
territories”.

We must ensure that we involve all our partners in every communication action to share or merge
activities, including the development of an evaluation of communication activities, discussing common

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methods, sharing tools, exploring complementarities and economies of scale. That is why it is
recommended that all partners have their own communication manager/officier.

Strategy is focused on medium and long-term diffusion and dissemination and satisfies these criteria:

• Transparency: clear and precise communication (

• Consistency and uniformity
• Custom-made approach to achieve the target
• Continuity
• All-embracing
• Time-bound: it is available and updated at different points in time

We are going to create an effective communication. A complete message has to be sent and fully
received and understood by different country audience. Keep it short and simple. The content of the
message must be factually accurate. The message should be relevant to the concerns of the audience.
The language should be appropriate to the audience and communication medium. Using the right
medium for the intended audience

Create a profile of the intended audiences. Identify who we can involve in achieving our goal. Think
through all the possible people or groups who may be affected or have an interest in our working
towards this.

Write your own Plan of action with actions, timetables, resources and responsibilities (and a register is
kept up to date for PP2)

Keep stakeholders informed about the project progress, consider what the benefits and returns will
be for them

Use the technology effectively: Blogs, Twitter feeds, social networking, recommendations on other
websites

Deliver efficient decisions and solutions by providing accurate, timely and relevant information

Build healthy relationships

Enable mutually beneficial solutions

Prior activities are required to create a final effective strategy plan and communication plan
• a deeper context analysis
• a collection of partners info. PP2 has to recognize PP own situation, their cultural sites
involved, their peculiarities, their specific objectives is needed. A micro – environmental PEST
analysis would be required (political and legal environment, economic environment, social and
cultural environment, technological environment)
• a partner PP’S SWOT (Strengths, Weaknesses, Opportunities, Threats) to define elements and
their importance in valuation for partner institutions, search potential advantages, recognize

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of weak elements and define threats or identify measures for mitigation of present
weaknesses. Following, SWOT elements are based on the analysis of primary and secondary
sources and analysis of available data (worksheets, other heritage projects, world tourism
trends).
• a competitor analysis and definition of key success factors analysis: all partner museums
recognize competitors (local museums and other institutions of natural and cultural heritage in
area mainly in their local environments or areas).

3.6 Strategic goals to implement a common strategy

A. Energize target groups for sites as experience
Create a unique circuit so that people are encouraged to visit all Innocultour sites to complete
the tour. Find new ways to involve our target people, adapting to new trends and making a
step ahead from conventional heritage/museum product.
How to
§ Build excitement for visiting sites and museums.
§ Encourage partnerships and participation with universities, tourism associations and
agencies.
§ Provide visible exciting interactive activities in conjunction with ongoing cultural
institutions, local and regional events.

B. Be visible and experiential
The approach within this goal is to carry out specific projects and organize a system of
communicating with relevant publics. This system include all visual communications and
interpretations.
How to
§ Create a Innocultour card
§ Display logo and materials to recognize
§ Spread Innocultour signs all over the area and explore the possibility of placing street
signs
§ Use the wide range of unexpected and fun activities available (visitors should be at
least once surprised or delighted by something they see or experience).
§ Increase visibility within the region.
§ Use new media (mobile and tablet apps) to enhance the visibility of exhibitions and
programs, and communicate with new (younger) audiences.
§ Communicate to different publics to tell the story/sell the content of the exhibition
§ Provide promotion of ongoing thematic exhibitions, programs and events in the sites.
§ Develop internal visual promotional information, that can be updated regularly and
provide to relevant organizations and businesses in the area.
§ Participate in local events to take advantage of opportunities for communicating with
new audiences.

C. Bear in mind marketing for tourism too

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Adriatic region is wonderful and attractive place, with beautiful natural scenery, a mild climate
all year around, and rich history. Most areas are highly successful tourism destinations for
centuries or at least decades. Tourism industry continues to be a challenge, specifically to less
visited areas of Adriatic. An objective of partners is to increase the number of out-of-the-
region visitors in our less-known sites.
How to
§ Increase references to the internal and external tourist entities and institutions
§ Cross-market with other cultural institutions throughout the region
§ Mutual opportunities between PP sites
§ Developing and distributing promotion materials.
§ Use of new and social media opportunities to promote internationally
§ Participate with businesses and tourism organisations for marketing of the region.
§ Participate in events that bring tourists to area to take advantage of and contribute to
the promotion of tourist destination.

D. Collaborate with cultural entities and actors, service, civic, government groups within the area.
Partnerships with them may be of benefit to the institution and the community.
How to
§ Create and strengthen local and regional partnerships for promotion, programming
(and sponsorships).
§ Collaborate and cross-promote with other cultural organizations throughout region.
§ Explore the possibility of travel facilities, special benefit for INNOCULTOUR tourists of
PP sites,
§ Ask for designated liason with schools and universities in area or in the region.
§ Organize mutual opportunities for mutual publicity
§ Collaborate for promotion with recognized organizations throughout area and the
region.

3.7 Internal communication

Communication activities fall into two categories, internal and external communications. A
communication flow system is set by Management Team.

Internal communication goals:
• a good working internal communication process between PP
• regular meetings
• a mechanism for communicating in an emergency
• project management effective communication with all the project partners on general project
related issues.
• project partners are well informed about the actual status and activities of the project.
• project partners communicate actively with the other project partners and coordinate their
project related activities successfully.

Internal communication general activities:

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Internal Communication procedures (see act. 1.1) and a freeware internal documentation sharing tool
(act. 1.2)
• Set up a mailing list and a contact database.
• Draft communication guidelines.
• Update the contact list database and guidelines as the project proceeds.
• Hold communication sessions in the general meeting events to suggest the most effective
means of communication for the project.
• Use the intranet to disseminate information and outcomes, communication guidelines, news,
issues and views within the project team.
• Use an online repository for the project documentation and deliverables.
• Update the team members regularly on the progress and problems and plan immediate
priorities.

3.8 External communication

External communication goals:
• To promote effective dissemination of news and information relative to the development of
the project, to all interested institutions.
• To encourage active participation of researchers, policy makers and all other interested third
parties in the project initiatives and events (general meetings, working sessions, workshops
and dissemination events), in order to get their experience and knowledge, enhance the
quality of project’s activities and disseminate the project results.
• To support and enlarge the project network of end users and strengthen capacity building and
training.

External communication general activities:
Communication and dissemination cover:
• Digital activities, included project website, set up and updates
• Public events
• Printed or digital publication on relevant paper magazines;
• Social media communication of/for project and active participation in the Programme social
media communication;
• Publication of at least one short portrait of the project;
• Production and circulation of dissemination materials, newsletters, brochures, press releases
and leaflets.
• Publications, tools and methodologies developed, databases generated, experiences obtained
and wisdom developed.
• Participation at and organization of events.

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4 COMMUNICATION TOOLS AND ACTIVITIES

Our goal is to increase knowledge and promote the involved areas. Increase knowledge about the
economic potential of less known cultural heritage sites among tourist operators, businesses, local
population and institutions and increase their participation in actions to raise awareness, influence
attitude and change tourist behaviour.

Approaches describe how the project wants to bring across messages to its audiences to reach its
objectives. They all have specific persuasive impacts: dissemination and media relations for example
will reach and inform many people but convince few to change their attitude, while personal
networking and cooperation will reach only few but might be more persuasive.

4.1 Digital Activities

A. Project Website

The website is a critical touchpoint, repository of different kinds of content and a point of reference of
different target groups and stakeholders.

It should reflect the project identity and follow its guidelines about the presence of the logotype, the
use of colors, fonts, graphic elements, but also about sustainability and accessibility: in order to be
fully usable and accessible, it must be built according to the appropriate guidelines WCAG-AA.

The content should be clear, concise, declined and adapted to be enjoyed through different devices: it
should be desktop, tablet and mobile friendly. It must be precise, but friendly and clear also to a non
technical audience.

B. Newsletter

It’s a critical tool for disseminating updates, events, news and articles. It will be issued in English,
Croatian and Italian targeting a general public. Besides being readable on the main website, it will be
delivered to each PPs’ dedicated contact database.

The graphic layout will reflect the project guidelines, as well as all the best practices about email
design.

We suggest to use an evolute email software that allows segmentation, tracking and reporting, such as
Mailchimp, Mailup and similar.

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C. Sections of PP’s websites dedicated to Innocultour

If possible, the section should have its own page on each PP website. The page should contain a clear
link to Innocultour project website and should reflect the project identity and guidelines.

D. Video

The videos will target different audiences like children/youngsters/adults and will be realised in English
and translated in ITA and CRO. They will be uploaded to Youtube, Vimeo and other suitable web
platforms.

We suggest to insert also subtitles: it is not uncommon for people to watch videos with the audio off,
especially when they are not at home.

When realizing the videos, different techniques can be chosen: the motion graphics technique, for
example, is very powerful when it comes to showing data: it makes numbers and figures more
memorable and easy to understand. It is very proper for children too, since it looks like a cartoon, but
also adults can benefit from a graphic representation of concepts.

On the other side, video shooting is very useful for showing the sites involved, or to show interviews.

Storytelling, more than anything, is a strategic and powerful way to convey content in a way that will
be remembered, interiorized, understood by both children and grown ups.

E. Final e-book

It will be delivered in English and will contain the most important outcomes and all the involved target
groups.

It will contain infographics, charts and pictures that can help convey the main results of the project, for
example the visual representation of the roadmap followed by the PP.

F. Social media profiles

A Facebook, Instagram and Twitter profile will be opened and regularly updated. The aim of the profile
is reach young, well-educated individuals.

The updates will follow an editorial plan and calendar, declined according to the features of every
platform. For example, Instagram is mainly about sharing pictures and is commonly used by young
people, while Twitter is the proper platform to share news and updates, to involve stakeholders,
journalists and politicians.

The editorial plan will be created to be consistent with the metodology of the Buyer’s Journey.

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An exemple of an editorial plan:

Phase of the Phase of the Phase of the Phase of the

Journey 1 Journey 2 Journey 3 Journey 4
Buyer Personas 1 His / Her
(e.g. Ariane, the motivations, goals
French architect) and frustrations in
this phase of the
Journey
Buyer Personas 2
Topic What should we
talk about to
address the
Personas’ goals
and fears?
Content Specific ideas for
content

An example of the editorial calendar:

Date Topic Personas Social media Post / tweet Image Link

When to The main The target Facebook, The copy for The picture A link to the
publish argument Twitter or Facebook, itself or project
Instagram Instagram and where to website or
Twitter find it other useful
resources on
the web

4.2 Events

General guidelines for events

The events, internal (coordination with PP) or external (press conferences, workshops or similar)
should follow the same methodology identified for communication.

Therefore for each event organized is essential to identify:

• objectives
• target groups
• messages

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The choice of the location, the speakers, the content should be consistent with these 3 fundamentals.

A Checklist

It can be particularly useful the creation of a general checklist. It can have as macro-items:

• identifying objectives
• identifying target groups
• identifying a location
• defining resources (human and economic)
• defining the content / agenda
• defining the speakers
• defining a date
• promotion
• logistics
• catering
• pictures
• setting
• follow up /debriefing
• drafting the minute of the event

Each macro item of the checklist will have sub-items. For example, the promotion will concern the
creation of invitations, the drafting of the press release, the news for the web site.

Promotion and image of the events

The image of the event and the tools of the promotion should always be coordinated with each other
and show the project's logos.

In the planning of the promotion it is fundamental to pay the utmost attention to timeliness. The
timing depends on the type of event, but usually 2-3 weeks before the date of the event can be
considered an adequate timeframe for the launch of the promotion.

The promotion should then continue until the date of the event. Sending a memo (via email, sms,
social networks) a couple of days before the event is good practice.

About the setting, the location should be in line with the communication guidelines.

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Planning and allocation of resources

Time and resource planning is a determining factor for success. It can be managed by using a tool
borrowed from project management: the Gantt Chart.

The Gantt Chart is a visual representation of an activity calendar. The horizontal axis represents the
total time of a project (in our case, the event), divided into phases (days, weeks and months); on the
vertical axis, on the other hand, we represent the tasks or activities planned.

Planning with the Diagram of Gannt allows to have a complete overview of the timeframe and a clear
understanding of the steps that should be followed.

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A. Local public events

Each PP will organise a public event for the inauguration of the museums and cultural sites involved in
its area.

B. Project Final Conference

The final conference will be held in Split and it will be a high level event with the involvement of
relevant policy makers, Program MA/JS, ESI funds MA, ETC Program MA and Macroregional strategies
governing board.

C. EU events/networks attended to promote the project

The participation at international exhibitions and conferences on specific cultural tourism topic and on
events organised by EU is also foreseen. Each PP should plan to bring the project material, should
there be the occasion to display or disseminate the project material: flyer, roll up, brochure, poster.

D. Workshops

Each PP will hold workshops with local population, institutions, tourist operators and with schools.

Besides the general guidelines for events, the very nature of workshops and their goal requires a
specific focus.

General guidelines for workshops with stakeholders

• Participants of the workshop should be recruited from the main stakeholders involved in the
management of museums, sites and areas involved in the project, as for example local
administration, curators, etc;
• The participation of the subject involved in the management of sites and museums is pivotal;
• Workshops should include the presentation of the Innocultour project in the beginning
• They should include concrete examples and best practieses of innovative methods of
preservation and valorization of museums, sites and cultural heritage thanks to the creative
industry and ICT;
• Workshop should provide information and analysis of current museum and area management
system;
• A minute schould be drafted after every workshop and should be enriched by pictures.

General guidelines for workshops with schools

• The main target will be the schools and young peoples;

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• The aim is to collect inputs about those technologies that could more attractive for young
people, including children;
• Workshops should include the presentation of the INNOCULTOUR project in the beginning;
• They should include concrete examples and best practieses of innovative methods of
preservation and valorization of museums, sites and cultural heritage thanks to the creative
industry and ICT;
• They should be implemented using interactive methods involving participants. Their aim is
collecting input about technologies, so a creative and generative effort is asked to students:
human-centered design techniques like brainstorming can be used to help generating ideas.
These methods alternate group games and individual exercises to allow every participant to
give his or her contribution and make the best solution emerge more easily.

4.3 Media relations and publications

A. Press office activity (Press conferences and press release)

In the choice of date and time of a press conference we have to pay attention to the needs of the
media. Press conferences are always organized in the morning (to give the media time to prepare the
piece to publish) around 11 a.m. (the editorial staff start to work at 10 a.m.) and never on the
weekend.

The location must be reachable in a short time and, if possible, in places already known to journalists.
It will also be necessary to pay attention that their timetables do not include other important events at
the same time.

The press conference should last 1 hour: a journalist can't participate to a very long conference. A
folder should be provided with data and summarized information.

Journalists are invited through a press release, which will be sent 2 days before the conference and
that reports date, time, place, title, a short description and a list of participants.

The evening before the event (not before) is useful to call journalists back to verify their participation.

At the end of the event (as soon as possible) a budget statement must be sent to all journalists with a
summary description of what has been said. Sending also a photo kit of the event is critical element
the publication of the article itself.

Online publications do not normally participate in the press conferences. However, they must be kept
updated so that they can publish articles on the event.

B. Collection of articles

A collection of articles published in local and national press, also online. This requires the active
participation of all PPs.

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C. The project portrait

A paper brochure that will narrate what the various heritage sites involved are planning to accomplish
thanks to the Innocultour project. It will be ideated to be appealing to a young audience.

D. One article published in specialised magazines in the project themes

The articles will be published on specialised magazines in the project themes (tourism, culture,
heritage), also online.

E. Flyers, brochure and posters

Communication materials will be prepared and shared with the PPs. It will be created on the basis of
given templates and project guidelines.

4.4 Outputs, actions of WP2

1. Start-up activities
Receive the project templates (logo, event invitations, project leaflet, A3 poster etc.)
Receive the access to the dedicated project webpage.
Present at KOM the first draft of the Communication Strategy (CS) to the PPs and improve it with their feedback. The CS will contain also
the Implementation Plan (IP) of the Communication Strategy,
LP and PP2 will also set up the Internal Communication procedures (see act. 1.1) and will set up a freeware internal documentation sharing
tool (act. 1.2)

Start/end date 01/01/2018 - 31/03/2018
Activity 1 draft of the Communication Strategy, to be improved and defined at the KOM/1st SC, MT&PO meeting: delivered
deliverables by the PP2 containing:
- guidelines about customer satisfaction surveys through free of charge systems,
- a glossary,
- keywords,
- a media communication implementation plan at PP level,
- templates for publications (in part provided by Programme)

Promotional material.
50 A3 posters printed and given to PPs on KOM (10 per partner).

Activity budget € 7.625,00


2. Media relations and publications
Description The task aims at: communicating activities, outcomes and results from project activities by conferences in partner
regions; raising awareness on the project by press and web articles and TV appearances from press conferences;
widely disseminate results by publishing articles on web and magazines (at least 1 printed publication on relevant
EU paper magazines).
Press conferences will be organised by each PP in occasion of the project launching (1 press conference and 1 press
release for each event) and in occasion of opening events at the end of the implementation of WP4 activities.
PP4 will organise a press conference and prepare a press release in occasion of the high level final conference.
The realisation of flyers, brochures, posters will be also produced in this WP. One short portrait of the project will
be prepared by the PP2 and dedicated to the main target group (young people), a project flyer will be produced as
well as project brochures.

Start/end date 01/01/2018
30/06/2019
Activity 11 press releases and press conferences realised (5 in occasion of the project launching, 5 in occasion of
deliverables inauguration/opening event of WP4 realised interventions, 1 in occasion of the project final event).
1 Collection of Articles published in local and national press also on-line: a collection of articles is delivered PP2 with
the active participation of all partners, containing at least 3 articles per partner published at local and national levels
and in magazines.

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1 Article published in specialised magazines in the project themes (tourism, culture, heritage), also on-line.
1 portrait of the project adapted to young people exigencies and interests published and printed.
10000 Flyers, brochures and posters produced by all the partners and distributed to target groups.

Activity budget € 45.085,00


3. Digital activities
Description The project website (in English and if possible both HR and ITA), will have a double task: to document project
activities, results & outputs and to share with the Programme and the public the deliverables and communication
material produced. PP2 will be in charge of regularly update the project website (hosted on the Programme web
platform) and all the PPs will actively contribute to give to PP2 the needed material. A section for INNOCULTOUR is
hosted by each PP’s website. Project outputs & deliverables are uploaded in that section during project life.
Stakeholders and relevant networks of their cooperation are invited to create a link to the project website in their
ones.
There will be also opened Social media profiles of the project, a set of Storytelling videos will be realised and a
periodic e-newsletter will be delivered targeting general public with updates, events, news and articles. The e-book
developed by the PP’s CMs will collect all the most important outcomes.

Start/end date 01/01/2018
30/06/2019
Activity 1 project website regularly updated
deliverables 5 sections for INNOCULTOUR hosted on PP’s websites
3 Social media profiles opened and regularly updated with the organisation of targeted campaigns: the partnership
will decide to which Social media join in line with the Communication Strategy. At least is foreseen a new profile on
Facebook, on Twitter and on Instagram. The aim is to carry out a viral marketing campaign by targeting young, well-
educated individuals through social media.
3 Storytelling videos (educational short stories e.g. comics, hero etc): targeting different target groups and
addressing different age groups (children/youngsters/adults), will be realised in English and translated in ITA and
CRO. The videos will be uploaded to Youtube, Vimeo and other suitable web platforms.
3 Periodic e-newsletters: in English and PPs languages (HR+ITA) targeting a general public with updates, events,
news & articles; PP2 drafts them. LP inserts the content in the graphic layout EN+PPs languages.
1 Final e-book: is developed by the communication team and delivered in English; it contains the most important
outcomes and targets all the involved target groups. PP2 inserts the content in the graphic layout and the LP
disseminate it.

Activity budget € 9.585,00

4. Events
Description During the project lifetime many public events are foreseen, organised by each partner.
The KoM will be organised by the LP in Ferrara (task 1.1 and 2.1) and each partner will also organise a public event
for the inauguration of the museums and cultural sites involved in its area. At the end of the project, the PP4 will
organise the Project final conference in Split, a high level event with the involvement of relevant policy makers,
Program MA/JS, ESI funds MA, ETC Program MA and Macroregional strategies governing board.
Participation in other EU and national events/networks is also foreseen, such as participation on Annual Programme
events, events organised by EU institutions, European Cooperation Day, information and training seminars.

Start/end date 01/01/2018
30/06/2019
Activity 5 intermediate public events: each PP organises a public event for the inauguration of the museums and cultural
deliverables sites involved in its area.
1 Project Final Conference: organised by PP4 with the support of PPs defining issues, speakers, National/EU
representatives and plan the media and authorities to be invited, such as experts, policy/decision makers etc.
4 other EU events/networks attended: LP and other PPs participate in at least 2 EU events during the project
lifetime, to promote the project (Annual Programme events, events organised by EU institutions, European
Cooperation Day, information and training seminars). Each PP participates in at least 1 relevant EU event/network
during the project implementation.

Activity budget € 32.880,00

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5 MONITORING AND EVALUATION

After setting the Communication Strategy, the next and key step is knowing how to measure and evaluate its
effectiveness.

Given the multiple tools and activities, the general evaluation of the Plan can start from broad parameters,
formulated into three questions:

• Did the target groups receive Innocultour communication(s)?

• How much of the information did they actually consumed (read / listen or watch)?
• Did the target group understand the message we were conveying?

5.1 KPIs
In order to answer these questions at the end of the project, we have to set specific KPIs at its beginning for
every activity we have planned. Key Performance Indicators (KPIs) are the critical (key) indicators of progress
toward an intended result. KPIs provides a focus for strategic and operational improvement, create an analytical
basis for decision making and help focus attention on what matters most.

Activity KPI

• Unique visitors
• Page views
Website / section on PP website
• Bounce rate %
• Average time on page

• Delivery rate %
• Open rate %
Newsletter
• Click rate %
• Bounce rate %

• Reach
Social networks
• Post / tweet engagement

• Views
• Impressions
Video
• Watch time
• Clicks

• Actual day attendance

Events / workshops / press conferences
• Press and media coverage

5.2 Guidelines for a Customer Satisfaction Survey

Besides monitoring and evaluating communication activities, it will be very useful to evaluate the customer
satisfaction of those actually visiting the heritage sites involved in the Program through Customer Satisfaction
Surveys.

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A. Who should be interviewed

People who have just visited the museum or heritage site, whether they are students, foreign turists, guides, etc

B. What should be measured?

In customer satisfaction research we seek the views of respondents on a variety of issues. This understanding is
obtained at a high level (“how satisfied are you the ABC Museum?”) and at a very specific level (“how satisfied
are you with the ticket price?”).

High level issues are included in most customer satisfaction surveys and they could be captured by questions
such as:

• What is your overall satisfaction with ABC Museum?

• How likely or unlikely are you to visit again?
• How likely or unlikely would you be to recommend the ABC Museum to a friend?

Specific level issues could include the following items to be covered (each PP can personalize the list accordingly):

The experience

• Has the presence of evolved technology enhanced the experience?

• Are the products sold in the retail shops interesting and educational?
• Is the mode of narration by the tour guides easy to understand?
• Is the ticketing process easy?
• Do the opening time mees the needs of the tourists?

Staff and service

• Is the museum staff courteous?

• Are the staff's knowledges good?
• Are complaint solutions quick and effective?
• Is responsiveness to enquiries satisfactory?

The premises

• Is the overall landscape design spacious and pretty?

• Does the mode of display enhance the understanding of the displayed objects?
• Is the lighting appropriate?
• The exhibition area has sufficient chairs around for a rest?
• Are there a deposit service and rooms for baby sitting and nursing?

Price

• Is the ticket price fair?

C. How should the survey be carried out?

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The survey should be carried out online, so that it’s possibile to have aggregated data quickly. There a free tools
that can be used (Google Forms, Survey Monkey, TypeForm, etc).

It should be sent to visitors via email (in these case, each site should organise how and when to collect data
properly) or it can be completed directly at the museum if a digital totem is available.

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6 COMMUNICATION MEDIA IMPLEMENTATION PLAN

Communication
Activity Target group Timing KPI
Goal
Section of PPs Stakeholders, Local, 30/06/19 Unique visitors
Promoting the website regional and national Page views
effective dedicated to public authorities, Bounce rate %
dissemination of Innocultour Regional and local Average time on
news and development agencies, page
information about enterprises, Cultural and
the development natural heritage
of the project. management bodies



Project All 30/06/19 Unique visitors
website Page views
updated Bounce rate %
regularly Average time on
page

4 periodic The actors of this project; 05/10/19 Delivery rate %
newsletters Local, regional and Open rate %
national public Click rate %
authorities Bounce rate %
Cultural and natural
heritage management
bodies
Regional and local
development agencies,
enterprises;


11 Press Media workers 30/06/19 Actual day
releases and attendance
press Press and media
conferences coverage
1 collection of The general public; 30/06/19 Number of article
articles Local, regional and collected
national public
authorities;
Cultural and natural
heritage management
bodies;
Regional and local
development agencies,
enterprises; The actors of
this project

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1 article The general public; 30/06/19

published in a Cultural and natural
specialised heritage management
magazine bodies



Encouraging active Workshops for Local, regional and 31/10/18 Actual day
participation of stakeholders national public attendance
researchers, policy and schools (2 authorities; Press and media
makers and all workshop in Cultural and natural coverage
other third parties schools carried heritage management
in the project, in out by each bodies;
order to get their partner and 2 Regional and local
experience and workshop with development agencies,
knowledge, stakeholders enterprises;
enhance the carried out by Local populations;
quality of project’s each partner) Schools
activities and 1 portrait of Young people 30/06/19
disseminate the the project
project results.
1 final e-book The general public 30/05/19

1 Project final The actors of this project; 15/06/19 Actual day

conference Local, regional and attendance
national public Press and media
authorities; coverage
Cultural and natural
heritage management
bodies;
Regional and local
development agencies,
enterprises;

4 other Eu Local, regional and 30/06/19 Press and media
events national public coverage
attended (1 for authorities;
every PP) Cultural and natural
heritage management
bodies;

Supporting and 3 social media The general public; Young 30/06/19 Reach
enlarging the profiles and curious 25-45 age Post / tweet
project network of updated tourists; Seasonal tourists engagement
end users and regularly
strengthen
capacity building
and training.

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3 storytelling The general public; Young 30/04/19 Views

videos and curious 25-45 age Impressions
tourists Watch time
Clicks

5 intermediate Local population; Local, 31/05/19 Actual day
public events regional and national attendance
(1 for every public authorities; Press and media
PP) Cultural and natural coverage
heritage management
bodies;
Regional and local
development agencies,
enterprises

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7 COMMUNCATION PLAN GLOSSARY

Buyer's Journey – In marketing, it’s a framework that acknowledges a buyer’s progression through a
research and decision process, ultimately culminating in a “purchase”. In other words, it’s the path a
customer takes from initial communication to completed sale.

Buyer Personas – In user-centered design and marketing, they are fictional characters created to
represent a user type that might use a site, brand, or product in a similar way. Personas are useful in
considering the goals, desires, and limitations of brand buyers and users in order to help to guide
decisions about a service, product, virtual or physical experiences.

Editorial plan and calendar – They are two content planning tools used to define and control the
process of creating content for social media (but also for blogs, magazines, etc...), from strategy to
dissemination. The editorial plan outlines the kinds of topics that should be covered, depending on the
Buyer Personas motives, needs and fears. The calendar is a practical tool to keep it organized and on
schedule.

KPI – It’s a type of performance measurement that evaluates the success of an organization or of a
particular activity (such as projects, programs, products and other initiatives) in which it engages. A
good KPI should act as a compass, helping the organization understand whether they’re taking the
right path toward the strategic goals. To be effective, a KPI must be:

• Well-defined and quantifiable;

• Communicated throughout the organization;
• Crucial to achieving the organization goal;
• Applicable.

Newsletter – It’s a report containing news of the activities of a business or an organization that can be
sent by email on a regular interval to subscribers (made of members, customers, employees or people
who are interested in).

Video storytelling - It's a communication technique to tell a story primarily through the use of a visual
media. The story can be enhanced with graphics, music, voice and other audio. Storytelling is
increasingly used in advertising and communication today because stories are illustrative, easily
memorable and allow any firm/organization to create stronger emotional bonds with the customers.

Web Content Accessibility Guidelines (WCAG-AA) – They provide a single shared standard for web
content accessibility that meets the needs of individuals, organizations, and governments
internationally. These Guidelines explain how to make web content more accessible to people with
disabilities.

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8 PROJECT KEYWORDS

In this section, we want to outline a list of terms and expressions that often occur in the project
documents because they contain its fundamental principles. The list can be a reference point for the
PPs when speaking or writing about the project.

• Crossborder cooperation
• A joint Italian-Croatian call
• Promoting and innovating the Adriatic cultural heritage to drive the tourism industry
• Using natural and cultural heritage sites as a leverage for a sustainable and more balanced
territorial development
• Sustainable tourism
• Reducing seasonality in the torism offer
• Tourism niche
• Cultural tourism
• Diversifying tourism offer
• Integration between traditional cultural offer and ICT
• Involving creative industry, local population and major stakeholders dedicated to the
preservation of natural and cutural heritage and its promotion
• Accessibility to vulnearable groups
• Selection of best practices: a database with an extensive list of the best examples of
integration of ICT tools in the traditional tourism offer of museums and cultural heritage sites
• Joint call competition

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9 TEMPLATES FOR PUBLICATION

Various templates will be provided to PPs to be personalised and translated. This is an example of a personalised
poster:

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