Ticketmaster’s LiveAnalytics team have released their latest report into live entertainment in the UK – State of Play: Theatre UK.
UK theatre audiences are younger and more experimental than is commonly thought, according to new research published by Ticketmaster. The report, State of
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Source: Instagram for Business
Establishing the objective of the campaign is a key component in the preparation and planning of each campaign.
Establishing campaign objectives:
The campaign objectives are an outline of what is hoped the campaign will achieve. When setting campaign objectives, consider the SMART acronym:
Specific – ensure your objectives are clear and outline what you are hoping to achieve.
Measurable – are your objectives able to be measured? Measurable objectives help to determine the success of the campaign, and communicate the observable results to be obtained. Agencies should determine and document how they intend to measure the success of the advertising activities.
Achievable – are the campaign objectives achievable for everyone involved?
Realistic – do you have the resources and knowledge available to achieve the campaign objectives?
Timing – map out a clear, achievable timeframe in which the objectives should be achieved.
When you have an agreed list of objectives, prioritise them in order of importance. These objectives inform the campaign planning stages, and provide the campaign aspects to be evaluated at the conclusion of the campaign.
Campaign success metrics:
It is critical during planning and preparation to determine how you will monitor and measure the campaign performance and establish processes to meaningfully evaluate your communication objectives. More on evaluation and monitoring.
Also consider how you will capture information about the performance of different media channels which allows you to optimise and adapt your campaign whilst it is going and for future learnings.
Setting the campaign objectives or desired outcomes
“Specific” doesn’t imply “unchangeable”: As the campaign is unfolding, its different elements and the internal and external actors and factors influencing success need to be constantly monitored. Substantive positive or negative changes may make it necessary to adjust the objectives.
“Measurable” does not necessarily mean “quantifiable”: For example, in social campaigns aiming for behaviour change, qualitative observation tends to provide a more accurate picture of the complex processes campaigns may contribute than numerical data.
Being “realistic” doesn’t mean being pessimistic: If a campaign is grounded in robust research, a clear idea should emerge as to what can and what cannot be achieved within the context and the resources available.
“Time-bound” is for planning purposes only: Time limits need to be adjusted as the campaign unfolds (see also above, “‘specific’ doesn’t imply ‘unchangeable’”).
BEAR IN MIND: In complicated or complex situations with high uncertainty about the causal relationship between what you will do and what it will achieve, SMART exercises may be counterproductive. This applies especially to outcomes and impact. Instead, be clear about who are your targets and why you wish to campaign for them to change. Think creatively about how to influence them and get to work. In these situations, as a counterpoint to light and creative planning, it is important to systematically and rigorously monitor changes in your targets as they occur, in order to inform what you do. See the section on Monitoring and Evaluation for a more detailed explanation.
Source: UN Women. http://www.endvawnow.org/en/articles/1201-setting-the-campaign-objectives-or-desired-outcomes.html?next=1202