PRestige WorldwideKrysta Eason, Account Executive Ali Alzaabi, Director of Research

Sephora Solomon, Director of ResearchKelly Colon, Media Director

Cassandra Pettey, Director of Creative ServicesChris Marsilio, Copywriting Director

Public Relations Campaign Handbook

for T.T. Lounge

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Executive Summary T.T.Lounge is one of Richmond’s proud local businesses. Located in the heart of

Virginia Commonwealth University, it is one of the oldest establishments on campus. Started

in 2004 and run by the owner, Sim, and his family. It is one of the only places that stayed the

same during VCU’s evolution.

While the school evolved and grew, T.T.Lounge struggles to keep up with the times.

They do not have a website, minimum social media presence, and not enough visibility.

Customers vary, but the majority are loyal customers who have been going to T. T Lounge.

Many businesses have adopted social media into their business plan, but T.T. Lounge

is not one of them. Competitors have created a higher social media presence and visibility

among VCU and the Richmond Community.

Exploring how T.T.Lounge can improve its visibility and help establish some relevance

in today’s technological world.

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Table of ContentsExecutive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1Table of Contents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2Research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Public Relations Audit. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Internal Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3External Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4Public Perception . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Research on situation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7Publics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Primary Research Proposal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Interviews. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Survey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10Objectives. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Programing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11Message and Action Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11

Message Strategies. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11Action Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Objectives, Tactics, and Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15Schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17Stewardship . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Reciprocity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18Responsibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18Reporting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18Relationship Nurturing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20Appendix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

Style Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21Survey Example . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Prototypes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23Website Mockup . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23Flyer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24Loyalty Punch Card . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25Social Media Mockup . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25Social Media Ad . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

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Public Relations Audit

Internal Environment Our PR research group researched the internal environment of T.T. Lounge by visiting

the store itself and spoke with the owner to get a sense of his everyday routine. T.T. Lounge

operates on a set schedule, but it is subject to change. When we arrived at T.T. Lounge,

there was a sign on the door explaining how the store would be opening an hour later than

usual. They do not have a social media or website presence so the disturbance in their

schedule could drive customers away. There is no way to find basic information about the

hours and menu without going to the store directly.

Regarding the niche of T.T Lounge, their products are homemade with fresh

ingredients. T.T. Lounge offers boba tea along with the option of buying small snacks to

go along with the beverage. They offer a variety of flavors for their drinks, including vegan

options. T.T. Lounge does not have much of a structure, simply a mission statement: “Here

at T.T Lounge, we take time to ensure quality products and loyal customer service.” (Sim,

manager of T.T. Lounge)

Regarding their internal impediments, since

they are a small “mom and pop” shop, they have

limited funding and are unable to gather the

resources needed to expand their business. The

owner, Sim, and his wife are the sole caretakers

of the shop. Finally regarding their ethical base,

the owner wants to maintain honesty in his

business by maintaining the fresh quality of his

products.

Research

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External EnvironmentThe external environment of T.T. Lounge includes their supporters, their competitors,

and their external impediments. T.T. Lounge is a hard-working business that has a lot to offer

to Richmond residents. The supporters and customers are among the external elements that

either affect the company in a positive or a negative way. They can do so by either helping

in sales, or they can make sales plummet. T.T. Lounge is located in a central location on the

Virginia Commonwealth University campus. Many of their customers are VCU students. Sim

says that they are T.T. lounges number one supporters

and they would be considered the “loyal customers.”

One way T.T. Lounge could help with their customer

rate would be to offer loyalty cards to the customers that

come often. A promotion they could use could be every

10th drink bought, you get your 11th free.

T.T. Lounge also reaches another public; customers

who are not VCU students but still enjoy bubble tea.

Some people enjoy a small “mom and pop” shop over

a chain restaurant. After talking to the owner, Sim, he told us that the customers who come

to his establishment prefer the quality of his tea, over his other competitors. He takes more

time preparing his tea, which is why the flavor is very prominent in his drinks. Sim compared

the qualities of his tea to Kung Fu Tea and Gigi Tea, which are other competitor boba tea

restaurants in the Richmond area.

Kung Fu Tea is T.T. Lounges biggest competition. They are also located on VCU’s

campus so they have some of the same customers. Unlike T.T. Lounge, they have active

social media accounts. Their Facebook account is specifically for the Richmond area so

they attract more customers. Kung Fu Tea also has an appealing website that is easy to

navigate. On their website, they offer their menu, different promotions and deals, and even

merchandise and other products. They have a very big fan base coming from all over the

world rather than just Richmond, Virginia. The Richmond location of Kung Fu Tea has 71

yelp reviews that equal a 4.5 star rating. On the other hand, T.T. Lounge has over 180

reviews on yelp that equal to a 4 star rating. Comparing T.T. Lounge to Kung Fu Tea is not

equal because one is a chain restaurant and the other is a small business.

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GiGi Tea is also another one of T.T. Lounges competitors. Unlike Kung Fu Tea, Gigi

Tea is not a chain restaurant. However they do have a website, an Instagram, a Facebook,

and Google business, which is more than T.T. Lounge has. They also offer more items than

T.T. Lounge does. They have boba tea, yogurt, smoothies, crepes and cakes. Gigi Tea has a

better online presence so online traffic will learn more about Gigi Tea than T.T. Lounge. Both

Gigi Tea and Kung Fu Tea have better graphics and banners for their locations. They appeal

to the eye and are easier to see in the dark. One external impediment that T.T. Lounge deals

with is that many people want to go to a known chain restaurant than a small “mom and

pop” shop. From the online research, the chain restaurant has more information about the

product and it is more visibly appealing. Another external impediment is that T.T. Lounge has

a $5 minimum on all orders. This is an economic factor because some customers do not

want to buy extra just to reach the limit. T.T. Lounge has a lot of external factors that affect

this cafe, but could be fixed with further research.

Public PerceptionThe public visibility of T.T. Lounge is relatively low. The owner, Sim, has no social

media presence and does not post advertisement flyers in the community. His business

success relies on word of mouth from customers and students at the nearby campus.

Sim needs to put more effort into his business’ social media accounts to create

awareness in the community. He has a steady amount of customers, but he could potentially

double that amount with a social media presence. According to a GlobalWebIndex study

of 170,000 internet users, the average user logs into social media accounts for 1.72 hours

a day or 12 hours every week. With a college campus outside of his business’ doors,

Sim could use social media accounts to draw in more student customers and expand his

business. This could also help utilize his initial word of mouth strategy as more student

customers become exposed to T.T. Lounge and proceed to pass on their thoughts in person

and on social media.

With an Instagram account, Sim could post pictures of his large variety of beverages

and choose one per day to advertise. He could use the opportunity to promote raffles for a

free beverage and give the customers an incentive to repost the raffle. This would push his

business to his customers’ followers.

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With a Twitter account, Sim could keep customers updated on his business’ hours. T.T.

Lounge has a set schedule for opening and closing, but is subject to change on a regular

basis. This tendency throws off customers and possibly drives them towards his competitors.

Sim could also use the Twitter to link back to his other social media accounts, adding to the

exposure of his business when his customers retweet to their followers.

On Facebook, T.T. Lounge has positive feedback from customers, but Sim admits

that he rarely engages on the account. He believes that it is more authentic if he does not

respond to reviews. According to a Pew Research Center study from 2016, 68% of all U.S.

adults are Facebook Users. With this statistic, T.T. Lounge can create an adult following and

diversify what is already a primarily young customer base.

Despite T.T. Lounge’s business visibility, its reputation is positive. It holds averages

of over 4 out of 5 stars on Yelp and Facebook, and the majority of the reviews praise the

quality and price of the product.. Sim strives to make his unique boba tea with top quality

ingredients and takes great care with each individual beverage. He classifies his business

as a “mom and pop” shop.

Although his reputation is already positive, Sim can take steps to bring his reviews

closer to five stars. He admits that he does not engage the reviews and rarely looks at the

Yelp and Facebook page. This has the potential to be harmful because he is not responding

to negative comments. If potential customers read the reviews, the negative comment will

most likely be the first review that catches their eye. With no explanation from Sim, they may

believe that negative comments are an accurate depiction of his business..

If the budget allows for it, Sim could also look to hire an employee to work in the

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shop or run the social media accounts to help him build his brand. Since Sim is constantly

working, he has no time to focus on a social media presence and affects any chance of

gaining more exposure to his business. Social media has the potential to boost T.T. Lounge’s

exposure and success, but Sim will have to accept that social media is an important tool in

today’s business model.

Research on situation

Although the T.T. Lounge used to be a popular spot, it has simmered down due to

competitors showing up in the past two years. Their visibility is low because unlike their

competitors is due to lack of presence on social media and no public outreach efforts.

The first introduction of new competition was with Kung Fu Tea in 2016, prior to

that T.T. Lounge was the dominant force in the boba tea industry in Richmond, Virginia.

Unlike T.T. Lounge, Kung Fu Tea is a franchise with many locations both domestic and

internationally. It is also established on all social media platforms such as Twitter, Facebook,

and Instagram. The second competitor, GiGi Tea, was established in 2017. Even though it is

not a franchise, it is still more established on social media than T.T. Lounge which only owns

an inactive Facebook account.

T.T. Lounge’s lack of presence on social media and the internet affects the business

with communicating with the public. Along with their inactive Facebook account, they also

own an incomplete website. They have their hours on google, along with a small description

of their business that states: “Laid-back operation doling out boba drinks & coffee in a cozy

space with couches.” Other than their Facebook and Google description, they also have a

presence on Yelp on which they have a rating of 4 stars and 180 reviews. However, after

discussing with the owner, he has expressed that he doesn’t take full advantage of these

online resources.

The last contributing factor to T.T. Lounge’s problem is their outdated graphics.

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Although they have a personalized storefront sign, the posters hanging in their window are

not cohesive with the business. With the low quality of graphics in their store window they

are missing an opportunity of growth because of it makes it hard to grab attention from

people passing by the store.

Publics

Boba tea drinkers looking for authentic homemade tea are the primary audience for

T.T Lounge. Those who value taste and quality without compromising the fair cost present

among all brands make up our target publics. The target publics that T.T. Lounge is going to

focus on is VCU students and Richmond locals.

For VCU students, the reason why they are the best public to focus on is due to the

location on T.T. Lounge. Since it is right off campus, VCU students are a prime target.

Currently there are 31,000 students enrolled on VCU campus. Even though all the students

will not be easy to target, strategies will focus on reaching out to students who stay on

campus more throughout the day.

For Richmond locals, the reason why T.T lounge should expand themselves more

past VCU students is due to the amount of people that work in the city and visit the VCU

area. Target areas for this public will be Downtown Richmond and Carytown.

Primary Research Proposal

Since there is no primary or secondary research regarding T.T Lounge, the research

that would need to be conducted would require extensive time and effort. It would require

the use of both qualitative and quantitative research methods to conduct the research.

InterviewsThe first step would be to speak with management and figure out a time that is

convenient to hold an in-depth interview with the owner. Questions will be in funnel format

asking about his background, business, what he is lacking and what can be done to help.

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SurveyConducting a survey could help gather information from the publics. The survey

would be a single page broken down into four sections. The first section will ask students

around campus if they heard or know about the business and product. The second section

could give more insight to the customer demographic. In the third section, we will ask the

customers why they choose to go to T.T. Lounge. Finally, the fourth section will give insight

into the strengths and weaknesses from a business consumer perspective.

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ObjectivesGoals

To improve public reputation and visibility of TT Lounge.

Objectives- To increase 70% of Richmond locals’ awareness of the business by end of Fall 2018.

- To generate 70% more VCU student customers by the end of Fall 2018.

- To increase social media interactions between VCU students by 70% by the end of

Fall 2018.

- To increase social media interactions between Richmond locals by 70% by the end

of Fall 2018.

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Programing Message and Action Strategies

Message Strategies

The message strategy that works for T.T. Lounge would be Pathos invoking emotional

attachment: the use of family. It is a mom and pop shop that has been around since 2003

(nearly 15 years) enough for a new generation to be able to enjoy the lounge. The tea is

homemade, and the ingredients are organic. By creating a 30 second video showing a

families enjoying the tea and having a good time. Another approach is showing a grandma

making tea and then moving the shot to T.T. Lounge to emphasize that the tea is created by

the family that owns the business

Since the atmosphere is very cozy,

showcasing the colorful furniture and the

friendliness of the owners could show that this

place is very welcoming, and make the place a

safe environment.

Action Strategies

Corporate Ability

The action strategy for T.T. Lounge would be to look at other competitors in the same

market and compare their social media platforms and their website. T.T. Lounge does not

have active social media or a website so looking at the other competitors would give T.T.

Lounge some ideas. For example, Gigi Tea Time has active social media accounts and an

accessible website. T.T. Lounge needs to take action on their visibility.

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Some ideas for T.T. Lounge are to create a social media posting schedule to engage

customers and increase exposure. Putting up flyers around VCU to help create awareness

of T.T. Tuesdays, where drinks are half off from 3-5 pm. For all other days you can get

rewarded for getting drinks by using a punch card. After every 10 drinks you get one free.

Communication Strategies

The Communication strategy that will be best for T.T. Lounge during this campaign is

public engagement. Currently T.T. Lounge does not have a presence on social media. The

first step would be to create a Twitter, Instagram and Facebook. In regards to the social

media accounts on Twitter, Instagram and Facebook, T.T. Lounge will initiate “T.T. Tuesday”,

a campaign where each Tuesday T.T. Lounge will have the most popular teas sold at a

discounted price. On this day T.T. Lounge will post on their social media accounts about this

special with a quirky picture and the hashtag of “#T.T.Tuesday”. The picture would include

one of the teas with a face or doodle drawn on it to create more of a personable effect

and encourage sharing. This in turn will help T.T. Lounge’s overall awareness within the

community.

Objectives, Tactics, and Tasks

Objective 1 - To increase 70% of Richmond locals’ awareness of the business by end of Fall

2018.

Tactic 1.1 - Create flyers and place around Carytown area and Downtown Richmond.

Task 1.11 - Create flyers: Have a graphic designer create a eccentric and eye

catching flyer. Then print out 1,000 flyers for distribution.

Task 1.12 - Gather volunteers to hand out flyers.

Tactic 1.2 - Create a radio advertisement on 94.5.

Task 1.21 - Write script for radio advertisement.

Task 1.22 - Produce radio advertisement.

Task 1.23 - Purchase radio slots.

Tactic 1.3 - Have a stand at the GrowRVA Farmers Market for 2018 season.

Task 1.31 - Register for farmers market.

Task 1.32 - Pass out samples.

Task 1.32 - Pass out flyers and information.

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Objective 2 - To generate 70% more VCU student customers by the end of Fall 2018.

Tactic 2.1 - Create a loyalty system for return customers.

Task 2.11 - Design loyalty punch cards.

Task 2.12 - Introduce the new punch card system on social media.

Task 2.13 - Introduce the new punch card system via email updates.

Task 2.14 - Print out 1,000 punch cards for distribution. (Get more if

necessary)

Tactic 2.2 - Create flyers and place around campus buildings.

Task 2.21 - Design flyers.

Task 2.22 - Print out 300 flyers.

Task 2.23 - Place flyers around campus in buildings and on the streets.

Tactic 2.3 - Have student ambassador hand out flyers to students on the Compass

and in the Commons.

Task 2.31 - Hire two student ambassadors.

Task 2.32 - Have student ambassadors hand out flyers on the Compass and in

the Commons.

Objective 3 - To increase social media interactions between VCU students by 70% by the

end of Fall 2018.

Tactic 3.1 - Create daily posts on Twitter utilizing the hashtags #VCU, #RVA and

#T.T.Tuesday.

Task 3.11 - Create a Twitter.

Task 3.12 - Create a post on twitter daily about specials, tea, or other related

topics.

Tactic 3.2 - Create daily posts on Instagram utilizing the hashtags #VCU, #RVA, and

#T.T.Tuesday.

Task 3.21 - Create a Instagram.

Task 3.22 - Create a post on Instagram daily about specials, tea or other

related topics.

Tactic 3.3 - Purchase ad promotions on Instagram.

Task 3.31 - Purchase promotion Instagram 4 times a month.

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Objective 4 - To increase social media interactions between Richmond locals by 70% by the

end of Fall 2018.

Tactic 4.1 - Create a website with email sign up for promotions and updates.

Task 4.11 - Purchase website host and domain.

Task 4.12 - Design website.

Task 4.13 - Set up email promotions and updates for members on the website.

Task 4.14 - Promote website on social medias.

Tactic 4.2 - Post on Facebook page daily utilizing the hashtag #RVA.

Task 4.21 - Create a Facebook page.

Task 4.22 - Create a post on Facebook daily about specials, tea or other

related topics.

Tactic 4.3 - Purchase ad promotions on Facebook.

Task 4.31 - Purchase promotion on Facebook 4 times a month

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Budget

ITEM COST

Facebook Promotions (28 promoted posts as $5 per post)

$100.00

Instagram Ad Promotion(28 promotion posts at $3 per post)

84.00

Print flyers in color(.20 cents each x 1,000 copies)

200.00

Print punch cards (.25 cents each x 1,000 copies)

250.00

Radio Advertisement ($300 for production)

300.00

Radio Airtime ($40 airtime each as - 3 times a month for 7 months)

840.00

Farmers Market vender registration for the 2018 season

100.00

Farmers Market supplies (sample cups, table, banner, ingredients)

250.00

Student Ambassadors (2 people, hourly minimum wage, 2 days a week)

1,000.00

Website Setup ($18 per month via square-space.com for a year)

216.00

Sub Total $3,340.00Contingencies (10%) 334

Total $3,674.00

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Schedule

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Evaluation- Submit a general survey (see Apendix) with 8 questions to the VCU Poll on

Blackboard. This survey will be to assess awareness of T.T Lounge among a minimum of

1,000 students (Objective #2).

- Submit a general survey (see Apendix) with 8 questions to the Richmond Local

Scene facebook page. This survey will be to assess awareness of T.T. Lounge among 100

Richmond locals (Objective #1).

- Review the social media analytics analysis on T.T. Lounge’s Facebook, Twitter,

Instagram and website by December 31, 2018. (Objective #3, #4).

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Stewardship Building and establishing relationships with the people involved in the company

is a practice that is very important in every business. You need to show gratitude to the

stakeholders and everyone involved in the campaign.

ReciprocityFor reciprocity, we would send our company a newsletter of all the things that are

going on during the month. T.T. Lounge will also incorporate punch cards for customers to

use. This will let the customers know that we appreciate their business and that we want

them to return again. This will let the people of T.T. Lounge know that we are thinking of

them and that we still want to be involved with them.

ResponsibilityTo let our customers know that we are being responsible, we will keep our promises

to all customers. T.T. Lounge will only use natural ingredients and homemade products.

T.T. Lounge also only uses made-to-order ingredients. Having these quality ingredients will

ensure trust and this is something that our customers love about T.T. Lounge. This is how

our company will keep our promises to our customers.

ReportingWhen reporting to the public’s, it is important to let the customers know what is

happening internally at T.T. Lounge. T.T. Lounge will do this by having weekly social media

posts addressing all the new and local things. For example, if the hours of the shop tend to

change, T.T. Lounge will send out a post letting the customers know. T.T. Lounge wants to

increase positive behavior and attitudes by actively reporting to their publics.

Relationship NurturingTo continue to build and maintain the relationship between T.T Lounge and their

customers, T.T Lounge must first maintain the reputation of the establishment by continuing

to provide quality products and the store’s environment. Maintaining consistency with

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updating the website, and posting on social media will continue to help continue to grow the

relationships with the customers. To maintain and create new loyal customers, the constant

offering of punch cards and other offers will increase the desire to return to the store. Lastly,

being involved in the community, participating in events that allows T.T. Lounge to interact

with customers and drive in new ones.

By adding these four elements to your interactions with your publics, you will build the

trust within the company.

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ConclusionOur PR group extensively researched the ROPES model which helped us create a

campaign plan for T.T. Lounge. We started by making specific goals and objectives for T.T.

Lounge which helped us start a plan for our campaign. Initially, we met with the owner,

Sim, and gained some insight into how T.T. Lounge operates. Next, our group focused on

how we could increase their public perception. By creating different social media accounts,

websites, and flyers, T.T. Lounge will have an increase in sales and be more active in the

community. We focused on our key publics throughout the entire campaign to increase

public perception. By creating an online presence, we become more connected with our

publics. We created different tactics and strategies to help the online presence. The budget

and Gantt schedule also gave us an overview of our campaign.

Throughout our group campaign, we have acquired certain skills that helped us

successfully carry out the ROPES model. We learned how to perform primary and

secondary research and how to formulate questions for different interviews. The objective

phase sets the goals and tactics for the campaign. This increased our knowledge on how to

create a campaign based on the ROPES model. Overall, teamwork and time management

is something that we all became experts in. Luckily we all got along the first day we were

paired with each other. However, when we came together every week and split up the work,

things got challenging. By the end of the campaign, we became pros at individually splitting

up the work, but still working as a team. This campaign plan book really taught us a lot both

externally and internally and will help us all in the future as PR professionals.

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Appendix Style Guide

Logo

Black/White Varient

White Varient

Colors

Fonts

Spaceing Guidelines

C - 0M - 0 Y - 0

K -100

C - 74M - 0

Y- 100K -0

R - 0G - 0B - 0

R - 59G- 181B - 74

ARIAL BLACK

#000000

#3bb54a

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Survey Example

23

Prototypes Website Mockup

Home Menu Our Story

Only Fresh Ingredients

Learn More

24

Flyer

Visit T.T. Lounge

705 W Cary St, Richmond, VA 23220

� � �

CHECK OUT T.T. TUESDAY FOR SPECIAL OFFERS

HEALTHY INGREDIENTS

VEGAN OPTIONS

COZY ENVRIOMENT

LOCAL

25

Loyalty Punch Card

Social Media Mockup

Buy 10 regular sized bubble teas by ______, Get 1 free!

26

Social Media Ad

Join us at T.T. Lounge for homemade Bubble Tea!

#TTLoungeRVA www.TTLougne.com

27

ReferencesBennett, S. (2015, January 27). 28% of Time Spent Online is Social Networking. Retrieved

February 22, 2018, from http://www.adweek.com/digital/time-spent-online/

Greenwood, S., Perrin, A., & Duggan, M. (2016, November 11). Social Media Update 2016.

Retrieved February 22, 2018, from http://www.pewinternet.org/2016/11/11/social-media-

update-2016/

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Public Relations - Course 337 Management & Case Studies Final Project (Spring 2018)