PROPOSED MARKETING AND PUBLIC RELATIONS STRATEGY FOR TURNSTAR HOLDINGS LIMITED BY: Mr.

PHAKAMILE KRAAI

TURNSTAR HOLDINGS LIMITED MARKETING AND PUBLIC RELATIONS STRATEGY

CONTENTS
SECTION A A1 A2 A3 A4 A5 Introduction Aim and scope Definition of tasks Auditing and evaluation of perceptions Project management Page 2 2 3 4 4

SECTION B Task 1 Task 2 Task 3 Task 4 Task 5 5 6 8 9 9

SECTION A A1. Introduction

A1.1 Turnstar Holdings Limited has to have a Marketing and Public Relations Strategy to support the delivery of its vision and long-term goals. The changing operating environment of the real estate investment makes it critically important that an organisation such as Turnstar Holdings Limited focus time and attention on understanding what its shareholders want and responding to their demands. Equally important for the success of the organisation will be its ability to promote its services and achievements and engage the public, together with its partners, in the debate about the options for the future provision of its services. It is hoped that this strategy will enable Turnstar Holdings Limited to develop its understanding and expertise.

A1.2

A2. Aim and scope

A2.1 Reputation is fast emerging as the most important factor taken into account, by clients who want to invest in property but do not know who to trust with their investments because of the recent global recessions and fluctuating prices property markets. Attracting clients to services therefore depends greatly on Turnstar Holdings Limited ensuring their reputation is protected and enhanced at all times. A sound reputation has to be built on the solid foundations of a service which is of high quality, effective and responsive to clients needs. In order for that reputation to flourish, prospective clients need to receive the right information about the Turnstar Holdings Limited in the right way at the right time. Investors, the local media, Turnstar Holdings Limited staff and local politicians might also shape prospective clients opinions and therefore affect reputation, both positively and negatively. The aim of this strategy is to identify all the audiences with which the Turnstar Holdings must communicate, the key messages they need to receive and the communications channels which should be utilised. This process should ensure prospective clients receive the information they need and that they are able to choose Turnstar Holdings with confidence.
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A2.2

A2.3

A2.4

A2.5

It also sets out plans for auditing and evaluating public, staff and stakeholder perceptions. While communications activity can go some way to addressing misconceptions that negatively affect reputation, it is important to remember that the organisation must act - and be seen to act - on public, staff and stakeholders concerns. This is one of the factors which distinguish marketing from traditional public relations (PR) activity. Marketing should also address the development of services to meet clients needs. This strategy assumes that this work falls under the scope of the Turnstar Holding business planning and that services are therefore appropriate to its clients markets. This strategy, therefore, is crucial to the delivery of Turnstar Holdings Limiteds plan, which sets out ambitions for attracting potential investors and clients from specific areas to specific services and which this strategy directly complements.

A2.6

A2.7

A3. Definition of tasks

A3.1 A3.2 TASK 1 TASK 2 There are five key tasks which need to be undertaken to achieve this strategys overall aim. The five tasks are as follows: Define the Trusts values, identity and ensure buy in from staff and stakeholders. In line with these values and identity, raise the profile of Turnstar Holdings Limited, using and promoting active Turnstar Holdings Publicity and Branding wherever possible. In addition, raising awareness and recognition of the Turnstar Holdings Corporate Social Responsibilities and corporate identity. Promote the benefits of choosing Turnstar Holdings Limited. Promote any newly-developed Turnstar Holdings Limited services and acuisitions provided to the community if appropriate.
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TASK 3 TASK 4

TASK 5

Build on the Turnstar Holdings Limited reputation as a learning organisation, by promoting it as a model employer committed to the professional development of staff.

A4. Auditing perceptions and evaluation

A4.1 Because the aim of this strategy is to enhance the reputation of the Turnstar Holdings, its effectiveness can be measured by monitoring any changes in the perceptions of the audiences it targets and also update in services. The Turnstar Holdings Limited should have some baseline information on what clients think of the services it provides. This could be gathered mainly from clients surveys and also other sources such as feedback made to Estate Management and analysis of complaints trends. In addition, data on staff perceptions of the organisation can be done through feedback gathered through such programmes as Improving Working Lives (IWL) programme which can be introduced and the annual staff survey. This research will also prove particularly useful in identifying barriers to choice. Rental hikes, client waiting list on rental property, once such barriers are identified, it is important that Turnstar Holdings Limited acts upon other perceived negatives that might affect where clients choose to go or rent.

A4.2

A4.3

A4.4

A5. Project Management

A5.1 It is proposed that the responsibility for implementing this strategy should lie with a new PR and Marketing Manager, who reports to the Managing Director. The PR and Marketing Manager should work to a project plan with clearly identified responsible leads and timescales.

A5.2

SECTION B
TASK 1 Define the Turnstar Holdings Limited values and identity and ensure buy in from staff and Stakeholders. Vision and goals B1.1 As part of its work towards applying for Turnstar Holdings Limited status, a new vision can be drawn up for the organisation: We will secure better return on investment and well-being for the people of Botswana and internationally by striving, in partnership with other countries, to improve the quality, effectiveness and range of our services.

B1.2 This vision is supported by goals: ensure all clients and their landlords have a positive experience ensure all staff have the competencies and are motivated to deliver the required standard of service maximise the opportunities for the education and development of all staff operate on a financially sound basis in order to achieve vision build on our strong reputation to ensure clients and investor choose Turnstar Holdings Limited. B1.3 Action against these goals will be progressed through the annual corporate objectives, success of this marketing strategy will undoubtedly affect the Turnstar Holdings Limited ability to achieve the final goal and be the best in all of Africa and internationally. B1.4 The success of any marketing strategy, however, depends greatly on an organisation ensuring consistent messages reach its target audiences. Turnstar Holdings Limited will go a great way to ensuring consistency of message by ensuring the entire organisation is not only aware of, but also signed up to the vision and goals.

Corporate Identity B1.5 Applying a uniform graphical style to printed and online information, together with dissemination of the organisations vision and goals, assists in the creation of a brand which should become recognisable to the public, members, staff and stakeholders.
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B1.6 A consistent graphical style, based on that used for the new Turnstar Holdings Limited website and or public newsletter if available. Customer Care and market awareness B1.7 Individual clients experiences, both positive and negative, have a corresponding effect on the organisations reputation. While a drive to improve overall standards of care and treatment will be overseen on a corporate level, Turnstar Holdings Limited has to identify a need for customer care training for all staff so that clients experience is improved. B1.8 Built into this customer care programme, which will undoubtedly support the overall marketing effort, should be learning points on the ways in which a negative investor or clients experience can affect reputation and ability to attract other clients.

TASK 2 In line with these values and identity, raising the profile of Turnstar Holdings Limited is promoting an active Turnstar Holdings Limited using Publicity and Branding opportunities wherever possible. In addition, raising awareness and recognition of Turnstar Corporate Social Responsibilities.
PRIORITY AREA Branding/Billboards Events/Public Relations PRIORITY ACTIONS Visible branding, signages at main head office and Francistown Quarterly mini golf day and dinner Host an annual event to promote real estate Opportunities Promote Real Estate related trade shows and conferences Host an annual business appreciation event for businesses that receive special awards, top employers and businesses that reach milestones

Participate on Group PR initiatives and Media Breakfast. Assemble a business visitation/ intervention team Sponsorships Improve Perception about Turnstar Holdings Limited (CSR) e.g. recognition program for schools that improve Locate sponsored events in commercial business districts. Identify and sponsor for new events UB Foundation Dinner Advertising/Website Promote Homeowner Assistance programs on the web Update real estate listing website brochure and mail to local brokers Target advertising in real estate and development publications Develop advertising campaign to promote available properties and developments through advertising and Turnstars Holdings website. Create an e-new sign up page on the Turnstar website and periodically send updates to businesses. Create a Guide to Economic Development Services to be printed and posted on the web. Place downloadable Annual Report on the Turnstar website Use of local and international Newspapers to publicise Group Results e.g. Sunday Standard Business Section. Radio, place Public Service Announcements on homeowner assistance programs. Create an information Packet to send to new and prospective businesses Attract and retain Businesses

 Targeted Advertising to identified clusters/clients Conduct monthly business visits as a needed intervention to businesses considering relocation Create a notification system for property owners with potential lease expirations/relocation Internal and Communication & External Newsletter (Whats on @ Turnstar Holding Limited) Development of a staff Intranet to assist with internal communications Sending out Information Packets on Turnstar Holdings to new businesses. Attract vacationers and business travellers by working with hotels to create travel packages with local businesses to stay in townhouses e.g. Innisfree apartments Create a co-operative City shopping and dinning guide, thereby promoting Game City & Nzano Centre

Increase Accommodations and retail trade

TASK 3 Promote the benefits of choosing Turnstar Holdings Limited. B3.1 There should be a number of services at Turnstar Holdings which clients and investors are able to choose. These services need to be promoted to prospective clients in a carefully targeted way, highlighting their strengths compared to key competitors. Looking at such things like Return on Investment (ROI) for shareholders etc. B3.2 A major obstacle to enhancing Turnstar Holdings Limiteds reputation will be the legacy of theft or unoccupied rental properties. Action which should permanently improve the situation and every opportunity should be taken to promote the improvements. TASK 4
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Promote any newly-developed Turnstar Holdings Limited services or acquisitions provided to the community if appropriate. B1.1 Turnstar Holdings investing outside Botswanas property market and looking into take on the Tanzania property market. According to the companys new Managing Director, Jacob Motlhabane, Turnstar is closer to acquiring Mlimani City Property Development in Dar es Salaam. B1.2 Launch of the new Turnstar Holdings Limited website. TASK 5 Build Turnstar Holdings Limited to have a reputation as a learning organisation, by promoting it as a model employer committed to the professional development of staff. B5.1 Turnstar Holdings Limited can present an opportunity to build on very strong reputation for helping staff reach their full potential. Further enhancing this reputation will support the drive to retain and recruit a diverse and high quality workforce, without which it would be unable to deliver improvements in the quality of its shareholders, investors and clients. B5.2 It is important that the Turnstar Holdings Limited positions itself as an employer which is committed to the learning and development of its staff. It should do this by keeping existing staff and prospective staff such as those undertaking masters in real estate planning and estate management training abreast of the opportunities which exist.

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