POST-PROJECT REVIEW REPORT TEMPLATE

Name of Project : MARKETING CAMPAIGN OF SPIRIT & SOUL HEALTH SPA

Date and Location of Meeting: 12th April 2018 at the meeting room

Name of Attendees:

1. Richard Chapman - Campaign Manager

2. John Goldrick - Deputy Manager

3. Sarah Carson - Secretary

Project Overview:

Marketing Campaign Spirit & Soul Spa is a program to introduce and market this spa
to the whole community. The spa business is gaining momentum in the community
not only women but also men. The day-to-day bustle requires them to take care of
themselves outside and require professional service to pamper themselves.

Review by team of goals, objective / deliverable and schedule as outlined in

project plan:

i) Opening welcome

Responsible : Chairperson / Team Leader

ii) Target Audiences

 Spa entrepreneurs

 Working women who are spa customers.

iii) Marketing Communication Tools

 Advertising

 Sales and Services Promotion

 Direct Mail

 Social Media

 Online Reviews

 Mobile Technology

iv) Marketing Team Goals

 Exposed to the outside community about the importance of maintaining the

outward and internal appearance through spa treatments.

 Explain some of the most important marketing ways to attract customers.

 View the effectiveness of this program to the audience present

v) The timing of the Campaign

The campaign will took about 3 hours.

vi) The Effectiveness of the Campaign

 Opening Ceremony

The opening presentation will be conducted by the Stage Management and Event
Management Committee where some of the opening theme music is needed to help
bring about the atmosphere before the event starts.\

 Workshop

This one-hour 30-minute workshop will give you a thorough overview of how to
handle Spirit & Soul Spa. The workshop is conducted by a speaker who has
experience in spa management. After that, some spa marketing methods will be
discussed thoroughly as well as some interesting examples.

 Questionnaire

At the end of the program, as a team leader, my team and I will have a question
and answer session on the campaign on that day. Every audience present has the
opportunity to ask questions to speakers.

Goals, objectives / Met Missed Partially Comments

deliverable met

Exposed to the outside √

community about the
importance of
maintaining the
outward and internal
appearance through spa
treatments.

Explain some of the √

most important
marketing ways to
attract customers.

View the effectiveness √

of this program to the
audience present.

What worked well? What could have gone better?

 Worked well Could have gone better

The most important marketing ways to The outside community about the
attract customers. importance of maintaining the outward
and internal appearance through spa
treatments.

The effectiveness of this program to the

audience present.

Lessons learned:

So we can say that, to truly “learn” a lesson, we need three “ingredients”:

 An experience to learn from (by observation or by direct participation). From

the campaign, as a team leader, I chose my team member based on their
experience in campaign management. One of the team members has
experience in the field of spa control.

 A pattern of doing things in similar situations.

 A goal to improve something. Based on the campaign, what we want to

accomplish is the effectiveness of marketing tools used to promote Spirit &
Soul Spa.

Next steps / improvement plans:

1. Make Sure Our Content Is Ready Before we Launch

Before setting up our campaign, it is important to make sure all of the team members
have read through Spirit & Soul Spa business plan. By following these plan for our
campaign, we will have the best chance at succeeding on how this marketing tools
will help promoting the company.

2. Set Up Our Campaign for Success

Even if we don’t know it, we are optimizing our campaigns before it even start!
Setting up our campaigns for success is important, as it will give us the tools and
information we need to make smart decisions to improve campaign performance. We
can separate campaign by location, device and the spa’s services. We can also set a
budget that will works for us.

3. Improve Performance Through Titles and Thumbnails

 “Pre-Qualify” Our Clicks.

Our titles and thumbnails should speak to the experience the user will have on our
landing page. By doing this, we will be driving clicks from users who are actually
interested in the content on our landing page. This will ultimately help us reach our
campaign goals.
 Don’t Use Misleading Titles.
While it may be tempting to use a title that we know will attract a click, remember
that the user will leave the page almost immediately if they feel they have been
mislead in any way. By avoiding misleading titles, we will get clicks from users who
are truly interested in engaging with our content.
 Don’t Use Gimmicky Tactics.
Examples are “Click Here” or “While Supplies Last”. Original and clever titles are
much more likely to get a user to click.
 Dynamic Keyword Insertion for Titles.
Dynamic keyword insertion for titles allows us to dynamically place specific
keywords in titles based on where the user is located, the day of the week or the
device they are currently using. This will help us to create titles that are more specific
to our users, which will most likely lead to more clicks and higher engagement.
4. Target Highly Audiences

Audiences selected to join this campaign often have to do with what they want to
present through the campaign. Each team member needs to identify the audience in
terms of their background, preferences and interests in the campaign.

5. Choosing the Best Banner

Indeed, if a banner is successful and able to attract high volumes of quality

traffic, we’re on the path to achieve a great campaign performance. I can say that the
most important decision we’ll have to make as a media buyer is the choice of ads that
are to be placed on each campaign.
PRINCIPLES AND TECHNIQUES OF TEAM LEADERSHIP

Elements Principles (Reasons / Techniques (Methods Comments

References) and Tools)

Delegation and 1. Determine. Effective 1. Prepare As a team

leader, i found
work allocation. delegation and work 2. Assign
allocation begins with out that
defining my team 3. Confirm understanding employees are
member’s rarely the
4. Confirm commitment problem. It’s a
responsibilities.
5. Avoid “reverse lot easier and
2. Choose the right delegating and wok much less
person. The key to allocating” expensive for a
finding the right person manager to learn
to delegate an a new approach
assignment to is than to replace
matching skills and staff.
attitude to the task at
hand. In this campaign, I
choose Sarah Carson to
do the delegation and
work allocation.
3. Clarify the desired
results. An added benefit
of effective delegation
and allocation is the
individual may find a
better and more effective
way to accomplish the
task or achieve the
desired results.
4. Clearly define the
employee's
responsibility and
authority. Clearly
communicate the
expectation,
responsibilities, and
timeline. Be sure to ask
 the employee to share his
or her understanding.
5. Establish a follow up
meeting or touch
points. The follow up
meetings should be
focused on two
things-monitoring
progress and determining
the need for assistance.
The number of follow up
meetings will vary based
on the scope of the task
or project and whether
the employee is new or a
long term member of the
department.
Goal setting. the following five  Technique #1 – Be As a team
principles of effective specific. leader, by setting
goal setting.  Technique #2 – Make sharp, clearly
it measurable. defined goals, I
can measure and
1. Clarity  Technique #3 – Keep take pride in the
2. Challenge it realistic. achievement of
3. Commitment
4. Feedback  Technique #4 – Set a those goals, and
deadline. I can see
5. Task complexity
forward progress
 Technique #5 –
in what might
Create mini-goals.
previously have
 Technique #6 – Have seemed a long
rewards in place. pointless grind
of my team
member’s
performance in
handling a
campaign.

Group dynamics 1. Stimulate and / or

and processes. 1. Group Development strengthen the
Stages intended subject in
a learning process.
My team go through
2. Make transferable
these stages
subconsciously but the or translatable into
understanding of the real situations
stages can help them theoretical
reach the last stage concepts.
effectively. The five 3. Diagnose and
stages are forming, develop specific
storming, norming, skills and attitudes.
performing and 4. Assess knowledge.
adjourning.
5. Identify the
group’s
2. Communication
expectations.
The communication 6. Set rules in a
network is another group.
characteristic of group 7. Overcome the
dynamics. Knowing stagnation of the
about this group dynamic dynamics of a
allows me as a team group.
leader to provide this 8. Energize or
strategically placed
prepare a group for
leading individual with
learning.
information that my team
needs in handling the 9. Diagnose and
campaign analyze processes
of group dynamics.
3. Rotational 10. Integrate work
Leadership Dynamic groups

As a team leader, I
generally arises when a
team member shows
leadership qualities that
others see as critical for a
specific situation. I did
not possess any formal
power, and the team
member can replace such
a person if the need
arises.

4. Group Norms
Another characteristic of
group dynamics is the
presence of group norms
and values. Norms also
keep the team member
functioning as a system
and measure the
performance of team
members.
Individual (1) Locus of control 1. Positive Reinforcement Human behavior
indicates how much It occurs when a desirable is complex and
behavior and
people believe they event or stimulus is given every individual
differences. control their fate through as an outcome of a is different from
their own efforts. behavior and the behavior another, the
improves. A positive challenge of an
(2) Self-efficacy is the effective
belief in one's personal reinforcer is a stimulus
event for which an organization is
ability to do a task. Low in successfully
self-efficacy is individual will work in
order to achieve it. matching the
associated with learned task, the
helplessness, the 2. Negative Reinforcement manager and the
debilitating lack of faith It occurs when an subordinate.
in one's ability to control aversive event or when a Under ideal
one's environment. stimulus is removed or situation, as a
(3) Self-esteem is the prevented from team leader of
extent to which people happening and the rate of this campaign, I
like or dislike a behavior improves. would first
themselves. 3. Punishment analyze the task,
then determine
(4) Self-monitoring is the The creation of some the required
extent to which people unpleasant conditions to
skills and
are able to observe their remove an undesirable
assemble my
own behavior and adapt behavior.
team that
it to external situations. 4. Extinction complement
(5) Emotional The process of each other skills;
intelligence indicates the eradicating any type of thereby creating
ability to cope, reinforcement causing an enriching &
empathize with others, any undesirable behavior. conflict free
and be self-motivated. team.
5. Schedules of Reinforcement
The schedules of
reinforcement can be of
five types − continuous,
fixed interval, variable
interval, fixed ratio, and
variable ratio.

Leadership 1. Know myself and In this campaign, as a As a team

Seek
style.
Self-Improvement:
2. Be Technically
Proficient:
As a leader, I must know
my job and have a solid
familiarity with my team
members’ tasks.
3. Seek responsibility
team leader, I use the leader, I often
transformational uses
leadership style depends management by
on high levels of exception,
communication from working on the
management to meet principle that if
goals. I always motivate something is
my team members and operating to
enhance productivity and defined (and
efficiency through hence expected)
and take responsibility communication and high performance
for my actions: visibility. This style of then it does not
Analyze the situation, leadership requires the need attention.
take corrective action, involvement of Exceptions to
and move on to the next management to meet expectation
challenge. goals. I also focus on the require praise
big picture within an and reward for
4. Make sound and organization and delegate exceeding
timely decisions: smaller tasks to the team expectation,
to accomplish goals of whilst some kind
Use good problem Spirit & Soul Spa of corrective
solving, decision Campaign. action is applied
making, and planning for performance
tools. below
expectation.
5. Set the example:
Be a good role model for
your employees. They
must not only hear what
they are expected to do,
but also see. We must
become the change we
want to see – Mahatma
Gandhi.

6. Know my people and

look out for their
well-being:
Know human nature and
the importance of
sincerely caring for my
team members.

7. Keep my team
members informed:
Know how to
communicate with not
only them, but also
seniors and other key
people.

8. Develop a sense of
responsibility in my
team members:
Help to develop good
character traits that will
help them carry out their
professional
 responsibilities.

9. Ensure that tasks are

understood, supervised,
and accomplished:
Communication is the
key to this responsibility.

10. Train as a team:

Although many so called
leaders call their
organization,
department, section, etc.
a team; they are not
really teams…they are
just a group of people
doing their jobs.

11. Use the full

capabilities of my
organization:
By developing a team
spirit, I will be able to
employ my organization,
department, section, etc.
to its fullest capabilities.

Motivation. 1. The key to effective 1. Create a Positive Work Increasing

communication is Environment motivation in my
identification. When 2. Set Goals workplace can
something becomes help improve
personal, it becomes 3, Provide Incentives performance,
important. When my raise morale and
4. Recognize
team members begin to boost
Achievements
identify with who we are productivity.
and what we are, good 5. Provide Professional While different
things begin to happen. Enrichment motivators work
for different
2. The best way to get types of team
people to pay attention members,
to me is to pay
attention to them. That
means listening to others
and not just hearing
them. Listening is active;
hearing is passive. If I
listen to individuals long
enough, they'll tell me
what their concerns and
problems are. That’s
 what I’m doing to my
team members.
3. We all judge
ourselves by our
motives; but we judge
others by their
actions. Put another
way, we're inclined to
excuse in ourselves
behavior that we find
unacceptable in others.
When my team members
are late for work, it's
because they're
irresponsible and have
no interest in their jobs.
When we're late for
work, it's because we
were attending to
necessary details that had
to be taken care of.

Negotiation.  An attitude that 1. Reframe anxiety as Negotiation

prompts the excitement. The skills are among
negotiator to preparation stage of the most
work for negotiation often comes significant
solutions that will with unpleasant side determinants of
benefit all or effects, such as sweaty career success,
most of the palms, a racing heart, and and while
participating seemingly overwhelming negotiation can
parties; anxiety. It’s common even be said to be a
for professional bit of an art,
 An
negotiators to feel there are specific
orientation that
nervous, but this state of techniques that
views the other
mind can lead us to make anyone can
person as a
costly decisions. learn.
potential partner
rather than an 2. 1. Reframe anxiety as
adversary; excitement. The
 A climate that preparation stage of
stimulates both negotiation often comes
parties to realize with unpleasant side
that they are effects, such as sweaty
more likely to palms, a racing heart, and
attain their seemingly overwhelming
objectives if they anxiety. It’s common even
work together for professional
than if they battle negotiators to feel
nervous, but this state of
 one another; mind can lead us to make
costly decisions.
 A set of
strategies that 3. 3. Draw on the power
facilitate the of silence. In negotiation,
process of as in any discussion, we
securing mutual tend to rush in to fill any
advantages. uncomfortable silences
that arise with persuasion
techniques and
counter-arguments.
4. 4. Ask for advice.
Professional negotiators
often assume that asking
the other party for
advice will convey
weakness, inexperience,
or both.
5. 5. Put a fair offer to
the test with final-offer
arbitration. When
negotiating to end a
dispute under the shadow
of a lawsuit, you might
find yourself frustrated by
a counterpart’s seeming
inability to make or
entertain reasonable,
good-faith offers.

Problem-solving  Identify the issues. At some point,

1. Each problem we might
.  Understand
should be seen as encounter
unique everyone's interests.
something that
 List the possible went wrong, or
By look at the unique solutions (options). maybe someone
circumstances of each
 Evaluate the options. else brings a
challenge, we will be
 Select an option or problem to our
able to develop solutions
attention,
that will meet the unique options.
expecting a
situational needs.  Document the solution.
agreement(s).
2. Focus on the
reasons for  Agree on When faced with
solving the contingencies, such problems,
problem monitoring, and our first instinct
evaluation. is to attempt to
Instead of asking what is solve the
going on here and what problem straight
is wrong, learn to ask away.
what are we attempting
to achieve from this
situation.

3. Seek solutions
using a long-term
perspective

Whenever possible,
identify the ideal and
perfect solution to the
problem, and then work
backwards so that you
can create practical
short-term solutions that
can eventually become a
part of the ideal
long-term solution.

4. View the
problem(s) from a
systems approach

Once we learn to view

each problem as part of
something else, we begin
to adopt a systems
approach to managing
problems.

5. Learn to work
with minimal
information

Having too much of

information on hand also
prevents us from
considering new and
innovative solutions.

6. Keep the people

factor in mind
when developing
solutions

Keep solutions broad and

flexible so that those
who will be managing
and executing the
 solution will have some
degree of flexibility, and
not be disoriented when
everything doesn’t go
according to plan.

Planning. 1. Contribution to  Strategic Planning As a team leader

objectives: The plans are I will use all the
Strategic planning aims to
made for the purpose of techniques plan
ensure team members
achieving the campaign this campaign
working towards a
goals. and give my
common goal and their
team members
2. Primacy of Planning: energy, focus and
their work based
according to this resources are all aligned
on their talent
principle, the process of towards this.
and capability.
planning is the primary
 Action Planning
function of all the
managers. More focused on
day-to-day activities.
3. Planning Premises:
Individual, team or project
for the purpose of
activities are organised
making the process of
and set out in a timetable.
planning effective, there
Specific details are
are certain presumptions
planned for to the level of
or premises that have to
who will be where, when
be made and the
and the exact amount of
planning is undertaken
resources they will
on the basis of these
require.
premises.
 Tactical Planning
4. Principle of
Alternatives: the process Builds on the strategic
of planning involves the plan already set out, by
development of several breaking the tasks down
alternatives and then the into short-term actions and
planners select the plans.
alternative that is most
 Operational
appropriate for achieving
Planning
the campaign goals.
Aligns different functions
5. Principle of timing:
of the business, for
the plans have the
example HR or marketing,
capability of contributing
with the overall goals and
significantly in the
objectives of an
achievements of the
organization includes
campaign goals if the
planning levels of
plans are properly timed.
resources, processes,
6. Principle of where people are needed
flexibility: according to and department budgets.
this principle, there
 Assumption-based
 should be flexibility in Planning (ABP)
the plans. This is very
Identify which will have
important because
the biggest impact on the
flexibility allows the
business if they were to
plans to deal with the
fail. Hedging actions can
contingencies that may
be taken to prepare for the
develop later on.
instance where
7. Principle of assumptions fail. As the
comparative strategies: business environment
this requires that while becomes more
formulating their plans, unpredictable and volatile
me as a team leader ABP has become more
should also consider the crucial to strategies.
plans made by our
 Contingency
competitors.
Planning
8. Principle of
Preparing for the worst
flexibility: according to
case scenario to occur.
this principle, there
Contingency plans are
should be flexibility in
often unused by the
the plans. This is very
completion of the strategy,
important because
and hence ignored by
flexibility allows the
many companies, but to
plans to deal with the
initiate a strategy without
contingencies that may
one poses a serious risk to
develop later on.
any business.

Workplace 1. The first and most As a team

1. Be curious and gather
important principle is to leader, I know
innovation. more information
stop doing others and believe that
thinking for them. It’s 2. Recognize innovation innovation is the
impossible to cultivate opportunities secret sauce for
innovation under the company
direction of me as a team 3. Foster an innovation growth. It
leader. environment inspires product
4. Be futuristic and have development,
2. innovation has to be facilitates strong
visionary attitude
minded out my team employee
members which can only satisfaction,
occur in a safe drives efficiency
environment. and provides a
Professional managerial sound culture
leaders provide making it
laboratories for their desirable for one
people to experiment and to work and
refine their thinking. invest their time
and talent.
Workplace 1. Change Behaviors As a team
and Attitudes Will 1. Get Rid of Motivation leader, I don’t
productivity
Follow - Often, we live Killers settle for less
(measures). under the belief system than the best;
that our behaviors 2. Motivate through instead,
depend on our mindset. Gamification re-energize our
2. Adopt Open entire campaign
Communication - When 3. Set Clear Goals and by improving the
team members are able Provide Feedback culture and
to take place in enhancing
conversations, they feel 4. Use Technology workplace
more like a part of a Responsibly satisfaction.
team and develop a
better understanding of 5. Set Standards and
the campaign goals. Provide Skills
3. Encourage More Development
Flexibility - It’s easy to
get caught up in the 6. Communicate
mindset that rules, Effectively and Efficiently
regulations, and give
team members the push
that they need to perform
at their best.
4. Provide
On-Going Employee
Training - While this is
a way to cut down on the
cost of training, it
certainly doesn’t leave
the team members
feeling valued or
empowered. If the team
members is spending all
their time trying to figure
out what they’re doing,
they will have a hard
time becoming as
productive as they could
be.
TEAM EFFECTIVENESS SURVEY (SARAH CARSON)

Objectives The project objectives clearly

communicated to me at the outset of the
project.

Team Building The project leader provide meaningful

and effective team-building activities.
Decision making and consultation I also consulted in allocation of task.

Team member roles / tasks Yes, it very clear for me.

Training need Yes, I was consulted on my skills in

communication and I have an experience
in spa control.

Leadership and guidance Our team leader is so responsible and

always give me courage and motivation
do finish my work.

Meeting environment Yes, it runs effectively.

Would you recommend? Yes, I will recommend out team leader

for the next project for her credibility as a
leader.
TEAM EFFECTIVENESS SURVEY (JOHN GOLDRICK)

Objectives The project objectives clearly

communicated to me at the outset of the
project.

Team Building The project leader provide meaningful

and effective team-building activities.

Decision making and consultation I also consulted in allocation of task.

Team member roles / tasks It is very clear for me.

Training need Yes, I was consulted on my skills in

management and handling a campaign or
any big event.

Leadership and guidance Our team leader is so generous,

responsible, encourage and always give
me motivation do finish my work.

Meeting environment It runs very effectively.

Would you recommend? Of course I will recommend out team

leader for the next project.