MED Communication Handbook - Programme Med

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Audiences All MED projects need to communicate with a number of different groups of people each with different characteristics and needs. These groups are called “target audiences”. It is important to define target audiences that are directly relevant to helping you achieve your communications objectives. � Think about the audience every time you communicate. To communicate effectively and in a results-driven way, MED projects need to understand their target audiences. Different aspects audiences have different motivations and demographics; they respond to different approaches and means of persuasion. Different audiences are reached by different tactics and different media. Different aspects of a project will be relevant and interesting for different audiences – local communities as opposed to businesses, for instance. Different groups of people will help you to achieve different objectives, if you identify, understand and communicate with them effectively. Each project needs a clear view of who its target audiences are. This analysis will enable an effective tailoring of messages, materials and public relations tactics for the greatest impact. Most projects will already have thought about their audiences and how to communicate with them – they may even be defined in the original application form. Still, it is worthwhile at this stage to take a fresh look to see whether these audiences are still appropriate, whether they have changed over time, and whether you have any new insight about how to reach them. Stakeholder engagement What is stakeholder engagement? Stakeholders are groups of people and individual citizens who have an interest in an organisation’s programmes and can have an influence on its ability to achieve its goals rapidly and efficiently. Stakeholder engagement means communicating with these groups and individuals in a manner which enables them to understand your project work and to support it enthusiastically. The goal of stakeholder engagement is to make all stakeholders feel that your project is relevant to their personal concerns and cares about them. This only 2 � Factsheet 2: Target Audiences �
happens when you deliberately set out to identify your key stakeholders, communicate with them and gives evidence that their opinions matter. Positive, neutral and negative stakeholder attitudes The result of an effective stakeholder engagement programme is that positive attitudes will be reinforced, neutral attitudes will become positive and negative attitudes will be neutralised. To plan and monitor these improvements, we need to know who our stakeholders are and how they currently feel about the issues that your project deal with. Stakeholder engagement planning Our resources are finite, so we need to prioritise stakeholders in terms of the strength of their interest and the degree of their influence. This is called stakeholder mapping. Some stakeholders are categorised as groups – for example, schoolteachers. Some stakeholders are listed as individuals – for example, the Mayor of a particular town. � List and review all of the audiences that you want to reach out to through communications activities. Examples of MED projects’ audiences Project-level audiences Projects themselves will likely share many of these key audiences, but will no doubt also have different key audiences. For instance, your audiences might include: � Regional and local authorities � Managing Authority � Economic and social partners � City authorities � Trade and industry � Public equivalent bodies � Regional development agencies, Universities, Research institutes, Chambers of Commerce, NGOs, etc. � General public � Regional communities � Schoolchildren � Families � EU institutions � Brussels regional offices 3 � Factsheet 2: Target Audiences �
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Page 3 and 4: Communication Handbook - Factsheet
Page 5 and 6: For instance, it is not sufficient
Page 7 and 8: Messages State your key messages. T
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Page 13 and 14: for the individual stakeholders on
Page 17 and 18: ideas at the same time, your audien
Page 19 and 20: � Free from jargon � Strong, ac
Page 21 and 22: IN SHORT Don’t rush the process.
Page 23 and 24: Why to evaluate communication activ
Page 25 and 26: If you have a small budget it is fi
Page 29 and 30: Things to consider when designing a
Page 33 and 34: Hosting Your website can often be h
Page 35 and 36: IN SHORT When designing or commissi
Page 37 and 38: Leaflets and brochures General leaf
Page 41 and 42: Do they fit with your branding and
Page 43 and 44: IN SHORT Only spend money on promot
Page 45 and 46: There are many opportunities to hol
Page 47 and 48: Programme The format of your event
Page 49 and 50: knife and fork. For the benefit of
Page 51 and 52: Invitations Develop the invitation
Page 53 and 54: Try to get all your printing done a
Page 55 and 56: A press conference should only be h
Page 57 and 58: Event Checklist Planning � Clarif
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Communication Handbook - Factsheet
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When projects find it hard to gener
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Hard news Soft news � Novelty �
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News devices The opportunities for
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Where just two countries are involv
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Larger scale pan-European PR campai
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Pan-European PR programme template
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IN SHORT The media cares about resu
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This factsheet runs through the fun
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� When it happened � Why it hap
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Language and content Keep it simple
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Always ask whether what you are des
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paragraph, if not the second. Delay
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Communication Handbook - Factsheet
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Planning and preparation Preparatio
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handout; use your spoken presentati
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Link your presentation points with
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� Characters � Anecdotes and st
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� Trustworthiness � Composure
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. Hands c. Visual aid d. Charts e.
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Posture Stand or sit with a relaxed
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etween slides. Use simple typefaces
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Resist the temptation to use alcoho
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The stakes are high when you talk t
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proof - particularly when defending
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DO Push your messages. Your message
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DON’T Don’t digress. Politician
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interviewed is to talk more than th
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Victory is no longer measured in te
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and can make eyes and teeth look ye
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MED Communication Handbook - Programme Med

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