Cardinal Communications Operational Plan 2013

Cardinal Scholar

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dc.contributor.advisor Shoemaker, Richard M.
dc.contributor.author Barker, Lily A.
dc.date.accessioned 2013-08-06T17:12:27Z
dc.date.available 2013-08-06T17:12:27Z
dc.date.created 2013-05
dc.date.issued 2013-05
dc.identifier.other a-348
dc.identifier.uri http://cardinalscholar.bsu.edu/handle/123456789/197487
dc.description Honors College en_US
dc.description.abstract Public relations, advertising, and marketing have traditionally fallen under one umbrella of communications. In recent years, young professionals graduating with one of these degrees have treated these industries almost interchangeably in their career search. With the interchangeability of these industries and the even more recent introduction of social media and instant communication, these industries have moved from just falling under the same umbrella to merging into one industry. This merger is known as integrated marketing communications. The purpose of integrated marketing communications is to present a unified message to a target audience. In order to do this, public relations, advertising, brand promotion, marketing, social media and design must learn to listen and communicate with each other and their publics effectively. As the industry changes, so do large and small public relations and advertising agencies nationwide. As the executive director of Cardinal Communications, Ball State University's student-run creative communications agency, I saw a need for my agency to begin matching this industry transition. In order to determine how to best mirror this industry transition, I created this operational plan. This plan is key right now because Cardinal Communications and the American Advertising Federation (AAF) will be combining office spaces in August of 2013. This communal space will be part of the new Holden Strategic Communication Center in Ball State's Arts and Journalism Building. Although the two organizations serve two different purposes, this plan will outline guidelines for how both organizations can be productive both independently and together in the communal space. In order to create this operational plan, two other Cardinal Communications leaders and I interviewed representatives from three professional public relations agencies. I also conducted interviews with three different student-run agency directors from across the country. Situational analyses were created based on the primary research and adjustments are and will continue to be made within Cardinal Communications. In addition, a Cardinal Communications member interviewed the leaders of AAF to determine their overall vision and logistical needs for the Holden Strategic Communications Center. I summarized this interview and then the 3-member leadership team created a guidebook of rules and standards for the new space. The target audience for this plan includes future leaders and members of Cardinal Communications and AAF and their advisers. The final plan will be presented to CCIM and Department of Journalism officials along with the future leaders of Cardinal Communications. I believe that the research and recommendations in this plan will bring continued success to future leaders of cc. The connections made with industry professionals and leaders of other student-run agencies during the research phase of this plan are invaluable and should be nurtured from this point forward.
dc.description.sponsorship Honors College
dc.subject.lcsh Journalism.
dc.title Cardinal Communications Operational Plan 2013 en_US
dc.type Undergraduate senior honors thesis.
dc.description.degree Thesis (B.?.)
dc.identifier.cardcat-url http://liblink.bsu.edu/catkey/1709281


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  • Undergraduate Honors Theses [5928]
    Honors theses submitted to the Honors College by Ball State University undergraduate students in partial fulfillment of degree requirements.

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