This is an example of a performance management process of a specific company. Can you provide another examples of a real company that did before
GOSPA for MCRL
GOSPA is a corporate performance management process that implements and produces measurable results. It stands for Goals, Objectives, Strategies, Plans and Actions.
Using this process improves communication, control, morale, measurement and performance through a set of easy to implement steps. It gives management a structure for business planning, change, restructuring, measurement and consistent communication after an initial short training period. It is appropriate for organisations both large and small.
Goals in relation to press relations for MCRL in Europe
G1 To build a strong brand and market for MCRL by raising awareness in the press and amongst potential customers within the retail sector in the UK, France, Italy and Germany G2 For MCRL to be an immediate shortlist choice as a supplier to the ‘Enterprise Service Bus’ in terms of content integration and digital media/store-innovation projects within retailers in the UK, France, Italy and Germany.
Objectives
O1 Implement a regular press release service, issuing a target of one release per month per country to a specific target press list concentrating on quality rather than volume starting January 2008
O2 Produce articles and opinion pieces for the target press using James Pemberton, Michael Jaszczyk and Mike Camerling to position MCRL as the company that provides the technology for retailers to adopt what is next in retail starting January 2008
O3 Produce additional case studies of customers to illustrate how MCRL applications can benefit customers, in-store staff, operations and IT departments starting January 2008
O4 Monitor forward feature opportunities in target publications, contributing relevant and authoritative material whenever possible beginning December 2008
O5 Provide a coordinated approach to the press in the UK, France, Italy and Germany.
Strategies
S1 To target three distinct audiences within retailers – marketing, operations and IT. To agree key messages for each of these audiences, e.g. for IT to give advice and guidance as to how to provide the ‘Enterprise Service Bus’ concept
S2 For Mary Phillips of PR Artistry to work with James Pemberton of MCRL to produce an opinion piece per quarter for proactive placement with the retail press
S3 To build a selected list of target publications in each country and a target list of freelance writers in the retail sector. Possibly three sub-lists dealing with the three target audiences mentioned in S1
S4 Proactively identify and target forward features in the target press on a continuous basis, making submissions wherever possible.
Plans for January, February, March
P1 Produce media lists for each country
P2 Prioritise the first six press releases for each country:
Metro – shopping list management
HIT – PSA in use since July at Dohle Retail Group
Wincor Nixdorf partner release regarding Retail Management System (RMS)
PSA uses Flash MX for the first time
Retail framework to integrate with portable shopping systems (PSS) to by-pass Point of Sale (POS)
MCRL and RMS certified SIF (store integration framework) by IBM
P3 Write and issue the first three press releases
P4 Agree and prioritise the first two opinion pieces – possible topics:
MCRL provide the infrastructure necessary for retailers to benefit from the next wave of in-store systems, including in-store digital media, kiosks, PSA, PDA and intelligent scales
Digital signage – MCRL shows the right approach to get meaningful ROI metrics and a sustainable and manageable solution. ‘There’s more to it than just hanging a few screens with TV commercials’
Flash comes of age to make the shopping experience easier and more fun P5 Write and get the first two articles placed.
Actions
A1 Meeting in Paris on 9 December – MCRL, PRA and MN
A2 PRA to write the first press release and then PRA and MN to introduce MCRL to the target press
A3 Agree topic for the first opinion piece.