, PLEASE USE THIS DOCUMENT AS A GUIDE ONLY
1. INTRODUCTION
This assessment provides a comprehensive analysis and correction of a draft Public Relations
programme developed for SPAR's Supplier Development Programme, using the FOUR-STEP
formula as the foundational framework (Smith, 2013). The assessment begins by defining key public
relations concepts, including public relations, public relations campaigns, impact levels,
opinion-makers, and focus groups, with proper in-text referencing (Cutlip, Center & Broom, 2006;
Grunig & Hunt, 1984). The core of this assessment involves a critical examination of four sections
(A through D) from a flawed draft PR programme, where each section is analysed to identify which
step of the FOUR-STEP formula it represents, with detailed justification referencing specific
elements from the text (Wilcox, Cameron & Reber, 2015).
Following this analysis, each section is corrected with properly developed elements: for Step 2
(Planning and Programming), this includes three SMART objectives, three distinct target audiences,
one detailed key message, and a comprehensive tabulated budget; for Step 3 (Taking Action and
Communicating), this includes three to four concrete activities with a time schedule; and for Steps 1
and 4 (Defining the Problem and Evaluating the Programme), appropriate research and measurement
frameworks are developed (Macnamara, 2018; Watson & Noble, 2014). The assessment draws on
the case study of Simply Deli, a beneficiary of SPAR's programme, to ground the campaign
recommendations in real-world context (Le Roux, 2025; Krueger & Casey, 2015; Stewart &
Shamdasani, 2014; Katz & Lazarsfeld, 1955).
2. PLANNING FOR PUBLIC RELATIONS PROGRAMMES AND CAMPAIGNS
2.1. Public relations
Public relations is defined as "the planned and sustained effort to establish and maintain goodwill
and mutual understanding between an organisation and its publics" (IPRA, 2020). It is also described
as the management function that identifies, establishes, and maintains mutually beneficial
relationships between an organisation and the various publics on whom its success or failure depends
(Cutlip, Center & Broom, 2006).
2.2. Public Relations Campaign
A public relations campaign is "a series of planned activities with a specific focus, intended to
achieve a particular public relations objective" (Smith, 2013). It involves a coordinated set of
strategic communication activities designed to address a specific issue or problem over a defined
period (Wilcox, Cameron & Reber, 2015).
2.3. Impact Level
The impact level, in public relations measurement, refers to the degree to which PR activities
contribute to broader organisational outcomes such as reputation, sales, policy changes, or
stakeholder behaviour (Macnamara, 2018). It represents the highest level of PR evaluation,
measuring the ultimate business or social results achieved (Watson & Noble, 2014).
2.4. Opinion-makers
Opinion-makers are individuals or groups who are knowledgeable about and active in a particular
area, and whose views are sought after and respected by others, thereby influencing public attitudes
and behaviours (Katz & Lazarsfeld, 1955). They serve as key intermediaries between organisations
and their broader publics (Grunig & Hunt, 1984).
1. INTRODUCTION
This assessment provides a comprehensive analysis and correction of a draft Public Relations
programme developed for SPAR's Supplier Development Programme, using the FOUR-STEP
formula as the foundational framework (Smith, 2013). The assessment begins by defining key public
relations concepts, including public relations, public relations campaigns, impact levels,
opinion-makers, and focus groups, with proper in-text referencing (Cutlip, Center & Broom, 2006;
Grunig & Hunt, 1984). The core of this assessment involves a critical examination of four sections
(A through D) from a flawed draft PR programme, where each section is analysed to identify which
step of the FOUR-STEP formula it represents, with detailed justification referencing specific
elements from the text (Wilcox, Cameron & Reber, 2015).
Following this analysis, each section is corrected with properly developed elements: for Step 2
(Planning and Programming), this includes three SMART objectives, three distinct target audiences,
one detailed key message, and a comprehensive tabulated budget; for Step 3 (Taking Action and
Communicating), this includes three to four concrete activities with a time schedule; and for Steps 1
and 4 (Defining the Problem and Evaluating the Programme), appropriate research and measurement
frameworks are developed (Macnamara, 2018; Watson & Noble, 2014). The assessment draws on
the case study of Simply Deli, a beneficiary of SPAR's programme, to ground the campaign
recommendations in real-world context (Le Roux, 2025; Krueger & Casey, 2015; Stewart &
Shamdasani, 2014; Katz & Lazarsfeld, 1955).
2. PLANNING FOR PUBLIC RELATIONS PROGRAMMES AND CAMPAIGNS
2.1. Public relations
Public relations is defined as "the planned and sustained effort to establish and maintain goodwill
and mutual understanding between an organisation and its publics" (IPRA, 2020). It is also described
as the management function that identifies, establishes, and maintains mutually beneficial
relationships between an organisation and the various publics on whom its success or failure depends
(Cutlip, Center & Broom, 2006).
2.2. Public Relations Campaign
A public relations campaign is "a series of planned activities with a specific focus, intended to
achieve a particular public relations objective" (Smith, 2013). It involves a coordinated set of
strategic communication activities designed to address a specific issue or problem over a defined
period (Wilcox, Cameron & Reber, 2015).
2.3. Impact Level
The impact level, in public relations measurement, refers to the degree to which PR activities
contribute to broader organisational outcomes such as reputation, sales, policy changes, or
stakeholder behaviour (Macnamara, 2018). It represents the highest level of PR evaluation,
measuring the ultimate business or social results achieved (Watson & Noble, 2014).
2.4. Opinion-makers
Opinion-makers are individuals or groups who are knowledgeable about and active in a particular
area, and whose views are sought after and respected by others, thereby influencing public attitudes
and behaviours (Katz & Lazarsfeld, 1955). They serve as key intermediaries between organisations
and their broader publics (Grunig & Hunt, 1984).
