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Interviewed by the BBC, the prime-minister-turnedpresident who laid the foundations of the whole Cyber Island concept said:
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There was lots of criticism; that it was not going to help Mauritius, that it was a waste of time. Some people were even saying that I was putting up a white elephant that was going to be a burden to the economy of the country. I didn t listen to all this. But I convinced them that we should go forward. And now it s growing and we can make a cyber island of Mauritius.*
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Repositioning Needs Publicity
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Another reason that this process takes time is that you need others to write about your efforts. And, as you would expect, this will not happen overnight. The Lotus move to groupware took years of stories in a wide variety of business media. This form of third-party endorsement is necessary for credibility. You can claim that you are changing, but no one will believe you, as it is just a claim. When others report that you are changing, it is a different story. But these kinds of stories are hard to come by, so our advice is that PR should be* http://news.bbc.co.uk/2/hi/programmes/click_online/7169467.stm.
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come a critical part of your marketing efforts. So here is a list of dos and don ts about this process.
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Advertising Second
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Since unplanned, untimely exposure dulls the publicity potential of a repositioning concept, it s easy to see that advertising has to be handled carefully if a company wants to take maximum advantage of PR. Never run ads until the major publicity possibilities have been exploited. The general rule is: publicity first, advertising second. (PR plants the seed. Advertising harvests the crop.) The truth is, advertising cannot start a fire. It can only fan a fire that has already been started. To get something going from nothing, you need the validity that third-party endorsements bring. The first stage of any new campaign ought to be public relations. When a company is using repositioning as its basic advertising strategy, then it just makes sense to use a repositioning strategy in PR. Especially since the PR ought to precede the advertising. Too often, this doesn t happen. Advertising agencies and public relations agencies see themselves as competitors for the client s ear and for his dollar. This intramural rivalry saps the strength of many product and corporate programs. The advertising runs too soon
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and kills much of the PR potential. Or the PR lacks a positioning concept, so it doesn t set up anything that the advertising can exploit. What s needed is a basic change in the way advertising and public relations programs are planned. Programs must be developed that are linear rather than spatial.
Quick Bang vs. Slow Buildup
In a spatial program, the elements start together, but in different spaces (public relations, advertising, sales promotion, and so on). This is the typical way most programs are conceived. The quick bang, if you will. But when the smoke clears away, when the excitement of the initial launch is over, usually nothing has been changed. The prospect s attitude is the same as it was before. In a linear program, the elements unfold over a period of time. The advantage, of course, is that they can be designed to work together to reinforce each other. The slow buildup leads to a big change in the prospect s mind. The trouble with most spatial programs is that they don t go anywhere. There s no buildup, no climax, no unfolding of elements, no drama, no what s going to happen next excitement.
REpositioning
This is why the beginning of a new year usually marks the start of a new spatial strategy, a new advertising theme. This annual changeover is just the opposite of good repositioning strategy. More than anything else, successful repositioning requires consistency. You must keep at it, year after year after year. A linear program helps you achieve this consistency. The gradual buildup of an idea or concept allows plenty of time for the public relations portion of the program to be developed to its fullest extent.
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