MSCP 690 9080 Communications Campaigns Capstone (2258) Discussions
Unit 1 Discussion: Introduction of Client
Introduce your client to your classmates. Write a few sentences on each of the following:
- Client organization: Provide an overview of the organization based on your research and the client meeting.
- Issue or situation: Describe the issues relevant to the organization.
- Potential target publics: Identify stakeholders and at least three groups who might be potential target publics.
- Communications audit: What channels and platforms is the client using? What are the messages? Is the client engaging in two-way communications?
Review the findings of your peers. This is an exciting moment where you can see the variety of organizations your colleagues plan to examine and analyze. You will also have the opportunity to assist with insights or to ask questions.
CLICK HERE TO ORDER A PLAGIARISM-FREE PAPER
Sample 1
Client Organization
A Better Bid LLC (ABB) is an online auto auction platform that provides public access to wholesale and salvage vehicles, many of which come from major insurance companies and other vehicle sources through Copart’s inventory. Headquartered in North Miami Beach, Florida, ABB allows consumers and dealers to purchase vehicles without requiring a dealer’s license. Its mission is to make vehicle auctions more accessible and transparent through a fully digital experience. The company operates through a membership-based system and provides services such as vehicle shipping, title processing and live online bidding.
Issue or Situation
Based on research and insights from the client meeting, ABB faces several strategic communications challenges and growth opportunities:
- Acquiring Dealership Relationships – ABB seeks to strengthen its partnerships with dealerships and professional buyers. Establishing trusted relationships with these stakeholders could increase sales, brand credibility and recurring business.
- Improving Social Media Strategies – Although ABB maintains a presence on multiple platforms, its current content approach may not effectively showcase brand authority, trustworthiness or customer success stories. Strengthening storytelling, visual consistency, and audience engagement could help reposition ABB as a reliable partner in the competitive online auction space.
- Enhancing Online Reputation (Trustpilot and Google Profiles) – Customer reviews on platforms like Trustpilot and Google significantly impact ABB’s credibility. Negative or unaddressed feedback can undermine trust and discourage potential buyers. Proactive reputation management, prompt responses, and an emphasis on positive customer experiences could make these profiles more appealing to prospective clients.
Stakeholders
- CEO
- Management Team
- Employees
- Customers (Buyers and Sellers), including dealerships
- Shipping and Logistics Partners
- Social Media Followers (Current and Potential Customers)
Potential Target Publics
- Independent Dealerships – Businesses that rely on auction purchases for resale or parts represent a primary revenue source. Building trust and offering dealer-specific incentives could strengthen these relationships.
- Individual Buyers – Everyday consumers looking for affordable or unique vehicles make up a significant portion of ABB’s audience. Clear messaging about process transparency and buyer protection can enhance confidence among this group.
- International Buyers and Exporters – ABB serves global customers seeking access to U.S. auto auctions. Tailored communication in multiple languages, emphasizing shipping reliability and international support, could expand ABB’s reach and competitiveness abroad.
Communications Audit
- Channels and Platforms: Instagram, Google Business, Facebook, X and YouTube.
- Messages: The company’s core messages emphasize accessibility, variety and convenience. Content highlights auction inventory, though messaging consistency and tone could be improved to reinforce trust and expertise.
- Two-Way Communication: Engagement with audiences appears limited. While ABB occasionally responds to comments or questions on social media, there is an opportunity to adopt more two-way communication strategies, such as responding to reviews and actively managing feedback on Trustpilot and Google. Doing so would demonstrate attentiveness, transparency and customer care, improving reputation and brand loyalty.
CLICK HERE TO ORDER A PLAGIARISM-FREE PAPER
Sample 2
Client organization: Provide an overview of the organization based on your research and the client meeting.
- Sugasweet Skincare, LLC is a small business based in the D.C., Maryland, and Virginia area. Established in 2019, the company specializes in natural skincare products for all skin types, with a particular focus on sensitive skin. During our client meeting with CEO Cierra, she shared insights about her mission to provide high-quality, safe, and effective skincare solutions. Cierra manages the business independently, handling product creation, labeling, and shipping herself. She also discussed the economic challenges her business faces, including competing in a highly saturated market. Cierra emphasized the ongoing need to differentiate Sugasweet Skincare’s products and brand in an industry crowded with both established and emerging companies.
Issue or situation: Describe the issues relevant to the organization.
- Like many companies in the health and beauty sector, Sugasweet Skincare operates in a highly saturated market, making it challenging to stand out without a strong unique selling proposition. The organization currently faces challenges with its supply chain and distribution, including the need for additional staff and strategies to market products to different populations. Tariff regulations and supply chain disruptions have increased product costs and shipping times. Managing all operations independently, even on a small scale, is particularly challenging during peak seasons, such as holidays and promotions, when balancing operational processes with customer needs becomes critical.
Potential target publics: Identify stakeholders and at least three groups who might be potential target publics.
Stakeholders
- CEO
- Future Employees/Contractors
- Investors
- Customers
Potential Target Publics
- Beauty and Lifestyle Influencers
- Retailers and Boutiques
- Local Community and Advocacy Group
- Individuals with Sensitive Skin/Skincare Concerns
Communications audit: What channels and platforms is the client using? What are the messages? Is the client engaging in two-way communications?
- Currently, my client is using various social media platforms, including Instagram, Facebook, and LinkedIn, to promote products, share promotions, and educate consumers on product usage and benefits. Cierra’s strength lies in creating engaging, educational posts that are aligned with current social media trends.In addition to online channels, the client participates in in-person events such as vending and pop-up shops to engage directly with customers, build brand awareness, and foster personal connections. She has also appeared on local news segments, further promoting the brand within the community. Being a local brand and actively engaging in the community helps strengthen trust and loyalty with customers. Sugasweet Skincare engages in two-way communication both online and offline. On social media, Cierra responds to comments and direct messages, answering questions and gathering feedback. At in-person events, she interacts directly with attendees, addresses questions, collects feedback, and builds relationships with her audience. These interactions provide valuable insights into customer needs, allowing the company to tailor messaging and products accordingly.
Resources
SugaSweet Skincare. (2019). Skin care. Retrieved October 17, 2025, from https://www.shopsugasweet.com/skin-care
University of Maryland Global Campus. (2024). Conducting the client meeting. Brightspace.
University of Maryland Global Campus. (2024). Selecting your client. Brightspace.
CLICK HERE TO ORDER A PLAGIARISM-FREE PAPER
Unit 2 Discussion: Peer Feedback for Preliminary Research
Now that you have completed your research about the client organization and its situation, share a few details about the process of collecting and analyzing information. What were the key insights you found about your client organization? Were there any surprises? Which sources were particularly helpful in gathering information and data (tools, publications, etc.)? Offer feedback and suggestions for two or more of your classmates.
Sample 1
Silverman, D. & Smith, R. (2024) emphasize that preliminary research is essential for understanding the context and environment in which an organization operates. It involves gathering initial data and insights that guide the development of effective public relations strategies. This phase can include analyzing existing literature, stakeholder opinions, and media coverage to identify key issues and opportunities, helping to inform decision-making and strategy formulation in public relations initiatives.
The process of collecting and analyzing information about the Smithsonian Institution involved a multifaceted approach. I utilized various sources, including the official Smithsonian website, 2025 and 2026 fiscal year reports, and an interview with the Smithsonian’s secretary, Lonnie G. Bunch III, to gain a thorough understanding of the organization’s mission, operations, and challenges. Social media platforms provided additional insights into public engagement and current initiatives, highlighting how the institution connects with its audiences.
Key insights included the pressing issue of funding, which is critical for maintaining the vast array of exhibitions and educational programs. I was surprised to learn about the significant efforts the institution is undertaking to adapt to digital trends and enhance inclusivity, ensuring that diverse groups can access its resources. Moreover, two-way communication became a key focus, demonstrating that the Smithsonian actively seeks visitor feedback to enhance their experiences.
Tools like Google Scholar helped me find a few peer-reviewed articles, while industry publications shed light on best practices in museum management and public engagement strategies. Overall, the breadth of information available revealed the Smithsonian’s commitment to evolution in an ever-changing societal landscape.
Reference:
Silverman, D. & Smith, R. (2024). Strategic planning for public relations (7th ed.). Routledge.
CLICK HERE TO ORDER A PLAGIARISM-FREE PAPER
Sample 2
When conducting research for my client organization, I began by gathering detailed background information about the company’s origin, mission, products, and production process. My goal was to develop a more comprehensive understanding of the organization beyond what I had learned from our previous working relationship. To achieve this, I conducted a client meeting, reviewed the organizations official website, and consulted external sources. Using targeted keywords in Google and library databases allowed me to locate information about specific programs, infinitives, and competitors within the natural skincare industry. I also performed a competitor analysis to identify organizations offering similar products and to compare their communication and branding strategies (University of Maryland Global Campus [UMGC], 2024a, 2024c).
Through this process, I discovered that the client organization takes pride in educating consumers not only about product usage but also about the sourcing and origin of its ingredients. A surprising finding was the extent of transparency and consistency in their messaging across various digital platforms, which demonstrates a strong commitment to authenticity and consumer trust. The most helpful sources for my research were the organization’s website, social media channels, and online consumer reviews, all of which provided valuable insight into the brand’s communication approach and audience engagement (Silverman & Smith, 2024; UMGC, 2024b).
Resources
Silverman, D. & Smith, R. (2024). Strategic planning for public relations (7th ed.). Routledge.
University of Maryland Global Campus. (2024a). Conducting secondary research. Brightspace.
University of Maryland Global Campus. (2024b). Conducting the client meeting. Brightspace.
University of Maryland Global Campus. (2024c). Data-driven decisions: conducting the media analysis. Brightspace.
CLICK HERE TO ORDER A PLAGIARISM-FREE PAPER
Unit 3 Discussion: Peer Feedback for Audience Personas
Now that you’ve created your personas in your unit 3 assignment, introduce them to your peers. What informed your segmentation and prioritization? Did the interviews help?
Browse the gallery, and see if you have any doppelgangers. Share any data you uncovered that might be relevant to someone else’s plan.
Sample 1
1. Individual Buyer Persona: Yoselyn Haley — The Budget Buyer
Demographics
- Age: 33
- Location: West Covina, CA
- Occupation: Human Resource Specialist, Amazon
- Income: $70,000 annually
Psychographics
- Values practicality and saving money on large purchases.
- Skeptical of large companies and prefers transparent and reliable companies.
- Feels uncertain about online auctions due to past experiences with unclear fees or shipping issues.
Media and Consumer Preferences
- Active on Facebook and Instagram for used car listings.
- Checks Google Reviews and Trustpilot before purchasing online.
- Prefers concise, honest communication and visible customer support.
2. Dealership Persona: Jose Manzo — The Independent Dealer
Demographics
- Age: 42
- Location: San Antonio, TX
- Occupation: Owner, small used car dealership (typically has 15 vehicles in inventory)
- Income: $120,000 annually
Psychographics
- Entrepreneurial and analytical — values efficiency, access and high vehicle turnover.
- Seeks consistent, reliable inventory sources with clear titles and predictable costs.
- Wants to partner with auction platforms that treat him as a professional, not just another buyer.
Media and Consumer Preferences
- Uses LinkedIn and Facebook Groups for dealer networks and industry discussions.
- Watches YouTube channels that review auto auction experiences and market trends.
- Prefers clear data, prompt customer service and business-level communication.
3. Internal Staff Persona: Sandra Smith — The Customer Support Specialist
Demographics
- Age: 27
- Location: North Miami Beach, FL (ABB headquarters)
- Occupation: Customer Service Representative, ABB
- Income: $45,000 annually
Psychographics
- Feels frustrated when company policies and communication guidelines are unclear.
- Takes pride in representing ABB but feels pressure from negative online reviews.
- Wants better training and alignment between operational promises and realities.
Media and Consumer Preferences
- Active on LinkedIn for professional development and communication best practices.
- Uses internal chat platforms for team coordination.
- Values positive recognition from leadership.
The segmentation and prioritization of A Better Bid’s publics were informed by the organization’s reputation challenges and the need to rebuild trust through transparent, relationship-centered communication. The primary publics were prioritized because they have the most direct influence on ABB’s online reputation by immediately impacting transparency, trust and customer satisfaction. Customers shape the company’s digital image through reviews and social engagement; dealerships represent valuable, repeat business that can enhance legitimacy; and employees drive the tone and responsiveness of ABB’s communication.
Secondary publics, such as online review platforms and social media audiences, were classified as indirect but influential, as they amplify public perception and word-of-mouth. Tertiary publics, including regulatory bodies, media, and auction partners, hold contextual influence by affecting compliance and external validation.
Although the audience personas are based on real people, I have not had the opportunity to conduct the interviews.
CLICK HERE TO ORDER A PLAGIARISM-FREE PAPER
Sample 2
The goal of my communications plan is to help with recruiting and retention for the Maryland Army National Guard (MDARNG). My two primary publics are Soldiers whose contracts are almost finished and new potential recruits. Below is how I segmented them.
-
Soldiers nearing their Estimated Time of Separation (ETS) date.
-
-
There are no specific demographics, as all Soldiers must decide whether to reenlist at some point.
-
-
-
Their psychographics will range from those who absolutely want to reenlist to those who are certain they want to separate.
-
-
-
The Soldiers may want to change their career path prior as a condition of reenlistment or ensure their current path is sustainable.
-
-
Potential recruits
-
-
The average age range is between 17 and 35 years old. Anyone over the age of 35 may enlist with an age waiver.
-
-
-
The MDARNG does not discriminate based on race, color, religion, sex, or national origin. So almost anyone could be recruited.
-
These are prioritized as the two primary publics because they are directly impacted by the actions of recruiters and retention non-commissioned officers (NCOs). The information that will come out of the execution of this plan is meant to inform them in their decision making.
I segmented them based on the type of messaging that would be most effective for them. Soldiers about to separate would receive messaging about the benefits of reenlisting. Potential recruits will receive information related to enlistment and the benefits that the MDARNG has to offer them.
The interviews helped in the sense that I got more of an in-depth look at how actual recruiters and retention NCOs feel about the current state of recruiting and retention doctrine and regulations and how it is implemented. I will be able to craft more specific strategies than if I had not done these interviews.