Thai Tuan Group Corporation

Strategic PR Planning COMM2381

Members: Nguyen Hoang Anh Nguyen Thi Ngoc Huong Bui Kim Ngan Lecturer: Jade Bilowol s3343741 s3325059 s3343754

RMIT VIETNAM UNIVERSITY

Table of Contents
Background .................................................................................................................. 3 Executive Summary ..................................................................................................... 3 Research ....................................................................................................................... 5
Client Goals .......................................................................................................................... 5 Situational Analysis ............................................................................................................. 5 PEST Analysis ................................................................................................................... 6 SWOT Analysis ............................................................................................................... 10 Problem/ Opportunity Statement ..................................................................................... 14

Planning ...................................................................................................................... 15
Target Publics..................................................................................................................... 15 Primary Target Public ...................................................................................................... 15 Secondary Target Public .................................................................................................. 15 Objectives............................................................................................................................ 16 Key Messages ...................................................................................................................... 17

Implementation .......................................................................................................... 18
Strategy Statement ............................................................................................................. 18 Tactics ................................................................................................................................. 19 Main Tactics .................................................................................................................... 19 Tactics for Primary Target Public ................................................................................... 22 Tactics for Secondary Target Public ............................................................................... 24 Critical Path Plan ............................................................................................................... 25 GANTT Chart .................................................................................................................. 25 Calendar ........................................................................................................................... 26 Costing List ......................................................................................................................... 27

Evaluation................................................................................................................... 28
Tactics for Primary Target Publics .................................................................................. 29 Tactics for Secondary Target Publics .............................................................................. 30 Post-campaign .................................................................................................................... 30

Reference List ............................................................................................................ 30

Background
2013 will be the year of Thai Tuan officially entering Japanese market, thus there is a need for developing an internal communication plan. This three-month campaign will help Thai Tuan build relationship with Japanese employees, which results in their long-term engagement and works productivity. The company will harmoniously put their respect to Japanese culture and the organization's visions and values together to bring the best outcomes for Thai Tuan's future success.

Executive Summary
Since Thai Tuan has been planning for its expansion to Japanese market in February 2013, this document is created to present the internal communication planning for Thai Tuan Company. The particular goal is to develop the distinctive organizational culture that applies core characteristics of Japanese culture into the company life. As the leading fashion company in Vietnam, Thai Tuan proves itself as a trustworthy company with many credible certificates received. It helps Thai Tuan to gain trust more easily from Japanese employees. On the other hand, as Japanese people have high level of homogeneity, obedience and pride to their culture, it is noticeable that Thai Tuan needs to involve Japaneseness in their campaigns activities. Research shows that Japanese peoples attitude about work is very harsh, in which duty is the most priority and individual emotions have to be set aside. As Thai Tuans intention is to create an effective and comfortable environment, this attitude could prevent Thai Tuan from achieving its purpose. Thus, it will be tackled by spreading the awareness about work-life balance as Thai Tuan is not simply a business but also a house of sharing, friendships and experiencing exciting activities. The campaigns primary target audience (for manager positions) is 50 Japanese people ranging from 25-50 years old, having academic degree and years of experience. They would require middle to high income. People in managing job will have strong influence on their group of workers but at the same time need to maintain good relationship with them since they are the connectors between Thai Tuans management board and workers.

The second target public (for workers) is 500 Japanese people who are both male and female, from 18 to 49 years old. They are the main resources for corporations work. Because of collectivism culture in Japan, most of them are easily impacted by people in higher positions. Thus, building relationship between them and the managers in a cozy manner would create good attitude about working at Thai Tuan. Although there are a few differences in number of targeting, the objectives for both public categories are similar. Firstly, attention about campaigns concept, which is to reduce stressful overworks, needs to be drawn. Secondly, positive feelings about work and Thai Tuans workplace should be spread among target publics. Lastly, we hope to witness them expressing their real concerns towards work-life balance. There are more than 10 tactics being considered to achieve the above objectives. For message delivery, newsletter, bulletin, Intranet and Orientation day will be utilized to deliver information to employees in the fastest and most convenient way. They have both print communication, platform for two-way communication and interpersonal communication. Besides, helpful tactics to reduce stress for employees are creatively designed such as EN Day, Monday live podcast and office decoration. Tactics related to foster productivity are also developed such as training workshops, group meetings, and best team performance. Besides those mainstream approaches, few other tactics have been generated for different purposes. Donation suggestion is for workers who know about disadvantaged people around them. By proposing people that to them is needing of financial help, they are the connector of Thai Tuan and outside society. This tactics show Thai Tuans concern to corporate social responsibility, which is also a good way to enhance organizations public image. Campaigns success will be estimated by various means of interim evaluation. Generally, each tactic has their separate ways of results checking but it is also based on the survey handed in the end of the campaign. The findings of this survey will be compared with the pre-campaigns survey for process checking if the campaigns bring positive effects as proposed in the objectives.

Research
Client Goals
The internal communication campaign aims to develop the distinctive organizational culture of Thai Tuan, foster the relationships growth between Thai Tuan and Japanese employees while applying core features of Japanese culture into the company life.

Situational Analysis
Thai Tuan Group Corporations extension to Japan aims to create an organization in which working inspiration is widely spread within the company and employees will be able to be happy and satisfied in Thai Tuans working environment. As the top fashion and textile supplying brand in Vietnam (Thai Tuan 2012), Thai Tuan has been maintaining its credibility in the market by receiving certificate about quality management system and 3 certificates of Merit from Vietnamese Prime Minister. These recognitions would help Thai Tuan to gain Japanese workers trust and create an image of ideal workplace environment of Thai Tuan among prospective employees. Moreover, Japan and Vietnam are Confucian countries, thus many common cultural values can be shared and would help create a deeper understanding among Thai Tuans Vietnamese and Japanese staff. However, Japanese also has their own particular traits. One of them is their high levels of homogeneity, obedience and pride to their mysterious cultural ability (Turner 1991). In order to create strong and tight connections between Thai Tuans management board and Japanese employees, thus, Japaneseness needs to be respectfully remained in organizational culture. Furthermore, Japanese has their own perception about work: Duty is the most priority and must be separated from individual feelings (Briggs 1991). This perception, even though very conventional, has been generating high unsatisfied feelings and even metal distress for Japanese workers (Kawada, Kuratomi & Kanai 2009), which directly leads to uncomfortable working environment. While Thai Tuans expectation is to make the balance between works productivity and staffs happiness, this notion would be a very big obstacle.

PEST Analysis
Political factors
Japan has implemented the new tax deal, which would double Japans fivepercent sales tax by 2015 (Tabuchi 2012, click here for full article). => a very big obstacle for Thai Tuan to make it products sold in Japan market because the price must be increased and the companies itself has to pay more money for Japans government. => the need of balancing the tax expense and employees salaries to avoid the discontent that may rise within the company. Japan government aims to double the flow of foreign direct investment into the country in the next decade (Tabuchi 2012, click here for full article). => Good timing for Thai Tuan to enter Japanese market since the need for foreign investment is highly increasing > possibly being supported by Japanese government. International Labor Organization office in Japan has worked very effectively for occupational safe and health management by organizing some big public events to enhance citizens awareness (International Labor Organization 2011, click here for full article), which also shows governments concern about this issue. => It is very important for Thai Tuan to provide a safe and comfortable workplace, which contributes to its employees welfare and businesss development.

Economic factors
After Japans bubble economy, to recover the companys profitability, many companies began to have performance based pay and end their system of lifetime performance (Kato, 2012). => Japanese employees need to take efforts to earn money based on their own ability and working effectiveness => good for working quality of Thai Tuans employees. The Japanese GDP has been speedily increasing up to 4.1% while the expected rate is 3.5% (Smith 2012, click here for full article).

=> Japanese people are more able to spend money on clothes purchasing, which is a very positive signal for business escalation => more opportunities to offer satisfaction for employees and have good relationship with them. Japans fashion industry has been growing dramatically, which reflects a very high consumer demand (Japan Consuming 2012, click here for more information). => Japan might be a very prospective market, which means it is more possible for Thai Tuan to improve employees benefits > increase their engagement and loyalty to Thai Tuan. Japans unemployment rate tends to decrease from 5.1% (January 2011) to 4.2% (October 2012, click for more info), reveals that Japans economy is on its way to recover from the 2011s disaster => Thai Tuans new investment in Japan might be considered as an contribution for the nations economic revival => potential employees perceptions about Thai Tuan could be more positive.

Social factors
In-house talent development and employees training at its companies are the main factors driving Japans speedy modernization (Kato 2012). => One of the most important ways to enhance Japanese employees working performance is to run tailored training sessions in the company at the first hand => the need for Thai Tuan to propose effective in-house training program for its employees. Although its citizens are historically among the world's healthiest, living longer than those of any other country, Japan is aiming to improve its health care system with high quality and affordable price (Henke, Kadonaga & Kanzler 2009). => Thai Tuan needs to focus on health care service in order to gain employees' positive feeling toward the company. Influenced strongly by collectivism culture, Japanese organizations often show strong social bonds that develop between superiors and subordinates (Lincoln 1989).

=> Since Japanese people are more likely to get together after hours with workmates and supervisors, Thai Tuan should use "unity" as a main message in its internal communication to have the employees' better attitudes toward the company and the job. In Japan, both individuals and companies are associated with the society; therefore, they are responsible to it (Fukukawa & Moon 2004). => Thai Tuan needs to create a long-standing commitment to workforce welfare - showing its strong corporate social responsibility, so as to build a relative stability in employment pattern and business relations with particular communities. Japanese employees perception about duty is very strict, in which duty is always the most priority and considered separately from their individual feelings (Briggs 1991 cited in Holden 2001) => This cultural factors leads to unsatisfied feelings and even metal distress (Kawada, Kuratomi & Kanai 2009). => Japan has one of the highest rates of suicide among the developed countries (WHO 2003). => This firm awareness could create the uncomfortable working environment while Thai Tuans expectation is to make it balanced between works productivity and employees happiness. Japanese workplaces often require some concepts of national or cultural identity, reflecting the country with high levels of homogeneity, obedience and a certain mysterious cultural ability (Turner 1991). => This is an important point in creating internal relationship within the company, remaining the 'Japaneseness', balancing the tradition and modernity for workers in the company and their unions. In Japan, the critical distinction in employment relationships appears with permanent employees and temporary employees. The one who are willing to remain with the firm until retirement has advantages in wages and job standing, security of employment while the other is the "last hired and the first fired" (Torrence 1984). => Thai Tuan should understand this different as well as organize two kinds of employees correctly in order to have better treatments for regular employees.

According to Keene (1988, cited in Heine 1991), "the Japanese were perhaps the first to discover the special pleasure of impermanence, and ... believed that impermanence was a necessary element in beauty." => They often believe in spirits world and tend to symbolize many things in daily life. => The company should notice this in order to express its understanding about Japanese traditional culture to the employees in various internal campaigns.

Japan has a very strict culture of respect. One crucial manifestation is between "senpai" - the senior and "kohai" - the junior. Knowing one's social standing, bowing and using respectful language is necessary for the younger generation to show respect (Hogg 2006). => It's important for the company to know this culture in order to know the peer-workers' relationships and have suitable treatments without resulting in misleading consequences.

Japan is one of the worlds most rapidly aging population and lowest birthrates, which makes Japanese small business face with acute labor shortage (Tabuchi 2010) => The amount of potential candidates that apply for Thai Tuans offered jobs will be narrowed and possibly lead to the decrease of employees quality.

Technological factors
The Japan Science and Technology Agency (JST) and the Japan Society for the Promotion of Science (JSPS) are two independent administrative institutions promoting the interests of science and technology in Japan (Kato 2012). => JST and JSPS would help to increase the innovation potential throughout Japan. => The possible technologies might make the manufacturing process less time-consuming and more cost-effective. => Thai Tuan would have more time to strengthen its relationships with employees. Japan has one of the strongest technology powers in the world (Kato 2012). It has enjoyed an increase in the rate of technological process since 2000 (Fueki & Kawamoto 2009).

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=> It shortens working time and improves the effectiveness of the workers. => They will take time to entertain, reduce stress while working in the factory. => It helps to develop Information and Communication Technology (ICT) infrastructure or investment, leading to a positive effect on the productivity of regional economies in Japan (Minetaki & Omori 2010). => These telecommunication networks will help Thai Tuan communicate with the employees faster and easier.

SWOT Analysis
Strengths
Thai Tuan is one of the most popular fashion supplying brands in Vietnam. It has received 3 Certificates of Merit by the Vietnamese Prime Minister (Thaituan Group Corp. 2009). => Its the advantage in gaining workers trust in Japan and reducing their doubts while working in Thaituan - a leading company with high reputation in Vietnam. Thai Tuan is very open with business cooperation for mutual benefit (Thaituan Group Corp. 2009). => Co-operating with native Japanese company in order to raise awareness among its workforce is a considerable idea. Thai Tuan has a strong profile in Vietnam with many years of experience. It also gained the Certificate of Quality Management System (Thuong gia Viet Nam 2012). => This would help the company create an image of ideal workplace environment to attract more employees. Thai Tuan has released several collections to congratulate 'Teachers' Day' (VnExpress 2012, click here for full article). => Japanese people show very high respect with their teachers (Hatton 2010, click here for full article) => the collections can create a positive feelings toward the company's image among Japanese workers.

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Thai Tuan has designed the "Elegant Lady" collection inspired by 'Origami' the traditional Japanese art of paper folding, in 2012 (Thaituan Group Corp. 2012, click here for full collection). => With a pretty high national pride, Japanese people usually show their interests with things related with their culture (Turner 1991). => Thai Tuan can attract their attention and start to build an image as a corporation that care about Japanese values.

Weaknesses
This is the first time Thai Tuan expand its market into Japan. => The unfamiliar environment and culture shock would take the company and its staffs the first few months or even years to get used to. Thai Tuan Corporation use Japanese techniques and equipments to make products (Thaituan Group Corp. 2009). => Without internal campaign strengthening the company and workers' relationship, Japanese workers might not see Thai Tuan Company as a outstanding company to work for among other Japanese textile companies.

Opportunities
Japanese workforce is well educated and Japanese employees are recognized to be hard working and loyal to the company (Hays 2009). => It would create a positive scenario of working quality and workers commitment Thai Tuan. In Japan, women often receive less opportunity and lower paid than men in the same age and work groups (Hays 2009). => Thai Tuan, as a silk company, would hire more women than men due to their dexterity and carefulness. It creates opportunities for Japanese women to have jobs and also contributes for Thai Tuans public image. Japan and Vietnam share many common cultures and values. These two countries have a good relation; especially Japan has been one of the largest donors of Vietnam (Vietnamnet 2010, click here for full article).

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=> It would be easier for Thai Tuan to organize and communicate with the employees. For example, the collective culture will help Thai Tuan to strengthen the teamwork and relationships between staffs based on the harmony and empathy treatments. As concern about health problems is rising, Japanese workers tend to work longer in the corporations providing good healthcare system (Kudo, Okada, Tsunoda, Satoh & Aizawa 2011). => Thai Tuan can start an internal communication campaign with the purpose of inform the company's health commitment with the employees => good opportunity to build a stronger relationship between the company and the workers. Japan is considered as a mildly hierarchical society. Still, all the decisions must be confirmed by each hierarchical layer and finally by the top management (Hofstede 2012). => The company can affect and enhance its relations with the workers through managers.

Threats
Japan is famous for producing textile products with sophisticated textures and high quality. Japanese people often have the high expectation with this kind of products. In fact, Japanese recorded largest share in total shipment value as a bright star in the entire range of export industries in 1955 and maintain its growth until now (UNIDO 1992). => Thai Tuan needs to be careful and detailed in the designing and producing process in order to attract workers willing to work for the company. Japanese consumers often have high loyalty and prefer native products => Thai Tuan really needs to stand out in order to get attention. Japan is a developed country with the latest technology (McCargo 2000). => Thai Tuan should pay attention on facilities and techniques so as to decrease the perception of poor working condition. Despite of some sharing Asian values, Japanese people are very strict about peoples relationship, especially employers with employees and senior with junior (Dye 2012).

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=> Its necessary for Thai Tuan to acknowledge this tradition in order to create a friendly yet respectful relationship in the workplace. Thai Tuan was involved in a recent scandal in 2011. According to Tuoi Tre Online (2011), the company has released poorly-treated waste water and emission into the canal. Later, Thai Tuan has been fined $12,000 and taken corrective measures under the departments instructions to ensure its compliance with environmental protection regulations (talkvietnam 2011). => Although the company has improved the capacity and efficiency of its wastewater collection and treatment system, Thai Tuan's image is still affected negatively. By entering a whole new market - Japan, Thai Tuan needs to create a positive impression as a company that cares about both consumers and employees' heath as well as the environment.

Forcefied Analysis

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Problem/ Opportunity Statement

The main challenge Thai Tuan has to face is Japanese perception about work and duty being quite contradicted with Thai Tuans intention to create productive yet comfortable working environment. Therefore, it is important to generate the awareness about the harmony between working and taking care of their own selves as soon as possible to encourage the employees to start their jobs with optimism and maintain that attitude during their work experience in Thai Tuan. This is why PR needs to be effectively utilized to help Thai Tuan create work-life balance for their employees in order to help them maintain being healthily effective in the very long term.

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Planning
Target Publics
Primary Target Public
Japanese Managers The primary target public of this campaign is both male and female Japanese people who are at the age of 35 to 50 years old. They are high-educated and have many years of experience working for high reputation corporations like Thai Tuan. Thus, they would have middle to high income. Also, they are required to be fluent in both Japanese and English in order to communicate in international business. Also, knowing Vietnamese and understand its culture is encouraged because they would often have to interact with staffs in Vietnam. There would be around 50 people for this position. Among the whole employees, this number is not much but their role is significant in the company. Firstly, Japanese people always have high respect and loyalty in their supervisors (Lincoln & Nakata 1997). Therefore, managers have a very strong influence with the employees. The workers often follow their bosses; thus, the success of the campaign as well as the whole corporation will substantially depend on the managers' decisions (Jung & Takeuchi 2010). Moreover, with power distance, maintaining a good relationship between workers and their employers and leading the whole company are major role of this job (Paik & Teagarden 1995). Hence, it is important to target this public first in order to make sure they understand the company's general values and motto to manage the work and their subordinates. This group of people usually has wide rage of relationships as well as high frequency of going out, leading to the affectation of interpersonal communication system. Also, they often use Internet to work, entertain and communicate.

Secondary Target Public

Japanese Workers The secondary target public of this campaign is all Japanese people both male and female from 18 to 40 years old. They are living in Tokyo (Japan) and have low to

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middle income. Although they are low educated, it is necessary for them to be able to read and write in Japanese in order to understand written paper. They are hardworking but may not loyal with the company due to higher salary offers from other corporations (Warner 2003). There are approximately 500 workers in this company. Thus, they are the majority and the main resources for the corporation's works to be done. Due to collectivism culture in Japan, most of them are easy to be impacted by their managers and colleagues (Paik & Teagarden 1995). Thus, building and maintaining a good connection between them can create a friendly atmosphere around the workplace as well as enhance their interest and loyalty in working in this company. Since, Japanese employees prefer working in the corporation with better interpersonal connections (Worthley, MacNab, Brislin, Ito & Rose 2009), it is important to transfer the company's message to them at the very first stage. Hence, this main workforce, affecting directly to the company's productivity, is significant to the campaign. These people usually working in the factory so they tend to inform the news by look at posters, bulletin and banners. Also, they often talk with their co-workers and gossip about the latest information through word-of-mouth.

Objectives
Primary Target Public
To raise awareness about Thai Tuan's attempt of reducing stressful overworks and creating a more relaxing working environment for the whole employees among 100% of the target public by the end of the campaign. To create a positive feeling toward Thai Tuan as a united community which encourage its employees to work and share the job with contented attitude among 90% of the target public by the end of the campaign. To generate a deep understanding about connections between employees and its significance in work-life balance among 80% of the target public by the end of the campaign.

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Secondary Target Public

To raise awareness about Thai Tuan's attempt of reducing stressful overworks and creating a more relaxing working environment for the whole employees among 80% of the target public by the end of the campaign. To create a positive feeling toward Thai Tuan as a united community which encourage its employees to work and share the job with contented attitude among 65% of the target public by the end of the campaign. To create a sense of commitment and belonging with Thai Thuan Company among 50% of the target public by the end of the campaign.

Key Messages
Umbrella Key Message "At Thai Tuan, we not only care about business and profits, but also pay our great attention to you, our key element that creates company 's future success. Let's start our job not with pressure but trust and enjoyment". Rationale: Because Thai Tuan doesn't want to push its staff to work under mental distress; the message sent to Japanese employees is very simple. Emphasizing "trust" and "enjoyment" as the most important factors Thai Tuan focuses on. Enjoyment does not mean Thai Tuan will be easy on work performance because trust is the strings that attach employees with their responsibility. Primary Target Public Message "Working hard but don't let it beat over you. We are strong and effective in enjoyable working attitude and in tight connections to each other." Rationale: This message emphasizes the solidarity of members in Thai Tuan Company, in which this "togetherness" spirit can be considered as the helpful support when anyone faces difficulty in their work experience. Secondary Target Public Message "We will together build a house in which your colleagues are your friends and we are your supporters. We care about you. Work effectively, and relax in comfort".

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Rationale: When calling the company as a "house", workers will look at Thai Tuan as their familiar and enjoyable place rather than just a company. In this sense, it would make they feel connected to people working around them, which efficiently reduces their stress and negative attitude towards working.

Implementation
Strategy Statement
Based on our situational analysis, the main challenge that Thai Tuan need conquer is the strict perception of Japanese young employees towards work. To solve this problem, Thai Tuan will utilize both one-way and two-way communication, requires the participation of both managers and workers. Interpersonal, web and print materials communication will be used to emphasize the importance of each individual in Thai Tuan Company and hence spread the perception of the perfect knots as the organization spirit. Thai Tuan will take charge of providing a workplace where personal working ability and experience are efficiently developed. BIG IDEA: Mizuhiki - The Knots Mizuhiki is the symbol of Japanese culture of giving gifts, which shows the affection and warmth of relationships among Japanese people. It also reflects the "togetherness" spirit of Japan. The word "Mizuhiki" knots originally came from the Japanese word "musubo" meaning "connection" as tying a Mizuhiki knot connects people and ties them together. Furthermore, "Mizuhiki" is utilized to beautifully cover the gift. It is only the connection, but also the enjoyment that it brings to the receiver. Thus, "Mizuhiki" also helps the employees link to the ideas of the "gift", which means the surprised, joyful and comfortable feeling.

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In this sense, members of the company are connected to each other as tightly and structurally as the Mizuhiki knots. Using Mizuhiki as the symbol meets the Japanese characteristics of (1) value their own national culture, (2) prefer concepts that are symbolized and reflects the organizational spirit that Thai Tuan wants to achieve.

Tactics
Main Tactics
1.Newsletter
What: provide and inform managers, workers about the companys situation through different sections (Entertainment, Workshop Schedule, Current Projects, Q&A, Employees experience, Future Events,) Who: All Thai Tuans employees When: Once a month (the 1st day) Where: distribute 5-6 copies in each common areas (next to water bottle, canteen, locker room, Thai Tuan office) Why: help to raise awareness and keep the employees always updated about the companys campaign. Each section in the newsletter will not only create positive feelings but also encourage them participate in upcoming activities, contributing to complete the objectives.

2. Intranet
What: inform up-to-date information about upcoming events, plans of the months, share popular picture, audio and video related to the campaign Who: All Thai Tuans employees When: Update daily Where: Online Why: create an open and multi-sensory network for all employees to discuss and share their tips and stories about team working, reducing stress and being healthy.

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3. Best Team Performance

What: An award for the best team of the company based on individual productivity and performance of the manager and the employees as well as their effectiveness in working as a team. Who: All Thai Tuans employees When: Monthly Where: Thai Tuan's company and factory Why: The award can encourage employees to work and share task effectively with their team mates, make them learn how to accept others' disadvantages and find a solution together => inform employees' about the key message of the campaign as well as create a strong relationship between employees with each other and with the company.

4. EN Day
What: An event designed to build up employers and employees relationships as well as help them balance work-life. On this day, employees will participate in different activities such as team building, ink balloon throwing and fruity party. Who: All Thai Tuans employees When: Friday, April 26 2013 Where: Yoyogi Park, Tokyo Why: Strengthen the EN (the "tie" between people across each type of relationship, including family, mentors and connections at work) of employees in order to gain EN (luck, encounter) for the participants as well as the whole company. Ink balloon throwing, limited in a white surrounding area, can help to reduce stress effectively and create a playground for employee after hardworking days.

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Fruity party would maintain the participants' power as well as a healthy balancing diet. Celebrate International Labour Day.

5. Healthcare Sessions
What: Various meetings discussing about frequent health problems and how to avoid them Who: All Thai Tuans employees When: Once session per two weeks Where: Conference rooms Why: Ensure all employees take care about the health, know how to reduce the stress as well as balance their work-life in order to prevent tragic situations => spread the idea about how importance of staffs' healthcare to Thai Tuan company.

6. Orientation
What: An orientation meeting will be conducted to welcome all the new employees and convey overall information about Thai Tuan. Who: All Thai Tuans employees When: Monday, March 04 2012 Where: Thai Tuan's grand hall Why: Inform the employees about the company's values, missions and goals, give a general idea of what is the advantages and responsibilities while working in Thai Tuan company.

7. "Open-door" Policy
What: provide opportunities for all staff to express their opinions about particular job, work experience and satisfaction and other affairs happening in the workplace. Who: All Thai Tuan's employees

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When: anytime during the campaign Where: Thai Tuan's office and company Why: Create an open and fair working environment where all individual opinions matter. It reduces employees' hesitation of raising their attitudes about what is happening in the company.

Tactics for Primary Target Public

1. Office decoration
What: A weekday when all employees have time to creatively decorate the workplace together. Ideas suggested including: Inspirational Wall, Photo Board and Fabric Corner Who: Japanese managers of Thai Tuan When: Monday, March 11 2013 Where: Thai Tuan office, Tokyo, Japan Why: Generate a comfortable and creative space. Promote Thai Tuan organizations spirit and image to employee. Enhance the engagement among them through team activities

2. Direct Email
What: Inform and remind general activities throughout the campaign as well as discuss about any occurred problems. Who: Japanese managers When: Weekly Where: Online Why:

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Make sure the managers well-informed in order to lead their team in several activities during the campaign. Get close with the managers by listening their own and their teammates' issues or feedback.

3. Training workshops
What: Inform and remind general activities throughout the campaign as well as discuss about any occurred problems. Who: Managers When: At the beginning of each month Where: Conference room Why: Keep the manager update about latest trends in business industry in order to manage the employee effectively. Help and discuss about potential issues that may occur during the team working process in order to avoid unfortunate results since in Japan, the managers usually have a high influence to the employees (see PEST Analysis for more details)

4. Group meetings
What: Several group meeting among the company mangers will be conducted in order to create a open chance to discuss current problems, future directions and the employees' feedback Who: Managers When: Weekly Where: Conference room Why: Give an opportunity to all manager to have a face-to-face conversations to solve current emergent issues in the company as well as to share their tips/ideas about

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team working => show that Thai Tuan respect the managers' opinions, who take the role as leaders of many employees.

Tactics for Secondary Target Public

1. Live Podcast - Monday Spirit
What: Podcast involves live singing, fun facts, employees life stories and requested music Who: Japanese workers of Thai Tuan When: Every Monday morning Where: Thai Tuan factory, Tokyo, Japan Why: Reduce Monday stress Create inspirational atmosphere during the week Give space for workers to share feelings and connect to others Enhance employees sense of belonging

2. Bulletin Board
What: Various bulletin boards with print material about upcoming events or tips will be put at different crowded and visible place within the factory. Who: Japanese workers of Thai Tuan When: every time throughout the campaign Where: Thai Tuan factory Why: spread and inform the activities/events/meetings of other tactics to wide range of audiences in order to increase the number of participants

3. Drop-box
What: Several drop-boxes will be placed at visible yet private areas so the employees can give their feedback anonymously

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Who: Japanese workers of Thai Tuan When: Throughout the campaign Where: Thai Tuan factory Why: ensure two-way communication, encourage employees to contribute their feedback to strengthen their commitment with the company as well as report any negative actions.

4. Donation Suggestion
What: An event that allows all employees to suggest people both inside and outside the company that need helps and are seeking for donation either anonymously or publicly. Who: All Thai Tuans employees When: Monthly Where: Thai Tuan's office and factory Why: Strengthen the connections between the company and the employees, create an opportunities for all employees reduce their own or their acquaintances' burdens in order to focus on work more => presenting Thai Tuan's strong corporate social responsibility, gaining trust and positive feelings among employees (see PEST Analysis for more details)

Critical Path Plan

GANTT Chart

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Calendar

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Costing List
Best Team Performance Awards Certificate for Best Teams Photo of the Best Teams Learning opportunity list, advanced training "EN" Day Posters Materials, equipments and facilities for game (balloon, ink, fruit, stopwatch, ropes.) Beverages providing during the process of team building Photography Pay for Judges/Referees Pay for Cameramen/Photographers Newsletter Printed newsletter Poster 'Open Door' Policy Printing newsletter Document Office Decoration Poster & Banner Printing Decoration Equipment & facilities Training Workshop Poster & Banner Document Learning list advantage training

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A small fruit party in "EN" Day Prizes for winners Healthcare Session Medical team (doctors/instructors) Health products & printing Orientation Posters & Banners Brochure design Printing Photocopy Decoration Food and beverage Medical equipment Sound system Photography Pay for Cameramen/Photographers Setting up

Group meeting Printed document for meeting ( agenda, schedule, feedback, etc) Pens Tables & Chairs Drinks Live Podcast Monday Spirit Document Bulletin Board & Drop Box Board Document Box Donation Suggestion Poster & Banner Suggestion printing Newsletter

Evaluation
Pre-campaign
This is a very important stage to have a look at the employees opinion before the campaign starts. All employees (office workers: 50 people; workers: 500 people) are required to do a survey with 15-20 questions and data collected will be kept anonymously and secretly. There are two options for participants convenience: paper survey and online survey.

Interim
Main Tactics
Newsletter Numbers of newsletter published will be noted. In the survey sent to employees after the campaign, there will be 2 questions related to the newsletters effect among Thai Tuans working community. First question is about their frequency of reading newsletter and second question is about which information they find most interesting and helpful. Intranet The number of visitors per month and the frequency of visiting Intranet per month of each employee will be recorded. Best Team Similar to newsletter, in the paper handed in the end of the campaign,

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Performance question about this tactic will be asked. Particularly, it will be about if the employees feel encouraged and connected to their teammates in this monthly competition. "EN" Day The number of employees coming to EN Day will be kept. During the time EN Day happening, 30 random participants will be picked to have a short interview about their satisfaction and excitement about this event. Healthcare Attendance will be reckoned. At the end of each session, there will be sessions a small part (about 5-10 minutes) to ask about how participants feel after the session and to ask for more suggestions that are tailored for their health situation. Orientation Number of attendants will be recorded. During orientation day, observers will be the participants to evaluate employees attitude and participation in the activities. "Open-door" The number of staff coming to managers to express their opinions Policy will be recorded. In the survey handed in the end of the campaign, one question about this policy will be asked, specifically if this policy have decreased their hesitation and made them feel comfortable during their consultation.

Tactics for Primary Target Publics

Office The number of participants will be counted during the decoration day Decoration to have a general idea about how many staffs take part in this activity. Moreover, the number of actual works (Inspirational Wall, Photo Board, Fabric Corner,...) will also be numbered. Direct Email The number of emails sent as well as the number of emails actually read will be recorded automatically in order to know how wellinformed the mangers are and how effective direct emails work. Training The number of attendances in each workshop will be saved in order Workshops to know many mangers participate and if they find these workshops effective or not.

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Group Attendances and their frequency of participate of group meetings will Meetings be recorded.

Tactics for Secondary Target Publics

Live Podcast The number of employees who are willing to share their own stories,
Monday Spirit

working tips or singing skills will be saved and respected. Also, the number of song requests will be recorded to somehow measure the number of listeners.

Bulletin The employees reading the bulletin board will be observed through Board the security camera near by in order to get the number of employees interested in news posted on bulletin board and how much time they spend on reading them. Drop-box The number of feedback put in the drop-box as well as their credibility reflecting the working situation will be count weekly to see whether the employees find this tool effective. Donation The number of suggestions and their effectiveness of giving an useful Suggestion information will be recorded. Furthermore, the number of people received the donation will also be saved.

Post-campaign
After finishing the campaign, all employees will be handed a paper-based survey with the similar questions as the pre-campaign survey and some additional questions asking their knowledge, their feelings about each tactic, its efficiency to the employees and the campaign as a whole as well as their sense of belonging with Thai Tuan company in order to measure the results of objective during the campaign. Also, online survey with exactly the same content will be available in the company's intranet for those who prefer this type of survey. All responses will always remain anonymous, allowing the participants to give honest answers without revealing their identity.

Reference List
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