Elaboration of a communication strategy for promoting the polytechnique language centre INPHB

DEDICATION

To my entire family for their unfailing support and help. Thank you for your affection.

ACKNOWLEDGEMENTS

At the beginning of this document, we would like to thank all the people who, in one way or another, helped and assisted us in the preparation of this dissertation. Thus, we would like to think :

- Ms. Natalia STEPANOVA, responsible for the Polytechnic Language Center, who gave us the opportunity to do our internship within the structure and also our internship supervisor ;

- Dr. Richard BAYALA, Deputy Head of the Polytechnic Language Center for his advice, and availability ;

- the management and staff in general of the National Polytechnic Institute Felix Houphouët-Boigny (INP-HB), and in particular of the Higher School of Commerce and Business Administration (ESCAE), for supervision and the quality of training received;

- the entire INP-HB faculty who, through their knowledge, each year trains future executives in Côte d'Ivoire, Africa and even around the world ;

- Dr. DIARRASSOUBA Souleymane, Director of the Languages and Humanities Department as well as all the teachers of this department and elsewhere, for the various courses and lessons provided ;

- Dr. SORO Nangahouolo Oumar, our teacher-supervisor for his help, advice and unconditional and invaluable assistance in writing this dissetation.

We would like to thank all those not mentioned who contributed to the writing of our dissertation

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CONTENTS

DEDICATION I

ACKNOWLEDGEMENTS II

CONTENTS III

LIST OF ACRONYMS AND ABBREVIATIONS IV

LIST OF FIGURES V

LIST OF GRAPHS VI

LIST OF TABLES VII

GLOSSARY VIII

FOREWORD IX

ABSTRACT XI

GENERAL INTRODUCTION 1

PART ONE : THEORETICAL FRAMEWORK OF THE STUDY 3

CHAPTER I : THEORETICAL APPROACH 4

CHAPTER II : CONCEPTUAL APPROACH 9

PART TWO : PRATICAL FRAMEWORK OF THE STUDY 16

CHAPTER III : STUDY METHODOLOGY 17

CHAPTER IV : PRESENTATION OF RESULTS AND PROPOSALS 23

GENERAL CONCLUSION 56

BIBLIOGRAPHIC REFERENCE XII

WEBOGRAPHIC REFERENCE XIV

APPENDIX XVI

TABLE OF CONTENTS XXVII

IV

LIST OF ACRONYMS AND ABBREVIATIONS

CAE	Commerce and Business Administration
ECOWAS	Economic Community of West African States
CLP	Polytechnic Language Center
CPGE	Preparatory classes for Higher schools
CTI	Engineer Title Commission
EDP	Polytechnic Doctoral School
EFCPC	School of Continuing Education and Professional Development
ESCAE	Higher School of Commerce and Business Administration
ENSA	National School of Agronomy
ENSTP	National School of Public Works
EPA	National Public Administrative Establishment
ESA	Higher School of Agronomy
ESI	Higher School of Industry
ESMG	Higher School of Mines and Geologies
ESTP	Higher School of Public Works
FCFA	Franc of the Financial Community of Africa
IAB	Agricultural Institute of Bouaké
INP-HB	National Polytechnic Institute Félix Houphouët-Boigny
INSET	National Higher Institute of Technical Education
NCI	New channel of Côte d'Ivoire
PESTEL	Political Economic Sociological Technological Ecological Legal
RFI	Radio France International
RTI	Ivorian Radio Television
SWOT	Strengths, Weaknesses, Opportunities and Threats,
TSP	Advertising Tax

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LIST OF FIGURES

Figure 1: The factors of the macro-environment 21

Figure 2: The axes of the SWOT matrix 22

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LIST OF GRAPHS

Graph 1: Distribution of the target according to gender 23

Graph 2: Distribution of respondents by age group 23

Graph 3: Breakdown of the target by socio-professional category 24

Graph 4: Breakdown by geographic area 24

Graph 5: Awareness of the Polytechnic Language Center 25

Graph 6: Communication channels used by the Polytechnic Language Center 25

Graph 7: Geographical location of the Polytechnic Language Center 26

Graph 8: Awareness of the services provided by the Polytechnic Language Center 26

Graph 9: Attendance at the Polytechnic Language Center 27

Graph 10: Breakdown of the target according to the television audience 27

Graph 11: Frequency with television 28

Graph 12: Breakdown of the target according to television viewing hours 28

Graph 13: Breakdown by television channels watched 29

Graph 14: programs watched on television 29

Graph 15: Familiarity with the internet 30

Graph 16: Frequency of Internet use 30

Graph 17: Days of Internet connection 31

Graph 18: Internet connection hours 31

Graph 19: familiarity with social networks 32

Graph 20: familiarity with the different social networks 32

Graph 21: Most used social networks 33

Graph 22: Breakdown of the target according to the most visited sites 33

Graph 23: Familiarity with the radio 34

Graph 24: Radio listening frequency 34

Graph 25: Distribution according to the hours of listening to the radio 35

Graph 26: Breakdown by radio channels listened to 35

Graph 27: Familiarity with the press 36

Graph 28: Breakdown of the target according to the most read newspapers 36

Graph 29: Breakdown of the target according to the most read magazines 37

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LIST OF TABLES

Table 1: Verification of hypothesis 40

Table 2: PESTEL matrix 42

Table 3: SWOT synthesis 43

Table 4: Choice and justification of media 46

Table 5: Choice and justification of non-media 48

Table 6: Media communication budget 49

Table 7: Non-media communication budget 50

Table 8: Communication budget all taxes included 51

Table 9: Campaign design plan 52

Table 10: Design of non-media campaigns 53

Table 11: 2021 action plan 54

Table 12: Performance indicators 55

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GLOSSARY

Audience : The audience is made up of all the people affected by a media or communication medium.

B2 level : Advanced or independent level.

C1 level : English level C1 is the fifth level of English. In everyday language, this level could be called "advanced".

Communication : Marketing communication refers to all the techniques and media making it possible to send a direct or indirect message to consumers.

Communication budget : The communication budget refers to all the financial resources allocated to the company's communication.

Communication channel : a channel is an information transmission medium connecting the source to the recipient and allowing the routing of the message.

Communication support : A communication medium is a vector of communication.

Communication strategy : the art of leading and coordinating the actions necessary to achieve the reputation objectives of a company in order to increase its volume of activity, a source of competitive advantage.

Communication target : People or companies that we target during a communication campaign. They are the target audience and therefore the prospects.

Engineer's Titles Commission : The CTI is an independent organization, charged by French law since 1934 with evaluating all engineering training, promoting the title and profession of engineer in France and abroad.

Media : A medium is a set of communication support of the same nature.

Multimedia : Qualifies the integration of several means of representing information, such as texts, sounds, still or moving images.

Media Communication : Media communication brings together all the advertising communication actions undertaken on the 6 major advertising media.

Non-media communication : Non-media communication refers to all the communication actions that do not go through "traditional" media.

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FOREWORD

It is in order to revitalize the Ivorian education system that decree 96-678 of November 4, 1996 gives birth to the National Polytechnic Institute Félix Houphouët-Boigny (INP-HB) of Yamoussoukro.

This National Public Administrative Establishment (EPA) was born from the merger and restructuring of the four (04) former Higher schools of Yamoussoukro, namely :

· the National School of Agronomy (ENSA) ;

· the National School of Public Works (ENSTP) ;

· the Agricultural Institute of Bouaké (IAB) ;

· the National Higher Institute of Technical Education (INSET).

Located in Yamoussoukro, the National Polytechnic Institute Félix Houphouët-Boigny (INP-HB) has eight (08) higher schools, specializing in different fields of economic activity, divided into three (03) sites according to the configuration below.

The INP-HB South site includes :

· the Higher School of Public Works (ESTP);

· Preparatory Classes for Higher Schools (CPGE);

· the Higher School of Mines and Geologies (ESMG). The INP-HB center site brings together :

· the Higher School of Commerce and Business Administration (ESCAE);

· the Higher School of Industry (ESI). The INP-HB north site hosts :

· the Polytechnic Doctoral School (EDP);

· the School of Continuing Education and Development of Executives (EFCPC);

· the Higher School of Agronomy (ESA).

Note also that the Institute has a branch in Abidjan, located in Cocody Danga not far from the red city.

The structure that welcomed us for our higher studies is the Higher School of Commerce and Business Administration (ESCAE).

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ESCAE brings together several courses divided into two (02) training cycles :

· a "long" cycle which receives students after their admission to the entrance examination for the engineering cycle, which makes a training period of five (05) years including the two years of preparatory classes;

· a "short" cycle which trains senior technicians for three (03) years.

Among the short cycle streams, is the Commerce and Business Administration (CAE) stream which includes three (03) options, in particular :

· Insurance ;

· Logistics and Transport Economics ;

· Management-Commerce.

The Management-Commerce option to which we belong, trains specialists in various fields including marketing, communication, sales and business management.

In order to putting into practice our theoretical knowledge and preparing our integration into the professional world, the end of our training is sanctioned by the writing of a dissertation following an internship in a company.

It is in this context that we did an internship at the Polytechnic Language Center, where we reflected on the following topic :

"Development of a communication strategy for the promotion of the Polytechnic Language Center"

ABSTRACT

The aim of any industrial or commercial organisation is to make a profit. For a structure such as the Polytechnic Language Center, this is conditioned by an offer of high-performance values capable of resisting the constraints of the sector in terms of competitive pressures, customer requirements, costs and deadlines. On our arrival, the managers of the structure noticed a lack of efficiency with regard to the objectives to be achieved. This lack of efficiency is manifested by considerable failures in communication and thus the notoriety of the structure. It is in this context that our final year project entitled "Development of a communication strategy for the promotion of the Polytechnic Language Center " aims to implement a set of coordinated actions, human and financial resources in order to create the reputation of the Polytechnic Language Center. From that moment on, a fundamental question arose : what communication strategy should we put in place to increase the reputation of the Polytechnic Language Center ? The desire to find an answer to this major concern led us to formulate hypotheses and research objectives. Thus, in the quest to verify the hypotheses and in order to achieve the research objectives, we conducted a survey by means of a questionnaire. This survey enabled us, initially, to confirm all the hypotheses put forward. Secondly, it provided us with valuable information on the media used by our target audience and how we could convey our messages to them. Thus, through the information gathered, we proposed a communication strategy to promote the Polytechnic Language Center. To this end, a timetable for the implementation of communication actions was proposed, followed by a communication budget and performance measurement indicators.

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Keywords : Strategy, Communication, Promotion, Awareness.

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GENERAL INTRODUCTION

As part of the ambitious infrastructure rehabilitation, institutional renovation and educational modernization projects of the National Polytechnic Institute Félix Houphouët-Boigny approved by the State of Côte d'Ivoire, the General Directorate of INP-HB has deemed necessary to improve governance, management and revitalize training and research activities in order to improve the employability of its graduates. Following surveys carried out with partner companies, it appeared that one of the main obstacles to improving the employability of engineers and senior technicians at INP-HB is the language barrier¹. In addition, as part of the academic reforms that the INP-HB wishes to address to the standards of the Engineer Title Commission², one of the major requirements is mastery of the English language of at least a B2 level³ and C1⁴ for all graduates.

To better meet these requirements, General Directorate has acquired ultramodern multimedia language laboratories and has signed ambitious agreements with partner establishments to boost language learning within the Institute. In addition, it initiated procedures with accreditation structures for the opening of examination centers in order to organize the preparation and certification in languages of its own graduates. All of these steps resulted in the creation of the Polytechnic Language Center on July 27, 2018 in Yamoussoukro. All the conditions seemed to be in place for the success of this great project. However, since its creation, the Polytechnic Language Center is sorely lacking in visibility. The lack of a communication campaign and a strong dissemination of the benefits of language learning is glaring. The attendance rate of the Polytechnic Language Center is increasingly low.

Based on this observation, the structure decided to undertake communication actions to make itself known to the general public in order to increase its notoriety.

This is how during our internship and according to the needs of the structure that we were led to reflect on the following theme : "Development of a communication strategy for the promotion of the Polytechnic Language Center".

¹ Obstacle which one comes up against in front of an uncontrolled foreign language.

² French body responsible for evaluating and promoting the engineering degree in France and abroad.

³ Advanced or independent level.

⁴ English level C1 is the fifth level of English.

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Therefore, the following problems arise :

- why is the Polytechnic Language Center not known?

- how was the communication of the Polytechnic Language Center organized?

- what communication strategy should we put in place to promote the Polytechnic Language Center?

In other words :

- what actions should we realize to promote the Polytechnic Language Center?

- what are the financial and human resources to mobilize to achieve this objective?

The general objective of this study is to promote the Polytechnic Language Center and its services.

To achieve this, our work will be structured in two main parts. The first part, entitled the theoretical framework, will consist of two chapters.

The first chapter will deal with the justification of the choice of the subject followed by the interests that we will have to treat it. We will also evoke a literature review to make sure that this subject is not a first in the academic world after which we will set our objectives and assumptions.

The second chapter will come to shed light on the theory of communication. We will define a communication strategy by highlighting its stages. This chapter will allow us to calmly approach our subject in its practical phase.

The second part of this study entitled the practical framework will also consist of two chapters. The first chapter will deal with the methodology used to carry out this study by providing it with a scientific and methodical aspect.

The second chapter will present the results of our study as well as our proposal for a communication strategy for the promotion of the Polytechnic Language Center.

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PART ONE s

THEORETICAL FRAMEWORK OF THE STUDY

In this part, we will see two chapters successively. The first chapter will deal with the rationale for the choice of subject followed by the interests of the study. We will also discuss a literature review following which we will set our objectives and hypothesis. The second chapter will deal with the theory of communication. We will define a communication strategy by highlighting its stages.

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CHAPTER I : THEORETICAL APPROACH

I.1. Justification for the choice of theme

In order to continuously improve the level of employability of engineers and senior technicians of the INP-HB, with regard to the language barrier and within the framework of the academic reforms that the INP-HB wishes to address to the standards of the Engineer Title Commission (CTI), the Polytechnic Language Center in support of the Languages and Humanities department was created on July 27, 2018 in Yamoussoukro. However, since its creation, the Polytechnic Language Center has not managed to achieve its objectives at all. Worse, students are mostly unaware of its existence, which negatively impacts the attendance rate of the center.

It is therefore this lack of enthusiasm that prompted our research theme : "Development of a communication strategy for the promotion of the Polytechnic Language Center".

Therefore, the following problems arise :

- why is the Polytechnic Language Center not known?

- how was the communication of the Polytechnic Language Center organized?

- what communication strategy should we put in place to promote the Polytechnic Language Center?

I.2. Interests of the study

According to our observations and documents consulted, the choice of our research topic was

also motivated by a set of reasons or interests.

I.2.1. Personal interest

Our training, for the Higher Technician Diploma in Business Management, invites us to highlight our knowledge in marketing and more specifically in communication, in order to gauge our analytical skills on issues of business strategy. Also, this subject reveals for us, a particular interest because of our presence within the structure as a trainee. We have seen the problems encountered by the structure in terms of communication. So, we have worked to resolve this problem.

I.2.2. Scientific interest

We want through this study to show the importance of communication strategies for a language center. Our work will therefore make it possible to make a modest contribution to academic debates.

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I.2.3. Interest in INP-HB

Our work, if taken into account, will attract more students to develop their linguistic competence. In addition, this would further facilitate the efforts of the INP-HB to carve out a place for itself in the Engineer Title Commission.

I.2.4. Economic interest

The Polytechnic Language Center operates for the most part thanks to the income it generates from its activities. The fact of attracting more people will lead to more activities and therefore creation of more wealth.

I.3. Literature review

The literature review consists of an inventory of relevant writings related to the theme of our work. It will be subdivided into two parts : theoretical books and empirical works.

I.3.1. Theoretical books

Theoretical books are works considered scientific and which serve as a reference for students and trainers regarding communication theories. Indeed, the communication strategy has been the subject of concern and reflection among many specialists.

Among others, we can cite the book Communicator, 7th edition by Adary, Libaert, mas and Westphalen. These authors believe that "the communication plan sets the course, the main objectives and the corresponding means".

In the same vein, Philipe Kotler and Bernard Dubois in Marketing Management, for their part, will distinguish eight stages : the identification of the target, the determination of the objectives, the conception of the message, the choice of media, the evaluation of the budget, the choice of the communication mix, the measurement of results and finally the coordination of all communication actions.

In addition, the authors of Publicitor, namely Lendrevie and Arnaud de Baynast, put forward the idea according to which a good communication strategy is prepared upstream so as to reach the target in an efficient manner. In addition, we should only go to the creative if we have already chosen our marketing story to tell.

Moreover, Jean-Jacques Lambin distinguishes between personal communication carried out by the sales force, public relations and impersonal communication carried out by means of the mass media. In his work entitled Strategic and Operational Management, he thus proposes six steps in the development of an impersonal or advertising communication plan, namely : the

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objectives of advertising communication, the creation of a message, the determination of the budget, the development of 'a media plan, the web as a new advertising space and the measurement of efficiency.

Likewise, Benoit Tremblay Management Advisor, Entrepreneurship and Business Management Department at the Quebec School of Industry and Commerce, author of the famous helpManager for the Development of a Strategy for communication, highlights seven stages in the process of developing a communication strategy which are : Analysis of the situation, strategic orientation, choice of means, creative orientations, technical realization and production, budget, schedule and evaluation of results.

Finally, some authors have highlighted through their books the service aspect in the communication strategy, it is Marketing of services 7th edition written by Christopher Lovelock, Jochen Wirtz, Denis Lapert, Annie Munos.

I.3.2. Empirical works

Empirical works are made up of theses and dissertations that are related to the subject. It should be noted that most of our teachers and our elders were interested in this field. This works are the result of their experiences and their experiences as specialists in the field. We can cite, among others, the works of :

AYA ZEINAB NOURA (2018), to obtain a DUT in Commerce and Business Administration option Management-Commerce, conducted a study on the subject "Development of a communication strategy for the launch of a new product: case of the mobile waste treatment unit (the geotube unit) of Envipur sa ». The objective of this study was to set up an adapted and effective communication strategy for the launch of the geotube.⁵. To achieve this, she used a plan that had three (03) phases. The first phase concerns the presentation of the geotube. Then, the second phase deals with the analysis of the macroenvironment of the company. Finally, the third phase addressed the implementation of the chosen strategy. The tools used to carry out this study concern the collection of data which are : observation, interviews, survey, computer software and analysis tools (SWOT and Porter's 5 forces). At the end of this process, she proposed a communication plan with the aim of making the geotube known and influencing the customer's purchasing behavior. She was able to retain as means of communication the display, the Internet through Facebook, Google, the company's website,

⁵ Synthetic textile tube used for sediment or to control coastal erosion.

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In the same logic, DIALLO Mamadou Aliou (2018) for obtaining a DUT in Commerce and Business Administration worked on "What communication strategy for improving the awareness and image of Insurance Companies : case of the BELIFE Insurance sa agency in yamoussoukro ». The main objective of this research is to get customers to insure themselves. To achieve this, he focused the study on solving the following problems : Why is insurance frowned upon by customers ? What do they think of insurance ? Do they find insurance important ? Do they know that Belife exists ? To do this, his work consisted first of all in presenting BELIFE Insurance SA, then the theoretical framework and the methodology and finally, he made recommendations.

In addition, N'DRI AYA EDWIGE ROSELINE (2009) also worked on «What external communication strategy for a social provision company ? : case of CNPS ». The study aims to analyze the CNPS's external communication strategy. The survey carried out in the form of a questionnaire made it possible to know the communication habits and to identify the needs and expectations of the structure in terms of communication. Thus done, she proposed, in a second step, the establishment of new procedures and methods of communication and made some recommendations going in the direction of the establishment of modern means of communication, ICT to boost the policy of Information and communication wanted by this structure.

Finally, Yao Josué (2019) also worked on the following theme : « Communication strategy for improving the brand image of a service enterprise : case of the CNPS " to obtain an ESCA engineering degree. The objective was to find out the criticisms suffered by the CNPS. He thus carried out a study by means of a questionnaire. This survey enabled him first of all to verify his hypotheses and to make recommendations to improve the image of the company. The communication tools used were analyzed so as to measure the results of each of the actions to be carried out.

All of this research enabled us first to set our research objectives. Then, they allowed us to understand the stages of a communication strategy and to make recommendations for the promotion of the Polytechnic Language Center. Finally, this study differs from those mentioned above because none had the objective of promoting a language center.

I.4.

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Objectives of the study

We left on the basis of several objectives. We have formulated them from our main concern so that we can measure our concrete contribution within the structure. We have therefore stated a main objective which has been broken down into several specific objectives.

I.4.1. Main objective

Our main objective is to set up a communication plan in order to promote the Polytechnic Language Center.

I.4.2. Specific objectives

The specific objectives or information needs relating to our study are :

carry out an internal and external analysis of the means of communication used by the Polytechnic Language Center in order to determine their strengths and weaknesses as well as their opportunities and threats;

set up a communication plan to create notoriety around the Polytechnic Language Center and its services.

I.5. Assumptions of the study

I.5.1. General hypothesis

We put forward as a basic assumption that communication is a fundamental tool to establish the notoriety and the image of any company.

I.5.2. Specific hypotheses

Our specific assumptions are as follows:

the Polytechnic Language Center has never officially used the means of communication to make itself known ;

the services of the structure are not known to the public.

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CHAPTER II : CONCEPTUAL APPROACH

II.1. Strategy

The word strategy comes from the association of two Greek words stratos "army" and ageîn "to lead". It then designated the command skills of military troops.Strategy was seen exclusively as a military term with reference to the term stragos which denoted the strategist (commander).

The word strategy later emerged in the context of business through Alfred Chandler (1962), defines it as : " Strategy consists of determining the fundamental long-term objectives and goals of an organization, then choosing the modes of action and allocation of resources that will enable it to achieve these goals, these objectives ». For Chandler, a strategy consists, first of all, in giving a clear and precise direction to his actions in order to allocate the necessary resources for their accomplishment.

However, authors such as Kaplan and Norton (1996) emphasize the importance of the chain of operations when implementing the strategy in the field. According to them, the definition of the strategy should not be limited to the simple formulation of actions on «paper». It must contain a detailed plan of its application.

In addition, Renée Mauborgne and Chan Kim (2004), propose the formulation of strategy in such a way as to «put offside» the competition. For these authors, competition being a red ocean due to the competitive battle, companies must formulate strategies that will allow them to avoid rivalries. They will be the only ones in their markets because they will have developed an advantage that is difficult to copy.

However, companies must formulate strategies that will allow them to benefit from some market power. In fact, it is about setting up an economic model called ODA :

- original : it is closely aligned with the identified strengths of the company and the expectations of customers.

- durable : it offers a value creation model that is difficult to imitate or replace in the short and medium term.

- acceptable : it is realistic and the expected cost-benefit ratio leans very clearly in favor of the benefits

From all these definitions, we can retain that the strategy consists in formulating a set of objectives and in fixing the means necessary to achieve them.

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II.2. Communication

Communication comes from the Latin word communicare which means to put in common, to share. A word which is derived from communis which means common. According to the French (online) Larousse dictionary, communication designates the act of communicating, of transmitting something.

According to Simon PIERRE (1975) Interpersonal relations : «Communication is any behavior which has the objective of eliciting a specific response or behavior from a specific person or group. ".

According to Claude ROY (1995), in Communication : «Communication is a verbal or nonverbal process through which we share information with someone or with a group so that they understand what they are saying. Speaking, listening, understanding, reacting ... constitute the different moments of this process. Communication allows partners to get to know each other, to establish a relationship between them. This can lead to changes in attitude and behavior. "

From all the definitions that have been given to the concept of "communication", we see that each of them is worded somewhat differently from the other. Each definition therefore depends on the person, their field and the context in which the concept is used.

Therefore According to WATZLAWICK, the verb «to communicate» and the word «communication» which derives from it are both polysemous. This means that it has a plurality of meanings; so that all researchers complement each other on the definition of "communication". However, used in different fields and each researcher defines it according to what he addresses.

Reason why, J. Gayet (1995), Sadoudi, approaches communication in the specific context of companies in these terms : «within the company, communication can be considered as a set of particular techniques (advertising, direct marketing, sales promotion, press relations, internal communication, etc.), using a certain number of media or very specific supports (posters, press, mailing, displays, press kit, etc.) and falling exclusively under the competence of a specialized service »

From all of the above, we can say that communication goes beyond mere information. Communicating consists of transmitting information in order to modify the behavior of the receivers.

II.3. 11

Promotion

According to the French Larousse dictionary (online), promotion comes from the Latin "promovere" which means to advance. In literature, it is a question of raising a group of people to a function, to a job, to a higher dignity. In other words, an appointment or accession of someone to a higher rank, to a more important function in terms of hierarchy or in terms of responsibilities. However, in the field of marketing communication, it is a set of actions and techniques that aim to increase the turnover of a company. In other words, promotion consists in stimulating the affective behavior of the targets.

II.4. Marketing communication strategy

The communication strategy is defined according to KOTLER and DUBOIS (2003) : «in the commercial field, it means a set of interdependent decisions relating to well-defined objectives, targets to be reached, messages to be transmitted and means of dissemination. Since in the business field no position is definitively acquired, the communication strategy is all the material, human, financial and organizational means allowing to counter the competition in order to organize the future of the company ». Based on this definition, we can define a communication strategy as the art of leading and coordinating the actions necessary to achieve the reputation objectives of a company with a view to increasing its volume of activity, a source of competitive advantage.

II.4.1. Media communication

According to Kotler et al. 2009, media communication can be defined as any paid form of non-individualized presentation of ideas for goods and services in the media.

As for Jean-Jacques Lambin (2016), it would quite simply be mass communication. In any case, Media communication brings together all the advertising communication actions undertaken on the six major media which are : television, the press, billboards, Internet, radio and cinema.

II.4.2. Non-media communication

Non-media communication refers to all communication actions that do not go through "traditional" media. Non-media therefore includes direct marketing actions, but also all alternative advertising communication actions (street marketing, sales promotion, events, etc.).

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II.5. Stages of a communication strategy (kotler et al. 2009)

II.5.1. Identify the problem

Any communication strategy must begin with identifying the problem to be solved. If you don't know your problem, you won't be able to find a solution. Identifying the problem helps formulate better goals and target the ideal audience. In other words, the type of communication to be carried out depends on the communication problem facing the business. Indeed, a company which wishes to increase its notoriety will tend more to opt for an external communication. While another company which wishes to fight against information asymmetry (inform its employees at the same level), will set up internal communication.

II.5.2. Identify targets

Communication is above all the transmission of messages, intended for the target you want to reach. So we should only address people who are potentially interested in our brand, product or service. However, defining your target is not the most important thing. Then you have to get to know and study it. By aiming correctly, you optimize your time and your budget, and you will be able to indicate the procedure to follow to implement your actions.

II.5.3. Formulate the objective

The mission of communication is to enhance the image and performance of the company and to unite the company's employees around clear and mobilizing objectives. Three types of objectives can be cited :

- cognitive objectives : They concern the notoriety, the information of the company or the entity which communicates.

- emotional objectives : They concern the image of the advertiser. They are also called "image objectives", it is "to make people love" a product, a service or other. It is about making people appreciate the brand or the product, to arouse a favorable attitude or a preference in its place.

- conative objectives : These are the behavioral objectives. They are directly related to the personal experience of the consumer. It is a question of making act ; to adopt the behavior of buyer.

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II.5.4. Formulate the message

The definition of communication objectives and targets is based on rigorous data analysis and strategic thinking. However, a communication campaign will only be effective if it is expressed through strong messages : the hooks, texts, visuals, scripts, must be original to be seen, read and heard. It is their relevance and their adequacy with the consumer's universe that will provoke adhesion and influence behavior. All messages must contain:

- the promise : which is the main element, this is the best argument offered to the target to convince them to do something;

- the promise support : It designates any element that makes the promise credible. Good media requires specific characteristics. It must be specific, competitive and usable from a regulatory standpoint ;

- tone: It covers all the means of expression and styles used in an advertising message in order to produce a determined effect on the recipient, for example humor, emotion and gaiety;

- the constraints : These are the client's restrictions that the creative must know to design a satisfactory creation: (legal constraints; respect of the graphic charter, type of casting to be respected).

II.5.5. Choose means of communication

The choice of media is made jointly with the creation. The media selected must make it possible to convey the message in all its characteristics and to enhance it. To assess the media, the following criteria can be used :

- geographic selectivity : The communication campaign can be national, regional, local. The billboards, the cinema and the press allow the finest geographical selectivity. The national daily press, periodical press and television are adapted to national campaigns. Radio offers many possibilities thanks to the existence of radios with national coverage and radios with local coverage ;

- the power : It is the ability to hit the entire target. For a general public campaign that wants to reach as many individuals as possible, television, especially at times of larger audiences and billboards, are very suitable ;

- socio-demographic selectivity : It is the ability to precisely hit the chosen target. The periodical press is the medium⁶ the most selective, while television is not ;

⁶ Means of communication or set of media.

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- the target's desired reaction to the message : This reaction can be understood in terms of speed, the media acting on the target at different speeds, or in terms of duration, depending on the desired effect. To quickly create traffic in a point of sale, you have to act on the behavior register. Local radios make it possible to quickly move a large number of listeners to the point of sale. The effect will be immediate, short-lived and will not create loyalty. On the other hand, to improve the memorization of a product or a brand, it is necessary to act on the cognitive register and to be registered in the long term. The periodical press favors a greater remanence of the message ;

- the target's control of the time spent with the message : Television, radio and the cinema do not allow us to linger or reconsider the message. This is the advantage of the display and especially of the press. The selection of media results from the choice of the criteria to be privileged according to the objectives and the communication strategy.

II.5.6. Budget determination

The intensity of the advertising communication, the forms it will take are closely linked to the budget that the advertiser will allocate to this position. A very low budget does not allow communication to be seen or heard, to pierce the wall of indifference. The most widely used method is to set the amount of the advertising budget based on sales : as a percentage of turnover (past or expected) or as a lump sum per unit sold. This method is based on the implicit assumption that there is an arm's length relationship between advertising spending and revenue. This hypothesis has no real basis. On the contrary, a decrease in turnover may require an increase in advertising pressure. But from a theoretical point of view, a certain dependence between advertising costs and turnover has been shown. This is measured by the elasticity of advertising spending⁷. The budget should therefore be set according to other criteria and in particular according to the communication objectives that the company has set.

II.5.7. Determination of the communication plan

A communication plan is a strategic reflection document, to guide and optimize your communication investments according to the objectives you want to achieve. A communication plan includes a detailed monthly and annual action plan on the actions to be taken in communication to achieve your goals and ambitions.

⁷ Variation in the communication budget caused by a variation in turnover.

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II.5.8. Measure the results

Evaluating the effectiveness of a communication campaign is essential for any business. This effectiveness can be assessed using quantitative and qualitative indicators depending on the type of media chosen. The evaluation will make it possible to adjust the strategy and the messages during the next campaigns.

In this part, we presented the theoretical framework of the study. We have placed our work in its proper context so that anyone using our research can follow and understand the directions of this study.

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PART TWO s

PRACTICAL FRAMEWORK OF THE STUDY

This second part will also include two chapters. The first chapter will deal with the methodology used to carry out the study by providing it with a scientific and methodical aspect. The second chapter will present the results of the survey as well as our proposal for a communication strategy for the promotion of the Polytechnic Language Center.

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CHAPTER III : STUDY METHODOLOGY III.1. Data collection methods

At this level, it is a question of finding data collection techniques likely to make this study reliable. This is how we opted for three data collection methods, in particular :

a participant observation; documentary research; survey.

III.1.1. Participant observation

There are two types of observations. A participant observation which is made by oneself and a non-participant observation which involves an intermediary. For our part, we resorted to participant observation. Indeed, during our internship at the Polytechnic Language Center, we had to physically observe the functioning of the activities of the structure. This led us to observe the actions taking place there and at the same time to understand them. This data collection technique has enabled us to take a critical look at all the elements and practices that have a relationship with the functioning of the Polytechnic Language Center and its communication policy.

III.1.2. Literature search

According to Jean-Jacques Lambin (2016), resorting to documentary research constitutes the simplest approach. For him, before reinventing hot water⁸, it should be ensured that the problem posed has not already been analyzed and solved by others. In preparing this study, we focused our research on a multitude of documents that we have grouped into three main sources. First, we have identified a large number of courses that have allowed us to better understand our subject. Regarding the reliability of the documents, we deemed it necessary to list the lessons we received from our trainers at INP-HB. Then, the use of briefs led us to the ESCAE library. The papers dealing with relatively the same subject were summarized and were used in the development of the literature review. Finally, we searched the internet. Today the internet is the most comprehensive source of information. Every day, a lot of informations circulate on the net⁹.

⁸ Any unnecessary action that brings no result

⁹ Dimunitive of the word internet

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III.1.3. Sampling

From a statistical point of view, a sampling is the set of operations for determining a sample in a survey.

There are two methods of sampling : probability or random methods and non-probability methods.

- Probabilistic methods : the choice of sampling units is made randomly and the probability that a sampling unit is included in the sample is known a priori.

- Non-probabilistic methods : the choice of individuals to be questioned is said to be reasoned, the individuals are not drawn by lot. However, the choice of these individuals respects rules: the sample must have the same characteristics as the source population.

III.1.3.1. Survey frame

The sampling frame corresponds to the total number of elements of the population to be studied from which it is possible to constitute a representative sample. In our study, the sampling frame corresponds to all the people, actors who are interested in language training. We could not have the data on the sector because no census has been conducted before.

1II.1.3.2. Sample size

We call sample, the fraction of a population intended to be studied. The size of the sample corresponds to the number of individuals to be interviewed. Its determination can be made by a probabilistic method on the one hand, or by an empirical method on the other hand. The determination methods are as follows :

- reasoned choice;

- scientific and statistical formulas ; - survey rate ...

As far as we are concerned, we have chosen the non-probability sampling method by reasoned choice with a total of 100 prospects to be surveyed. The choice of this survey rate is explained by : the insufficiency of the means at our disposal for the study, time constraints, the high mobility of the target, the reluctance of certain respondents to the subject. Our hundred (100) prospects will be made up of people interested in language training.

III.1.4. Conduct of the survey

Our field data collection tool is the survey questionnaire. It is an essential collection tool for collecting primary or raw data during a survey.

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III.1.4.1. Survey

The questionnaire is the data collection medium. It makes it possible to record and store all the information collected from the respondents. Its drafting is an important step in the investigation. It must take into account the different objectives of the study to frame the scope of the study. In addition, it obeys a number of rules in order to minimize errors in the results. For example, the questions must be precise and understandable to avoid the risk of voluntary or unintentional bias on the part of the respondent. Without forgetting that these questions must be able to help in solving the problem of the study.

III.1.4.2. Counting of the questionnaire

Once the fieldwork was completed, we proceeded to re-read the completed questionnaires in order to rule out incomplete and inconsistent ones. Then, we were able to complete the codification grid, the structure of which was established taking into account the data processing software that we used, namely Google forms. The data resulting from the analysis using Google forms were subsequently exported to Microsoft Excel either for reprocessing in new tables, or for the establishment of graphs that we sent to Microsoft Word where the final thesis was written.

III.1.4.3. Data processing

During a survey, statistical processing of the data is carried out in order to facilitate the reading and interpretation of the data matrix. There are several methods of processing and analyzing data. In our case, we used the method of "flat sorting" which are simple graphs established, and which allow to count the answers to each question and to calculate the "weight" as a percentage. With this method, we can not only have an overview of the results but also determine certain errors made during data entry.

III.2. Conditions for carrying out the study

Any study is carried out under a well-defined condition. This condition designates a set of elements or circumstances that have an impact on the progress of the study. We have retained the constraints.The most important constraint is related to the time deemed insufficient due to our responsibilities and professional commitments to which we were bound.

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The second difficulty lies in carrying out the survey. Indeed, we were confronted with the lack of time of the targets to answer our various questions. For the drafting of the thesis we sacrificed nights to achieve our objective given that the deadline to finalize this study was short.

III.3. Environmental analysis methods

The company, in general, evolves in a given environment with which it interacts. This interaction can impact its activity positively or negatively. However, it is crucial for her to know her environment well in order to take advantage of the opportunities that it could offer her. We distinguish between the internal environment and the external environment.

III.3.1. PESTEL analysis

The PESTEL model makes it possible to analyze and anticipate the opportunities and threats of the macro-environment (all the external variables that have a positive or negative impact on your company). The PESTEL model allows you to have a global vision of your environment, since it distinguishes six categories of macro-environmental influences that can impact your activity, and which form its acronym :

political : set of decisions taken by national and international governments ;

economic : all the factors that influence purchasing power and consumer behavior ; sociological : set of social characteristics that affect purchasing power ;

technological : set of technological innovations that can disrupt the existing market ; ecological : all the regulations and constraints linked to sustainable development ;

legal : all the regulations and laws, which govern the labor market and companies in all sectors.

All these macro-environmental factors make it possible to predict trends that may affect the environment. They thus represent the universe of the company as presented in the figure below.

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Figure 1: The factors of the macro-environment

Source : https://www.creer-mon-business-plan.fr/actualites/les-outils-danalyse-strategique-de-l entreprise-analyse-pestel.html

We carried out the analysis of the macro-environment through a three-step methodology. First, we listed all of the influencing factors using available data such as the Press, Internet, brainstorming¹⁰, economic intelligence¹¹ or prospective¹². We then grouped them together to identify structural trends¹³. Our analysis did not stop at a simple list, it defined the factors most impacting on our activity. In general, all the variables that influence the structure do not have the same importance over time. We classified these factors using a table and measured their impact more or less strong on a scale of 1 to 5 according to our requirements. Finally, we determined whether these trends have a positive or negative impact on the structure by generating macro-environmental opportunities and threats.

¹⁰ Group technique aimed at producing as many ideas as possible on a given theme.

¹¹ Research, processing and dissemination of information useful to the company.

¹² Study of possible futures.

¹³ Inclination of actions over the long term.

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III.3.2. SWOT matrix

The SWOT matrix, the English acronym for Strengths, Weaknesses, Opportunities and Threats, provides a synthetic vision of a situation by presenting the strengths and weaknesses of the company as well as the opportunities and potential threats (in French, we talk about FFOM analysis). The advantage of the SWOT matrix is that it makes it possible to bring together and compare internal and external analyzes with the micro and macro environments of the company.

Figure 2: The axes of the SWOT matrix

Source : https://blog.quizzyourself.com/2019/11/15/creer-un-swot-en-equipe/

The SWOT matrix therefore puts forward two main axes namely the internal and external axis. The internal axis provides a view of the internal characteristics of the company or organization. The main components of this axis are :

strengths : these are the positive points internal to the company that give it a lasting advantage ;

weaknesses : As opposed to strengths, these are the negative points internal to the company with substantial room for improvement.

As for the external axis, it offers an exhaustive vision of the elements that can have an impact (positive or negative) on the company or the organization. He understands :

opportunities : these are external factors or situations that the company can take advantage of;

threats : They group together the problems, obstacles or external brakes that can hinder the development of the project.

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CHAPTER IV : PRESENTATION OF RESULTS AND PROPOSALS

IV.1. Presentation of the questionnaire results IV.1.1. Identification of the profile of respondents

IV.1.1.1. The gender of the respondents

The distribution of respondents by gender is as follows :

29%

71%

Male

Feminine

Graphic 1. Breakdown of the target according to gender Source : 2020 survey data

The male gender dominates our sample with a rate of 71% while women represent only 29% of our respondents.

IV.1.1.2. age range

The graph below distributes the respondents according to their age group as follows:

9%

37%

2%

52%

[16 to 20] years old ] 20 to 25] years old ] 25 to 35] years old ] 35 to 40] years old

Graphic 2. Distribution of respondents according to age group Source : 2020 survey data

The age group that participated the most in this study is between 16 and 20 years old with 52% of the responses. Then, the respondents whose age varies between 20 and 25 years answered

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our questionnaire with a rate of 37% of responses. In addition, people with an age group between 25 and 35 years old represent 09% of respondents. Finally, the lowest response rate was achieved by individuals aged between 35 and 40 years, ie 2%.

IV.1.1.3. Socio-Professional Category

This graph highlights the socio-professional category of the respondents as follows:

1% 1%

2%

95%

1%

Student Diploma Unemployed

Business professional Teacher

Graphic 3. Breakdown of the target by socio-professional category Source : 2020 survey data

Students by far dominate the ranking of professions that took part in our survey with 95% of responses. Business professionals recorded a response rate of 2%. The least concerned are young graduates, the unemployed and teachers who each account for 1% of responses.

IV.1.1.4. Geographic area of the study The coverage of this study looks like this :

1% 1%

5%

17%

1%

1%

73%

1%

Campus INP-HB Yamoussoukro Abidjan Bouaké Toumodi Zouan-Hounien France

Graphic 4. Breakdown by geographic area Source : 2020 survey data

The geographic area most covered by our study is obviously the INP-HB campus. In fact, 73% of the people who answered our questionnaire reside on the Institute's sites. Then, the city of Abidjan covers 17% of the responses. In addition, people who live in the city of Yamoussoukro

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account for 5% of the responses. Finally, the least covered areas are respectively Bouaké, Toumodi, Zouan-Hounien, Adzopé and Paris (partner school of INP-HB) each with a rate of 1% of responses.

IV.1.2. Identification of the Polytechnic Language Center IV.1.2.1. Notoriety of the Polytechnic Language Center

The percentage of individuals knowing the structure is as follows :

76%

24%

Yes No

Graphic 5. Notoriety of the Polytechnic Language Center Source : Survey data, 2020

The majority of respondents say they have never heard of the Polytechnic Language Center with 76% of the responses. On the other hand, 24% of individuals have already heard of the Center.

IV.1.2.2. Communication channels

The graph below shows the organization of the structure's communication.

49%

Posters

^1%10%

3% The present questionnaire

Word of mouth

37% WhatsApp

Facebook

Graphic 6. Communication channels used by the Polytechnic Language Center Source : Survey data, 2020

A large part of the people questioned say that they learned about the Center thanks to our survey questionnaire. These represent 49% of our sample. On the other hand, 37% of the respondents affirmed having known the Center by word of mouth while the people who knew the Center

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via WhatsApp made up 10% of the sample. Finally, the posters allowed 3% of our sample to know the structure against 1% by Facebook.

IV.1.2.3. Geographic location

This graph breaks down the respondents according to whether they know the geographical location of the structure.

78%

22%

Yes No

Graphic 7. Geographical location of the Polytechnic Language Center Source : Survey data, 2020

Among those questioned, 78% did not know the geographical location of the Polytechnic Language Center against 22% who said they knew its location.

IV.1.2.4. Awareness of services

This graph answers the question of whether the respondents know the services provided by the structure.

88%

12%

Yes No

Graphic 8. Notoriety of the services of the Polytechnic Language Center Source: Survey data, 2020

Our sample consists of 88% of individuals who do not know the services of the Language Center. However, 12% say they are aware of the Centre's services.

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IV.1.2.5. Attendance at the Polytechnic Language Center

The attendance rate of the Polytechnic Language Center is as follows:

91%

9%

Yes No

Graphic 9. Attendance at the Polytechnic Language Center Source : Survey data, 2020

The attendance rate of the Center is very low, ie 09% of our sample. A very overwhelming majority of the target never set foot within the structure with 91% of the responses.

IV.1.3. Television audience analysis

IV.1.3.1. Television audience

The graph below will present the number of respondents who watch television.

23%

77%

Yes No

Graphic 10. Distribution of the target according to the television audience Source : Survey data, 2020

The proportion of our sample that watches television is 77% versus 23% who do not watch television.

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IV.1.3.2. Frequency with television

This graph only takes into account the proportion of our sample that watches television.

65%

22%

13%

Monday to Sunday
Monday to Friday
Saturday to Sunday

Graphic 11: Frequency with television Source : Survey data, 2020

65% of this proportion watches television from Saturday to Sunday while 22% watches television from Monday to Sunday. Finally, 13% of the indicated proportion watch television from Monday to Friday.

IV.1.3.3. Television viewing hours

The graph below shows the hours during which respondents watch television.

29%

7% 4%

6 am-12pm

17% 12 pm-2 pm

6 pm-9pm

9 p.m.-12 a.m.

34%

Other (s) to be specified) Program function

9%

Graphic 12: Breakdown of the target according to television viewing hours Source : Survey data, 2020.

This graph shows that 34% of respondents choose an audience between 6 p.m. and 9 p.m., 29% of said respondents prefer to watch television between 9 p.m. and 12 a.m. while 17% opt for 12 p.m. to 2 p.m. In addition, 09% watch television from 6 a.m. to 12 p.m. while 07% watch television according to other time slots and finally, 04% according to the programs broadcast.

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IV.1.3.4. Audience rate of television channels

This graph allows us to discover the channels followed by the proportion of our sample that watches television.

25%

16%

11%

9%

29%

10%

RTI 1

RTI 2

NCI

NOLLYWOOD

A+ IVOIRE

Other (s) to be specified)

Graphic 13: Breakdown by TV channels watched Source : Survey data, 2020

Among those who say they watch television :

- 29% look at RTI1 ;

- 25% look at A + Ivoire ;

- 09% follows the NCI ;

- 10% look at RTI2 ;

- 11% for Nollywood and 16% for other channels.

IV.1.3.5. Audience rate of programs watched on television

This graph allows us to discover the shows followed by the proportion of our sample that watches television.

11%

8%

14%

26%

12%

29%

Serial

News

Sport

C'midi

Religion

Other (s) to be specified)

Graphic 14: programs watched on television Source : survey data, 2020

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Among those who say they watch television, 29% follow the news, 26% opt for sports programs, 12% prefer soap operas, 08% for C'midi, 11% watch religious programs and 14% for other programs.

IV.1.4. Internet usage analysis

IV.1.4.1. Familiarity with the internet

The graph below shows the proportion of respondents who use the internet.

99%

1%

Yes No

Graphic 15: Familiarity with the internet Source : Survey data, 2020

The graph shows us that 99% of our sample uses the internet compared to 1% who do not.

IV.1.4.2. Frequency of Internet use

Respondents who use the Internet connect at the following frequencies.

2% 2%

96%

7 days a week
5 days a week
2 days a week

Graphic 16: Frequency of Internet use Source : Survey data, 2020

This graph shows us that among the people who use the internet, 96% go online seven days a week (7 days a week) while 2% go online five days a week (5 days a week) and the other 2% go on two days a week (2 days a week).

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IV.1.4.3. Internet connection days

This graph shows the days when respondents were connected to the Internet.

1%

96%

2% 1%

Monday to Friday Monday to Saturday Monday to Sunday Occasionally

Graphic 17: Days of Internet connection Source : Survey data, 2020

This graph reveals that 96% of respondents connect from Monday to Sunday, 2% from Monday to Friday while 1% connect from Monday to Saturday and the other 1% connect occasionally.

IV.1.4.4. Internet connection hours

The graph below shows the hours during which respondents connect to the internet.

22%

25%

9%

6 pm-12 pm

1% 21%

12 pm-2 pm

22%

6 pm-9 pm 9 pm-12 am Other (s) to be specified) occasionally.

Graphic 18: Internet connection hours Source : Survey data, 2020

We note that among respondents who use the internet, 25% connect between 6 p.m. and 9 p.m. against 22% who connect between 12 p.m. and 2 p.m. In addition, those who connect between 9 p.m. and midnight also have a rate of 22%. 21% connect between 6 a.m. and 12 p.m., 9% connect in other time slots while 1% connect occasionally.

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IV.1.4.5. Familiarity with social networks

The graph below shows the percentage of respondents who use social networks.

100%

Yes No

Graphic 19: familiarity with social networks Source : Survey data, 2020

This graph reveals that the respondents who use the internet are all on social networks.

IV.1.4.6. Familiarity with different social networks

The social networks used by the respondents are as follows :

16%

19%

Facebook

9%2%

24%

WhatsApp

Instagram

Linkedln

Twitter

Other (s) to be specified)

30%

Graphic 20: familiarity with the different social networks Source : Survey data, 2020

From this graph, we observe that 30% of our sample is on WhatsApp, 24% uses Facebook, 19% uses Instagram and 16% uses LinkedIn. In addition, 9% of respondents use Twitter while the remaining 2% use other social networks.

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IV.1.4.7. Most used social networks

The graph below will show the preference of respondents by social network.

10%

8%

2%

59%

1%

20%

Facebook WhatsApp Instagram Linkedln Twitter Wattpad

Graphic 21: Most used social networks Source : Survey data, 2020

From this observation, we find that 59% of the target (using social networks) connects more on WhatsApp, 20% uses Facebook more, 10% for Instagram and 8% uses LinkedIn more. Finally, 2% use Twitter more and 1% Wattpad.

IV.1.4.8. Breakdown of the target according to the most visited sites

The sites most visited by respondents who use the internet are presented as follows:

2%

6%²%

90%

Google Abidjan.net Educarrière All

Graphic 22: Distribution of the target according to the most visited sites Source : Survey data, 2020

Through this graph, we see that google is the most visited site by our respondents (who use the internet) with 90% against Educarrière with 6% and Abidjan.net with 2%. Finally, the other 2% visit all other sites.

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IV.1.5. Radio audience analysis

IV.1.5.1. Familiarity with radio

The graph below shows the proportion of respondents who listen to the radio

49% 51% Yes

No

Graphic 23: Familiarity with radio Source : Survey data, 2020

This graph reveals that 51% of respondents listen to the radio against 49% who do not.

IV.1.5.2. Radio listening frequency

The radio listening frequency is as follows :

10%

13% 11%4% 7 days a week

5 days a week 2 days a week

62%

Once a week Rarely

Graphic 24: Radio listening frequency Source : Survey data, 2020

This graph breaks down the individuals who listen to the radio by listening frequency, as follows:

- 62% listen to the radio 24/7 ;

- 11% listen to the radio 7 days a week ; - 04% listen to the radio 5 days a week ;

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- 10% listen to the radio once a week; - 13% listen to the radio rarely.

IV.1.5.3. Breakdown by radio listening hours

This graph shows the hours during which respondents listen to the radio.

29%

7%^8%

24%

32%

5H-6H

6 am-8am

6 p.m.-8 p.m.

Other (s) to be specified)

Rarely

Graphic 25: Distribution according to the hours of listening to the radio Source : Survey data, 2020

While among the respondents who listen to the radio, 29% prefer the period from 6 p.m. to 9 p.m., 24% opt for the period from 6 a.m. to 8 a.m. while 32% listen to the radio from 5 a.m. to 6 a.m. However, the lowest rates concern individuals who listen to the radio during other time slots and those who listen to the radio infrequently, which represent 07% and 08% respectively.

IV.1.5.4. Breakdown by radio channels listened to

This graph shows the radio frequencies most listened to by respondents as follows:

13%

19%

27%

9%

32%

JAM

RFI

Radio Côte Ivoire

Al Bayane

Other specify)

Graphic 26: Breakdown by radio channels listened to Source : Survey data, 2020

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Among respondents who listen to the radio, 32% prefer to listen to RFI, 27% opt for Côte d'Ivoire radio, 13% choose Al-bayane radio, 09% for JAM radio while 19% have chosen other radio channels.

IV.1.6. Analysis of the press audience

IV.1.6.1. Familiarity with the press

The graph below shows the proportion of respondents who read the press.

50% 50% Yes

No

Graphic 27: Familiarity with the written press Source : Survey data, 2020

We see a parity between people who read the print media and those who do not.

IV.1.6.2. Most read newspapers

Below are the newspapers most read by respondents :

2%

27%

17%

2%

52%

Fraternité Matin Notre voix Soir info

Le patriote Supersport

Graphic 28: Distribution of the target according to the most read newspapers Source : Survey data, 2020

Among the respondents who read the newspapers, 52% prefer Fraternité matin while 27% read Super-Sport, 2% opt for Notre Voix, 17% for Soir info and 2% for Le Patriote.

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IV.1.6.3. Most read magazines

Below are the magazines most read by respondent :

64%

2% 2%

32%

Gbich

PME MAG Allo police Jeune Afrique

Graphic 29: Breakdown of the target according to the most read magazines Source : Survey data, 2020

Among those questioned who read magazines, 64% read Jeune Afrique against 32% who read Gbich, while Allo police and PME magazines each occupy 2%.

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IV.1.7. Interpretation of questionnaire results

To carry out our analysis, we will take into account the aspects that emerge from reading the different graphs.

IV.1.7.1. Identification of target profile

With regard to gender, the male sex participated the most in this survey with a rate of 71% of responses. Women represent only 29%. This means that all decisions, based on gender and in relation to communication, will have to take into account the opinion of men more than that of women. However, the Polytechnic Language Center cannot afford to neglect women in its communication strategy, even if they represent a smaller proportion than that of men. Indeed, not to consider women would be to reject 29% of its potential customers. The optimal choice of the communication target cannot be made in relation to gender. We must therefore consider other parameters such as the age group.

Regarding the age group, our study reveals that people whose age group is between 16 and 20 years old participated the most in our survey, ie 52%. People aged 20 to 25 participated at 37%. This means that 89% of our communication target must belong to an age group between 16 and 25 years old. This option, much better than the previous one, is not the most optimal. Indeed, such a choice means that 11% of potential customers will not be taken into account by a possible communication strategy based on age. Only the socio-professional category remains.

In terms of the socio-professional category, the students answered the questions the most, ie 95%. They constitute almost all of the people who responded to this survey. In other words, if the Polytechnic Language Center is to carry out communication actions, it will have to target students.

However the investigation reveals to us that it is not about just any student, but the students of the INP-HB. Indeed, the data relating to the geographical situation revealed to us that 90% of our respondents are on the sites of the Institute (Abidjan and Yamoussoukro). Thus, the structure must analyze the communication needs of these to achieve them. While taking into account other socio-professional categories.

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IV.1.7.2. Notoriety of the Polytechnic Language Center

Two years after its creation, more than the majority of the general public is still unaware of the existence of a language establishment within the INP-HB. Indeed, our study reveals that 76% of respondents have never heard of the Polytechnic Language Center. The reputation of the structure is very worrying, knowing that 90% of respondents reside on the sites of the Institute.

This challenges us on the communication of the structure. In fact, the study shows that 37% of respondents heard about the Center through word of mouth. This result is far from being a performance because the same study affirms that 49% of the respondents knew it through our questionnaire. In other words, the survey questionnaire does better than the main means of communication of the Polytechnic Language Center.

In addition, 78% of respondents do not know the geographical location of the Polytechnic Language Center and 88% are unaware of its services. People cannot go to a place they don't know exists. Unsurprisingly, the attendance rate at the Center is very low, at 9%. This amounts to saying that 91% of respondents have never attended the Polytechnic Language Center.

It is therefore appropriate for the structure to invest in communication and this requires for the moment the development of a good communication plan.

IV.1.7.3. The television audience

We note that television is a medium that continues to be popular despite the time. Our study reveals that 77% of respondents watch television. It is a good medium to communicate. However, the study suggests insertion during the weekend because 65% of those concerned watch television from Saturday to Sunday. The best insertion should be between 6 p.m. and 9 p.m. on RTI1, which is the channel most followed by television enthusiasts (29%) at the time of the television news (29% of the most watched programs).

IV.1.7.4. Internet use

Almost all of the respondents use the internet, ie 99%. According to the data of the study, they connect for the most part every day (96%), from Monday to Sunday with a small preference for the period between 6 p.m. and 9 p.m. (25%). In addition, we note that all Internet users are on social networks with a clear preference for WhatsApp (59%) and then Facebook (20%). When it comes to sites, 90% of internet users prefer Google. For better digital communication, the company should favor a social-medial strategy and boost its natural referencing on Google.

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IV.1.7.5. The radio audience

The radio is only listened to by 51% of our respondents. It is therefore not the ideal medium to hit a target with the characteristics we have recorded. Nevertheless among the 51% who listen to the radio, 27% listen to the National radio¹⁴, 32% RFI radio, 9% JAM radio, 13% Al-bayane and 19% other radio channels.

IV.1.7.6. The press audience

This study reveals that half of the respondents do not read the press. The press is not the best communication medium for us according to our objectives. In addition, we note that the newspaper the most read by our sample is Fraternité matin with 52% while the favorite magazine of our sample remains Jeune Afrique, ie 64%.

IV.1.8. Checking hypotheses

The table below makes it possible to confirm or refute the hypotheses made.

Board 1: Verification of hypotheses

Confirmed hypotheses	Hypotheses invalidated
communication is a fundamental tool
for establishing the reputation and
image of any company.
the Polytechnic Language Center has
never officially used the means of
communication to make itself
known.
the services of the structure are not
known to the public.

Source : Student, 2020.

The hypotheses contained in this table provide answers to certain questions formulated at the level of the problem. Indeed, when asked why the structure is not known, we affirm that it is because it has never used official means of communication to make itself known. As to the question of how his communication was organized, we say that it was organized in an informal way.

¹⁴ Term used to refer to Côte d'Ivoire radio.

IV.2. 41

Participating observation results

With the participant observation method, we observed dysfunctions in the communication of the Polytechnic Language Center. A first observation concerns the periodicity of communication actions. The structure only communicates on the occasion of the English exam certification sessions. It simply displays two visuals on its premises to inform students.

This also raises the problem of the location of the supports because the managers of the Center do not take this aspect into account. Normally, posters should be placed where students spend the most so that the majority can see the communication tool. Moreover, the fact of using only two posters shows that communication, in itself, was not a priority for the Center.

Furthermore, the posters used do not bear the name of the Polytechnic Language Center, but rather that of the accreditation structure. Thus, there are a large number of clients of the Center who do not know his name. They just call it the language lab.

Finally, within the structure, there is no communication service. Those responsible are language teachers at the INP-HB. They are concerned with class hours more than developing communication action.

IV.3. Environmental diagnosis results

IV.3.1. PESTEL analysis

We carried out the analysis of the macro-environment through a three-step methodology. First, we listed all the influencing factors using available data such as the Press, Internet, brainstorming, economic intelligence or foresight. We then grouped them together to identify structural trends. This analysis did not stop at a simple list, it defined the factors most impacting on the activity.

In general, all the variables that influence a business do not have the same importance over time. We classified these factors using a table and measured their impact more or less strong on a scale of 1 to 5 according to our requirements.

Finally, we determined whether these trends have a positive or negative impact on the structure by generating macro-environmental opportunities and threats. We have summarized them in a double-entry matrix shown below.

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Board 2: PESTEL matrix

	POSITIVE ASPECTS	NEGATIVE ASPECTS
Political environment	The efforts made by the government in the process of national reconciliation and the decentralization of public power improve transparency and equity between the forces of the nation, thus promoting a good business climate.	The political tensions in the run-up to the presidential elections create a climate of uncertainty over national economic activity as well as that of the PLC if we consider the snowball effect.
Economic environment	The response plan against covid- 19, which provides for a budget of FCFA 1,700 billion, could slow the spread of the virus and thus mitigate the economic consequences of the pandemic avoiding any recession in GDP.	Risk of economic crisis because of covid-19 according to the Ministry of the Economy and Finance, which forecasts a recession of 7% to 50% of the level of global activity.
Environment Sociological	The preponderance of languages as a tool for social and professional integration is increasingly more important therefore a growth opportunity for CLP.	Modification of the consumption habits of populations in a health crisis, opting more for basic necessities.
Technological environment	Very few barriers to access to innovations promote the transfer of technology between nations with high technological potential and those with low potential.	The growing role of applications promoting distance learning which tends to make language training establishments obsolete.
Ecological factors	Locating industries outside of residential cities in specific areas reduces the risk of pollution to populations.	The destruction of the forest accelerates the tendency to desertification and thus a decrease in rainfall, the effects of which on the climate are already being felt.
Environment Legal	The creation in 2013 of the high authority of good governance ensuring a mission of prevention and fight against corruption promotes an atmosphere of credibility of justice and business.	Poor performance of the country in terms of the fight against corruption. The country is ranked 106 out of 180 countries in 2019, falling by 1 point compared to 2018.

Source : Student, 2020.

- credibility of trainers ;

- good quality service ;

- confidence of partners ;

- benefit from the image of the

INP-HB ;

- 4 sophisticated laboratories ;

- advanced technology ;

- large capacity of the rooms ;

- great ease of access to the

premises;

- favorable opinions from

customers.

- possibility of collaboration with

the audio-visual commission

INP-HB

- non-permanence of the service ;

- low self-financing capacity ;

- cumbersome financial

management ;

- too few staff ;

- course hours too long for

permanent staff ;

- cumulation of tasks ;

- poor command of it tools ;

- machine maintenance problem ;

-improving equity between the forces of the nation and the business climate ;

- response plan against covid-19 to mitigate its economic consequences ;

- the preponderance of languages as a tool for social and professional integration ;

- very few barriers to access to

innovations promote
technology transfer ;

-the creation of the high authority of good governance promotes an atmosphere of credibility of justice and business ;

- political tensions ahead of the presidential elections in october 2020 ;

- risk of economic crisis due to covid-19 ;

- changing consumption habits in a health crisis ;

- very strong competition in the sector with new distance learning tools ;

- the perverse effects of deforestation on the climate ;

- poor performance of the country in terms of corruption.

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IV.3.2. SWOT synthesis

At this level, we will present the SWOT analysis of the company. This is summarized in the table below :

Board 3: SWOT synthesis

STRENGTHS WEAKNESSES

OPPORTUNITIES THREAT

Source : Student, 2020.

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IV.4. Proposal of a communication strategy

It will be a question of formulating suggestions in order to promote the structure.

IV.4.1. Identifying the problem

The Polytechnic Language Center suffers from a notoriety problem. Indeed, the awareness of

the Center is very low.

IV.4.2. Determination of objectives

IV.4.2.1. Communication objective

Our objective is to set up a communication strategy in order to promote the Polytechnic Language Center. Thus, this strategy aims to increase the reputation of the structure to 90% for the first half of 2021.

IV.4.2.2. Marketing objective

The marketing objective of this strategy is to increase the attendance rate of the Polytechnic Language Center by 80% for the first semester of 2021.

IV.4.3. Target determination

In view of the survey data, we propose a targeting¹⁵oriented towards the socio-professional category. We then distinguish :

· students ;

· teachers ;

· business professionals ;

· young graduates ;

· the unemployed.

IV.4.4. Positioning

We position the Polytechnic Language Center as : "a center of excellence". This notion of excellence is a term that contains several advantages for the structure because it will allow it to stand out from other language establishments, a source of competitive advantage.¹⁶

¹⁵ The act of trying to reach a particular audience.

¹⁶ Significant difference between an organization and its competitors.

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IV.4.5. Creative strategy

IV.4.5.1. Communication axis

By communication axis, we must understand the main message that the company wants its target to retain. We propose the following line of communication : "Excellence makes the difference".

IV.4.5.2. Communication concept

A communication concept is the original process of situating an idea in relation to a marketing strategy.

As a concept, we suggest to the Polytechnic Language Center to find visuals¹⁷ or sounds to represent "excellence".

IV.4.5.3. Communication promise

The promise is the definition of what motivates consumers to buy the product over another.

We offer the following promise : Quality training with quality trainers.

IV.4.5.4. Rationale for the promise

It represents the characteristic of the product or the element that supports the promise. We propose "the image of the INP-HB". INP-HB is a center of excellence recognized by the International Organization of La Francophonie¹⁸, the Mano River Union¹⁹, the World Bank, ECOWAS ...

IV.4.5.5. Benefit perceived by the target

Advantage obtained by the consumer from the product promise. We offer as a benefit : "high level training, certification recognized all over the world".

IV.4.5.6. Message tone

Tone or personality is the general atmosphere the ad should convey. It can be demonstrative, humorous, dramatic. We suggest the «serious» tone because it is more suited to our positioning which focuses on «excellence».

IV.4.6. Communication strategy deployment

¹⁷ Graphic or image used to represent the communication message.

¹⁸ Institution in charge of the defense of French and the promotion of relations between French-speaking countries.

¹⁹ West African interstate organization of which Côte d'Ivoire is a member.

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V.4.6.1. Choice and justification of media communication means

The table below highlights the choice of media as well as their justifications :

Board 4: Choice and justification of media

MEDIA	SUPPORTS	JUSTIFICATION	LOCATIONS	INSERTION
		43% audience rate 75% of
		national audiovisual	7:50 p.m. before the TV	24 spots of 30 seconds
		coverage.	news precisely on	over 3 months.
	RTI 1	Available on 25 TV transmitters.	Saturday and Sunday. "Agenda category"
TELEVISION
		38% audience rate. It is the second most followed
		national channel.	7:50 pm "rendezvous" for	9 spots of 30 seconds over
	RT12	National satellite coverage.	the 2 Weekend. "Simple category"	3 months.
		It has the highest audience	Time slots	24 30-second spots over 3
	Frequency 2	rate in Côte d'Ivoire with	6:55 a.m. to 7:20 a.m.	months.
		27% weekly audience share.	Monday and Tuesday
RADIO		The second most listened to national radio station per week with 25% weekly
	Nostalgia	listening rate.	7 p.m. Saturday and Sunday	24 30-second spots over 3 months.

47

		Fraternité Matin has a very large audience in Côte d'Ivoire. Diversified content.	Advertising inserts	9 insertions over 3 months.
WRITTEN PRESS	Morning Brotherhood	Very good advertising medium.
		Hand to hand circulation
		Possibility of online PDF version.
			FHB University
		Long contact time	Nangui University .
		Good geographic	University of Man
DISPLAY	12m^2	selectivity.	University of Bouaké	07 insertions during 3
		Good audience	Perefolo University	months.
			INP-HB Centre
			INP-HB Abidjan
		4.5 million users
		29% of advertising	24 hours a day, seven days	Purchases of 60,000 clicks
	Facebook	audience on the net	a week	over 3 months
		(Facebook figure Ivory	.
		Coast January 2020 online)
E-ADVERTISING
		The most used search engine in the world.
	GOOGLE		24/24 seven days a week
				Purchase of 60,000 clicks over 3 months

Source : Student, 2020.

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IV.4.6.2. Choice and justification of non-media means of communication The choice of non-media means of communication is made as follows :

Board 5: Choice and justification of non-media

TOOLS	JUSTIFICATION	ACTIONS	INSERTION
PERSONALIZED GADGETS	Low cost Long contact time Very good target selectivity Very appreciated by customers because they are seen as gifts. Possibility of hand-to-hand circulation.	Share personalized gadgets Polytechnic Language Center to the general public, schools and businesses.	10,000 gadgets
PRINTS	Long contact time Very low cost Possibility of movement between customers. Good amount of information.	Distribute the printed matter to visitors within the structure and to students in the grandes écoles of Yamoussoukro.	1 0 000 Prints
COMPETITION	Presence of several companies Strong audience Great interaction with the target High target selectivity	Association of the structure with the linguistic flame for the organization of the competition.	Permanent
CAREER DAY	Strong audience Ability to interact with the target Very high geographic selectivity	Career days will be organized in high schools and senior schools in Côte d'Ivoire.	2 career days per year.

Source : Student, 2020.

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IV.4.7. Communication budget

IV.4.7.1. Media communication budget

Below, the duty-free media communication budget is formulated as follows :

Board 6: Media communication budget

MEDIA	SUPPORTS	CREATION AGENCY	AGENCY FEES	NUMBER OF INSERTION	TECHNICAL CHARGES	INSERTION FEES	TOTALS EXCLUDING TAX
TELEVISION	RTI 1 RTI 2	Audiovisual Commission	0FCFA	24 spots 9 spots	50,000 FCFA 30,000 FCFA	120,000 FCFA 65 000FCFA	2 930 000 FCFA 615,000 FCFA
RADIO	Frequency 2 Nostalgia	Audiovisual Commission	0 FCFA	24 spots 14 spots	50,000 FCFA 30,000 FCFA (estimate)	68,000 FCFA 210,000 FCFA	1,682,000 FCFA 2,970,000 FCFA
DISPLAY	12m^2	Audiovisual Commission.	0 FCFA	07 panels	10,000 FCFA (estimate)	150,000FCFA	1,050,000 FCFA
WRITTEN PRESS	Morning Brotherhood	Service offered to customers	0 FCFA	9 insertions	10,000 FCFA (estimate)	250,000 FCFA	2,260,000 FCFA
INTERNET	Facebook Ads Google AdWords	Audiovisual Commission	0 FCFA	60,000 clicks 60,000 clicks	10,000 FCFA (estimate)	5 FCFA 5 FCFA	310,000 FCFA 310,000 FCFA
TOTAL							11,947,000 FCFA

Source : Student, 2020.

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IV.4.7.2. Non-media communication budget

Below, the budget for non-media communication, exclusive of tax, is formulated as follows :

Board 7: Non-media communication budget

TOOLS	ELEMENTS	INSERTION	INSERTION FEES	TOTAL WITHOUT TAXES
GADGETS	Calendars Key ring	5,000 calendars 5000 key rings	300 FCFA 500 FCFA	1,500,000 FCFA 2,500,000 FCFA
PRINTS	A6 Flyers Folders 2 folded A6 closed	5,000 flyers 5,000 Leaflets	70F CFCA 100 FCFA	350,000 FCFA 500,000 FCFA
COMPETITION	Linguistic flame^20	Throughout the competition	0FCFA	0 FCFA
EVENTS	Career Days	02 days per year	1,000,000 FCFA	2,000,000 FCFA
TOTAL				6,850,000 FCFA

Source : Student, 2020

²⁰ Oratory competition which brings together Ivorian and international pupils and students whose responsible is Dr. Richard BAYALA.

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IV.4.7.3. Total communication budget

Below, the media and non-media communication budget, including all taxes, is formulated as follows :

Board 8: Communication budget all taxes included

COMMUNICATION	TOTALS HT	VAT^21	TSP^22	MISCELLANEOUS COSTS^23	TOTALS incl.
MEDIA	11,947,000 FCFA	2 150 460 FCFA	358,410 FCFA	597,350 FCFA	15 053 220 FCFA
NON-MEDIA	6,850,000 FCFA	1 233 000 FCFA	205,500 FCFA	342,500 FCFA	8,631,000 FCFA
TOTALS	18,797,000 FCFA	3 383 460 FCFA	563 910 FCFA	939 850 FCFA	23 684 220 FCFA

Source : Student, 2020

²¹Value added tax, the rate of which is 18% in Côte d'Ivoire. It is an indirect tax on consumption or expenditure.

²² Advertising tax, the rate of which is 03%.

²³ Other charges, fees or taxes likely to occur in the campaign with a rate of 05% fixed by agreement.

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IV.4.8. Campaign creation plan

The tables below show the production and technical implementation plan of the communication campaigns :

IV.4.8.1. Design of media campaigns Board 9: Media campaign design plan

DESIGN	FUNCTION	ACTION	DEADLINE	SERVICE PROVIDER
TELEVISION SPOT	Audio-visual	Casting Filming Video montage	4 months	Audio-visual commission
RADIO SPOT	Audio-visual	Casting Recording Sound editing	4 months	Audio-visual commission
ADVERTISING INSERT	Writing Impression	Model Ready to print	4 months	Audio-visual commission
DISPLAY	Display	Call for tender Selection of poster agencies Lease contract	4 months	Audio-visual commission
INTERNET	Web-designer Web developer Community Manager	Design the site structure Create the sites . Content planning.	4 months	Audio-visual commission

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IV.4.8.2. Design of non-media campaigns Board 10: Design of non-media campaigns

DESIGN	ELEMENTS	FUNCTION	ACTION	DEADLINE
GADGETS	Calendars Key ring	Printing Confection	Preparation of models to be produced and printed.	4 months
PRINTS	A6 Flyers Folders 2 folded A6 closed	Infographics Printing	Printouts should contain a logo, good cover image, slogan, contacts and benefits.	4 months
COMPETITION	Linguistic flame	Partnership contract	Sign a partnership contract between the Polytechnic Language Center and the Contest Designer.	4 months
EVENTS	Career Days	Organization	Make a detailed schedule of activities (places, periods...).	4 months

Source : Student, 2020

IV.4.9. Campaign execution schedule

The execution of the communication campaigns will be carried out according to the schedule below :

Board 11: Action plan 2021

Legend

The colors represent the execution periods of the campaigns:

to the television

the radio

the press

displays

internet

distribution of gadgets

of printed matter distribution

communication competition

f career days

54

	JANUARY	FEBRUARY	MARCH	APRIL	MAY	JUNE	JULY
TELEVISION
RADIO
PRESS
DISPLAY
INTERNET
GADGETS
PRINTS
COMPETITION
EVENT

Source : Student, 2020

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IV.4.10. Performance indicators

To measure the impact of a communication strategy, several indicators are used depending on the type of action. Our performance will therefore be analyzed using the criteria contained in the following table :

Board 12: Performance indicators

INDICATORS

TOOLS	QUANTITATIVES	QUALITATIVE
INTERNET		Number of subscribers
TELEVISION	Awareness rate after the campaign	Center attendance rate
DISPLAYS	Post test for the restitution of the message	Number of new memberships
PRMOTION	Guest questionnaire	Rate of participation

Source : Student, 2020.

To date, our recommendation for a communication campaign serves as a decision-making aid tool for those in charge of the Polytechnic Language Center. However, none of the actions have been implemented for the moment because of the coronavirus pandemic and the agreement of the Director General of the INP-HB necessary for all the activities of the Center.

In this second part, we first approached the methodology of our study. Second, we presented the results of the survey and made suggestions for the development of a communication strategy to increase awareness of the Polytechnic Language Center.

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GENERAL CONCLUSION

The objective of this study was to develop a communication strategy for the promotion of the Polytechnic Language Center. Its realization was an opportunity for us to underline the failure of the communication actions until then undertaken by the structure.

The main results emanating from the survey highlighted a very low awareness of the Polytechnic Language Center among its target group and a derisory attendance rate. In other words, these results made it possible to confirm all the research hypotheses, namely communication is a fundamental tool for establishing the reputation and image of any company, the Polytechnic Language Center has never officially used the means of communication to make itself known and the services of the structure are not known to the public.

In view of all of the above, we affirm that if the Polytechnic Language Center is not known, it is because it has never officially used any means of communication to make itself known. We also claim that his communication was organized in an informal manner.

From that moment, proposals on the problem at the level of the communication strategy were formulated.

Thus, we proposed a communication plan to the Polytechnic Language Center. These proposals, if implemented, will enable the structure to achieve its communication and marketing objectives.

The main objective of this study, which was to propose a communication strategy for the promotion of the Polytechnic Language Center, has been achieved.

However, if the Center wants to add value to the customer experience, it will have to take into account the weaknesses that we have listed in the SWOT matrix that can deteriorate its image. Also, the Polytechnic Language Center must in particular monitor its macro-environment in order to anticipate threats from its external environment and seize opportunities.

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APPENDIX

APPENDIX 1: SURVEY Hello ladies and gentlemen,

This is a questionnaire on the reputation of the Polytechnic Language Center. Thank you for participating in this survey by answering the questions below.

A- IDENTIFICATION OF THE SURVEY PROFILE

1. The respondent's gender D Male

D Feminine

2. The respondent's age group

D [16 to 20 years old] D ] 20 to 25 years] D ] 25 to 35 years old] D ] 35 to 40 years old] D ] 40 years and over [

3. The socio-professional category

D Student

D Young graduate

D Unemployed

D Business professional

D Teacher

D Particular

D Other specify

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4. Place of residence

D INP-HB campus

D City of Yamoussoukro

D Abidjan D Bouake D Toumodi

D Other (s) to be specified

B- KNOWLEDGE OF THE POLYTECHNIQUE LANGUAGE CENTER

1. Do you know the Polytechnic Language Center? D YES

D NO

2. How did you know him? D Word of mouth

D WhatsApp

D Facebook

D Twitter

D Instagram

D Posters

D Leaflets

D This questionnaire

3. XVIII

Do you know its geographic location?

D YES D NO

4. Are you familiar with the services offered by the Polytechnic Language Center?

D YES D NO

5 Did you attend the Polytechnic Language Center?

D YES D NO

C- IDENTIFICATION OF SURVEYS ACCORDING TO TELEVISION

1. Do you watch television? If No, please ignore the sub-questions!

D YES D NO

2. How often do you watch TV?

D 7 days a week D 5 days a week D 2 days a week

D Other (s) to be specified

3. XIX

What days do you watch TV?

D Monday to Friday D Monday to Saturday D Monday to Sunday

D Other (s) to be specified

4. When do you watch TV?

D 6 am-12pm

D 12h-14h

D 6 pm-9pm

D 9 p.m.-12 a.m.

D Other (s) to be specified

5. What TV channel do you watch?

D RTI1

D RTI2

D NCI

D NOLLYWOOD

D A + IVORY

D Other (s) to be specified

6. What is your favorite show?

D Serial D News D Sport D C'midi D Religion

XX

D Other (s) to be specified .

D- IDENTIFICATION OF SURVEYS ACCORDING TO THEIR USE OF THE INTERNET

1. Do you use the internet? If not, please ignore the sub-questions.

D YES D NO

2. How often do you use the internet?

D 7 days a week

D 5 days a week D 2 days a week

D Other (s) to be specified

3. What days do you connect to the internet?

D Monday to Friday D Monday to Saturday D Monday to Sunday

D Other (s) to be specified

4. When do you connect to the internet?

D 6 am-12pm

D 12h-14h

D 6 pm-9pm

D 9 p.m.-12 a.m.

D Other (s) to be specified

5. XXI

Do you use social networks?

D YES D NO

6. What social networks do you use?

D Facebook

D WhatsApp

D Instagram

D LinkedIn

D Twitter

D Other (s) to be specified

7. What social networks do you use the most?

D Facebook D WhatsApp D Instagram D LinkedIn D Twitter

D Other (s) to be specified

8. Which site do you use the most?

D Google

D Abidjan.net D Educarrière D All

XXII

E. IDENTIFICATION OF SURVEYS ACCORDING TO THEY LISTENING TO THE RADIO

1. Do you listen to the radio? If not, please ignore the sub-questions!

D YES D NO

2. How often do you listen to the radio?

D 7 days a week

D 5 days a week D 2 days a week

Other (s) to be specified

3. In what time slot do you listen to the radio?

D 5h-6h

D 6 am-8am

D 6 p.m.-8 p.m.

D Other (s) to be specified

4. Which channel do you listen to the most?

D JAM D RFI

D RADIO Côte d'Ivoire

D Al-BAYANE

D Other (s) to be specified

F. IDENTIFICATION OF SURVEYS ACCORDING TO THEIR READING FROM THE PRESS

1. Do you read newspapers and magazines? If not, please ignore the sub-questions!

D YES D NO

D Other (s) to be specified

2. Which newspaper do you read the most?

D Fraternité Matin

D Notre Voix

D Soir Info

D Le Patriote

D Super sport

D Other (s) to be specified

3. Which magazine do you read the most?

D Gbich

D PME Magazine D Allo Police

D Jeune Afrique

D Other (s) to be specified

XXIII

THANK YOU FOR YOUR COLLABORATION

XXIV

APPENDIX 2 : TELEVISION PRICING (FIRST CHANNEL)

APPENDIX 3: 2019 AUDIENCE SURVEY

XXV

APPENDIX 4: 2019 RADIO FREQUENCY LISTENING RATE SURVEY

XXVI

APPENDIX 5: AVERAGE NUMBER OF COPIES PER DAILY (2019 SURVEY)

XXVII

TABLE OF CONTENTS

DEDICATION I

ACKNOWLEDGEMENTS II

CONTENTS III

LIST OF ACRONYMS AND ABBREVIATIONS IV

LIST OF FIGURES V

LIST OF GRAPHS VI

LIST OF TABLES VII

GLOSSARY VIII

FOREWORD IX

ABSTRACT XI

GENERAL INTRODUCTION 1

PART ONE : THEORETICAL FRAMEWORK OF THE STUDY 3

CHAPTER I : THEORETICAL APPROACH 4

I.1. Justification for the choice of theme 4

I.2. Interests of the study 4

I.2.1. Personal interest 4

I.2.2. Scientific interest 4

I.2.3. Interest in INP-HB 5

I.2.4. Economic interest 5

I.3. Literature review 5

I.3.1. Theoretical books 5

I.3.2. Empirical works 6

I.4. Objectives of the study 8

I.4.1. Main objective 8

I.4.2. Specific objectives 8

I.5. Assumptions of the study 8

I.5.1. General hypothesis 8

I.2.5. Specific hypotheses 8

CHAPTER II : CONCEPTUAL APPROACH 9

II.1.

XXVIII

Strategy 9

II.2. Communication 10

II.3. Promotion 11

II.4. Marketing communication strategy 11

II.4.1. Media communication 11

II.4.2. Non-media communication 11

II.5. Stages of a communication strategy (kotler et al. 2009) 12

II.5.1. Identify the problem 12

II.5.2. Identify targets 12

II.5.3. Formulate the objective 12

II.5.4. Formulate the message 13

II.5.5. Choose means of communication 13

II.5.6. Budget determination 14

II.5.7. Determination of the communication plan 14

II.5.8. Measure the results 15

PART TWO : PRATICAL FRAMEWORK OF THE STUDY 16

CHAPTER III : STUDY METHODOLOGY 17

III.1. Data collection methods 17

III.1.1. Participant observation 17

III.1.2. Literature search 17

III.1.3. Sampling 18

III.1.3.1. Survey frame 18

1II.1.3.2. Sample size 18

III.1.4. Conduct of the survey 18

III.1.4.1. Survey 19

III.1.4.2. Counting of the questionnaire 19

III.1.4.3. Data processing 19

III.2. Conditions for carrying out the study 19

III.3. Environmental analysis methods 20

III.3.1. PESTEL analysis 20

III.3.2. SWOT matrix 22

CHAPTER IV : PRESENTATION OF RESULTS AND PROPOSALS 23

IV.1. Presentation of the questionnaire results 23

IV.1.1. Identification of the profile of respondents 23

IV.1.1.1. The gender of the respondents 23

XXIX

IV.1.1.2. age range 23

IV.1.1.3. Socio-Professional Category 24

IV.1.1.4. Geographic area of the study 24

IV.1.2. Identification of the Polytechnic Language Center 25

IV.1.2.1. Notoriety of the Polytechnic Language Center 25

IV.1.2.2. Communication channels 25

IV.1.2.3. Geographic location 26

IV.1.2.4. Awareness of services 26

IV.1.2.5. Attendance at the Polytechnic Language Center 27

IV.1.3. Television audience analysis 27

IV.1.3.1. Television audience 27

IV.1.3.2. Frequency with television 28

IV.1.3.3. Television viewing hours 28

IV.1.3.4. Audience rate of television channels 29

IV.1.3.5. Audience rate of programs watched on television 29

IV.1.4. Internet usage analysis 30

IV.1.4.1. Familiarity with the internet 30

IV.1.4.2. Frequency of Internet use 30

IV.1.4.3. Internet connection days 31

IV.1.4.4. Internet connection hours 31

IV.1.4.5. Familiarity with social networks 32

IV.1.4.6. Familiarity with different social networks 32

IV.1.4.7. Most used social networks 33

IV.1.4.8. Breakdown of the target according to the most visited sites 33

IV.1.5. Radio audience analysis 34

IV.1.5.1. Familiarity with radio 34

IV.1.5.2. Radio listening frequency 34

IV.1.5.3. Breakdown by radio listening hours 35

IV.1.5.4. Breakdown by radio channels listened to 35

IV.1.6. Analysis of the press audience 36

IV.1.6.1. Familiarity with the press 36

IV.1.6.2. Most read newspapers 36

IV.1.6.3. Most read magazines 37

IV.1.7. Interpretation of questionnaire results 38

IV.1.7.1. Identification of target profile 38

XXX

IV.1.7.2. Notoriety of the Polytechnic Language Center 39

IV.1.7.3. The television audience 39

IV.1.7.4. Internet use 39

IV.1.7.5. The radio audience 40

IV.1.7.6. The press audience 40

IV.1.8. Checking hypotheses 40

IV.2. Participating observation results 41

IV.3. Environmental diagnosis results 41

IV.3.1. PESTEL analysis 41

IV.3.2. SWOT synthesis 43

IV.4. Proposal of a communication strategy 44

IV.4.1. Identifying the problem 44

IV.4.2. Determination of objectives 44

IV.4.2.1. Communication objective 44

IV.4.2.2. Marketing objective 44

IV.4.3. Target determination 44

IV.4.4. Positioning 44

IV.4.5. Creative strategy 45

IV.4.5.1. Communication axis 45

IV.4.5.2. Communication concept 45

IV.4.5.3. Communication promise 45

IV.4.5.4. Rationale for the promise 45

IV.4.5.5. Benefit perceived by the target 45

IV.4.5.6. Message tone 45

IV.4.6. Communication strategy deployment 45

V.4.6.1. Choice and justification of media communication means 46

IV.4.6.2. Choice and justification of non-media means of communication 48

IV.4.7. Communication budget 49

IV.4.7.1. Media communication budget 49

IV.4.7.2. Non-media communication budget 50

IV.4.7.3. Total communication budget 51

IV.4.8. Campaign creation plan 52

IV.4.8.1. Design of media campaigns 52

IV.4.8.2. Design of non-media campaigns 53

IV.4.9. Campaign execution schedule 54

XXXI

IV.4.10. Performance indicators 55

GENERAL CONCLUSION 56

BIBLIOGRAPHIC REFERENCE XII

WEBOGRAPHIC REFERENCE XIV

APPENDIX XVI

TABLE OF CONTENTS XXVII