PR MANAGEMENT EXAM 1

PR is about hype

No. It requires truth as its foundation, along with verifiable performance and accuracy.

Public relations is about spin and deception

No. It helps people see the good things about an organization. This is only possible when the organization is actually doing good things.

Public relations is about publicity that shores up sagging newspaper readership

No. Publicity is only a small part of public relations, and today it is often achieved through a variety of media, including social media

Public relations is cleaning messes

No. It cleans messes, but also helps management avoid creating a mess.

Public relations is just a tool of big business

No. It’s used by schools, hospitals, churches, government, unions, sports, charities, etc.

Problems defining the field

• The scope of activities is limitless

• Practitioners’ activities are not uniform

• It is vulnerable to the entry of anyone self-styled as a “public relations professional”

• NOT a licensed profession

The Evolving Role(s) of Public Relations

Evolution of Public Relations and Strategic Communication

• How do I say it? (Business decision already made; Not in the room)

• What do I say? (PR gaining respect and influence; Decision still made in another room)

• What do I do? (In the room [where it happens])

Public Relations (PRSA definition)

a strategic communication process that builds mutually beneficial relationships between organizations and their publics

Defining PR

• Strategic Communication

  • Intentional communication

    • Has a purpose

• Has a plan

  • Alternatives are considered. Decisions are justified

  • Based on research

• Operates within a particular environment

• It is subject to evaluation

• Can be informational or persuasive

PESO Model

• Paid Media

• Earned Media

• Shared Media

• Owned Media

Paid Media

• Purchased by organization (advertising)

• Pro: Message control

• Con: High cost, trust issue

  • Ad & Commercial Sponsorship

  • Pay-per-click

  • Banner ad

  • Direct mail

Earned Media

• Journalism based channels

• Pro: High credibility

• Con: Low control

  • Journalistic coverage

  • News Release

  • Review & Testimonial

  • Interview

Shared Media

• Communication channels not controlled by the organization

• Pro: Builds trust with your publics

• Con: Difficult to predict audience’s reactions; thus, engagement is difficult to determine

  • Content created and shared on social media and other platforms

  • Likes and re-posts

Owned Media

• Published or produced by organization

• Pro: direct to public, avoiding media gatekeepers

• Con: difficulty attracting audience

  • Website

  • Blog

  • Newsletter

  • Email

  • Interpersonal communication

RACE

• Research

• Action

• Communication

• Evaluation

ROSIE

• Research

• Objectives

• Strategies

• Implementation

• Evaluation

ROPE

• Research

• Objectives

• Programming

• Evaluation

PR Process

• Phase One: Formative Research

• Phase Two: Strategy

• Phase Three: Tactics

• Phase Four: Evaluative Research

Research

the systematic gathering of information for the purposes of describing and understanding

Formative Research

gathers data on which communication programs and campaigns will be built

Formative Research Foci

• The situation

• The organization/client

• The publics

Situation

Set of circumstances facing the organization

Situations are approached as an…

• Opportunity- situation offers a potential advantage

• Obstacle- situation limits the organization in realizing its mission

PR Situation Checklist

1) What is the central issue of the situation facing the organization?

2) What is the background of the situation?

3) What is the significance of the situation?

4) Checklist 1 (pp. 21-24) is useful

Issue

a matter of concern that may affect the organization

Issues Management

the process by which an organization tries to anticipate emerging issues and respond to them before they get out of hand, perhaps even before they break onto the scene (PREPARES FOR POTENTIAL EVENTS)

• Monitoring

• Evaluating

Risk Management

The process of identifying, controlling, and minimizing the impact of uncertain events on an organization (PREPARES FOR THREATS)

Crisis Management

The process by which an organization deals with out-of-control issues (REACTION TO ACTUAL OCCURRENCE)

Reputation Management

A continuing long-term process of how an organization seeks to influence the way its publics view and understand the organization

Benefits of Research

• Helps managers make sense of the increasing fragmentation of audiences.

• Keeps top-level management from losing touch with important stakeholders.

• Helps differentiate between widespread beliefs and the impressions of a vocal minority

• Can guide strategy so that funds and efforts are spent wisely

• Can help prevent unintended effects

Types of PR Research

• Strategic

• Tactical

Strategic Research

systematic gathering of information about issues and publics that affect the organization

Tactical Research

information obtained to guide messaging (content and

dissemination)

Secondary Research

Systematically looks for existing information.

• Research conducted by others

• What information is already available?

• Evaluate the information carefully

• Possible Sources:

  • Organizational files/documents

  • Trade and professional associations

  • Libraries

  • Government records

  • Polling firms and other commercial information services

  • Online research

Primary Research

• Research conducted by us

• Be ethical (Silverman & Smith, pp. 29-31)

• Methodologies (Silverman & Smith, pp. 42-60))

  • Surveys

  • Focus Groups

  • Interviews

  • Content Analysis

  • Participant Observation

  • Tracking

  • Media

  • Social Media

PR professionals must:

• Consider the relationship of the organization to its environment

• Demonstrate comfort with the various elements of the organization

• Be a part of the decision process

Organization

an established group operating for a particular purpose

Two types of organizations

• Commercial- For-profit businesses; local, regional, national, multinational

• Noncommercial – Nonprofits, government, membership associations, nongovernmental organizations (NGOs)

Situation analysis

• Research-based assessment of internal and external factors

Organization self awareness

• What kind of organization are we?

• What kind of organization do we want to be?

• What kind of organization do people think we are?

SWOT Analysis

Public Relations Audit (our book)

• Internal environment

• External environment

• Public Perception

Internal Environment

• Performance.- quality, viability

• Niche.- unique place, what makes it different from other organizations

• Structure.- should include the place and role of public relations in the organization

• Ethical base.- is there a stated ethical ideal?

• Internal impediments.- limit the effectiveness of the organization and its public relations function

Public Perception

• Visibility.- people’s knowledge of the organization (amount and quality)

• Reputation.- how people evaluate the organization, the sense they have of it

External Environment

• Supporters.- likely to help. Share interests/values with organization

• Competitors.- do the same thing as the organization

• Opponents.- are against the organization (See pp. 75-76)

• External impediments.- external factors that limit/impede the organization’s effectiveness

Public

• Interaction/Interdependency with organization

• Share common issue/interest with organization

Market

People with similar characteristics that can help the organization achieve its “bottom line” (consumer-oriented goals)

Audience

People who pay attention to a medium and receive messages

through it

Stakeholders

• Person or group that relates to the organization through its potential impact on the organization’s mission and objectives.

• PRSA prefers to use “Public.” (see book on this)

Characteristics of Publics

• Distinguishable.- can be differentiated/recognized as distinct

• Homogeneous.-members share common traits and features

• Important.-can impact the organization in a significant way

• Large enough size.- large enough to warrant more than personal communication

• Accessible to your organization.- able to interact and communicate with the organization

Customers

Receive products/services/ideas from the organization

• Former, current, potential

Producers

Provide input for the organization

• Personnel, suppliers, investors/donors/stockholders

Enablers

• Set norms/standards for the organization (for ex: professional

organizations, government agencies)

• Help make the organization successful (allies)

Limiters

• Reduce/undermine the organization’s success

• Opponents, competitors, hostile groups and opinion leaders

Intercessory Publics

• Influential bridge between organization and its publics

• Publics that are influential with a key public

Intercessory Individuals

• Have a particular influence on a public

• Influential role model

• Generate word-of-mouth support

• 2-step flow theory.:

  • Influence opinion leader/influencer

  • Opinion leader influences public/other influencers

Influencers

• Formal

• Informal

• Global

• Local

Defining your key publics

• Identify who is affected by the obstacles and/or opportunities that trigger the strategy/strategies/campaign. Focus on significant relationships

• Name the public and then conduct research.

• In some cases, research will yield new definitions of your publics.

• Research will also help you prioritize your publics

Nonpublic

Does not share any issues with the organization

Latent public (inactive public)

Shares an issue with the organization, but it is not aware of it

Apathetic public

Knows that it faces an issue, but does not care about it.

Aware public

Knows the issue and its relevance, but is not organized yet to discuss it, or act on it

Active public

Discusses and acts on the issue.

Management by Objectives (MBO)

• A strategic approach to enhance the performance of an organization.

• Performance objectives are set at the beginning of a time period, plans are designed and implemented, and results are evaluated at the end of the time period.

• Most public relations plans are written using MBO format.

Mission

• An organization’s reason for existence

• Defines the identity

• The starting point for charting goals

• Must resonate with the organization’s internal and external publics

• Should express your organization's purpose in a way that inspires support and ongoing commitment

Goals

• A statement rooted in the organization’s mission.

• A desired end condition

• Stated in general terms

• Lacks measures

Relationship Management

focus on how the organization connects with its public

• Type of goal

  • Ex: Develop enthusiastically satisfied customers all of the time

Reputation Management

identity and perception of the organization

• Type of goal

  • Ex: Heighten the global visibility of the Grady College

Task Management

concerned with getting certain things done

• Type of Goal

  • Ex: To sell products that sustain people and the environment

Objectives

• Statement emerges from the organization’s goals

• Should answer two questions:

  • What is to be accomplished?

  • When will it be accomplished?

Objectives should…

• specify a single end result

• be measurable

• specify a target date

• be realistic

• also be challenging

• be the reference point for evaluation

Hierarchy of Objectives

• Awareness

  • Level of information

  • Understanding

  • Retention

• Acceptance

  • Interest

  • Attitude and response

• Action

  • Behavior

Writing Objectives

• Specify the public

• Direction

• Specific effect (measurement and time)

Strategy

The overall approach to solve the problem and/or to take the organization where we want it to be.

Tactics

The actual actions/communications that allow the strategy to be implemented.

Proactive Strategies

• Initiated by the organization

• Implemented according to the organization’s planning

Proactive Strategy- Action

• Organizational performance

• Audience engagement

• Special events

• Alliance, Coalition, Partnership

• Sponsorships

• Strategic Philanthropy

• Corporate Social Responsibility

• Volunteerism

• Activism

Organizational performance

• Focus on what the organization does

• Quality performance

• Socially responsible

Special events

• Designed to engage public(s)

• Encourage interaction with organization

• Can attract media attention

• (Read about the difference with a publicity stunt)

Strategic Philnathropy

strategic donations

Volunteerism

• Altruism, yes, but not only that

• Better standing in the community

• Studies show that volunteerism increases employee morale, retention, productivity and team building

Proactive Strategy- Communication

• Publicity

• Newsworthy information

• Generating news

• Celebrity Endorsement

• News peg

• Transparent communication

Publicity

• Attention given by the news media to the organization

• Provides third-party endorsement

Newsworthy information

Generating news

• Important to have a strong visual element

• Key: the ability to determine what is news an what isn’t

• When to use traditional media and when to communicate directly through social media

Top 10 list of possible ways to generate news

1) Tie into an issue on the public or media agenda or link your info to news of the day.

2) Follow groups or individuals on social media and offer your organization’s comments.

3) Give an award to draw attention to your organization’s mission, values, and issues.

4) Hold a contest to involve others in your values and issues.

5) Select personnel to head a new program or begin a new project.

6) Comment on a local need or problem.

7) Conduct research and report on a local problem or localize a general/national report.

8) Launch a campaign, alone or with other organizations, to accomplish something.

9) Give a speech to a signifcant audience and tell the media about it.

10) Invite a celebrity to visit and/or address your organization on a topic of concern to you.

News peg

Reactive Strategies are triggered by…

• Accusations

• Criticism

• Difficulties

Reactive Strategies

• Pre-emptive action

• Offensive response

• Defensive response

• Diversionary response

• Vocal commiseration

• Rectifying behavior

• Deliberate inaction

Purpose of Reactive Strategies

• Gain public understanding

• Maintain/restore reputation

• Maintain/restore trust and support

Action/Response should be consistent with organization’s…

• Messages

• Actions

• Mission

• Image

• They should also be ethical

Three models of PR

• Press agentry/public information

• Asymmetric 2-way communication

• Symmetric 2-way communication

Three approaches to communication

• Information- flow of communication

• Persuasion- attempts to influence

• Dialogue- understanding as goal

Agenda-setting theory

Telling people not what to think, but what to think about

Priming theory

The relative prominence of issues in the media is the major determinant for the public’s beliefs about the state of the country/the organization, etc

Framing theory

How is the issue framed?

Cognitive dissonance theory

• Inconsistency between beliefs/attitudes/actions causes discomfort

• We try to reduce the discomfort

  • Selective exposure

  • Selective perception

Inoculation theory

Beliefs/attitudes that have been challenged are more resistant to change than those that have not been