Strategic Planning in Public Relations:

A Matrix That Ensures Tactical Soundness

By Emma Daugherty

riIhe public relations practice is filled with tech- own plan, focusing on public relations problems
nicians - practitioners who are experts at imple- they can solve, which relate directly to the organi-
menting programs. They are adept at writing zation's mission and goals.
newsworthy press releases, producing attention-
getting collateral materials, and organizing impres- The Mission
sive special events. To make the transition into the All strategic planning begins with the organiza-
ranks of management, however, public relations tion's mission statement. Public relations practi-
tioners should ensure that all activities relate
directly to the mission of the organization, the
Strategic planners main purpose of the organization. If they do not,
must be able to practitioners should either re-write the mission
with the consensus of the dominant coalition,
write clear and concise which probably includes key opinion leaders in the
goals, objectives, organization and/or the upper management re-
sponsible for the key decision-making in the orga-
strategies, and tactics. nization, or focus only on activities that help the
organization fulfill its mission.
practitioners must be able to do much more than
that. They must be skilled strategic planners. To be
effective managers, they must be able to write clear
and concise goals, objectives, strategies, and tactics.
Furthermore, they must understand the role of the
organization's mission, analyze the situation, and
assess program effectiveness through evaluation
techniques. Whether practitioners work in a non-
profit organization or for a Fortune 500 company,
they must be armed with the knowledge and skills
to be capable strategic planners.
Strategic planning is structured and hierarchical.
One step leads to another, providing the founda-
tion for direction. Following a strategic-planning
matrix, public relations practitioners are able to
formulate an effective plan that focuses on the
most important elements and solves the identified
problem. Not unlike a business plan or marketing
plan, public relations practitioners develop their Emma Daugherty

Spring 2003 21
 Situation Analysis
The Industry/Field
After having a clear understanding of the mis-
sion, public relations practitioners must analyze the
situation. Writing a situation analysis entails gath-
ering and analyzing information relevant to the or-
ganization and its industry. The best place to start
is the industry itself: growth, trends, changes, chal-
lenges. What political movements have affected
the industry? What laws have impacted the indus-
try? Is it healthy? What challenges has it faced?
Thze Organization
Next, practitioners must examine their own or-
ganization or the organization of their client: its
position in the industry, its strengths and weak-
nesses, staffing (employees, volunteers), product or
service line, fiscal stability, support for public rela-
tions, support for marketing, etc. What kind of or-
ganization is it? Is it an immoral organization (one
that breaks the law and is unethical), an amoral or-
ganization (one that abides by the law but engages
in unethical practices), or a moral organization
(one that abides by the law and is ethical in its
V.erify that customers,
employees, etc., are getting
what the key message
promises to deliver.
practices toward its various stakeholders, which in-
clude employees, customers, vendors, local com-
munity, shareholders, and other groups)? Knowing
the morality status of an organization is essential
since public relations practitioners have an ethical
responsibility to ensure that the organization they
represent is indeed performing in a socially respon-
sible manner and in the interests of its publics.
Offering unsolicited advice is often more impor-
tant than solicited counseling.
T7he Products or Services
From there, a closer examination of the product
or service line is needed. What are the most suc-
cessful product/service offerings? Least successful?
What are customer reactions to the product or ser-
vice, particularly in the areas of quality and safety?
How are they staffed? How are they supported?
22
The Customers or Users
Now, take a closer look at customers or users of
the organization's products/services. Who are they?
Can they be segmented - grouped into segments
based on similar traits? What are they like demo-
graphically (age, income, gender, education, occu-
pation, etc.)? What are they like psychographically
(lifestyle and personality)? What are their needs
and wants?
The Cornpetition
The last step in the situation analysis is analyzing
the competition. Don't overlook the importance of
this step. Whether the organization is a commercial
entity or a nonprofit, it has competition - other
organizations that take market share or funding
away it. The competition takes attention away
from the organization, including media coverage.
Who are the competitors? What are their strengths
and weaknesses? How are they staffed and sup-
ported, especially in terms of marketing, promo-
tion, and public relations?
Research
Secondary Research
When practitioners analyze the situation, they
are engaging in secondary and primary research
searches. First, practitioners must gather secondary
research by examining materials that are already
available to them, such as annual reports, industry
forecasts, impact studies, and promotional materi-
als. Much of this information can be collectecl at
the library, using reputable databases available
through library online links, such as LexisNexis or
ABI/INFORM Global. Industry and government sta-
tistics are also available on reputable Web sites.
Collecting materials produced by the competition
and comparing it with that generated by the prac-
titioner's organization can generate helpful infor-
mation about audiences targeted, competil:ive
claims, key messages, and budget allocation.
Examining internal materials is also important
when analyzing the situation. Sales reports, cus-
tomer inquiries and complaints, financial reports,
employee and volunteer records are all useful when
writing a situation analysis. Summarize and focus
on the most important information.
PrimaryResearch
After analyzing the secondary research, practi-
tioners may still have unanswered questions. For
instance, awareness levels may not be established.
Just how aware is the target audience of the orga-
nization's issue, product, service, or activity? If they
Public Relations Quarterly
are aware, how much do they know about it?
Unless a formal study has been conducted, practi-
tioners may not know the answers to these ques-
tions. If a public relations objective is to increase
awareness or to educate a particular group about
something, then awareness and knowledge levels
must be established prior to the launch of a cam-
paign, program, or activity.
When analyzing the situation, however, if practi-
tioners can answer all questions using secondary
research, they will not need to engage in primary
research. If they cannot and the information is es-
sential to the decision-making process, they will
need to survey their publics or conduct focus
groups, particularly to determine attitudes toward
an issue or to establish awareness levels among a
particular group.
Problems and Opportunities
Based on the situation analysis, practitioners
must now identify problems that public relations
activities or programs can solve or help solve. To
identify problems, look for any deviation from reg-
ular anticipated activities, such as a loss of dealers,
a decline in donations, fewer volunteers, or a
smaller market share. When analyzing the situa-
tion, were there any deterrents to the smooth op-
eration of the organization, such as unhappy
employees, a lack of exposure, short staffing, or in-
adequate company literature? Or, is there an obsta-
cle in the way of achieving a goal, such as low
Objectives are specific,
measurable, and attainable.
awareness levels, lack of quality in a product or ser-
vice, or public dissatisfaction? Try to focus clearly
on the actual problem, not a symptom of another
problem.
From each problem comes an opportunity.
Opportunities are not written as goals, but rather il-
lustrate the advantage that would surface as a result
of the problem. Opportunities can be found in the
organization's strengths, advantages of the product
or service, the changing needs or lifestyles of the
public, or emerging technologies. Some practition-
ers use the word "obstacles" or "challenges" to re-
place "problems."
An example of a problem might be low aware-
ness levels. An opportunity based on low awareness
would be that the target audience has few, if any,
preconceived notions about the organization.
Therefore, an opportunity would be to uniquely
Spring 2003
position the organization in an advantageous way
based on its strengths.
Target Audiences/Key Publics
Based on the problem to be solved, practitioners
must identify the audiences or publics they will
target in their campaign, program, or activity.
Target audiences do not have to include the same
group identified as customers or users. Examples of
possible audiences include employees, vendors,
customers, investors, government agencies or offi-
cials, opinion leaders, and the local community.
Practitioners may also need to segment different
audiences. For instance, employees may need to be
segmented by function: management, support
staff, and production/factory. Or by status - part
time, full time, paid, unpaid. Is one group more im-
portant than another based on the problem? For
example, practitioners may need to focus on one
group much more than the others. In that case, the
more important group would be considered a
primary audience or public. The rest would be
considered secondary.
Key Messages
For each target audience, practitioners must write
a key message. After the campaign, program, or ac-
tivity is completed, what impression does the orga-
nization want to leave with each of the target
audiences? This message must permeate through-
out the public relations work you develop - from
statements by organizational officials to collateral
materials. Be sure the organization can deliver
what it promises in the key message. If the organi-
zation is communicating that it delivers a quality
product in a timely manner at a reasonable price, it
better be doing just that. If the organization is
telling employees they will be treated fairly, paid
equitably, and encouraged to offer suggestions for
improvement, then the organization must deliver
on that promise.
Developing key messages for clients can be espe-
cially challenging. A client's perception may be
that the organization can deliver what's promised
in the key message, but can it? An agency offers ob-
jectivity. Clients are known for their subjectivity. If
clients claim they can deliver the key message's
promise, ask to review the focus group reports, sur-
veys or other data that verify that customers, em-
ployees, etc., are getting what the key message
promises to deliver.
Goals
Goals are broad-based statements that begin with
a 'to." They relate directly to the goals in the orga-
23
nization's business plan. Of course, if the organiza-
tion has no formal business plan, public relations
practitioners must write them. Public relations ac-
tivities must be able to contribute to those goals
identified. For instance, one goal might be "to
maintain financial stability," but can public rela-
tions help achieve that goal? Perhaps. Perhaps not.
More commonly used goals in public relations
work include the following:
* To establish positive customer relationships.
* To increase employee morale.
* To increase awareness of the services offered by
the organization.
* To recruit and retain volunteers.
* To educate the target audience about the various
uses of the product.
Objectives
Objectives are specific, measurable, and attain-
able. They include a timeframe and mention a tar-
get audience. They always begin with a "to." Two
types of objectives frequently used in public rela-
tions work are marketing objectives and communi-
cation objectives. Marketing objectives typically
focus on sales, units, profits, and numbers.
When writing strategies,
focus on one idea.
Communication objectives more often focus on be-
havioral shifts, such as awareness, knowledge ac-
quisition, and attitudes. Communication objectives
are derived from marketing objectives. Three ex-
amples of different circumstances in the public re-
lations practice illustrate the progression of the
strategic-planning matrix:
* Problem: The number of youth counselors has
been declining at a steady rate over the last five
years.
* Goal: To increase the volunteer base of the or-
ganization.
* Marketing Objective: To recruit 100 new vol-
unteer youth counselors in the next two years.
* Communication Objective: To educate 500
prospective volunteers about the rewards of
volunteering their time to counsel youth
within one year from the start of the campaign.
* Problem: The number of reported date rapes
on campus continues to increase.
* Goal: To make the campus a safer place for fe-
male students.
24
* Marketing Objective: To decrease the number
of date rapes on campus by 10% in the next
year.
* Communication Objective: To increase aware-
ness among 70% of the female student popula-
tion of the circumstances leading to date rape,
within the next year.
* Comrmunication Objective: To educate 50%
of the female student population about ways to
defend themselves against the possibility of
date rape, within the next year.
* Communication Objective: To educate 50%
of the male student population about the cir-
cumstances leading to and penalties of date
rape, within the next year.
* Problem: Employees are quitting in frustration
because they don't understand the rationale
behind certain company policies.
* Goal: To reduce employee turnover.
* Marketing Objective: To reduce employee
turnover rate by 5% in the next year.
* Communication Objective: To increase em-
ployee knowledge of the rationale behind com-
pany policies by 50% in the next year.
Since most objectives are hierarchical, numbers
logically decrease upward. To recruit a certain num-
ber of volunteers, many more must be educated
about the benefits of volunteering and even more
must be aware about the opportunity for volun-
teering before becoming educated. Therefore, the
higher up on the hierarchy practitioners set their
objectives, the lower the number.
Strategies
Strategies are broad-based statements explaining
how the objectives will be achieved. They are often
confused with tactics. Tactics are techniques and
tools. Strategies are more inclusive and descriptive.
Both strategies and tactics begin with verbs. To de-
velop strategies, review the problems and opportu-
nities. 'Make notes about ideas to solve the
problems and take advantage of the opportunities.
Next, review the objectives in order to stay focused.
When writing strategies, focus on one idea, follow
each strategy with a brief rationale, and keep them
broad and directional.
Tactics
Most public relations practitioners are highly
skilled technicians before they become managers.
They know about all of the tools and techniques in
the practice: newsletters, brochures, fliers, speeches,
press releases, special events, videos, Web sites,
Public Relations Quarterly
meetings, conferences, letters, memos, position
papers, backgrounds, and the list continues. Each
tactic should execute the strategy, which fulfills the
objective. Examples of the strategic-planning
matrix help illustrate this process:
* Problem: The number of reported date rapes
on campus continues to increase.
* Goal: To make the campus a safer place for
female students.
* Marketing Objective: To decrease the number
of date rapes on campus by 10% in the next
year.
* Communication Objective: To educate 50%
of the female student population about ways to
defend themselves against the possibility of
date rape, within the next year.
* Strategy: Use campus media to reach target
audience.
* Tactic: Write news release about date rape for
campus newspaper.
* Tactic: Pitch features editor about potential
date rape problem on college campuses.
* Strategy: Develop collateral materials for target
audience.
* Tactic: Produce a brochure outlining ways to
avoid and defend against date rape.
* Tactic: Design poster of five tips for defense
against date rape for distribution around
campus.
* Strategy: Use small group meetings to reach
target audience on more personal level.
* Tactic: Contact campus sororities and other
organizations and present "Avoiding Date
Rape" workshop.
* Tactic: Develop presentation to give to fresh-
men orientation courses.
* Problem: Employees are quitting in frustration
because they don't understand the rationale
behind certain company policies.
* Goal: To reduce employee turnover.
* Marketing Objective: To reduce employee
turnover rate by 5% in the next year.
* Communication Objective: To increase em-
ployee knowledge of the rationale behind com-
pany policies by 50% in the next year.
* Strategy: Use in-house communication tools to
reach employees.
* Tactic: Develop a special issue of the employee
newsletter to focus on rationale behind com-
pany policies.
* Tactic: Include a special letter, outlining the
rationale behind a particular company policy,
with every monthly paycheck.
Spring 2003
* Tactic: Design special displays on company
bulletin boards each month, focusing on a
particular company policy and why it was de-
veloped.
* Tactic: Send messages on company Intranet,
explaining various company policies and the
rationale behind them.
Evaluation
Last, but not least, is evaluation. Much like for-
mal research, evaluation is one step in the strategic-
planning process that's often overlooked. To
evaluate, review the objectives. If written correctly,
objectives are measurable, so evaluate whether
each objective was achieved. If the organization's
objective was to decrease the number of date rapes
by 50%, simply compare that objective against the
results. How many date rapes were reported?
Compare that figure with the previous figure. If an
objective was to increase awareness, survey a repre-
sentative sample of individuals from the target au-
dience to determine awareness levels. First,
however, practitioners should have already estab-
lished awareness levels before initiating a public re-
lations activity.
After evaluating if objectives were met, the effec-
tiveness of tactics should also be evaluated. For ex-
ample, an evaluation form administered after
workshops or presentations is an easy method of
obtaining audience feedback. Likewise, practition-
ers can conduct focus groups to determine audi-
ence perceptions of the effectiveness of collateral
materials.
Summary
When planning, be sure to include a budget and
timeline for your campaign, program, or activity.
Always remember that strategic planning in public
relations is hierarchical, built from a matrix in
which one element flows from another. Consider
the following:
Situation Analysis: All aspects of the
organization are explored, including the
industry and competition. Here, secondary and
primary research is gathered.
Problems and Opportunities: Problems,
2.
V)
obstacles, weaknesses, and challenges sur-
face from the situation analysis. They are clearly
addressed in the situation analysis. Therefore, pub-
lic relations practitioners focus on specific problems
that the public relations function can help solve.
From these problems, practitioners generate possible
opportunities.
25
 2
3J Target Audiences: Practitioners focus on
specific groups they want to reach. They
must have a clear understanding of their needs and
broad-based statements that state how the objec-
tive will be accomplished.

wants. Practitioners must be able to describe them
If written correctly,
objectives are measurable,
so evaluate whether
each objective was achieved.
demographically and psychographically. To reach
them, practitioners must know them.
4 Key Messages: Practitioners develop key
messages for each targeted public. These
.
key messages must be implicitly or explicitly ex-
pressed throughout the public relations activity.
Above all, key messages must be deliverable. In
other words, practitioners must ensure they can de-
liver what their organizations are promising in the
key messages.
Goals: These broad-based statements flow
~J.directly from the organization's goals. If
the organization has no formal goals, public rela-
tions practitioners must develop them. The public
relations goals should help contribute to solving
one of the identified problems and should relate to
one of the targeted audiences.
< Objectives: Each objective relates directly
) * back to an established goal. Objectives are
more detailed. They are specific, are measurable,
and include a timeframe and target audience.
7 Strategies: Each strategy focuses on a par-
T * ticular objective. One objective may have
several accompanying strategies. Strategies are
8 Tactics: Tactics flow directly from a strat-
egy. They are tools or techniques that are
used to implement the strategy. A strategy may
employ several tactics.
aEvaluation: Evaluation tools are selected
9o. based on the objectives first and tactics
second. Each objective must be evaluated to deter-
mine whether it was achieved. Each tactic should
be evaluated to ensure that it was successfully exe-
cuted. Evaluation can be as simple as counting at-
tendance to an event or as sophisticated as
crunching the results of a survey. PRg
References
Abrams, R. M. (1993). The successful business plan: secrets &strategies. Grants Pass, OR:
The Oasis Press.
Anderson, . W. & Hadley, L. (1999). Guidelines for setting measurableputblic re.ations
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Cutlip, S. M., Center, A. H., &Broom, G. M. (2000). Effective public relations. Upper
Saddle River, NJ: Prentice Hall.
Dutka, S. (1995). DAGMAIL Defining advertisinggoals for measured advertising results.
Lincolniwood, IL: NTC.
Hiebing, R. G.Jr. &Cooper, S. W. (1997). 77e successful marketingplan:a disciplinedand
compreliensive approach.Lincolnwood, IL: NTC.
Lindenmann,'V. K. (1997). Guidelines and standardsfar meastringand evaluating PR
Effectiveness. Gainsville, FL: The Institute for Public Relations.
Schultz, D. E. &Bames, B. (1998). Strategic advertising campaigns. Lincolnwooud, IL:
NTC.
Smith, R. D. (2002). Strategic planning for public relations. Mahwah, NJ: Lavwrence
Erlbaum.
Wilcox, D. L., Ault, P. H., Agee, W. K, &Cameron, G. T. (2003). Public relationsslsategies
and tactics. New YorkcAddison-Wesley.
Wilson, L.J. (2000). Strategicprogram planning for effective public relations campaigns.
Dubuque, IA: Kendall/Hunt.
Emma Daugherty, APR, is head of the public relations pro-
gram and an associate professor in the journalism depart-
ment at Califomia State University, Long Beach. Prior to
becoming an educator, Daugherty was director of public re-
lations for the Wharton Center for Performing Arls in
Lansing, Mich., and for the Pittsburgh Symphony Society.
She also served as an account supervisor at Greg Smith
and Partners. Daugherty has won numerous Protos and
PRism Awards for her work on public relations.

The Magical Power o-f Color

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Today, it's cost effective to do as few as one brochure in color. Yes, one or 100, let alone, 1,000 or more. There
are no barriers to color access. When only a few posters, flyers or brochures are needed, high-quality Xerox full-
color copies meet the need. If there is a guideline, it is this: whether a piece is one, two, three or full color depends
on the design, the message, and the particular impact you want to achieve. Full color isn't better than black ink. It
all depends on the objective. - Graham Communications, Quincy, MA grahamcomm.com

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TITLE: Strategic Planning in Public Relations: A Matrix That

Ensures Tactical Soundness
SOURCE: Public Relat Q 48 no1 Spr 2003
WN: 0310501041008

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