Professional Documents
Culture Documents
PUBLIC RELATIONS
Absent Miles and miles of barren desert with no life Nascent Horses pulling a chariot in different directions
Perceptions
Unmanaged A time bomb waiting to explode Negative Wildfire which can raze the largest forest to ground
References
geocities.com/WallStreet/8925/ www3.niu.edu/newsplace www.prinfluences.com www.aboutpublicrelations.net www.entrepreneur.com
www.learnpr.com www.kcwriter.com www.wwmr.org www.about.com www.market-for-profits.com www.prdisasters.com Marketing Communications Marketing Management Public Relations for
Miyamoto's PR Resource News Place PR Influences All about Public Relations - Steven Van Hook Entrepreneur
The PR Academy KC Writer Worldwide Media Relations About Market for Profits PR Disasters Smith & Taylor Philip Kotler David Wragg Kogan Page Prentice Hall Kogan Page
Authors
Mark Coker Apryl Duncan Alfred Lautenslager Robert A. Kelly Craig Miyamoto Gerry McCusker Jeffrey Orenstein Robert L. Dilenschneider
Laura Schneider Kelle Campbell Pari Noskin Taichert Robbie Vorhaus Kyle Potvin Mitchell Friedman Dali Singh
Public - Definition
A PUBLIC is any group that has an actual or potential interest in or impact on a companys ability to achieve its objectives
POSITIVE PERCEPTION PHENOMENON
Publics - Categories
Employees Investors Suppliers Customers Distributors Regulators Stock Markets Government Pressure Groups Community Media Competition Industry Hubs Target Audiences
Publics - Segmentation
Interest in
Prospects Competition Stock Markets
Impact on
Customers Regulators Distributors Suppliers Investors Government Industry Hubs Media Suspects Pressure Groups
Actual
Potential
Definition UK Institute of PR
The planned and sustained effort to establish and maintain goodwill and mutual understanding between an organization and its publics
POSITIVE PERCEPTION PHENOMENON
PR Practice is the art and science of 1. analyzing trends, 2. predicting their consequences, 3. counseling organization leaders and 4. implementing planned programs of action serving both organizations & publics interest
POSITIVE PERCEPTION PHENOMENON
PR vs. Advertising
Advertising
Paid Space Content Control Longer Shelf Life Less Credibility Scope for Creativity Agency/Media Sales Target Audiences Limited Contact Direct Sales Pitch Dependent on PR
Public Relations
Free Publicity No Control Only One Exposure More Credibility Nose for News (buzz) Media Properties Target Editors/Reporters Unlimited Contact Third Party Opinion Self Willed
Important Tip
Publicity/visibility should not be raised before a solid platform of credibility is developed through 1. excellent quality products, 2. friendly customer service, 3. caring ethics/values and 4. socially responsible policies
POSITIVE PERCEPTION PHENOMENON
Product
Customer Service Information Services Grievance Handling Internal Communication Open Days Community Issue Management Involvement Disaster Management
Corporate Image
Corporate Communications
Publicity
Media Relations
Events
Event Management
Corporate Communications
POSITIVE PERCEPTION PHENOMENON
Media Relationships
Media Myth # 1
Media Myth # 2
Only large organizations and reputed people get coverage Good news and interesting stories get coverage: only media focus required
Media Myth # 3
Media Myth # 4
Its very difficult to get across to editors / journalists With the right story in hand they might actually be waiting for you
Media Myth # 5
One needs to entertain reporters to get covered Gifts might work, but they dont have time otherwise for socializing
Media Myth # 6
Mostly yes, but you can even pay for being visible and for self glory
One can leverage media relationships to generate coverage One can negotiate editorial coverage on back of advertising Journalists spend hours hunting down stories and following up leads A journalist needs to know everything about a story
POSITIVE PERCEPTION PHENOMENON
A journalist is obliged to write about an event if they accept the invitation Journalists dont make changes to the media releases Journalists need a follow-up call after submitting a release An editor is the one who decides what stories will appear
POSITIVE PERCEPTION PHENOMENON
Simplicity is beautiful
Try to keep the sentences short and without using exceptional powers of vocabulary.
To err is blasphemy
Take extra care of syntax and semantics. Typos is an unpardonable crime.
Know your story, know your audience, and tell your story better than anyone else. And don't forget to smile.
Most importantly, send the release to the right person. Avoid getting discarded as spam. And mention the contact person with contact details for more information.
Sample Release
Strike Rate
Complaints by Editors
Hand-delivering a release to make certain they receive it. Reading a release to the editor over the phone. Simultaneously giving the release to multiple editors at the
same publication.
Emailing the release and then calling to make certain that the
Complaints by Editors
Excessively long releases. Issue press releases on all your new products including all
circumstances.
Let your sales people loose with the media. Make it hard for journalists to get information in any other
Complaints by Editors
Global releases are submitted as is without localization. Spamming the release to 50-100+ editors listing all of their
names/addresses before the reporter can get to the reason for the email.
Embedding the release in the email as heavy attachments. Requesting that no changes be made in the release copy. Expecting clippings of the printed release. Manipulatively pointing out that the firm is also an
advertiser.
Other PR Opportunities
Analyst Relations Customer Case Studies Awards PR Columnist Campaigns Contributed Articles Editorial Calendaring Editorial Onsite Visits Expert Sourcing Letters to the Editor Lists Press Tours Product Reviews Speaking @ Conferences Trade Show Meetings
1. Analyst Relations
Build relationships with industry analysts in relevant product areas. Reporters and customers seek out analysts for their opinions on important industry announcements, trends and vendor suitability. Well-briefed analysts are indispensable advocates for a company. Many analysts publish newsletters and reports, which are often well-read within corporate computing sites. The downside to analyst relations is that their services are often retained by your competitors. When you communicate with analysts you're also communicating with your competitors.
3. Awards PR
Many publications offer a variety of awards for innovative new products, or the best products in a review. In instances where the editors (as opposed to the readers) make the nominations, PR teams can play a big role in having the products considered. If the awards are determined based on a reader ballot, then PR teams contact the publication far enough in advance so that the company or its products can be listed on the ballot.
4. Columnist Campaigns
It's a tough job being a columnist, who each week or each month needs to come up with a fresh opinion about an important subject. The PR team should familiarize themselves with the columnists who write for the top target publications and offer column ideas for which the company can assist the columnist. As a vendor of a cool product or service, company executives often possess insight into important trends and issues that could serve as great column topics.
5. Contributed Articles
Several publications publish articles written by vendors. These articles are a great vehicle to further establish company executives, the company itself and its ideas in the marketplace. The most credible contributed articles don't even mention the vendor's products. The one negative of contributed articles is that they tend to be extremely time consuming to produce. If the company doesn't have the talent or the time to write the article in-house, the PR team can contract with a professional writer, typically a freelance journalist.
6. Editorial Calendaring
One of the most important ongoing media relations activities is editorial calendaring - To gain inclusion in planned editorial features and position executives as experts for trends, insight and opinion. Take an aggressive, proactive approach to editorial calendaring. Make early contact with editors, and help narrow the general topics in areas of strength. PR team can take editorial calendaring to the next level by actually working with the publications to help them define their editorial calendar schedules for the following year and include topics of interest to the company.
7. Editorial Visits
A key responsibility of PR is to build valuable relationships with the media over a long-term. Whenever possible, the PR team should attempt to arrange for editors and reporters to visit the offices. Occasionally, the visit is associated with a news announcement. The PR team should attempt to have most important reporters and analysts visit at least once every year or two.
8. Expert Sourcing
Attach company (directly or indirectly) to another story. For example, if a company produces anti-virus software and there's a sudden outbreak of a new computer virus, the PR team can arrange for the media to speak with the company's experts for their perspective and insight. Don't just limit expert sourcing outreach to print media -- broadcast media are constantly on the outlook for articulate "talking heads" who are experts in various fields.
10. Lists
Increase awareness by getting the company included in the lists or rankings of the top entities in your field. Important databases which include profiles can be an option too. Once the company earns a place on a list, consider issuing a media release. The media most likely won't cover the release, but the customers will be impressed to see the accomplishment / listing when they view the news on the web site.
15. Events
Events could be either workshops, seminars, conferences or even road-shows, talent shows etc. Events can be used either as sponsor, organizer or participant. Create a tentative calendar in advance. Send invites to media contacts. Set tangible goals/milestones for every event in terms of output and outcomes business results will eventually follow if everything goes as planned.
PR Roles - 1
Communicate the brand values internally so that all staff are aware of, understand, and support the brand vision, as well as live the brand values. For example run an internal program in advance of a new major product introduction or a change in brand name. Domain knowledge is becoming extremely important.
PR Roles - 2
Ensure that important brand or product milestones are exploited and leveraged at a corporate level as well as to relevant trade, business or consumer media. For example the sale of your millionth widget may provide publicity opportunities and could also warrant an internal thank you celebratory function within the company.
PR Roles - 3
Create the right environment for new brand or product launches. For example Microsoft traditionally introduces all its major products through PR well before the product reaches the market. Car marketers have also always done this.
PR Roles - 4
Access hard-to-reach audiences who are either suspicious of, or cynical about, advertising and traditional marketing techniques. For example teenagers may be reached through media exposure and promotional techniques rather than conventional advertising.
PR Roles - 5
Utilize media channels that advertising cannot, either because the budget wont stretch that far or because it doesnt warrant the advertising spend. For example while you might choose to advertise in only a few consumer magazines, PR can seek editorial in the others, thus spreading your reach.
PR Roles - 6
Communicate to sub or secondary groups of the target market. For example seniors might not be a core initial market, but they may be seen as a potential market. In this case, PR can be used for seeding this market.
PR Roles - 7
Fill the valleys and troughs in your advertising campaign. For example if you plan three flights of concentrated advertising through the year you should look to use PR between these flights to ensure consistency and continuity of communication.
PR Roles - 8
Deliver more rounded messages. For example - advertising for a household appliance may need to focus on just one or two core messages whereas PR can be used to deliver other messages that actually increase the appeal of the brand.
PR Roles - 9
Exploit issues or trends. For example when anti-bacterial kitchen cleaners came on the market it was necessary to use PR to tell consumers that there was a problem with germs in the kitchen first, before heavy advertising began.
PR Roles - 10
Protect your brand or category from criticism. For example some brands, or product categories, face questioning and attacks from all sorts of experts and activists who seem to get more than their fair share of media coverage. PR can help counter this.
PR Charter
OBJECTIVES GOALS
Visibility Validity
Outcomes
Measure changes resulting from communication. Did we create greater awareness? Did we change attitudes? Did our target audience change their behavior?
Business Results
Measure return on investment and effort. How did PR help the organization achieve its business objectives?
PR Outputs
Impressions Value Cost Frequency Reach Prominence Delivery Tone Share of Ink Readership (as opposed to circulation) of clips Equivalent advertising value of media coverage Cost per media impression or cost per thousand of a campaign Number of times we gained exposure Degree of coverage across our target audiences How and where the coverage occurred within specific media Did the story deliver specific pre-determined messages? Was the story positive, neutral or negative? Total amount of coverage devoted to a topic
PR Outcomes
Awareness
What you want the audience to know or become aware of that they werent before.
Comprehension
What you want your audience to understand based on their new awareness.
Attitude / Desire
What you want your audience to feel based on those understandings.
Behavior
What you ultimately want them to do based on those feelings.
POSITIVE PERCEPTION PHENOMENON
Total Revenues
Total sales of related (product line) and unrelated (product mix), growth in total revenues.
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PR Plan - Steps
Identify Measure Establish Develop Prepare Select Implement Evaluate Key Communication Groups (KCG) Images /Attitudes towards the Organization Image / Attitude Goals for KCG Cost-effective Public Relations Tools Anticipated Crisis Situations Communication Media and Modes Plan of Action Measure Results with Benchmarks
POSITIVE PERCEPTION PHENOMENON
PR Plan - Elements
Letter of transmittal Executive summary Situation analysis Problem and consequences Campaign goal Audience identification Message Framework Audience objectives
POSITIVE PERCEPTION PHENOMENON
Strategies Communication Tactics Schedule Budget Evaluation plans Pertinent research Communication samples
PR Plan Strategies
There are four basic strategies: 1.Do nothing (inactive). 2.Do something only if necessary (reactive). 3.Do something before a problem arises (proactive). 4.Involve others in solving or heading off problems (interactive). The strategy finally selected will help determine the success or failure of your proposed program. You may find it easier to select a strategy after reviewing the list of public relations initiatives (tactics, activities) that you will develop after conducting a number of creative brainstorming sessions. Discuss pros and cons of each strategy considered. Offer options. If you can identify business risks and opportunities, you give the client an opportunity to exercise informed judgment. Clients need viable options they need to know each option's advantages and disadvantages in order to make decisions based on fact instead of emotion. Give a RECOMMENDED STRATEGY.
POSITIVE PERCEPTION PHENOMENON
PR Plan Schedule
Present your planning calendar. Be specific and comprehensive. Include specific dates whenever possible. When to conduct action events and communication tactics. Also, who will be doing the work. List milestones and deadlines for each of the events and tactics (in detail). You may either present a separate calendar for each tactic, or combine them into a comprehensive timetable. Ideally, you should do both. Don't forget to correlate once again the events with the audiences you expect to address, and what you expect to accomplish. Finally, don't forget to include any research you will be conducting, as well as on-going and end-of-project evaluation dates.
PR Plan Budget
Putting a budget together is especially difficult when you are working on a hypothetical case, or if you are not sure of the client's requirements ("Why don't you present three scenarios -- minimal, moderate and optimal -- and we'll pick the one we can afford"). This may seem incredible, but the client often has absolutely no idea how much is available for your campaign. More often than we suspect, the client may simply be "fishing" for a cheap way to obtain some publicity for the company. Or, the client may want to know how much a pet project would cost if it were done correctly. You must have an accurate representation of how much things are going to cost. The information may be close at hand (e.g., previous experience, other plans, informative co-workers), or ... make a lot of phone calls. Separate your anticipated income from your proposed expenses, and present both totals. Finally, give the client a bottom-line figure. Tell the client exactly what the campaign is going to cost.
POSITIVE PERCEPTION PHENOMENON
PR Plan Evaluation
IMPACT: Ask yourself what behavioral or attitudinal changes the campaign effected. Impact measurement documents the extent to which you achieved the outcomes spelled out in your objectives for each target public. It also tells you to what extent your overall program goal was achieved. OUTPUT (or implementation): In other words, what did you DO? How much effort went into the campaign? How many publications and releases were prepared and distributed? How many column inches and minutes of air-time coverage did you get? How many people were exposed to your message? Emphasize impact -- impact is paramount. Emphasize output only if the communications "products" are central to your problem and contribute to solutions. Tell the client exactly how you are going to measure the results of what you did, and how they relate to your objectives. Remember, you cannot evaluate effectively unless you have good objectives. If you don't have good objectives, then you have nothing to measure against.
POSITIVE PERCEPTION PHENOMENON
Crisis Reasons
Acts of God (Natural Catastrophes etc.) Accidents (Damage, Injury, Negligence etc.) Business Operations (Overcharging, Defects, Hazards etc.) Corporate Moves (M&A, Takeovers, Splits) Legalities (Legal suits, PIL, Grievances etc.) Rumours (Gossip, Information Leakage etc.) Staff (Errors / Strikes etc.) Scandal (Harassment, Security Breach, Espionage etc.)
POSITIVE PERCEPTION PHENOMENON
Other Reasons
Community
neighborhood coalitions, community organizations, plant locations, chambers of commerce
Customer - Geographical
local, regional, national and international
Customer - Functional
distributors, dealers, wholesalers, retailers, and consumers
Customer - Business
suppliers, partners, competitors, professional societies, subcontractors, joint ventures, and trade associations
Media
general, local, national and international, foreign trade, specialized
Financial
analysts, FII s, shareholders, bankers commercial /investment, brokers, portfolio managers, investors
Government - Geographical
local, state, regional, national and international
Government - Functional
Legislative, regulatory, executive, and judicial
Special Interests
environmental, safety, handicapped/disabled, minority, think-tanks, consumer, health, senior citizens, and religious
POSITIVE PERCEPTION PHENOMENON
Tips On Appearance
Avoid wearing pronounced strips, checks or small patterns. Grey, brown, blue or mixed colored suits/dresses are best. Grey, light-blue, off-white or pastel shirts or blouses are best.
POSITIVE PERCEPTION PHENOMENON