MODELS OF THE RESPONSE PROCESS

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MODELS OF THE RESPONSE PROCESS
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The Differences between Advertising and PR
Advertising is the wind, PR is the
sun Advertising is spatial, PR is
linear Advertising uses the big bang, PR uses
the slow buildup Advertising is visual, PR is
verbal Advertising reaches everybody, PR Reaches
somebody Advertising is self-directed, PR is
other-directed Advertising dies, PR lives
Source The Fall of Advertising and The Rise of
PR, Al Ries Laura Ries
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(cont.) The Differences between Advertising and PR
Advertising is expensive, PR is
inexpensive Advertising favors line extensions,
PR favors new brands Advertising likes old
names, PR likes new names Advertising is funny,
PR is serious Advertising is uncreative, PR is
creative Advertising is incredible, PR is
credible Advertising is brand maintenance, PR is
brand building
Source The Fall of Advertising and The Rise of
PR, Al Ries Laura Ries
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Out of Side out of Mind You and PR

• A brief resume
• who you are,
• what did you do,
• why are you here.
• Contacting each others, email.
• Mailing list.
• Your opinion about PR as far as you know,
  what do PR practitioner does?

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Public Relations - definitions

• The PR organization intelligently evaluates
  public attitudes, identifies the policies and
  procedures of an individual or organization with
  the public interest, and plans and executes a
  program of action to earn public understanding
  and acceptance.
• PR is the management function that establishes
  and maintains mutually beneficial relationships
  between an organization and the publics on whom
  its success or failure depends.

Session 1
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Organizational Aspects of PR An Overview

• Creation of a corporate or executive image
• Support for executive presentations
• Media relations
• Integrated marketing
• Consumer relations in the marketplace
• Issue crisis management
• Reading assignment
• Managing for Reputation, in Running a PR
  Department, p.11
• History Place of PR between Western and
  Indonesian societies
• Development of Public Relations, Fig.1.2 in
  Strategic Program Planning for Effective Public
  Relations Campaigns, p.4.

Session 1
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Several Main Sectors

• PR is synonymous with REPUTATION. It is the
  result of
• what you do,
• what you say and
• what other say about you.
• No universal agreement on terminology and
  divisions, but most practitioners look at the
  discipline in several main sectors comprising
• Financial and Corporate Communication
• Government Affairs
• Marketing Communication
• Internal Communication
• Community Relations

Session 1
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Outline of Planning Factors

• We dont provide guidance on the planning of PR
  programs, but simply to outline some of the
  specific characteristics of each main sector
  which will impact upon departmental management.
  In each case, you need to look at
• The PURPOSE of the activity
• The target PUBLICS or AUDIENCES
• Typical Program Content
• The Principal Interface (Working Partnership)
• Skills Needed

Session 1
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Requirements for Success

• SKILLS
• Effective Writing
• Persuasive Speaking
• KNOWLEDGE
• In-depth knowledge of various media
• Understanding of management process
• Business, financial acumen

• ABILITIES
• Problem solver
• Decision maker
• Deft in handling people, generates confidence
• Assumes responsibility
• QUALITIES
• Stability and Common sense
• Drive and enthusiasm
• Wide-range interest and intellectual curiosity
• Good listener
• Tolerance for frustration
• Style

Session 1
Source Cutlip, Center and Broom, Effective
Public Relations, 8th Ed. .p53
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Next Activities -- prepare

1. Opening Bank Account -- What are the reasons of
   your choice?
2. Creating a short PR campaign for gas company in
   NTT (near East Timor).
3. The Gladiator compare the following, and who
   among these characters, is the most successful
   PR practitioner, and why?
4. Commodus
5. Maximus
6. The Roman Senate
7. Lucilla
8. Marcus Aurelius
9. Senator Falco
10. Senator Gracchus
11. Proximo

Session 1
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Adding Value Protecting the Image

• Justifying the Place of PR in Business Today
• How does PR serve Indonesian business,
  government, and industry today?
• How might it add value, raise the image or
  improve the share price of Indonesian businesses?

Session 2
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Can a Major Corp/Organ Afford to Ignore PR
realities?

• Think of examples of unpopular organizations
  that have relied on PR in recent times
• Exxon
• ABRI
• Nestle
• Union Carbide
• Ajinomoto
• Compare with BreadTalk, Starbucks, Bintang Zero
• (vs MUI fatwa?)
• What companies can you think of today that would
  benefit from better more intelligent PR?

Session 2
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PR and Crisis Management

• Reading Discussion Problem 9 When
  associates disagree in handling an emergency, in
  Public Relations Practices, p. 474.
• What would be a typical Indonesian public
  relations response to this kind of situation,
  where a decision making executive is not
  available?

Session 2
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There is no golden rule.

• Management experts recommend plenty of guidelines
  but very few rules.
• The reason is that management is more about
  getting the right results than about applying the
  right rules.
• What works is what matters.
• Management is not an all-purpose solutions and
  foolproof formula (rigid, inflexible, immensely
  strong under some situations but most brittle
  under other situations).
• Some guidelines work frequently under various
  situations and for so many people that they are
  known as golden guidelines.
• There are not such things as golden rules.

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Objectives do we have to solve this problem?

• The road to successful PR management is littered
  with unnecessary data that justify considerations
  for solution.
• Subsequently, the PR question in most cases is
  not can we solve this problem but rather Do we
  have to solve this problem?

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The guidelines

• There are no rules for management, however, there
  are systematic approach, and some are known as
  guidelines.
• These guidelines are
• The Pareto Principle (may be modified)
• The systematic approach involving 8 stages

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PARETO PRINCIPLE

• Vilfredo Pareto (Italian sociologist, economist
  and engineer) provides a respectable academic
  basis for the study of unequal distribution of
  incomes.
• Society is made up of an elite minority and a
  large mass.
• A small minority hold most of the power and own
  an overwhelming percentage of the wealth.

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PARETO PRINCIPLE

• The value of the Pareto Principle to a manager is
  that it focuses attention on separating the
  vital few from the trivial many.
• One company finds that a small number of
  establishments accounts for a high proportion of
  total purchase.
• Another observes that the majority of sales
  derives from a minority of customers.
• Identifying these vital few and concentrating
  effort upon them is seen as the key to success.

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PARETO PRINCIPLE

• These unequal patterns are traditionally
  described as the 20/80 distribution rule.
• Depending on the situations
• It may vary to 10/90, or 5/95.
• Thomas Alva Edison asserted that genius is 1
  inspiration and 99 perspiration (1/99).

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PARETO PRINCIPLE

• U.K. a more characteristic relationship 1/3 or
  thereabouts.
• Stone ) 25/75 ratio
• 25 of the customers place 75 of the orders.
• A writer 75 of the script is structure and 25
  is words.
• A PR team 25 of the staff thought up 75 of the
  ideas.
• 25 of what business did was responsible for 75
  of the earnings.
• Conversely in many firms, 75 of what the
  business costs accounts for 25 of what it earns.
• ) Norman Stone, How to Manage Public Relations
  practical guidelines for effective PR
  management.

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PENTING

• It must not be understood, however, that once the
  vital 25 is identified then we can totally
  forget about the rest.
• What is true is that the more managements work
  can be done in the triangular area of the 25/75
  golden guideline, the more effective it will be.

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ANALYSIS and AUDIT

• A communications audit is A broad scale, loosely
  structured research exercise, which examines the
  effectiveness of communications within
  organizations and between organizations and
  groups outside.
• A survey approach determines how well
  communication being implemented with its members
• Do members understand the objectives?
• Do they understand their role to achieve the
  objectives?
• How could communication be improved?
• A new manager may prompt the need of an audit to
  learn how well the organization is communicating
  with its members and to evaluate problems, such
  as high turnover of staff or high rates of
  absenteeism.

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ANALYSIS and AUDIT

• Understanding an audit is not without risk.
  Questions on how improvement in communication can
  be made will cause expectation for improvement.
  Failure to act on findings that need changes will
  damage credibility of management.
• An audit may also be necessary when existing
  communication programs newsletters, etc. need
  to be checked.

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ANALYSIS and AUDIT

• It is essential.
• It is a professional opinion, based on judgment
  applied to information (or evidential matter as
  the accountants call it).
• The judgment is not only on how this evidential
  matter is to be interpreted, but what information
  should be amazed.
• More useful when a new managing director runs the
  company, during an acquisition or merger.

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ANALYSIS and AUDIT3 stages process

1. Information gathering identifying and collecting
   data and information on attitudes and trends, by
   means of internal and external interviews against
   a common topic menu.
2. Strategic analysis weighing all options and
   choosing the most appropriate alternative
   strategies to be articulated in a preferred
   strategy matrix.
3. Communications program putting the chosen
   option(s) into effect after spelling out a
   communication strategy, program, action plan and
   timetable.
4. ? See PR Toolkit!!

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ANALYSIS and AUDIT

• This structured approach makes effective use of a
  classic management technique known as SWOT
  analysis (Strengths, Weaknesses, Opportunities,
  Threats).
• Other variant ADOPTS.
• ADOPTS taken to imply the idea of choice, of
  picking up or taking over something that already
  exists, and making it ones own.

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AUDIT ADOPTS

• Advantages
• Disadvantages
• Opportunities
• Problems
• Time Factor
• Stakeholders
• 1,2 inward looking.
• 3,4 outward looking.
• 5 applies no matter which way you are looking.
• 6 is the reason for the other five.

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STAKEHOLDERS

• Whatever other purposes an organization may have,
  it must also have the purpose of serving the
  interest of all its stakeholders that is, all
  the people affecting the organization and
  affected by it. Stakeholders are not necessarily
  all of equal importance. Before an ADOPTS
  analysis, it is first of all necessary to
  identify and rank the stakeholders.
• Who and where they are will depend on who and
  where you are. There can be no standard list,
  although some stakeholders e.g. customers are
  bound to occur on pretty well every list. Only
  you can decide who your stakeholders are, but
  mote that your organization cannot choose its own
  competitors.
• ADOPTS analysis is not about program targeting or
  getting coverage. It is about meeting the needs
  of stakeholders.

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STAKEHOLDERS

• Academics
• Agents
• Analysts
• Consumers
• Distributors
• Finance provider
• Government (central)
• Government (local)

• INVESTOR
• LOOBYISTS
• MANAGEMENT
• NEIGHBORING COMMUNITY
• CUSTOMERS
• POLICY COMMUNITY
• PRESSURE GROUPS
• SHARE HOLDERS
• SHOPFLOOR WORKERS
• SUPPLIERS