Week 3: Strategic Methodologies

1
Week 3 Strategic Methodologies

• What is public relations?
• Public relations is something that everyone has.
  
• Public relations fosters the improvement of
  public relationships through specific activities
  and policies.
• Public relations is the cornerstone of a
  democratic society.

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What is public relations?

• Every person and organization has a reputation
• Good, bad or neutral
• People form opinions without even thinking about
  how or why
• Public relations techniques can be applied to any
  social, cultural or political situation.
• Publics can be big or small
• The principles are the same
• The scale changes the appropriate tactics

3
Approaches

• Reactive approach to PR
• Describe
• Advantages and disadvantages
• Put out the fire
• Proactive approach to PR
• Describe
• Advantages and disadvantages
• Avoid the fire

4
Planning models

• Frameworks that define the nature of the
  strategic plan being developed
• Differing paradigms about how to approach a
  public relations problem
• Completely separate from the Four Step process
• The Four Steps always apply regardless of the
  model.

5
Behavioral strategic planning model

• Based on the belief that PR is all about creating
  positive behavior.
• Communication alone cannot achieve the desired
  results.
• Communication alone is subjective.
• Communication alone is difficult to measure.

6
Behavioral strategic planning model

• What behaviors are involved?
• Motivated, reinforced, or modified to achieve
  desired goals?
• Who are the stakeholders?
• Which ones need to act or not act?
• Are there opinion leaders who can help drive the
  desired behaviors?
• What are the desired goals?
• Are there intermediate steps or behaviors?

7
Tuckers persuasion model

• Developed by Kerry Tucker (San Diego)
• Explains steps necessary to get people to change
  their minds and actions.
• Goal oriented
• Fits well with advertising tactics

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Tuckers persuasion model

1. Create dissatisfaction with the existing
   behavior.
2. Offer the desired behavior as a substitute for
   the status quo.
3. Explain the benefits of the new behavior or the
   consequences of the old.
4. Model the desired results.

9
Grunigs model

• Developed by Jim Grunig (University of Maryland)
• You must first consider the wants and needs of
  the subject.
• Only then can the communication meet those needs
  and be successful.
• Can be applied in both proactive and reactive
  programs.

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Grunigs model
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Preparation

• Understand your organizations or clients
  business, operations, culture and goals
  thoroughly.
• Learn as much as possible about the publics on
  which it depends for success.
• Put that understanding and knowledge in a formal
  strategic plan.

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• Speaking with one voice
• Consistency
• Accuracy and trustworthiness
• Protection
• Reality check
• The messages must fit the reality
• Accuracy and trustworthiness

13
Audiences

• Primary public
• Main target of any actions, activities or
  communication
• Intervening public
• Carry the messages to the primary public
• Think of them as gatekeepers
• News media, politicians, activists, opinion
  leaders
• Special publics
• Inward, eg neighborhood association or trade
  group
• Outward, eg special interest group or charity

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Channels or messengers

• Individuals
• One-to-one
• One to a small group
• One to a large group
• Personalized message tools
• Telephone
• Letters or cards
• New media
• Texting, chat rooms, teleconferencing, etc.
• Company intranet
• Social networks (MySpace, Facebook, LinkedIn)
• Email (if theres a relationship between sender
  and receiver)

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Channels or messengers

• Publications
• Organizational or group newsletters
• Business or professional publications
• Employee publications
• Mass media
• Newspapers, magazines, television, radio
• Advertising
• Special events
• Internet
• Push vs pull media

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People your team

• Approvals based in conviction, and supported by
  management participation and adequate budget, are
  essential to effective public relations
  programming.
• Issues
• The pursuit of synchronicity
• Adequate staffing support
• Appropriate skill set
• Timing
• Rollout

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Creative Execution

• Reviews
• Approvals
• Delegation
• Concur and non-concur
• Institutional approvals
• Internal, e.g. management, Board of Directors,
  etc.
• External, e.g. government agencies (FDA, etc.)
• Media reviews
• Embargos

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Typical corporate organization
President / CEO
Board of Directors
Worldwide Marketing Sales
Corporate Finance
Corporate Communications
Product Division 1
Human Resources
Product Manufacturing
Corporate / Brand Advertising
Product Development
Product Marketing
Corporate Legal
Community Affairs
Distribution / Supply Chain
Product Advertising
Product Sales
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Next class

• Go to www.prnewswire.com
• Select an interesting press release that involves
  some sort of public relations initiative,
  campaign or tactic.
• Write down the URL so we can find it in class.
• Come to class prepared to discuss
• The PR problem or issue it addresses
• The primary publics
• Any secondary publics
• A summary of the action taking place
• Whether you think its a good or bad approach,
  and why.