Lecture / Chapter 8 Flashcards
Needle move
clients/orgs expect measurable results - can be tough when building/maintaining relationships is intangible - need tangible measures for values of relationships
output
number of news releases sent (# of clips/reach/impressions)
outcome
did target publics take intended actions?
output measures
short-term measures that do not necessarily create lasting change in PR environment
issues management
attempt to id emerging issues that could have future impact on organization - gives time to plan for/eliminate potential problems
research strategy questions
where to get info, how to gather it
client research
need to know client size, nature of products/services, history, staffing, markets, customers, budget, legal environment, reputation, values
stakeholder research
which publics are important to client success, what is each publics stake/self-interest as it relates to issue
stakeholders are not
large homogenous mass - collection of constituencies w different needs/concerns
problem-opportunity research
what is at issue? what stake, if any, does organization have in this issue?
evaluation research
designed to measure success of PR efforts, closely tied to planning - measurement of success should be one of first steps at start of PR campaign - not an afterthough
barcelona principles
- need to set measurable goals
- measurement/evaluation should id outputs/outcomes/impact
- outcomes/impacts should be aided for stakeholders/society/org
- measurement/evaluation should be mixed methodology (qualitative and quantitative)
- AVES are NOT values of comms
- holistic comms eval includes online/offline channels
- eval is rooted in integrity/transparency to drive learning/insight
comms audit
used to determine whether org comms are consistent w values-driven misison/goals - done every second year ish
comms audit materials
annual reports, memos, emails, SM, reports, media interviews - is it in alignment with who we are as company
Comms audit goals
ensure primary/secondary publics receiving appropriate messages, avoid issues through early id of issues, assess comms effectiveness, evaluate comms relevance, determine if key messages are being received/understood
effective plans
are values driven, based on goal, desired measurable outcomes, dealines
good plans begin with:
good research – in clients, stakeholders, problem/opportunity. End with evaluative research – what values-based outcome do we seek?
Types of plans:
ad hoc, standing, contingency, plans for entire organization
Ad hoc plan:
“for this purpose only”, temporary in nature, designed to address specific situation
Standing plans:
ongoing/long term, designed to nurture important relationships, *can stand too long and become “tradition”. Comms audit can determine if a plan needs to be revised/is obsolete
Contingency plans:
“what if” plans. Designed to address variety of situations as they arise. Crisis comms plan is best-known form. Previously in red binders
Planning for the entire organization:
PR practitioners contribute to organizational planning because we can represent how realistic values/missions/business goals depend on clear understanding of relationships with key stakeholders, and we contribute to the fulfillment of an org’s values, missions, business goals.
Why do we plan:
keep actions in line with org’s values-based missions, to secure needed resources, control our destiny, better understand our research, help to achieve consensus, effectively manage resources,
Actions in line w org’s values-based mission:
prevents random, pointless actions
Control our destiny:
proactively address issues, ensures relationships are a strength not weakness
How do we plan?:
consensus building, brainstorming (publics, values, message, media),
Brainstorming grid:
sections for Publics (which publics are/should be involved? Who is relevant? Who are the opinion leaders/decision makers). Resources (what do we require from each public to meet our goals?), Values (what are the publics’ values, where do we align/conflict? What are their interests, stakes, involved values - why do they care), Message (speak to each public’s values), media
The written plan:
only 1 GOAL, objectives, strategies, tactics,
Goal:
the generalized statement of the desired outcome - often begins with infinitives such as “to improve” or “to increase”. Address the business problem, focus on what we can accomplish through communication. Eg - if the company is losing customers/profits due to what an executive posted on twitter, goal is to recoup lost profit `
Objectives:
specific milestones that measure progress towards achievement of a goal - “To do WHAT with WHOM by HOW MUCH within WHAT TIMEFRAME”
Good objectives:
specify a desired outcome, specify one or more target audiences, are measurable, refer to ends (not means), have a deadline or timeframe.
Written Plan:
specific, clear, audience specific. Ask what you need to do – change perception/opinion, inform, educate, persuade, involve, clarify, increase participation/support
Strategies:
help you move from specific objectives to specific actions - general description of kinds/tones of actions (tactics), begin with active verbs - resemble general commands
Seven basic kinds of strategies:
cooperative problem solving, promise and reward, threat and punishment, bargaining
Cooperative problem solving:
creation of partnerships to identify and solve problems
Promise and Reward:
assurance of benefits for cooperative behavior
Tactics:
specific relationship-building actions, begin with active verbs, can include descriptions of actions, deadlines, budgets, supervisors, and other related matters
Number of objectives:
between 3-4
Number of strategies:
depends on the complexities
stages of planning process seven
consensus building (get everyone on same page), brainstorming (speculative phase), developing written plan, expand plan to proposal,
seven basic strategies
informative, persuasive, facilitative (delivery of resources to help public act), cooperative problem solving (creation of partnerships to id/solve problems), promise and reward (benefits for good behaviours), threat and punishment (penalties for uncooperation), bargaining (trading resources for resources)
tactic info
brief description, deadline, budget, special requirements, supervisor
SWOT analysis
strengths, weaknesses, opportunities, threats
proposal sections
title page, executive summary (one page - describes problem/opportunity, ids targeted publics, lists primary tactics, budget summary), situation analysis , concise statement of purpose, list of description of publics that plan targets, plan specifying goals/objectives/strategies/tactics, other sections as appropriate
