Cutlip & Center's Effective PUBLIC RELATIONS

1. Cutlip & Center'sEffectivePUBLIC RELATIONS PART III Management Process Chapter 12 Step Two: Planning and Programming Tenth Edition

2. Study Guide After studying Chapter 12, you should be able to: Define strategic thinking and strategy and explain how they relate to strategic planning in public relations management. Describe the application of management by objectives (MBO) to public relations planning and management. Outline the major steps in the planning and programming process. 12-1

3. Study Guide After studying Chapter 12, you should be able to: List and describe the major approaches to defining publics. Discuss the characteristics of useful program objectives and write examples. Describe and give examples of the three major categories of disasters or crises that practitioners must anticipate and plan for. 12-2

4. 3. Program Goal “What is the desired situation?” “By when?” Public Relations Strategic Planning Process Four-Step Process Strategic Planning Steps and Program Outline STEP TWO: Planning and Programming (Chapter 12) 12-3

5. Blood supplies run short by an average of 100 units each month during June, July, August and December, resulting in emergency room delays, postponed elective surgeries and expensive blood transfers. Problem Statement 12-4

6. To increase the units of blood donated by an average of 100 units each month during June, July, August and December. Program Goal 12-5

7. Public Relations Strategic Planning Process 12-6

8. 3. Program Goal “What is the desired situation?” “By when?” 4. Strategy “What is the overall action and communication plan for achieving the program goal?” Public Relations Strategic Planning Process Four-Step Process Strategic Planning Steps and Program Outline STEP TWO: Planning and Programming (Chapter 12) 12-7

9. Your Working TheoryDetermines Program Content 12-8

10. Your Working TheoryTakes the Form of Strategy and Tactics 12-9

11. 3. Program Goal “What is the desired situation?” “By when?” 4. Strategy “What is the overall action and communication plan for achieving the program goal?” “What is the budget available to implement the program?” 5. Target Publics and Objectives “Who—internal and external—must the program respond to, reach, and affect?” Public Relations Strategic Planning Process Four-Step Process Strategic Planning Steps and Program Outline STEP TWO: Planning and Programming (Chapter 12) 12-10

12. Geographics—natural and political boundaries Demographics—gender, age, income, marital status, etc. Psychographics—lifestyle and psychological characteristics Covert power—behind-the-scenes political and economic power Defining Stakeholders/Publics 12-11

13. Position—positions held by individuals, not attributes of the incumbents Reputation—“knowledgeables” or “influentials” identified by others Membership—rosters, lists, and affiliations Role in decision process—actively participate in making decisions in particular situations Communication behavior—sources of information, media habits, and personal contacts Defining Stakeholders/Publics 12-12

14. 3. Program Goal “What is the desired situation?” “By when?” 4. Strategy “What is the overall action and communication plan for achieving the program goal?” “What is the budget available to implement the program?” 5. Target Publics and Objectives “Who—internal and external—must the program respond to, reach, and affect?” “What must be achieved with each public to accomplish the program goal?” Public Relations Strategic Planning Process Four-Step Process Strategic Planning Steps and Program Outline STEP TWO: Planning and Programming (Chapter 12) 12-13

15. Useful Program Objectives Start with the word “to,” followed by an accomplishment verb. Specify a single key outcome to be achieved. State the outcome in quantitative terms that can be measured and verified. Set a target date for achieving the outcome. Put in writing and referred to often. 12-14

16. Anatomy of an Objective Target public Nature of intended change TargetDate By July 1, to increase percentage of home owners from three to 25 percent who know that wildfires destroyed more than 2,500 homes during the past three years. Amount desired change Knowledge outcome to be achieved 12-15

17. Your Working TheoryTakes the Form of Strategy and Tactics Know Feel Do That is a working theory. 12-16

18. Types of Crises 1.Immediate crises happen so suddenly and unexpectedly that there is little or not time for research and planning. Examples include product tampering, death of a key officer, fire, earthquake, workplace shooting, and accident. 12-17

19. Types of Crises 2.Emerging crises allow more time for research and planning, but may erupt suddenly after simmering for long periods. Examples include employee low morale, sexual harassment, substance abuse, and over billing on government contracts. 12-18

20. Types of Crises 3.Sustained crises persist for months or years despite all efforts to resolve the problem. Examples include rumors reported in the media or on the Internet, or widely accepted as true by a significant number of people. No amount of denial seems to stop the rumor or purge it from the news. 12-19

21. Assignment: 1. Draft the program goal statement in 25 words or less. 2. Select target publics (Identify which approaches you used to define target publics) 3. Write objectives for each of the target publics. (Use “Know Feel Do” Model) 12-20

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