1 / 27

Phase Two: Strategy

Phase Two: Strategy. Step 5: Formulating Action and Response Strategies. Phase One: Formative Research Step 1: Analyzing the Situation Step 2: Analyzing the Organization (1) its internal environment (mission, performance and resources) (2) its public perception (reputation) and

dpatrick
Download Presentation

Phase Two: Strategy

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Phase Two: Strategy Step 5: Formulating Action and Response Strategies

  2. Phase One: Formative Research Step 1: Analyzing the Situation Step 2: Analyzing the Organization (1) its internal environment (mission, performance and resources) (2) its public perception (reputation) and (3) its external environment (competitors and opponents, as well as supporters) Step 3: Analyzing the Publics Phase Two: Strategy Step 4: Establishing Goals and Objectives Awareness, acceptance or action of each key public. SMART Step 5: Formulating Action and Response Strategies How? Step 6: Using Effective Communication The sources who will present the message to the key publics, The content of the message, its tone and style, verbal and nonverbal cues… NINE STEPS OF STRATEGIC PUBLIC RELATIONS

  3. Phase Three: Tactics Step 7: Choosing Communication Tactics face to-face communication organizational media (controlled media) (3) news media (uncontrolled media) (4) advertising and promotional media (another form of controlled media). Step 8: Implementing the Strategic Plan Budgets and schedules… Phase Four: Evaluative Research Step 9: Evaluating the Strategic Plan Modify or continue the communication activities? Specific methods for measuring the effectiveness of tactics NINE STEPS OF STRATEGIC PUBLIC RELATIONS

  4. STRATEGY • The heart of planning for PR • Effective public relations involves deeds as well as words. • Proactive Strategies • Reactive Strategies

  5. PROACTIVE STRATEGIES • Initiated by the organization. • Can be the most effective strategies. • Include both action and communication. • Proactive action strategies • Proactive communication strategies

  6. Proactive Action Strategies Organizational performance Audience participation Special events Alliances and coalitions Sponsorships Proactive Communication Strategies Publicity Newsworthy information Transparent communication PROACTIVE STRATEGIES

  7. ORGANIZATIONAL PERFORMANCE • Can PR promote the good name of an organization that doesn't give good performance? • Exploiting child laborers • Cosmetics tested on animals • Safety, pollution • Adaptation • Example: dental office wanting to attract working people

  8. AUDIENCE PARTICIPATION • Information perceived as useful to the audience: What's in it for me? • Fund-raising letter for AIDS research • Tactics that bring members of your publics into direct contact with the products or services • For examples: police departments, cosmetic companies and health clubs. • Generating feedback: tactics as toll-free phone numbers, interactive Web sites, consumer complaints hotline.

  9. SPECIAL EVENTS • Also for generating audience participation. • Consists of staged activities (pseudo-events). • Need to be legitimate? • Publicity stunt • http://www.taylorherring.com/blog/index.php/2009/01/50-top-publicity-stunts • How to distinguish a legitimate special event from a publicity stunt, ask yourself: • Even if the news media don't report this activity, would it still be worthwhile?

  10. SPECIAL EVENTS • Unplanned triggering events can be more effective. • The death of Rock Hudson • The student killings at Columbine High School

  11. ALLIANCES AND COALITIONS • Two or more organizations join together in a common purpose. • Difference between the two. • Cooperation around a single and often narrow issue. • History theme park in Izmir by Izmir Chamber of Commerce? • Beneficial alliance between an organization and opinion leaders • A campaign to reduce AIDS and other sexually transmitted diseases • Targeting bartenders as opinion leaders

  12. SPONSORSHIPS • Gaining visibility and respect among key publics. • Community relations • Either providing a program directly or providing the financial, personnel or other resources. • Logical link between the activity being sponsored and the purpose of organization • An engineering faculty? • Bookstore?

  13. SPONSORSHIPS • More intensive relationships between the organization and its publics. • Gay Games in New York City • Miller Brewing Company as corporate sponsor • "The word is out there that there's a substantial gay and lesbian market" Harold Levine, marketing director for the games

  14. PROACTIVE COMMUNICATION STRATEGIES PUBLICITY • A link between publicity and public support? • Third-party endorsement • A research: journalism is moving away from simply reporting events to providing news analysis. • 1960 and today. • Lesson for PR practitioners? • Negative publicity, Motorola stock • Negative publicity is sometimes beneficial:Mel Gibson's The Passion of the Christ • Present newsworthy info with a visual dimension

  15. NEWSWORTHY INFORMATION • Analyze the relationship among three things to establish newsworthiness: (1) your organization's activities and messages (2) the media agenda (3) the interests of a key public

  16. TRANSPARENT COMMUNICATION • Helps publics understand the organization and support its actions. • Publics are aware of facts but not reasons behind those facts. • “Just trust us" mentality is outdated. • Confused and only partly informed publics • A report on plane crash • Employee and financial relations

  17. REACTIVE PUBLIC RELATIONS STRATEGIES • Reactive mode when accusations or other criticisms have been made. • Outside forces • Gaining public understanding, restoring reputation, and rebuilding trust and support. • The field of crisis communication management

  18. REACTIVE PUBLIC RELATIONS STRATEGIES • Pre-emptive Action Strategy • Offensive Response Strategy • Defensive Response Strategy

  19. PRE-EMPTIVE ACTION STRATEGY • Taken before the opposition launches its first charge against the organization. • Bad news is inevitable. • Being the first one to tell the story. • A report on the hospital • Holding a news conference to announce the forthcoming report • Cares charity patients too poor to have regular health care and being the only hospital in the area treating AIDS.

  20. OFFENSIVE RESPONSE STRATEGY • The premise: organization is operating from a strong position in the face of opposition. • Attack strategy, two examples. • Dow Corning, handling a lawsuit over its silicone-gel breast implants • No reputable scientific evidence showed that implants caused disease or illness • Attacking the investigators • Puts the corporation into bankruptcy

  21. OFFENSIVE RESPONSE STRATEGY • Attack strategy: • Itsy Bitsy Entertainment Company • Criticism by Jerry Falwell that its Tinky Winky Teletubby is a gay character • Company spokesman Steve Rice: • “Falwell was attacking something sweet and innocent to further his conservative political agenda. To out a Teletubby in a preschool show is kind of sad on his part. I really find it absurd and kind of offensive.”

  22. OFFENSIVE RESPONSE STRATEGY • Shock: • Deliberate agitation of the mind or emotions, particularly through the use of surprise, disgust, or some other strong and unexpected stimulus • PETA, "Unhappy Meal" boxes at McDonald's outlets in 23 countries

  23. DEFENSIVE RESPONSE STRATEGY • Denial: • The organization refuses to accept blame, claiming that the problem doesn't exist, or if it does, that it's not related to the organization • Innocence ("We didn't do it“)

  24. Excuse: Lack of control, forced to act in that way. Accident, factors beyond anyone's control led to a problem. Victimization, the organization as the target of criminals. Organization claims to inherit a problem. Justification: Admits the doing of the act but for good reason. Context: the organization asks its publics to "look at it from our side. Mitigation: lessened blame because of a factor as illness or coercion DEFENSIVE RESPONSE STRATEGY

  25. Condolence: expressing grief over someone's loss without admitting guilt, formal. For ex: airplane crash. Apology: publicly accepting full responsibility and asking forgiveness. Avoid pseudo-apologies. Often opposed by lawyers. Immediate apologies may be beneficial. VOCAL COMMISERATION STRATEGIES

  26. Inaction Shortening the life span of a crisis situation is possible. Higher intentions as compassion for victims, respect for privacy or because it is working on the problem. Accepted only by publics that already trust the integrity of the organization. Difficult to maintain if a strong opponent is able to insist. Risks allowing negative statements to stand unchallenged. Not the same as "no comment” May make a public statement giving the reason not to address the issue. STRATEGIC INACTION

More Related