MEDIA RELATIONS370January 18, 2011

MEMO THOUGHTS

• Tone

• Space out paragraphs

• Watch how you quote websites

WHAT IS NEXT• Statement of work is due Monday by 3:10

• This is a letter to the client about the work you will do this quarter.

• This would include a news release.• It could include other components. Outline what those are.

• Outline what you will need from the client.

• Make mention of when this will be due.

• Address how they can use this material (as they see fit.)

HOW WILL I GRADE YOUR LETTER?• Formatting

• Concise, but thorough

• Did you address the items in the slide above?

• Does the tone work?

BIG PICTURE STUFF

ADVERTISING VS.PUBLIC RELATIONS

• Advertising is “Big Bang”

• Public Relations is slow and steady

ADVERTISING VS. PUBLIC RELATIONS• Advertising defends brands.

• Public relations builds brands.

• Wal-Mart barely advertised before becoming Wal-Mart.• Starbucks spend $10 million on advertising in its first ten

years.• Harry Potter author is richer than the Queen of England.• Bronx Zoo cobra has higher Klout score than Ohio’s

Governor.

TERMS I HOPE YOU KNOW. IF NOT, YOU KNOW THEM NOW.

• Project: Single and short lived activity to meet an objective. A press release for instance.

• Program: Ongoing activity with several objectives that are associated with a goal. Think a community relations program.

• Campaigns: Set of activities, each with a specific and finite purpose over a set list of time with a set list of objectives.

RESEARCH BASICS

WHY ARE WE DOING RESEARCH?

• We want to ID ways to make our agency/department more valuable to the company.

• This strengthens the client or company.

• We want to prevent situations from becoming a problem.

• We want to prevent a problem from becoming a crisis.

FORMATIVE RESEARCH FOUNDATION

• Casual Research: This is stuff you should already know. Picking client and colleague brains or talking with people who have expertise in the area.

• Secondary Research: Looking for existing info. Previous reports, the web or the library.

• Primary Research: Info you mold or create. Surveys, focus groups or content analysis.

HOW DO YOU TALK TO A CLIENT ABOUT RESEARCH?

1. An initial meeting to develop an understanding of the research needs (What are we doing) , resources (cash) and how it will be used.

2. A second meeting to agree on scope and timeline.

3. A meeting to refine the questions once you’ve developed them.

4. A meeting to agree on the study approach.

ANALYZING THE SITUATION

ANALYZING THE SITUATION• The situation is a set of circumstances facing an

organization.

• A situation is an opportunity to be embraced because it offers an advantage to the organization or its publics.

• A situation is a obstacle if it limits the organization in realizing its mission.

IS IT AN OPPORTUNITY OR AN OBSTACLE?

ANALYZING THE SITUATION: ISSUE MANAGEMENT

Issue Management explains how an organization anticipates potential trends and reacts to them.

•Which stakeholders are impacted?

•Who has an interest?

•Who exerts influence?

•Who should care?

•Who gets the ball rolling to make us act on the plan?

ANALYZING THE SITUATION: ISSUE MANAGEMENT

Bench-marking explains how other people have handled similar situations.

•This helps you monitor competitors.

•This gives you fresh perspective.

•This prevents internal politics from taking over the situation.

ANALYZING THE ORGANIZATION

ANALYZING THE ORGANIZATION

There are three factors to think about.

•Internal Environment

•External Environment

•Public Environment

INTERNAL ENVIRONMENT• Performance

• Are they good at what they do?• Are people satisfied with the work?

• Niche

• What makes them different from anyone else?• Ethical Base

• Do they have a code of ethics?• Does the industry have a code of ethics?

INTERNAL ENVIRONMENT

• Structure.

• Mission.• Role of PR in that mission.• Organizational resources (Staff, budget,

time and equipment)

• Internal Impediments

PUBLIC PERCEPTION

• Visibility

• Reputation

MEDIA PERCEPTION

• Visibility

• Reputation

• Do they “like” you?

• Have you burned them in the past?

• Hast the media burned you in the past?

FOUR EXTERNAL ENVIRONMENTS

• Supporters

• Competitors

• External Impediments.

FOUR EXTERNAL ENVIRONMENTS: OPPONENTS

• Advocates support something else, and you stand in the way of that.

• Activists are advocates who want change, not dialogue.

• Dissidents oppose you based on the actions you’ve taken

• Antis are dissidents on a global scale…people who oppose everything.

• Missionaries are acting on moral principle

• Zealots are single-issue activists

• Fanatics are zealots without the social stabilizers.

ANALYZING THE PUBLIC

ANALYZING THE PUBLIC

• Public: You can’t pick them. They’re just the there.

• Market: You can pick them. They can pick you.

• Audience: A member of the public who bothers to pay attention to your message.

• Stakeholder: Someone who ought to be in the audience.

FIVE CHARACTERISTICS OF A PUBLIC

• Distinguishability: Can you ID them?

• Homogeneity: Do they have common traits or features?

• Importance: Are they?

• Size: Are they large or important enough to merit your time and attention?

• Accessibility: How can you interact with them?

THERE ARE FOUR KINDS OF PUBLICS

• Customers

• Producers

• Limiters

• Enablers

CUSTOMERS THE FOUR KINDS

• Current

• Secondary: The customers of your customers

• Potential

• Shadow Constituencies: People who may not have a direct link with the organization’s product or services, but they can effect the perception of your organization.

PRODUCERSTHE THREE KINDS

• Financiers: Who pays the bills?

• Personnel: Who keeps the place moving?

• Suppliers: Who gives you the stuff to do your job?

LIMITERSTHE THREE KINDS

• Opponents

• Hostile Forces

• Opinion Leaders

ENABLERS THERE ARE FOUR KINDS

• Media

• Opinion Leaders

• Allies

• Regulators