print pr
TRANSCRIPT
8/4/2019 print pr
http://slidepdf.com/reader/full/print-pr 1/8
Eight Elements of a Program Plan
1.
Situation : A clear understanding is needed of the situation that led to theconclusion that a public relations program was needed:
a. Is there a problem or negative situation that needs to be overcome? Ex:
Market share/sales
b. One-time project? Ex: New opening
c. Needed to reinforce an ongoing effort to preserve an organization’s
reputation and public support?
2. Objectives : What is the desired outcome?
Does it really address the situation?
Is it realistic and achievable?
Can success be measured in meaningful terms?
Types of Objectives:
Informational: Increase public awareness; deliver key messages
Motivational: More bottom-line oriented – increase/expand sales,
attendance, donations, media placements
3. Audience : PR programs should be directed toward specific and definedaudiences or publics
Use market research to identify key publics by such demographics as age,
income, where people live, social strata, education, consumption of specific
products
4. Strategy : How, in concept, is an objective going to be achieved?
Key themes and message should be stated that will be reiterated throughout
the campaign on all publicity materials
Plan should contain a listing of key messages that the campaign wants to get
across to the target audiences and the media
8/4/2019 print pr
http://slidepdf.com/reader/full/print-pr 2/8
5. Tactics : These are the ―nuts and bolts‖ of the plan that describe, in sequence,
the specific activities that put the strategies into operation and help achieve the
stated objectives
Tactics involve using the tools of communication to reach primary and
secondary audiences with key messages
6. Calendar/Timetable : Deciding when a campaign should be conducted
Determining the proper sequence of activities
Compiling a list of steps that must be completed to produce a finished
product
7. Budget : No program plan is complete without a budget
An obvious question amid all of the objective, strategy and tactic-setting is:
―How much will all of this cost?‖
Organizations establish an amount they can afford and then ask the PR staff
or outside agency to write a program plan that refects that amount
8. Evaluation : Previously stated objectives must be measurable in some way to
show clients and employers that the program accomplished its purpose
Types of evaluation can be: compilation of news clips, broadcast air time,
brochure distribution, readership and/or viewership figures, sales, market
share
8/4/2019 print pr
http://slidepdf.com/reader/full/print-pr 3/8
“Politically Correct” Communication
Certain words stereotype, intimidate, and insult individuals.
In an increasingly diverse workforce, we must be sensitive to how words
might offend others.
◦ Removed: handicapped , blind , and elderly
◦ Replaced with: physically challenged , visually impaired , and senior .
Removing certain words from the vocabulary makes it harder to
communicate accurately.
◦ Removed: death, garbage, quotas, and women.
◦ Replaced with terms: negative patient outcome, postconsumer waste
materials, educational equity, and people of gender .
Cross-Cultural Communication
Cultural Barriers
◦ Word connotations
◦ Tone differences
◦ Differences among perceptions
Cultural Guide
◦ Assume differences until similarity is proven.
◦ Emphasize description rather than interpretation or evaluation.
◦ Practice empathy.
◦ Treat your interpretations as a working hypothesis.
8/4/2019 print pr
http://slidepdf.com/reader/full/print-pr 4/8
Measurements used in evaluating PR activities.
Communication audits –
assessment of an organizations entire communication program.(newsletters,
annual reports, advertising, informal interviews with top mgmt., informal
interviews with consumers.)
Pilot tests & split messages –
It limits costs, helps revamp or fine tune the message for maximum exposure etc.
Split message – 2 or 3 different appeals are prepared & sent to different audiences
Meeting & event attendance –
PR people often get an informal sense of an audience’s attitudes by its behaviour
(standing ovation, spontaneous applause, facial expressions)
Newsletter readership
1. Content analysis
2. Readership interest surveys
3. Article recall
4. Advisory boards for periodic feedback.
8/4/2019 print pr
http://slidepdf.com/reader/full/print-pr 5/8
Life cycle of public opinion
Definition of the issue
Involvement of opinion leaders
Public awareness
Govt./regulatory involvement
Resolution
Eg: deforestation, narmada bachao, anti ragging act (Indu Anttao Case)
Persuasive Message Techniques
Throughout history these devices have been used:
Drama – helps create interest and engage an audience
Statistics – stats impress people. Use of numbers can convey objectivity,
size, and importance in a credible way that can influence public opinion
Surveys and Polls – like stats, can impress but people should read the fineprint
Examples- opinions can be bolstered and be more persuasive if supported by
examples
Testimonials – using celebrity endorsers or victims/survivors can humanize
message
Endorsements – credibility through ―third party endorsements‖ (can be, for
example, doctors, celebrities, national organizations, or media througheditorials)
Emotional Appeals – fundraising letters or commercials from nonprofit
groups use this persuasive device a lot
8/4/2019 print pr
http://slidepdf.com/reader/full/print-pr 6/8
Tactics to Avoid
Don’t lecture or talk down to your audience
Don’t make threats or ―bully‖ your reader
Don’t employ guilt trips
Be careful if using the second person, ―you‖
Don’t speak or write to your audience as if they don’t know anything,
especially if you’re writing for an audience that does have knowledge about
the topic already. It’s insulting. People are more willing to listen if you
address them as equals.
Has anyone ever sent you on a guilt trip about something? How did it feel?
It’s not a very effective tool for getting people on board either.
Last, people sometimes use the second person ―you‖ when they are trying to
get the audience to relate to a topic; however, this can sometimes be
perceived as accusation.
For example, let’s say you’re writing about the environment. You write,
―With every soda can you throw away, you make a landfill bigger.‖ Your
audience will probably resist this because they may feel as if you’re
accusing them of being the problem.
Try rewriting it in a more neutral way: ―Aluminum cans can easily be
recycled rather than taking up room in landfills.‖
Don’t put your audience on the defensive. If they’re mad, they won’t listen
to what you’re saying.
8/4/2019 print pr
http://slidepdf.com/reader/full/print-pr 7/8
Steps for Effective Persuasion
Understand your audience
Support your opinion
Know the various sides of your issue
Respectfully address other points of view
Find common ground with your audience
Establish your credibility
The Role of Opinion
Leaders as Catalysts
Opinion leaders — Five Traits:
Highly interested in a subject or issue
Better informed on an issue than average person
Avid consumers of mass media
Early adopters of new ideas
Good organizers who can get other people to take action
Two types of opinion leaders:
Formal
informal
8/4/2019 print pr
http://slidepdf.com/reader/full/print-pr 8/8
Formal Opinion Leaders
Formal opinion leaders are usually elected officials, presidents/CEOs of companies, or heads of membership groups.
News reporters often ask such people for statements when a specific issue
relates to their positions of responsibility, concern and/or expertise.
People in formal leadership positions are also called ―power leaders.‖
Informal Opinion Leaders
Informal opinion leaders are those who have clout with peers because of some special characteristic.
They may be role models who are admired and emulated or opinion leaders
who can exert pressure on others to go along with something.
Informal opinion leaders exert considerable influence on their peer groups
by being highly informed, articulate, and credible on particular issues.
Think about your own friends and peers who may influence your views on,
say, music, fashion, entertainment choices.
Characteristics of Opinion Leaders
A survey of 20,000 Americans by the Roper Organization found that only 10
to 12 percent of the general public are opinion leaders.
These ―influentials‖— those whom other people seek out for advice — fit the
opinion leader profile.