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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

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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

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“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.

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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.

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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

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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.

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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

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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.

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