ADV 425 Public Relations Strategy Session 5 Andrew Corner, M.A., APR Professor of Practice 330 Communication Arts and Sciences E: cornera@msu.edu P: 517-896-8995 (cell) Best of Cannes Lions ADV 425 Phase 1: Formative Research Smith’s Planning Process Four Phases, Nine Steps ◼ Phase 1: Formative Research ◼ Phase 2: Strategy ◼ Phase 3: Tactics ◼ Phase 4: Evaluative Research ◼ Smith’s Planning Process ◼ Phase 1: Formative Research ◼ The data upon which communication programs are built ◼ Two kinds Smith’s Planning Process ◼ Strategic Research ◼ Systematic gathering of information about issues and publics that affect an organization ◼ Particularly as the organization engages in two-way models of PR Smith’s Planning Process ◼ Tactical Research ◼ Information obtained to guide production and dissemination of messages Smith’s Planning Process ◼ Phase 1 ◼ Involves a comprehensive situation analysis ◼ Draws info from 3 areas: ◼ Situation ◼ Organization/client ◼ Intended Publics Smith’s Planning Process ◼ Phase 1 ◼ Gather background on the issue ◼ Assess organizational performance and reputation ◼ Catalogue resources ◼ Identify and analyze key publics Smith’s Planning Process ◼ Gather information in 3 ways ◼ Casual research ◼ Secondary Research ◼ Primary Research Smith’s Planning Process ◼ Casual research ◼ What is already known ◼ Interview people “in the know” ◼ Brainstorm Smith’s Planning Process ◼ Secondary Research ◼ Review existing information ◼ Internet ◼ Google ◼ Libraries Smith’s Planning Process ◼ Primary Research ◼ Generate original information ◼ Methods in Appendix A Smith’s Planning Process ◼ Phase 1: Formative Research ◼ 3 steps: 1. 2. 3. Analyze the Situation Analyze the Organization Analyze the Publics Smith’s Planning Process ◼ Step 1 - Analyze the Situation ◼ “Situation” is a set of circumstances facing an organization ◼ Situations are stated as nouns ◼ (The verb gets added in a goal) Smith’s Planning Process ◼ Situations can be positive or negative ◼ Smith calls them Opportunity ◼ Obstacle ◼ Smith’s Planning Process An opportunity may be viewed as an obstacle by a client (or vice versa) ◼ A perceived obstacle might actually be an opportunity ◼ A perceived opportunity could become an obstacle ◼ How? Any ideas? ◼ Smith’s Planning Process Bottom Line: ◼ You must come to consensus with the client, decision-makers and the communications team as to which one it is. ◼ STEP 1: ANALYZING THE SITUATION Basic Planning Questions 1. What is the situation facing the organization? 2. What is the background of the situation? 3. What is the significance or importance of the situation? © Routledge Smith’s Planning Process ◼ Phase 1 Step 2 - Analyze the Organization ◼ Figure out what kind of organization it is ◼ Business vs nonprofit ◼ Commercial vs noncommercial ◼ (ask for examples) Smith’s Planning Process ◼ Business or Commercial ◼ For-profit ◼ Public, private ◼ Small/local ◼ Regional ◼ Multi-national Smith’s Planning Process ◼ Business or Commercial ◼ Green ◼ Woman-owned ◼ Minority-owned ◼ Start-up ◼ Home-based ◼ Online Smith’s Planning Process ◼ Business or Commercial ◼ Green ◼ Woman-owned ◼ Minority-owned ◼ Start-up ◼ Home-based ◼ Online Smith’s Planning Process ◼ Nonprofit or Noncommercial ◼ “Social benefit organizations” ◼ Nonprofits ◼ Government ◼ Membership ◼ NGOs Smith’s Planning Process ◼ Nonprofits ◼ Schools ◼ Hospitals ◼ Museums Smith’s Planning Process ◼ Government ◼ Agencies ◼ Military units Smith’s Planning Process ◼ Membership ◼ Unions ◼ Consumer interest groups ◼ Trade groups ◼ Associations Smith’s Planning Process ◼ NGOs ◼ Focus on advocacy and social change ◼ May be local, regional, national or international ◼ Examples? Smith’s Planning Process ◼ You need to know what kind of organization you are dealing with ◼ Look to mission/vision/values statements ◼ Look at tax information Smith’s Planning Process ◼ Public Relations Audit ◼ Analyze strengths and weaknesses from a PR or communications perspective Smith’s Planning Process ◼ When? ◼ Before important campaigns ◼ Before introducing a new product or service ◼ After management changes ◼ Every 5-7 years ◼ After a crisis Smith’s Planning Process ◼ SWOT ◼ Traditional way to do an audit ◼ Evaluate internally and externally ◼ Must be an honest assessment ◼ Even if the boss doesn’t want to hear it. Smith’s Planning Process ◼ SWOT ◼ Begin internally ◼ Look at performance and structure Smith’s Planning Process ◼ SWOT ◼ Performance: quality of goods and services or viability of causes or ideals ◼ Current quality AND past quality ◼ Evaluate organizational leadership’s level of satisfaction with quality Smith’s Planning Process ◼ SWOT ◼ Structure: the purpose or mission as it relates to the situation at hand ◼ PR’s role in organizational administration ◼ Also resources: people, equipment, time, budgets ($) FIX HERE Smith’s Planning Process ◼ Find the niche ◼ What is the organization’s specialty? ◼ What makes it unique or different? Smith’s Planning Process ◼ Look for an ethical base ◼ Is there an ethical ideal? ◼ Is it directly stated? ◼ Does it apply to the entire organization or is it tied to individuals? Smith’s Planning Process ◼ Look for internal impediments ◼ Obstacles that could limit the effectiveness of the PR program ◼ Examples ◼ Lack of organizational support ◼ Incompetence ◼ Political infighting Smith’s Planning Process ◼ Look for internal impediments ◼ Obstacles that could limit the effectiveness of the PR program ◼ Examples ◼ Egos ◼ Shortsighted executives ◼ Company favorites Smith’s Planning Process ◼ Look for internal impediments ◼ Obstacles that could limit the effectiveness of the PR program ◼ These are not insurmountable ◼ But they must be managed Smith’s Planning Process ◼ SWOT ◼ Then look externally ◼ What is public perception? ◼ What do people on the outside think? ◼ Based on visibility and reputation Smith’s Planning Process ◼ Visibility ◼ Extent to which an organization is known ◼ Do people know about it? ◼ What do they know about it? ◼ Is what they know accurate? Smith’s Planning Process ◼ ◼ ◼ ◼ ◼ ◼ Reputation How people evaluate the information they have The general, overall and long-term impression Based on word AND deed “social capital” The most important PR asset ◼ ◼ Can change and may be inconsistent across publics Generally lags behind the attempt to influence it Smith’s Planning Process ◼ In general: ◼ The stronger an organization’s visibility and more positive its reputation, the greater the ability to build on it. ◼ What does this mean? Smith’s Planning Process ◼ Low Visibility ◼ Do more to create awareness ◼ Poor reputation ◼ Work to rehabilitate public perception by Offering quality performance then ◼ Telling people about it ◼ Smith’s Planning Process ◼ In general: ◼ An entity with a good reputation gets the benefit of the doubt in times of crisis. ◼ Current Example Smith’s Planning Process ◼ Michigan State University ◼ Classic Examples ◼ BP – Deepwater Horizon ◼ Tiger Woods – lots of girlfriends ◼ Johnson & Johnson - Tylenol Smith’s Planning Process ◼ Look at the external environment ◼ Supporters ◼ Competitors ◼ Opponents ◼ Others Smith’s Planning Process ◼ Supporters ◼ Actual or potential ◼ Look for groups that share similar interests and values Smith’s Planning Process ◼ Competitors ◼ People or groups doing the same thing as your client ◼ High competition ◼ PR tries to highlight differences from competitors ◼ Low competition ◼ Less advocacy and more relationshipbuilding Smith’s Planning Process ◼ Proximity moderates competitiveness ◼ Competitors = people or enterprises in the same space as your client ◼ Farther away = less threat ◼ Farther away may actually be an ally, supporter or colleague Smith’s Planning Process Opponents ◼ Rivals ◼ Actively against the client ◼ Maybe because of a specific action or statement ◼ Maybe just because ◼ Opponents actively try to fight the client – either reputation or for real ◼ MSU vs. U-M ◼ Smith’s Planning Process Opponents come in different flavors ◼ Advocate ◼ Dissident ◼ Anti ◼ Activist ◼ Missionary ◼ Zealot ◼ Fanatic ◼ STEP 2: ANALYZING THE ORGANIZATION Basic Planning Questions (Internal Environment) 1. What is the quality of the organization’s performance? 2. What communication resources, including budget, are available? 3. How supportive is the organization of public relations activity? © Routledge STEP 2: ANALYZING THE ORGANIZATION Basic Planning Questions (Public Perception) 1. How well known is your organization? 2. What is the reputation of your organization? 3. How do you want to affect this reputation? © Routledge STEP 2: ANALYZING THE ORGANIZATION Basic Planning Questions (External Environment) 1. What is the major competition for your organization? 2. What significant opposition exists? 3. Is anything happening in the environment that can limit the effectiveness of the public relations program? © Routledge Smith’s Planning Process ◼ Step 3: Analyze the Publics ◼ Address the right groups to avoid waste and missed opportunities ◼ Examine each public to develop effective strategy Smith’s Planning Process ◼ What’s a public? ◼ A group of people that: ◼ Shares a common interest in relation to an organization ◼ Recognizes the significance of that interest ◼ Sets out to do something about it Smith’s Planning Process ◼ What’s a public? ◼ Publics are homogeneous ◼ Similar in interest and characteristics Smith’s Planning Process ◼ What’s a public? ◼ Publics are usually aware of the situation and the relationship with the organization Smith’s Planning Process ◼ What’s a public? ◼ Publics think the issue is relevant ◼ Publics are actually or potentially organized to act Smith’s Planning Process ◼ Publics, Markets, Audiences, Stakeholders Smith’s Planning Process ◼ Publics ◼ Cannot be chosen ◼ They just are ◼ Like your family – you can’t choose your mother, father or siblings, etc. Smith’s Planning Process ◼ Publics ◼ For or against, you have to deal with them ◼ They exist because of their interaction with the organization or because there is a common issue Smith’s Planning Process Markets ◼ More like friends ◼ An organization is attracted to markets for various reasons ◼ An organization selects (or maybe defines) these groups ◼ An organization makes a conscious decision to associate with them ◼ Smith’s Planning Process Audiences ◼ People who pay attention to a particular medium of communication and receive messages through it ◼ TV watchers ◼ Twitter followers ◼ Smith’s Planning Process Stakeholders ◼ Groups with a vested interest in an organization ◼ Usually some kind of ownership ◼ Stockholders ◼ Members ◼ Employees ◼ Smith’s Planning Process Publics are ◼ Distinguishable ◼ Homogeneous ◼ Important ◼ Large enough ◼ Accessible ◼ Smith’s Planning Process ◼ Categories of Publics ◼ Customers ◼ Actual ◼ Potential ◼ Secondary ◼ Shadow Constituency Smith’s Planning Process ◼ Categories of Publics ◼ Limiters ◼ Intercessory ◼ Opinion Leaders ◼ Vocal Activists ◼ Key or Strategic Smith’s Planning Process ◼ Analyzing Key Publics ◼ “get inside their minds” ◼ Use research techniques ◼ Appendix A Smith’s Planning Process ◼ Analyzing Key Publics ◼ Consider the consequences a public has on the organization ◼ Consider the consequences the organization has on the public(s) ◼ Actual consequences or ◼ Potential consequences Smith’s Planning Process ◼ Stages of Development ◼ Nonpublic ◼ Latent Public ◼ Apathetic Public ◼ Aware Public ◼ Active Public Smith’s Planning Process ◼ Analyze Characteristics of Publics ◼ PR Situation ◼ Organization ◼ Communication Behavior ◼ Demographics ◼ Personality Preferences Smith’s Planning Process ◼ Analyze Characteristics of Publics ◼ Be careful of stereotyping ◼ Examine the cultural context ◼ Consider saving face Smith’s Planning Process ◼ Rethink public ◼ If you can’t find common traits, you may be defining the public to generally or too broadly Smith’s Planning Process ◼ Final Step: Create a Benefit Statement Articulate the benefit or advantage your product or service can offer this public OR ◼ The way your product or service can help satisfy the public’s need OR ◼ The way your product or service can solve the public’s problem(s) ◼ STEP 3: ANALYZING THE PUBLICS Basic Planning Questions (Identifying Publics) 1. Who are the major publics for the organization? 2. Who are the key publics for this situation? 3. Who are the major opinion leaders for these publics? © Routledge STEP 3: ANALYZING THE PUBLICS Basic Planning Questions (Analyzing Publics) 1. What is the nature & type of each key public? 2. What are the major wants, interest, needs & expectations of each public? 3. What benefits can you offer this public? © Routledge That’s it! ◼ That’s all for now! ◼ We’ll discuss Smith’s Phase 2 (Strategy) in the next Session. ◼ “See” you then! ◼ Don’t forget to finish your assignments and … ◼ Go Green! Conclusion to Session 5 READINGS AND ASSIGNMENTS Assignments ◼ ◼ ◼ ◼ ◼ Case #1 Wounded Warrior Project Prompt available on D2L Read the article and answer the questions Submit in writing ◼ ◼ Microsoft Word format Due: 11 p.m. Thursday, May 23 ADV 425 Public Relations Strategy Session 6 Andrew Corner, M.A., APR Professor of Practice 330 Communication Arts and Sciences E: cornera@msu.edu P: 517-896-8995 (cell) Best of Cannes Lions ADV 425 Phase 2: Strategy Smith’s Planning Process Four Phases, Nine Steps ◼ Phase 1: Formative Research ◼ Phase 2: Strategy ◼ Phase 3: Tactics ◼ Phase 4: Evaluative Research ◼ Phase 2: Strategy Step 4: Establish Goals and Objectives ◼ Step 5: Formulate Action and Response Strategies ◼ Step 6: Develop the Message strategy ◼ STEP 4: ESTABLISHING GOALS AND OBJECTIVES  Positioning: Process of managing how an organization distinguishes itself with a unique meaning in the mind of its publics  Positioning Statement: A single concise sentence (where possible) that identifies how an org wants to be perceived by relevant publics © Routledge STEP 4: ESTABLISHING GOALS AND OBJECTIVES  Goal: Rooted in organization’s mission or vision  Reputation management goal  Relationship management goal  Task management goal © Routledge STEP 4: ESTABLISHING GOALS AND OBJECTIVES ◼ Objective: Statement emerging from organization’s goals © Routledge STEP 4: ESTABLISHING GOALS AND OBJECTIVES Elements of Effective Objectives ◼ ◼ ◼ ◼ ◼ ◼ Goal rooted Public focused Impact oriented Linked to research Explicit Precise ◼ ◼ ◼ ◼ ◼ Time definite Singular Challenging Attainable Acceptable © Routledge STEP 4: ESTABLISHING GOALS AND OBJECTIVES Hierarchy of Objectives Awareness (cognitive) • • • • Focus on information Attention Comprehension Acceptance (affective) • • • • Focus on feelings about information Interest Attitude Action (conative) • • • • Focus on response to information Opinion Behavior © Routledge STEP 4: ESTABLISHING GOALS AND OBJECTIVES How to Write an Objective 1. 2. 3. 4. 5. 6. 7. Objective for ____ (public) To have an effect on awareness acceptance action Specifically, to create increase maintain decrease  attention  comprehension (w/ awareness)  interest positive/negative attitude (w/ acceptance) opinion behavior (with action) About _____ (focus) Performance level: ______ Timed period: _____ © Routledge STEP 4: ESTABLISHING GOALS AND OBJECTIVES Basic Planning Questions 1. What are the goals? 2. What position do you seek? 3. What are specific objectives (awareness, acceptance & action)? © Routledge STEP 5: FORMULATING ACTION AND RESPONSE STRATEGIES Research guides the development of positioning, goals and objectives. Positioning, goals and objectives drive PR action. PR action takes two basic forms: ◼ Proactive ◼ Reactive © Routledge STEP 5: FORMULATING ACTION AND RESPONSE STRATEGIES Typology of Proactive Strategies  Action Strategies  Communication Strategies © Routledge STEP 5: FORMULATING ACTION AND RESPONSE STRATEGIES Proactive 1: Action Strategies  Organizational performance  Audience participation  Special events  Alliances & coalitions  Sponsorships  Strategic philanthropy  Activism © Routledge STEP 5: FORMULATING ACTION AND RESPONSE STRATEGIES Proactive 2: Communication  Publicity  Newsworthy information  Transparent communication © Routledge STEP 5: FORMULATING ACTION AND RESPONSE STRATEGIES Typology of Reactive Strategies  Pre-emptive action  Offensive response  Defensive response  Diversionary response  Vocal commiseration  Rectifying behavior  Deliberate inaction © Routledge STEP 5: FORMULATING ACTION AND RESPONSE STRATEGIES Reactive 1: Pre-Emptive Action  Prebuttal © Routledge STEP 5: FORMULATING ACTION AND RESPONSE STRATEGIES Reactive 2: Offensive Action  Attack  Embarrassment  Shock  Threat © Routledge STEP 5: FORMULATING ACTION AND RESPONSE STRATEGIES Reactive 3: Defensive Action  Denial  Excuse  Justification  Reversal © Routledge STEP 5: FORMULATING ACTION AND RESPONSE STRATEGIES Reactive 4: Diversionary Action  Concession  Ingratiation  Disassociation  Relabeling © Routledge STEP 5: FORMULATING ACTION AND RESPONSE STRATEGIES Reactive 5: Vocal Commiseration  Concern  Condolence  Regret  Apology © Routledge STEP 5: FORMULATING ACTION AND RESPONSE STRATEGIES Reactive 6: Rectifying Behavior  Investigation  Corrective action  Restitution  Repentance © Routledge STEP 5: FORMULATING ACTION AND RESPONSE STRATEGIES Reactive 7: Deliberate Inaction  Strategic silence  Strategic ambiguity  Strategic inaction © Routledge STEP 5: FORMULATING ACTION AND RESPONSE STRATEGIES Making Ethical Judgments  Duty to ourselves  Duty to client  Duty to company or boss  Duty to professional colleagues  Duty to society © Routledge STEP 5: FORMULATING ACTION AND RESPONSE STRATEGIES Basic Planning Questions 1. What proactive strategies might you develop? 2. What reactive strategies might you develop? 3. How consistent are these strategies with past practices of your organization? © Routledge STEP 6: DEVELOPING THE MESSAGE STRATEGY Approaches to Communication Information Persuasion Dialogue (Flow of communication) (Attempts to influence) (Quest for understanding) © Routledge STEP 6: DEVELOPING THE MESSAGE STRATEGY Rhetorical Tradition Aristotle Ethos (Message source) Logos (Appeal to reason) Pathos (Appeal to emotion) © Routledge STEP 6: DEVELOPING THE MESSAGE STRATEGY Three C’s of Effective Spokespeople ◼ Credibility ◼ Control ◼ Charisma © Routledge STEP 6: DEVELOPING THE MESSAGE STRATEGY Credibility (Power to Inspire Trust) ◼ Expertise ◼ Status ◼ Competence ◼ Honesty © Routledge STEP 6: DEVELOPING THE MESSAGE STRATEGY Charisma (Power of Personal Charm) ◼ Familiarity ◼ Likability ◼ Similarity ◼ Attractiveness © Routledge STEP 6: DEVELOPING THE MESSAGE STRATEGY Control (Power of Command) ◼ Power ◼ Authority ◼ Scrutiny © Routledge STEP 6: DEVELOPING THE MESSAGE STRATEGY Organizational Spokespeople ◼ Celebrity ◼ Company Spokesperson Spokespeople and Ethos © Routledge STEP 6: DEVELOPING THE MESSAGE STRATEGY Basic Planning Question Source) (Message 1. Identify several spokespersons who could present your message. 2. What is their level of credibility? 3. What is their level of charisma? 4. What is their level of control? © Routledge STEP 6: DEVELOPING THE MESSAGE STRATEGY Logos: Appealing to Reason Types of Propositions  Factual  Conjecture  Value  Policy © Routledge STEP 6: DEVELOPING THE MESSAGE STRATEGY Verbal Evidence ◼ Analogy ◼ Comparison ◼ Example ◼ Statistic ◼ Testimony / endorsement © Routledge STEP 6: DEVELOPING THE MESSAGE STRATEGY Pathos: Appealing to Sentiment Positive Appeals Negative Appeals • Love • Fear • Virtue • Guilt • Humor • Sex © Routledge STEP 6: DEVELOPING THE MESSAGE STRATEGY Basic Planning Question Appeals) (Message 1. What is your key message? 2. How does this message use a rational appeal? 3. How does this message use an emotional appeal? © Routledge STEP 6: DEVELOPING THE MESSAGE STRATEGY Verbal Communication  Message Structure  Message Content © Routledge STEP 6: DEVELOPING THE MESSAGE STRATEGY Message Structure  One-sided argument  Two-sided argument  Order of presentation  Drawing conclusions  Reiteration © Routledge STEP 6: DEVELOPING THE MESSAGE STRATEGY Message Content  Clarity  Saliency  Power words  Program / product names  Strong quotes  Ethical language © Routledge STEP 6: DEVELOPING THE MESSAGE STRATEGY Nonverbal Communication • Kinesics (body language) • Occulesics (eye behavior) • Proxemics (social space) • Haptics (touching) • Vocalics (vocal cues) • Chronemics (time) © Routledge STEP 6: DEVELOPING THE MESSAGE STRATEGY Visual Communication • Symbols • Clothing • Logos • • Music Mascots & promotional characters • Colors • Setting • • Language Physical artifacts © Routledge STEP 6: DEVELOPING THE MESSAGE STRATEGY Basic Planning Questions Nonverbal Communication) (Verbal & 1. How does your message use verbal communication? 2. How does your message use nonverbal communication? 3. How can either be made stronger? © Routledge STEP 6: DEVELOPING THE MESSAGE STRATEGY Branding the Strategic Message  Branding  Creativity © Routledge That’s it! ◼ That’s all for now! ◼ We’ll discuss Smith’s Phase 3 (Tactics) in the next Session. ◼ “See” you then! ◼ Don’t forget to finish your assignments and … ◼ Go Green! Conclusion to Session 6 READINGS AND ASSIGNMENTS Assignments ◼ ◼ ◼ ◼ ◼ Case #2 American Osteopathic Association Prompt available on D2L Read the article and answer the questions Submit in writing ◼ ◼ Microsoft Word format Due: 11 p.m. Monday, May 27 ADV 425 Public Relations Strategy Session 7 Andrew Corner, M.A., APR Professor of Practice 330 Communication Arts and Sciences E: cornera@msu.edu P: 517-896-8995 (cell) Best of Cannes Lions ADV 425 Phase 3: Tactics Smith’s Planning Process Four Phases, Nine Steps ◼ Phase 1: Formative Research ◼ Phase 2: Strategy ◼ Phase 3: Tactics ◼ Phase 4: Evaluative Research ◼ Phase 3: Tactics Step 7: Selecting Communication Tactics ◼ Step 8: Implementing the Strategic Plan ◼ Selecting Tactics Traditional Categories of Media ◼ Controlled vs. uncontrolled ◼ Internal vs. external ◼ Mass vs. targeted ◼ Popular vs. trade ◼ One-way vs. interactive ◼ Public vs. nonpublic ◼ Print vs. electronic vs. digital © Routledge © Routledge Selecting Tactics Menu of Strategic Communication Tactics Interpersonal communication ◼ Organizational media ◼ News media ◼ Advertising & promotional media ◼ © Routledge © Routledge Selecting Tactics Interpersonal Channels of Communication ◼ Personal involvement Organizational-site involvement, audience-site involvement ◼ Information exchange Educational gathering, product exhibition, meeting, rally, speech ◼ Special event Civic, sporting, contest, holiday, progress-oriented, historic, social, artistic, fundraising, publicity © Routledge © Routledge Selecting Tactics Basic Planning Question (Interpersonal Communication) 1. 2. 3. What interpersonal communication tactics will you use? How will these tactics help the organization achieve its objectives? What resources will these tactics require? © Routledge © Routledge Selecting Tactics Organizational Media & Tactics ◼ Publications Serial, stand-alone, reprint, progress report, user kit, research report, miscellaneous print ◼ Direct mail ◼ Electronic media ◼ Digital media ◼ Social media Letter, memo, postcard, invitation, catalog Audio, video, electronic publishing E-mail, online publication, mobile device, website Wiki, blog, social networking © Routledge © Selecting Tactics Basic Planning Question (Organizational Media) 1. 2. 3. What organizational media tactics will you use? How will these tactics help the organization achieve its objectives? What resources will these tactics require? © Routledge © Routledge Selecting Tactics News Media & Tactics ◼ Newspaper General-interest, trade, special-interest, special-audience, organizational ◼ Magazine Popular (same categories as newspaper) ◼ Radio Terrestrial, online, satellite ◼ Television Terrestrial, digital, cable, satellite © Routledge © Routledge Selecting Tactics News Media (continued) ◼ Direct Information Subsidy News fact sheet, event listing, interview notes, news release, feature release, audio news release, video Broll, video news release, e-mail release, social media release, media kit, online newsroom ◼ Indirect Information Subsidy ◼ Opinion Subsidy ◼ Interactive Media Engagement Media advisory, story idea memo, query letter Position statement, letter to editor, guest editorial News interview, news conference, studio interview, satellite media tour, editorial conference © Routledge © Routledge Selecting Tactics Basic Planning Question 1. 2. 3. (News Media) What news media tactics will you use? How will these tactics help the organization achieve its objectives? What resources will these tactics require? © Routledge © Routledge Selecting Tactics Advertising & Promotional Media & Tactics ◼ Print Advertising Magazine, newspaper, directory, house ad ◼ Electronic Media Advertising ◼ Out-of-Home Advertising ◼ Promotional Items TV, cable TV, radio, digital media, long-form TV/radio Outdoor poster, arena poster, signage, out-of-home video, transit, aerial, inflatable Branded clothing, costumes, office/home accessories, direct-mail items © Routledge © Routledge Selecting Tactics Basic Planning Question (Advertising/Promotional Media) 1. 2. 3. What advertising & promotional media tactics will you use? How will these tactics help the organization achieve its objectives? What resources will these tactics require? © Routledge © Routledge Selecting Tactics Packaging Communication Tactics ◼ Packaging by tactical category ◼ By public ◼ By goal ◼ By objective ◼ By department © Routledge © Routledge Implementing the Communication Plan Basic Planning Question (Packaging Tactics) 1. 2. 3. What specific initiatives or sections make up this plan? What tactics are associated with this plan? What public and objective does each tactic serve? © Rout © Routledge Implementing the Communication Plan Copyright © 2016 Pearson Education, Inc. All rights reserved. Implementing the Communication Plan Copyright © 2016 Pearson Education, Inc. All rights reserved. Implementing the Communication Plan Copyright © 2016 Pearson Education, Inc. All rights reserved. Implementing the Communication Plan Copyright © 2016 Pearson Education, Inc. All rights reserved. Implementing the Communication Plan Copyright © 2016 Pearson Education, Inc. All rights reserved. Implementing the Communication Plan Copyright © 2016 Pearson Education, Inc. All rights reserved. Phase 3: Tactics Step 7: Selecting Communication Tactics ◼ Step 8: Implementing the Strategic Plan ◼ Implementing the Communication Plan Campaign Plan Book ◼ ◼ ◼ ◼ ◼ ◼ ◼ ◼ ◼ ◼ ◼ Title page Executive summary (optional) Table of contents Statement of principles/philosophy (optional) Situation analysis (Phase 1) Strategic approach (Phase 2) Tactical recommendations (Phase 3) Schedule Budget Evaluation plan (Phase 4) Consultant background (optional) © Routledge © Routledge Implementing the Communication Plan Campaign Schedule ◼ Frequency of tactics ◼ Message reach © Routledge © Routledge Implementing the Communication Plan Campaign Timeline ◼ Gantt chart ◼ PERT chart © Routledge © Routledge Implementing the Communication Plan Campaign Budget ◼ Personnel ◼ Material ◼ Media cost ◼ Equipment & facilities ◼ Administrative costs © Routledge © Routledge Implementing the Communication Plan Approaches to Budgeting ◼ Competitive parity ◼ Same-as-before ◼ Percentage-of-sales ◼ Unit-of-sales ◼ All-you-can-afford ◼ Cost-benefit analysis ◼ What-if-not-funded ◼ Stage-of-lifecycle ◼ Zero-based ◼ Objective-based © Routledge © Routledge Implementing the Communication Plan Managing the Budget ◼ Full-cost ◼ Break-even ◼ Per-capita © Routledge © Routledge Implementing the Communication Plan Basic Planning Question 1. 2. 3. What is the schedule for this project? What is the budget for this project? Who is responsible for this project? © Routledge © Routledge That’s it! That’s all for now! ◼ We’ll discuss Smith’s Phase 4 (Evaluative Research) in the next Session. ◼ “See” you then! ◼ Don’t forget to finish your assignments and … ◼ Go Green! ◼ Conclusion to Session 7 READINGS AND ASSIGNMENTS Assignments ◼ ◼ ◼ ◼ ◼ Case #3 NBCSN/Barclays Premier League Prompt available on D2L Read the article and answer the questions Submit in writing ◼ ◼ Microsoft Word format Due: 11 p.m. Monday, June 3 ADV 425 Public Relations Strategy Session 8 Andrew Corner, M.A., APR Professor of Practice 330 Communication Arts and Sciences E: cornera@msu.edu P: 517-896-8995 (cell) Best of Cannes Lions Smith’s Planning Process Four Phases, Nine Steps ◼ Phase 1: Formative Research ◼ Phase 2: Strategy ◼ Phase 3: Tactics ◼ Phase 4: Evaluative Research ◼ Phase 4: Evaluative Research ◼ Step 9: Evaluation Phase 4: Evaluative Research Plan for evaluation before you begin a campaign or program ◼ Set criteria and metrics ◼ Write objectives in a way that embeds evaluation ◼ Be prepared to evaluate unplanned results and unintended consequences ◼ Phase 4: Evaluative Research Evaluate at three stages ◼ When implementing tactics ◼ As the campaign progresses ◼ After the campaign is over ◼ Phase 4: Evaluative Research ◼ ◼ ◼ ◼ ◼ Implementation reports Track the implementation of each tactic Make sure it proceeds according to plan Report schedule of progress, ID gaps or delays, note difficulties and resolution Report people responsible and budget info Phase 4: Evaluative Research ◼ ◼ ◼ ◼ Progress reports Keep track of how the campaign is playing out Measure at various points Use these evaluations to adjust the campaign as needed Phase 4: Evaluative Research ◼ ◼ ◼ ◼ ◼ Final report AKA “summative report” Review the whole program Measure impact and outcome for various tactics Determine if objectives were met Phase 4: Evaluative Research ◼ ◼ ◼ ◼ The structure/process for developing the final report must be established in the planning process (Phase 2) Most common types are After-only study Before-and-after study Phase 4: Evaluative Research ◼ ◼ ◼ ◼ After-only study Simple approach Implement-measure-assume the tactic caused the impact Weakness: assumes a cause-and-effect relationship that may not actually exist Phase 4: Evaluative Research ◼ ◼ ◼ Before-and-After study AKA “pre-test/post-test study” Measure before program is implemented ◼ ◼ ◼ Establish a benchmark Run the campaign Measure the same way after the program is implemented ◼ Compare to the benchmark Phase 4: Evaluative Research Five levels of evaluation 1. Judgmental Assessment 2. Evaluation of Communication Outputs 3. Awareness 4. Acceptance 5. Action ◼ Phase 4: Evaluative Research ◼ ◼ ◼ ◼ Judgmental Assessment AKA “seat-of-the-pants evaluation” Informal Relies on personal and subjective evaluations ◼ ◼ ◼ The boss liked it The customer seemed happy Everybody said it was a success Phase 4: Evaluative Research ◼ ◼ ◼ ◼ ◼ Judgmental Assessment Weaknesses Measurer (i.e., program manager) has a vested interest in success Anecdotes or testimonials aren’t reliable Can give undue emphasis to creativity and expenditures Phase 4: Evaluative Research ◼ ◼ ◼ ◼ ◼ ◼ Evaluation of Communication Outputs Message production Message dissemination Message cost Publicity value Advertising equivalency Phase 4: Evaluative Research ◼ ◼ ◼ ◼ Message production Count the number of news releases, brochures printed, etc. Count special vehicles (company float, f.e.) Quantifies work output, but nothing more Phase 4: Evaluative Research ◼ ◼ ◼ ◼ Message dissemination How many media contacts made How many news releases sent out Tells what was done, but does not account for impact Phase 4: Evaluative Research ◼ ◼ ◼ ◼ Message cost Analyzes how much an organization spends to present its message CPM (cost per thousand) Accounts for reach but not impact Phase 4: Evaluative Research ◼ ◼ ◼ ◼ ◼ Publicity value Media relations rating points (MRP) Canadian metric Yields a percentage point based on a calculation that includes total number of articles or reports, reach or total impressions, budget, and tone Also accounts for company/brand mentions, quotes by spokespersons, use of photos, call-toaction, key messages and length of the report Phase 4: Evaluative Research ◼ ◼ ◼ ◼ ◼ Advertising equivalency “AVE” Treats a non-advertising item as if it was an ad Newspaper: Measure column inches of an editorial story and apply the price for an ad of the same size Does not account for content of the story Phase 4: Evaluative Research ◼ ◼ ◼ ◼ ◼ Awareness evaluation Focuses on content of the message Considers how many people were exposed to the message Considers how easy the message is to understand Considers how much of the message is remembered Phase 4: Evaluative Research ◼ ◼ Awareness evaluation (344) Common measures are ◼ ◼ ◼ ◼ Message Exposure Message Content Readability Measures Message Recall Phase 4: Evaluative Research ◼ ◼ Acceptance (346-348) Common measures are ◼ ◼ Audience Feedback Benchmark Studies Phase 4: Evaluative Research ◼ ◼ Action (348-350) Common measures are ◼ ◼ ◼ Audience Participation Direct Observation Relative Media Effectiveness Phase 4: Evaluative Research ◼ ◼ Barcelona Principles Link to video ADV 425 Public Relations Strategy Session 9 Andrew Corner, M.A., APR Professor of Practice 330 Communication Arts and Sciences E: cornera@msu.edu P: 517-896-8995 (cell) Best of Cannes Lions This Coke is a Fanta ADV 425 PR Proposals: A Template Andrew Corner, M.A., APR Professor of Practice Department of Advertising + Public Relations Michigan State University PR Proposal Template ◼ 1. 2. 3. 4. 5. 6. 7. 8. EIGHT STEPS Background/SWOT Goals/Objectives Research Target Publics Messages and Spokespeople Tools and Tactics Timeline and Budget Evaluation PR Proposal Template ◼ BACKGROUND/SITUATION ANALYSIS Strengths … ◼ Weaknesses … ◼ Opportunities … ◼ Threats … ◼ ◼ … From a strategic communications perspective PR Proposal Template GOALS AND OBJECTIVES ◼ Concise statement of what the communications plan is intended to achieve ◼ ◼ Goals • Global, long-term ◼ Objectives • Measurable steps toward goals PR Proposal Template RESEARCH. ◼ What do we need to learn about our audiences, environment or the client organization that is not yet known? ◼ PR Proposal Template ◼ ◼ ◼ Assess current attitudes, opinions and beliefs Determine baseline levels of support or opposition Crystallize messages and data points ◼ ◼ ◼ ◼ Key message Secondary messages Proof points Call to action Messaging ◼ ◼ ◼ ◼ ◼ Four varieties Key Message Secondary Messages Proof Points Call to Action Messaging ◼ Key Message ◼ A slogan or sound bite that encapsulates the effort in a memorable way ◼ MUST be short and memorable ◼ “Make America Great Again” ◼ “Spartans Will” ◼ “Creating Energy in America” ◼ “We make a safe, pure and effective vaccine” Messaging ◼ Secondary Messages ◼ More detailed messaging that supports the key message ◼ BP is a leading producer of oil and gas. ◼ BP produces enough energy annually to light nearly the entire country for a year. Messaging ◼ Proof Points/Data Points ◼ Data and anecdotes that answer the challenge to “prove it” ◼ Over the past 10 years, BP has invested $90 billion in the U.S. – more than any other energy company. ◼ Employing about 14,000 people across the country, BP supports more than 130,000 additional jobs through all of its business activities. Messaging ◼ Call to Action ◼ A statement designed to compel audiences to do something ◼ Must be short and action-oriented ◼ “Vote for Trump” ◼ “Visit msu.edu/spartanswill for more information” ◼ For more information, visit bp.com/us. Messaging ◼ ◼ ◼ ◼ ◼ ◼ Key Messages and Calls to Action must be SHORT 7-10 words maximum Crystal clear, no jargon, focused, easy to say and easy to remember Think “hashtag” without abbreviations How do we get there? Haiku Messaging ◼ ◼ ◼ ◼ Haiku Japanese poetry Typically includes a nature image Three lines: ◼ ◼ ◼ ◼ Line 1 = 5 syllables Line 2 = 7 syllables Line 3 = 5 syllables You can use this technique to create key messages PR Proposal Template Identify communication tools ◼ Assess the credibility of potential spokespeople ◼ Identify opinion leaders or “key influentials” ◼ Identify audiences ◼ Allies ◼ Opponents ◼ PR Proposal Template ◼ Research modalities can include: Audits ◼ Analysis of similar strategies ◼ Depth interviews ◼ Focus groups ◼ Surveys (telephone, mail, Internet, intercept). ◼ PR Proposal Template ◼ TARGET AUDIENCES. Who are the people who will influence the outcome of the campaign? ◼ Allies? ◼ Opponents? ◼ PR Proposal Template COMMUNICATION TOOLS TACTICS. ◼ Coalition building ◼ Earned Media ◼ News releases ◼ News conferences ◼ Media briefings ◼ Media events ◼ AND PR Proposal Template Social Media. ◼ Fact sheets. ◼ Frequently Asked Questions (FAQs). ◼ Position papers, issue briefings and backgrounders. ◼ Speeches and issue-specific talking points. ◼ PR Proposal Template Viewpoint columns and guest editorials. ◼ Letters to the editor. ◼ Letters to elected and appointed officials. ◼ Editorial board meetings. ◼ Web sites and Blogs. ◼ PR Proposal Template E-mail blasts. ◼ Printed and electronic newsletter production. ◼ Radio talk show bookings. ◼ Speakers’ bureau/public speaking opportunities. ◼ PR Proposal Template Spokesperson and/or media interview training (if needed). ◼ Third party testimonials. ◼ Direct mail and other paid advertising (television, radio, newspaper and/or billboard). ◼ Grassroots phone banks/robocalls. ◼ PR Proposal Template TIMELINE AND BUDGET. ◼ EVALUATION. ◼ Quantitative measures ◼ Qualitative measures ◼ PR Proposal Template ◼ 1. 2. 3. 4. 5. 6. 7. 8. EIGHT STEPS Background/SWOT Goals/Objectives Research Target Publics Messages and Spokespeople Tools and Tactics Timeline and Budget Evaluation Conclusion to Session 9 READINGS AND ASSIGNMENTS Case 4 Analysis ◼ ◼ ◼ Read the Page Society case called “Cigarettes Out. Health In. An analysis of the rebrand of CVS Health” Case 4 is substantially longer than prior cases Case 4 is similar to what is expected for your final case analysis Case 4 Analysis ◼ Respond to the questions in writing ◼ ◼ Microsoft Word format Submit response to D2L by 11 p.m. Monday, June 10
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