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370_Research

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    370_Research 370_Research Presentation Transcript

    • MEDIA RELATIONS 370 January 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.
    • PRODUCERS THE THREE KINDS
      • Financiers: Who pays the bills?
      • Personnel: Who keeps the place moving?
      • Suppliers: Who gives you the stuff to do your job?
    • LIMITERS THE THREE KINDS
      • Opponents
      • Hostile Forces
      • Opinion Leaders
    • ENABLERS THERE ARE FOUR KINDS
      • Media
      • Opinion Leaders
      • Allies
      • Regulators