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370_Research
370_Research
370_Research
370_Research
370_Research
370_Research
370_Research
370_Research
370_Research
370_Research
370_Research
370_Research
370_Research
370_Research
370_Research
370_Research
370_Research
370_Research
370_Research
370_Research
370_Research
370_Research
370_Research
370_Research
370_Research
370_Research
370_Research
370_Research
370_Research
370_Research
370_Research
370_Research
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370_Research

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Transcript

  • 1. MEDIA RELATIONS 370 January 18, 2011
  • 2. MEMO THOUGHTS
    • Tone
    • Space out paragraphs
    • Watch how you quote websites
  • 3. 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.)
  • 4. HOW WILL I GRADE YOUR LETTER?
    • Formatting
    • Concise, but thorough
    • Did you address the items in the slide above?
    • Does the tone work?
  • 5. BIG PICTURE STUFF
  • 6. ADVERTISING VS. PUBLIC RELATIONS
    • Advertising is “Big Bang”
    • Public Relations is slow and steady
  • 7. 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.
  • 8. 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.
  • 9. RESEARCH BASICS
  • 10. 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.
  • 11. 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.
  • 12. 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.
  • 13. ANALYZING THE SITUATION
  • 14. 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?
  • 15. 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?
  • 16. 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.
  • 17. ANALYZING THE ORGANIZATION
  • 18. ANALYZING THE ORGANIZATION
    • There are three factors to think about.
    • Internal Environment
    • External Environment
    • Public Environment
  • 19. 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?
  • 20. INTERNAL ENVIRONMENT
    • Structure.
      • Mission.
      • Role of PR in that mission.
      • Organizational resources (Staff, budget, time and equipment)
    • Internal Impediments
  • 21. PUBLIC PERCEPTION
    • Visibility
    • Reputation
  • 22. MEDIA PERCEPTION
    • Visibility
    • Reputation
    • Do they “like” you?
    • Have you burned them in the past?
    • Hast the media burned you in the past?
  • 23. FOUR EXTERNAL ENVIRONMENTS
    • Supporters
    • Competitors
    • External Impediments.
  • 24. 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.
  • 25. ANALYZING THE PUBLIC
  • 26. 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.
  • 27. 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?
  • 28. THERE ARE FOUR KINDS OF PUBLICS
    • Customers
    • Producers
    • Limiters
    • Enablers
  • 29. 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.
  • 30. 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?
  • 31. LIMITERS THE THREE KINDS
    • Opponents
    • Hostile Forces
    • Opinion Leaders
  • 32. ENABLERS THERE ARE FOUR KINDS
    • Media
    • Opinion Leaders
    • Allies
    • Regulators

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