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  1. 1. Media, PR and Crisis Management PRE-READING
  2. 2. These charts summarise key points covered in the Introductory Media and PR course A quick read through will familiarise you with the approach we took and some of the key terms we used. The content of the Intermediate course will be different and you don’t need to know the following in detail, but it should be useful background for you. © Oxford Strategic Marketing
  3. 3. A few key principles underlie all the courses we are developing Introduction Marketing & High Communication principles are To Effective Communication Performance Strategic For Behaviour Marketing and introduced in the context of Communication Change Communication current NHS priorities: - World Class Commissioning Strategic - Quality and productivity Introduction Media, PR Management of To Media and Crisis challenge. and PR Management Reputation and Relationships Learning is built around the competencies required of NHS communicators, and focuses on Introduction Internal Effective Communication Workforce practical, actionable tools and To Internal and Managing Engagement and Communication approaches that can be applied Change Why it Matters day to day. The full set of nine training courses © Oxford Strategic Marketing
  4. 4. Key topics that were covered on the introductory course Understanding Why PR matters - where PR fits in the the importance of communications reputation mix Knowing how to Understanding and plan and manage working with the PR activity news media Ideas for creative Evaluating results and effective and knowing how proactive PR to judge success © Oxford Strategic Marketing
  5. 5. How we defined PR, covering two types of activity Public Relations (PR) All the things you do to establish and maintain your image and reputation with patients, public and stakeholders Media relations Proactive PR Day to day dealings Proactive development with news media, and implementation of including press PR initiatives involving, releases, handling but not restricted to, queries, placement of news media stories, interviews etc © Oxford Strategic Marketing
  6. 6. Why it Matters: Reputation
  7. 7. Why reputation matters Builds public Motivates staff loyalty and and helps confidence recruitment Attracts best Gives bank of partners to goodwill in work with times of crisis Our reputation ultimately gives us a bank of goodwill, routed in trust that we will do the right thing © Oxford Strategic Marketing
  8. 8. Who’s responsible? EVERYONE! Reputation isn’t just about branding and communication – it’s also what’s “below the waterline” It’s as much about frontline staff as it is about government ministers © Oxford Strategic Marketing
  9. 9. Reputation and PR Reputation comes from a Public relations is complex mix of things. Some are outside our about reputation: control, but PR gives us a way of managing at least An organisation’s some of them reputation is the result of what you say, what you do, and what others say about you CIPR definition © Oxford Strategic Marketing
  10. 10. Where it fits: The role of Media and PR
  11. 11. How PR campaigns differ from conventional advertising Advertising PR Paid for; can specify Free publicity; no specific COST particular space/spot spot guaranteed CREATIVE Have full control of exactly Can’t control how media CONTROL what’s said presents information People know it’s paid for; Seen as impartial – can have CREDIBILITY guarded in response greater credibility Targets the end audience Targets those who influence TARGET directly the end audience RELATIONSHIP One-way; you direct the Two-way; media likely to WITH MEDIA relationship approach you Can run ads repeatedly as Press releases only issued LONGEVITY long as appropriate once; stories not re-run RESOURCE Primarily money and Primarily networks and NEEDED creative excellence relationships © Oxford Strategic Marketing
  12. 12. Where PR fits in the communication mix Can be stand-alone But more often part of wider strategy WHY WHY Thinking is developed WHO Planned WHO before channels and from start levers chosen as PR WHAT initiative WHAT WHEN WHEN Frontline WHERE WHERE Leaflet staff PR HOW HOW © Oxford Strategic Marketing
  13. 13. Use PR when you… Have limited budgets (as Have new, high interest long as PR still meets messages your objectives!) Need to build credibility Want to generate “noise” through independent and excitement sources Want to avoid the Have a local or impression of a “hard specifically targeted sell” story to sell © Oxford Strategic Marketing
  14. 14. Great benefits if you get it right CREDIBILITY REACH Trusted, as seen to Can get to be impartial traditionally hard to reach audiences ONGOING COST Can form strong Not paid for, can ongoing be very cost- relationships effective © Oxford Strategic Marketing
  15. 15. How to plan it: Media and PR strategy
  16. 16. Elements of a PR plan We can use the Why are we communicating using PR? same basic WHY? What are our specific objectives? roadmap that we’d use for any communications WHO? Who are we targeting with our PR activity? plan What exactly is it that our PR activity needs to WHAT? convey? What do we want people to take out of it? WHEN, When, where and how can we best engage with WHERE, out target audience? HOW? How effective and efficient were the activities we HOW WELL? undertook? © Oxford Strategic Marketing
  17. 17. WHY? Make sure objectives are SMART S pecific M easurable A chievable Through PR, to generate local R ealistic media coverage (TV, press, radio) of the Winter Warmth programme sufficient to have T imebound reached 55% of over-65’s in Leeds within two months © Oxford Strategic Marketing
  18. 18. WHO? Be clear about audiences One size is Think about target: unlikely to fit all. • Who they are Be prepared to • What they do prioritise and • What they want or need make choices • What they believe now • What motivates them about who you • Who influences them target • How to reach them © Oxford Strategic Marketing
  19. 19. WHAT? Do we want the take-out to be If part of a wider initiative, messages and desired take-out for PR will flow from the overall campaign Remember you’re acting through other influencers so make messages clear, unambiguous and distortion-proof. Avoid You can’t the possibility of “Chinese whispers” control detailed messages so focus on the Be focused and single-minded. Think about core idea the single most important thing you want people to take out from what you are doing © Oxford Strategic Marketing
  20. 20. WHEN, WHERE, HOW? To deliver WHEN? Will they be most receptive to messages? Time of day, week, year? Target media that fit with those times WHERE? Will they be most receptive? Look for media/PR opportunities that get close to people at those points Start from your target audience HOW? Who will they listen to? What sort of approach/ tone of voice will work best? © Oxford Strategic Marketing
  21. 21. HOW WELL? Plan benchmarking now Clarity now means you’ll be in a better BENCHMARK position to • Aligned to objectives evaluate later • Respected measure • Replicable later © Oxford Strategic Marketing
  22. 22. How to do it: Delivery
  23. 23. Sources of news are changing TV Whole new 55% world of social The news media Radio media 11% Press 15% Internet 19% © Oxford Strategic Marketing
  24. 24. Trend: less dedicated resource Compared to twenty years 60% of the UK’s national ago, journalists have only a press articles comes third of the resource per entirely from wire service or story. PR material. Only 12% of UK Cut & paste journalism press articles are increasingly the norm in independently sourced. regional and local media Cardiff University study, 2008 IMPLICATION More of an appetite for well- packaged and well-targeted press releases and stories, particularly locally © Oxford Strategic Marketing
  25. 25. Trend: the pace is hotting up With website news growing, “Within half an hour of a rolling deadlines mean that story breaking we have a stories are often broken on version up on the site – the website as “working and we’re unembarrassed drafts” and 24/7 working about having to correct it means that embargoes are – those early versions are eroded basically working drafts” National newspaper website editor IMPLICATION It’s getting harder to control when and where news is released. Need increasingly fast reaction times © Oxford Strategic Marketing
  26. 26. Trend: offline following online Journalists use Google as a “I read company source – can access trusted websites, the NY Times expert sources, and more and pharma blogs like usable than press databases. Use online commentary to Pharmagossip, and I assess interest in a story Google constantly” IMPLICATION Pharma journalist, FT Growth of online media is impacting traditional media too. Need strategies that encompass both © Oxford Strategic Marketing
  27. 27. Press release things to think about Things to think about - a useful mnemonic STYLE: Study how a S Appropriate to publication news story is TIMING: T Be aware of deadlines developing and understand how A ATTENTION: Headline as a label to attract the reader a journalist is TARGET: approaching it T Send only to appropriate media INTRODUCTION: I First few lines should tell the story More detail in toolkit CHECK: C At least two people read it aloud © Oxford Strategic Marketing
  28. 28. Press release content WATCH OUTS OVERALL Think about what the editor • Don’t be too clever – no APPROACH wants to hear ‘creative’ headlines Short and snappy • Don’t give absolute TITLE assurances Catchy first paragraph • Don’t pack in everything STRUCTURE Supporting detail – use appendices • Don’t make it too long – Quotes max two sides of A4 OTHER Notes to editors • Avoid blaming someone THINGS TO Contacts and timing else INCLUDE • Don’t include worst LANGUAGE Simple, everyday, no jargon case scenarios © Oxford Strategic Marketing
  29. 29. Keeping it relevant MAKE IT RELEVANT • Regional implications • Any regional pilots? • Good regional case studies If you need to produce a • Regional champions local press release • Regional breakdown of relating to a national statistics campaign, make sure it • Local visits from senior really is relevant to your figures? own area © Oxford Strategic Marketing
  30. 30. Propriety issues Be aware of them! Involving MPs OK to involve them but should not be Local government put in position of acting on their ‘purdah’ behalf Campaigning period – 21 days preceding an Special advisors (SPADs) If involved, just keep them informed election Guidance will be issued after Local councillors an election is called. If in Again don’t act on their behalf; no doubt, consult your SHA’s quotes from them in press releases Director of Communications in the first instance © Oxford Strategic Marketing
  31. 31. How to do it: Social media
  32. 32. Small but growing Social media budgets still small; accounts for less than 10% of online PR. BUT… Virtually no boundaries Individuals can between start to create specialist media news through online and campaigning talented individuals © Oxford Strategic Marketing
  33. 33. Leading social media channels Most popular UK social network – most searched for brand in the UK Over 170 million globally, can connect with readers on personal, emotional level 5 million users worldwide including 12% of UK MPs User-generated content with over a billion viewers a day © Oxford Strategic Marketing
  34. 34. Implications of social media Reduced More noise to reliance on cut through journalists Intermediary A more rapidly instead of changing world spokesperson © Oxford Strategic Marketing
  35. 35. Social media: issues to watch out for Easy for Staff – inappropriate comments online can harm people to act the organisation and cost – sometimes the writer his or her job without thinking first Public – no checks on validity of what is written Need strategies in place to deal with inaccurate or critical information appearing on social media sites © Oxford Strategic Marketing
  36. 36. How to do it: Proactive PR
  37. 37. Effective use of proactive PR Successful campaigns are usually: TOPICAL RELEVANT INNOVATIVE INTEGRATED High interest To you, to your Creative and Tied to other message or area, to all imaginative, communication agenda those involved not a copycat activity to reflecting approach maximise impact current events © Oxford Strategic Marketing
  38. 38. But think through implications from the start Where What might Brainstorm all could this go What is the likely possible outcomes lead us? wrong? reaction of key stakeholders? How could they impact our objectives? What could be the impact on their relationship with How likely is it that they will us? Or with each other? happen? Do we have plans in place What about things beyond to manage this? our control? If something looks risky, it probably is! Never press ahead regardless – carry out a proper risk assessment and only move forward if you are really confident that the benefits outweigh the costs © Oxford Strategic Marketing
  39. 39. Evaluation – what and how to measure
  40. 40. Metrics and core measures Difficult…. • ROI/creating tangible results OUTCOMES • Behaviour change ‘Quantifiable • Attitudinal change changes in attitude, • Information requests behaviors etc’ • % change in awareness OUTTAKES • % change in preference ‘what the public take • Additional people talking about away’ key messages • Advertising Value Equivalent OUTPUTS (AVE) Easier…. • Audience (opportunities to see) ‘the physical media • Posts & comments product’ • Volume / clip counting © Oxford Strategic Marketing Adapted from Classic ‘out’ measures of media from Jim Macnamara (1992).