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Who Am I?
• Peter Boyes,MPRiNZ, APR
• Regional Chairman of the Public Relations Institute of
New Zealand PRiNZ
• One of the relatively few APR accredited PR
practitioners in New Zealand and sit on the APR
examining panel.
“APR is an international mark of distinction for public
relations professionals who demonstrate their
commitment to the profession and to its ethical
practice, and who are selected based on broad
knowledge, strategic perspective, and sound
professional judgment.”
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Who Am I?
• Trained UK medical journalist in England working for
Deputy Prime Minister Michael Heseltine
• Moved into public relations counsel 30 years ago
• International director in a specialist division at Burson-
Marsteller responsible for a number of award winning
pan-European and North American communications
programmes for a range of blue chip companies
• Established the healthcare division for Porter Novelli in
Auckland six years ago
• Established Auckland office of Government relations
specialists Senate three years ago
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• Set up own consultancy four years ago
• Work closely with a number of New Zealand
organisations since settling here
PHARMAC
Eli Lilly
Life Pharmacy/Care Chemist
Abano Healthcare
RMIA
GlaxoSmithKline
Novartis
Who Am I?
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What’s the difference?
• Corporate PR
Strategic
Brand & Corporate ID
Group Issues
Investor Relations
Trade Associations
Stock Exchange
CEO Profile
Sponsorship
Reactive
Long term view
• Consumer PR
Tactical marketing
Retail
Product issues
Third party endorsers
Key opinion leaders
Consumer media
Specific spokespeople
Publicity events
Proactive
Short term sales
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PR ROI
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AT&T’s marketing mix analysis revealed that the
number of new long-distance customers attributed to
advertising was equal to the number delivered
through public relations.
What’s more, the PR generated customers came at a
cost that was one-sixth of advertising’s. Further, good
PR was found to buoy all other forms of marketing:
when company news was positive, the effectiveness
of advertising, out-bound telemarketing, in-bound-
telemarketing and direct marketing (DM) were
boosted.
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ATT Research: OTM (outward bound telemarketing, ITM (inward bound telemarketing)
PR ROI
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What PR Can Do
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• Increase share of voice in a competitive marketplace
• Prepare a market for a new product/indication
• Raise awareness of a particular solution
• Educate a target audience about new purchasing behaviours
• Reach a highly defined target audience
• Extend interest to new audiences
• Create product differentiation
• Influence decision makers
• Add value to other marketing activities
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What PR Can’t Do
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• Correct a justifiably earned bad reputation
• Deceive your customers
• Misinform your customers about a product
• Conjure up magic data
• Control the media
• Stifle competitor activity
• Cover up serious corporate errors
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• To position chiropractors as leading advisors on health
and wellness care and those who are members of
NZCA are supported by intensive training and ongoing
professional education.
• To persuade decision-makers in New Zealand that
regular chiropractic care is integral to New Zealanders’
health care and wellness plans and ensure that it is
recognised as the most effective and cost efficient
health regime.
• That NZCA chiropractors are seen as the
preferred, first choice providers of chiropractic services
in New Zealand
Communications Objectives
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• Develop a sense of identity for the NZCA brand in New
Zealand
• Develop advocates and champions (for chiropractic
generally and NZCA in particular
• Communicate NZCA success stories to key
stakeholders via broad spectrum and targeted media
• Manage key issues affecting NZCA where appropriate
Communications Strategy
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• To `own’ a series of health concepts in New Zealand
• To see a significant level of editorial and key opinion
(KOL) discussion of NZCA
• To encourage the required level of professional
membership of NZCA
• To develop compelling brand messages that will
complement and inform all NZCA marketing activities
and relationships
• To establish NZCA spokespeople’s credentials
• To establish distinction from other healthcare providers
especially online
Critical Success Factors
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Key Messages
1. The New Zealand Chiropractors’ Association is the country’s only
voluntary, self-regulating, supervisory body serving both the
chiropractic profession and the general public.
2. The purpose of the NZCA is to maintain industry standards, liaise
with various government and health bodies and to be a professional
voice for chiropractic.
3. Only accredited and appropriately qualified chiropractors are
members of the NZCA and are permitted to use the letters MNZCA
following their names.
4. The NZCA is a strong believer in ongoing professional development
and encourages all members to participate in post-graduate and
continuing education activities.
5. Choosing a chiropractor who is a member of the NZCA is the safe
and trusted choice for those seeking professional chiropractic
services.
6. The NZCA aims to educate the general public on the benefits of
continued chiropractic care as part of an overall preventative health
and wellness programme.
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10 Golden Rules of PR
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• Work hard on the understanding process – both at the
outset and throughout the relationship.
• Trust your Consultant/Consultancy. Don’t keep
unnecessary secrets that will hinder the relationship or
the quality of their advice.
• Involve them at an early stage in any activities that will
require their support – last minute briefing usually
means lost opportunities.
• Make sure they are helped to work in harmony with
other communications suppliers and with any of your
own staff important to their work.
• Ensure your top management are aware of the PR
goals and are committed to their achievement.
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10 Golden Rules of PR
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• Plan and manage all PR activities carefully, but be
prepared to act quickly when the
Consultant/Consultancy advises you it is necessary.
• Provide a clear understanding of the limits to their brief
and when there is a need to go to a higher authority.
• Conduct regular and honest reviews of progress and
achievements to ensure the relationship continues to
flourish.
• Agree what constitutes success from the programme
and measure the results constantly against the criteria
agreed.
• Accept that success or failure belongs to the whole
team and that the Consultant/Consultancy cannot be
expected to deliver unaided.