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  1. 1. MEDIA RELATIONS 370 January 18, 2011
  2. 2. MEMO THOUGHTS <ul><li>Tone </li></ul><ul><li>Space out paragraphs </li></ul><ul><li>Watch how you quote websites </li></ul>
  3. 3. WHAT IS NEXT <ul><li>Statement of work is due Monday by 3:10 </li></ul><ul><li>This is a letter to the client about the work you will do this quarter. </li></ul><ul><ul><li>This would include a news release. </li></ul></ul><ul><ul><li>It could include other components. Outline what those are. </li></ul></ul><ul><li>Outline what you will need from the client. </li></ul><ul><li>Make mention of when this will be due. </li></ul><ul><li>Address how they can use this material (as they see fit.) </li></ul>
  4. 4. HOW WILL I GRADE YOUR LETTER? <ul><li>Formatting </li></ul><ul><li>Concise, but thorough </li></ul><ul><li>Did you address the items in the slide above? </li></ul><ul><li>Does the tone work? </li></ul>
  6. 6. ADVERTISING VS. PUBLIC RELATIONS <ul><li>Advertising is “Big Bang” </li></ul><ul><li>Public Relations is slow and steady </li></ul>
  7. 7. ADVERTISING VS. PUBLIC RELATIONS <ul><li>Advertising defends brands. </li></ul><ul><li>Public relations builds brands. </li></ul><ul><ul><li>Wal-Mart barely advertised before becoming Wal-Mart. </li></ul></ul><ul><ul><li>Starbucks spend $10 million on advertising in its first ten years. </li></ul></ul><ul><ul><li>Harry Potter author is richer than the Queen of England. </li></ul></ul><ul><ul><li>Bronx Zoo cobra has higher Klout score than Ohio’s Governor. </li></ul></ul>
  8. 8. TERMS I HOPE YOU KNOW. IF NOT, YOU KNOW THEM NOW. <ul><li>Project: Single and short lived activity to meet an objective. A press release for instance. </li></ul><ul><li>Program: Ongoing activity with several objectives that are associated with a goal. Think a community relations program. </li></ul><ul><li>Campaigns: Set of activities, each with a specific and finite purpose over a set list of time with a set list of objectives. </li></ul>
  10. 10. WHY ARE WE DOING RESEARCH? <ul><li>We want to ID ways to make our agency/department more valuable to the company. </li></ul><ul><li>This strengthens the client or company. </li></ul><ul><li>We want to prevent situations from becoming a problem. </li></ul><ul><li>We want to prevent a problem from becoming a crisis. </li></ul>
  11. 11. FORMATIVE RESEARCH FOUNDATION <ul><li>Casual Research: This is stuff you should already know. Picking client and colleague brains or talking with people who have expertise in the area. </li></ul><ul><li>Secondary Research: Looking for existing info. Previous reports, the web or the library. </li></ul><ul><li>Primary Research: Info you mold or create. Surveys, focus groups or content analysis. </li></ul>
  12. 12. HOW DO YOU TALK TO A CLIENT ABOUT RESEARCH? <ul><li>1. An initial meeting to develop an understanding of the research needs (What are we doing) , resources (cash) and how it will be used. </li></ul><ul><li>2. A second meeting to agree on scope and timeline. </li></ul><ul><li>3. A meeting to refine the questions once you’ve developed them. </li></ul><ul><li>4. A meeting to agree on the study approach. </li></ul>
  14. 14. ANALYZING THE SITUATION <ul><li>The situation is a set of circumstances facing an organization. </li></ul><ul><li>A situation is an opportunity to be embraced because it offers an advantage to the organization or its publics. </li></ul><ul><li>A situation is a obstacle if it limits the organization in realizing its mission. </li></ul><ul><li>IS IT AN OPPORTUNITY OR AN OBSTACLE? </li></ul>
  15. 15. ANALYZING THE SITUATION: ISSUE MANAGEMENT <ul><li>Issue Management explains how an organization anticipates potential trends and reacts to them. </li></ul><ul><li>Which stakeholders are impacted? </li></ul><ul><li>Who has an interest? </li></ul><ul><li>Who exerts influence? </li></ul><ul><li>Who should care? </li></ul><ul><li>Who gets the ball rolling to make us act on the plan? </li></ul>
  16. 16. ANALYZING THE SITUATION: ISSUE MANAGEMENT <ul><li>Bench-marking explains how other people have handled similar situations. </li></ul><ul><li>This helps you monitor competitors. </li></ul><ul><li>This gives you fresh perspective. </li></ul><ul><li>This prevents internal politics from taking over the situation. </li></ul>
  18. 18. ANALYZING THE ORGANIZATION <ul><li>There are three factors to think about. </li></ul><ul><li>Internal Environment </li></ul><ul><li>External Environment </li></ul><ul><li>Public Environment </li></ul>
  19. 19. INTERNAL ENVIRONMENT <ul><li>Performance </li></ul><ul><ul><li>Are they good at what they do? </li></ul></ul><ul><ul><li>Are people satisfied with the work? </li></ul></ul><ul><li>Niche </li></ul><ul><ul><li>What makes them different from anyone else? </li></ul></ul><ul><li>Ethical Base </li></ul><ul><ul><li>Do they have a code of ethics? </li></ul></ul><ul><ul><li>Does the industry have a code of ethics? </li></ul></ul>
  20. 20. INTERNAL ENVIRONMENT <ul><li>Structure. </li></ul><ul><ul><li>Mission. </li></ul></ul><ul><ul><li>Role of PR in that mission. </li></ul></ul><ul><ul><li>Organizational resources (Staff, budget, time and equipment) </li></ul></ul><ul><li>Internal Impediments </li></ul>
  21. 21. PUBLIC PERCEPTION <ul><li>Visibility </li></ul><ul><li>Reputation </li></ul>
  22. 22. MEDIA PERCEPTION <ul><li>Visibility </li></ul><ul><li>Reputation </li></ul><ul><li>Do they “like” you? </li></ul><ul><li>Have you burned them in the past? </li></ul><ul><li>Hast the media burned you in the past? </li></ul>
  23. 23. FOUR EXTERNAL ENVIRONMENTS <ul><li>Supporters </li></ul><ul><li>Competitors </li></ul><ul><li>External Impediments. </li></ul>
  24. 24. FOUR EXTERNAL ENVIRONMENTS: OPPONENTS <ul><li>Advocates support something else, and you stand in the way of that. </li></ul><ul><li>Activists are advocates who want change, not dialogue . </li></ul><ul><li>Dissidents oppose you based on the actions you’ve taken </li></ul><ul><li>Antis are dissidents on a global scale…people who oppose everything. </li></ul><ul><li>Missionaries are acting on moral principle </li></ul><ul><li>Zealots are single-issue activists </li></ul><ul><li>Fanatics are zealots without the social stabilizers. </li></ul>
  26. 26. ANALYZING THE PUBLIC <ul><li>Public: You can’t pick them. They’re just the there. </li></ul><ul><li>Market: You can pick them. They can pick you. </li></ul><ul><li>Audience: A member of the public who bothers to pay attention to your message. </li></ul><ul><li>Stakeholder: Someone who ought to be in the audience. </li></ul>
  27. 27. FIVE CHARACTERISTICS OF A PUBLIC <ul><li>Distinguishability: Can you ID them? </li></ul><ul><li>Homogeneity: Do they have common traits or features? </li></ul><ul><li>Importance: Are they? </li></ul><ul><li>Size: Are they large or important enough to merit your time and attention? </li></ul><ul><li>Accessibility: How can you interact with them? </li></ul>
  28. 28. THERE ARE FOUR KINDS OF PUBLICS <ul><li>Customers </li></ul><ul><li>Producers </li></ul><ul><li>Limiters </li></ul><ul><li>Enablers </li></ul>
  29. 29. CUSTOMERS THE FOUR KINDS <ul><li>Current </li></ul><ul><li>Secondary: The customers of your customers </li></ul><ul><li>Potential </li></ul><ul><li>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. </li></ul>
  30. 30. PRODUCERS THE THREE KINDS <ul><li>Financiers: Who pays the bills? </li></ul><ul><li>Personnel: Who keeps the place moving? </li></ul><ul><li>Suppliers: Who gives you the stuff to do your job? </li></ul>
  31. 31. LIMITERS THE THREE KINDS <ul><li>Opponents </li></ul><ul><li>Hostile Forces </li></ul><ul><li>Opinion Leaders </li></ul>
  32. 32. ENABLERS THERE ARE FOUR KINDS <ul><li>Media </li></ul><ul><li>Opinion Leaders </li></ul><ul><li>Allies </li></ul><ul><li>Regulators </li></ul>