Kelleher - Chapter 4

1. Relationship
Management
Chapter 4

2. Key learning outcomes
• Apply knowledge of interpersonal relationships to
organization⎼public relationships.
• Discuss the concept of relationships as central to public
relations.
• Identify broad categories of stakeholders with whom public
relations people build and maintain relationships.
• Define different areas of public relations practice by
identifying the publics with whom relationships are built and
maintained.
• Evaluate corporate social responsibility as a strategy for
balancing the interests of diverse publics.
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3. Managing relationships
Participatory media
• A path for direct communication
with target audiences
• Conversations refocused on the
marketplaces where
organizations and publics meet
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4. Taking care of relationships
Hon & Grunig relational maintenance
strategies
• Openness would include disclosures about the nature of the
organization and information of value to its publics.
• Assurances would include communication that emphasized the
importance of publics in the relationship.
• Social networking would involve an emphasis on common
affiliations between the organization and publics—on social
network sites. These links might take the form of shared Twitter
followers, LinkedIn connections, or mutual likes on Facebook.
• Sharing tasks would include things like asking for public support
or offering support when appropriate—as when an organization
voices its backing for a cause, encourages employees to
volunteer, or makes a donation.
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5. Key outcomes of relationships
• Exchange relationships
• Communal relationships
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6. Organization–public relationships
Four key outcomes of good
Organization–public relationships
• Control mutuality
• Trust
• Satisfaction
• Commitment
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7. Kelleher,PublicRelations,1e
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8. The better the long-term
relationships between
your organization and
publics, the more likely
you are to achieve your
goals.
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9. News-driven relationships
• Media relations
• Pitching
• Newsworthiness
• Empathizing with reporters
• Making yourself useful
• Media catching
• Story placement
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10. Newsworthiness
Elements
Timeliness We care about “new” news more than “old news.”
Proximity
We are interested in stories and events that happen
when they are local or hit “closer to home.”
Conflict and controversy
We are drawn to problems or differences within a
community.
Human interest
We relish stories of people overcoming great challenges
or rising to the occasion to achieve amazing feats. We
also pay attention when cute animals, funny kids, or
gross facts affect our emotions.
Relevance
We depend on pertinent and applicable information to
help us make decisions.
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Table 4.1 Elements of Newsworthiness

11. Commerce-driven
relationships
B2C: business-to-consumer
• Software, types of organizations, or the
relationships between organizations and
publics
B2B: business-to-business
• Social media provide additional vehicles
for B2B communication
• In a 2013 survey, researchers found that
“B2B buying is highly personal—even
more so than B2C buying—due to the
level of personal risk buyers feel.”
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12. Commerce-driven
relationships
Employee relations
Healthy relations with internal publics, such as employees, are
prerequisites for healthy relations with external publics.
Benefits of workplace trust
• Greater profitability
• Higher return on shareholder investment
• Decreased turnover of top performers
• Increased employee engagement
• Heightened customer service
• Expanded staff well-being
• More collaboration and teamwork
• Higher productivity
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13. Commerce-driven
relationships
Investor relations is one of
the most valued functions
among job titles with the
word “relations” in them.
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14. Issue-driven relationships
• Nonprofits
• Volunteers
• Donors
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15. Issue-driven relationships
An issue is any important topic or problem open for debate, discussion,
or advocacy.
• Activists
• Government agencies
• Lobbying
• Legislative relations
• Government
• Public affairs
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16. Ethics
Corporatesocialresponsibilityand loyalty
Corporate social responsibility (CSR) is when
companies commit corporate resources to the
benefit of society and the environment.
Ethically balancing loyalties is one of the toughest
jobs of public relations managers.
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17. Case Study
Coca-ColaandCorporateSocialResponsibility
• In 2013, Coca-Cola slipped to
third place behind Apple and
Google on Interbrand’s list of best
global brands.
• How can a company that relies on
sales of sugary drinks make a
compelling case that it also cares
deeply about the health of
consumers?
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18. Summary
• Apply knowledge of interpersonal relationships to
organization⎼public relationships.
• Discuss the concept of relationships as central to public
relations.
• Identify broad categories of stakeholders with whom public
relations people build and maintain relationships.
• Define different areas of public relations practice by
identifying the publics with whom relationships are built and
maintained.
• Evaluate corporate social responsibility as a strategy for
balancing the interests of diverse publics.
Kelleher,PublicRelations,1e
OxfordUniversityPress
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