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PR 3311 Week 1 and 2 Notes

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PR 3311 Week 1 and 2 Notes PR 3311

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PR 3311 Week 1 and 2 notes
PR Strategies
Terri Manley
Class Notes
Pr, Strategies
25 ?




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This 8 page Class Notes was uploaded by Oscarson Notetaker on Tuesday September 13, 2016. The Class Notes belongs to PR 3311 at Texas Tech University taught by Terri Manley in Fall 2016. Since its upload, it has received 6 views. For similar materials see PR Strategies in MCOM at Texas Tech University.


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Date Created: 09/13/16
▯ What is and what isn’t PR?  PR is o Verbal, not visual o Slow buildup, not a big bang o Better for new names, not old names o Has a target audience, not masses ▯ Difference between PR and strategic communication  Strategic communication is how you reach the overarching umbrella of PR ▯ Four phases of strategic planning Formative research o 1.) Analyze the situation (Women weren’t wearing Nike shoes) o 2.) Analyze the organization  Internal environment, reputation, eternal environment o 3.) Analyze the publics  (women weren’t running at night) Strategy o 4.) Establish goals and objectives  (get women to wear Nike shoes) o 5.) Formulate action and response strategy  What might happen in various situations o 6.) Develop the message strategy  How are you going to sell this product o Action strategies: tangible deeds undertaken by the organization in an effort to achieve its objectives  Enhance organizational performance, audience participation, and so forth  (getting people to show up for the run, wear the clothes, etc.) Tactics o 7.) Select communication tactics  Face to face communication, going out and telling people, or organizational media (controlled media: social media page, anything the company creates themselves, includes brochures and things like that), news media (earned media: going on the news, publicity stunt, etc. To get earned media, you have to have a newsworthy thing timed correctly), advertising (paid media: self explanatory) o 8.) Implement the strategic plan  (customized advertising, social media, face to face communication, interviews, etc.)  used earned media, controlled media Evaluative research o 9.) Evaluate the strategic plan  Measuring the effectiveness of each recommended objective and stating the effectiveness  Measure sales, attendance, Facebook survey ▯ ▯ Step One: Analyzing the Situation  The Situation o Definition: a set of circumstances facing an organization. Sometimes called the problem or issue  Most situations can be framed as an opportunity or an obstacle  Even in a crisis situation, an obstacle can be approached as an opportunity if the problem has not been self-inflicted  Leadership must reach consensus about whether the situation is an opportunity or an obstacle o Situations are stated as nouns and not verbs  Ex.) Availability of airbags or fear of youths  Issue management o Issue: situation that presents matters of concern to an organization  Often result in conflicting values (conflict between what the company wants to be seen as and what the public is seeing them as)  “A social problem, often conflictual, that has received media coverage.” o Issue management: the process by which an organization tries to anticipate emerging issues and respond to them before they get out of hand  Benchmarking: look at other organizations or your own and see how similar issues have been handled,  Benefits: taking initiatives, creating better awareness, having “fresh air”  Environmental scanning  Being aware of the actions you are going to take and the reaction that will come from it Finishing Step 1 09/07/2016 ▯ Questions:  When should an audit be conducted? o Every 5-7 years and after a crisis situation  Visibility is considered in terms of public perception ▯ ▯ Step One: Analyzing the Situation (continued)  Issue management deals with preparation for dealing with potential events, risk is for dealing with implied threats, crisis management is for actual threats Risk management o The process of identifying, controlling and minimizing the impact of uncertain events on an organization o Ex.)  If people are saying your product is low quality, and you’re promoting that your product is high quality, you should improve the quality and stop advertising that you are high quality  Some of the risk management tactics Tech has in place:  Allowing students to carry guns to protect themselves Crisis Managements o The process by which an organization deals with out of control issues o Usually there are warning signs, foreshadowing o More dealing with what is happening, not controlling it o How do they occur?  Only 39% burst into the scene unknown  61% have been smoldering slowly o Causes?  50% management  Enron scandal  32% employees  restaurants violating people’s food, FedEx employees smashing packages, etc.  18% outside influences  reporters, natural disasters o Strategic Principles for Crisis Management  1.) Existing relationships  2.) Media-as-Ally  reach out to the media, treat them with respect  3.) Reputational Priorities  4.) Quick Response  5.) Full Disclosure  6.) One Voice  when you have multiple spokespeople  ex) with a campus shooting, have a meeting with staff and give the story, this is our position, this is what you need to say Pieces of a Problem Statement o What is the problem (issue/opportunity)? o Where is the problem? o When did it become a problem? o How did this become a problem? o Who is involved/affected? How are they affected? o Why should the organization care? Why should stakeholders care? o Ex.)  Drake center for eating disorder has found that after children leave in-patient treatment facilities, parents become overwhelmed when trying to administer their child’s treatment plan at home. The Centre has not prepared parents with the appropriate coping strategies to administer at home treatment, which results in a greater likelihood of the child relapsing and retuning to treatment and diminishes the child’s chances of long- term recovery.  Answer all the above questions! September 9 Notes th ▯ Where do we start?  Public relations audit o Who we are, who we want to be, and who people think we are  SWOT analysis o Strengths, weaknesses, opportunities and threats o Focuses on internal and external factors o Honesty is a key factor ▯ Internal factors:  Mission: o why does the organization exist? What is its stated mission? (present focused)  Vision: o what does the organization seek to become? Where is it going? (future focused)  Values: o What matter to the organization? What does it contribute? What qualities does it promote? (Ethics focused)  Organizational History and Performance o Why was the organization established? o When was the organization established? o Performance  Any major changes in organizational direction or policy?  Quality of goods/services  Bottom line numbers  Organizational Structure o What is the decision making and operating structure? o What is the total number of staff? PR specific? o How are the responsibilities/functions divided? o What importance does the organization attribute to each function? o What are the sources of funding? o Are there multiple locations? Different functions? o Is there always a PR rep in the big meetings? Is PR involved in the decision making in the organization? ▯ Public Perception:  Visibility o What people know about you  Reputation o Based on word and deed o How people evaluate the information they have o Verbal, visual, and behavioral messages contribute o How people evaluate you based on what they know  Generally the stronger the visibility, the stronger the reputation External factors:  Trends or issues emerging in the “industry” o What’s going on outside of the organization? o What regional/national trends inform you current situation or campaign?  Examples: volunteerism, philanthropy  Supporters o Those who help people achieve its objective o Typically other companies  Competing forces o Who/what else is trying to win your target audience or achieve the same goals as your organization?  Competitors vs. opponents  Proximity  Competitors provide a similar product, opponents fight your organization  External Impediments o Social, Political, Economical o Companies can use these as opportunities ▯ ▯ SWOT:  Strengths: o Internal, pre-existing o Cataloging organization’s communications resources, capabilities, and positive assets that can be used to give your campaign a competitive advantage  Weaknesses o Internal, pre-existing o Assess the client’s shortcomings. If desirable sten  Opportunities o External  Threats o External


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