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Public Relations 3850 Lecture 6 Notes

by: Bridget Notetaker

Public Relations 3850 Lecture 6 Notes ADPR 3850

Marketplace > University of Georgia > Public Relations > ADPR 3850 > Public Relations 3850 Lecture 6 Notes
Bridget Notetaker

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This is a copy of the Lecture 6 notes that we started on 9/22 and finished up today, 9/27.
Public Relations
Micheal Caccitore
Class Notes
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This 4 page Class Notes was uploaded by Bridget Notetaker on Tuesday September 27, 2016. The Class Notes belongs to ADPR 3850 at University of Georgia taught by Micheal Caccitore in Fall 2016. Since its upload, it has received 38 views. For similar materials see Public Relations in Public Relations at University of Georgia.

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Date Created: 09/27/16
Public Relations 3850 Lecture 6 Notes  Four Essential Steps of Effective PR: o Research o Planning o Communication o Measurement  The Second Step; Planning: o Planning must be strategic and systematic  Ex: linked to the “big picture” and based on research o Planning involves the coordination of multiple methods o Methods:  Observation  Sample surveys  Experiments  Focus groups  Content analysis  Statistical data (Census), etc. o Methodology:  How to combine different methods in order to answer a specific research/client question  Eight Elements of a Program Plan: 1. Situation  What is the situation for your organization?  Three situations generally provide the need for a PR program: 1. Need a program to remedy a problem o Ex: Bush’s Baked Beans using euthanized dogs and cats to “add hearty, meaty flavor” 2. Need for a one-time launch of a product or service o Ex: Chevy Sonic commercial 3. Need to reinforce a message or their reputation o Ex: Island Reef Job  reminding people about the Great Barrier Reef 2. Objectives  What are you trying to accomplish?  Difference between goals and objectives: o Goals:  General, mission-oriented, not measurable  Ex: to educate Athens-Clarke County residents about the U.S. Census  Ex: to get support for the U.S. Census in Athens-Clarke County o Objectives:  Grow out of goals, are clear and measurable  Used to communicate and plan campaign  Provide an evaluative benchmark  Can be output (ex: increase newspaper coverage) or impact (ex: raise awareness) focused, as well as informational, attitudinal/motivational, and/or behavioral  Objectives should be: o Linked to goals, to a specific public, to a specific outcome, and to research o Written explicitly, clearly o Measurable o Time-defined o Designed for a single public and single response o Stretching, but attainable  Sample Objectives: (from easiest to most difficult) o Informational: changing message exposure, comprehension, and/or retention  “To increase awareness of the Grady College Centennial by 50% among Grady alums by October 1 , 2014” o Attitudinal/Motivational: modify the way an audience feels  “To promote favorable attitudes toward the new retirement policy among 80% of current employees by March 15 , 2017” o Behavioral: the modification of a behavior  “To decrease smoking by 15% among UGA students and employees by the end of the 2016 calendar year” 3. Audience  Who will your campaign target and why?  PR rarely targets a so-called “mass audience”  Rather, a market research is done to pinpoint specific publics and where they are located  Targeting decision-making is based on trends in demographics (ex: “fastest growing groups”), growth opportunities, costs, etc. o Increasingly we target at the individual level  One-on-one marketing:  Ex: Facebook, Google, etc.  Small markets:  Ex: Mercedes Maybach o $400,000-$600,000 o 40 Personal Liaison Managers o Around 500 sold in 2005  How else we might target our communications: o Age, gender, ethnicity o Marital status o Education and income level o Location o Media use habits o Political and religious beliefs, etc. 4. Strategy  How will your campaign meet your objectives?  How and why a campaign is to succeed o Ideas generated and rationale is shared for how the tactics will work on the targeted audiences, etc. o The “aha!” moment  Brainstorming sessions and breakout groups o Bring everyone up to speed on the situation and client o Share goals and objectives o Creation of springboards from client and participants  I wish…would happen  What if we…  Break out groups to address these springboards 5. Tactics  The specific activities of the campaign  The nuts and bolts of the strategy o Goes beyond the rationale and focuses on the specific activities, materials, etc. to implement the strategy  During the smaller “creative” meetings o Handful of ideas are fleshed out in greater detail 6. Calendar/Timetable  When will campaign run?, What sequence?, etc.  When are key messages expected to be most meaningful to target audiences? o Seasonal timing, holiday timing  Ex: charitable donations during holiday seasons o Days-of-the-week and hours-of-the-day timing  How should we schedule the specific tactics? o When is the ideal moment for exposure to a campaign? o Are consumers in info-seeking mode? Purchase mode? Are interest and attention high?  Will be influenced by: o Size of the budget o Consumer-use cycles o Competitors’ advertising/tactics  Share of voice 7. Budget  The budget impacts the scheduling of various media- related activities, but it also impacts every other aspect of the campaign  Two major budgetary categories: 1. Staff time (typically about 70% of budget) 2. Out-of-pocket expenses  Most elements of a campaign or strategy will require money allocated to each category  Be prepared for the financial figure your client gave you to suddenly and dramatically change  This means you are constantly revisiting earlier aspects of the planning process o Think back to the research process 8. Evaluation/Measurement  Evaluate if you met objectives  Relying on metrics to determine if objectives have been met  Key decision is what metric will you be able to use? o Ex: Sales data?, Follow-up calls for information?, Attitudinal surveys?, etc.


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