6 point plan

1
6 point plan inhouse V consultancy PR
2
Focus for tonight

• Session 1 More on 6 point plan
• Session 2 Inhouse Vs consultancy
• Next Role of Press Officer
• Media relations
• Section 2 Gunning (6)
• And Chapter 12

3
Review of Homework

• Award winning case studies 2003 - update?
• Gunning section 1 - feedback?
• Codes - 15 key areas? Long version?
• Practise Q1?

4
6 point plan - need to know!

• Appreciation of Situation
• Determining Objectives
• Defining Publics
• Selecting PR media techniques
• Budgeting
• Assessing results

5
Appreciation of Situation

• EVERYTHING THAT IS KNOWN ABOUT HOW AN
  ORGANISATION IS PERCEIVED
• WHERE ARE WE NOW? IN PR TERMS
• INCLUDING WHAT IS NOT KNOWN OR WHAT IS
  MISUNDERSTOOD!
• PR PROFESSIONALS CONDUCT A SWOT ANALYSIS
• OFTEN PACKAGED AS A PR AUDIT
• WHY IS IT IMPORTANT TO BE THOROUGH AND
  CHALLENGING AT THIS FIRST STAGE?

6
How do we find out?

• COMMISSION RESEARCH OPINION POLL
• IMAGE STUDY
• AND/OR DO IT YOURSELF
• NAME SOME BIG RESEARCH HOUSES?

7
Informal research methods?

• DESK RESEARCH
• COMPLAINTS
• FINANCIAL SITUATION - REPORTS
• MEDIA ATTITUDES
• EMPLOYEE-MANAGEMENT RELATIONS
• COMMUNITY RELATIONS
• ON THE NET
• READ NEWSGROUPS
• KNOW CHAT ROOMS
• UTILISE DIRECTORIES
• SUBSCRIBE TO MAILING LISTS

8
Open the IPR Toolkit

• From the PR Research Evaluation Toolkit,
  sponsored by the PRCA, IPR and PR Week..
• COMPANY BACKGROUND
• HISTORY OF THE ORGANISATION, ITS MISSION AND
  VALUES
• DEFINE THE MARKET, SECTOR OR ENVIRONMENT AND THE
  ORGANISATIONS POSITION WITHIN IT CAN YOU SEE
  BUSINESS OR MARKETING PLANS
• WHAT DOES THE ORGANISATION DO?

9
Company background

• KEY PUBLICS, HOW DO THEY VIEW THE ORGANISATION
  AND HOW DOES THE ORGANISATION WISH TO BE SEEN
• WHO ARE THE KEY PEOPLE IN THE ORGANISATION AND
  THE SECTOR
• WHERE DOES THE ORGANISATION WANT TO BE IN 3/5
  YEARS AND WHAT WILL INFLUENCE THOSE AMBITIONS?

10
Company background

• DESCRIBE THE COMPETITION, INCLUDING STRENGTHS AND
  WEAKNESSES
• WHAT KEY ISSUES IN THE SECTOR OR FACED BY THE
  ORGANISATION MIGHT AFFECT THE PR PLAN (LIST AND
  PRIORITISE THEM 1-5)
• WHAT INFORMATION EXISTS ALREADY FROM RESEARCH OR
  STUDIES

11
Commercial information

• HISTORY OF PRODUCT/SERVICE, MARKET SHARE,
  STRENGTH OF BRAND ETC.
• MARKET OR SECTOR CHARACTERISTICS
• SWOT ANALYSIS OF PRODUCT/SERVICE OR ORGANISATION
• COMPETITORS AND /OR ROLE MODELS AND WHY
• LEGISLATION OR ISSUES THAT MIGHT AFFECT
• CAMPAIGN
• LIST IN ORDER KEY AUDIENCES, INCLUDING
  INFLUENCERS (15)
• EXISTING DATA, CASE STUDIES

12
PR track record?

• PREVIOUS PR TASKS
• HOW SUCCESSFUL AND WHY
• ANY EVIDENCE? (CUTTINGS)
• IS PR MEASURED ALREADY AND HOW
• DESCRIBE THE EFFECTIVENESS OF COMPETITORS PR
• HOW IS PR VIEWED IN THE ORGANISATION?
• WHO DOES (OR COULD) CHAMPION PRS STRATEGIC
  CONTRIBUTION
• REVIEW COMMUNICATIONS WITH PARTICULAR AUDIENCES
• ANNUAL REPORTS, EMPLOYEE NEWSLETTERS

13
PUBLICS

• Publics are those groups of people internally
  and externally with whom an organisation
  communicates Jefkins
• Area examiner says is often mentioned in exam
  papers but not developed.
• WHO ARE THEY?
• THE COMMUNITY POTENTIAL EMPLOYEES
• EMPLOYEES SUPPLIERS
• INVESTORS DISTRIBUTORS
• CONSUMERS/USERS OPINION LEADERS

14
PUBLICS

• PROFESSOR JAMES GRUNIGS FOUR TYPES OF PUBLICS
• ALL ISSUE PUBLICS Active all issues
• APATHETIC PUBLICS Inactive all issues
• SINGLE ISSUE PUBLICS Active one or limited
• issues
• HOT ISSUE PUBLICS Active after media
• exposure/topic is of
• widespread interest

15
DEFINING OBJECTIVES

• RESEARCH WILL DEFINE PROBLEMS OPPORTUNITIES
  I.E. WHERE ARE WE NOW?
• OBJECTIVES ARE ABOUT - WHERE ARE WE GOING
• CONSULTATION WITH DEPARTMENT HEADS
• Personnel Production
• Company Secretary/Finance
• Exports Sales
• Advertising Marketing
• Research and Development
• Chief Executive
• NEXT STEP MAKE OBJECTIVES SMART

16
DEFINING OBJECTIVES

• ELEMENTS WHICH SHOULD BE CONTAINED IN PR
  OBJECTIVES
• TO INCREASE/TO DECREASE/TO MAINTAIN
• WHAT PEOPLE ARE AWARE OF, KNOW OF OR
  UNDERSTAND/HOW PEOPLE FEEL/WHAT PEOPLE DO
• BY WHATEVER MEASURE IS RELEVANT
• BY A PARTICULAR DATE
• Example To increase the number of homeowners
  from 13 to 20 PLUS who know that kitchen fires
  destroyed 2,500 homes last year, by end of this
  calendar year.

17
Defining PR media techniques (tools)
18
Why budget?

• PUT A COST ON THE PR PROGRAMME
• SEE WHAT CAN BE DONE FOR A SPECIFIC COST
• PROVIDES A CHECKLIST OF WHAT IS TO BE DONE
• IMPOSES DISCIPLINE
• USEFUL FOR EVALUATION

19
Budgets

• LABOUR / TIME
• MATERIALS (AND OVERHEADS)
• EXPENSES

20
Assessing results

• 1. OBSERVATION AND EXPERIENCE
• 2. FEEDBACK AND ITS ASSESSMENT
• 3. RESEARCH
• ASSESSING MEDIA COVERAGE FOR WHICH YOU WERE
  RESPONSIBLE
• 1. SOURCE AND TONE
• 2. POTENTIAL AUDIENCE SIZE (OTS)
• 3. PICTURE USAGE
• 4. SHARE OF VOICE ACHIEVED
• 5. RESPONSE

21
In-house PR Department

• JEFKINS 6 ADVANTAGES
• A FULL TIME SERVICE
• GOOD COMMUNICATION
• CONTINUITY
• VALUE FOR MONEY
• IMMEDIATE ACCESS TO INFORMATION AND DECISION
  MAKERS
• PROXIMITY

22
In-house PR Department

• 6 DISADVANTAGES JEFKINS LISTS ARE
• LACK OF IMPARTIALITY
• NARROW RANGE OF EXPERIENCE
• LACK OF TRAINING
• PR ASSIGNED TO INAPPROPRIATE PERSONNEL
• RESPONSIBILITY FOR PR ASSIGNED TO TOP
  MANAGEMENT
• PRO EMPLOYED FOR WRONG REASONS

23
Consultancy PR - Advantages

• JEFKINS GIVES 6 REASONS
• INDEPENDENT UNBIASED ADVICE
• VARIED EXPERIENCE
• WIDE RANGE OF MEDIA KNOWLEDGE/CONTACTS
• LOCATION
• ACCESS TO AND KNOWLEDGE OF SERVICES
• INTERNATIONAL SERVICES

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Consultancy PR - Disadvantages

• DISADVANTAGES - JEFKINS
• PARTIAL SERVICE
• LACK OF INTIMACY
• DIVIDED LOYALTIES
• LACK OF SPECIALIST KNOWLEDGE
• INEXPERIENCED/JUNIOR STAFF

25
Managing the client relationship

• REGULAR MONTHLY MEETING WITH CLIENT PROPERLY
  PLANNED
• CONTACT REPORT ACCURATELY AND EFFICIENTLY ISSUED
• OTHER ELEMENTS
• COMPATIBILITY
• LEARNING HOW EACH OTHER WORKS
• PUNCTUALITY
• PROMPT CLEARANCE
• FLOW OF INFORMATION

26
Questions

• Having worked as an in-house PR person within a
  large organisation for a number of years, you
  have recently changed jobs to work with one of
  the larger PR consultancies in the city. The
  director of your consultancy is interested in
  your views on the similarities and differences
  between the functions of in-house PR and
  consultant. Write him a memo. (May 00)

27
Questions

• You have recently retired from PR, having spent
  almost equal portions of your professional life
  working in-house and working consultancy. The PR
  Institute has asked you to deliver a lecture
  outlining the key similarities and differences
  between the practice of PR in-house and
  consultancy. Write the notes which will form the
  basis of your speech. (Sept 00)

28
Questions

• Your managing director has recently developed an
  interest in PR and now wants to appoint someone
  to handle PR for the company. He has asked you
  for your advice about whether or not he should
  retain a consultancy, or recruit someone to an
  in-house position. Write him a memo outlining
  the advantages and disadvantages of in-house and
  consultancy.