Final Comment

I posted my final comment on Luke Boulton's blog site. I thought his examples of poor research were excellent. http://cmns1290lukeboulton.blogspot.com/

Chapter 6 "Research and Evaluation"

Key Points

• Research is an important element in public relations campaign planning and evaluation. There are three phases of research, input, output and outcomes. Practitioners should use a wide range of methodologies, both quantitative and qualitative, when planning for events.
  
• Research must be ongoing throughout a project and techniques will vary as the project goes on. Research can help give a better idea about many things in campaigns such as budgeting.
• Most PR research focuses on the environment in which the organisation operates. This includes its key publics, stakeholders, strengths and weaknesses of competitors etc. This will give a better picture of what is to be expected of their campaign. Daily work for practitioners is based on 'current situation.'
  
• A clearly defined set of objectives should help in determining what is an appropriate amount of research to undertake. This will help avoid spending unnecessary time and resources on non-essential research.
• Input determines what goes into a project, output is the actual elements produced in the program (flyers etc) and outcomes are the results of this.
• Practitioners should obtain a thorough understanding of the situation before they begin a project. Research into a company's recent projects and successes could help with this.
• Input Research: The first step for practitioners is identifying the goals and objectives of the company and ensuring the campaign plans match this. A SWOT analysis should be undertaken. The second step is gathering all relevant existing information on the situation. The third step is understanding the needs of key target publics and planning in a way that caters for these groups. A few questions to ask are; who are the publics? What are their characteristics? Where do we find them? How important are they? How active or involved are the publics? Hierarchy of importance? Then practitioners can embark on research using various methodologies depending on the situation.
  
• Output research: Research in this phase can consider the delivery of the messages and constantly evaluate this in order to continue to improve as the campaign continues. Output evaluation considers the channels of communication and whether the methods chosen were appropriate for the case.
• Outcome research: Indicates the level of success or failure of the strategy and determines how effective planning and communication were while suggesting improvements. This information can be used in the input phase in the next cycle. Evaluation criteria must be prescribed before this can be achieved.
• There are numerous methodologies available to practitioners when researching. These include formal and non-formal as well as qualitative and quantitative research. Qualitative research is objective and opinion based, whereas quantitative research results in quantifiable data such as graphs, numbers, tables and empirical statistical evidence.
  
• Some useful research techniques include: Surveys, mail, telephone interviews, face to face contact, internet, questionnaires and focus groups. In all methodologies, practitioners should avoid constructing closed ended questions which force respondents into a particular answer.
• Other research methodologies include ethnographic studies (participant observation), case studies, statistical analysis, media monitoring, content analysis, communication audits and many other secondary and primary research methods.
• Ethics: The PRIA's code of ethics provides a framework for research. The research practitioners do should be conscious of; coercion, dishonesty, hurtful manner and manipulation of data.
  
• Research is an essential part of any campaign. It allows considerations for budgeting and all stages of the project, input, output and outcomes.
  

Chapter 7 "Strategy, Planning and Scheduling" and Chapter 8 "Tactics"

Key points from Chapter 7

The Key points from chapter 7:

• The stages of strategic processes in public relations are:


• Creation of organisational visions and mission statements
• Creation of public relations vision and mission statements
• Establishment of performance indicators
• Budgeting
• Writing a strategic public relations plan
• Scheduling of public relations plan activities


• Organisational strategy: Strategy simply refers to a series of planned activities designed and integrated to achieve a stated organisational goal. In order to achieve public relations goals, strategies must be implemented and followed through.


• Public Relations Strategy: The first move is to become influential internally in the organisation and become part of the decision making process rather than just disseminating other people's plans. The companies strategies must be able to be understood by the public or it will not work.


• Well performing public relations offices are valued highly by companies.


• Strategically managed public relations has a significant role in developing strong corporate reputations for companies which translates into a strong presence in the marketplace.


• When planning a public relations strategy, a practitioner must take into account factors such as; what business they are in, internal and external perceptions of company, aims and values of the company among a range of others.

• A company's mission statement outlines a desirable future for the company. Once the statement has been created, practitioners should seek to follow the company's aims as much as possible. The mission statement outlines the company's intentions, function and future plan.
  

• Key performance indicators: Measures used to indicate progress towards achieving the mission. Quantitative measures, production etc, that inform CEO's and executives of the company's progression.

• Strategic Planning: The ten point communication plan:

1. Executive summary
2. The Communication process
3. Background
4. Situation Analysis
5. Main message statement
6. Stakeholders
7. Messages for key stakeholders
8. Implementation
9. Budget
10. Monitoring and Evaluation

• When considering a strategic communication plan, one must be conscious of the principles of effective communication; being open and honest; being two way and responsive; being timely; being clear and consistent and being comprehensive.

• The Zawawi-Johnston strategic public relations plan:
  

1. Executive summary
2. Vision and Mission
3. Background and situational analysis
4. Define strategy
5. Define publics
6. Define main message
7. Select tactics and communication methods
8. Implementation and scheduling
9. Monitoring and evaluation
10. Budget

• Budgeting: A plan for co-ordinating resources and expenses over a period of time by assigning costs to goals and objectives for specific activities (McElreath 1997). Companies operate under financial budgets and operating budgets - services they will use costs and quantities.
  

• Scheduling involves use of lists, flowcharts, calenders etc in order to set times to complete specific goals.
  

Planning, scheduling and strategy are key factors in planning a successful public relations campaign. They help practitioners achieve goals and objectives on time, to budget and effectively.

Key Points Chapter 8 - "Tactics"

• There is a difference between 'tactics' and 'strategy'. Strategy is the overarching plan that helps in achieving goals. Tactics relate to the specific implementations to reach the overarching goal. Both are interrelated and necessary in planning a campaign.
• Tactics include: publicity, newsletters, direct mail, advertising, corporate publications, functions, speaking opportunities, internet sites, information kits, media relations, brochures, competitions, videos, lobbying, meetings etc. I think that a diverse range of tactics should be utilised in order to appeal to a broader public.
• Tactics can be either controlled or uncontrolled. Controlled tactics are those practitioners can keep under control whereas uncontrolled tactics can be altered or blocked. For example press releases are manipulated by journalists and often obscure the main points. For this reason, practitioners should use both controlled and uncontrolled tactics as both have benefits. Uncontrolled tactics can have great impact, but they are unreliable.
  
• A good mix of delivery tactics would employ: mail, faxes, news distribution, email, CD roms, couriers,videos, video-conferences, personal delivery, websites etc.
• New technologies such as the internet provide infinite benefits in delivery. Using marketing to attract people to the area of interest can then lead them to other areas of your website and companies broader activities. PDF files are a good option as they cannot be altered.
• PR tactics are limited only by the practitioners imagination. Some of the most useful tactics include:
• a/ Research-Background information and forming and evaluating campaigns.
• b/ Media Relations-Seeking media coverage can be beneficial, or negative if handled incorrectly.
  
• c/ Printed Materials (brochures, flyers etc). These printed materials must go through design and production processes to enhance their impact.
• d/ Annual Reports: Highlight challenges and successes experienced by organisations. This allows publics to see an overview of the companies year. PR practitioners have roles in shaping the annual release.
• e/ Newsletters: Used to build long term rapport with target publics.
• f/ Direct Mail: Target a specific demographic or public. PR practitioners should use advertising techniques to draw publics in. Clever headlines, good leads and exciting layouts can increase the effectiveness of direct mail.
• Other tactics include: videos, cds, dvds, photos, speeches, presentations, third party endorsements, events, community meetings, advertising, community service announcements and sponsorship.

Tactics are an important part of PR planning, but they are redundant if handled incorrectly. They cannot guarantee success in a campaign. The results rely on the individual skills of the practitioner in choosing the best tactics, budgeting well and using creative skills to enhance impact. Practitioners must cater for target audiences and ensure that their tactics always relate directly to the underlying strategy.

Who did I comment???

This week i commented on Elanor Hayes' blogspot. I thought her grasp of the underlying concepts in the reading was exceptional. http://cmns1290ellenorhayes.blogspot.com/

Week 9 readings: "Sponsorship and Event Management"

Key Points

• The chapter discusses the benefits of sponsorship as being an expensive but worthwhile tactic if handled correctly. It also explores event management, which can also make or break a campaign depending on how it is handled.
• PR people set up events for the purpose of being noticed, especially by media. Public relations events are deemed by Boorstin 'psuedo events', different to real news as they are manufactured, are not spontaneous, created for the purpose of being reported on and becomes a self fulfilling prophecy.
• Sponsorship is the purchase of specific rights and benefits associated with an event, organisation or individual. Sponsors become involved in order to get their product noticed, as well as enhance product image through a relationship with the event.
  
• Philanthropic sponsorship: Community based goodwill donations.
• Corporate sponsorship: Sponsorship not normally linked to sponsoring company's general business. Product placement creates a positive image by association with an event such as a world cup, or tennis grand slam.
• Marketing sponsorship: Most common form of sponsorship, offers cash and goods for tangible, revenue oriented results. Used to promote goods or services to a targeted market. Companies basically use this to gain revenue through increased sales.
• When writing a sponsorship proposal, practitioners should ask themselves if this will improve image, increase sales, entertain, generate publicity, reach a target audience, receive support from spectators and consider any conflict between sponsors.
  
• Practitioners must also consider the benefits for sponsors, such as VIP seating and free merchandise, as well as signage space and media coverage.
  
• Structure of a proposal should be: cover letter with outline of proposal, one page backgrounder, one to two pages of sponsor benefits, one to two pages of pictures etc of past events and a request for an amount of money.
• Ambush marketing is when people associate their product with an event they have no affiliation with. This is negative for sponsorship and should be negated by practitioners to ensure effective sponsorship. They must know who the real sponsors are, use integrated marketing such as television advertising in events, set up sponsor meetings so they can discuss how to approach event. If practitioners catch an ambush marketer they may be able to pursue legal action, as the ambusher may have broken trade practice laws.
• Event management: Successful events can reap enormous benefits for companies. They are characterised by full commitment on the part of the organisation, having committees and sub-committees and having a strong event theme and image.
• Public relations strategy should be considered in event planning.
• The goal of an event is to attract attention to the organisation and their objectives. The best way to achieve this is through media coverage. Therefore practitioners must make events newsworthy and give them the 'gee whiz' factor. Some tactics to involve media are issuing press releases, media functions within the event, distributing an event handbook to the media and making event tickets available to the media.
• Product Demonstration: Events can be an ideal forum to launch a product or idea with a demonstration. This provides opportunities for third party endorsements.
• Corporate/client entertainment: The purpose of this type of event is to create a favourable impression by entertaining key clients and opening up business opportunities. There is usually another agenda behind this, often involving use of their product in the event.
• Revenue generation: Events with the sole purpose of making money.
  
• Creating events has 4 major aspects: Feasibility, planning, execution and evaluation. This means that the event must be realistic, it must be evaluated in terms of budget, time etc. It must be scheduled, organised (sponsors, marketing, officials, security, catering etc) and prepared by practitioners and staff. The event should be executed as closely to the plan as possible, allowing time for last minute touch ups. The event should then be evaluated through a debriefing meeting, event assessment, business activity assessment, budget assessment and risk management assessment.

Sponsorship and proper event management are essential tactics for a modern practitioner. They must be handled properly in order to create a positive outcome for both company and investors, while generating publicity and creating positive image for the company.

Who did I comment???

Today i commented on Lucy Hutton's blog site, she was very thorough.