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.