PR Whats the Point

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guidelines and box. Robert A. Kelly © 2006.

PR: What’s the Point?

Here’s the point: people act on their own perception of
the facts before them, which leads to predictable behaviors
about which something can be done. When we create,
change or reinforce that opinion by reaching, persuading
and moving-to-desired-action the very people whose
behaviors affect the organization the most, the public
relations mission is accomplished.

The point is simply stated for businesses, non-profits and
associations. Many concentrate their public relations
effort on newspaper and radio exposures, or funding
management’s favorite special event.

And this, when they should be driving an action plan that
persuades their key external stakeholders to their way of
thinking, then moving those important outside audiences
to take actions that help their departments, divisions or
subsidiaries succeed.

This difference in emphasis can turn into real trouble for
managers who work hard to achieve their operating objectives.

If this sounds like your situation, why not meet with the
public relations people assigned to your unit and make sure
they buy into a blueprint for PR success: the results might
amaze you. How about prospects starting to do business
with you; membership applications on the rise; customers
starting to make repeat purchases; fresh proposals for
strategic alliances and joint ventures; community leaders
beginning to seek you out; welcome bounces in show
room visits; higher employee retention rates, capital givers
or specifying sources beginning to look your way, and
even politicians and legislators starting to view you as a
key member of the business, non-profit or association
communities.

You can create those kinds of results when you do
something positive about the behaviors of those outside
audiences that MOST affect your business, non-profit or
association.

And, when you use the promise of PR to deliver external
stakeholder behavior change – the kind that leads directly
to achieving your managerial objectives.

And again when you persuade those important outside folks to
your viewpoint, then move them to take actions that help
your department, division or subsidiary succeed.

If this is the kind of PR you need and want, list those
outside audiences of yours whose behavior helps or
hinders you in achieving your objectives. And list them
according to their impact on your operation.

If experience is any guide, you probably don’t have
access to data showing how most members of that key
external audience perceive your organization.

Truth is, hiring professional survey people to monitor
those perceptions can be expensive, so you and your
colleagues will have to do it yourselves. Interact with
members of that outside audience by asking questions
like “Have you ever had contact with anyone from our
organization? Was it a satisfactory experience? Are you
familiar with our services or products?”

Listen carefully for negative statements, especially
evasive or hesitant replies. Watch for false assumptions,
untruths, misconceptions, inaccuracies and potentially
damaging rumors. Any of which will need to be corrected
because we know counterproductive perceptions usually
lead to negative behaviors.

Of course you want to correct such problems before they
create negative behaviors. So you select the actual perception
to be altered, and that becomes your public relations goal.

Fact is, a PR goal without a strategy to show you how to get
there, is like catfish without the lemon and spicy tartar sauce.
That’s why you must pick one of three strategies structured
to create perception or opinion where there may be none, or
change existing perception, or reinforce it. What you want to do
here is insure that the goal and its strategy match each other.
It wouldn’t do to select “change existing perception” when
current perception is OK suggesting a “reinforce” strategy.

Here is where writing talent is needed. Someone on your PR
team must create a compelling message written in a way that
can alter your key target audience’s perception, as called for
by your public relations goal.

You can always combine your corrective message with a
product or personnel announcement and increase message
credibility by not highlighting the correction itself.

The corrective message should have several attributes,
clarity for one. Be specific about what perception needs
clarification or correction, and why. Your facts must be
accurate and they must be persuasive, logically explained and
believable if the message is to hold the attention of members
of that target audience, and move perception your way.

Now you pick your “beasts of burden” – the actual tactics
you will use to carry your corrective message to the attention
of that external audience.

Communications tactics of all kinds are available including
letters-to-the-editor, brochures, press releases and speeches. Or,
you might select radio and newspaper interviews, personal
contacts, newsletters, or group briefings. But be certain
those you pick have a record of reaching the same audiences
as those that make up your target stakeholders.

Prepare in advance for queries about progress by getting back
out in the field again monitoring perceptions among your
target audience members. Ask questions like those used
during the earlier monitoring session. This time, keep an eye
out for signs that audience perceptions are beginning to
move in your direction.

In public relations we can usually speed things up by
employing additional communications tactics, AND
by increasing their frequencies.

So what IS the point of PR? You’ll know the answer to that
question when you place a workable blueprint in action
that helps you persuade those important outside audiences
to your way of thinking, then moves them to take actions
that lead to the success of your department, division or subsidiary.

What you will have done is sharpen your focus on the
very groups of outside people who play a major role in just
how successful a manager you will be – your key external
stakeholders.

end

Bob Kelly counsels, writes and speaks to business, non-profit and
association managers about using the fundamental premise of public
relations to achieve their operating objectives. He has authored 245
articles on the subject which are listed at EzineArticles.com, click
Expert Author, click Robert A. Kelly. He has been DPR, Pepsi-Cola
Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport
News Shipbuilding & Drydock Co.; director of communications,
U.S. Department of the Interior, and deputy assistant press secretary,
The White House. He holds a bachelor of science degree from
Columbia University, major in public relations.
mailto:bobkelly@TNI.net Visit:http://www.prcommentary.com







PR Whats the Point - To learn more about this author, visit Bob Kelly's Website.

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