Public Relations Power Tool for the 21st Century
Public Relations Power Tool for the 21st Century
newsletter, offline publication or website. Only
requirement: you must use the Robert A. Kelly byline
and resource box. Word count is 920 including title;
guidelines; by-line and box. Robert A. Kelly © 2006.
Public Relations: Power Tool for the 21st Century
I address this article to businesses, associations, non-profits and
public entity managers seeking a direct connection between
the money they’re planning to spend on public relations, and the achievement of their organizational objectives.
We can save a lot of time – you and I – if we can agree on
one point: I believe that deep down – and I mean DEEP down –
most chief executives understand that doing something about the
behaviors of their most significant external audiences can rank in
importance right up there with increased sales and earnings.
Whether they do anything about it or not is another question.
But I believe many sense – as do legislators who know they
cannot govern without the consent of the governed – that
managements cannot “govern” their enterprises without the support
and understanding of their most important audiences. I refer to
audiences such as members, supporters, customers, sponsors,
prospects, regulators, employees, thoughtleaders, public interest
groups and the like.
If I’m right, there are some bright days ahead in this new
century not only for public relations people but world commerce as
well.
Fortunately for all concerned, that success will spring from the fundamental premise of public relations: people act on their own
perception of the facts, and those perceptions lead to behaviors about
which something can be done. When public relations creates, changes
or reinforces that opinion by reaching, persuading and moving-to-
desired-action those people whose behaviors affect the organization,
the public relations effort is a success.
What that should mean to a CEO seems obvious. “I guess that
money I’m spending on public relations really could result in the kind
of change in behaviors of my key stakeholders that leads directly to
the achievement of my organizational objectives.”
That conclusion will let us do what we do best – reach those key audience perceptions with the facts as we know them. Hopefully, the messages we use will be clear and persuasive, and will create, change
or reinforce perceptions as needed, then alter behaviors in the employer/client’s direction.
When the problem solving sequence is completed, that particular public relations mission is accomplished. However, we must constantly guard against simply emphasizing those communications tactics we fervently HOPE will reach the target audience. Instead, we must go
further and actively track how well those tactics and persuasive
messages are altering the perception of that target audience. And then
monitor to what degree audience behaviors have moved in our direction.
This matters in a very important way. Management really CAN establish the desired behavior change up front in the planning phase,
then insist on getting that result before pronouncing the public relations effort a success. In other words, getting their public relations money’s worth!
This is powerful stuff! A chief executive of an association, a
business, a non-profit and even a public entity can work with his or
her public relations counsel and agree in the planning phase what they
must do to achieve a specified adjustment in the behaviors of a really important external audience.
Even better, the way to do this is well-known in the public
relations business: select your target audience;
gauge its perception levels;
gauge the behaviors that have resulted;
set your public relations goal;
set your public relations strategy;
prepare the persuasive message;
select and implement the communications tactics that will
carry the message to that key audience;
monitor for perception change;
monitor for behavior change and, hopefully, a public relations
success.
What will the employer/client want from us as we move ahead
into the 21st Century? I believe s/he will want us to apply our special
skills in a way that helps achieve his or her business objectives.
But when will that employer/client of ours be fully satisfied
with the public relations results we have achieved? Only when our
“reach, persuade and move-to-desired-action” efforts have produced
the visible modification in the behaviors of those target audiences
they wish to influence.
Let me conclude our look at Public Relations: Power Tool For
The 21st Century by highlighting once again the three benefits our employer/client will continue to receive when the behavioral changes become apparent and meet the program’s original behavior modification goal.
1. Their public relations program will be a success.
2. By achieving the behavioral goal they set at the beginning
of the program, they will be using a dependable and accurate
public relations performance measurement.
3. When our “reach, persuade and move-to-desired-action” efforts
produce that visible modification in the behaviors of those
people they wish to influence, they will be using public
relations’ core value to its very best advantage ensuring that they
really DO receive their “money’s worth.”
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
Public Relations Power Tool for the 21st Century - To learn more about this author, visit Bob Kelly's Website.
Like this article? Share it with your friends
Please feel free to publish this article in your ezine,
newsletter, offline publication or website. Only
requirement: you must use the Robert A. Kelly byline
and resource box. Word count is 920 including title;
guidelines; by-line and box. Robert A. Kelly © 2006.
Public Relations: Power Tool for the 21st Century
I address this article to businesses, associations, non-profits and
public entity managers seeking a direct connection between
the money they’re planning to spend on public relations, and the achievement of their organizational objectives.
We can save a lot of time – you and I – if we can agree on
one point: I believe that deep down – and I mean DEEP down –
most chief executives understand that doing something about the
behaviors of their most significant external audiences can rank in
importance right up there with increased sales and earnings.
Whether they do anything about it or not is another question.
But I believe many sense – as do legislators who know they
cannot govern without the consent of the governed – that
managements cannot “govern” their enterprises without the support
and understanding of their most important audiences. I refer to
audiences such as members, supporters, customers, sponsors,
prospects, regulators, employees, thoughtleaders, public interest
groups and the like.
If I’m right, there are some bright days ahead in this new
century not only for public relations people but world commerce as
well.
Fortunately for all concerned, that success will spring from the fundamental premise of public relations: people act on their own
perception of the facts, and those perceptions lead to behaviors about
which something can be done. When public relations creates, changes
or reinforces that opinion by reaching, persuading and moving-to-
desired-action those people whose behaviors affect the organization,
the public relations effort is a success.
What that should mean to a CEO seems obvious. “I guess that
money I’m spending on public relations really could result in the kind
of change in behaviors of my key stakeholders that leads directly to
the achievement of my organizational objectives.”
That conclusion will let us do what we do best – reach those key audience perceptions with the facts as we know them. Hopefully, the messages we use will be clear and persuasive, and will create, change
or reinforce perceptions as needed, then alter behaviors in the employer/client’s direction.
When the problem solving sequence is completed, that particular public relations mission is accomplished. However, we must constantly guard against simply emphasizing those communications tactics we fervently HOPE will reach the target audience. Instead, we must go
further and actively track how well those tactics and persuasive
messages are altering the perception of that target audience. And then
monitor to what degree audience behaviors have moved in our direction.
This matters in a very important way. Management really CAN establish the desired behavior change up front in the planning phase,
then insist on getting that result before pronouncing the public relations effort a success. In other words, getting their public relations money’s worth!
This is powerful stuff! A chief executive of an association, a
business, a non-profit and even a public entity can work with his or
her public relations counsel and agree in the planning phase what they
must do to achieve a specified adjustment in the behaviors of a really important external audience.
Even better, the way to do this is well-known in the public
relations business: select your target audience;
gauge its perception levels;
gauge the behaviors that have resulted;
set your public relations goal;
set your public relations strategy;
prepare the persuasive message;
select and implement the communications tactics that will
carry the message to that key audience;
monitor for perception change;
monitor for behavior change and, hopefully, a public relations
success.
What will the employer/client want from us as we move ahead
into the 21st Century? I believe s/he will want us to apply our special
skills in a way that helps achieve his or her business objectives.
But when will that employer/client of ours be fully satisfied
with the public relations results we have achieved? Only when our
“reach, persuade and move-to-desired-action” efforts have produced
the visible modification in the behaviors of those target audiences
they wish to influence.
Let me conclude our look at Public Relations: Power Tool For
The 21st Century by highlighting once again the three benefits our employer/client will continue to receive when the behavioral changes become apparent and meet the program’s original behavior modification goal.
1. Their public relations program will be a success.
2. By achieving the behavioral goal they set at the beginning
of the program, they will be using a dependable and accurate
public relations performance measurement.
3. When our “reach, persuade and move-to-desired-action” efforts
produce that visible modification in the behaviors of those
people they wish to influence, they will be using public
relations’ core value to its very best advantage ensuring that they
really DO receive their “money’s worth.”
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
Public Relations Power Tool for the 21st Century - To learn more about this author, visit Bob Kelly's Website.
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John PowerJohn Power, founder of Biltmore Franchise Consulting, has extensive experience developing and marketing franchises and business opportunities. He has been in and around franchising for over twenty years. From 1980 through 1990 he conceptualized, organized, and developed the American Video Association. He grew AVA to 2,000 national members, before selling the company it 1990. It was later merged into another home video marketing company. From 2000 to 2005 he worked as a contract marketing and human resources consultant to several local and national companies. In 2005 Mr. Power began working as a franchise development consultant on a full-time basis. Since that time he has helped more than three dozen companies initiate and develop their franchising program. He notes that there are many companies interested in developing a franchise program, and who need his specialized assistance. Mr. Power is a “hands-on” franchise consultant. He said, “I am the ‘nuts and bolts’ person who tends to the details for my clients.” Mr. Power holds a B.S. degree with a major in Marketing. See: www.biltmorefranchise.com You may contact Mr. Power at: jpower@biltmorefranchise.co - Visit John Power's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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Kim CastleWith nearly two decades in the advertising and design business, with clients like Domino's Pizza, General Motors, Direct TV, Pedigree, Wolfgang Puck, Higher Octave Music, Hollywood Celebrity Products, Disney, and Paramount, as well as thousands of entrepreneurs around the world define, structure, communicate, and position their business for greater profits, BrandU(R) co-creators Kim Castle and W. Vito Montone discovered that entrepreneurs could experience the same power that big brands command for a fraction of the cost with the world's only process-based results-drive Integral approach to business creation. BrandU(R) is helping entrepreneurs grow with the power of extreme clarity from idea...to brand...to market(TM) and helping one million entrepreneurs become successful and whole so that they can make a difference in the world. Are you one of them? If you want to experience clarity all the way to the bank(TM), get started now at http://www.brandu.com. - Visit Kim Castle's Website |
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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