So What's Wrong With Strategic?
So What's Wrong With Strategic?
offline publication or website. Only requirement: you must use
the Robert A. Kelly byline and resource box. Net word count is
875 including guidelines and box. Robert A. Kelly © 2006.
So What’s Wrong With Strategic?
Some folks see the word “strategic” as a needlessly tiresome
and complicated notion. But anything that shows you how to
get from here to there IS strategic, and something we all need.
Even the dictionary calls a strategy “of great importance to a
planned effort.”
For example, look at public relations where just about
everything is based on getting from here to there. That is, from
a dangerous lack of concern with external audiences to a
sensible plan for doing something about what those key
audiences think about you.
To make the point, here’s a quick two-sentence thumbnail that
promises just such an outcome.
“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 those people whose behaviors affect the organization,
the public relations mission is usually accomplished.”
While it’s obvious that survival is the pot of gold at the end
of this rainbow, you don’t get those external audiences on your
side without a little work
Better prioritize those outside interest groups of yours into
some kind of importance ranking. Then, let’s take the external
audience you rank clearly as #1 and do a little work on it right
now.
How much do you know about this group of people? Are you
aware of what the prevailing view of you and your enterprize
is among group members? Do you know of any negative
perceptions?
No? That’s why you must get busy and interact with members
of that key target audience of yours. Ask questions: “What do
you think about our business, products or services? Why?”
And stay alert to any signs of negativity, any inaccurate
perceptions, misconceptions or rumors.
The reactions to such probing questions help you to set down
a public relations goal designed to correct misperceptions
and inaccuracies.
So, while this gives you your public relations goal, HOW will
you reach it? That’s right, you need a strategy to help you get
from here to there. You’re in luck because there are just three
strategic options for dealing with opinion available to you.
Create opinion (perceptions) where none may exist; change
existing opinion, or reinforce it.
Select the one that logically flows from the goal you established.
Now, you’re ready to write the persuasive and compelling
message you’ll be counting on to change perceptions and
move your target audience behaviors in your direction.
It’s not an easy writing job. The message must be not only
persuasive and compelling but very clear, direct and brief in
its presentation. The facts and figures supporting WHY target
audience members should alter their perception of your
organization must be accurate and believable. It’s best to try
out the message on a few audience members first, then adjust
if needed and commence public distribution.
Now, to mix metaphors, who will be your “beasts of burden,”
or “foot soldiers?” In other words, which communications
tactics will you use to carry that carefully constructed
message to the eyes and ears of key target audience members?
There are a lot of tactics available to you. Everything from
letters and emails, personal contacts, face-to-face meetings
and special events to brochures, press releases, speeches,
broadcast interviews and a ton of others.
At this point, you will still not know if you’re making
progress towards your public relations goal.
Which is why you must return to the field and once again
talk to those members of your key target audience. Ask
questions very similar to those you used during your earlier
information gathering.
The big difference the second time around will be that you
are watching closely for signs of changed perceptions,
hopefully in your direction. Have misconceptions cleared up?
Does it appear that inaccuracies have been corrected? Do
you see signs that the dangerous rumor has been defeated?
Not enough progress? Review the mix and frequency of your communications tactics. And take a hard look at that all-
important message. Measure it as to how well your facts and
figures equip it to change minds and perceptions. Make
adjustments and recommence firing!
What you’ve just completed is a first-class, “strategic” plan
for managing the perceptions and behaviors of your key
external audiences. A plan that will have a large say in your
personal success and, possibly, the survival of your organization.
end
Bob Kelly counsels and writes for 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:www.PRCommentary.com
So Whats Wrong With Strategic - 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. Net word count is
875 including guidelines and box. Robert A. Kelly © 2006.
So What’s Wrong With Strategic?
Some folks see the word “strategic” as a needlessly tiresome
and complicated notion. But anything that shows you how to
get from here to there IS strategic, and something we all need.
Even the dictionary calls a strategy “of great importance to a
planned effort.”
For example, look at public relations where just about
everything is based on getting from here to there. That is, from
a dangerous lack of concern with external audiences to a
sensible plan for doing something about what those key
audiences think about you.
To make the point, here’s a quick two-sentence thumbnail that
promises just such an outcome.
“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 those people whose behaviors affect the organization,
the public relations mission is usually accomplished.”
While it’s obvious that survival is the pot of gold at the end
of this rainbow, you don’t get those external audiences on your
side without a little work
Better prioritize those outside interest groups of yours into
some kind of importance ranking. Then, let’s take the external
audience you rank clearly as #1 and do a little work on it right
now.
How much do you know about this group of people? Are you
aware of what the prevailing view of you and your enterprize
is among group members? Do you know of any negative
perceptions?
No? That’s why you must get busy and interact with members
of that key target audience of yours. Ask questions: “What do
you think about our business, products or services? Why?”
And stay alert to any signs of negativity, any inaccurate
perceptions, misconceptions or rumors.
The reactions to such probing questions help you to set down
a public relations goal designed to correct misperceptions
and inaccuracies.
So, while this gives you your public relations goal, HOW will
you reach it? That’s right, you need a strategy to help you get
from here to there. You’re in luck because there are just three
strategic options for dealing with opinion available to you.
Create opinion (perceptions) where none may exist; change
existing opinion, or reinforce it.
Select the one that logically flows from the goal you established.
Now, you’re ready to write the persuasive and compelling
message you’ll be counting on to change perceptions and
move your target audience behaviors in your direction.
It’s not an easy writing job. The message must be not only
persuasive and compelling but very clear, direct and brief in
its presentation. The facts and figures supporting WHY target
audience members should alter their perception of your
organization must be accurate and believable. It’s best to try
out the message on a few audience members first, then adjust
if needed and commence public distribution.
Now, to mix metaphors, who will be your “beasts of burden,”
or “foot soldiers?” In other words, which communications
tactics will you use to carry that carefully constructed
message to the eyes and ears of key target audience members?
There are a lot of tactics available to you. Everything from
letters and emails, personal contacts, face-to-face meetings
and special events to brochures, press releases, speeches,
broadcast interviews and a ton of others.
At this point, you will still not know if you’re making
progress towards your public relations goal.
Which is why you must return to the field and once again
talk to those members of your key target audience. Ask
questions very similar to those you used during your earlier
information gathering.
The big difference the second time around will be that you
are watching closely for signs of changed perceptions,
hopefully in your direction. Have misconceptions cleared up?
Does it appear that inaccuracies have been corrected? Do
you see signs that the dangerous rumor has been defeated?
Not enough progress? Review the mix and frequency of your communications tactics. And take a hard look at that all-
important message. Measure it as to how well your facts and
figures equip it to change minds and perceptions. Make
adjustments and recommence firing!
What you’ve just completed is a first-class, “strategic” plan
for managing the perceptions and behaviors of your key
external audiences. A plan that will have a large say in your
personal success and, possibly, the survival of your organization.
end
Bob Kelly counsels and writes for 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:www.PRCommentary.com
So Whats Wrong With Strategic - To learn more about this author, visit Bob Kelly's Website.
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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