The Power of Public Relations
The Power of Public Relations
offline publication or website. Only requirement: you must
use the Robert A. Kelly byline and resource box. Word count
is 865 including guidelines and box. Robert A. Kelly © 2006.
The Power of Public Relations
When you use this strategic approach to public relations –
and back it up with sufficient tactical pressure – you can
achieve the positive changes you want in target audience
perceptions and behaviors.
Because that attracts the support of the very external
audiences whose behaviors have the most effect on your
enterprise, your chances of achieving your organizational
objectives are much improved.
It all flows from the fundamental premise of public relations
which you are invited to read right now.
“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.”
The power of those comments lies in the behavior changes that
can take place among your key, outside audiences. When
those changes occur – and the combined perceptions of members
of that important external “public” begin to move in your
direction – it can spell public relations AND organizational success.
For example, using an unassailable and clear-cut set of facts,
you convince area activists gathering at your plant gate that
(1) you don’t dump chemicals into the river, and (2) both State
and Federal investigations found that to be true. When they
finally clear out, you’ve limited the damage an expensive and
long-lasting disruption could have caused. That saved the
organization cold, hard cash!
What happened? You managed to change the perception of
those activists which, predictably, led to the change in their
behavior that you desired. In other words, a successful use of
public relations’ fundamental premise.
While public relations can bring real power to bear, and while
there’s a well-worn path leading to each success, truth is, you
can’t change perceptions, and thus behaviors of your important
outside audiences if you are not in touch with them on a regular
and meaningful basis.
That’s why it’s so important to interact with members of each
target audience, and ask questions. What do you think of
our services, our programs, or our products? Are you satisfied?
Listen carefully for signs of a misconception or a factual
inaccuracy. Is there a belief alive out there that simply isn’t
true? Do you detect a hurtful rumor that must be squashed?
The answers you receive let you establish your public relations
goal. For example, correct that inaccuracy, clear up that
misconception, or get out the facts in order to neutralize that
rumor.
But how will you actually reach that goal? With a clear and
urgent strategy.
Fortunately, in dealing with perception/opinion, we have
just three options available to us. Create perception/opinion
where there is none, change existing perception, or reinforce it.
The goal you established will quickly tell you which strategy
choice you must make.
But, of course, what you say to that target audience, in pursuit
of your public relations goal, is crucial. Your message must be
persuasive, compelling and clear as a mountain stream. It also
must be credible and believable, which means truthful in all
detail. It should also address the particular inaccuracy,
misconception or rumor head on and not allow room for any
further misunderstandings.
Now, how do you communicate that important message to the
attention of members of your key, target audience? I still call
them “beasts of burden” because they carry messages from
Point A to Point B. Communications tactics are the answer,
and you have a huge selection from which to choose.
Everything from open houses, contests, news releases and
speeches to brochures, community briefings, letters-to-the-
editor, emails, radio/TV and newspaper interviews, and
lots more.
Sooner rather than later, you will wonder whether you’re
making any progress. And the only realistic way to nail that
down is to go back to members of that target audience again
and ask them the same questions all over again.
The big difference this time around is, you’re looking for signs
that opinion/perceptions have begun to change in your
direction. By that I mean clear indications that the miscon-
ception is clearing up, or the inaccuracy has been corrected,
or that a negative impression is slowly turning around.
And that is when this strategic, and powerful approach to
public relations – supported by appropriate tactical firepower
– delivers the altered perceptions and modified behaviors
promised in the fundamental premise of public relations.
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
The Power of Public Relations - 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 865 including guidelines and box. Robert A. Kelly © 2006.
The Power of Public Relations
When you use this strategic approach to public relations –
and back it up with sufficient tactical pressure – you can
achieve the positive changes you want in target audience
perceptions and behaviors.
Because that attracts the support of the very external
audiences whose behaviors have the most effect on your
enterprise, your chances of achieving your organizational
objectives are much improved.
It all flows from the fundamental premise of public relations
which you are invited to read right now.
“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.”
The power of those comments lies in the behavior changes that
can take place among your key, outside audiences. When
those changes occur – and the combined perceptions of members
of that important external “public” begin to move in your
direction – it can spell public relations AND organizational success.
For example, using an unassailable and clear-cut set of facts,
you convince area activists gathering at your plant gate that
(1) you don’t dump chemicals into the river, and (2) both State
and Federal investigations found that to be true. When they
finally clear out, you’ve limited the damage an expensive and
long-lasting disruption could have caused. That saved the
organization cold, hard cash!
What happened? You managed to change the perception of
those activists which, predictably, led to the change in their
behavior that you desired. In other words, a successful use of
public relations’ fundamental premise.
While public relations can bring real power to bear, and while
there’s a well-worn path leading to each success, truth is, you
can’t change perceptions, and thus behaviors of your important
outside audiences if you are not in touch with them on a regular
and meaningful basis.
That’s why it’s so important to interact with members of each
target audience, and ask questions. What do you think of
our services, our programs, or our products? Are you satisfied?
Listen carefully for signs of a misconception or a factual
inaccuracy. Is there a belief alive out there that simply isn’t
true? Do you detect a hurtful rumor that must be squashed?
The answers you receive let you establish your public relations
goal. For example, correct that inaccuracy, clear up that
misconception, or get out the facts in order to neutralize that
rumor.
But how will you actually reach that goal? With a clear and
urgent strategy.
Fortunately, in dealing with perception/opinion, we have
just three options available to us. Create perception/opinion
where there is none, change existing perception, or reinforce it.
The goal you established will quickly tell you which strategy
choice you must make.
But, of course, what you say to that target audience, in pursuit
of your public relations goal, is crucial. Your message must be
persuasive, compelling and clear as a mountain stream. It also
must be credible and believable, which means truthful in all
detail. It should also address the particular inaccuracy,
misconception or rumor head on and not allow room for any
further misunderstandings.
Now, how do you communicate that important message to the
attention of members of your key, target audience? I still call
them “beasts of burden” because they carry messages from
Point A to Point B. Communications tactics are the answer,
and you have a huge selection from which to choose.
Everything from open houses, contests, news releases and
speeches to brochures, community briefings, letters-to-the-
editor, emails, radio/TV and newspaper interviews, and
lots more.
Sooner rather than later, you will wonder whether you’re
making any progress. And the only realistic way to nail that
down is to go back to members of that target audience again
and ask them the same questions all over again.
The big difference this time around is, you’re looking for signs
that opinion/perceptions have begun to change in your
direction. By that I mean clear indications that the miscon-
ception is clearing up, or the inaccuracy has been corrected,
or that a negative impression is slowly turning around.
And that is when this strategic, and powerful approach to
public relations – supported by appropriate tactical firepower
– delivers the altered perceptions and modified behaviors
promised in the fundamental premise of public relations.
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
The Power of Public Relations - 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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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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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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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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