When PR Becomes a Major Asset
When PR Becomes a Major Asset
in your ezine, newsletter, offline publication or website.
Only requirements: you must use the Robert A. Kelly
byline and resource box. Word count is 1215 including
guidelines and the box. Robert A. Kelly © 2006.
When PR Becomes a Major Asset
It begins with tactics. Many business, non-profit,
government agency and association managers see
public relations pretty much as press releases, special
events, brochures and broadcast plugs. In other words,
what one must do to move a message from one point
to another. Or, in reality, a minor asset.
But things change, and so do those managers when it
occurs to them that they might need the kind of public
relations effort that leads directly to achieving their
managerial objectives. Obviously, a MAJOR asset!
The change can begin with a nagging feeling that they
ought to be doing something meaningful about the
behaviors of those important outside audiences that
MOST affect the department, division or subsidiary
unit they manage.
When that epiphany takes hold, a manager might then
try to persuade those key folks to his or her way of
thinking, and then move them to take actions that allow
that manager’s unit to succeed.
This course of events is always good news! Especially
when we see that the right public relations planning
really CAN alter individual perception and lead to
changed key audience behaviors that help a manager
achieve his or her objectives.
So, as referenced at the top of this article, try to
remember that your PR effort must demand more than
special events, news releases and talk show tactics if
you are to receive the quality public relations results
you deserve.
And those results can make your day. For example, new
proposals for strategic alliances and joint ventures start
showing up; prospects actually start to do business with
you; specifying sources beginning to look your way;
community leaders begin to seek you out; customers
begin to make repeat purchases; membership
applications start to rise; politicians and legislators
begin looking at you as a key member of the business,
non-profit or association communities; and new
(and very ) welcome bounces in show room visits occur.
What ARE the core beliefs – the underlying premise
of public relations, if you will -- that can deliver such
results? Well, 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 usually accomplished.
Now, because they are already in the perception and
behavior business, your public relations professionals can
be of real use on your new opinion monitoring project
But be certain that the PR staff also accepts why it’s
SO important to know how your most important outside
audiences perceive your operations, products or services.
Above all, be sure they believe that perceptions almost
always result in behaviors that can help or hurt your
operation.
I suggest that you take the time to review with them
your plan for gathering key audience perceptions by
questioning members of your most important outside
audiences. Propose questions like these to be asked:
how much do you know about our organization? Have
you had prior contact with us and were you pleased
with the exchange? Are you familiar with our services
or products and employees? Have you experienced
problems with our people or procedures?
Here, a cost comparison might be advisable, considering
the cost of using professional survey firms to do the
opinion gathering work versus using those PR folks of
yours, who are already in the perception business. But
whether it’s your people or a survey firm asking the
questions, the objective remains the same: identify
untruths, false assumptions, unfounded rumors,
inaccuracies, misconceptions and any other negative
perception that might translate into hurtful behaviors.
Goal-setting is now appropriate and necessary. A call
for action on the most serious problem areas you
uncovered during your key audience perception
monitoring. Will you want to straighten out that
dangerous misconception? Correct that gross
inaccuracy? Or, stop that potentially painful rumor
right in its tracks?
An equally specific strategy that tells you how to
get where you’re going is now needed. Only three
strategic options are available to you when it
comes to doing something about perception and
opinion. Change existing perception, create
perception where there may be none, or reinforce
it. The wrong strategy pick will taste like lemon
pudding on your conch fritters, so be sure your
new strategy fits well with your new public
relations goal. You certainly don’t want to select
“change” when the facts dictate a strategy of
reinforcement.
Now, it’s all about good writing. You’ve got to
put together a persuasive message that will help
move your key audience to your way of thinking.
It must be a carefully-written message targeted
directly at your key external audience. Select your
very best writer because s/he must come up with
really corrective language that is not merely
compelling, persuasive and believable, but clear
and factual if they are to shift perception/opinion
towards your point of view and lead to the
behaviors you have in mind.
Here’s where you pick out the communications
tactics most likely to carry your message to the
attention of your target audience. There are many
available. From speeches, facility tours, emails and
brochures to consumer briefings, media interviews,
newsletters, personal meetings and many others.
But be certain that the tactics you pick are known
to reach folks just like your audience members.
Because people’s confidence in just about any
message is very fragile at best, how you go about
communicating it is a concern. Which is why you
may wish to unveil your corrective message before
smaller meetings and presentations rather than
using higher-profile news releases and talk show
appearances.
Obviously, you’re going to have to report on the
progress of the public relations program, and that
will lead directly to a second perception monitoring
session with members of your external audience.
You’ll want to use many of the same questions used
in the benchmark session. But now, you will be on
strict alert for signs that the bad news perception
is being altered in your direction.
Maintaining initial momentum over time will be
challenging. If things slow down, you can always
speed up matters by adding more communications
tactics as well as increasing their frequencies.
It’s each manager’s choice. Pick the minor asset
and make your public relations revolve around
message-moving tactics, or go for the major asset
and the kind of effort that leads directly to achieving
your managerial objectives.
An easy choice.
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 published over
230 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
When PR Becomes a Major Asset - 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 and resource box
in your ezine, newsletter, offline publication or website.
Only requirements: you must use the Robert A. Kelly
byline and resource box. Word count is 1215 including
guidelines and the box. Robert A. Kelly © 2006.
When PR Becomes a Major Asset
It begins with tactics. Many business, non-profit,
government agency and association managers see
public relations pretty much as press releases, special
events, brochures and broadcast plugs. In other words,
what one must do to move a message from one point
to another. Or, in reality, a minor asset.
But things change, and so do those managers when it
occurs to them that they might need the kind of public
relations effort that leads directly to achieving their
managerial objectives. Obviously, a MAJOR asset!
The change can begin with a nagging feeling that they
ought to be doing something meaningful about the
behaviors of those important outside audiences that
MOST affect the department, division or subsidiary
unit they manage.
When that epiphany takes hold, a manager might then
try to persuade those key folks to his or her way of
thinking, and then move them to take actions that allow
that manager’s unit to succeed.
This course of events is always good news! Especially
when we see that the right public relations planning
really CAN alter individual perception and lead to
changed key audience behaviors that help a manager
achieve his or her objectives.
So, as referenced at the top of this article, try to
remember that your PR effort must demand more than
special events, news releases and talk show tactics if
you are to receive the quality public relations results
you deserve.
And those results can make your day. For example, new
proposals for strategic alliances and joint ventures start
showing up; prospects actually start to do business with
you; specifying sources beginning to look your way;
community leaders begin to seek you out; customers
begin to make repeat purchases; membership
applications start to rise; politicians and legislators
begin looking at you as a key member of the business,
non-profit or association communities; and new
(and very ) welcome bounces in show room visits occur.
What ARE the core beliefs – the underlying premise
of public relations, if you will -- that can deliver such
results? Well, 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 usually accomplished.
Now, because they are already in the perception and
behavior business, your public relations professionals can
be of real use on your new opinion monitoring project
But be certain that the PR staff also accepts why it’s
SO important to know how your most important outside
audiences perceive your operations, products or services.
Above all, be sure they believe that perceptions almost
always result in behaviors that can help or hurt your
operation.
I suggest that you take the time to review with them
your plan for gathering key audience perceptions by
questioning members of your most important outside
audiences. Propose questions like these to be asked:
how much do you know about our organization? Have
you had prior contact with us and were you pleased
with the exchange? Are you familiar with our services
or products and employees? Have you experienced
problems with our people or procedures?
Here, a cost comparison might be advisable, considering
the cost of using professional survey firms to do the
opinion gathering work versus using those PR folks of
yours, who are already in the perception business. But
whether it’s your people or a survey firm asking the
questions, the objective remains the same: identify
untruths, false assumptions, unfounded rumors,
inaccuracies, misconceptions and any other negative
perception that might translate into hurtful behaviors.
Goal-setting is now appropriate and necessary. A call
for action on the most serious problem areas you
uncovered during your key audience perception
monitoring. Will you want to straighten out that
dangerous misconception? Correct that gross
inaccuracy? Or, stop that potentially painful rumor
right in its tracks?
An equally specific strategy that tells you how to
get where you’re going is now needed. Only three
strategic options are available to you when it
comes to doing something about perception and
opinion. Change existing perception, create
perception where there may be none, or reinforce
it. The wrong strategy pick will taste like lemon
pudding on your conch fritters, so be sure your
new strategy fits well with your new public
relations goal. You certainly don’t want to select
“change” when the facts dictate a strategy of
reinforcement.
Now, it’s all about good writing. You’ve got to
put together a persuasive message that will help
move your key audience to your way of thinking.
It must be a carefully-written message targeted
directly at your key external audience. Select your
very best writer because s/he must come up with
really corrective language that is not merely
compelling, persuasive and believable, but clear
and factual if they are to shift perception/opinion
towards your point of view and lead to the
behaviors you have in mind.
Here’s where you pick out the communications
tactics most likely to carry your message to the
attention of your target audience. There are many
available. From speeches, facility tours, emails and
brochures to consumer briefings, media interviews,
newsletters, personal meetings and many others.
But be certain that the tactics you pick are known
to reach folks just like your audience members.
Because people’s confidence in just about any
message is very fragile at best, how you go about
communicating it is a concern. Which is why you
may wish to unveil your corrective message before
smaller meetings and presentations rather than
using higher-profile news releases and talk show
appearances.
Obviously, you’re going to have to report on the
progress of the public relations program, and that
will lead directly to a second perception monitoring
session with members of your external audience.
You’ll want to use many of the same questions used
in the benchmark session. But now, you will be on
strict alert for signs that the bad news perception
is being altered in your direction.
Maintaining initial momentum over time will be
challenging. If things slow down, you can always
speed up matters by adding more communications
tactics as well as increasing their frequencies.
It’s each manager’s choice. Pick the minor asset
and make your public relations revolve around
message-moving tactics, or go for the major asset
and the kind of effort that leads directly to achieving
your managerial objectives.
An easy choice.
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 published over
230 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
When PR Becomes a Major Asset - To learn more about this author, visit Bob Kelly's Website.
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