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Where is the Best PR Value?
by Robert A. Kelly
Wherever the fundamental premise of public
relations is practiced.
Look at what it suggests. 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
organi- zation, the public relations mission
is accomplished.
What a positive message for those business,
non-profit and assoc- iation managers who
don't really understand the role public
relations can play in helping achieve their
organizational objectives. Nor, that reliance
on public relations' fundamental premise
even identifies the tools they need to put
such a plan into action.
If, sadly, you are one of those managers,
here's how you can make up for lost time
and actually boost your chances of reaching
your organizational goals.
Make the time investment needed to identify
and rank, as to their impact on your organization,
those important outside audiences whose
behaviors really do help or hinder your
operations. Let's talk about the one at
the top of the list.
It's really crucial that you know what
members of that "public" think
about your organization. Obviously, you
must ask them! Interaction is really necessary
if you are going to identify percep- tions
likely to lead to negative behaviors. For
example, wrong- headed beliefs, misconceptions,
inaccuracies and even rumors.
And while you're talking to these audience
members, keep an eye or an ear on local
talk show and newspaper columns for the
same signs.
The results of such opinion or perception
monitoring are the very data you need to
establish your public relations goal. For
instance, neutralize that rumor, clear up
that misconception or correct the inaccuracy.
And the very same goal will stand as your
behavior modification objective so that
you can measure your progress.
But here, the question always arises as
to just how you will get to that goal. You
need a strategy to show you the way, and
you have three choices: create opinion/perception
where there may be none, change existing
opinion or reinforce it. Fortunately your
goal will identify which strategy you should
select.
Still, nothing happens until you write
a truly responsive message and transmit
it to members of your target audience. You
must convince them that what you discovered
in the way of rumors, inaccuracies, misconceptions
or wrong-headed beliefs is simply not true.
But do try for believability and clarity.
And, above all, make your message persuasive
and compelling.
Meanwhile, a whole stable of "beasts
of burden" await your pleasure - communications
tactics capable of carrying that hard-won
message direct to your audience members'
eyes and ears. And there are scores and
scores of them in that stable - articles,
interviews, newsletters, personal meetings,
op-eds, emails, speeches and brochures among
many others.
Impatience always grows at this point as
you wait for signs that your public relations
program is working. But that's the signal
to once again interact with members of your
target audience. The difference the second
time around is that you're looking for signs
that their perceptions of your organization
have been altered by your message through
its aggressive delivery system. So get out
there and, again, ask lots of questions.
If things aren't moving fast enough for
you, you may want to add a few more communications
tactics to the mix, as well as increasing
their frequency. Your message should also
be vetted again for factual validity and
clarity.
Gradually, the perceptions, and thus behaviors
of your key, target audiences will begin
moving in your direction, leaving little
doubt as to where the best PR value can
be found.
I can tell you from personal experience
that there is no more satisfying moment
in the practice of public relations.
end
About the Author
Bob Kelly counsels, writes and speaks about
the fundamental premise of public relations.
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. mailto:bobkelly
Visit: http://www.prcommentary.com
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