A press release is a document written about a company, by the company, to be distributed to print and web sources, as well as other media types. Typically, these are created/ written by the publicist of the firm.

As a business, non-profit or association manager, your public relations expenditure may give you names in the newspaper or product plugs on radio. But what about key stakeholder behavior change – the kind that leads directly to achieving your managerial objectives?

Since that’s public relations’ strongest suit, shouldn’t you be getting that first, THEN incremental publicity exposure? Especially when persuading those important outside folks to your way of thinking can move many of them to take actions that help you achieve your department, division or subsidiary objectives?

Bounce this notion off the public relations team assigned to your unit: 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 accomplished.

If they buy into it, you’ll have a simple blueprint that gets everyone working towards the same external audience behaviors insuring that your public relations effort stays on track.

Consider the possible payoffs: customers starting to make repeat purchases; community leaders beginning to seek you out; welcome bounces in show room visits; membership applications on the rise; prospects starting to do business with you; fresh proposals for strategic alliances and joint ventures; higher employee retention rates, capital givers or specifying sources beginning to look your way, and even politicians and legislators starting to view you as a key member of the business, non-profit or association communities

But, like everything else, there’s no free lunch in PR either, and the work looks like this. You need to find out who among your important outside audiences is behaving in ways that help or hinder the achievement of your objectives. And then, list them according to how severely their behaviors affect your organization.

Of course it’s unlikely that you have the facts and figures you need to pull this off because you aren’t real certain just how most members of that key outside audience perceive your organization.

There’s also a good chance you don’t have the budget to accommodate expensive professional survey work. So you and your PR colleagues (they should be quite familiar with perception and behavior matters) must monitor those perceptions yourself.

Meet with members of that outside audience and ask questions like “Are you familiar with our services or products?” “Have you ever had contact with anyone from our organization? Was it a satisfactory experience?” Stay alert to negative statements, especially evasive or hesitant replies. Watch carefully for false assumptions, untruths, misconceptions, inaccuracies and potentially damaging rumors. Any of which will need to be corrected, because experience shows they usually lead to negative behaviors.

So, because the obvious objective here is to correct those same untruths, inaccuracies, misconceptions and false assumptions, you now select the specific perception to be altered, and that becomes your public relations goal.

But a PR goal without a strategy to show you how to get there, is like champagne without the peaches. That’s why you must select one of three strategies especially designed to create perception or opinion where there may be none, or change existing perception, or reinforce it. The challenge here (albeit small) is to insure that the goal and its strategy match each other. You wouldn’t want to select “change existing perception” when current perception is just right suggesting a “reinforce” strategy.

Your writers step forward here to create a compelling message carefully designed to alter your key target audience’s perception, as called for by your public relations goal.

Stay flexible as to message delivery because combining your corrective message with another presentation or newsworthy announcement of a new product, service or employee may lend more credibility by not overemphasizing the need for such a correction.

The new message must be very clear about what perception needs clarification or correction, and why. Your facts must be truthful and your position must be logically explained and believable if it is to hold the attention of members of that target audience, and actually move perception in your direction. It’s clear that your message must be compelling.

I call the communications tactics you will use to move your message to the attention of that key external audience “beasts of burden” because they must carry your persuasive new thoughts to the eyes and ears of those important outside people.

You’re in luck here because the list of tactics is a long one. It includes letters-to-the-editor, brochures, press releases and speeches. Or, you might select radio and newspaper interviews, personal contacts, facility tours or customer briefings. There are dozens in waiting and the only selection requirement is that those tactics you choose have a record of reaching people just like the members of your key target audience.

Your associates will soon want to know if any progress is being made. Of course you’ll already be hard at work remonitoring perceptions among your target audience members. Using questions similar to those used during your earlier monitoring session, you’ll now be on the lookout for indications that audience perceptions are beginning to move the way you want them to move.

Things can always be moved along at a faster clip by adding more communications tactics, AND by increasing their frequencies.

The only way to be certain you are buying full-bodied public relations results and not the “Lite” version, is to undertake an aggressive public relations plan that targets the kind of key stakeholder behavior change that leads directly to achieving your department, division or subsidiary objectives.

About The Author

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 been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communi- cations, 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. Visit his website.

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Tags: definition of public relations, public relations defintion, PR, public relations

The right kind of PR, that is, the kind that puts you in charge of the care and feeding of a lot of people who play a major role in just how successful a manager you’re going to be?

As that manager, it also helps if you accept the fact that you need the kind of external stakeholder behavior change that helps you reach your business, non-profit or association objectives.

And it’s also helpful if you believe it’s a good idea to try and persuade those important outside folks to your way of thinking, then move them to take actions that help your department, division or subsidiary succeed.

Given all of that, if it now appears that you need to do something positive about the behaviors of those outside audiences that most affect your operations, yes, you really need public relations!

I mean, look at the sort of results you could be getting: politicians and legislators starting to view you as a key member of the business, non-profit or association communities; prospects starting to do business with you; fresh proposals for strategic alliances and joint ventures; membership applications on the rise; customers starting to make repeat purchases; community leaders beginning to seek you out; welcome bounces in show room visits; higher employee retention rates; and even capital givers or specifying sources beginning to look your way.

So we agree that, yes, you really need public relations. But here’s what’s got to happen.

From the get-go, assure yourself that the public relations people assigned to your department, division or subsidiary know you’re determined to find out what your most important outside audiences actually think about your organization. Reason being that target audience perceptions usually lead to behaviors that can help or hinder you in achieving your operating objectives.

Pin down which audiences are really key to your success then build and prioritize your list of important outside groups of people whose actions most affect your unit. And begin work on that top external audience.

Your new public relations effort will depend for its success on how efficient you are in gathering the perceptions of your organization held by your key target audiences.

Put your public relations team to work interacting with members of that #1 outside audience. Or, if you can tap a good sized budget, you can ask a professional survey firm to do the job for you. However, because your PR folks are already in the perception and behavior business, my choice would be to use them for this assignment.

Either way, someone must interact with members of that prime audience and ask questions like “What do you know about our operation? Are you familiar with our services or products? Have you had any negotiations with us? If so, were they satisfactory?”

Keep a careful eye on responses. Notice any evasive or hesitant comments about your organization? Be especially alert for misconceptions or untruths. Are there false assumptions or inaccuracies you need to remedy in light of experience that shows negative perceptions inevitably lead to negative behaviors – the kind you must correct to protect your unit’s operations.

All this work prepares you to set your public relations goal. For instance, clarify a hurtful inaccuracy, fix that misconception or flatten that rumor once and for all.

As with just about any goal you pursue, you don’t reach it without the right strategy to show you how to get there. Fact is, with matters of perception and opinion, you have three strategic options: change an offending opinion/perception, create it where there isn’t any, or reinforce an existing perception.

Here, perhaps the hardest work connected to a public relations program rears its ugly head — preparing the persuasive message you will use to carry your corrective facts and figures to members of your key target audience.

Several characteristics are required in such a message. It must be clearly written as to why that misconception, inaccuracy or false assumption should be corrected or clarified. Supporting facts must be truthful so that they lead to a finished message that is persuasive, believable and compelling.

How would you plan to move your message to your audience? This is the least complex step in the sequence because there are so many communications tactics ready to do the message delivery job for you. They range from op-eds in local newspapers, radio and TV interviews, speeches, consumer briefings and brochures to newsletters, special events, emails, personal meetings and many, many others. Only caution: be sure the tactics you assign to the job have a good record of reaching people just like the members of your target audience.

Can we point to progress? Only way to know for certain if offending perceptions have been altered, is to interact out there once again with those audience members asking the same questions as before. But this time, you and your PR team will be watching carefully for indications that the troublesome perception really is correcting in your direction.

That IS where “the public relations rubber meets the road,” isn’t it? Business, non-profit or association managers use mission-critical public relations to alter an offending perception, leading directly to the predictable behavior…which helps them reach their department, division or subsidiary objectives.

About The Author

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 been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communi- cations, 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. Visit his website.

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Tags: crucial public relations, public relations programs, PR

When outside audiences important to your operation do not understand what you are all about or, worse, harbor misconceptions, inaccuracies, untruths and false assumptions about you, you are likely to suffer negative, key audience behaviors that can prevent you from achieving your operating objectives.

As a business, non-profit or association manager, you simply cannot avoid such consequences when you allow external target audiences to hold negative perceptions about you which lead inevitably to those hurtful behaviors.

If this describes your operation, why not do something about it now?

Spend some time with the public relations people assigned to your department, division or subsidiary. Review together the fundamental premise of public relations which contains the answer to the challenges outlined above.

It goes this way: 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 accomplished.

Consider the kinds of results such a blueprint can produce. Prospects prowling about; new joint venture and strategic alliance proposals; local thoughtleaders beginning to seek

you out; customers making repeat purchases; fresh contacts by capital givers and specifying sources; unexpected sales floor activity; and welcome recognition of you and your operation as key members of the business, non-profit or association communities.

Make certain your PR team accepts the fact that inaccurate perceptions almost always lead to behaviors that can hinder your operation. And that they may be called upon to assist the key target audience perception monitoring effort.

Now, because they are already in the perception and behavior business, they really should be directly involved in the initial opinion monitoring project. You can always hire a professional survey firm, but that can cost a lot of money. At any rate, those who ask the questions of members of your target audience want to identify inaccuracies, false assumptions, untruths, unfounded rumors, misconceptions and similar problems.

Interviewers will query members of that important outside audience asking them “Do you know anything about our organization? Are you aware at all of our products or services? Have you ever had contact with us? Or have you ever had a problem with our people or procedures?”

Here, you decide which newly discovered negative becomes your equally new, top priority, public relations goal.

Possibilities include: is that misconception a clear and present danger? Does that inaccuracy represent a very dangerous potential? Or does that unfounded rumor you turned up look like it could turn into the hottest fire of all?

With your public relations goal in hand, you’ll need a strategy showing how to reach that goal. Fortunately, where perception and opinion are concerned, you have just three strategic choices. Change existing perception, create perception where there isn’t any, or reinforce that existing perception.

Whatever you do, be sure that the strategy you choose is a neat fit with your new PR goal.

As you might suspect, the most difficult challenge is preparing the corrective message to be communicated to your key stakeholder audience in a manner that will help persuade them to your way of thinking.

Professional writing is the key requirement — corrective language, if you will. And this language must be not merely compelling and persuasive, but clear, factual and believable if it is to move perception/opinion towards your point of view and lead to the change in behaviors you have in mind.

At this point, things get easier because, now, you identify the means for communicating your message to your target audience, making certain the tactics you select are on record as to reaching the same people as those that make up your particular audience. There are scores of communications tactics available ranging from consumer meetings; facility tours, speeches, emails and brochures to media interviews, newsletters, personal contacts and special events. One caution, HOW you communicate can affect the message’s credibility. Consider that it may be more effective to deliver it at small meetings or events rather than through high-profile media announcements.

It won’t be long before your colleagues and clients will look for signs that progress is being made. Which means a second perception monitoring go-around with members of that external audience. You’ll again use many of the same questions used in your initial benchmark perception monitoring session. Difference now is that you will be on the alert and watching closely for signs that the offending perception is being altered in your direction.

Happily for all concerned, the campaign can always be accelerated by the addition of more communications tactics and/or, of course, by increasing their frequencies.

Thus the question, Mr/Ms manager, why NOT PR like this? After all, persuading you external target audiences to your way of thinking, then moving them to take actions that help your department, division or subsidiary succeed, means, in all likelihood, that you have a public relations success to celebrate.

About The Author

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 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. Visit his website.

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Tags: importance of public relations, public relations roles, public relations, PR

Most business, non-profit and association managers live to tell about it only IF they achieve their operating objectives. Very little wriggle room there.

But among such managers are those who fail to do anything about the behaviors of those outside audiences that most affect their business, non-profit or association.

On top of that omission, they risk their careers by choosing to pursue their operating objectives without using the fundamental premise of public relations. Thus, they fail to produce external stakeholder behavior change leading directly to achieving those very same managerial objectives.

Then, despite the wonder of it all, they end up failing to persuade those important outside folks to their way of thinking and, finally, fail to move them to take actions that help their department, division or subsidiary succeed.

Wow! Why would any clear thinking manager operate that way? I don’t know why. What I DO know is that they can start turning things around in a New York minute!

Best advice? Start with that fundamental premise of public relations mentioned above, because it’s the action blueprint you need to reach your objectives. 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 accomplished.

There’s no end to the number and variety of results this process can achieve — politicians and legislators starting to view you as a key member of the business, non-profit or association communities; prospects starting to do business with you; community leaders beginning to seek you out; fresh proposals for strategic alliances and joint ventures; growing numbers of membership applications; customers starting to make repeat purchases; a welcome jump in sales floor visits; and even capital givers or specifying sources beginning to look your way.

Enlist the PR folks assigned to your unit and spend some time with them nailing down those outside audiences whose behaviors help or hurt you in achieving your objectives. Then list them according to how severely they impact your operation. For starters, select the audience in first place on your list.

I would guess that you have very little current input as to how most members of that key outside audience perceive your organization. Of course, these data would be available to you if you had been regularly sampling those perceptions.

If the budget isn’t there to defray the cost of professional survey work, your PR team will have to monitor those perceptions by interacting with members of that outside audience. Ask questions like “Have you ever had contact with anyone from our organization?” And, “Was it a satisfactory experience?” And, “Are you familiar with our services or products?”

Your team must watch closely for negative statements, especially evasive or hesitant replies. Stay alert for false assumptions, untruths, misconceptions, inaccuracies and potentially hurtful rumors. When you find such damaging perceptions, they will need to be corrected, because experience shows they usually lead to negative behaviors.

The trick is to do something about such negativity before it morphs into injurious behavior. Which means you now pick the specific perception to be altered. Not surprisingly, that becomes your public relations goal.

Now, the reality is that a PR goal without a strategy to show you how to get there is like a meatball without a cheesy center. That’s why you must select one of three strategies especially designed to create perception or opinion where there may be none, or change existing perception, or reinforce it. The challenge here is to insure that the goal and its strategy match each other. You wouldn’t want to select “change existing perception” when current perception is just right, suggesting a “reinforce” strategy.

Good writing required here. Somebody has to prepare a really compelling message carefully designed to alter your key target audience’s perception, as required by your public relations goal.

Be careful here. Combine your corrective message with another newsworthy announcement of a new product, service or employee, which may lend credibility by not giving too much emphasis to the correction.

As you might suspect, the message also must have several values. For example, clarity. Also, your facts must be truthful and your position on the inaccuracy must be persuasive, logically explained and believable if it is to hold the attention of members of that target audience, and actually move perception your way.

Now things get more relaxing. Namely, choosing the actual tactics you will use to carry your persuasive new thoughts to the attention of that external audience.

And there is no shortage of such tactics. For instance, radio and newspaper interviews, personal contacts, newsletters, letters-to-the-editor, brochures, press releases and speeches. Or, you might settle on group briefings, special events or facility tours, always making sure those tactics you select have a record of reaching the same audiences as those that make up your target stakeholders.

Sorry, but you will be queried about progress and will have to once again monitor perceptions among your target audience members. And with a line of questioning similar to that used during your earlier monitoring session. The difference now is that you must stay on the lookout for indications that audience perceptions are beginning to move in your direction.

But this is our lucky day. We can always expedite matters and speed up the process by employing additional communications tactics, AND by increasing their frequencies.

My experience has been that business, non-profit and association managers survive very nicely, thank you, when they sharpen their focus on the very groups of outside people who play a major role in just how successful a manager they will be – their key external stakeholders.

About The Author

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 been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communi- cations, 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.

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Tags: public relations manager, public relations, PR

And in three ways vital to you as a business, non-profit or association manager.

To succeed, your public relations effort needs to do something really positive about the behaviors of those outside audiences that most affect your operation.

It needs to deliver external stakeholder behavior change – the kind that leads directly to achieving your managerial objectives.

And it needs to do so by persuading those important outside folks to your way of thinking, then move them to take actions that help your department, division or subsidiary succeed.

All three, hopefully long before anybody worries about theater tickets or radio plugs!

But how do you get to the point where all three of those dynamics actually contribute to your success as a manager?

I believe the fundamental premise of public relations is a good place to start, herewith: 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 accomplished.

Get organized around that premise and you could get behavior changes like more membership applications; customers making repeat purchases; new proposals for strategic alliances and joint ventures; community leaders beginning to seek you out; welcome bounces in show room visits; prospects starting to sniff around; capital givers or specifying sources beginning to think about you, and even politicians and lawmakers who view you as a key member of the business, non-profit or association communities.

May sound painfully obvious, but you need the entire PR team assigned to your unit on board for this ride. They need to accept that fundamental premise of public relations.

A not so obvious first step? Make certain the whole team agrees – really agrees — why it’s so important to know how your outside audiences perceive your operations, products or services. Be deep-down-sure they accept the reality that perceptions almost always lead to destructive behaviors that can damage your unit.

Carefully go over just how you plan to monitor and gather perceptions by questioning members of your most important outside audiences. Questions like these: how much do you know about our organization? Have you had prior contact with us and were you pleased with the interchange? How much do you know about our services or products and employees? Have you experienced problems with our people or procedures?

Your PR people can be of real use for this opinion monitoring project since they already labor in the perception and behavior vineyard. Yes, you can always bring in a professional survey firm, but that can be hard on the wallet. Whether it’s your people or a survey firm who asks the questions, the objective stands: identify untruths, false assumptions, unfounded rumors, inaccuracies, misconceptions and any other potentially hurtful perception and prepare to deal with it.

Then you must carefully select which of the above becomes your top priority, yet corrective public relations goal – is it the need to clarify that misconception, or spike that rumor or correct the false assumption or inaccuracy? ! Success is just around the corner when you pick the right strategy from the three choices available to you. Change existing perception, create perception where there may be none, or reinforce it. And be certain your new strategy is a good fit with your new public relations goal.

So, just what will you say when you have the opportunity to address your key stakeholder audience? In other words, what will you say to help persuade them to your way of thinking?

Your best writer must be tasked with preparing such a message because you’ll obviously need some very special, corrective language. Not only compelling, persuasive and believable, but clear and factual if the language is to shift perception/opinion towards your point of view and lead to the planned behaviors.

At this point, you select communications tactics to carry your message to the attention of your target audience. But carefully insuring that the tactics you select have a record of reaching folks like your audience members. Fortunately, there are dozens that are available. From speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others.

As the credibility of your message is always at stake, you may wish to deliver it in small meetings or presentations rather than through higher-visibility media announcements.

In due course, you’ll f eel pressure for indications of progress. Which translates into another perception monitoring session with members of your key target audience. Using some of the same questions used in the original benchmark session, you will now be especially alert for signs that the questionable perception is being altered in your direction.

Here, you’re in luck because matters can always be expedited by adding more communications tactics, AND increasing their frequencies.

Thus, what should come first in any manager’s public relations effort is prompt and effective action in dealing with key, target audience perceptions by doing what is necessary to reach and move those key external audiences to actions you desire.

In the proverbial nutshell, use an action plan that helps you influence your most important outside stakeholders to your way of thinking, then move them to behave in a way that leads to the success of your department, division or subsidiary.

About The Author

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 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.

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Tags: functions of public relations, public relations, PR

1) Do you NEED solid, consistant media exposure…week after week, or are you
satisfied with “occasional” exposure? Now, this question alone is important…
but not enough. The main component of this question is the IMPORTANCE of
PR.

2) Do you have the internal staff and expertise to commit the internal
resources to your PR efforts?

If you have the internal staff, and they understand Guerrilla PR principles, then
there may be no reason to hire an outside agency.

Paradoxically, the busier you get, the easier it is to parlay, or “set aside”
consistant, important PR activities. Don’t get caught in that trap!

3) Finally, Public Relations is a craft that requires PASSION. You may need PR,
and you may even have the people to conduct your PR campaigns, however,
that’s not enough.

In order to be truly effective, it’s important that your PR campaigns are
conducted with PASSIONATE CONSISTENCY.

Here’s a quick “checklist” you can use to “size up” any PR firm you are
considering to hire:

• Do you get along with the members of the firm? Hiring a PR agency is a
collaboration that you can benefit from, month after month, year after year.
Quality rapport is an essential ingredient.

• Are they realistic, in terms of managing your expectations, or do they
promise you “pie in the sky”? It’s one thing for a PR firm to promise you results.
It’s another thing for them to promise you “specific” results. Maybe you’d like
to get on Oprah Winfrey from the start…so would everyone else.

Be prepared to take advantage of several secondary media opportunities before
you get to the top tier.

Several base hits can score you more runs than going for grand slams every
time.

• Is the PR firm creative? Creative PR people will be more likely to come up with
more “angles” to test.

• Do they understand how to pitch your story? A progressive PR firm will be
effective AND efficient at telling your story…thus, yielding you more media
coverage.

• Do they listen to what you say? Let’s face it…your PR needs are constantly
evolving. Your PR firm should listen…and respond to your unique, evolving
needs.

• Are they using a “hard sell” to get you to sign? A good PR firm is a busy PR
firm. They don’t need to sell you. Their track record will allow you to decide
based on the evidence.

• Do they have local AND regional AND national media contacts? When you go
to a great PR firm, they have cultivated several strategic media relationships,
over many years of time. Are you confident that they have the necessary
Rolodex® to place your story in front of the appropriate media?

• Did they outline a campaign game plan for you? You can predict the
effectiveness of a PR firm by the soundness of their overall strategic approach.

• Have you seen samples of their work? Track record comes in the form of
QUALITY of exposure, in addition to the QUANTITY of exposure.

• Do you believe they undersand your needs and goals?

• Do you feel that they will carry out your PR campaign with consistant
PASSION?

Finally, • Do you should feel comfortable with the fee and the contract?
Getting good PR is a process. It requires well thought out plans, implemented
with passion, and a focus on results in the form of getting your story told to
the world.

So, whether you conduct your PR efforts from within your company, or whether
you hire an outside PR firm…

If media exposure is valuable to you, then you will commit to PR as an ongoing,
systematic part of your overall marketing mix.

Joe Nicassio designs marketing campaigns, and coaches entrepreneurs to improve their bottom-line profits. His website is http://RapidResultsMarketing.com.

To get your free CD “Joe Nicassio Reveals Marketing Philosophies And Secrets That Advertiser Don’t Want You To Know”.

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Tags: outsourcing public relations, public relations, financial public relations, PR

Do small-business owners always have to rely on large PR agencies to get attention from the press? An entrepreneur recently asked me this question during a networking event for women business owners. Of course my answer was, “No,” but not for the reasons one might expect.

Ultimately, I do believe the time comes when a company needs professional guidance from a PR agency — be it a large or small one — to secure media coverage. But I also believe that a really media savvy small-business owner, or a two-person marketing team can do a fantastic job in promoting an organization. Here’s how I know it can work.

A few years ago during the dot.com boom, I worked for a small online publishing company. We had a terrific technical team and staff, two great products, but no one knew the company existed. As a start-up, it was crucial for the company to gain awareness through media exposure because advertising was too expensive.

Since our marketing department only consisted of two people — the marketing director and myself, there was a bit of concern within the organization as to whether we had enough in-house resources available to successfully get the company much-needed ink. So the company’s executive team hatched an interesting plan. They offered our in-house marketing team the chance to bid on the company’s PR project as if we were an outside agency.

My experience had always been in public relations, rather than product marketing. My boss’ experience had always been the opposite. We seized the opportunity to combine our knowledge, skills and research.

Our tiny two-person team matched PR wits squarely against four established pros – including one former White House aide. Guess what? Our ideas prevailed, and the company decided to ditch the notion of hiring a big PR firm in favor of keeping the in-house team.

Before long we were generating some memorable press for our company. Over a two-year period we placed stories on our company in more than 100 media outlets – from MSNBC and Forbes to the Wall Street Journal and Wired News online. We did it by studying what the big PR agencies did well, and also by using our department’s “smallness” to our advantage. Here’s how you can do it, too.

Research your company.

Forget that you own or work within the organization. Really invest the time in understanding your company’s structure, the executives and their backgrounds, the products and technology, the industry in which your company belongs, competitors and experts, and most of all the target audience — the people who stand to benefit most from your product or service. If you know all of this information, then you’ll be in a better position to brainstorm ideas on how to get the media’s attention. Doing this also helps in flushing out your overall marketing plan — which PR is only a part.

Research the reporters who cover your company’s industry and study the types of stories that they like to write.

Learn their deadlines and how they prefer to be contacted. Introduce yourself by phone and make it a point to speak with them regularly — not just to talk about your company, but also about the industry in general. Use those conversations to offer up source materials that will help reporters write terrific stories. If you are able to do this successfully, you will become a trusted source that reporters return to repeatedly, and you will significantly increase your chances of gaining coverage for your company.

Always Return Media Phone Calls Immediately.

Keep yourself and your organization at the ready to receive phone calls from the press. Make sure that reporters know how to reach you in a 24-hour cycle. This means they should have your office, cell, home, and pager numbers, as well as a contact e-mail address. If you still happen to miss the call, return it ASAP. Always prepare yourself or members from your organization to conduct interviews from anywhere, at any time.

Conduct proper follow up after the interview.

This is not a call to find out when a story will be published, but rather a call to make sure that the reporters have everything they need in order to write a favorable story on your organization.

Whenever our company executives were interviewed by reporters, one team member would always accompany them to the interview to take careful notes. Alternately, the other team member would remain in the office on standby. If, during the interview, the reporter indicated a need for specific information, an urgent message would be relayed back to the office so that the team member had time to gather the information. Without fail, we always had the requested information waiting in the reporter’s e-mail inbox before they arrived back to the office. This may seem like a small task, but getting it right could really decide whether or not a reporter selects your story, or moves on to a new one.

The important point to remember here is this. Never underestimate the power and dedication of your in-house staff. Before you make the investment in retaining a PR agency, look at your internal talent first. What you find just might surprise you, and their drive to succeed will become contagious throughout your entire organization. And when the time comes to hire a PR firm, you will have a ready-made collaborative team in place to work with your outside agency. Your in-house team knows your company better than anyone and that’s where you, as a small-business owner, have an advantage over the “big boys” at the large PR agencies in getting the media’s attention.

About The Author

Carolyn Davenport-Moncel is president and founder of Mondave Communications, a global marketing and communications firm based in Chicago and Paris, and a subsidiary of MotionTemps, LLC.

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Tags: in-house public relations, public relations firms, public relations, PR

Some people think that publicity is all about paparazzi snapping photos of celebs and intruding into their private lives — or as Woodward and Bernstein blowing the lid off of a government scandal. But, as a small business owner, publicity is actually one of your greatest allies! People who read about you in the newspaper or hear an interview with you on the radio will sit up and take notice — much more notice than if they simply see a flier of yours posted at the Laundromat. But you have to be in charge of your relationship with the media, and make sure that it is a good one!

FINDING YOUR LOCAL MEDIA OUTLETS

The first step to securing some good free publicity is hooking up with the right people. Sending information to a generic address at every major media outlet in your area is almost always a waste of time. You need to find someone who is ready, willing, and able to get your story covered. You should be able to purchase a “MEDIA GUIDE” from local PR firm — choose a large one with a good reputation. This will provide you with the names and addresses of editors, staff writers, producers, and other key contacts for print, radio, and TV.

WHO SHOULD GET YOUR PRESS RELEASE?

Make sure you send your press release to the APPROPRIATE DEPARTMENT at whichever media outlets you select. So if you are writing an article about organizing a business, send it to the business editor — for cleaning out a closet, direct your release to a staff writer in the home and garden department. But don’t limit yourself to publications that specialize in your field of expertise — you never who will see your story as something unique and worth covering.

AVOIDING THE TRASH BIN

Editors and publishers are bombarded by tons of publicity requests each day — and unfortunately, many press releases get tossed before they are ever read. But you can improve your odds by PERSONALIZING your package. It’s usually best, at small offices, to send your piece to the editor or producer. However, at larger newspapers, magazines, and radio stations, you may have better luck getting a staff writer or columnist to review your proposal. Always VERIFY your contact’s name (check the spelling!) and department. If you send a press release addressed simply to “editor” or “producer,” your package will probably go straight into the trash! No matter how much time or energy it takes, it’s always better to target a specific individual.

MAKING YOUR COMPANY ATTRACTIVE

It’s not going to do you any good to send out a press release if no one looks at it! Your job is to make your company as attractive to your media contacts as possible. A great way to stand out from the crowd is to include SUPPORTING DOCUMENTS to entice your readers. Include tips related to your area of expertise, quote relevant statistics, share hero stories about clients you have helped, and throw in a few fliers about your business. Slip in a few photos of your products or your work — or better yet, a demo tape. You might propose a SPECIAL OFFER (“call in and mention this article to receive $25 off!) to be run in conjunction with the story.

PRACTICE MAKES PERFECT

Reporters are most easily impressed with PREPARATION. Call first to let your contact know that you are sending a press release — this alerts them to your presence even before they get your submission. Always double check your facts and figures before submitting your press release. Be sure to call all for the organization’s submission procedures — don’t expect to send in a press release about spring cleaning in April if your target magazine has a deadline three months before publication! And practice your INTERVIEW TECHNIQUES before hand — you have to learn to think on your feet and articulate your thoughts clearly and concisely. Think in terms of sound bites and easily-quoted phrases.

IT’S ALL ABOUT BUILDING RELATIONSHIPS

Working with media contacts is like working with clients — it’s never a one-shot deal. You have to STAY IN TOUCH with your media contacts and build lasting relationships before they will feel comfortable handling your story. Rather than simply mailing your press release, take the reporter to lunch to discuss how you can help them find a good story. Send your media contacts tidbits about possible stories that you think might interest them. Offer to make introductions. And always follow up with a PERSONAL NOTE. You are no longer a “grabber” — you are now part of a symbiotic and mutually beneficial professional relationship.

PERSISTENCE PAYS OFF

You aren’t going to get bowled over with publicity right away. Accept that fact from the beginning, and you won’t get disappointed. Publicity is a “NUMBERS GAME” — the more people you contact, the more press releases you send out, and the more often you send them, the better your chances of getting some good press. So let people know of every interesting move you make with your business — they will become familiar with your company and eventually find a way to include your story.

Ramona Creel is a Professional Organizer and the founder of OnlineOrganizing . com — a web-based one-stop shop offering everything that you need to get organized at home or at work. Please visit their website.

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Tags: public relations strategy, PR, positive media relations, public relations

Because it can alter individual perception and lead to changed behaviors. Something of profound importance to businesses, non-profits and associations who can sink or swim on how well they employ this crucial dynamic.

Consider this simple blueprint that gets everyone working towards the same external audience behaviors insuring that your public relations effort stays focused: 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 accomplished.

Winners use it to produce results like these: community leaders beginning to seek you out; welcome bounces in show room visits; capital givers or specifying sources looking your way; prospects starting to do business with you; customers making repeat purchases; membership applications on the rise; fresh proposals for strategic alliances and joint ventures; higher employee retention rates, and even politicians and legislators starting to view you as a key member of the business, non-profit or association communities.

Here’s how they do it.

They start by finding out who among their important outside audiences is behaving in ways that help or hinder the achievement of their objectives. Then, they list them according to how severely their behaviors affect their organization.

Next, they take steps to find out precisely HOW most members of that key outside audience perceive their organization. Now, if you don’t have the budget to pay for what could be costly professional survey counsel, you and your PR colleagues will have to monitor those perceptions yourself. Actually, they should be quite familiar with perception and behavior matters.

Best way to get that activity under way is to meet with members of that outside audience and ask questions like “Are you familiar with our services or products?” “Have you ever had contact with anyone from our organization? Was it a satisfactory experience?” Be sensitive to negative statements, especially evasive or hesitant replies. And watch carefully for false assumptions, untruths, misconceptions, inaccuracies and potentially damaging rumors. When you find such, they will need to be corrected, as they usually lead to negative behaviors.

Here, you must select the specific perception to be altered which then becomes your public relations goal. You obviously want to correct any untruths, inaccuracies, misconceptions or false assumptions.

Clearly, a PR goal without a strategy to show you how to get there, is like lasagna without the marinara sauce. As you select one of three strategies especially constructed to create perception or opinion where there may be none, or change existing perception, or reinforce it, what you want to do is insure that the goal and its strategy match each other. You wouldn’t want to select “change existing perception” when current perception is just right suggesting a “reinforce” strategy.

Now, you create a compelling message carefully put together to alter your key target audience’s perception, as specified by your public relations goal.

Here’s a thought. Combine your corrective message with another news announcement or presentation which may provide more credibility by downplaying the need for such a correction.

Your message must be compelling and quite clear about what perception needs clarification or correction, and why. Of course you must be truthful and your position logically explained and believable if it is to hold the attention of members of that target audience, and actually move perception in your direction.

I like to call the communications tactics you will use to move your message to the attention of that key external audience, “beasts of burden” because they must carry your persuasive new thoughts to the eyes and ears of those important outside people.

Happily, you have a wide choice because the list of tactics is long indeed. It includes letters-to-the-editor, brochures, press releases and speeches. Or, you might choose radio and newspaper interviews, personal contacts, facility tours or customer briefings. There are scores available and the only selection requirement is that the communications tactics you choose have a record of reaching people just like the members of your key target audience.

We are all lucky in this business because things can always be accelerated by adding more communications tactics, AND by increasing their frequencies.

Colleagues and others will soon be asking about progress. Of course, you will already be hard at work remonitoring perceptions among your target audience members. Using questions similar to those used during your earlier monitoring session, you’ll now be sharp-eyed and on the lookout for signs that audience perceptions are beginning to move in your general direction.

Satisfying curiosity in this regard is largely a matter of serving up the results you will receive when you undertake this aggressive public relations plan. Put another way, it’s Happy Hour time when you achieve the kind of key stakeholder behavior change that leads directly to achieving your department, division or subsidiary objectives.

Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website. Robert A. Kelly © 2004.

About The Author

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 been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communi- cations, 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. Visit his website.

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Tags: the importance of public relations, public relations, PR, public relations is a vital force

Here’s the point: 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 accomplished.

The point is simply stated for businesses, non-profits and associations. Many concentrate their public relations effort on newspaper and radio exposures or funding management’s favorite special event.

This when they should be driving an action plan that persuades their key external stakeholders to their way of thinking, then moving those important outside audiences to take actions that help their departments, divisions or subsidiaries succeed.

This difference in emphasis can turn into real trouble for managers who work hard to achieve their operating objectives.

Why not meet with the public relations people assigned to your unit and make sure they buy into a blueprint for PR success like the one above: the results might amaze you. How about prospects starting to do business with you; membership applications on the rise; customers starting to make repeat purchases; fresh proposals for strategic alliances and joint ventures; community leaders beginning to seek you out; welcome bounces in show room visits; higher employee retention rates, capital givers or specifying sources beginning to look your way, and even politicians and legislators starting to view you as a key member of the business, non-profit or association communities.

You can create those kinds of results when you do something positive about the behaviors of those outside audiences that MOST affect your business, non-profit or association?

When you use the promise of PR to deliver external stakeholder behavior change – the kind that leads directly to achieving your managerial objectives.

And when you persuade those important outside folks to your viewpoint, then move them to take actions that help your department, division or subsidiary succeed.

If this is the kind of PR you need and want, list those outside audiences of yours whose behavior helps or hinders you in achieving your objectives. And list them according to their impact on your operation.

If experience is any guide, you probably don’t have access to data showing how most members of that key external audience perceive your organization.

Truth is, hiring professional survey people to monitor those perceptions can be expensive, so you and your colleagues will have to do it yourselves. Interact with members of that outside audience by asking questions like “Have you ever had contact with anyone from our organization? Was it a satisfactory experience? Are you familiar with our services or products?”

Listen carefully for negative statements, especially evasive or hesitant replies. Watch for false assumptions, untruths, misconceptions, inaccuracies and potentially damaging rumors. Any of which will need to be corrected because we know counterproductive perceptions usually lead to negative behaviors.

Of course you want to correct such problems before they create negative behaviors. So you select the actual perception to be altered, and that becomes your public relations goal.

Fact is, your PR goal without a strategy to show you how to get there, is like catfish without the lemon and tartar sauce. That’s why you must pick one of three strategies structured to create perception or opinion where there may be none, or change existing perception, or reinforce it. What you want to do here is insure that the goal and its strategy match each other. It wouldn’t do to select “change existing perception” when current perception is OK suggesting a “reinforce” strategy.

Here is where writing talent is needed. Someone on your PR team must create a compelling message written in a way that can alter your key target audience’s perception, as called for by your public relations goal.

You can always combine your corrective message with a product or personnel announcement and increase message credibility by not highlighting the correction itself.

The corrective message should have several attributes, clarity for one. Be specific about what perception needs clarification or correction, and why. Your facts must be accurate and they must be persuasive, logically explained and believable if the message is to hold the attention of members of that target audience, and actually move perception your way.

Now you pick your “beasts of burden” – the actual tactics you will use to carry your corrective message to the attention of that external audience.

There are plenty of communications tactics available including letters-to-the-editor, brochures, press releases and speeches. Or, you might select others such as radio and newspaper interviews, personal contacts, newsletters, or group briefings, always making sure the tactics you select have a record of reaching the same audiences as those that make up your target stakeholders.

You’ll want to be ready for queries about progress by again monitoring perceptions among your target audience members. Using questions similar to those used during your earlier monitoring session, you will now watch carefully for indications that audience perceptions are beginning to move in your direction.

We are fortunate in the PR business that we can always put the pedal to the metal by employing additional communications tactics, AND by increasing their frequencies.

So what IS the point? Consider using an aggressive new public relations blueprint, like the one at the top of this article, that targets the kind of key stakeholder behavior change that leads directly to achieving your operating objectives.

Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website. Word count is 1020 including guidelines and resource box.

Robert A. Kelly © 2004.

About The Author

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 been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communi- cations, 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. Visit his website.

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Tags: importance of public relations, public relations, PR

As a manager, does your current business, non-profit or association public relations effort concern itself primarily with radio and newspaper publicity? Or does it concentrate on a specialty area like financial communications or trade relations? Or, possibly, it deals each day with sales support or government affairs?

Actually, maybe your PR effort should concentrate on delivering what you really need?

For example, PR that really does something positive about the behaviors of those outside audiences that most affect your organization?

PR that uses its fundamental premise to deliver external stakeholder behavior change – the kind that leads directly to achieving your managerial objectives?

And PR that persuades those important outside folks to your way of thinking, then moves them to take actions that help your department, division or subsidiary succeed?

What fundamental PR premise are we suggesting as your new action blueprint? 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 accomplished.

The results can be very satisfying: membership applications on the rise; customers starting to make repeat purchases; fresh proposals for strategic alliances and joint ventures; community leaders beginning to seek you out; welcome bounces in show room visits; prospects starting to do business with you; higher employee retention rates, capital givers or specifying sources beginning to look your way, and even politicians and legislators starting to view you as a key member of the business, non-profit or association communities.

The first step, obviously, is involving the public relations people assigned to your unit and getting them on board the new approach. Be sure everyone buys into why it’s so important to know how your outside audiences perceive your operations, products or services. Be especially certain they accept the reality that negative perceptions almost always lead to behaviors that can damage your organization.

Plan carefully how you will monitor and gather perceptions by questioning members of your most important outside audiences. Questions like these: how much do you know about our organization? Have you had prior contact with us and were you pleased with the interchange? How much do you know about our services or products and employees? Have you experienced problems with our people or procedures?

Your PR people, who are already in the perception and behavior business, can be of real use for this opinion monitoring project. Yes, you can always use professional survey firms, but that can turn out to cost real money . However, whether it’s your people or a survey firm who handles the questioning, the objective is to identify untruths, false assumptions, unfounded rumors, inaccuracies, and misconceptions .

Your next chore is identifying which of the above problems becomes your corrective public relations goal — clarify the misconception, spike that rumor, correct the false assumption or fix certain other inaccuracies?

You achieve that goal only when you select the right strategy from the three choices available to you. Change existing perception, create perception where there may be none, or reinforce it. Picking the wrong strategy is only slightly worse that forgetting to serve horseradish mustard with the corned beef. And please be certain the new strategy fits comfortably with your new public relations goal. You wouldn’t want to select “change” when the facts dictate a “reinforce” strategy.

Here we have the question of what to say when you sit down to create a persuasive message aimed at members of your target audience. Always a challenge to put together action-forcing language that will help persuade any audience to your way of thinking.

Be certain you have your best writer on this assignment because s/he must create some very special, corrective language. Words that are not only 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.

Now, an easy step – pick the communications tactics to carry your message to the attention of your target audience. Insuring that the tactics you select have a record of reaching folks like your audience members, you can pick from dozens that are available. From speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others.

With, as always, the credibility of the message at stake, you may wish to deliver it in small getogethers like meetings and presentations rather than through a higher-profile media announcement.

Inevitably, you’ll soon hear from your colleagues re: signs of progress. What that signals for you and your PR team is a second perception monitoring session with members of your external audience. You’ll want to use many of the same questions used in the first benchmark session. More to the point, you will now be watching very carefully for signs that the bad news perception is being altered in your direction.

We’re lucky in this business that these matters usually can be accelerated by adding more communications tactics as well as increasing their frequencies.

This workable public relations blueprint will help you persuade your most important outside stakeholders to your way of thinking, then move them to behave in a way that leads to the success of your department, division or subsidiary.

So, while you did not ask for this public relations advice, I hope you will agree that the people you deal with do, in fact, behave like everyone else – they act upon their perceptions of the facts they hear about you and your operation. Leaving you little choice but to deal promptly and effectively with those perceptions by doing what is necessary to reach and move your key external audiences to actions you desire.

Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website. Word count is 1165 including guidelines and resource box. Robert A. Kelly © 2004.

About The Author

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 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 his website.

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Tags: role of public relations, public relations, organizational role, PR

For a business, non-profit or association manager, they could be fatal, coming as they do in four bitter flavors.

Mistake #1 – You limit your PR activity pretty much to placing product and service plugs on radio and in newspapers.

Mistake #2 – You fail to embrace the kind of PR plan that persuades those important outside audiences to your way of thinking, then moves them to take actions that help your department, division or subsidiary succeed.

Mistake #3 — You fail to use the high-impact, fundamental premise of public relations to deliver external stakeholder behavior change – the kind that leads directly to achieving your managerial objectives.

Mistake #4 — you fail to get the creative potential of your assigned PR team or agency which you need to positively impact the behaviors of the very outside audiences that MOST affect your unit.

Here’s one way to reverse that hurtful process. Take a look at this fundamental public relations blueprint. 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 accomplished.

Such a blueprint will broaden your public relations field of fire and put its primary focus where it belongs, on your unit’s key external stakeholder behaviors.

A variety of results is likely. For example, fresh proposals for strategic alliances and joint ventures; customers starting to make repeat purchases; membership applications on the rise; prospects starting to do business with you; community leaders beginning to seek you out; welcome bounces in show room visits; higher employee retention rates, capital givers or specifying sources starting to look your way, and even politicians and legislators beginning to view you as a key member of the business, non-profit or association communities.

Before you begin such a makeover, make certain the public relations people assigned to your unit really believe – deep down — why it’s SO important to know how your most important outside audiences perceive your operations, products or services. Make sure they accept the reality that perceptions almost always lead to behaviors that can help or hurt your unit.

Sit down with them and discuss your plan for monitoring and gathering perceptions by questioning members of your most important outside audiences. Questions like these: how much do you know about our chief executive? Have you had prior contact with us and were you pleased with the interchange? How much do you know about our services or products and employees? Have you experienced problems with our people or procedures?

Luckily for you, your PR people are in the perception and behavior business to begin with, so they can really do a job for you on this crucially important opinion monitoring project. Professional survey firms are always available, but they can be very expensive. Nevertheless, whether it’s your people or a survey firm asking the questions, your objective is to identify untruths if not outright lies, false assumptions, unfounded rumors, inaccuracies, and misconceptions .

Then you must carefully select which of the above aberrations becomes your corrective public relations goal – clarify the misconception, spike that rumor, correct the false assumption or fix certain other inaccuracies.

Selecting the wrong strategy to show you how to reach your goal is like eating corned beef and cabbage without the horseradish mustard and potatoes. Fact is, you can achieve your PR goal by picking the right strategy from the three choices available to you, change existing perception, create perception where there may be none, or reinforce it. But be sure your new strategy dovetails nicely with that new public relations goal.

But what will you say when you finally get the opportunity to address your key stakeholder audience that will help persuade them to your way of thinking?

Select your best writer to prepare the message because s/he must put together some very special, corrective language. Words that are not only 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.

Happily, the next step is easy. You select communications tactics to carry your message to the attention of your target audience. Making certain that the tactics you select have a record of reaching folks like your audience members, you can pick from dozens that are available. From speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others.

Experience shows that HOW one communicates often affects the credibility of the message. So, you may wish to deliver it in small getogethers like meetings and presentations rather than through a higher-profile media announcement.

Time to look for signs of progress. And that means a second perception monitoring session with members of your external audience. Employing many of the same questions used in the first benchmark session, you will now be watching carefully for signs that the offending perception is being altered in your direction.

Aren’t we fortunate that these matters usually can be accelerated by adding more communications tactics as well as increasing their frequencies.

This workable public relations blueprint will help you persuade your most important outside stakeholders to your way of thinking, then move them to behave in a way that leads to the success of your department, division or subsidiary.

The people you deal with behave like everyone else – they act upon their perceptions of the facts they hear about you and your operation. Leaving you little choice but to deal promptly and effectively with those perceptions by doing what is necessary to reach and move those key external audiences to action.

Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website.

About The Author

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 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 his website.

Article Source.

Tags: mistakes made in public relations, public relations mistakes, PR, public relations

Sorry about my otaku with this issue (otaku = more than a hobby, a little less than an obsession).

Many of you may know me, since I run Imediafax, the Internet to Media Fax Service. I send out over a million news releases a year for people via fax and email. You probably think that I’ve got news releases failing on me day in and day out.

Actually, I don’t. The news releases I write and send out for people do quite well. My clients are quite happy with me because they are successful with their outreach efforts.

It’s the draft news releases that people send to me that are my problem.

Fixing the problems I see in the news releases people send me takes forever. It is also very painful.

I’ve seen a lot of news release failure over the years, and I now know what the key problems look like and how to fix them.

My plight as a publicist is that I spend a lot of time educating my clients trying to get them to understand the psychology of dealing with the media.

The rubber meets the road in the news release because this single sheet of paper is the key nexus for all communications with the media. The importance of the copy on a news release cannot be overstated. It has to be free of negative issues or factors that will reduce or eliminate media interest and response. One fatal error and it’s all over.

So identifying the problems and revising the news releases is crucial. I spend a tremendous amount of time and effort trying to avoid sending out news releases with problems still in them.

The issue is that when people send me news releases, it often takes a long, long time to identify and communicate the problems, and then more time again to explain and negotiate all the word changes with the clients, and more time still to finalize the news release and have it ready and approved for transmittal.

Honestly – it can be very painful for all involved. I’m quite brutal on my clients, since their success is all that matters. I don’t pull any punches. My comment process can bruise a lot of highly inflated egos of some otherwise very accomplished people, on the way to a problem free news release that maximizes the chances of success when finally sent. Lots of people think they can write a news release. Very few of them can do it very well.

They simply haven’t followed the media response to enough news releases to learn the errors that are made when they write news releases. They haven’t yet learned what the mistakes are, so there is no learning from continuous improvement.

This is where the blood, sweat and tears of the copywriting business is truly found. It gets even tougher when another professional publicist wrote the news release for the client. Now the client is getting opposing advice from two professionals. One says “Make it Hot” and the other says “Cool it”. What’s a publicist to do?

So my motivations for doing this article are really quite selfish. I want to spend less time doing this. My life will be significantly improved if my clients send me news releases that take less time and energy to fix. Very simply, for each and every news release that comes in and doesn’t have these problems, I’ll free myself to spend more time doing things that are more profitable for my clients and me.

The issues listed here have all been identified as reasons for the failure of a news release. This is based on over 20 years of experience in dealing with the aftermath – the actual number and quality of responses generated from the transmittal of a news release.

So here are the most common reasons why news releases fail:

1. You wrote an advertisement. It’s not a news release at all. It sells product. It fails to offer solid news of real tangible interest, value-added information, education or entertainment.

2. You wrote for a minority, not for a majority of people in the audience. You simply won’t compete with other news releases that clearly are written for a larger demographic of the media audience.

3. You are the center of attention, not the media audience. You focus on your business and your marketing, instead of things the editor and his or her audience will be interested in.

4. You forgot to put the five W’s up front. (WHO, WHAT, WHERE, WHEN and WHY THE AUDIENCE WILL BE INTERESTED). You didn’t clearly and succinctly tell the media why the audience would be interested in this.

5. You are too wordy and text dense. You focused on details and minutia, instead of the most important ideas, issues, factors, facts, and news angles. You fail to address the real significant impacts your story has on people.

6. You place too much information on one page – the one page news release has a font size so small an editor needs a magnifying glass to read it.

7. You included corporate logos and other non-persuasive low value added graphics that distract the editor from your key message. You may have also used an unusual fancy font or a file format that turns to gobbledygook when it goes through a fax machine.

8. You wrote a personally biased article for the media to publish, instead of pitching the idea to the media and the objective reasons why the media audience will be interested.

9. You wrote about features and facts, and forgot to explain what it means to real people. Tell a story about real people. Add in real life human interest.

10. You wrote about how your news ties in to someone else’s fame and glory. Forget it. Never stand in the shadow of someone else. Make your own light. Tell your own story.

11. Your news release responds to something that just happened. You’re too late. You’re behind the eight ball. Forget it. Get out in front of the news.

12. You included too much hype, self-laudatory praise, pithy quotes, useless testimonials, jargon or gobbledygook. Get rid of it.

13. You may have also identified prior media coverage, which indicates it’s no longer a new issue. Get rid of it. Let each news release stand on it’s own two feet.

14. You tried to impress and be clever or innovative but you come off naïve, less than expert, biased, flippant, arrogant, or crazy. Tone it down. Get straight.

15. You made vague and unsubstantiated claims, or wild and outrageous claims, or you included a statement that simply rubs the media the wrong way. Get rid of them.

16. You are trying to be different, just for the sake of it, but you come off eccentric. Forget it. Don’t create a false or inflated image. Be yourself.

17. You wrote a rant and rave, worthy of a letter to the editor, instead of a problem solving tips article, worthy of a feature story. Decide what you want, put your best effort into it.

18. You are simply not credible. It could be your ideas are simply not well thought out, or that you’ve offered old well-worn material, or that you are too extreme or controversial, or not qualified. You may not be expert enough, or sufficiently qualified, to make the statements, compared to others in your field. You need to present information that qualifies you properly and adequately.

19. You provided poor contact information. You need to identify the best single point of contact and the correct phone number so interested media can reach you and get the best possible attention and response from you to meet their needs. One key person, one phone, no fax, one email address, and one URL (with no long string addresses).

20. You did not include a clear media call for action. You didn’t tell the media what you want them to do with your news release. You need to tell them what you are asking for or suggesting or offering. Then you need to offer the media incentives value-added reasons to do so, like free review copies, free test samples, interview questions and answers, media kits with story angles and stats and data, relevant photographs, etc.

21. You did not incorporate and integrate a primary response mechanism. You need to include a value-added reason, which motivates the editor to publish or mention your contact information, which will generate calls, traffic, interviews, or requests for more information. This usually means something unique and of special value to the audience, that the editor feels good about mentioning. Use an offer for a free problem solving report.

22. You sent the release to the wrong media. Target the media that your clients read, watch and listen to when they are in the right mood, that is, receptive to hearing about your news, and willing to take action when they get your message. Work with your publicist to target the right media.

23. You rely on a single fax or an email to produce an avalanche of media calls. You conduct no follow up. Get real. Follow up properly and you can triple or quadruple your media response rate. Better still, you can ask the editors “what can I give you to support a feature story and meet your needs”.

Finally, the biggest reason for news release failure is one of attitude. How do you define success or failure? It’s called unrealistic expectations.

Get real. You won’t get rich off one news release. You’re chances of getting famous are just about as slim.

You might be able to break even.

Look at your investment and compare it to what you need to break even on your investment. If you need to sell 100 books to cover the costs of a $500 outreach effort, you need ten articles because each article only produces ten sales. So that’s your breakeven goal. More books per article, means less articles will satisfy your needs.

You may simply have to be realistic and understand that while you are wildly interested in the topic, it may not have the broad general public interest that you have for the subject. If you wrote an article that has local interest and you expect national media to pay attention, think again.

If you want to be on the Oprah Winfrey Show, then you’d better pray because chances of doing it off one news release are very slim, near zero in fact. Get real. If she calls, then congratulations are in order. But don’t count on it.

If you wrote an advertisement and wanted a feature story and interviews, don’t be surprised if the only media to call is the advertising manager offering you a package deal. You get what you ask for. What you offer is often times what you will get.

Even if you do get publicity, it may not come out exactly the way you want it. More often than not, the bigger the media, the less likely they are to run contact information.

Often times, the quality may be there while the numbers are not.

One or two quality media responses may be what you want or need. If you get that, it’s a success.

One article in USA Today may out perform ten articles in small dailies and weeklies in the mid-west.

On the other hand, it may not. The small high quality articles may outperform the small mention in the big media.

Similarly, one quality 30-minute interview on a well-liked talk show on a radio station in the middle of nowhere out in the mid-west, will likely outsell a five-minute interview on an Arbitron rated radio station in the middle of the morning talk show in a major metropolitan area. You can’t tell the listening quality of the audience.

So when you write a news release please review it against these criteria to see if you’ve made any of these errors. Then fix each and every one of them yourself, and when you are done, feel free to send me your final draft. I’ll be happy to take a look at it.

So listen to your publicist. Heed these warnings and reduce the risks of failure. Fail to pay attention to these issues, proceed at your own risk.

About The Author

Paul J. Krupin is the author of the book “Trash Proof News Releases” and creator of IMEDIAFAX – The Internet to Media Fax Service .a personal publicity service that transmits news releases to custom targeted media lists via fax and e-mail. His website is packed with articles and a comprehensive media jump station. The 244 page first edition of “Trash Proof News Releases” is available as a free pdf file download or via email upon request.

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Tags: public relations writing, public relations, news releases, press releases, PR

One of the greatest ways to promote your product or service is with publicity. Many people have little, if any, understanding of how to go about securing publicity, never mind free publicity. Fact is, people will pay more attention to free publicity than they often do to paid advertising.

A simple way to gain free publicity is to write and distribute a well-written and well-formatted press release. A good press release is one of the most effective, and yet, most underutilized, of publicity tools. Simply put, a press release is an announcement you send to magazines, trade journals, newspapers, and newsletters. Also to radio and television. Often what you send to radio and television are referred to as PSA’s (Public Service Announcements).

I have one client who hosted an event and submitted one well-written and well-distributed press releases to the media. When the release made it in print, they went from having a 50% booking for their event through some direct mail efforts to filling up the entire room in less than 48 hours. This was worth a substantial amount of money to them.

Necessary steps

Prior to writing a press release, determine the following:

* Who is your target market?
* What is your target media?
* Who is the contact person at the media outlet?
* What is the timeframe for submission?
* Do you have an attention-grabbing headline?
* Do you know the who, what, when, where, why, how?
* Do you have good quotes, research and technical date if appropriate?

Develop a system for writing and distribution of releases. Stay organized. Know how to send the press release to a specific media outlet and person. Each has their own preference as to how they want to receive it. It will be to your benefit to find out. A quick phone call will often provide you with this key information.

Editors are inundated with information. If you want their attention keep the release short and to the point. During busy times, like before a huge event in a city, they will be in information overload.

Don’t use massive amounts of buzzwords such as “its all-new, interactive, interoperable, cross-platform, new multimedia solution.” Avoid jargon. The general public will have no idea what your industry jargon means and editors rarely will take time to find out.

Give them the who/what/when/where/why as articulately as you can. Make your information is complete. Incomplete information is far more likely to get your press release in the trash bin than anything else.

The 5 Ws of writing a press release or PSA.

Who should attend? Who will be there?

What is taking place? What will come from this event? Is it a fundraiser?

When is it happening?

Where will this occur?

Why would people be interested in the information? Why would they attend the event?

Sending press releases

Many journalists prefer that you send press releases via e-mail. You will find some die-hard snail mail folks, and a few who like faxes. If you’re about to start working with a new journalist, and you’re not sure how they prefer to receive their press information, ask. Once they tell you how they prefer the information, honor that request.

E-mail should be sent as a plain text file: the simpler, the better. Do not send a press release via email with an attachment. Most media people will automatically delete due to the concern of a virus. Do not send your email out via a mass email. Actually, if you use a good contact management database, you can send it by mass email and it appears as if each is a personalized email. Don’t send a press release to your entire press list, with the entire recipient list visible.

When an editor calls for more information, respond to their call as quickly and professionally as possible. There is not substitute for building good relationships with the media. Don’t ever think you are too busy for them.

By making yourself available for the media, they tend to make themselves available for you. And what more could you possibly ask for?

Copyright: © 2004 by Kathleen Gage

Publishing Guidelines: You may publish my article in your newsletter, on your web site, or in your print publication provided you include the resource box at the end. Notification would be appreciated but is not required.

About The Author

Kathleen Gage is a business advisor, keynote speaker and trainer who helps others gain marketing dominance and visibility within their market. She is the recipient of the 2004 Giant Step Award for Business of the Year in the State of Utah. Call 801.619.1514 or email Kathleen@turningpointpresents.com. Get Gage’s online newsletter called Street Smarts Marketing and Promotions by visiting her website.

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Tags: public service announcements, press releases, PR, public relations, strategic public relations

Managers in the non-profit, association and business worlds need to persuade outside audiences with the greatest impact on their operations to their way of thinking. And then move those external stakeholders to take actions that help their departments, divisions or subsidiaries succeed.

But that takes a very special plan, one that delivers results far beyond simple publicity placements.

I’m talking about a blueprint, say, like this one that lets you broaden your public relations field of fire, putting its primary focus where it belongs, on your unit’s key external stakeholder behaviors: “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 accomplished.”

You’ll know such a blueprint is working when you see results like capital givers or specifying sources starting to look your way, customers making repeat purchases; membership applications on the rise; prospects beginning to do business with you; fresh proposals for strategic alliances and joint ventures coming in; welcome bounces in show room visits; community leaders beginning to seek you out; and politicians and legislators starting to view you as a key member of the business, non-profit or association communities.

However, to get there you’ve got to be certain the public relations people assigned to your unit buy into your more aggressive public relations approach. In other words, do they all accept the reality that it’s crucially important to know how your outside audiences see your operations, products or services? And do they really subscribe to an even more important reality that says perceptions almost always lead to behaviors that can trouble your unit?

Start by involving your PR team in plans for monitoring and gathering perceptions by questioning members of your most important outside audiences. Questions like these: how much do you know about our organization? Have you had prior contact with us and were you pleased with the interchange? How much do you know about our services or products and employees? Have you experienced problems with our people or procedures?

I mean, your PR people ARE in the perception and behavior business to begin with, so they should be of real use for this opinion monitoring project. Professional survey firms are always available, but that can cost a bundle. So, whether it’s your people or a survey firm who asks the questions, the objective is to identify untruths, false assumptions, unfounded rumors, inaccuracies, and misconceptions .

With such answers gathered, you must decide which of the negatives should be designated as your corrective public relations goal – for example, clarify the misconception, spike that rumor, correct the false assumption or fix a bothersome inaccuracy.

In the same way garlic goes with lamb chops, the right PR strategy tells you how to reach your goal. But just three are available when it comes to matters of perception and opinion — change existing perception, create perception where there may be none, or reinforce it. But be sure your new strategy fits naturally with your new public relations goal. If data gathered is satisfactory, you want the “reinforce it” strategy, not “change it.”

When the moment comes to speak to your key stakeholder audience and help persuade them to your way of thinking, what will your message say?

Tap your best writer to produce the well-written corrective language you need. Words that are not only compelling, persuasive and believable, but clear and factual if they are to move perception/opinion towards your point of view and result in the behaviors you desire.

Here, fortunately, things gets easier as you select communications tactics to carry your message to the attention of your target audience. Be sure that the tactics you select have a record of reaching people like your audience members. You can pick from dozens that are available ranging from speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and so many others.

Because HOW you communicate can affect the credibility of the message, you may wish to deliver it in small meetings or presentations rather than through high-visibility media announcements.

Those around you will soon be asking about progress. Which will lead to a second perception monitoring session with members of your external audience. Employing many of the same questions used in the first benchmark session, you will now be watching carefully for signs that the offending perception is being altered in your direction.

In public relations, we’re lucky that action like this can be accelerated by adding more communications tactics as well as increasing their frequencies, if necessary.

And you’re lucky again that the folks you deal with behave like everyone else – they act upon their perceptions of the facts they hear about you and your operations. Which leaves you little choice but to deal promptly and effectively with those perceptions by doing what is necessary to reach and move your key external audiences to action.

The workable public relations blueprint outlined above will, in fact, keep your PR working well for you for a very simple reason – (repeating for emphasis), it will help you persuade your most important outside stakeholders to your way of thinking, then move them to behave in a way that leads to the success of your department, division or subsidiary.

Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website. Word count is 1025 including guidelines and resource box.

Robert A. Kelly © 2004.

About The Author

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 been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communi- cations, 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. Visit his website.

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Tags: defining role of public relations, public relations, keeping pr working for you, PR

Powerful is a strong word. But it fits here. As a business, non-profit or association manager, you create powerful advantage for yourself when you do something positive about the behaviors of those important outside audiences of yours that MOST affect your department, division or subsidiary.

That’s because you are using the fundamental premise of public relations to deliver the kind of external stakeholder behavior change that leads directly to achieving your managerial objectives.

And perhaps most powerfully, you do so by persuading many of those important outside folks to your way of thinking, then by moving them to take actions that help your unit succeed.

Yes, that’s powerful! Especially when it leads to advantages like these: membership applications on the rise; customers making repeat purchases; fresh proposals for strategic alliances and joint ventures in the inbox; community leaders seeking you out; welcome bounces in show room visits; prospects starting to do business with you; capital givers or specifying sources looking your way, and even politicians and legislators beginning to view you as a key member of the business, non-profit or association communities.

You need two lucky breaks here: first, a PR blueprint you can rely on, say, like this one: 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 accomplished.,

And second, PR team members who understand that blueprint and commit themselves to its implementation, starting with key audience perception monitoring. Let’s face it, your PR people ARE in the perception and behavior business to begin with, so they should be of real use for this initial opinion monitoring project.

But remember that just because someone describes him/herself as a public relations person doesn’t guarantee they’ve bought the whole loaf. Make certain the public relations people assigned to your unit really believe – deep down — why it’s SO important to know how your most important outside audiences perceive your operations, products or services. Make sure they accept the reality that perceptions almost always lead to behaviors that can help or hurt your unit.

Discuss with them your plan for monitoring and gathering perceptions by questioning members of your most important outside audiences. Questions like these: how much do you know about our chief executive? Have you had prior contact with us and were you pleased with the interchange? How much do you know about our services or products and employees? Have you experienced problems with our people or procedures?

While, as noted, your PR people are in the perception and behavior business to begin with, professional survey firms are always available, but they can be very expensive. Nevertheless, 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.

Your PR goal, of course, will be to do something about the most serious distortions you discovered during your key audience perception monitoring. Will it be to straighten out that dangerous misconception? Correct that gross inaccuracy? Or, stop that potentially fatal rumor dead in its tracks?

As it turns out, you won’t get there at all without the right strategy to tell you how to proceed. But remember that there are just three strategic options available 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 sauce on your chocolate ice cream. So please be certain the new strategy fits comfortably with your new public relations goal. You wouldn’t want to select “change” when the facts dictate a “reinforce” strategy.

At this juncture, you must put together a superbly moving message and aim it at members of your target audience. Always a challenge to put together action-forcing language that will help persuade any audience to your way of thinking.

You need your first-string varsity writer for this one because s/he must create some very special, corrective language. Words that are not only 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.

After bouncing it off your PR colleagues for impact and persuasiveness, it’s on to the next selection process — the communications tactics most likely to carry your message to the attention of your target audience. You can pick from dozens that are available. From speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others. Just be certain that the tactics you pick are known to reach folks like your audience members,

Since the credibility of the message is always at stake, you may wish to unveil it before smaller meetings and presentations rather than using higher-profile news releases.

Calls for progress reports will soon appear, which signals to you and your PR team to get busy on a second perception monitoring session with members of your external audience. You’ll want to use many of the same questions used in the first benchmark session. Difference this time is that you will be watching very carefully for signs that the bad news perception is being altered in your direction.

I’ve always considered ourselves fortunate that such matters usually can be accelerated simply by adding more communi- cations tactics as well as increasing their frequencies.

What you want the new PR plan to accomplish is to persuade your most important outside stakeholders to your way of thinking, then move them to behave in a way that leads to the success of your department, division or subsidiary.

Yes, powerful is a strong word but certainly not too strong when the people you deal with do, in fact, behave suspiciously like everyone else – they act upon their perceptions of the facts they hear about you and your operation. Leaving you little choice but to deal promptly and effectively with those perceptions by doing what is necessary to reach and move your key external audiences to actions you desire.

Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website.
Robert A. Kelly © 2004.

About The Author

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 been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communi- cations, 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 rlations.

Visit his website here.

Article Source.

Tags: public relations planning, PR, public relations

As the practice of public relations in China continues to mature, it seems appropriate to ask whether Chinese business managers – tutored as they have been by European, North American and other PR specialists – continue to apply major public relations emphasis to print and broadcast communications tactics. In other words, do they still see PR through the lens of simple publicity, as many in the West still do?

Or, do the best among Chinese managers — as is also true for many businesses in Western economies — realize they need true behavior change among their most important outside audiences leading directly to achieving their managerial objectives?

And, do they then take steps to persuade those key external stakeholders, who have the greatest impacts on their organizations, to their way of thinking, then move them to take actions that help their departments, divisions or subsidiaries succeed?

Let us presume that you are that business manager in China, and that you are well aware of the high-impact fundamental premise of public relations. Namely, “People act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. When that opinion is created, changed or reinforced by reaching, persuading and moving-to-desired-action the very people whose behaviors affect the organization the most, the public relations mission is accomplished.”

Managers who employ such a PR blueprint often see results such as prospects for their services or products starting to do business with them, fresh proposals for strategic alliances and joint ventures arriving on a regular basis, specifying sources starting to look their way, increases in visits to show rooms, and existing customers beginning to make repeat purchases.

If this approach to public relations appeals to you, before that PR blueprint is first employed, you need every member of the PR team assigned to your unit to agree that it’s crucially important to know how your outside audiences perceive your operations, products or services. Dig deep to ensure they REALLY accept the reality that perceptions almost always lead to behaviors that can damage your operation.

With that understanding achieved, It’s time to activate the PR blueprint and begin monitoring and gathering perceptions of those key external stakeholders by questioning members of that very important outside audience. Ask questions like these: how much do you know about our organization? Have you had prior contact with us and were you pleased with the interchange? How much do you know about our services or products and employees? Have you experienced problems with our people or procedures?

Fortunately, the PR people assigned to you are, by definition, already in the perception and behavior business, so they can be of real use for this opinion monitoring project. While professional survey firms can be brought in to handle the opinion monitoring, that can be expensive. But whether it’s your people or a survey consultant asking the questions, your objective is to identify untruths, false assumptions, unfounded rumors, inaccuracies, and misconceptions.

But which of the above “negativities” is serious enough that it obviously must become your corrective public relations goal because, unattended, it will lead to seriously hurtful behaviors? For example, clarify the misconception? Spike that rumor? Correct the false assumption? Fix those inaccuracies? Or yet another offensive perception that could lead to negative results?

With your public relations goal thus established, you can assure you’ll achieve it by picking the right communications strategy from the three choices available to you to show you HOW to reach your goal. Change existing perception, create perception where there may be none, or reinforce it. But be sure your new strategy naturally compliments your new public relations goal.

So what will your message emphasize when you address your key stakeholder audience to help persuade them to your way of thinking?

Select your best writer to prepare the message because s/he must put together some very special, corrective language. Words that are not only 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.

Happily, the next step is easy. You select communications tactics to carry your message to the attention of your target audience. Making certain that the tactics you select have a record of reaching folks like your audience members, you can pick from dozens that are available. From speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others.

Keep in mind that HOW one communicates often affects the credibility of the message, so you may wish to deliver it in smaller meetings and presentations rather than through a higher-profile media announcement.

You’ll soon feel pressure for signs of progress. And that will lead to a second perception monitoring session with members of your external audience. Employing many of the same questions used in the first benchmark session, you will now be watching carefully for signs that the communications tactics have succeeded in altering the offending perception in your direction. Remember that you can always accelerate the program by adding more communications tactics as well as increasing their frequencies.

This bears repeating – successful managers everywhere generally use every public relations weapon they can lay their hands on, and that includes strategic, rapid-fire print and broadcast tactics.

But those same competitive managers also know that above all, they need an aggressive blueprint such as this one that will deliver planned behavior change among their most important outside audiences leading directly to achieving their managerial objectives.

Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website. A copy would be appreciated at mailto:bobkelly@TNI.net. Word count is 1045 including guidelines and resource box.

Robert A. Kelly © 2004.

About The Author

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 been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communi- cations, 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 his website.

Article Source.

Tags: international public relations, Chinese public relations, PR, public relations

The most important PR in America: Just happens to be public relations activity that alters individual perceptions leading directly to changed behaviors. PR pulls that off by persuading a manager’s key outside audiences with the greatest behavior impacts on the organization, to its way of thinking. Then it moves those external stakeholders to take actions that help the organization succeed.

I don’t believe public relations can deliver much more than that.

Not surprisingly, PR runs best on its own fundamental premise that gets everyone working towards the same external audience behaviors. Insuring that your PR effort stays focused, the blueprint goes like this: 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 accomplished.

Results can range from community leaders beginning to seek you out, welcome bounces in show room visits and specifying sources looking your way to prospects starting to do business with you, customers making repeat purchases, and even fresh proposals for strategic alliances and joint ventures.

If, as a manager, that scenario appeals to you, try this path.

First, who handles the work required to produce such results? Your own full-time public relations staff? Some people assigned by the corporate office to your unit? An outside PR agency team? No matter where they come from, they need to be committed to you, to the PR blueprint and to its implementation, starting with key audience perception monitoring.

It’s useful to make certain the public relations people assigned to your unit really believe – deep down – why it’s SO important to know how your most important outside audiences perceive your operations, products or services. Make sure they accept the reality that perceptions almost always lead to behaviors that can help or hurt your unit.

Working closely with the PR folks, start by nailing down who among your important outside audiences is behaving in ways that help or hinder the achievement of your objectives. Then, list them according to how severely their behaviors affect your organization.

Now, take steps to find out precisely HOW most members of that key outside audience perceive your organization. If you don’t have the budget to pay for what could be costly professional survey counsel, you and your PR colleagues will have to monitor those perceptions yourself. Actually, they should be quite familiar with perception and behavior matters.

Best way to get that activity under way is to meet with members of that outside audience and ask questions like “Are you familiar with our services or products?” “Have you ever had contact with anyone from our organization? Was it a satisfactory experience?” Be sensitive to negative statements, especially evasive or hesitant replies. And watch carefully for false assumptions, untruths, misconceptions, inaccuracies and potentially damaging rumors. When you find such, they will need to be corrected, as they usually lead to negative behaviors.

Now, it’s time to select the actual perception to be altered, which then becomes your public relations goal. Naturally, you want to correct any untruths, inaccuracies, misconceptions or false assumptions.

Kind of goes without saying that a PR goal without a strategy to show you how to get there, is like a sailor’s sandwich without the knockwurst. As you select one of three strategies especially constructed to create perception or opinion where there may be none, or change existing perception, or reinforce it, what you want to do is insure that the goal and your new strategy dovetail. You don’t want to pick “change existing perception” when current perception is just right suggesting a “reinforce” strategy.

At this juncture, you create a compelling message carefully structured to alter your key target audience’s perception, as directed by your public relations goal.

Your message must be a grabber and crystal-clear about what perception needs clarification or correction, and why. Of course you must be truthful and your position logically explained and believable if it is to hold the attention of members of that target audience, and actually move perception in your direction.

Then try this. Combine your corrective message with another news announcement or presentation which may provide more credibility by downplaying the need for such a correction.

Believe it or not, I call the communications tactics you will use to move your message to the attention of that key external audience, “beasts of burden” because they must carry your persuasive new thoughts to the eyes and ears of those important outside people.

You will be glad to know that a long list of such tactics awaits your pleasure. It includes letters-to-the-editor, brochures, press releases and speeches. Or, you might choose radio and newspaper interviews, personal contacts, facility tours or customer briefings. The only selection requirement is that the communications tactics you choose have a record of reaching people just like the members of your key target audience.

A fortunate factor is, things can always be accelerated by adding more communications tactics, AND by increasing their frequencies.

Questions will soon arise with regard to progress. Of course, you will already be hard at work remonitoring perceptions among your target audience members to test just how good your PR program really is. Using questions similar to those used during your earlier monitoring session, you’ll now be alert for signs that audience perceptions are beginning to move in your general direction.

We are fortunate indeed that our key stakeholder audiences behave like everyone else – they act upon their perceptions of the facts they hear about you and your operation. Leaving you little choice but to deal promptly and effectively with those perceptions by doing what is necessary to reach and move your key external audiences to actions you desire.

There’s never a happier moment in the practice of public relations than when the data shows that you have achieved the kind of key stakeholder behavior change that leads directly to achieving your department, division or subsidiary objectives.

Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website. A copy would be appreciated at mailto:bobkelly@TNI.net. Word count is 1125 including guidelines and resource box.

Robert A. Kelly © 2004.

About The Author

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 been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communi- cations, 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.

Visit his website.

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Tags: public relations strategies, changing perceptions with public relations, PR, public relations

Advice about business and life often gets around to one of those “80-20” rules. As in, “80% of your business will come from 20% of your customers or activities.” Here’s my twist on this for publicity and marketing:

Build no more than 20% of your publicity and marketing activities around yourself.

I know. Sounds crazy. “What else besides me would I showcase in my promotions?” a sane person might ask.

But hear me out. Think of all the advertising and marketing messages you’re barraged with all day. Do you welcome them? Do you feel, right now, like hearing from one more person, one more time, about how great their product or service is?

Well, neither does anyone else.

So there’s the problem with building your whole marketing or PR campaign around your credentials, or the superb service or product you offer. Sorry to break the news, but most folks just don’t care.

So the question becomes, what do they care about? And what should you build 80% of your PR around?

Here’s my simple to answer. You even knew it all along, because it applies to you too. Most people care most about one thing.

Themselves.

And that’s why any financial planner should build 80% of their publicity around what the prospect cares about.

Here’s what I mean: Your service helps people. You help them solve a problem, or enable them to delegate a task they’d rather avoid. Every day, you share and apply the highly specialized expertise and professional knowledge you’ve acquired over years.

So that’s what your PR should be all about – 80% of it, at least. Especially your media publicity. Because in the media, information rules. It’s the fuel that drives our society’s vast media machine.

The media love only one thing more than information, and that’s people’s problems. And didn’t we just say that you’re an expert on solving those, too?

The formula’s simple: talk to your prospects–via the media–about their needs and the problems they face. Share the information and insights you have on these topics. If you do a lot of retirement planning, send information on the latest changes in IRAs. I you specialize in mutual funds, send them information about the newest and best places for people to put their money. If you do, the media will quote or interview you on the topic. Believe it or not, reporters can’t live without articulate experts to interview. Approaching them, and offering your services, is not difficult. Instant—and free—publicity for you!

And finally, if and when you are compelled to mention yourself, do yourself a favor. Skip the adjectives and superlatives. All of them. Because media folks aren’t impressed.

The remaining 20% of your PR? Go ahead and write some press releases about the awards you won, about the new office you opened, about your great skills. It can’t hurt. But don’t think for a minute the media will embrace it as big news.

So remember the 80-20 rule. Give the media and your prospects useful information they need, and let them reach their own informed decision that you’re a good resource. I have seen countless professionals and businesses become media successes following this route. Share your expertise and wisdom. A little bit of it, you’ll find, goes a long way.

Ned Steele works with people in professional services who want to build their practice and accelerate their growth. The president of Ned Steele’s MediaImpact, he is the author of “102 Publicity Tips To Grow a Business or Practice.” To learn more visit his website.

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Tags: financial public relations, public relations, financial planning, PR

What’s more crucial to the success of a business, non-profit or association than its most important outside audiences and stakeholders?

Nothing.

Those stakeholder behaviors directly impact virtually every management and operating activity of the organization. From retail patronage, recruiting, civic activity, contributions, and strategic alliances to membership, program participation, plain old sales, and just about everything else.

Which means, if you are such a manager, you may have a real opportunity to do something positive about the behaviors of those important outside audiences of yours that most affect YOUR operation.

In other words, you can create the kind of external stakeholder behavior changes that lead directly to achieving your own managerial objectives.

You can do so by persuading those key outside folks to your way of thinking, then help move them to take actions that allow your department, division or subsidiary to succeed.

When you decide to move your managerial public relations to a whole new level, here’s some real help for you.

It’s called the fundamental premise of public relations and it goes like this: 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 accomplished.

But it won’t be of much use unless the PR team members assigned to your unit understand that blueprint and commit themselves to its implementation, starting with key audience perception monitoring. Truth is, your PR people are already in the perception and behavior business, so they will be of real use for this initial opinion assessment project.

But pause here. You must reassure yourself that your public relations people truly understand just WHY it’s so important to know how your most important outside audiences perceive your operations, products or services. Be certain they accept the reality that perceptions almost always lead to behaviors that can help or hurt your unit.

Why not take some time to review with them your plan for monitoring and gathering perceptions by questioning members of your most important outside audiences. Questions like these: how much do you know about our organization? Have you had prior contact with us and were you pleased with the interchange? Are you familiar with our services or products and employees? Have you experienced problems with our people or procedures?

Yes, survey specialists can always be brought in to do the opinion monitoring work, and they also can run up your costs. But, no matter who asks 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.

Your objective, obviously, is to do something about the most serious distortions you discover during your key audience perception monitoring. Will it be to straighten out that dangerous misconception? Correct that gross inaccuracy? Or, stop that potentially bloody rumor dead in its tracks?

Unfortunately, you’ll make no headway at all without the right strategy to tell you how to proceed. But keep in mind that there are just three strategic options available 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 bleu cheese dressing on your liver and onions, so be sure your new strategy fits well with your new public relations goal. You wouldn’t want to select “change” when the facts dictate a “reinforce” strategy.

The challenge now is to prepare a nicely put together message and direct it to members of your target audience. It’s always a problem to create an actionable message that will help persuade an audience to your way of thinking.

Obviously, you need your best scribes for this one because s/he must build some very special, corrective language. Words that are 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.

Once your PR team has vetted the work product, it’s on to the next selection process — the communications tactics most likely to carry your message to the attention of your target audience. There are tons available. From speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others. But you must be certain that the tactics you pick are known to reach folks like your audience members,

By the way, you may wish to avoid distributing such a corrective message from the rooftops, and unveil your message before smaller meetings and presentations rather than using higher-profile news releases Reason is, the credibility of any message is fragile and always at stake.

You’ll soon hear calls for progress reports which will tell you and your PR team to get busy on a second perception monitoring session with members of your external audience. You’ll also want to use many of the same questions used in the first benchmark session. Big difference this time is that you will be on constant alert for signs that the bad news perception is being altered in your direction.

I’ve always thought it fortunate that such matters usually can be accelerated simply by adding more communications tactics as well as increasing their frequencies.

At the end of the day, what you want your new PR plan to do is persuade your most important outside stakeholders to your way of thinking, then move them to behave in a way that leads to the success of your department, division or subsidiary.

Your biggest success secret will be when your “target publics” — those all important outside stakeholder audiences – actually act upon their perceptions of the facts they hear about you and your operation. Which means you really have little choice but to deal promptly and effectively with those perceptions by doing what is necessary to reach and move those key external audiences of yours to actions you desire.

Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website. A copy would be appreciated at mailto:bobkelly@TNI.net. Word count is 1135 including guidelines and resource box.

Robert A. Kelly © 2004.

About The Author

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 been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communi- cations, 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. Check out his website.

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Tags: public relations where it matters, PR, public relations, functions of public relations

Business, non-profit and association managers committing their public relations resources to (1) doing something about the behaviors of those important outside audiences that most affect their operation, (2) creating the kind of external stakeholder behavior change that leads directly to achieving their managerial objectives, and (3) doing so by persuading those key outside folks to their way of thinking by helping to move them to take actions that allow their department, division or subsidiary to succeed – greatly increase the chances of success for their operation.

Thus, feeding the engine of their own economic growth AND that of the nation at large.

But, in reality, it takes more than good intentions for any manager to alter individual perception leading to changed behaviors, something of profound importance to ALL business, non-profit and association managers.

What they need is a simple PR blueprint that gets everyone working towards the same external audience behaviors insuring that the organization’s public relations effort stays sharply focused.

For example, a blueprint like this: 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 accomplished.

In that way, those same business, non-profit and association managers can see results such as new proposals for strategic alliances and joint ventures; customers making repeat purchases; prospects starting to work with them; membership applications on the rise; capital givers or specifying sources looking their way, and even bounces in showroom visits.

But HOW those managers pull that off forms the real challenge.

Here’s how the best of them can do it. They find out who among their key external audiences is behaving in ways that help or hinder the achievement of their objectives. Then, they list them according to how severely their behaviors affect their organization.

But precisely HOW do most members of that key outside audience perceive their organization? If the budget to pay for what could be costly professional survey counsel isn’t there, Ms. or Mr. manager and his or her PR colleagues will have to monitor those perceptions themselves. Actually, they should be quite familiar with perception and behavior matters.

Getting that activity under way means meeting with members of that outside audience and asking questions like “Are you familiar with our services or products?” “Have you ever had contact with anyone from our organization? Was it a satisfactory experience?” And if you are that manager, you must be sensitive to negative statements, especially evasive or hesitant replies. And watch carefully for false assumptions, untruths, misconceptions, inaccuracies and potentially damaging rumors. When you find such, they will need to be corrected, as they inevitably lead to negative behaviors.

The job now is to select the specific perception to be altered which then becomes your public relations goal. You obviously want to correct those untruths, inaccuracies, misconceptions or false assumptions.

One of the painful aspects of the whole drill is that a PR goal without a strategy to show you how to get there, is like a three-bean salad without the beans. So, as you select one of three strategies (especially constructed to create perception or opinion where there may be none, or change or reinforce it,) what you want to do is insure that the goal and its strategy match each other. You wouldn’t want to select “change existing perception” when current perception is just right suggesting that “reinforce” strategy.

The moment has come when you must create a compelling message carefully constructed to alter your key target audience’s perception, as specified by your public relations goal.

Keep in mind that you can always combine your corrective message with another news announcement or presentation which may give it more credibility by downplaying the apparent need for such a correction.

The content of the message must be compelling and quite clear about what perception needs clarification or correction, and why. Of course you must be truthful and your position logically explained and believable if it is to hold the attention of members of that target audience, and actually move perception in your direction.

Some allude to the communications tactics necessary to move your message to the attention of that key external audience, as “beasts of burden” because they must carry your persuasive new thoughts to the eyes and ears of those important outside people.

Actually, we have a wide choice because the list of tactics is long indeed. It includes letters-to-the-editor, brochures, press releases and speeches. Or, you might choose radio and newspaper interviews, personal contacts, facility tours or customer briefings. There are scores available and the only selection requirement is that the communications tactics you choose have a record of reaching people just like the members of your key target audience.

Of course, things can always be accelerated by adding more communications tactics, AND by increasing their frequencies.

It won’t be long before those around you will be asking about progress. But you will already be hard at work remonitoring perceptions among your target audience members to test the effectiveness of your communications tactics. Using questions similar to those used during your earlier monitoring session, you’ll now become beady-eyed looking for signs that audience perceptions are beginning to move in your general direction.

Yes, performed in this manner, public relations obviously does feed the engine of YOUR economic growth and, thus, that of the nation at large.

But do keep your eye on the core of this approach: persuade your most important outside audiences with the greatest impacts on your organization to your way of thinking. Then move them to take actions that help your department, division or subsidiary prevail.

Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website. A copy would be appreciated at mailto:bobkelly@TNI.net. Word count is 1085 including guidelines and resource box.

Robert A. Kelly © 2004.

About The Author

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 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. Check out his website.

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Tags: effective public relations, public relations, PR, tools

Business, non-profit and association managers are in a stronger position to succeed when they use their public relations resources in a way that alters individual perception leading to changed external stakeholder behavior.

A mouthful, but true.

Here’s the obvious core of this approach: persuade your most important outside audiences with the greatest impacts on your organization to your way of thinking. Then move them to take actions that help your department, division or subsidiary prevail.

The right action plan – the right blueprint – helps you to achieve that kind of success. And it does so by getting everyone working towards the same external audience behaviors. For example: 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 accomplished.

And look at what might happen. A nice jumpup in show room traffic; local thoughtleaders seeking your opinion on key local issues; newly interested prospects calling you; growing numbers of membership applications; the repeat purchase rate increasing; new inquiries about strategic alliances and joint ventures; capital givers or specifying sources making inquiries; and even politicians and legislators viewing you as a leading figure in the business, non-profit or association communities.

Caveat: your PR people are already in the perception and behavior business, so they should be of real use for your initial opinion monitoring project. But you must be certain your public relations people really believe – deep down — why it’s SO important to know how your most important outside audiences perceive your operations, products or services. Make sure they accept the reality that perceptions almost always lead to behaviors that can help or hurt your unit.

While reviewing your PR plan with them, talk about how you will monitor and gather perceptions by questioning members of your most important outside audiences. Questions like these: how much do you know about our organization? Have you had prior contact with us and were you pleased with the interchange? Are you familiar with our services or products and employees? Have you experienced problems with our people or procedures?

While professional survey firms can always be hired to do the opinion monitoring work, they also can cost big bucks. So, 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.

Clearly, you must do something about the most serious distortions you discovered during your key audience perception monitoring. Will it be to straighten out that dangerous misconception? Correct that gross inaccuracy? Or, stop that potentially damaging rumor dead in its tracks?

We all know you won’t get there at all without the right strategy to tell you how to proceed. But remember that there are just three strategic options available 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 sour cream on your spaghetti, so be sure your new strategy fits well with your new public relations goal. You wouldn’t want to select “change” when the facts dictate a “reinforce” strategy.

Now it’s time to put together a well-written message and direct it to members of your target audience. It’s always a challenge to create an actionable message that will help persuade any audience to your way of thinking.

You need your best scribes for this one because s/he must build some very special, corrective language. Words that are 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.

Once you’ve run draft copy by your PR team, it’s on to the next selection process — the communications tactics most likely to carry your message to the attention of your target audience. There are scores that are available. From speeches, facility tours, emails and brochures to consumer briefings, media interviews, newsletters, personal meetings and many others. But you must be certain that the tactics you pick are known to reach folks like your audience members,

Actually, you may wish to avoid “shouting too loud” and unveil your message before smaller meetings and presentations rather than using higher-profile news releases, as the credibility of any message is fragile and always at stake.

It won’t be long before voices will be raised about progress reports, which will be your signal for you and your PR team to get going on a second perception monitoring session with members of your external audience. You’ll want to use many of the same questions used in the first benchmark session. Big difference this time is that you will be on red alert for signs that the bad news perception is being altered in your direction.

It seems lucky for us that such matters usually can be accelerated simply by adding more communications tactics as well as increasing their frequencies.

Yes, you as a business, non-profit or association manager become empowered when you persuade your most important outside stakeholders to your way of thinking, then move them to behave in a way that leads to the success of your department, division or subsidiary. Pure and simple.

Put another way, when your key external stakeholders start behaving suspiciously like everyone else – acting upon their perceptions of the facts they hear about you and your operation — you really have little choice but to deal promptly and effectively with those perceptions by doing what is necessary to reach and move those important outside audiences to actions you desire.

Robert A. Kelly © 2004.

About The Author

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.

Article Source.

Tags: encourage managers, PR, public relations