I think the key points to remember from this weeks readings were...
that of strategy, planning and scheduling by John Allert and Clara Zawawi. This chapter enabled a PR practitioner to think and practise strategically in order to be relevant in today's organisation. The stages of the strategic process in public relations are:-
. creation of organisational vision and mission statement
. creation of PR vision and missin statements
. establishment of performance indicators
. budgeting
. writing of a strategic PR plan,
. Scheduling of PR plan activities.
Historically, strategy is referred to the role of a military commander and his art and skill. Strategy is not a series of campaign steps or tactics, it is the underlying rationale that guides the selection of these tactics or stages. From a PR perspective, strategies must be designed for communicatio with all target groups, such as employees, government, pressure groups and local community. Corporate culture, ideology, values and beliefs, systems and business processes influence the PR strategic planning in social, economic and political contexts.
The Grunig study outlines the main five characteristics which are summarised by the view that the excellent communication or PR department:-
. is run by managers who make communications policy decisions and accept responsibility for the success or failure of the programs
. contributes significantly to the prganisation's stgrategic plan and organisational decision - making
. works with top management to solve organisational problems that involve communication relationships
. facilitates two - way communication between top management and key stakeholders, helping them understand each other and developing win- win situations
. uses formal and informal research techniques to understand the environment inside and outside the organisation to identify key issues.
A good reputation for a strategically managed PR pays off because well - regarded organisations generally:
. command premium prices for their products
. recrit better- calibre staff
. attract greater loyalty from internal and external stakeholders or publics
. have more stable revenues
. face fewer risks of crisis
. are given greater latitute to act by their constitutents.
A mission statement is simply:-
. consistent with and supportive of an organisation's vision
. the road map that describes how the organisation will move to reach its vision
. the means of telling people why the organisation is in business, &
. the source of strategies that collectivley create a business plan.
The ten - point structure of the communications plan which has been proven to meet the needs of many types of organisations is as follows:-
1 executive summary
2 the communication process
3 background
4 situation analysis
5 main message statement
6 stakeholders
7 messages for key stakeholders
8 implementation
9 budget
10 monitoring and evaluation.
It is important to note that the writer of an effective strategic communication plan must always remain conscious of the principles pf effective communication, by: being open and honest, two - way and responsive, being receiver orientated, timely, clear and consistent and comprehensive.
Budgeting is alsoimportant as it is all about direction, monitoring and control of the organisational resources.Scheduling and lists are alos extremely significant in strategic communications plannig for PR practitioners.
The readings this week have made me think more about PR theory/ practise in that....
the strategic and systematic design of PR plans is vital to the effective identification, implementation, and management of the PR goals and objectives that complement and support organisational goals and objectives. It is evident through the readings of this chapter then that all can be achieved of a PR practioner by following these required steps in acheiving effective strategy, planning and scheduling.
CHAPTER 10 ADDITIONAL - TACTICS
I think the key points to remember from this weeks readings were....
the area of tactics by Marian Hudson. There are a huge range of tactics available to PR professionals which include:- publicity, newsletters, direct mail, advertising, corporate publications, functions, speaking opportunities, internet sites, information kits, media relations, brochures, competitions, videos, lobbying,meetings,competitions and so on. It is useful to remember that most tactics are visible and easily identifiable, many campaigns owe their success to the use of tactics that are not overt- such as keeping out the media spotlight.
Tactics can be broken up into two major groups: controlled and uncontrolled. Controlled tactics are those over which the PR practitioner maintains control of every aspect of the process- from messages creation and crafting to final distribution. Uncontrolled tactics are those that can be altered or even blocked completely. Ther most obvious uncontrolled tactic is media relations, where the practitioner can provide a media release and train a spokesperson.
There are several methods of effective delivery which consist of:- mail, faxes, news distribution agencies, email, cd- roms,couriers,videos,video confrencing,personal delivery,and websites. Media relations is a complex tactic which requires careful consideration. Outcomes cannot be controlled or guaranteed, as the agenda of the media outlet will always be paramount. Brochures,leaflets,flyers and other printed materials are some of the most commonly used tactics. They each serve an important purposer in a broad range of campaigns, often employed in tandem with other tactics, particulary where detail, persuasion or a lasting reference document is required.
The readings made me think more about PR theory/practise in that...
It is now evident to me that there is no guaranteed corrrect set of tactics that will ensure successful implementation of a PR campaign. It is significant to note that tactics must relate back to strategy and they are both linked between how it is executed or delivered to target audiences. Tactics must also be selected with regard to target audiences, teir appropriatness ass a vehicle for the message, their advantages and disadvantages as well as the available budget. It is clear to see that success relies on analytical and creative skills of the PR practitioner to consider tactics in the importance of a complex range of implicating factors. PR practitioners are successful in what they do and how they nail tactics in Pr planning and strategy.
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1 comment:
Wow - and I thought I got a lot out of this week's reading. It is evident that you believe that the use of stategy and tactics is an extremely important element in public relations. I didn't consider the history of strategy and your highlighting of this fact and rationale puts it into current context. Strategies have evolved to fit the purpose.
The Grunig study demonstrates that all levels of an organisation should be involved in the communication process and I believe it is a standard practice that should be implemented in any campaign. Different perspectives can be gained from different areas within an organisation.
The ten point structure of the communication plan is something we should all focus on for our final assessment along with a solid mission statement, the right strategy and appropriate tactics. Two-way communication is both a proactive and effective element of any campaign.
There were so many tactics explained in the Hudson chapter to be able to get an indepth account of them all but this choice helps to select the most appropriate tactic to fit the purpose. Multiple tactics can also be used but it all depends on who, what, when, where and why they are needed or not.
Well done Shanna.
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