Thursday, September 27, 2007
Week 11 Blog- Research and Evaluation
1. I think the key points to remember from this week's readings were...
Research and evaluation are both vital steps in a public relations campaign. Research is undertaken at various stages throughout the development of the project. There are three types of research input research, output research and outcome research.
Input research: research into the organisation, situation, publics and proposed message and strategies. This type can be further categorised into exploratory and development research.
Output research: measures the activity of the organisation. Reflects on the delivery of messages, allowing the PR practitioner to fine tune, alter or modify the plan.
Outcome research: measures the achievements. It indicates the level of success or failure and demonstrates how effectively planning and communication have been.
There are a range of methodologies available to be used to research. The methodology needs to be selected on its suitability to the task and the firm. There are both qualitative and quantitative methodologies that can be used.
The task of researching can also be categorised into formal and informal. Formal research is characterised by scientific procedures, methodologies and analysis. Informal research has no agreed rules and procedures, and is cheaper and more immediate.
There are various differing research techniques to select from, these include:
- surveys
- mail
- telephone
- face-to-face
- internet
- in-depth interviews
- focus groups
- ethnographic studies
- case studies
- analysis of existing data
- organisational culture study
- feedback analysis
- media monitoring
- content analysis
- benchmark research
- statistical analysis
- environmental monitoring
- communication audits
- corporate communication archives
- testimonials
- expert review
- internet monitoring
- measurement of online presence
- advertising value equivalents
- secondary information sources
2. The readings made me think more about public relations theory/practice in that …
Research and evaluation is a vital part of the process when using strategy in a PR campaign. In order to ensure that the aims and objectives of the organisation are being met at all times throughout the planning, design and implementation stages, as well as the final outcomes of the campaign it is important to research. As mentioned above research can take many forms using either quality or quantity measures. Obviously, each unique campaign will require different research techniques and a different approach. It is important to understand that the ethical considerations of research apply to all campaigns. It is through research that the evaluation process takes place.
Research and evaluation are both vital steps in a public relations campaign. Research is undertaken at various stages throughout the development of the project. There are three types of research input research, output research and outcome research.
Input research: research into the organisation, situation, publics and proposed message and strategies. This type can be further categorised into exploratory and development research.
Output research: measures the activity of the organisation. Reflects on the delivery of messages, allowing the PR practitioner to fine tune, alter or modify the plan.
Outcome research: measures the achievements. It indicates the level of success or failure and demonstrates how effectively planning and communication have been.
There are a range of methodologies available to be used to research. The methodology needs to be selected on its suitability to the task and the firm. There are both qualitative and quantitative methodologies that can be used.
The task of researching can also be categorised into formal and informal. Formal research is characterised by scientific procedures, methodologies and analysis. Informal research has no agreed rules and procedures, and is cheaper and more immediate.
There are various differing research techniques to select from, these include:
- surveys
- telephone
- face-to-face
- internet
- in-depth interviews
- focus groups
- ethnographic studies
- case studies
- analysis of existing data
- organisational culture study
- feedback analysis
- media monitoring
- content analysis
- benchmark research
- statistical analysis
- environmental monitoring
- communication audits
- corporate communication archives
- testimonials
- expert review
- internet monitoring
- measurement of online presence
- advertising value equivalents
- secondary information sources
2. The readings made me think more about public relations theory/practice in that …
Research and evaluation is a vital part of the process when using strategy in a PR campaign. In order to ensure that the aims and objectives of the organisation are being met at all times throughout the planning, design and implementation stages, as well as the final outcomes of the campaign it is important to research. As mentioned above research can take many forms using either quality or quantity measures. Obviously, each unique campaign will require different research techniques and a different approach. It is important to understand that the ethical considerations of research apply to all campaigns. It is through research that the evaluation process takes place.
Week 10 - Chapter 7 - Tactics
1. I think the key points to remember from this week's readings were...
Tactics-Introduction
Every tactic must relate directly back to its defined purpose: achieving the strategic outcome. There is a huge range of tactics that can be used by a PR organisation including publicity, newsletters, direct mail, advertising, corporate publications, functions, speaking opportunities, internet sites, information kits, media relations, brochures, competitions, videos, lobbying, meetings and competitions. It is a complex environment in which the choice of tactics must be made. PR professionals must be aware of operating in a world in which high level regulation, lawsuits, watchdogs, and corporate governance influence the choice of tactics, their content and how the tactics are implemented.
Controlled vs. Uncontrolled Communication
Controlled Tactics: those which the PR practitioner can maintain control over every aspect of the process, eg- advertising, annual reports, brochures, posters, direct mail and advertorial.
Uncontrolled Tactics: can be altered or even blocked completely, eg- media relations- where the decision to use the material in its original or altered form lies solely with a news gatekeeper. Another example is a public meeting.
The practitioner needs to choose a balance between the two types of tactics to ensure the desired message is actually communicated to the audience.
Methods of Delivery
The chosen method of an item of communication to the recipient plays a critical role in determining its impact and effectiveness. The most commonly used methods of delivery are mail, faxes, news distribution agencies, email, CD-ROMS, couriers, videos, video conferencing, personal delivery and websites.
New Technology and Message Delivery: The internet provides greater access to an organisation’s broader activities, with the benefit of instant access at a time convenient to the user to information on organisations, their activities, philosophies, products and services. It is used together with other communication vehicles in order to provide further, more detailed information. As well as a benefit, the internet can also be the PR practitioner’s worst nightmare. One of the greatest mistakes made on websites is posting information that does not suit the medium. The greatest advances benefiting the PR profession have come with the development of technology that drives a range of already existing tactics.
Tactic Selection
Research
Media Relations: complex tactic, if news generated is of high interest media can provide an ideal and cost effective vehicle, however if minimal interest trying to attract coverage may be counter-productive and may even damage the reputation of the practitioner with the media.
Printed Materials: Brochures, Leaflets and Flyers: used in tandem with other tactics. The suitability of the message to the medium is a consideration when selecting the correct printed material. Other considerations are: Paper sizes- DL publications are standard envelope size, A5 publications are larger, A4 publications and A3 publications (less common).
Colours & embossing- Single colour publications are much cheaper, however two colour publications are a more cost effective option as they are more visually appealing, have more impact and allow greater flexibility than single colour publications. Three, four and five colour publications allow the greatest flexibility, and embossing and gold or silver foiling add status.
Paper stock- Range from matt to semi gloss and gloss stocks, specifically chosen to match the message being portrayed.
Binding- The choice of binding depends on the size and use of a document. The three most common types are saddle stitching, burst bound or perfect bound, and wiro binding.
Annual Reports: Record the highlights and challenges experienced by an organisation, including financial details. There are two sections: the editorial (‘marketing’) copy and the financial and statutory obligations section. The role of the PR practitioner in annual report production varies greatly. One may serve a design and editing role, or may produce it from the ground up.
Newsletters: Provide ongoing communication, usually aimed at building long term rapport with a target audience. Facilitate two way communication through competitions, feedback or opinion polls. There are two types- vertical: distributed only within an - organisation, and horizontal- aimed at readers with a narrowly defined common interest.
Direct Mail: More personalised communication. Has lost ground to the Internet.
Design and production: bringing it all together: Should have uniformity in all documents produced by an organisation. Maintain consistency through:
- Colours
- Typeface and size
- Dot points
- Layouts
- Photographs
- Style of writing and overall graphic design layout
- Grammar
- Icons and graphic design features
It’s advisable for PR practitioners to undertake regular audits of all communication vehicles.
Other tactics that are used by PR practitioners are speeches, videos, DVDs, CD-ROMs, photography, presentations, celebrities and well-known spokespeople, events, community meetings, advertising, community service announcements and sponsorship. All of these have different guidelines to be followed in order to be used effectively.
2. The readings made me think more about public relations theory/practice in that …
This chapter has broadened by knowledge about the different tactics that can be used in a PR campaign. It is not only important to realise the considerations and issues for each one but also the target audience that it is suited to. There is no point using a tactic if it does not address the needs of the target group. In such cases, the tactics are simply ignored. It is always a good idea to choose a theme at the beginning of the campaign and design all the tactics so they support and represent that theme. Consistency is absolutely vital, not only in brand or company recognition, but also in order for the tactics to be successful.
Tactics-Introduction
Every tactic must relate directly back to its defined purpose: achieving the strategic outcome. There is a huge range of tactics that can be used by a PR organisation including publicity, newsletters, direct mail, advertising, corporate publications, functions, speaking opportunities, internet sites, information kits, media relations, brochures, competitions, videos, lobbying, meetings and competitions. It is a complex environment in which the choice of tactics must be made. PR professionals must be aware of operating in a world in which high level regulation, lawsuits, watchdogs, and corporate governance influence the choice of tactics, their content and how the tactics are implemented.
Controlled vs. Uncontrolled Communication
Controlled Tactics: those which the PR practitioner can maintain control over every aspect of the process, eg- advertising, annual reports, brochures, posters, direct mail and advertorial.
Uncontrolled Tactics: can be altered or even blocked completely, eg- media relations- where the decision to use the material in its original or altered form lies solely with a news gatekeeper. Another example is a public meeting.
The practitioner needs to choose a balance between the two types of tactics to ensure the desired message is actually communicated to the audience.
Methods of Delivery
The chosen method of an item of communication to the recipient plays a critical role in determining its impact and effectiveness. The most commonly used methods of delivery are mail, faxes, news distribution agencies, email, CD-ROMS, couriers, videos, video conferencing, personal delivery and websites.
New Technology and Message Delivery: The internet provides greater access to an organisation’s broader activities, with the benefit of instant access at a time convenient to the user to information on organisations, their activities, philosophies, products and services. It is used together with other communication vehicles in order to provide further, more detailed information. As well as a benefit, the internet can also be the PR practitioner’s worst nightmare. One of the greatest mistakes made on websites is posting information that does not suit the medium. The greatest advances benefiting the PR profession have come with the development of technology that drives a range of already existing tactics.
Tactic Selection
Research
Media Relations: complex tactic, if news generated is of high interest media can provide an ideal and cost effective vehicle, however if minimal interest trying to attract coverage may be counter-productive and may even damage the reputation of the practitioner with the media.
Printed Materials: Brochures, Leaflets and Flyers: used in tandem with other tactics. The suitability of the message to the medium is a consideration when selecting the correct printed material. Other considerations are: Paper sizes- DL publications are standard envelope size, A5 publications are larger, A4 publications and A3 publications (less common).
Colours & embossing- Single colour publications are much cheaper, however two colour publications are a more cost effective option as they are more visually appealing, have more impact and allow greater flexibility than single colour publications. Three, four and five colour publications allow the greatest flexibility, and embossing and gold or silver foiling add status.
Paper stock- Range from matt to semi gloss and gloss stocks, specifically chosen to match the message being portrayed.
Binding- The choice of binding depends on the size and use of a document. The three most common types are saddle stitching, burst bound or perfect bound, and wiro binding.
Annual Reports: Record the highlights and challenges experienced by an organisation, including financial details. There are two sections: the editorial (‘marketing’) copy and the financial and statutory obligations section. The role of the PR practitioner in annual report production varies greatly. One may serve a design and editing role, or may produce it from the ground up.
Newsletters: Provide ongoing communication, usually aimed at building long term rapport with a target audience. Facilitate two way communication through competitions, feedback or opinion polls. There are two types- vertical: distributed only within an - organisation, and horizontal- aimed at readers with a narrowly defined common interest.
Direct Mail: More personalised communication. Has lost ground to the Internet.
Design and production: bringing it all together: Should have uniformity in all documents produced by an organisation. Maintain consistency through:
- Colours
- Typeface and size
- Dot points
- Layouts
- Photographs
- Style of writing and overall graphic design layout
- Grammar
- Icons and graphic design features
It’s advisable for PR practitioners to undertake regular audits of all communication vehicles.
Other tactics that are used by PR practitioners are speeches, videos, DVDs, CD-ROMs, photography, presentations, celebrities and well-known spokespeople, events, community meetings, advertising, community service announcements and sponsorship. All of these have different guidelines to be followed in order to be used effectively.
2. The readings made me think more about public relations theory/practice in that …
This chapter has broadened by knowledge about the different tactics that can be used in a PR campaign. It is not only important to realise the considerations and issues for each one but also the target audience that it is suited to. There is no point using a tactic if it does not address the needs of the target group. In such cases, the tactics are simply ignored. It is always a good idea to choose a theme at the beginning of the campaign and design all the tactics so they support and represent that theme. Consistency is absolutely vital, not only in brand or company recognition, but also in order for the tactics to be successful.
Tuesday, September 18, 2007
Week 10- Chpt 7 Blog
1. I think the key points to remember from this week's readings were...
- PR practitioners need to think and practice strategically in order to be relevant in today’s organisation.
- The stages of the strategic process in PR are:
· Creation of organisational vision and mission statements
· Creation of public relations vision and mission statements
· Establishment of performance indicators
· Budgeting
· Writing of a strategic public relations plan
· Scheduling of public relations activities
- The public relations strategic planning is influenced in social, economic and political contexts. It is influenced by corporate culture, ideology, values and beliefs, systems and business processes.
- Strategic public relations is a very highly valued organisational function, it tends to be valued more highly than the typical department in an organisation.
- PR consultants are held in high esteem by chief executives in terms of skills of communication, media relations and publicity.
- Building a strong corporate reputation is important for the success of an organisation, which strategically managed public relations play a significant role in.
- Vision and mission statements need to be created for the organisation as part of its public relations strategy.
- The vision statement describes the future state of the organisation at a selected time.
- The mission statement is the road map that describes how the organisation will move to reach its vision.
- Key performance indicators are important and practical in general strategic planning, however they are not well suited to public relations strategies because the results of PR work can be intangible and not often repeated on a regular basis.
- PR strategic planning is very similar to the format of the business or marketing plan, which consists of the ‘ten-step strategic communication plan’:
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
- Public Relations budgets are categorised into two groups:
· Administrative costs: salaries, on-costs and fringe benefits for full and part time employees.
· Program costs: photography, printing, catering, travel, gifts, production, room hire, accommodation, phone and fax transmissions, website creation and maintenance.
- Scheduling is essential for a public relations plan to be successfully implemented. No one plan no matter how carefully researched and prepared it may be can be implemented effectively without scheduling.
- Lists are useful in the PR function as they ensure nothing is forgotten in the strategic plan. These tools allow the PR process to be outlined, keep order and provide organisation and follow up. Often a checklist is used before an event and another evaluation checklist is used to provide feedback.
- Flowcharts, calendars and Gantt charts are also useful tools to ensure that the PR strategic plan is running on schedule.
2. The readings made me think more about public relations theory/practice in that …
Like organisational objectives the public relations goals and objectives are best achieved when a strategic plan is created and used by an organisation. The plan needs to be effectively planned, implemented and evaluated to ensure that it is beneficial for the public relations practitioner and the organisation as a whole. Budgets are firmly established and the jobs that need to be completed are closely planned and monitored to ensure that nothing is missed or negatively impacts on other jobs. The use of a strategic public relations plan is crucial for the public relations department to maintain the high standard of the organisation. The public relations strategic plan is often very similar to a business plan. Each different public relations organisation will have its own unique objectives and guidelines that will make it differ from other organisations. The strategy, planning and scheduling of a public relations project is detrimental to the implementation of the project and the overall performance of the organisation.
- PR practitioners need to think and practice strategically in order to be relevant in today’s organisation.
- The stages of the strategic process in PR are:
· Creation of organisational vision and mission statements
· Creation of public relations vision and mission statements
· Establishment of performance indicators
· Budgeting
· Writing of a strategic public relations plan
· Scheduling of public relations activities
- The public relations strategic planning is influenced in social, economic and political contexts. It is influenced by corporate culture, ideology, values and beliefs, systems and business processes.
- Strategic public relations is a very highly valued organisational function, it tends to be valued more highly than the typical department in an organisation.
- PR consultants are held in high esteem by chief executives in terms of skills of communication, media relations and publicity.
- Building a strong corporate reputation is important for the success of an organisation, which strategically managed public relations play a significant role in.
- Vision and mission statements need to be created for the organisation as part of its public relations strategy.
- The vision statement describes the future state of the organisation at a selected time.
- The mission statement is the road map that describes how the organisation will move to reach its vision.
- Key performance indicators are important and practical in general strategic planning, however they are not well suited to public relations strategies because the results of PR work can be intangible and not often repeated on a regular basis.
- PR strategic planning is very similar to the format of the business or marketing plan, which consists of the ‘ten-step strategic communication plan’:
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
- Public Relations budgets are categorised into two groups:
· Administrative costs: salaries, on-costs and fringe benefits for full and part time employees.
· Program costs: photography, printing, catering, travel, gifts, production, room hire, accommodation, phone and fax transmissions, website creation and maintenance.
- Scheduling is essential for a public relations plan to be successfully implemented. No one plan no matter how carefully researched and prepared it may be can be implemented effectively without scheduling.
- Lists are useful in the PR function as they ensure nothing is forgotten in the strategic plan. These tools allow the PR process to be outlined, keep order and provide organisation and follow up. Often a checklist is used before an event and another evaluation checklist is used to provide feedback.
- Flowcharts, calendars and Gantt charts are also useful tools to ensure that the PR strategic plan is running on schedule.
2. The readings made me think more about public relations theory/practice in that …
Like organisational objectives the public relations goals and objectives are best achieved when a strategic plan is created and used by an organisation. The plan needs to be effectively planned, implemented and evaluated to ensure that it is beneficial for the public relations practitioner and the organisation as a whole. Budgets are firmly established and the jobs that need to be completed are closely planned and monitored to ensure that nothing is missed or negatively impacts on other jobs. The use of a strategic public relations plan is crucial for the public relations department to maintain the high standard of the organisation. The public relations strategic plan is often very similar to a business plan. Each different public relations organisation will have its own unique objectives and guidelines that will make it differ from other organisations. The strategy, planning and scheduling of a public relations project is detrimental to the implementation of the project and the overall performance of the organisation.
Sunday, September 9, 2007
Wednesday, September 5, 2007
Week 9 Blog- Sponsorship and Event Management
1. I think the key points to remember from this week's readings were...
Sponsorship: purchase of specific rights and benefits associated with an event, organisation or individual. It expects a return.
- It has changed over the years to be known as ‘corporate partnerships’.
- Sponsorship generates goodwill, as well as providing opportunities to enhance the image and reputation of the organisation by association.
- Sponsorship is one of the most expensive tactics.
- It has moved from being simplistically regarded to being a representation of community partnering.
- The larger an event is, the more likely it is to require some form of sponsorship.
Types of sponsorship: Philanthropic sponsorship- close to a donation as sponsorship can get. It is community based.
· Corporate sponsorship- sponsorship of an event that is not normally connected to the business or organisation.
· Marketing sponsorship- most popular, offers cash and goods in return for tangible revenue-oriented results. This type has a quantifiable effect on the company’s bottom line.
Writing a sponsorship proposal: The officials involved in the decision making about sponsorship include the sponsorship manager, marketing manager, and/or the public relations manager.
- The first point of contact in requesting sponsorship is usually through a written proposal.
- Keep it short and relevant to the reader and most of all be comprehensive about what the potential sponsor is being offered.
Ambush marketing: this occurs when a company misrepresents itself as being associated with an event when it has no official, legal or moral rights to do so.
- This false and misleading information can destroy the concept of sponsorship and the viability of some events.
- There are certain steps that can be followed in order to avoid ambush, these include:
· Ensuring the target audience knows who the real sponsors are.
· Introducing integrated marketing as a component of the overall sponsorship strategy.
- The most common avenues for event ambushing are:
· Advertising in event publications.
· Signage sales
· Sponsorship of an individual or sporting team.
· Sponsoring the broadcast of the event.
· Sponsoring the sub-categories within the event.
· Buying advertising time around relays of the competitor’s event.
· Staging major promotions that coincided with the event.
Event management: Events include- conferences, sports activities, launches, openings, community or political meetings, breakfasts or dinners, and lectures.
- They are an opportunity to make news.
- Common reasons for an event are:
· Generation of media coverage
· Creating a platform for product demonstration
· Corporate/client entertainment
· Revenue generation
- Events can be expensive, therefore an adequate budget and strong financial management are both necessary.
- This often requires good sponsorship support and credibility in the eyes of the sponsor.
- A comprehensive public relations strategy is a vital factor in event management, which needs to be designed specifically for the event.
- Special events usually only provide the opportunity for media coverage for a short period of time.
- Event publicity aims to extend the target audience beyond the event’s spectators and participants.
- Most major events set up a media centre on the premises.
- Can be an ideal forum to launch or market a product with a view to attracting future sales as well as generating publicity.
- Product demonstration can present opportunities for credible third party endorsement of a particular product.
- Some events have the sole purpose of impressing key clients and developing new business opportunities.
- Special events can make money if carefully planned and budgeted for.
Creating events: There are four general steps that should be followed in order to create a successful event:
· Feasibility
· Planning- list of duties and time management plan for implementation, event committee formed. A checklist is a helpful tool.
· Execution- includes the critical path: details exactly what should be happening at any time, and is a fundamental aspect to the effective management of an event.
· Evaluation- there are three primary methods of evaluation:
-Debriefing meeting
- Event assessment- in terms of patronage and financial performance.
- Business activity assessment- helps to gain an indication of the benefit to local businesses by investigating business activity during the event.
Budgeting: Requires an eye for operational detail and consideration of items that are not usually included in the primarily administration focused PR budget.
- The two main areas are income and expenditure.
Risk management: Strong crisis and issues management practices, as well as dedication to risk management required.
- Risk analysis process: identify à evaluate à manage à Output: risk response procedure and documents.
2. The readings made me think more about public relations theory/practice in that …
Sponsorship is a two way street as the responsibility for positive benefits are being taken by the event organiser and the sponsor. It is a very valuable tool for the PR practitioner to use if they can, in order to publicise and create further awareness of the business or organisation. The reading made me realise there is a lot more to sponsorship and special events than I previously knew. They are not just a simple matter of Leighton Hewitt wearing Nike clothing when playing tennis. I like the format of this text book in that it doesn’t just tell you what you should do, but it always provides a list of the things to avoid.
Sponsorship: purchase of specific rights and benefits associated with an event, organisation or individual. It expects a return.
- It has changed over the years to be known as ‘corporate partnerships’.
- Sponsorship generates goodwill, as well as providing opportunities to enhance the image and reputation of the organisation by association.
- Sponsorship is one of the most expensive tactics.
- It has moved from being simplistically regarded to being a representation of community partnering.
- The larger an event is, the more likely it is to require some form of sponsorship.
Types of sponsorship: Philanthropic sponsorship- close to a donation as sponsorship can get. It is community based.
· Corporate sponsorship- sponsorship of an event that is not normally connected to the business or organisation.
· Marketing sponsorship- most popular, offers cash and goods in return for tangible revenue-oriented results. This type has a quantifiable effect on the company’s bottom line.
Writing a sponsorship proposal: The officials involved in the decision making about sponsorship include the sponsorship manager, marketing manager, and/or the public relations manager.
- The first point of contact in requesting sponsorship is usually through a written proposal.
- Keep it short and relevant to the reader and most of all be comprehensive about what the potential sponsor is being offered.
Ambush marketing: this occurs when a company misrepresents itself as being associated with an event when it has no official, legal or moral rights to do so.
- This false and misleading information can destroy the concept of sponsorship and the viability of some events.
- There are certain steps that can be followed in order to avoid ambush, these include:
· Ensuring the target audience knows who the real sponsors are.
· Introducing integrated marketing as a component of the overall sponsorship strategy.
- The most common avenues for event ambushing are:
· Advertising in event publications.
· Signage sales
· Sponsorship of an individual or sporting team.
· Sponsoring the broadcast of the event.
· Sponsoring the sub-categories within the event.
· Buying advertising time around relays of the competitor’s event.
· Staging major promotions that coincided with the event.
Event management: Events include- conferences, sports activities, launches, openings, community or political meetings, breakfasts or dinners, and lectures.
- They are an opportunity to make news.
- Common reasons for an event are:
· Generation of media coverage
· Creating a platform for product demonstration
· Corporate/client entertainment
· Revenue generation
- Events can be expensive, therefore an adequate budget and strong financial management are both necessary.
- This often requires good sponsorship support and credibility in the eyes of the sponsor.
- A comprehensive public relations strategy is a vital factor in event management, which needs to be designed specifically for the event.
- Special events usually only provide the opportunity for media coverage for a short period of time.
- Event publicity aims to extend the target audience beyond the event’s spectators and participants.
- Most major events set up a media centre on the premises.
- Can be an ideal forum to launch or market a product with a view to attracting future sales as well as generating publicity.
- Product demonstration can present opportunities for credible third party endorsement of a particular product.
- Some events have the sole purpose of impressing key clients and developing new business opportunities.
- Special events can make money if carefully planned and budgeted for.
Creating events: There are four general steps that should be followed in order to create a successful event:
· Feasibility
· Planning- list of duties and time management plan for implementation, event committee formed. A checklist is a helpful tool.
· Execution- includes the critical path: details exactly what should be happening at any time, and is a fundamental aspect to the effective management of an event.
· Evaluation- there are three primary methods of evaluation:
-Debriefing meeting
- Event assessment- in terms of patronage and financial performance.
- Business activity assessment- helps to gain an indication of the benefit to local businesses by investigating business activity during the event.
Budgeting: Requires an eye for operational detail and consideration of items that are not usually included in the primarily administration focused PR budget.
- The two main areas are income and expenditure.
Risk management: Strong crisis and issues management practices, as well as dedication to risk management required.
- Risk analysis process: identify à evaluate à manage à Output: risk response procedure and documents.
2. The readings made me think more about public relations theory/practice in that …
Sponsorship is a two way street as the responsibility for positive benefits are being taken by the event organiser and the sponsor. It is a very valuable tool for the PR practitioner to use if they can, in order to publicise and create further awareness of the business or organisation. The reading made me realise there is a lot more to sponsorship and special events than I previously knew. They are not just a simple matter of Leighton Hewitt wearing Nike clothing when playing tennis. I like the format of this text book in that it doesn’t just tell you what you should do, but it always provides a list of the things to avoid.
Tuesday, September 4, 2007
Week 8 Blog- To contact.....or not?
1. I think the key points to remember from this week's readings were...
- The influence of the PR practitioner on the work of the journalist is viewed differently by different journalists, some comments are very positive while others are extremely negative.
- Since the 1960s studies have proven that the crux of the news gathering process is the transactional information exchanges between practitioners and journalists that quite often become the news of the day.
- PR practitioners that are familiar with media processes can most effectively frame a story for the targeted journalists; this is called the framing theory.
- Estimates of the percentage of news content influenced by PR’s subsidies or journalists’ contacts with practitioners range from 25% to 80%.
- From a study conducted on journalists there were many complaints on the use of the PR practitioner as a news source. These included:
· Lack of news sense, values, accuracy, timeliness, and the style of presentation (such as using the inverted pyramid).
· Lack of local angle was a major problem as it is an important requirement for an effective news release.
· 78% of the results included laments about practitioners offering information that was overtly or overly self-serving. Practitioners that represent non-profit organisations are seen as less self-serving and are more appreciative of the publicity they gain which fosters more positive relationships.
· Poor quality of writing.
· Practitioners lacking ethics.
· Practitioners perceived to lack professionalism.
- Practitioners with prior experience as journalists are viewed as more skilled and ethical than those with no prior experience.
- Practitioners engaged in media relations must work harder to sharpen their framing skills.
- They must always be accurate, act ethically, become better writers, and satisfy the local angle requirement to become more efficient PR practitioners.
- Journalists have preferences as to how they wish the PR practitioner to contact them. The most popular is email; however face-to-face contact is following closely.
- To effectively communicate with journalists, the practitioner must lean individual gatekeeper’s preferences and stay with them.
2. The readings made me think more about public relations theory/practice in that …
It is quite clear that PR practitioners are not perceived by the journalist to be doing their job efficiently enough. Practitioners are needed by the journalist and the journalist is needed by the practitioner, therefore the communication problems need to be resolved. Journalists depend considerably on the PR practitioners to help set, build and frame news agendas, which puts greater pressure on the practitioner to perform to a high standard. It is quite simple, if the PR practitioner is not performing to a satisfactory standard the journalist will look elsewhere, which is not good for either the practitioner or their organisation.
- The influence of the PR practitioner on the work of the journalist is viewed differently by different journalists, some comments are very positive while others are extremely negative.
- Since the 1960s studies have proven that the crux of the news gathering process is the transactional information exchanges between practitioners and journalists that quite often become the news of the day.
- PR practitioners that are familiar with media processes can most effectively frame a story for the targeted journalists; this is called the framing theory.
- Estimates of the percentage of news content influenced by PR’s subsidies or journalists’ contacts with practitioners range from 25% to 80%.
- From a study conducted on journalists there were many complaints on the use of the PR practitioner as a news source. These included:
· Lack of news sense, values, accuracy, timeliness, and the style of presentation (such as using the inverted pyramid).
· Lack of local angle was a major problem as it is an important requirement for an effective news release.
· 78% of the results included laments about practitioners offering information that was overtly or overly self-serving. Practitioners that represent non-profit organisations are seen as less self-serving and are more appreciative of the publicity they gain which fosters more positive relationships.
· Poor quality of writing.
· Practitioners lacking ethics.
· Practitioners perceived to lack professionalism.
- Practitioners with prior experience as journalists are viewed as more skilled and ethical than those with no prior experience.
- Practitioners engaged in media relations must work harder to sharpen their framing skills.
- They must always be accurate, act ethically, become better writers, and satisfy the local angle requirement to become more efficient PR practitioners.
- Journalists have preferences as to how they wish the PR practitioner to contact them. The most popular is email; however face-to-face contact is following closely.
- To effectively communicate with journalists, the practitioner must lean individual gatekeeper’s preferences and stay with them.
2. The readings made me think more about public relations theory/practice in that …
It is quite clear that PR practitioners are not perceived by the journalist to be doing their job efficiently enough. Practitioners are needed by the journalist and the journalist is needed by the practitioner, therefore the communication problems need to be resolved. Journalists depend considerably on the PR practitioners to help set, build and frame news agendas, which puts greater pressure on the practitioner to perform to a high standard. It is quite simple, if the PR practitioner is not performing to a satisfactory standard the journalist will look elsewhere, which is not good for either the practitioner or their organisation.
Week 8 Blog- Press Release
1. I think the key points to remember from this week's readings were...
- The reading shows a beginning PR practitioner how to brush up their writing skills in order to produce a well polished press release.
- There are 10 steps in ensuring that the text of a press release is of a high standard. They are:
· Ensure that you are presenting information that is of genuine worth to the audience and general public.
· Don’t mistake a press release for an advertisement, this means that you shouldn’t have to sell the content of the press release, if you do than it is obviously not newsworthy.
· Always write to your audience. Don’t think that one size will fit all, it is important to vary the style and format for different newspapers.
· Keep it short and succinct, no more than two pages.
· Make the heading relevant and use a sub heading if necessary.
· Be careful and clever with quotes; use a credible third party as their words are usually not subject to bias.
· Do the reporter’s job for them. If you provide support material to the reporter and show them how the story impacts their readers, it is more likely to get published.
· Keep the boilerplate to a minimum; only include a brief company description and some information on when the company was established, number of offices it operates, and contact and web site information.
· Give a tag-team of contacts; put a pair of contact people on the release.
· Check and double check, this includes both spelling and fact checking.
2. The readings made me think more about public relations theory/practice in that …
The reading made me think about how I write a press release and whether or not I follow any of these guidelines. These guidelines will assist me in the future when writing a press release. They are clear, concise and to the point which is beneficial when trying to remember a number of valuable tips and words of advice. I will be keeping these guidelines for further use.
- The reading shows a beginning PR practitioner how to brush up their writing skills in order to produce a well polished press release.
- There are 10 steps in ensuring that the text of a press release is of a high standard. They are:
· Ensure that you are presenting information that is of genuine worth to the audience and general public.
· Don’t mistake a press release for an advertisement, this means that you shouldn’t have to sell the content of the press release, if you do than it is obviously not newsworthy.
· Always write to your audience. Don’t think that one size will fit all, it is important to vary the style and format for different newspapers.
· Keep it short and succinct, no more than two pages.
· Make the heading relevant and use a sub heading if necessary.
· Be careful and clever with quotes; use a credible third party as their words are usually not subject to bias.
· Do the reporter’s job for them. If you provide support material to the reporter and show them how the story impacts their readers, it is more likely to get published.
· Keep the boilerplate to a minimum; only include a brief company description and some information on when the company was established, number of offices it operates, and contact and web site information.
· Give a tag-team of contacts; put a pair of contact people on the release.
· Check and double check, this includes both spelling and fact checking.
2. The readings made me think more about public relations theory/practice in that …
The reading made me think about how I write a press release and whether or not I follow any of these guidelines. These guidelines will assist me in the future when writing a press release. They are clear, concise and to the point which is beneficial when trying to remember a number of valuable tips and words of advice. I will be keeping these guidelines for further use.
Sunday, September 2, 2007
Subscribe to:
Posts (Atom)