370 september 19 research
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Transcript of 370 september 19 research
MEDIA RELATIONS 370 SEPTEMBER 19, 2011
BIG PICTURE STUFF
ADVERTISING VS. PUBLIC RELATIONS • Advertising defends brands. • Public relations builds brands.
• Wal-Mart barely advertised before becoming Wal-Mart. • Starbucks spend $10 million on advertising in its first ten
years. • Harry Potter author is richer than the Queen of England. • Bronx Zoo snake has higher Klout score than Ohio’s
Governor.
ADVERTISING VS. PUBLIC RELATIONS
• Advertising is “Big Bang”
• Public Relations is slow and steady
TERMS I HOPE YOU KNOW. IF NOT, YOU KNOW THEM NOW.
• Project: Single and short lived activity to meet an objective. A press release for instance.
• Program: Ongoing activity with several objectives that are associated with a goal. Think a community relations program.
• Campaigns: Set of activities, each with a specific and finite purpose over a set list of time with a set list of objectives.
RESEARCH BASICS
WHY ARE WE DOING RESEARCH? • We want to ID ways to make our agency/
department more valuable to the company. • This strengthens the client or company. • We want to prevent situations from becoming a
problem. • We want to prevent a problem from becoming a
crisis.
FORMATIVE RESEARCH FOUNDATION
• Casual Research: This is stuff you should already know. Picking client and colleague brains or talking with people who have expertise in the area.
• Secondary Research: Looking for existing info. Previous reports, the web or the library.
• Primary Research: Info you mold or create. Surveys, focus groups or content analysis.
HOW DO YOU TALK TO A CLIENT ABOUT RESEARCH? 1. An initial meeting to develop an understanding of the research needs (What are we doing) , resources (cash) and how it will be used. 2. A second meeting to agree on scope and timeline.
3. A meeting to refine the questions once you’ve developed them.
4. A meeting to agree on the study approach.
ANALYZING THE SITUATION
ANALYZING THE SITUATION • The situation is a set of circumstances facing an
organization.
• A situation is an opportunity to be embraced because it offers an advantage to the organization or its publics.
• A situation is a obstacle if it limits the organization in realizing its mission.
IS IT AN OPPORTUNITY OR AN OBSTACLE?
ANALYZING THE SITUATION: ISSUE MANAGEMENT
Issue Management explains how an organization anticipates potential trends and reacts to them. • Which stakeholders are impacted?
• Who has an interest?
• Who exerts influence?
• Who should care?
• Who gets the ball rolling to make us act on the plan?
ANALYZING THE SITUATION: ISSUE MANAGEMENT
Bench-marking explains how other people have handled similar situations. • This helps you monitor competitors.
• This gives you fresh perspective.
• This prevents internal politics from taking over the situation.
ANALYZING THE ORGANIZATION
ANALYZING THE ORGANIZATION
There are three factors to think about. • Internal Environment • External Environment • Public Environment
INTERNAL ENVIRONMENT • Performance
• Are they good at what they do? • Are people satisfied with the work?
• Niche
• What makes them different from anyone else? • Ethical Base
• Do they have a code of ethics? • Does the industry have a code of ethics?
INTERNAL ENVIRONMENT • Structure.
• Mission. • Role of PR in that mission. • Organizational resources (Staff, budget,
time and equipment) • Internal Impediments
PUBLIC PERCEPTION
• Visibility
• Reputation
MEDIA PERCEPTION
• Visibility • Reputation • Do they “like” you? • Have you burned them in the past? • Hast the media burned you in the
past?
EXTERNAL ENVIRONMENT
• Supporters • Competitors • External Impediments.
EXTERNAL ENVIRONMENT OPPONENTS • Advocates support something else, and you stand in the way
of that.
• Activists are advocates who want change, not dialogue. • Dissidents oppose you based on the actions you’ve taken
• Antis are dissidents on a global scale…people who oppose everything.
• Missionaries are acting on moral principle
• Zealots are single-issue activists
• Fanatics are zealots without the social stabilizers.
ANALYZING THE PUBLIC
ANALYZING THE PUBLIC • Public: You can’t pick them. They’re just the there. • Market: You can pick them. They can pick you.
• Audience: A member of the public who bothers to pay attention to your message.
• Stakeholder: Someone who ought to be in the audience.
FIVE CHARACTERISTICS OF A PUBLIC
• Distinguishability: Can you ID them? • Homogeneity: Do they have common traits or
features?
• Importance: Are they?
• Size: Are they large or important enough to merit your time and attention?
• Accessibility: How can you interact with them?
THERE ARE FOUR KINDS OF PUBLICS
• Customers • Producers • Limiters • Enablers
CUSTOMERS THE FOUR KINDS • Current • Secondary: The customers of your
customers
• Potential • Shadow Constituencies: People who may
not have a direct link with the organization’s product or services, but they can effect the perception of your organization.
PRODUCERS THE THREE KINDS
• Financiers: Who pays the bills? • Personnel: Who keeps the place
moving? • Suppliers: Who gives you the stuff to
do your job?
LIMITERS THE THREE KINDS • Opponents • Hostile Forces • Opinion Leaders
ENABLERS THERE ARE FOUR KINDS
• Media • Opinion Leaders • Allies • Regulators