Reading...
Play button
Play button
Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
78 Cards in this Set
- Front
- Back
|
Wherry's Four Steps to Effective PR
|
* Do a good job
* Do a good job * Do a good job * Tell people about it |
|
|
Communication is important, but it's more important:
|
for managment to make proper decisions
|
|
|
Questions about management:
|
1) Are they acting responsibly?
2) Fully aware of publics who will be positively or negatively affected by the decision? 3) Taking into account the possible reactions of these publics? 4) Including PR in mapping out appropriate communication or response strategies? |
|
|
Communications
|
Commune
Community |
|
|
Communication Process Early Model
|
source---message---receiver
|
|
|
The Communication Process
|
* A source
* A process of encoding * A message * A channel * A process of decoding * A receiver * The potential for feedback * The possibility of noise |
|
|
Communication Arenas
|
* Interpersonal (face to face)
* Machine-assisted interpersonal communication * Mass communication |
|
|
For communication to occur...
|
there must be individual interpretation and response
|
|
|
Reaching Passive Audiences
|
billboards, tv or radio ads, waiting room, internet pop-ups
|
|
|
Reaching Active Audiences
|
demonstrations (trade shows), brochures, magazines, dvds, videos, conferences
|
|
|
Theory of Selectivity
|
* Exposure
* Attention * Perception * Reception |
|
|
Five Stage Adoption Process
|
* Awareness
* Interest * Evaluation * Trial * Adoption |
|
|
Effective Messages
|
write with clarity, short and simple
write at 9th grade level (4.2 sentences, 142 syllables per 100 words) symbols, acronyms, slogans no jargon, slangs, cliches, euphemisms, discriminatory language |
|
|
PR is a PERSUASION function to:
|
Change or neutralize hostile opinions
Turn latent opinions into positive attitudes Retain favorable opinions |
|
|
PR as Persuasion
|
Know your audience/publics
Appeal to public's self-interest Credible source/spokesperson |
|
|
Credible Source/Spokesperson
|
* Expertise
* Sincerity * Charisma |
|
|
Third party Endorsement
|
other believable sources who speak on your behalf
|
|
|
Celebrities as spokespeople
|
* Use for simple messages
* Ensure believability * Don't overuse |
|
|
Important aspects of persuasion
|
* Message clarity
* Timing is everything * Audience buy-in or involvement |
|
|
Audience Characteristics
|
* Increasingly visually oriented
* Celebrity worshippers * Cynical about what they see and hear * Expanding globally |
|
|
Print Media
|
* Best for complex messages
* Historical respositories * Cannot match electronic immediacy * Papers accept news releases/news tips * Magazines' special editions often link with org messages |
|
|
Motion Pictures
|
* Strong emotional impact
* Silent promos in movies increasing, but still limited * Cost of inclusion prohibits all but largest entities * Institutional films, DVDs becoming valuable PR tools |
|
|
Television
|
* Strong emotional impact
* Leaves strong visual memories with viewers * Local and national reach for entities * Interviews and talk show guests * Video news releases |
|
|
Radio
|
* Highly adaptable
* Specific audiences * Message prep quick and cheap * Easier access * Frequent talk shows * Live remotes * Local sponsorships * PSAs |
|
|
Internet
|
* Most dynamic of all media
* Broadest possible audience (global) * Interactive * NO gatekeepers; allows entities to control messages * Cheap and easy |
|
|
Internet PR
|
* E-mail distribution
* WWW sites "Brochureware" * Chat rooms, news groups, listservs * Better interaction w/ traditional media * Webcasting and conferencing |
|
|
Winning Websites
|
* Make it fast--load in less than 8 seconds
* Maintain professional and functional design * Identify purpose * Update frequently * No dead links * Monitor all pages for consistency and professionalism |
|
|
New Media Challenges
|
* Time-consuming transactions, error messages
* Spam, clutter, unsolicited advertisements * Persistent and controversial security issues |
|
|
Guidelines for Media Relations
|
* Recognize differences in media
* Follow legitimate news procedures * Make pitches quickly and clearly * Do not overly hype story or beg * Be honest and helpful * Do not speak off record * Do not ask to edit story |
|
|
10 Ways to Make News
|
* Give an award
* Conduct a contest * Hire/promote personnel * Open/expand/remodel facility * Launch product or new campaign * Address some local need or issue * Make a speech * Involve a celebrity * Issue a report * Localize report issued by other entity |
|
|
News Releases
|
* Backbone of media relations work
* Media spend most time processing, not gathering, information * News release NOT paid advertising; judged solely on newsworthiness * Affected by timing, competing news |
|
|
Framing of Release
|
* Key message?
* Primary target public? * Public's self-interest? * Best medium to reach it? * What objective does release serve? |
|
|
News Release Rules
|
* Grab and hold attention
* Short, succinct writing * Avoid cliches, jargon, and hype * Focus on news, not brand name * Gather or create interesting quotes * Include "boilerplate" info at end * Use proper news protocol: AP style and inverted pyramid |
|
|
Inverted Pyramid Style
|
* Lead: Most important!
* Transition: next in importance, connector between lead and body copy * Body copy: supportin details, descending order of importance |
|
|
News Release Format
|
* 8 1/2 X 11 paper
* contact info * for immediate release * boldface headline * dateline * lead paragraph- 5 Ws * Body text, inverted pyramid * double space, big margins * standard, 10-12 point typeface |
|
|
Online differences in news releases
|
* More of a teaser than actual release
* Specific subject line * 200 words or less, avoid scrolling * Bullet points to convey key messages * Contact information * No attachments |
|
|
Publicity Photos
|
* High resolution: 200-300 dpi
* No "grip and grin", action shots * Simple, uncluttered, principle of 3rds * Feature action, doing something * Interesting camera angles * Portray subject in best light (literally) * Include brief photo caption or cutline |
|
|
Advisories
|
* Bulleted listing of who, what, when, where, why or how
* Less than one page |
|
|
Media Kits
|
* Tailored to specific events/stories
* Could include: Straight news story on event/issue Basic fact sheet of event/issue Historical fact sheet/backgrounder Program/itinerary of events Bios on executives or involved individ. Relevant visual materials: photos, magazines, brochures, etc. |
|
|
Conferences
|
Use when:
Large story that interests several media Need to control setting and information Want all information to be released at once |
|
|
Individual Interviews
|
Use when:
Interest or request from one media outlet Want relationship with one media outlet Want extensive story |
|
|
Informal conference
|
combines conference and individual interviews
|
|
|
News Conference
|
* Location convenient for media with suitable facilities
* Right day and time * Send media advisory or call reporters * Information on website * Rehearse credible spokesperson * Give statement, accept questions |
|
|
Interviews
|
Allow sufficient time for interview
Know topic, have materials available Brief the interviewee Brief reporter on interviewee's background Set ground rules for interview Avoid off-the-record remarks Help reporter get story sought Stay in background, don't answer questions Offer to answer questions later DO NOT ask to review articl |
|
|
Collateral
|
communication piece created by an organization to provide info to its targeted publics (brochurse, newsletters, magazinse, posters, etc.)
|
|
|
Basic principles
|
* Form follows function
* KISS * White space * Principle of thirds * Pictures say a thousand words |
|
|
Evaluation
|
Was it planned well?
Did recipients understand? Strategy could have been more effective? Were audiences reached? Desired objective reached? Unforseen circ. affect success? Kept in budget? What would make it better? |
|
|
Types of measurement
|
Media impressions
Advertising equivalency 800 numbers Audience attendance Awareness and attitudinal surveys Communication audits |
|
|
Issue
|
difference between "what is" and "what ought to be" from view of publics
Usually evolves in predictable manner |
|
|
Potential Status
|
some person notices and develops interest, starts talking to others and develops plans in small groups
|
|
|
Imminent Status
|
issue potential accepted by others, gains support by specialty media, still not important to organization or government
|
|
|
Current Status
|
issue becomes highly accepted or main topic in convo, mass media begins to notice and report
|
|
|
Critical Stage
|
sides polarize and exert pressure on each other; intense debate, action demanded
|
|
|
Dormant Stage
|
action taken, allegedly resolved; sides "go home" but issue never really dies
|
|
|
Proactive Approach to Issues Management
|
Anticipate problems and threats
Minimize surprises Resolve issues properly Prevent crises |
|
|
How to be Proactive
|
Know where threats or problems come from, who publics are, and what motivates them
|
|
|
Grunig's Situational Theory
|
Problem recognition
Level of involvement Constraint recognition |
|
|
Publics and Events
|
Events trigger public opinion
Public opinion doesn't anticipate events, it only reacts to them Huge events can swing public opinion, but usually only temporarily |
|
|
Absolute Ethics
|
established principles enduring, never change (Western world)
|
|
|
Situational Ethics
|
ethical views depend on situation (japan and asian societies)
|
|
|
PR people accountable to:
|
Themselves
Their employers Their public interest Their professional association |
|
|
The Ethical Advocate
|
PR people serve as advocates of organization
|
|
|
PRSA Cod of Ethics
|
Act as responsible advocates
Be accurate and truthful; do not obstruct or corrupt information flow Provide objective counsel and avoid conflicts of interest Be faithful and loyal to organization Respect opinions of others Advance the profession through appropriate personal development |
|
|
Licensing and Accreditation
|
Ed Bernays advocated licensing
Major encroachment into First Amendment philosophies Accreditation is perhaps better way But that has no teeth |
|
|
Commercial Speech
|
advertising, product publicity, or promotions-- generally seen as different from regular free private speech
|
|
|
How state can regulate in public interest
|
Federal Trade Commission
Federal Communication Commission Securities and Exchange Commission |
|
|
Libel
|
printed falsehood
|
|
|
Slander
|
verbal falsehood
|
|
|
Defamation of character
|
printed or verbal falsehood
|
|
|
To be proved as defamation:
|
Must prove:
1. Statement was communicated through media Person identified or identifiable Actual injury occurred (lost money, reputation, or mental suffering) Statement was malicious or negligent |
|
|
Avoiding Libel suits
|
* Think before you speak or write
* Be accurate and deliberate in writing * Don't over-hype product claims by using unfair comparisons * Honor fair comment cluases--don't get too upset at constructive critique |
|
|
Fair comment
|
Ebert and Roeper
|
|
|
Protecting Privacy
|
Stick to stories, be careful of personal ones
Confirm facts, stick to them Gain consent for photos; use in context Don't release employee info to media without consent |
|
|
Copyright laws
|
doesn't protect ideas, but specific implementation--know what materials should be copyrighted and how to correctly use copyrighted materials
|
|
|
Copyright Term Extension Act of 1998
|
protects original material for life of creator plus 70 years; 95 years for corporations
|
|
|
Fair Use
|
other material can be quoted if cited properly, doesn't apply when making multiple copies or seeking monetary gain
|
|
|
R
|
brand is protected
|
|
|
TM
|
protected, will be registered when it "grows up"
|
