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30 Cards in this Set
- Front
- Back
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Benefits of Strategically managed communication (4) |
1. Nurture relationships with key publics and stakeholders 2. Enhance reputation through good relationships with customers and regulators 3. Make a direct contribution to the bottom line 4. Attract better staff, enhance internal/external loyalty 5. Make organisation more successful |
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Interpersonal communication (3) |
Face-to-face opportunities for personal involvement and interaction The most persuasive and engaging of all the communication tactics Involves personal involvement, information exchanges, special events |
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Identifying key publics based on relationships with organisational issues (5) |
1. Nonpublic 2. Latent/inactive public 3. Apathetic public 4. Aware public 5. Active public |
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Nonpublic |
No shared issues with the organisation No real consequences exist to or from the organisation Simply of no significance to the organisation and vice versa PR response: observation - monitor the situation to see if it changes |
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Latent/inactive public |
Shares issues but doesn't recognise this situation or its potential Has potential but as yet no self-awareness Has little information about a situation and little motivation regarding potential consequences PR response: plan communication to enhance its relationship with public |
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Apathetic public |
Faces issues, knows it and doesn't care - hard to influence Issue not significant enough to warrant attention Consequences are not perceived as being important PR response: carefully monitor the situation as it could change quickly if the issue begins to capture the public imagination |
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Aware public |
Recognises that they share an issue, perceives the consequences as being relevant, but not organised to discuss and act on the issue PR response: initiate proactive communication, stressing issue's significance to the public - at this stage, the organisation can control the tone and themes of the message |
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Active public |
Has reached the fullness of what we identify as a key public Discusses and acts on the shared issue May be friendly or confrontational - if confrontational, the response is reactive communication and the message themes are no longer controlled by the organisation but instead by the active public May be split in their relationship to an issue - single-issue public may be active on all of the issues important to the organisation, active only on some popular issues, or active on single, controversial issues |
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Considering the public's relationship with the organisation (3) |
1. How does the organisation impact on the public and vice versa? 2. How visible is the organisation with the public? 3. What is the organisation's reputation with the public? |
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Goals (4) |
A short, simple statement rooted in the organization's mission, vision Acknowledges the issue, sketches out how the organization hopes to see it settled Stated in general terms, lacks measures Maps out a vision of success for achievements, consequences that are important to the organization as a whole |
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Objectives (3) |
A statement consistent with an org's positioning Emerges from org's goals Clear and measurable statement, points the way towards particular levels of awareness, acceptance or action |
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Writing objectives |
SMART Action ---> How much (10%) ---> Date To _____ by __%___ by _____ |
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Elements of objectives (11) |
1. Goal rooted 2. Public focused 3. Impact oriented 4. Research based 5. Explicit 6. Measurable 7. Time definite 8. Singular 9. Challenging 10. Attainable 11. Acceptable |
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Elements: Goal rooted, public focused, impact oriented |
GR: responsive to a particular issue the org has recognised as important to its effectiveness PF: linked firmly to a particular public, based on wants/interests/needs of that public IO: oriented towards the impact they can achieve, defines the effect you hope to have on your public |
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Elements: Research based, explicit, measurable |
RB: objectives link to the research gathered in the planning process E: specific, precise, with no room for varying interpretations M: defined, and quantifiable with clear measures that state the degree of change being sought |
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Elements: Time definite, singular, challenging |
TD: clear indication of a time frame S: focus on one desired response from one pubic C: stretch the org a bit and inspire people to action |
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Elements: Attainable, acceptable |
Attainable: need to be attainable and doable according to the organisation's needs, resources Acceptable: enjoys the understanding, support of the entire organisational team |
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Purpose of research |
To reduce uncertainty in decision making |
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Benefits of research (4) |
1. Monitor progress during campaign 2. Develops more effect communication 3. Can be used to evaluate, justify the campaign 4. Helps understand the client's org |
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Important evaluation criteria (5) |
1. Clearly linked to objectives 2. Realistic, feasible and cost-effective 3. Ethical, socially responsible 4. Credibly supported by accurate data 5. Timely |
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Evaluation methods |
1. Quantitative methods (numerically based) - content analyses, cost-effectiveness studies, headcounts, tracking of feedback 2. Qualitative methods (quality based) - produce more detail, context e.g. interviews, focus groups, case studies |
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How to evaluate |
1. What is a logical thing for what I want? What do I want to do? - do I want feedback = qualitative methods - do I want statistics = quantitative methods 2. Evaluate only your campaign but mention variables that could affect success |
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Media effects and PR practice (4) |
1. Media can change the reality of what we see e.g. Photoshop 2. Sensationalism - media can shape things in the way they want to, news values central 3. The media will fill the news hole - if they don't use your story, they will find another 4. Media theory central to practice of PR, as media are gatekeepers |
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Influence of the media (4) |
1. Media influence is strong 2. Can influence brand's reputation 3. Produces an influential product called news 4. The way they 'package' an issue affects us |
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Media effects theory - magic bullet theory |
Media has a direct, immediate and powerful effect on its audiences The message is a bullet fired from the 'media gun' into the viewer's 'head' |
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MET - flow of opinion, two-step model |
Information moves from the media in 2 distinct stages 1. Opinion leaders who pay close attention to the mass media and its messages receive information 2. The leaders pass on own interpretation + actual media content to others |
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MET- agenda-setting model |
The creation of public awareness, concern of salient issues by the news media - what to think The press and media don't reflect reality- they filter and shape it Media concentration on a few issues, subjects leads the public to perceive these as more important than other issues |
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MET - priming theory |
Setting the scene Media images stimulate related thoughts in the minds of audience members - if they see an action in the media, more likely to repeat in real life |
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MET - framing theory |
Related to agenda-setting model, how to think The media focuses attention on certain events, places them within a field of meaning How something is presented to the audience ('the frame') influences the choices people make about how to process that info Pervasive nature of online media |
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PR types (4) |
1. Press agency model e.g. events, publicity, press releases 2. Public information model e.g. aligned to public good (War on Terror) 3. Two-way asymmetrical model e.g. puts info out but only asks for info back that benefits org, gathering info from publics and giving it to sway opinion 4. Two-way symmetrical model e.g. seeks feedback from stakeholders affected by campaign, communication b/w orgs and publics, social media channels |
