Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Upper Saddle

Cutlip & Center's Effective Public Relations, Tenth EditionGlen Broom

Copyright ©2009 Pearson Education, Inc. Publishing as Prentice HallUpper Saddle River, New Jersey 07458

All rights reserved.

Cutlip & Center's

EffectivePUBLIC RELATIONS

PART IIIManagement Process

Chapter 12Step Two:

Planning and Programming

Tenth Edition




Study Guide

After studying Chapter 12, you should be able to:

1.Define strategic thinking and strategy and explain how they relate to strategic planning in public relations management.

2.Describe the application of management by objectives (MBO) to public relations planning and management.

3.Outline the major steps in the planning and programming process.

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Study Guide

After studying Chapter 12, you should be able to:

4.List and describe the major approaches to defining publics.

5.Discuss the characteristics of useful program objectives and write examples.

6.Describe and give examples of the three major categories of disasters or crises that practitioners must anticipate and plan for.

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Public Relations Strategic Planning Process

3. Program Goal

“What is the desired situation?”

“By when?”

STEP TWO:

Planning

and

Programming

(Chapter 12)

Four-StepProcess

Strategic Planning Steps and Program Outline

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Problem Statement

Blood supplies run short by an average

of 100 units each month during June,

July, August and December, resulting

in emergency room delays, postponed

elective surgeries and expensive blood

transfers.

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Program Goal

To increase the units of blood

donated by an average of 100

units each month during June,

July, August and December.

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3. Program Goal

“What is the desired situation?”

“By when?”

4. Strategy

“What is the overall action and communication plan for achieving the program goal?”

STEP TWO:

Planning

and

Programming

(Chapter 12)

Four-StepProcess


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Your Working TheoryDetermines Program Content

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Your Working TheoryTakes the Form of Strategy and Tactics

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3. Program Goal“What is the desired situation?”“By when?”

4. Strategy“What is the overall action and communication plan for achieving the program goal?”“What is the budget available to implement the program?”

5. Target Publics and Objectives“Who—internal and external—must theprogram respond to, reach, and affect?”

STEP TWO:

Planning

and

Programming

(Chapter 12)

Four-StepProcess


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Defining Stakeholders/Publics

1. Geographics—natural and political boundaries

2. Demographics—gender, age, income, marital status, etc.

3. Psychographics—lifestyle and psychological characteristics

4. Covert power—behind-the-scenes political and economic power

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Defining Stakeholders/Publics

4. Position—positions held by individuals, not attributes of the incumbents

5. Reputation—“knowledgeables” or “influentials” identified by others

6. Membership—rosters, lists, and affiliations

7. Role in decision process—actively participate in making decisions in particular situations

8. Communication behavior—sources of information, media habits, and personal contacts

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3. Program Goal“What is the desired situation?”“By when?”

4. Strategy“What is the overall action and communication plan for achieving the program goal?”“What is the budget available to implement the program?”

5. Target Publics and Objectives“Who—internal and external—must theprogram respond to, reach, and affect?”“What must be achieved with each public to accomplish the program goal?”

STEP TWO:

Planning

and

Programming

(Chapter 12)

Four-StepProcess


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Useful Program Objectives

Start with the word “to,” followed by an

accomplishment verb.

Specify a single key outcome to be achieved.

State the outcome in quantitative terms that can

be measured and verified.

Set a target date for achieving the outcome.

Put in writing and referred to often.

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Anatomy of an Objective

By July 1, to increase percentage of home owners from three to 25 percent who know that wildfires destroyed more than 2,500 homes during the past three years.

TargetTargetDateDate

Amount Amount desired desired changechange

Nature of intended changeNature of intended change Target Target publicpublic

Knowledge Knowledge outcome to outcome to be achievedbe achieved

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Your Working TheoryTakes the Form of Strategy and Tactics

Know Feel

Do

That is a working theory.

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Types of Crises

1.Immediate crises happen so suddenly and unexpectedly that there is little or not time for research and planning.

Examples include product tampering, death of a key officer, fire, earthquake, workplace shooting, and accident.

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Types of Crises

2.Emerging crises allow more time for research and planning, but may erupt suddenly after simmering for long periods.

Examples include employee low morale, sexual harassment, substance abuse, and over billing on government contracts.

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Types of Crises

3.Sustained crises persist for months or years despite all efforts to resolve the problem.

Examples include rumors reported in the media or on the Internet, or widely accepted as true by a significant number of people. No amount of denial seems to stop the rumor or purge it from the news.

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Assignment:

1. Draft the program goal statement in 25 words or less.

2. Select target publics(Identify which approaches you used to define target publics)

3. Write objectives for each of the target publics.(Use “Know Feel Do” Model)

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Documents

Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Upper Saddle