1. Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Upper Saddle River, New Jersey 07458 All rights reserved. Cutlip & Center's Effective PUBLIC RELATIONS PART III Management Process Chapter 13 Step Three: Taking Action and Communicating Tenth Edition

2. Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Upper Saddle River, New Jersey 07458 All rights reserved. After studying Chapter 13, you should be able to: 1.Differentiate between the action and communication components of program strategy. 2.Define action strategy to include primarily internal adjustment and adaptation. 3.Discuss major issues related to: (a) framing the message, (b) semantics, (c) symbols, and (d) barriers to communication. 13-1 Study Guide

3. Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Upper Saddle River, New Jersey 07458 All rights reserved. After studying Chapter 13, you should be able to: 4.List and briefly describe the six criteria traditionally applied by gatekeepers to determine news value of messages. 5.Outline the five major reasons why information campaigns fail and the three major ways to increase their chances of success. 6.Outline the five stages of acceptance in the diffusion of new ideas. 13-2 Study Guide

4. Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Upper Saddle River, New Jersey 07458 All rights reserved. Public Relations Strategic Planning Process 13-3

5. Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Upper Saddle River, New Jersey 07458 All rights reserved. Public Relations Strategic Planning Process 1. The Problem, Concern or Opportunity “What is happening now?” 2. Situation Analysis (Internal and External) “What positive and negative forces are operating?” “Who is involved and/or affected?” “How are they involved and/or affected?” STEP ONE: Defining the Problem (Chapter 11) Four-Step Process Strategic Planning Steps and Program Outline 13-4

6. Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Upper Saddle River, New Jersey 07458 All rights reserved. Public Relations Strategic Planning Process 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?” STEP TWO: Planning and Programming (Chapter 12) Four-Step Process Strategic Planning Steps and Program Outline 13-5

7. Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Upper Saddle River, New Jersey 07458 All rights reserved. Public Relations Strategic Planning Process 5. Target Publics and Objectives “Who—internal and external—must the program 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-Step Process Strategic Planning Steps and Program Outline 13-6

8. Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Upper Saddle River, New Jersey 07458 All rights reserved. Public Relations Strategic Planning Process 6.Action Strategy “What changes must be made to achieve the outcomes stated in the objectives?” STEP THREE: Taking Action And Communicating (Chapter 13) Four-Step Process Strategic Planning Steps and Program Outline 13-7

9. Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Upper Saddle River, New Jersey 07458 All rights reserved. Action Strategy 13-8 Includes changes in an organization’s policies, procedures, products, services, and behavior. These changes are designed to help achieve objectives and organizational goals in ways that serve the mutual interests of the organization and its publics. Action strategy requires knowing hot policies, procedures, actions, and outputs contribute to public relations problems.

10. Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Upper Saddle River, New Jersey 07458 All rights reserved. Public Relations Strategic Planning Process 6.Action Strategy “What changes must be made to achieve the outcomes stated in the objectives?” 7.Communication Strategy “What message (content) must be communicated in order to achieve the outcomes stated in the objectives?” STEP THREE: Taking Action And Communicating (Chapter 13) Four-Step Process Strategic Planning Steps and Program Outline 13-9

11. Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Upper Saddle River, New Jersey 07458 All rights reserved. Framing the Message 13-10

12. Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Upper Saddle River, New Jersey 07458 All rights reserved. Framing the Message 13-11 Message must be newsworthy, according to the standards of the media gatekeepers. Messages must be understandable, uncomplicated, free of jargon, and simple to grasp. Most importantly, messages must be immediately actionable, empowering receivers to act on their interests and concerns (“mobilizing information”).

13. Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Upper Saddle River, New Jersey 07458 All rights reserved. Media Gatekeepers’ Criteria 1.Impact—number of people affected, seriousness of consequence, immediacy 2.Proximity—distance and local connection 3.Timeliness—perishability, currency 4.Prominence—recognizable, well known 5.Novelty—unusual, bizarre, deviant, offbeat 6.Conflict—strikes, fights, disputes, war, crime, politics, sports 13-12

14. Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Upper Saddle River, New Jersey 07458 All rights reserved. Semantics 13-13 …is the science of what words mean. Denotative meaning is the common dictionary meaning, generally accepted by most people with the same language and culture. Connotative meaning is the emotional or evaluative meaning we read into words because of our experience and background.

15. Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Upper Saddle River, New Jersey 07458 All rights reserved. Public Relations Strategic Planning Process 6.Action Strategy “What changes must be made to achieve the outcomes stated in the objectives?” 7.Communication Strategy “What message (content) must be communicated in order to achieve the outcomes stated in the objectives?” “What media best deliver that content to each of the target publics?” STEP THREE: Taking Action And Communicating (Chapter 13) Four-Step Process Strategic Planning Steps and Program Outline 13-14

16. Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Upper Saddle River, New Jersey 07458 All rights reserved. Controlled versus Uncontrolled 13-15

17. Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Upper Saddle River, New Jersey 07458 All rights reserved. Media Mix Considerations Coverage—potential for exposure to message Reach—percentage actually exposed Frequency—average number of exposures in a given time period Impact—relative prominence, potential attention to display 13-16

18. Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Upper Saddle River, New Jersey 07458 All rights reserved. Why programs fail: 1.Hard core of “chronic know-nothings” are not reachable. 2.Interested people acquire the most information. 3.People seek information compatible with their prior beliefs. 4.People interpret information differently. 5.Information does not necessarily change attitudes and opinions. 13-17

19. Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Upper Saddle River, New Jersey 07458 All rights reserved. Why programs succeed: 1.Assume that most of the target publics will not be interested in your topic. 2.Make sure that program goal(s) can be reasonably achieved with the means available. 3.Delineate specific target publics—based on how they are involved and/or affected in the specific situation. 13-18

20. Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Upper Saddle River, New Jersey 07458 All rights reserved. Public Relations Strategic Planning Process 8.Implementation Plan “Who will be responsible for implementing each of the action and communication tactics?” “What is the sequence of events and the schedule?” STEP THREE: Taking Action And Communicating (Chapter 13) Four-Step Process Strategic Planning Steps and Program Outline 13-19

21. Cutlip & Center's Effective Public Relations, Tenth Edition Glen Broom Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall Upper Saddle River, New Jersey 07458 All rights reserved. 13-20