1. NINE STEPS OF STRATEGIC PUBLIC RELATIONS
Phase One: Formative Research
Step 1: Analyzing the Situation
Step 2: Analyzing the Organization
Step 3: Analyzing the Publics
Phase Two: Strategy
Step 4: Establishing Goals and Objectives
Step 5: Formulating Action and Response Strategies
Step 6: Using Effective Communication

2. NINE STEPS OF STRATEGIC PUBLIC RELATIONS
Phase Three: Tactics
Step 7: Choosing Communication Tactics
Step 8: Implementing the Strategic Plan
Phase Four: Evaluative Research
Step 9: Evaluating the Strategic Plan

3. PHASE ONE: FORMATIVE RESEARCH
Shooting in the dark?
A campaign without any research?
Formative (strategic) research: the data needed before you plan the communication program.
A comprehensive situation analysis

4. PHASE ONE: FORMATIVE RESEARCH
Information need in three areas:
(1) the issue
(2) organization
(3) publics

5. PHASE ONE: FORMATIVE RESEARCH
Step 1: Analyze the Situation
What is facing your organization?
An automotive manufacturer, availability of side air bags in new cars.
A nonprofit organization dealing with at-risk youth, misunderstanding of the youth.

6. Step 1: Analyze the Situation
The situation needs to be defined clearly before conducting research.
Situations and goals.
Goals: promoting consumer acceptance of the air bags
Challenging the notion that all at-risk youth are dangerous.

7. Step 1: Analyze the Situation
A situation is either positive or negative.
• Opportunity: Offering a potential advantage to the organization or its publics
• Obstacle: May prevent the organization from realizing its mission

8. Step 1: Analyze the Situation
Ongoing communication with the client is imperative:
1. An initial meeting with the client to develop a common understanding of the research needs and resources
2. A meeting to agree on the scope of the project, particularly its costs and other resources
3. Following an initial review of literature and other secondary sources, a meeting to refine the research questions and discuss potential approaches and limitations
4. A meeting for agreement on the proposed study approach

9. Step 1: Analyze the Situation Issues Management
Importance of early anticipation
Dealing with issues before they get out of hand
Insurance companies, hospitals and health maintenance organizations in health-care industry
What are the future trends?
Can we have some kind of impact on the future?
Not one-way communication nor manipulation of a public.
Public relations as early warning system within an organization.

10. Step 1: Analyze the Situation Risk Management
The process of identifying, controlling and minimizing the impact of uncertain events on an organization
Criticism should be listened.
Michael Regester (2002) calls "believing your own PR."
Many public relations disasters are rooted in the myopic failure to learn from others' mistakes.

11. BP to Create Safety Division
Incoming CEO Robert Dudley called the moves `the first and most urgent steps in a program I am putting in place to rebuild trust in BP.‘
``The changes are in areas where I believe we most clearly need to act,'' he said, ``with safety and risk management our most urgent priority.''
In a message to BP staff around the world, Dudley said that ``there are lessons for us relating to the way we operate, the way we organize our company and the way we manage risk.''

12. Step 1: Analyze the Situation Crisis Management
The process by which an organization deals with out-of-control issues.
Issues management is like steering a sailboat. You run with the wind when it happens to be blowing in the direction you want to go, and you try to change the direction making sure not to sail against the wind. Sometimes you come to a standstill when there is no wind.
In a crisis situation, more like trying to ride out a storm.
Often the best you can do is drop your sail, hang on, and hope the boat is strong enough to survive without too much damage.
Crises not always unpredictable.
Crises are more like volcanoes that burn without flame for a while before they erupt.

13. Focus Groups A particular type of small-group discussion
A researcher guides a conversation about an issue under study.
It enables the group members to stimulate each other with their comments.
Helps you gain insight into and understanding about an issue.
Good technique for knowing "why," "how" and "what if.“
If your client wants to know "how much" or "how many," conduct a ?
Focus groups are not decision-making or problem-solving sessions

14. How a Focus Group Works
A small group of people who reflect your target population
Group typically consists of between eight and 12 people
The moderator generally introduces the topic, explains a few ground rules, then invites comments on the topic, often with an icebreaking question
The session generally lasts 60 to 90 minutes.
The moderator has an agenda of topics and themes to present to the group.
A good moderator allows the discussion to flow gracefully through group interaction

15. Conducting a Focus Group
Identify the topic of your research
Select the moderator
Select the sample:
Separating participants by age, gender if such homogeneity would enhance interaction within the group
Determine the number of groups needed
Select the site for the research sessions

16. Conducting a Focus Group
Arrange to record the session with either audio- or videotaping
Prepare the discussion guide
Report the data for your client or your boss

17. Strategic Planning Example: Analyzing the Situation
Basic Planning Questions
1. What is the situation facing the organization?
2. What is the background of the situation?
3. What is the significance of the situation?

18. Strategic Planning Example: Analyzing the Situation
Expanded Planning Questions
Background on the Issue
Is this the first time your organization has dealt with this situation?
What is the cause of this situation?
3. Is there any dispute that this is the cause?
4. What is the history of this situation?
5. What are the important facts related to this situation?
6. Does this situation involve the organization's relationship with another group?

19. Strategic Planning Example: Analyzing the Situation
Expanded Planning Questions
Consequences of the Situation
1. How important is this situation to the organization's mission?
2. How consistent is this situation with the mission statement or vision statement?
3. How serious of a response is given to this situation?
4. What is the likely duration of this situation: one time, limited/short term or ongoing/long term?
5. Who or what is affected by this situation?
6. What predictions or trends are associated with this situation?
7. What potential impact can this situation make on the organization's mission or bottom line?
8. Do you consider this situation to be an opportunity or an obstacle for your organization?

20. Strategic Planning Example: Analyzing the Situation
Expanded Planning Questions
Resolution of the Situation
1. Might information affect how this situation is resolved?
2. How can this situation be resolved to the mutual benefit of everyone involved?
3. What priority does this situation hold for the public relations/communications staff
and for the organization's top management?
4. How strong is the organization's commitment to resolving this situation?

21. Strategic Planning Example: Analyzing the Situation
Research Program
1. What is the basis for the existing information: previous formal research, informal feedback, organizational experience, personal observation…?
2. How accurate is this existing information?
3. How appropriate is it to conduct additional research?
4. What information remains to be obtained?
5. Additional research
Interviews with key people within the organization
Review of organizational literature/information
Additional personal observation
Interviews with external experts or opinion leaders
Surveys with representative publics
6. What research methods will you use to obtain the needed information?

22. Strategic Planning Example: Analyzing the Situation
Research Findings
Your findings
A brief summary