Strategic Planning for Public Relations

Strategic Planning for Public Relations
JKUAT / KIM – Mombasa BRANCH Executive Master of Business Administration Communication & public relations Strategic Planning for Public Relations Facilitated by Mr. Lubale Gabriel Wabuti MBA, BA, Dip. Bus. Management, Associate Member Kenya Institute of Management Associate Member Institute of Human Resource Management of Kenya Associate Lecturer Government Training Institute – Mombasa November 2010 Copyright © 2010 by Gabriel Lubale

Introduction This is an overview of the four-phase, nine-step Strategic planning process. The steps are applicable to campaign planning in public relations, advertising and communication. The process of these steps is deliberate, and they must be taken in sequence. Caution!!! After identifying a problem, our tendency too often is to skip ahead to seeking solutions, leaping over research and analysis. This can result in unwarranted assumptions that later prove to be costly, counterproductive and embarrassing. Careful planning leads to programs that are proactive and preventative, rather than to activities that are merely reactive and remedial. At the same time, the steps in this process are flexible enough to allow for constant monitoring, testing and adjusting as needed. Wisdom: experienced communication managers /Executives you may find that they don't necessarily articulate their planning specifically along the lines of these nine steps. But it is hard fact that in their work you will find that they go through a process pretty much like the one being presented here, whether they identify "steps" or not. A few practitioners may admit (somewhat guiltily) that they don't do much planning. If they are being honest, they'll tell you they know they've been lucky so far with their hunches. Perhaps they don't do formal planning because they don't have the time or because the environment is so unstable that all they can do is react. Some practitioners may tell you their bosses and clients want action rather than planning (though such shortsighted bosses and clients usually don't remain in business very long). If you could observe how professionals work, however, you'd probably find that effective communication managers do plan. The good ones have learned how to build the research and planning components into their work and "sell" it to their clients and bosses. Copyright © 2010 by Gabriel Lubale

Introduction These are key questions in the Strategic PR Planning process are: What is the Problem? What is the Message? What is the Approach? What Do We Do? How Did We Do? Copyright © 2010 by Gabriel Lubale

Formative Research Strategy Tactics Evaluative Research The Phases
Copyright © 2010 by Gabriel Lubale

The Phase: Formative Research
This phase has 3 steps that focus on the preliminary work of communication planning, which is the need to gather information and analyze the situation. The planner draws on existing information available to the organization and, at the same time, creates a research program for gaining additional information needed to drive the decisions that will come later in the planning process. Namely: Step 1: Analyzing the Situation Step 2: Analyzing the Organization Step 3: Analyzing the Publics Copyright © 2010 by Gabriel Lubale

The Phase: Strategy Step 4: Establishing Goals and Objectives
This phase has 3 steps that deal with the heart of planning: making decisions dealing with the expected impact of the communication and the nature of the communication itself. Namely: Step 4: Establishing Goals and Objectives Step 5: Formulating Action and Response Strategies Step 6: Designing Effective Communication Copyright © 2010 by Gabriel Lubale

The Phase : Tactics This phase has two (2) steps that determine the various communication tools being considered and the visible elements of the communication plan are created. Namely: Step 7: Selecting Communication Tactics Step 8: Implementing the Strategic Plan Copyright © 2010 by Gabriel Lubale

The Phase: Evaluative Research
This final phase with one step, it deals with evaluation and assessment. It enables to determine the degree to which the stated objectives have been met and thus to modify or continue the communication activities. Namely: Step 9: Evaluating the Strategic Plan Copyright © 2010 by Gabriel Lubale

Step 1: Analyzing the Situation
The analysis of the situation is the crucial beginning to the process. It is imperative that all are involved: planner, clients, supervisors, key colleagues and the ultimate decision makers. Also a solid agreement about the nature of the opportunity or obstacle to be addressed in this program. Reminder!! : Begin with the basic planning questions. Then address the expanded planning items to the extent they help. Skip any items that don't address your planning needs. Copyright © 2010 by Gabriel Lubale

Step 1: Analyzing the Situation …contd
Basic Planning Questions What is the situation facing the organization? What is the background of the situation? What is the significance or importance of the situation? Copyright © 2010 by Gabriel Lubale

Relevant Expanded Planning Items Background on the Issue Is this the first time your organization has dealt with this situation, or are you setting out to modify an existing communication program? What is the cause of this situation? Is there any dispute that this is the cause? What is the history of this situation? What are the important facts related to this situation? Does this situation involve the organization's relationship with another group? If yes, what groups? Copyright © 2010 by Gabriel Lubale

Relevant Expanded Planning Items …. contd Consequences of the Situation How important is this situation to the organization's mission? How consistent is this situation with the mission statement or vision statement? How serious of a response is warranted to this situation? What is the likely duration of this situation? (one time? Limited/short-term? Ongoing/long term?) Who or what is affected by this situation? What predictions or trends are associated with this situation? (These can be organizational, industry-related, community relations, nation-related, etc.) What potential impact can this situation make on the organization's mission or "bottom line"? Do you consider this situation to be an opportunity (positive) or an obstacle (negative) for your organization? Why? If you consider this an obstacle, how might you turn it into an opportunity? Resolution of the Situation Might information (quality or quantity) affect how this situation is resolved? How can this situation be resolved to the mutual benefits of everyone involved? What priority does this situation hold for the public relations/communications staff? for the organization's top management? How strong is the organization's commitment to resolve this situation? Copyright © 2010 by Gabriel Lubale

Step 2: Analyzing the Organization
This step involves a careful and candid look at three aspects of the organization: its internal environment (mission, performance and resources), its public perception (reputation) and its external environment, (competitors and opponents, as well as supporters) Copyright © 2010 by Gabriel Lubale

Step 2: Analyzing the Organization .. contd
Basic Planning Questions What is the quality of your organization's performance? What communication resources, including budget, are available? How supportive is the organization of public relations activity? Copyright © 2010 by Gabriel Lubale

Step 3: Analyzing the Publics
In this step identify and analyze your key publics-the various groups of people who interact with your organization on the issue at hand. Strategic Planning for Public Relations provides an objective technique for setting priorities among the various publics, helping select those most important on the particular issue being dealt with. This step includes an analysis of each public in terms of their wants, needs and expectations about the issue, their relationship to the organization, their involvement in communication and with various media, and a variety of social, economic, political, cultural and technological trends that may affect them. Identifying Publics Analyzing Publics Copyright © 2010 by Gabriel Lubale

Step 3: Analyzing the Publics .. contd
Basic Planning Questions Who are the major publics for your organization? Who are the key publics for this situation? Who are the major opinion leaders for these publics? Copyright © 2010 by Gabriel Lubale

Step 4: Establishing Goals and Objectives
This focuses on the ultimate position being sought for the organization and for the product or service. This step helps to develop clear-cut and SMARTER objectives that identify the organization's hoped-for impact on the Awareness, Acceptance and Action (AAA) of each key public. A good deal of attention is given to objectives dealing with acceptance of the message, because this is the most crucial area for public relations and marketing communication strategists. Copyright © 2010 by Gabriel Lubale

Step 4: Establishing Goals and Objectives … contd
Basic Planning Questions What are the goals? What position do you seek? What are the specific objectives for (awareness, acceptance and action)? Copyright © 2010 by Gabriel Lubale

Relevant Expanded Planning Items Goals What are the organization's reputation goals on this issue? What are the organization's relationship goals on this issue? What are the organization's task goals on this issue? Do any of these goals contradict another goal? What is the relative priority among the viable goals? Does the organization have resources (time, personnel, money, etc.) to achieve these goals? Does the organization have willingness to work toward these goals? Are there any ethical problems with these goals? Copyright © 2010 by Gabriel Lubale

Relevant Expanded Planning Items … contd Position What is a key public for this product/service/concept? What position do you seek for your product/service/concept for this public? Is this desired position appropriate? What is your current position? What change do you need to make to achieve desired position? What is the competition? What is its position? NB. [Replicate the above position questions for each key public] Copyright © 2010 by Gabriel Lubale

Write at least one awareness objective for each key public: "To have an effect on awareness, specifically... Write at least one acceptance objective for each key public: "To have an effect on acceptance specifically... Write at least one action objective for each key public: "To have an effect on action, specifically... Answer the following questions for each individual objective: Is this objective linked to the organization's mission or vision statement? Is this objective responsive to the issue/problem/opportunity/goal? Is this objective focused on a particular public? Is this objective clearly measurable? Does this objective indicate a time frame? Is this objective challenging to the organization? Is this objective realistically attainable? Copyright © 2010 by Gabriel Lubale

Step 5: Formulating Action and Response Strategies
In this step there are a range of actions that are available to the organization. You consider what you might do in various situations. Also includes typologies of initiatives and responses. Copyright © 2010 by Gabriel Lubale

Step 5: Formulating Action and Response Strategies …contd
Basic Planning Questions What proactive strategies might you develop? What reactive strategies might you develop? How consistent are these strategies with past practices of your organization? Copyright © 2010 by Gabriel Lubale

Relevant Expanded Planning Items PR Initiatives Is it appropriate to use any of the following approaches? Action: Organizational performance Audience participation Alliances Sponsorships Activism Communication: News Transparent communication Copyright © 2010 by Gabriel Lubale

PR Responses …. Contd Defensive: -Denial (Innocence, mistaken identity, blame shifting) -Excuse (Provocation, lack of control, accident, victimization, self- defense) -Justification (Good intention, context, idealism, mitigation) Diversionary: -Concession -Ingratiation -Disassociation -Re-labeling Copyright © 2010 by Gabriel Lubale

PR Responses …. contd Vocal Commiseration (Means pity, sympathy or condolences): -Concern -Condolence -Regret -Apology Rectifying Behavior: -Investigation -Corrective Action -Restitution -Repentance Strategic Inaction: -Silence Summarize the response strategy of your organization. Copyright © 2010 by Gabriel Lubale

PR Action/Response Consistency Is this action/response consistent with past verbal messages of this organization/spokesperson? Is the action/response consistent with past actions of this organization/spokesperson? Is the action/response consistent with the mission of this source? Is the action/response consistent with image of this source? Is the action/response ethical? Copyright © 2010 by Gabriel Lubale

Step 6: Designing Effective Communication
This step deals with the various decisions about the message, such as the sources who will present the message to the key publics, the content of the message, its tone and style, verbal and nonverbal cues, and related issues. Lessons from research about persuasive communication and dialogue will be applied for the ultimate purpose of designing a message that reflects the information gained through Step 3 - Analyzing the Publics. Message Source Message Appeal Verbal and Nonverbal Communication Copyright © 2010 by Gabriel Lubale

Step 6: Designing Effective Communication … contd
6.1 Message Source Basic Planning Questions Message Source: Identify several possible spokespersons who could present your message. Then answer the following questions for each. What is the level of credibility for each possible spokesperson? What is the level of charisma for each? What is the level of control for each? Copyright © 2010 by Gabriel Lubale

6.1 Message Source Relevant Expanded Planning items Answer the following items for each possible message source. Then compare your responses to determine the sources best suited for this communication task. An effective message source will have mainly high and positive rankings in each item. Credibility How expert on this topic is the message source? How well-known are his/her credentials to the audience? If expertise is high, should the audience be reminded of this? If expertise is not known, can the audience be made informed of this? Does the message source enunciate clearly? Does the source speak with dynamism and authority? Does the source speak calmly and reassuringly on this topic? How trustworthy will the source be perceived? Can the source speak truthfully and independently about the topic? Does the source have any associations that compete with the organization? Does the source have any associations that are inconsistent with the organization's image? Is the source available to your organization? Copyright © 2010 by Gabriel Lubale

6.1 Message Source ….contd Basic Planning Questions ….contd Charisma How similar is the source similar to the audience? How familiar is the audience with the source? How attractive is the source to the audience? Can the source be presented in an attractive setting? Control Does the source have any moral leverage with this audience? Does the source have any power over this audience? Does the source have the willingness to use this power? Does the source have the ability to investigate this audience? Does the source have the authority to reward or punish this audience? Does the source have the authority to blame or forgive this audience? Copyright © 2010 by Gabriel Lubale

6.2 Message Appeal Basic Planning Questions What is the key message that forms the basis of this public relations or marketing communication program. How does this message use a rational appeal? How does this message use an emotional appeal? Copyright © 2010 by Gabriel Lubale

6.2 Message Appeal … contd Relevant Expanded Planning items Does your message include both a rational appeal and an emotional appeal? Rational Appeal How does your message make a rational appeal? Does the message feature a factual, value, or policy proposition? Which of the following provide arguments for your claims? -- Physical Evidence, Analogy, Audience Interest, Comparison, Context, Examples, Statistics, Testimony and Endorsements, Visual Presentation Emotional Appeal How does your message made an emotional appeal? Does the message feature an appeal to positive or negative emotions? What is the emotion? Love Appeal. What kind of love? (i.e. poignancy, togetherness, nostalgia, pity, compassion, sensitivity, sympathy) Virtue Appeal. What virtue? (i.e. justice, altruism, loyalty, bravery, piety, discretion, improvement, esteem) Humor Appeal Will the use of humor make the source more persuasive? Is the humor relevant to the issue? Is the humor funny? Is the humor appropriate for the audience? It the humor appropriate for the organization? Will the humor enhance the message? Will the humor help meet the objectives? Copyright © 2010 by Gabriel Lubale

Relevant Expanded Planning items … contd Sex Appeal Will the use of sex appeal make the source more persuasive? Is the sex relevant to the issue? Is the sex appropriate for the audience? Is the sex appropriate for the organization? Will the sex help enhance the message? Will the sex help meet the objectives? Fear Appeal Will the use of fear appeal make the source more persuasive? Is the fear relevant to the issue? Is the fear appropriate for the audience? Is the fear appropriate for the organization? Does the message include a solution to overcome the fear? Will the fear enhance the message? Will the fear help meet the objectives? Guilt Appeal Will the use of guilt appeal make the source more persuasive? Is the guilt relevant to the issue? Is the guilt appropriate for the audience? Is the guilt appropriate for the organization? Does the message include a solution to overcome the guilt? Will the guilt enhance the message? Will the guilt help meet the objectives? Copyright © 2010 by Gabriel Lubale

6.3 Verbal and Nonverbal Communication Basic Planning Questions How does your message use verbal communication? How does your message use nonverbal communication? How can either be made stronger? Copyright © 2010 by Gabriel Lubale

Relevant Expanded Planning Items Verbal Communication Message Structure Does your message present only one or more than one (opposing) points of view? If more than one point of view is presented, it your message sandwiched (stating your argument, noting the opposing argument, and finally restating your argument and refuting the opposing argument)? Does your message present a conclusion? Does your message reiterate its main idea? Clarity Will your publics find your message clear, simple and understandable? What is the education level of your target public? How does this compare with the Fog Index for your written message? Power Words Have you used powerful language in your message? Does your product/program have a descriptive and memorable name? Does your product/program have a descriptive and memorable slogan? Ethical Language Does your message use pretentious or exaggerated language? Does your message use dishonest or misleading language? Does your message use defamatory language? How could any of these verbal elements be made stronger? Nonverbal Communication Does the presentation of your message include a symbol? a logo? music? symbolic language? symbolic physical artifacts? symbolic clothing? symbolic people? a mascot? symbolic use of color? a symbolic setting? Copyright © 2010 by Gabriel Lubale

Step 7: Selecting Communication Tactics
This inventory deals with the various communication options. Specifically, the planner considers four categories: (i) face-to-face communication and opportunities for personal involvement, (ii) organizational media (sometimes called controlled media), (iii) news media (uncontrolled media) and (iv) Advertising and promotional media (another form of controlled media). While all of these tools can be used by any organization, not every tool is appropriate for each issue. Following the menu review, the planner packages the tactics into a cohesive communication program. Copyright © 2010 by Gabriel Lubale

Step 7: Selecting Communication Tactics … contd
7.1 Interpersonal Communication and Involvement Basic Planning Questions What interpersonal communications tactics will you use? How will these tactics help the organization achieve its objectives? What resources will these tactics require? Copyright © 2010 by Gabriel Lubale

7.1 Interpersonal Communication and Involvement Relevant Expanded Planning items Personal Involvement Organizational-site involvement: Plant tour, open house, test drive, trial membership, free class, sample, shadow program, ride-along, premiere Audience-site involvement: Door-to-door canvassing, in-home demonstration, petition drive Information Exchange Educational Gathering: Convention, council, convocation, synod, conclave, conference, seminar, symposium, colloquium, workshop, training session Product Exhibition: Trade show Meeting: Annual stockholder meeting, lobbying exchange, public affairs meeting Demonstration: Rally, march, demonstration, picket, boycott Speech: Question-answer session, oration, talk, lecture, guest lecture, address, keynote, sermon, homily, panel, debate, speakers bureau, forum, town meeting Special Event - Civic event: fair, festival, carnival, circus, parade, theme event - Sporting event: tournament, marathon, triathlon, outdoor spectator event, meet, field day) - Contest: science fair, spelling bee, beauty pageant, talent contest. - Holiday event: civic, cultural, religious - Progress-oriented event: procession, motorcade, grand opening, groundbreaking, cornerstone, dedication, ribbon-cutting - Historic event: founders' day, anniversary, centennial, play, pageant, caravan - Social event: luncheon, dinner, reception, tribute, banquet, roast, awards, recognition, fashion show, tea - Artistic event: concert, concert tour, recital, play, film festival, art show, photo exhibit - Fund-raising event: Giving back to the community, Copyright © 2010 by Gabriel Lubale

7.2 Organizational Media Tactics Basic Planning Questions What organizational media tactics will you use? How will these tactics help the organization achieve its objectives? What resources will these tactics require? Copyright © 2010 by Gabriel Lubale

7.2 Organizational Media Tactics Relevant Expanded Planning Items General Publications Serial publication: newsletter, house organ, bulletin. Stand-alone publication: brochure, leaflet, folder, pamphlet, booklet, tract, circular. Reprint, internal news release. Progress report: annual report, quarterly report. User kit, teacher kit. Research report Direct Mail: Memo, appeal letter, marketing letter, postcard, invitation, catalog Miscellaneous Print Media: Poster, window display, bulletin board, suggestion box, pay stuffer, bill insert, door hanger, business card, certificate, proclamation Audio-Visual Media: - Audio: Telephone, dial-a-message, recorded information, 800/888 number, 900 number, demo tape, demo CD. - Video: Nonbroadcast video, corporate video, internal video, video conference, teleconference, slide show. - Computer-based media, , listserve, news group, web site, homepage, web TV, web radio, touch-sensitive computer Copyright © 2010 by Gabriel Lubale

7.3 News Media Tactics Basic Planning Questions What news media tactics will you use? What resources will these tactics require? How will these tactics help the organization achieve its objectives? Copyright © 2010 by Gabriel Lubale

7.3 News Media Tactics …. contd Relevant Expanded Planning items Direct News Material: News fact sheet, event listing, community calendar, interview notes, news release, feature release, actuality, video B-roll, video news release, social news release, photo and caption, media kit Indirect News Material: Media advisory, story idea memo, query letter Opinion Material: Position statement, white paper, contingency statement, standby statement, letter to the editor, guest editorial, op- ed piece Interactive News Opportunity: Interview, news conference, studio interview, satellite media tour, editorial conference Copyright © 2010 by Gabriel Lubale

7.4 Advertising and Promotional Tactics Basic Planning Questions What advertising media and promotional tactics will you use How will these tactics help the organization achieve its objectives? What resources will these tactics require? Copyright © 2010 by Gabriel Lubale

7.4 Advertising and Promotional Tactics … contd Relevant Expanded Planning items Print Advertising Media: Magazine advertising, advertisorial. Newspaper advertising: display, classified, personal classified. Directory advertising. House ads. Program advertising Electronic Advertising Media: Television: commercial, spot, informercial. Radio: commercial, network radio, spot radio. Cable television: advertising, cable crawl. Computer media: e-zine, electronic catalog Out-of-Home Advertising: Outdoor poster: billboard, paint, spectacular, wall mural. Arena poster. Signage. Out-of-home video, video wall. Transit advertising: bus sign, car card, station poster, diorama, shelter poster, mobile billboard. Aerial advertising, blimp, airplane tows, skywriting, inflatable Promotional Item: Clothing, costume, office accessory, home accessory Copyright © 2010 by Gabriel Lubale

Strategic Implications of Tactics For each tactic identified in sections 7.1 (Interpersonal Communication and Involvement), 7.2 (Organizational Media Tactics), 7.3 (News Media Tactics) and 7.4 (Advertising and Promotional Tactics) above, answer the following questions: Will this tactic help the organization to interact with the appropriate public? What level of impact will this tactic make on the key public? Will this tactic advance the organization toward its awareness objectives? Will this tactic advance the organization toward its acceptance objectives? Will this tactic advance the organization toward its action objectives? What is the main advantage of this tactic? What advantages does this tactic offer that other tactics do not? Are there any disadvantages with this tactic? Implementation Items How much will it cost to implement this tactic? Is the cost justified? Is the cost practical, based on the organization's resources? How much staff time will it take to implement this tactic? Is the time practical, based on the organization's resources? What level of skill, equipment and expertise is needed to implement this tactic? Is the needed level available within the organization? Is the needed level available to the organization from outside sources? Copyright © 2010 by Gabriel Lubale

Step 8: Implementing the Strategic PR Plan
In this step develop budgets and schedules and otherwise prepare to implement the communication program. This step turns the raw ingredients identified in the previous step into a recipe for successful public relations and marketing communication. Basic Planning Questions What specific initiatives, sections or groupings of tactics make this plan workable? What public, goal and objective does each tactic serve? What is the budget and schedule for each tactic? Copyright © 2010 by Gabriel Lubale

Step 8: Implementing the Strategic PR Plan .. contd
Relevant Expanded Planning Items From the following categories, indicate which one offers the greatest likelihood of a package of program tactics that is cohesive and logical: - By Public - By Goal - By Objective - By Organizational Department - By Tactic List specific initiatives or sections in your plan Copyright © 2010 by Gabriel Lubale

Step 8: Implementing the Strategic Plan .. contd
Relevant Expanded Planning Items ..contd Strategic Implications Will this approach help the organization to interact with the appropriate public? What is the main advantage of this approach? What advantages does this approach offer that other approaches do not? Are there any disadvantages with this approach? Scheduling Message repetition Frequency Scheduling pattern (optional): Continuous, Flight in, Pulsing, Massing Timeline for each tactic Assigned manager or executive for each tactic Budget Budget Line Items Personnel Materials Media costs Equipment and facilities Administrative items Full-cost budget Break-even point Per-capita cost Copyright © 2010 by Gabriel Lubale

Step 9: Evaluating the Strategic PR Plan
Basic Planning Questions How will you measure awareness objectives? How will you measure acceptance objectives? How will you measure action objective? Copyright © 2010 by Gabriel Lubale

Step 9: Evaluating the Strategic PR Plan … contd
Relevant Expanded Planning Items Methodology: When can this information be obtained? After-only study Before-after study What research methodologies would be most effective? Judgmental assessment (personal experience? outside experts?) Interviews with key people. Which people? Focus groups with representative publics. Which publics? Survey of representative publics. Which publics? Control group? Content analysis of representative artifacts. Which artifacts? Readership study Media tracking Copyright © 2010 by Gabriel Lubale

Relevant Expanded Planning Items …. Contd Evaluation Categories Indicate how each of the following methodologies might be used to evaluate each individual tactic Evaluation of Output Message production Message dissemination Message cost analysis Advertising equivalency Evaluation of Awareness Objectives Message exposure Message content analysis Readability measures Message recall Evaluation of Acceptance Objectives Audience feedback Benchmark (baseline) study Evaluation of Action Objectives Audience participation Direct observation of results What standards of accuracy and reliability are needed for the evaluation? Who can provide information for evaluation? Copyright © 2010 by Gabriel Lubale

Relevant Expanded Planning Items …. Contd Audience Who will receive the final evaluation? How will it be used? What level of candor are decision-makers willing to receive? Evaluation Schedule Timeline for implementation report Timeline for progress report Timeline for final evaluation Evaluation Program Checklist Is this evaluation program - useful to the organization? - clearly linked to established objectives? - appropriate as to cost? - appropriate as to time? - appropriate as to other resources? - ethical and socially responsible? - credible, with accurate data? - actionable? Copyright © 2010 by Gabriel Lubale

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