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How Becoming an Expert Can Boost Your Success
As a home-based business owner, part of your focus is always on securing new customers. While it is true that your repeat clients are the backbone of your success, you need to add to those returning numbers if you want your business to grow. One of...
How To Write a Business Plan
This is a simple but effective guide on how to write a business plan. The following outline of a typical business plan will give you an insight into what is generally required. You can vary it to suit your specific business profile. Breaking down...
Marketing Tips from Successful Crafters
From the feedback I have been getting in the short time since I started TheArtfulCrafter , I’ve learned that many of my readers are working long and hard at their crafts, but still are having a hard time realizing success. I don’t pretend to have...
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Permission is granted to reprint article provided bio line stays intact. Perfectionism is kind of like too much of a good thing. It's good to be interested in excellence, but when you feel that your work (or relationship) has to be perfect you are...
PR Advice You Didn't Ask For
Although, as a business, non-profit or association manager, you may be glad this came your way.
Especially if your current public relations effort is delivering more publicity plugs than real behavior change among your most important outside...
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What Does the Public Relations Client REALLY Want, and Why?
It’s not unusual for clients of service providers to insist that their budget dollars be quickly applied to a variety of flashy tactics. Yet, when pressed, many acknowledge that what they REALLY want for their money is visible, end-game change.
This is especially true in public relations where clients often second-guess careful plans for achieving that end-game change by insisting on premature use of tactics like news releases, talk-show appearances and sports sponsorships.
But obviously, flashy tactics alone will not satisfy those clients once they start looking for a return on their public relations investment. Because it is then that it becomes clear, sometimes painfully, that their goal MUST be the kind of change in the behaviors of key stakeholders that leads directly to achieving their business objectives. Thus, it is quality planning, and the degree of behavioral change it produces, that eventually captures client attention, not tactics.
These days, with public relations budgets in mortal danger from a softening economy, the old tactical chats between a client CEO and public relations counsel probably sound more like this: “Do something about those activists chaining themselves to our plant gate and yelling that our emissions go into the river. It’s costing us big money each day that plant is shut down.”
Or, “How are we going to calm down those Garden Club members down in the lobby waving around those cockamamie newspaper reports and talking to the TV cameras about the additives we use? Where’d that reporter get those numbers, anyway? It’s costing us sales!”
Or, “Please people, what are you doing to encourage a favorable Town Council vote on our petition for that new highway off-ramp?”
What’s common to each of those rants? The CEO is asking his public relations people to modify somebody’s behavior. He doesn’t want to talk tactics, or even strategies. He wants those activists off his property, he wants those print and broadcast reporters to do a fairer job of reporting on his production methods (hopefully getting the Garden Clubbers off his back),
and he wants a real effort made to move public opinion in a way that encourages local officials to approve that badly needed vehicle ramp.
Modify somebody’s behavior, that’s his goal, and that’s the job of the public relations agency and its client’s corporate professionals. Fortunately, the key to a successful effort is the fact that people really DO act on their perception of the facts. In so doing, and in a cumulative way, they form the very public opinion that those practitioners must now inform.
So, what is their strategy? In short, to reach those perceptions with the facts as they know them. Hopefully, the messages they use will be clear and persuasive, and will change negative or inaccurate perceptions, then alter behaviors in the client company’s direction.
Using the three examples above, when the activists become satisfied with explanations of the company’s new, public commitment to correct their emission problems, the protesters can be expected to leave the plant gates.
Editorial board meetings with local newspapers and television stations will begin to bear fruit with more balanced reportage of the company’s efforts to meet emission standards which, in turn, will reduce negative public opinion.
And, while the agency’s briefing sessions with town council staff will do little to hasten a formal vote, a targeted communications effort is likely to lead to a community opinion poll showing positive movement in public, then official sentiment about the new highway off-ramp.
In the end, a sound public relations strategy combined with effective tactics leads directly to the bottom line – perceptions altered; behaviors modified; client satisfied.
end
About the Author
Bob Kelly, public relations consultant, was director of public relations for Pepsi-Cola Co.; AGM-Public Relations, Texaco Inc.; VP-Public Relations, Olin Corp.; VP-Public Relations, Newport News Shipbuilding & Drydock Co.; director of communications, U.S. Department of the Interior, and deputy assistant press secretary, The White House. mailto:bobkelly@TNI.net
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