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Managers: Paying for PR-Lite?
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Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website. A copy would be appreciated at bobkelly@TNI.net. Net word count is 845 including guidelines and resource box. Robert A....
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Public Relations: Recession Tool
The business community’s recession-rooted anxiety about 2002
results, and the reality that broad stakeholder perception
(and, thus, behavior) must be positively informed if recovery is to
begin, may be good enough reasons for recession-weary
managers to take a closer look at public relations – specialists
in behavior modification.
The reason public relations finds itself in the behavior
business is because it’s firmly rooted in the principle that
people act on their own perception of the facts. It strives
to create, change or reinforce public opinion by reaching,
persuading and moving-to-action those people whose behaviors
affect the organization. When the behavioral changes become
apparent, and meet the program’s original behavior modification
goal, a public relations venture can be deemed a success and,
in this case, even show the first signs of economic recovery.
Even in these recessionary times, when you start
looking for a return on your public relations investment, it
becomes clear that your goal MUST be the kind of change
in the behaviors of key stakeholders that leads directly to
achieving your operating objectives. So, it is quality
planning, and the degree of behavioral change it produces,
that defines success or failure of a public relations program.
In good times or bad, think about some of the perceptions
out there that could actually hurt your organization. Perceptions
that, if ignored long enough, could well result in behaviors
that run counter to those you may desire.
At the root of it all, is that simple truism we all know but
tend to forget: people really DO act on their perception of
the facts and behave accordingly. But, if a manager is to have
an effect on those perceptions and behaviors, he/she must
deal with them promptly and effectively whether the economy
is down or up.
Imagine how many audiences your organization may have to
depend upon at one time or another? Would your list include
insurance carriers, journalists, minorities, customers,
prospects, employees, legislators, community residents and
others whose perceptions of your organization, if left
unattended, may hurt or help?
Here’s one approach to informing those perceptions (and, thus,
behaviors) out there that you may wish to consider.
List your important audiences in priority order. For example,
customers, prospects, employees, local and trade media,
local business and community leaders, and so forth.
As time permits, meet with members of each audience
and jot down their impressions of your business, especially
problem areas. Here, you’ll have the opportunity to decide
to what degree you will try to alter opinion and perception
among each audience.
This becomes the behavior modification goal against which
you will measure progress.
Next, prepare persuasive messages that not only provide
details about your product and service quality, but address
problems that surfaced during your
conversations with target
audience members. Identify what is really at issue at
the moment; impart a sense of credibility to your comments;
perform regular assessments of how opinion is currently
running among that group, constantly adjusting your message;
as well as highlighting those key issue points most likely to
engage their attention and involvement; and finally,
identify and build into your messages pre-tested, action-
producing incentives for individuals to take the actions you
desire.
Then, consider the most effective means for communicating each
message to each audience. This may include simple face-to-face
meetings, briefings, news releases, news announcement
luncheons, media interviews, facility tours, targeted
speeches, a brochure, and a variety of other communications
tactics.
And don’t forget special events, newsworthy activities like
trade shows, open houses, awards ceremonies, contests, VIP
receptions, financial roadshows, and even media-attracting
stunts each of which will provide additional opportunities to
communicate your message to your target stakeholders.
As you look for signs that your aggressive efforts are
changing perceptions for the better, especially important in a
recession, you should begin to notice increased awareness
of your organization, especially progress in the marketplace
for products and services as well as ideas; increased
receptiveness to your messages; a growing public perception
of the role your organization plays in its industry and in the
community; and, of course, growing numbers of prospects.
These details are tracked by speaking on a regular basis with
people among each of your priority audiences, by monitoring
print and broadcast media for mentions of your messages or
viewpoints, by interaction with key customers and prospects
and, if resources permit, modest opinion sampling.
Each of these indicators will reflect a segment of local,
individual perception which, in turn, will gradually begin
to reflect the modified behaviors you seek.
Especially during hard times, remember that people in your
community or marketing area behave like everyone else –
they take actions based on their perception of the facts they
hear about you and your business.
Which means that you must deal promptly and effectively with
those perceptions by doing what is necessary to reach them.
Especially during recession, you must persuade your
stakeholders to your way of thinking, thus moving them to
take actions that lead to the success of your organization.
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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