One of the noblest PR strategies for companies is the creation of a partnership with a non-profit organization. It is not a new strategy –- many large corporations align themselves with the mission of a non-profit. Some even go so far as to incorporate a social goal in their mission statement; they are called socially-responsible organizations.

What is different today is that this strategy is being adopted by small companies as well, including one- and two-person shops. It doesn’t have to cost a lot –- or anything in some cases — and the rewards are multiple. In addition to the obvious support provided to a worthy cause, employees feel good about their employer’s benevolence and often participate. The media is more likely to cover an event or effort that benefits the community, and consumers are more likely to patronize a business that cares about the community.

When you think about it, most people support at least one non-profit charity through their donations and/or volunteer hours. The idea of helping a charity that does good work in an area related to your business is a natural extension of that thought.

Are you a home builder? Support the local charity that subsidizes low-cost housing. A caterer? Support the local food bank. A clothing retailer? Help cloth the homeless. A medical practitioner? Organize a consortium of practitioners that offers indigent health care.

Sometimes the cause is so compelling that there does not need to be a relationship with the company’s business to realize a benefit. Businesses as varied as building supply companies and car dealers have organized rapid response teams to support the local efforts of the Red Cross in natural disasters and other emergencies. When times are tough, people remember who helped them or their neighbors and they tell others in the community.

Have a heart. There’s no joy quite like that of helping others. And when you help others through your business, not only will it help your business, it is simply the right thing to do.

Peter terHorst is president of SymPoint Communications. For more information, visit http://www.sympoint.com

© 2005 SymPoint Communications. All rights reserved. You are free to use this material in whole or in part in print, on a web site or in an email newsletter, as long as you include a complete attribution, including a live web site link. Please notify me where the material will appear.

The attribution should read:

"By Peter terHorst, SymPoint Communications. Please visit http://www.sympoint.com for additional articles and public relations services."

Some folks see the word “strategic” as a needlessly tiresome and complicated notion. But anything that shows you how to get from here to there IS strategic, and something we all need.

Even the dictionary calls a strategy “of great importance to a planned effort.”

For example, look at public relations where just about everything is based on getting from here to there. That is, from a dangerous lack of concern with external audiences to a sensible plan for doing something about what those key audiences think about you.

To make the point, here’s a quick two-sentence thumbnail that promises just such an outcome.

“People act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving-to-desired- action those people whose behaviors affect the organization, the public relations mission is accomplished.”

While it’s obvious that survival is the pot of gold at the end of this rainbow, you don’t get those external audiences on your side without a little work

Better prioritize those outside interest groups of yours into some kind of importance ranking. Then, let’s take the external audience you rank clearly as #1 and do a little work on it right now.

How much do you know about this group of people? Are you aware of what the prevailing view of you and your enterprize is among group members? Do you know of any negative perceptions?

No? That’s why you must get busy and interact with members of that key target audience of yours. Ask questions: “What do you think about our business, products or services? Why?” And stay alert to any signs of negativity, any inaccurate perceptions, misconceptions or rumors.

The reactions to such probing questions help you to set down a public relations goal designed to correct misperceptions and inaccuracies.

So, while this gives you your public relations goal, HOW will you reach it? That’s right, you need a strategy to help you get from here to there. You’re in luck because there are just three strategic options for dealing with opinion available to you. Create opinion (perceptions) where none may exist; change existing opinion, or reinforce it.

Select the one that logically flows from the goal you established.

Now, you’re ready to write the persuasive and compelling message you’ll be counting on to change perceptions and move your target audience behaviors in your direction.

It’s not an easy writing job. The message must be not only persuasive and compelling but very clear, direct and brief in its presentation. The facts and figures supporting WHY target audience members should alter their perception of your organization must be accurate and believable. It’s best to try out the message on a few audience members first, then adjust if needed and commence public distribution.

Now, to mix metaphors, who will be your “beasts of burden,” or “foot soldiers?” In other words, which communications tactics will you use to carry that carefully constructed message to the eyes and ears of key target audience members?

There are a lot of tactics available to you. Everything from letters and emails, personal contacts, face-to-face meetings and special events to brochures, press releases, speeches, broadcast interviews and a ton of others.

At this point, you will still not know if you’re making progress towards your public relations goal.

Which is why you must return to the field and once again talk to those members of your key target audience. Ask questions very similar to those you used during your earlier information gathering.

The big difference the second time around will be that you are watching closely for signs of changed perceptions, hopefully in your direction. Have misconceptions cleared up? Does it appear that inaccuracies have been corrected? Do you see signs that the dangerous rumor has been defeated?

Not enough progress? Review the mix and frequency of your communications tactics. And take a hard look at that all- important message. Measure it as to how well your facts and figures equip it to change minds and perceptions. Make adjustments and recommence firing!

What you’ve just completed is a first-class, “strategic” plan for managing the perceptions and behaviors of your key external audiences. A plan that will have a large say in your personal success and, possibly, the survival of your organization.

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.

Robert A. Kelly © 2003

About The Author

Bob Kelly counsels, writes and speaks about the fundamental premise of public relations. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, 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. Visit: http://www.prcommentary.com

Are you ready for PR? While any business can orchestrate PR, how can you be sure you are getting the best sound from your trumpet?

The simple answer is, be prepared. An effective public relations and publicity strategy relies upon the depth of the organization’s business and marketing plan. What is your organization’s mission? Its goals? What product or service are you marketing? Who are your target customers? Who are your competitors? Don’t get the cart before the horse; PR IS the first step to launching a product or service, but these other steps must come first.

A good PR company is going to ask you these same questions. Once they have been answered, they will craft the language that best describes your products, services, and the qualities that set you apart from your competition. Then they will seed these messages with the media, opinion makers and other influential third-parties who can sign your praises. These same messages also become the core content of your Web site, product and program brochures, direct mail flyers, newsletters and advertising copy.

Think of yourself as the conductor of an orchestra; you must know every note of the musical before it is played, what each musician will play, and when they will play it. PR is your baton; with it you direct the musicians and influence the timing and intensity of the performance. To the audience –- your customers –- the baton represents your credibility. If you have prepared and rehearsed, it visibly demonstrates that you are the master of a marvelous symphony, deserving of a standing ovation.

Peter terHorst is president of SymPoint Communications. For more information, visit http://www.sympoint.com

© 2005 SymPoint Communications. All rights reserved. You are free to use this material in whole or in part in print, on a web site or in an email newsletter, as long as you include a complete attribution, including a live web site link. Please notify me where the material will appear.

The attribution should read:

"By Peter terHorst, SymPoint Communications. Please visit http://www.sympoint.com for additional articles and public relations services."

The public relations goal and strategy make sense; the message is persuasive and compelling; the communications tactics are aggressive and well-targeted. YES!!

For those of us in public relations, how sweet it is when members of an important target audience appear to understand why the rumor was wrong and what they believed about the organization is simply not true.

While that happy result can be yours, including the inevitable improvements in behavior, it doesn’t just happen. And especially before somebody in the organization even recognizes the importance of doing something about what those key audiences think about you.

When that epiphany does occur, it’s usually because target audience perceptions have led to behaviors that just hurt too much.

Why wait? Get hold of your target audiences now before they do damage and possibly affect the survival of your organization.

And I’m talking about damage such as prospects who decide not to do anything with you; existing customers who stop doing business with you, or community leaders who lose faith in your organization’s value to their constituents.

It’s not worth it to ignore beginning an aggressive public relations effort a minute longer.

Start by listing those two or three outside audiences whose behaviors can ruin your day. Let’s take the one at the top of the list and see how we can get organized to change the perceptions of members of that group and, thus, their behaviors.

Can’t look to improve perceptions if you don’t know how key audience members currently view you and your organization. Get out there and interact with them. Ask questions like “What do you think about our organization?” You must stay alert to factual errors in their responses as well as inaccuracies that need to be corrected. And don’t overlook misconceptions or rumors that are just plain wrong.

Now you’re in position to set a corrective public relations goal. And make sure it zeros in on a specific problem. For example, shoot down that rumor. Or clarify that misconception. Or correct that inaccuracy.

Here, you come to three forks in the road to a workable strategy that will show you how to get to your public relations goal. When it comes to altering opinion (perceptions), you have just three options available to you: create opinion where there may be none; change existing opinion, or reinforce it.

Pick one that obviously is required by the public relations goal you selected.

Now we come to real work, preparing the persuasive and compelling message you need to alter perceptions, and thus behaviors in your direction. For example, if members of your target audience are persuaded that you in fact offer quality service instead of the inferior service they believe you provide, their behaviors will signal change when they begin doing business with you again.

But your message must not only be persuasive and compelling, it must be easily understood, completely factual and, of course, truthful in all details. That’s the only way your message will be believable enough to alter perceptions.

Is there a difference of opinion about how to get your message to the eyes and ears of members of your key target audience? Not really because there are so many communications tactic “foot soldiers” available to carry that message for you. They range from fraternal club speeches, newspaper and radio interviews and awards ceremonies to brochures, face-to-face meetings, plain old emails and dozens of others.

Once you fire the communications tactics gun, and give it several weeks to sink in, you must return to monitoring what members of your key target audience are NOW thinking about you. And that means more questions.

If you fail to do so, you will never know for certain if your public relations effort is making any progress.

You should use the same questions as you did for your first information gathering session. The difference now is your objective: have perceptions been altered in your direction because, if so, a change in behavior cannot be far behind?

And so, your public relations goal and strategy will make sense; your message will be persuasive and compelling, and your communications tactics will be aggressive and well-targeted.

A sure path to public relations success.

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.

Robert A. Kelly © 2003

About The Author

Bob Kelly counsels, writes and speaks about the fundamental premise of public relations. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, 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. Visit: http://www.prcommentary.com

Some of the greatest PR stories an organization has to tell about itself are well-known to everyone except its employees. How can this be?

An organization can become so focused on getting their message “out there” that they make one of two mistakes: the management assumes everyone working for the company already knows what is going on, or they simply fail to dedicate the time and energy to keep their own people in the loop. It’s a common pitfall encountered by for-profits and non-profits, large and small. Left unattended, it can lead to poor morale, increased turnover, and an image problem for the organization.

Never underestimate the value of do-it-yourself PR –- the idea that the leader of an organization can be a persuasive spokesperson. Second only to the organization’s president and CEO, in terms of credibility, are the company’s employees. Since most people assume that everyone who works for a wage is in it for the money, someone who sings the praises of their employer’s products, services or programs has a very persuasive effect on their audience, be they friends, relatives, acquaintances, or complete strangers. Let’s admit it, we enjoy being part of a team that recognizes the contributions of its people, produces or provides something of value, and supports community projects.

So what motivates employees to speak out positively on behalf of their employer? It’s simple –- tell them what the company is doing, what their role is, why it is important, and solicit their comments and suggestions. This internal communication is an essential type of PR.

Some simple suggestions include:
• Conduct monthly or quarterly meetings where all employees are given an update on the organization’s goals and progress, can participate in the meeting, and receive recognition for their contributions.
• Solicit suggestions for improvements in the workplace, sponsor contests for the best ideas, and publicize the results.
• Give employees a first-look at new products or services and the plans to promote them.
• Produce a monthly employee newsletter and/or create an intranet site that discusses company news and highlights employee initiatives and community projects.
• Select a charitable cause that is related to the company’s mission, provide employees with an incentive to volunteer, and publicize their efforts.

When employees are informed about what their organization is doing and recognized for their role in its success, they will become some of your best spokespeople.

Peter terHorst is president of SymPoint Communications. For more information, visit http://www.sympoint.com

© 2005 SymPoint Communications. All rights reserved. You are free to use this material in whole or in part in print, on a web site or in an email newsletter, as long as you include a complete attribution, including a live web site link. Please notify me where the material will appear.

The attribution should read:

"By Peter terHorst, SymPoint Communications. Please visit http://www.sympoint.com for additional articles and public relations services."

Being part of a trade show gives small business a chance to experience economies of scale and to mix around with the big guys. This may also be the most stressful period for the PR Dept. head as he will hope that R & D people will be able to bring out the latest prototype of the company’s new and “hot” product to a large audience. Top management may plan to use the trade show to increase profitability and market share.

Here are some tips:

The purpose of participation:

Before deciding whether you company should be part of this trade show, there must be a meeting of top management about the demographics of their target audience and the overall impact of the trade show. If the trade show is to launch a new product, then it should be obvious that all promotional literature and samples of the new product be ready. On the other hand, if participation in the trade show is just to create awareness and corporate visibility, then through prior research, ensure that the neighboring booths (your competitors) do not steal your “thunder”.

Consider co-sharing your booth:

Co-sharing your booth with an alliance can be positive if there is synergy. It can also help lower the cost of booth rental and introduce your services to your alliance’s customers.

However, the dangers of this approach is that one exhibitor may garner more exposure and publicity which may cause some dissent; there is also the issue of the signage and the “overall feel” of the booth that has to be agreed by both parties.

The Multimedia experience:

It is logical to prepare a multimedia experience for participants because there will be many booths shouting for attention. Trade shows are normally chaotic in nature. Thus make enquiries about the installation of large projector screens and platforms before committing yourself to the trade show.

Advertise with the trade show organizers:

The trade-show organizers will be promoting the event in the various media and your company should find out if you can tag onto this media blitz. A common method is to offer your company’s new product as a prize for the event’s grand contest.

Logistics Management:

Have you been to an exhibitor’s booth and asked for brochures and be given the reply that they had run out of supply? Similarly, you discovered that the chart displayed at the booth and the information provided in the brochure was not the same. What was your impression of the credibility and level of professionalism of the organization?

It is essential that all information in the brochures and promotional materials be checked for accuracy and their supply sufficient for the entire event. Trade visitors will remember the organization by these items.

Train your sales staff well:

If you need to get temporary staff to help out, ensure that they are well drilled about the new product and the company’s business philosophy. They must be forth-coming with their replies to enquiries from the public. They should not just wear the company’s specially designed T-shirt and hand out flyers!

Feedback forms:

It is not realistic to expect “record sales” during the trade show. It is also important to create a rapport with the trade visitors by encouraging them to fill out feedback forms with their personal particulars. This will entitle them to a gift. The gifts must also be designed so that the organization will be remembered even after the trade show is over.

Networking:

Use this opportunity of being part of the trade show to network with other trade show participants. Set aside some time to interact with them and understand their business and services. You may form future alliances.

Build up the morale of your team:

Being part of a trade show can build up the morale and teamwork of your employees. Remember to rotate the duties of each member like handing out brochures or manning the booth. It is also important that they understand that the image that they convey to trade visitors during the event will go a long way in creating brand consciousness and corporate positioning.

About The Author

Colin Ong TS is a recognised authority in Corporate and Career Strategy. Visit his sites at http://www.mrmc.com.sg; colin@mrmc.com.sg

When I was a Venue Media manager with the Commonwealth Games, I received some of the best coverage of the venues that I was looking after. I had some people ask me what was my secret.

I first inquired what they were doing and found out that some of them had an attitude of seeing the media as something to be suspicious of, to keep at bay and give as little as possible. In turn, the media had little regard for them as well.

There are many people who treat the media this way as well when it comes to their business, and then hope that the media will give them great coverage and a good story as well. This is a receipt for disaster.

First, true media does not have the time or energy to "GET" everyone. Often the people end up getting themselves in their worry or nervousness. They may say something dumb or negative or attack the reporter who is just doing his or her job. In most cases, the media does not have an ulterior motive and is just collecting information. If you do something foolish, remember though that it is not the media’s job to help you out of a crisis.

When you treat people with respect, they are much more likely to treat you the same way. Yes, there could be exception, but in most circumstances, I have found that it was never about me and more about what was happening to them at the time.

For example, I had three cases where the people weren’t great to me, and in each case, they came back to apologize with gift or peace offering in hand.

They were each dealing with personal issues and / or were having a bad day. With forgiveness, you create a friend, someone who is more willing to help you out in the future.

Keep in mind that we need a symbiotic relationship with the media. There will be times when you want to announce an upcoming event, a breakthrough or change in your organization etc. How you have treated them in the past will affect what kind of coverage you will get and whether it is good or not.

The media can supply you with some very valuable free coverage and coverage that is 3rd hand. This coverage gives credibility to what you are doing or saying.

And should something happen that could be negative, the media may write the story whether you cooperate or not. For the most part, it is better to have your comments included rather than them only having half the facts or speculation to go on.

If it is a special event that will last for a while, coffee, treats and smiles go a long way with having them stay and giving good coverage. The cost of a coffee and a treat is small potatoes compared with the coverage that you can receive.

Oh, and my secret, just that. I treated them like human beings. I offered to get them coffee. And when the game went late, on the break I took them up to the athlete and coaches dinner area and gave them sandwiches and drinks. They were able to get great interviews and we received great coverage.

This can be a metaphor for many areas in our lives. Ask yourself, "How am I treating the people in my life that can help me the most?"

P.S. If you like what you’re reading in this ezine,
you’ll love the ebook, "Media Protocol"
If you ever wanted guidelines on what to do and how
to act around the media, This manual is for you.
And increasing quality coverage and build credibility
doesn’t hurt either.
Media Protocol

All the Best!
Maria Boomhower
The Master Communicator
To sign up for a free report on
"The 7 Secrets to Communication Mastery" go to: http://www.falconfreedom.com
And check out my ezine, Master Communicator Blog

The name of the game is doing our part to achieve manage- ment’s objectives. And public relations best practice – properly applied – does just that.

How? The driving force is public relations’ fundamental premise which promises to harness your most important external audiences in a way that actually helps reach those very same business objectives.

Just look at that premise: “People act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving- to-desired-action those people whose behaviors affect the organization, the public relations mission is accomplished.”

It strongly suggests that without the understanding of who and what your organization is all about, the behaviors of those important external audiences may hinder your efforts and, left unattended, tie your organization in knots.

This sentence sums up the bottom line. When public relations alters key audience perceptions, then reaches, persuades and moves them to an action you desire, it clearly helps achieve management’s objectives.

Do you enjoy that kind of support? You can if you employ a program along these lines.

Decide at the start which outside audiences display behaviors that most impact your organization, and list them. We’ll concentrate here on that #1 external audience you believe has the greatest effect on your operations. Of course, other audiences may need your attention as well.

The obvious first step is to find out how members of that “public,” as we call them, actually perceive your organization. The best and quickest way to do this is to interact with those people and ask questions that probe their perceptions. Listen carefully for negative observations and remain alert to factual errors, inaccuracies, misperceptions and even rumors.

These responses enable you to create a public relations goal aimed directly at correcting the damaging perceptions, especially misconceptions and inaccuracies.

Now, you get to select one of three available opinion strategies that show you how you will reach your goal: create opinion where there may be none; change existing opinion, or reinforce it. Your public relations goal will lead you to the proper strategy selection.

The meat of the program is usually the message you will send to members of your target audience. After all, that message will be charged with the task of altering people’s perceptions, and that means it must be persuasive and compelling. It must also be as clear as possible, and contain the facts and figures needed to repair the perception damage. In short, your message must be believable. You might also run it by a few members of your target audience to be sure it has the desired effect on the perception you are striving to alter.

Moving your message to many members of your #1 external audience requires aggressive and carefully targeted communications tactics. Public relations is fortunate to have dozens of such tactics from which to choose. For example, radio and newspaper interviews, letters-to-the-editor, face-to- face meetings and speeches. Or you might select tactics such as facility tours, brochures, community meetings, special events and promotional activity.

In due course, after your communications tactics have spread your message far and wide, you will want to know if you are making any progress. Experience shows that remonitoring your target audience is a must.

You will want to ask the same questions of audience members you used during your data gathering exercise at the start of the program.

Your objective, however, will be different. Now, you will be looking for signs that the offending perception has begun to be altered in the direction you desire. Should more work be necessary, a possible change in the mix and frequency of your communications tactics can be made. And, of course, you would want to review your message for clarity, impact and direction, especially with regard to your supporting facts and figures.

Because we know that predictable behaviors tend to follow changes in perception, your carefully planned public relations effort is well-positioned to create key audience support for management initiatives.

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.

Robert A. Kelly © 2003

About The Author

Bob Kelly counsels, writes and speaks about the fundamental premise of public relations. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, 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. Visit: http://www.prcommentary.com

There are those among America’s managerial cadre who will write off public relations because they’ve been getting little more for their PR dollar than brochures, special events, reporter chatter and press releases.

While they have a right to expect more – a LOT more, from their PR investment, truth is, they ARE getting valuable tactical devices which they can call upon from time to time to move a message from here to there.

But it’s what they are NOT getting that causes unhappiness with their business, non-profit, government agency or association’s current public relations expenditure.

Like assembling the resources and action planning they need to alter individual perception leading to changed behaviors among their most important outside audiences. And doing something to persuade those important folks to their way of thinking, then moving them to take actions that allow their department, group, division or subsidiary to succeed.

No wonder they decide to write off public relations!

What they need is the right public relations plan, one dedicated to getting every member of the PR team working towards the same external audience behaviors which insures that the organization’s public relations effort stays sharply focused.

Not just any plan, but one based on a solid approach to public relations. One, perhaps, like this: people act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving-to-desired- action the very people whose behaviors affect the organization the most, the public relations mission is usually complete.

That manager shouldn’t have to wait long for results to appear, such as membership applications on the rise, bounces in showroom visits; new proposals for strategic alliances and joint ventures; customers making repeat purchases; prospects starting to work with them; and capital givers or specifying sources looking their way.

Heads up managers always get results with this approach by finding out who among their key external audiences is behaving in ways that help or hinder the achievement of their objectives. Then, they list them according to how severely their behaviors affect their organization.

Next they decide how most members of that key outside audience perceive their organization. If resources to cover professional survey counsel aren’t there, the man- ager and his or her PR colleagues will have to monitor those perceptions themselves. Of course the PR folks should already be up to speed about assessing and gathering perception and behavior data.

Once back in the field, they must meet with members of that outside audience asking questions like “Are you familiar with our services or products?” “Have you ever had contact with anyone from our organization? Was it a satisfactory experience?” And if you are that manager, you must be sensitive to negative statements, especially evasive or hesitant replies. Watch carefully for false assumptions, untruths, misconceptions, inaccuracies and potentially damaging rumors. When you find such, you will need to take steps to correct them, as they inevitably lead to negative behaviors.

Now it’s time to identify the specific perception to be altered which then becomes your public relations goal. You obviously want to correct those untruths, inaccuracies, misconceptions or false assumptions.

Once you isolate your public relations goal, you immediately need a strategy to show you how to get there. The wrong strategy, of course, will taste like pickled beets on your Braunschweiger sandwich. It’s just not right.

When you pick out one of three strategies (especially constructed to create perception or opinion where there may be none, or change or reinforce it,) you must insure that the goal and its strategy match each other. You wouldn’t want to select “change existing perception” when current perception is just right suggesting a “reinforce” strategy.

Here you create a compelling message carefully constructed to alter your key target audience’s perception, as specified by your public relations goal.

Fortunately, you can always combine your corrective message with another news announcement or presentation which may give it more credibility by downplaying the apparent need for such a correction.

It seems obvious that the content of your message must be compelling and crystal clear about what perception needs clarification or correction. Of course you must be truthful and your position must be logically explained and believable if it is to hold the attention of members of that target audience, and actually move perception in your direction.

With our own PR jargon, you may notice folks in the PR business alluding to the communications tactics necessary to move your message to the attention of that key external audience, as “beasts of burden” because they must carry your persuasive new thoughts to the eyes and ears of those important outside people.

Luckily, there is no shortage of communications tactics. They include letters-to-the-editor, brochures, press releases and speeches. Or, you might choose radio and newspaper interviews, personal contacts, facility tours or customer briefings. There are scores available and the only selection requirement is that the communications tactics you choose be on record as reaching people just like the members of your key target audience.

The good news is that you can always move things along by adding more communications tactics, AND by increasing their frequencies.

Someone is bound to bring up progress reports which will lead you to return to the field again remonitoring perceptions among your target audience members to test the effectiveness of your communications tactics. Using questions similar to those used during your earlier monitoring session, you’ll now be on ready alert for signs that audience perceptions are beginning to move in your general direction.

You will be well-served to keep your eye on the core of this approach: persuade your most important outside audiences with the greatest impacts on your organization to your way of thinking. Then move them to take actions that help your department, division or subsidiary prevail.

In this way, rather than measuring the narrow results achieved by the tactical subsets of your public relations program like special events, brochures, broadcast plugs or press releases, you will have discovered the only true measure of public relations: the results of your strategic efforts to alter individual perception among your key outside audiences leading to changed behaviors, helping you achieve your managerial objectives.

Put another way, instead of writing off public relations, managers are best advised to assemble the resources and action planning they need to achieve changed behaviors among their most important outside audiences. Then do something to persuade those important folks to their way of thinking, and move them to take actions that allow their department, group, division or subsidiary to succeed.

end

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. Word count is 1245 including guidelines and resource box. Robert A. Kelly © 2005.

Bob Kelly counsels and writes for business, non-profit and association managers about using the fundamental premise of public relations to achieve their operating objectives. He has published over 200 articles on the subject which are listed at EzineArticles.com, click ExpertAuthor, click Robert A. Kelly. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communications, U.S. Department of the Interior, and deputy assistant press secretary, The White House. He holds a bachelor of science degree from Columbia University, major in public relations. mailto:bobkelly@TNI.net Visit:http://www.PRCommentary.com

I define public relations failure this way:

Failure insured! Similar, in fact, to the artillery commander who tells his gunners to point their cannons in any direction and fire them when they feel like it!

No plan, no results!

Why not deal this way with those external target audiences whose behaviors really have an impact on your organization?

Who are they? List them in order of their impact on your operation. And let’s concentrate here on #1.

What do you really know about how they perceive your operation? This is vital, of course, because perceptions almost always lead to predictable behaviors. That’s why it’s so important that you get this step right.

Fact is, you must interact with members of this target audience and question them carefully. What do they think of you and your organization? Do you detect negative undercurrents? Are you surprised by certain inaccuracies or misconceptions? Has a rumor crept in to their consciousness to do its dirty work?

The answers prepare you for establishing the corrective public relations goal. For example, straighten out that wrong impression. Or fix that misconception. Or correct that unfortunate inaccuracy. Rumors, of course, need immediate attention to neutralize them in the minds of target audience members.

With your goal all set, what is your strategy for achieving it? This one is a time-saver because there are only three strategies designed to deal with this situation: create opinion (perceptions) where none may exist; or change existing opinion; or reinforce it. Your goal will point you toward the proper choice.

Now here is the real challenge – preparing the message you will send to members of your target audience.

To be persuasive, it must be believable, clearly presented and compelling. Ideally it should deal with the most important problem you wish to correct so as not to divide the reader’s attention. For example, an inaccuracy, misconception or damaging rumor. Of course, your message must use supporting facts and figures that have been carefully checked for accuracy.

Recapping, you have now monitored and evaluated opinion among your target audience to determine the extent of any problems, you have set your corrective public relations goal and strategy, and you have prepared an impactful and corrective message.

How will you effectively deliver that message to members of that important outside audience? The answer lies in communications tactics, which some refer to as “beasts of burden” because they will carry your message to the right eyes and ears.

There are scores of tactics awaiting your pleasure. For instance, you can use newsletters, special events, press releases or open houses. You might also consider face-to- face-meetings, radio and newspaper interviews, speeches or emails. The key consideration is that a communications tactic be targeted specifically at the members of your #1 external audience.

Sooner rather than later, you will wonder if your public relations effort is making any progress towards your goal.

And that will require that you put on your opinion monitoring hat and go talk to members of your target audience once again.

As them the same questions you used in your earlier information gathering exercise. Only this time, stay alert for answers that indicate perceptions are changing in your direction. Of course, this means that, before long, behaviors should be changing as well.

And that is the test for public relations success: perceptions altered and behaviors modified as called for in your plan.

When all is said and done, what you will have is an important outside audience more accurately informed about your organization and, thus, more likely to behave in ways that help you achieve your objectives.

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.

Robert A. Kelly © 2003

About The Author

Bob Kelly counsels, writes and speaks about the fundamental premise of public relations. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, 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. Visit: http://www.prcommentary.com