Transcript Cutlip & Center's Effective PUBLIC RELATIONS

Cutlip & Center's
Effective
PUBLIC RELATIONS
Tenth Edition
PART III
Management Process
Chapter 12
Step Two:
Planning and Programming
Cutlip & Center's Effective Public Relations, Tenth Edition
Glen Broom
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
Upper Saddle River, New Jersey 07458
All rights reserved.
Study Guide
After studying Chapter 12, you should be able to:
1. Define strategic thinking and strategy and
explain how they relate to strategic planning in
public relations management.
2. Describe the application of management by
objectives (MBO) to public relations planning
and management.
3. Outline the major steps in the planning and
programming process.
12-1
Cutlip & Center's Effective Public Relations, Tenth Edition
Glen Broom
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
Upper Saddle River, New Jersey 07458
All rights reserved.
Study Guide
After studying Chapter 12, you should be able to:
4. List and describe the major approaches to
defining publics.
5. Discuss the characteristics of useful program
objectives and write examples.
6. Describe and give examples of the three major
categories of disasters or crises that
practitioners must anticipate and plan for.
12-2
Cutlip & Center's Effective Public Relations, Tenth Edition
Glen Broom
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
Upper Saddle River, New Jersey 07458
All rights reserved.
Public Relations
Strategic Planning Process
Four-Step
Process
STEP TWO:
Planning
Strategic Planning Steps and
Program Outline
3. Program Goal
“What is the desired situation?”
“By when?”
and
Programming
(Chapter 12)
12-3
Cutlip & Center's Effective Public Relations, Tenth Edition
Glen Broom
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
Upper Saddle River, New Jersey 07458
All rights reserved.
Problem Statement
Blood supplies run short by an average
of 100 units each month during June,
July, August and December, resulting in
emergency room delays, postponed
elective surgeries and expensive blood
transfers.
12-4
Cutlip & Center's Effective Public Relations, Tenth Edition
Glen Broom
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
Upper Saddle River, New Jersey 07458
All rights reserved.
Program Goal
To increase the units of blood
donated by an average of 100
units each month during June,
July, August and December.
12-5
Cutlip & Center's Effective Public Relations, Tenth Edition
Glen Broom
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
Upper Saddle River, New Jersey 07458
All rights reserved.
Public Relations
Strategic Planning Process
12-6
Cutlip & Center's Effective Public Relations, Tenth Edition
Glen Broom
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
Upper Saddle River, New Jersey 07458
All rights reserved.
Public Relations
Strategic Planning Process
Four-Step
Process
Strategic Planning Steps and
Program Outline
STEP TWO:
3. Program Goal
“What is the desired situation?”
“By when?”
4. Strategy
“What is the overall action and
communication plan for achieving
the program goal?”
Planning
and
Programming
(Chapter 12)
12-7
Cutlip & Center's Effective Public Relations, Tenth Edition
Glen Broom
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
Upper Saddle River, New Jersey 07458
All rights reserved.
Your Working Theory
Determines Program Content
12-8
Cutlip & Center's Effective Public Relations, Tenth Edition
Glen Broom
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
Upper Saddle River, New Jersey 07458
All rights reserved.
Your Working Theory
Takes the Form of Strategy and Tactics
12-9
Cutlip & Center's Effective Public Relations, Tenth Edition
Glen Broom
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
Upper Saddle River, New Jersey 07458
All rights reserved.
Public Relations
Strategic Planning Process
Four-Step
Process
STEP TWO:
Planning
and
Programming
(Chapter 12)
Strategic Planning Steps and
Program Outline
3. Program Goal
“What is the desired situation?”
“By when?”
4. Strategy
“What is the overall action and
communication plan for achieving the
program goal?”
“What is the budget available to implement
the program?”
5. Target Publics and Objectives
“Who—internal and external—must the
program respond to, reach, and affect?”
12-10
Cutlip & Center's Effective Public Relations, Tenth Edition
Glen Broom
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
Upper Saddle River, New Jersey 07458
All rights reserved.
Defining Stakeholders/Publics
1. Geographics—natural and political
boundaries
2. Demographics—gender, age, income, marital
status, etc.
3. Psychographics—lifestyle and psychological
characteristics
4. Covert power—behind-the-scenes political
and economic power
12-11
Cutlip & Center's Effective Public Relations, Tenth Edition
Glen Broom
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
Upper Saddle River, New Jersey 07458
All rights reserved.
Defining Stakeholders/Publics
4. Position—positions held by individuals, not
attributes of the incumbents
5. Reputation—“knowledgeables” or “influentials”
identified by others
6. Membership—rosters, lists, and affiliations
7. Role in decision process—actively participate
in making decisions in particular situations
8. Communication behavior—sources of
information, media habits, and personal contacts
12-12
Cutlip & Center's Effective Public Relations, Tenth Edition
Glen Broom
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
Upper Saddle River, New Jersey 07458
All rights reserved.
Public Relations
Strategic Planning Process
Four-Step
Process
STEP TWO:
Planning
and
Programming
(Chapter 12)
Strategic Planning Steps and
Program Outline
3. Program Goal
“What is the desired situation?”
“By when?”
4. Strategy
“What is the overall action and communication
plan for achieving the program goal?”
“What is the budget available to implement the
program?”
5. Target Publics and Objectives
“Who—internal and external—must the
program respond to, reach, and affect?”
“What must be achieved with each public to
accomplish the program goal?”
12-13
Cutlip & Center's Effective Public Relations, Tenth Edition
Glen Broom
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
Upper Saddle River, New Jersey 07458
All rights reserved.
Useful Program Objectives
 Start with the word “to,” followed by an
accomplishment verb.
 Specify a single key outcome to be achieved.
 State the outcome in quantitative terms that can
be measured and verified.
 Set a target date for achieving the outcome.
 Put in writing and referred to often.
12-14
Cutlip & Center's Effective Public Relations, Tenth Edition
Glen Broom
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
Upper Saddle River, New Jersey 07458
All rights reserved.
Anatomy of an Objective
Nature of intended change
Target
Date
Amount
desired
change
Target
public
By July 1, to increase
percentage of home owners
from three to 25 percent who
know that wildfires destroyed
more than 2,500 homes during
the past three years.
Knowledge
12-15
Cutlip & Center's Effective Public Relations, Tenth Edition
Glen Broom
outcome to
be achieved
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
Upper Saddle River, New Jersey 07458
All rights reserved.
Your Working Theory
Takes the Form of Strategy and Tactics
Know
Feel
Do
That is a working theory.
12-16
Cutlip & Center's Effective Public Relations, Tenth Edition
Glen Broom
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
Upper Saddle River, New Jersey 07458
All rights reserved.
Types of Crises
1. Immediate crises happen so suddenly and
unexpectedly that there is little or not time for
research and planning.
Examples include product tampering, death of
a key officer, fire, earthquake, workplace
shooting, and accident.
12-17
Cutlip & Center's Effective Public Relations, Tenth Edition
Glen Broom
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
Upper Saddle River, New Jersey 07458
All rights reserved.
Types of Crises
2. Emerging crises allow more time for research
and planning, but may erupt suddenly after
simmering for long periods.
Examples include employee low morale, sexual
harassment, substance abuse, and over billing
on government contracts.
12-18
Cutlip & Center's Effective Public Relations, Tenth Edition
Glen Broom
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
Upper Saddle River, New Jersey 07458
All rights reserved.
Types of Crises
3. Sustained crises persist for months or years
despite all efforts to resolve the problem.
Examples include rumors reported in the media
or on the Internet, or widely accepted as true
by a significant number of people. No amount
of denial seems to stop the rumor or purge it
from the news.
12-19
Cutlip & Center's Effective Public Relations, Tenth Edition
Glen Broom
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
Upper Saddle River, New Jersey 07458
All rights reserved.
Assignment:
1. Draft the program goal statement in 25
words or less.
2. Select target publics
(Identify which approaches you used to
define target publics)
3. Write objectives for each of the target
publics.
(Use “Know
Feel
Do”
Model)
12-20
Cutlip & Center's Effective Public Relations, Tenth Edition
Glen Broom
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
Upper Saddle River, New Jersey 07458
All rights reserved.
12-21
Cutlip & Center's Effective Public Relations, Tenth Edition
Glen Broom
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
Upper Saddle River, New Jersey 07458
All rights reserved.