Week 11 PR blog: Research and evaluation

• Research is an ongoing process throughout any public relations campaign however the focus of the research, and therefore the techniques chosen , will change throughout
• The purpose of research is to ask relevant questions (present a hypothesis) in order to obtain relevant answers
• When selecting a research technique it is important to consider the campaign objectives, and the time, budget and skills available
• The use of research means that the PR practitioner is more than a technician as research positions PR “as a purposive goal directed and problem solving management function” (Broome & Dozier cited in Johnstone & Zawawi, 220, p. 139)
• While instinct and intuition are important PR skills management nonetheless requires PR to be accountable by considering what research the organisation can afford to do
• PR research involves gaining information relevant to the organisations current situation i.e. the needs and attitudes of stakeholders; the strengths and weaknesses of competitors; environmental or political issues that affect the organisations success

3 phases of research in a public relations campaign

• 1. Input: the initial stage of research that identifies what goes into a campaign; contributes to the next stage (outputs) or what will be used during the development and implementation stage; clarifies the organisations objectives; gathering of information about the organisations image, status, history, overviews of previous campaigns and a SWOT analysis (strengths, weaknesses, opportunities, threats)
• 2. Outputs: the actual elements of a campaign; gathering of information regarding the external environments and factors influencing the current situation
• 3. Outcomes: research at the conclusion of a campaign to determine the results of outputs on target publics

Benchmarking identifies a situation prior to implementation of a campaign and measures a campaigns success or failure at its completion through

1. Exploratory research (to identify issues)
2. Development research (prioritises the target publics identified by exploratory research and addresses the costs involved in implementing a program)

Output research:

• Measures the extent to which the organisations goals and objectives are met
• Indicates the success or failure of a strategy
• Demonstrates the effectiveness of planning and communication
• Checks that the channels of communication or the communication mix are correct
• Gathers information on the appropriateness of message and activity content and the quality of message and activity presentations
• is useful for measuring activities but should not be used to justify the effectiveness of a program (activity should not be confused with achievement)
• should reflect a change in the target public's awareness, understanding, attitude or behaviour from an agreed benchmark (pre-determined with evaluation criteria established at the planning stage)
• Should be directed by the objectives and set out in measurable and specific terms

Both formal and informal research techniques use quantitative and qualitative technique

• Quantitative research uses verification based methods; is used by PR as confirmatory research; larger groups are sampled with samples in the form of mathematical analysis; can be replicated; is conducted by professional researchers
• Qualitative research is interpretative and in depth (smaller groups sampled); is open to additional information and insights, is descriptive and informative, emphasises analysis and syntheses of information

Primary research is original research conducted for or by an organisation

Secondary research utilises others findings such as:

• Formal research- reliable, credible and objective; begins with a question (hypothesis) that requires an answer (may be broken down into smaller questions); has predictive value

• Informal research is subjective, has no agreed procedures; does not offer prediction value; cannot be replicated; offers insight into issues

The range of research methodologies available to PR practitioners include: surveys, mail, telephone, fact to face, internet, in-depth interviews, focus groups, ethnographic studies, case studies, analysis of existing data, organisational culture studies, feedback analysis, media monitoring, content analysis, benchmark research, statistical analysis, environmental monitoring, communication audits, corporate communication archives, testimonials, expert review, internet monitoring, measurement of online presence, advertising value equivalents (AVEs), and secondary information sources. All of these factors making me consider that if you want to be a PR practitioner then you had better enjoy research!

These blog notes are taken from: Singh, R & Glenny, L ‘Research and evaluation’ in Johnstone & Zawawi, Eds., 2004, Public relations theory and practice, Allen & Unwin, Crows Nest.

Week 10 PR blog: Strategy, planning and scheduling

Johnstone & Zawawi (2004) suggest that the purpose of a strategy is “to convey the detailed and complicated information necessary to enable shareholders to make an informed decision while maintaining control of the message”.

The key points of chapter 7 I identified were that

1. A strategy is an underlying rationale that guides the selection of tactics (or stages) to be used in a PR plan

2. Strategies become effective through planning, budgeting, and scheduling; each stage implemented through the strategic processes of
• Creation of organisational vision and mission statements
• Creation of public relations vision and mission statements
• Establishment of performance indicators
• Budgeting
• Writing of a strategic public relations plan
• Scheduling of public relations plan activities

3. By designing a strategic plan, the identification, implementation, and management of a public relations goal are realised and while supporting and complementing the goals of the organisation

4. Strategic plans provide a framework from which budgets can be established, tactics selected, and their implementation monitored

5. PR strategies are proactive i.e. communications are intentional and deliberately managed to be open and candid, and are focused primarily on the customer and the marketplace.

I found this final point particularly relevant as it defines the purpose of the messages written and conveyed through the field of public relations. I think the terms ‘open and candid’ provide the practitioner with an ideal applicable to most if not all circumstances; the terms “intentional and deliberately managed” are similarly unambiguous; and the terms ‘customer and the marketplace’ while sounding somewhat like marketing, are nonetheless the reason for the existence of most messages.

The first of two case studies outlined in chapter 7 is ‘ Newsletter production and distribution work instructions’ which outlines the objectives of publishing internal newsletters and demonstrates the strategies, planning, and scheduling processes that are used. By following the journalistic rules of asking who, why, when, what, where and how; ways of getting leads, and using differing styles and approaches, diverse audiences can be addressed.

The 2^nd case study ‘Hostile company takeover bid for Aliquot Asset Management’ was an example of a much less commonplace PR role and therefore was especially interesting as it demonstrated for me the power of PR to positively influence shareholder relationships.

Both of these case studies exemplify how having an underlying rationale, enables the use of proactive strategies.

Chapter 8: Tactics

The points that I found relevant in this chapter are that

• The terms ‘strategy’ and ‘tactics’ are defined as meaning different things; strategy being the over-arching plan that allows a PR practitioner to help ensure that organisation goals and objectives are achieved and which, when determined, dictates the campaigns direction and the tactics that will therefore be employed.
• There are both controlled and uncontrolled tactics- examples of controlled tactics include advertising, annual reports, posters and are ‘controlled’ in design and distribution by the practitioner. Uncontrolled tactics are those that can be altered or blocked (the most obvious example being media relations).
• When selecting a tactic the differing methods of communication delivery affect the effectiveness and impact of a message; each having both advantages and disadvantages.
• Commonly used tactics include media relations; research; printed materials such as flyers, leaflets and brochures; annual reports; newsletters; direct mail.
• All communications require consistency of design and all strategies, campaigns and tactics should be aligned to maintain ‘brand’ integrity and positioning
• The success of any campaign is dependent upon the analytical and creative skill of the practitioner to select tactics that take into consideration various complex and impacting factors
• Tactics must always relate back to strategy as they provide the link between the strategy and how it is executed or delivered
• Tactics must be selected with the target audience in mind; the tactics appropriateness accordingly considering the vehicle that will deliver the message, the advantages and disadvantages of the selected vehicle and the available budget

The case study ‘Gaining public support for the Energex community rescue helicopter service’ demonstrates how by branding all Energex messages with ‘Energex community rescue’, together with the development of emotional rescue stories as the basis for selected communication tactics, the stated objectives of the campaign were exceeded.

This chapter made me consider the technical role of being a PR practitioner and the diversity of approaches that each campaign calls for.

These blog notes are taken from: Johnstone & Zawawi (2004)
Chapter 7: Strategy, planning and scheduling

Week 9 PR blog: Sponsorship

Another public relations tactic is that of sponsorship and special events; used by organisations to achieve specific goals. Albeit one of the most expensive tactics used by PR, the goodwill that can be delivered by a well targeted and managed sponsorship campaign can be equally large and can also be a “visible manifestation of community partnering” (Johnstone & Zawawi, 2004, p. 346). Amongst the key points identified were that the larger the event, the more likely the need for sponsorship and accordingly is the reason why both often operate in tandem. A well run event can make the PR person a ‘star’ while conversely, poorly run events can be disastrous for the PR practitioners career; success requiring creativity in not only fulfilling the aims and strategies of the organisation and sponsor, but in attracting the attention of the media.
“Sponsorship is the purchase of specific rights and benefits associated with an event, organisation or individual” and should not be “confused with philanthropy, donations or bequests” which, unlike sponsorship, do not expect a return (Johnstone & Zawawi, 2004, p. 347). However returns may not rely solely on monetary considerations and can also take the form of mutually beneficial shared relationships such as expertise and manpower. Sponsorship provides a focal point for sales and marketing by providing high visibility of products to potential customers and, as Geldard & Sinclair (Cited in Johnstone & Zawawi, 2004, p. 347) suggest, also provides exclusivity, image association, hospitality for client entertainment, product sampling, signage rights, merchandising, networking with people of importance, media coverage, use of personnel for advertising, and promotions and sale opportunities”.
Johnstone & Zawawi (2004) identify three types of sponsorship:
- Philanthropic (generally community based with tax, goodwill and community benefits; an example being the Myer family)
- Corporate (sponsorship not normally linked to an organisations business; links the sponsoring organisation with a high profile event; puts a positive impression in the organisations public minds e.g. McDonalds sponsorship of junior tennis)
- Marketing sponsorship (offers cash and goods in return for tangible revenue oriented results and is used primarily to promote products and services e.g. Nike/ Adidas)
When writing a sponsorship proposal it is essential to consider the motives and goals of the target audience and of the organisation (what is in it for them?) and to analyse factors such as what the sponsorship will achieve (i.e. boost sales, competitive advantage, publicity, goodwill, improve image, communicate key messages, improve staff morale, form business relationships, cost-effective advertising); what constitutes an unsuitable sponsorship; and the available resources (i.e. is the sponsorship being sought in conjunction with an event?).
Once this is done, a 1 page proposal is written with a particular organisation in mind and which needs to address the ‘hot-keys’ of the organisations decision-maker without any prior contact with that person (research any other sponsorship they may have participated in (check on their website) and request a copy of their annual report). The proposal should also include a cover letter, background, sponsor benefits, images of past events, and a specific request for sponsorship. Proposals should also be unambiguous with clearly defined parameters in order to protect sponsors.
Ambush marketing is when a company misrepresents itself as being associated with an event when it has no legal, moral or official right to do so. Johnstone & Zawawi (2004, p. 371) cite the case study (13.4) ‘Qantas and the Sydney 2000 Olympic games’ in which despite Ansett being the major sponsor, “Qantas was among a number of organisations accused of ambushing three years before the 2000 Olympics by using high-profile athletes in advertising campaigns”.
This case study made me consider that the unethical standpoint of the sporting organisations and sponsorship advocates suggested by Johnstone & Zawawi (2004) is somewhat surprising considering they should benefit financially from any form of sponsorship for those they represent and isn’t their responsibility to their client ? The opposing argument of ‘market competition’ by marketing executives was, I thought, quite a clever marketing technique (ethical considerations aside) and although I was previously unaware of the use of such tactics I found myself siding with Qantas as perhaps Ansett should have been more pro-active in gaining publicity (and could have taken a leaf out of Qantas’ book)?

This blog is taken from: chapter 13 ‘Sponsorship’ in Johnstone & Zawawi (2004),

Week 8 PR blog

With much of the literature “portraying journalist-practitioner relations as adversarial, and with journalists denigrating practitioners professional behaviours and status,” how to contact journalists can leave PR practitioners in somewhat of a quandary argues Sallot & Johnson (2006, p. 83). By being familiar with media processes, practitioners are more able to frame their stories and consequently for them to be placed within the news media- which in turn influences public opinion and the public agenda. Sallot & Johnson (2006) studied journalists in order to research how journalists assess the quality of practitioners’ framing in their information subsidies for news media, and the modes of contact journalists preferred practitioners to use.
The study found that journalists “complained of practitioners’ lack of news sense and values, accuracy, timeliness, and style of presentation” (i.e. the inverted pyramid); with one journalist suggesting that practitioners “know the nature of the beat, know the style of the journalist, know how they [sic] write and what interests them, and the result will be mutually beneficial relationships”. Other complaints included lack of the use of local angles; subsidies that were “overly self-serving”; poor quality writing and inaccuracies. However Practitioners representing non-profit organizations were seen as less self-serving with many journalists who make use of subsidies that benefit non-profits “feeling good” for “helping the cause”.
Of more concern are the Sixty-nine percent who charged practitioners were lacking ethics. “Common complaints concerned practitioners who lie, withhold “truth” and cover up, and try to win coverage for their clients”. Some journalists considered practitioners with prior experience as journalists to be more skilled and ethical.
With some journalists liking and others disliking the following: e-mail with attachments; press kits; links toWeb sites; CD-ROMs; PR Newswire; promotional items; samples of products; photos; VNRs; file footage; and free CDs and DVDs, concert tickets and lunches; and others preferring practitioners to ask exactly which mode they personally preferred, meaning that media practitioners Sallot & Johnson (2006) argue, “have their work cut out for them”. That said “practitioners who tailor delivery of their subsidies to individual journalists’ preferences vastly improve their media relationships and chances of success” (Sallot & Johnstone, 2006).

Tymson, Lazar & Lazar (2006) suggest that with hundreds of press releases issued daily, it is important that the media release is newsworthy, well written, appropriately targeted and professionally presented. The points that I have taken from this weeks readings is that while approaching journalists is sometimes uncomfortable, PR practitioners, by preparing media releases well and by observing the comments made by journalists as regards what they are seeking, in this way are acting professionally and it is hoped they will be treated accordingly – by acting professionally and ethically practitioners are aiming to be the best that they can be.

Week 8 Pr Blog taken from
Sallot, M. & Johnson, A. (2006). To contact …or not?: Investigating journalists’ assessments of public relations subsidies and contact preferences. Public Relations Review. 32 (1) 83-86.
Tymson, C Lazar, P. & Lazar, R. (Eds.). (2006). ‘Writing a media release, The new Australian and New Zealand public relations manual (5th ed.). Manly: Tymson Communications.