Transcript Four Models of Public Relations

Norsk Hotellhøyskole
Communication Models
PR Management
PR Strategy
20.02.2001
Peggy Simcic Brønn
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Basic Communications Model
Source
Message
Medium
Receiver
Feedback
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Communications
Fundamentals
Communicator
 Message
 Audience
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» Networks
– Internal and external
– Formal and informal
– Upward/downward & horizontal
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Effective Communications
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Designed for:
» Situation, time, place and audience
Specific messages
 Specific audiences
 Specific results
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Diffusion Process
Awareness - learns about
product/service
 Interest - gets more information
 Evaluation - tries it out mentally
 Trials - uses or tries a little
 Adoption - uses it and continues to use
it
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Objectives
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Impact
– informational
– attitudinal
– behavioral
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Output
– distribution to uncontrolled media
– distribution to controlled media
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7 C’s of Communication
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Credibility
Context
Content
Clarity
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Continuity and
consistency
Channels
Capability of
audience
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Four Models of Public
Relations
Press Agent/Publicity Model
 Public-Information Model
 Two-Way Asymmetric Model
 Two-Way Symmetric Model
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Press Agentry/Publicity Model
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Purpose:
Propaganda
Communications: 1-Way, Complete
Truth NOT Important
Model:
Source
Receiver
Research:
Little
Example:
Used Today:
Athletic events,
Theatre, Product Promotion
Percent:
15%
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Public Information Model
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Purpose:
Spread Information
Communications: 1-Way, Complete
Truth IS Important
Model:
Source
Receiver
Research:
Little
Example:
Used Today:
Governments, Business
and Non-Profits
Percent:
50%
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Two-Way Asymmetric Model
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Purpose:
Scientific Persuasion
Communications: 2-Way, Unbalanced Effects
Model: Source
Receiver Feedback
Research: Formative; Evaluate Attitudes
Example:
Used Today: Competitive Businesses,
Agencies
Percent:
20%
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Two-Way Symmetric Model
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Purpose:
Mutual Understanding
Communications: 2-Way, Balanced Efforts
Model: Group
Group
Feedback
Research:
Formative: Evaluate
Understanding
Example:
Used Today:
Regulated Businesses, PR
Agencies, Associations
Percent:
20%
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Coorientational Model
Issue
Organization’s
Definition and
Evaluation of Issue
Congruency
Organization’s
Perception of
Public A’s Views
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Agreement
Understanding
Accuracy
Public A’s
Definition and
Evaluation of Issue
Congruency
Public A’s
Perception of
Organization’s Views
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PR Roles
 Communication
technician
 Communications manager
- Expert prescriber
- Communication facilitator
- Problem-solving process
facilitator
 Media
Relations
 Communications Liaison
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Organizational Environments
and Roles
Low Threat
Little
Change
Much
Change
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High Threat
Communication Problem-Solving
Process
Technician
Facilitator
Communication
Facilitator
Expert
Prescriber
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Craft Public Relations (Technicians)
Propaganda
Journalism
Press Agentry Model
Public Information Model
Professional Public Relations
Asymmetrical
2-Way Asymmetrical Model
Symmetrical
2-Way Symmetrical Model
How Roles Contribute to PR Department
and Organizational Goals
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Closed Systems Management Approach
» Press Agentry/Publicity
» Public Information Models
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Open Systems Management Approach
» Two-Way Asymmetric
» Two-Way Symmetric Models
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Key Concepts in Strategic
Process
Strategic thinking
 Strategic planning
 Goals
 Objectives
 Strategy
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Key Elements of Strategic
Processes
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Environmental Scanning
» Concrete system yielding reports in understood
language
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Stakeholder Management
» Concrete method for identifying stakeholders
» Team mapping of assumptions
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Issues Management
» Existence of policy plan with philosophy, goals,
tactics to support strategic plan
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Strategic Planning in PR
Defining the problem
 Planning and programming
 Taking action and communicating
 Evaluating the program
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A Public Relations Process:
ROPE
Research - clients, problem, publics
 Objectives - impact, output
 Programming - theme, action, media,
communication
 Evaluation - impact, output
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Research
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Client - organization, products, services
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Problem - why; proactive vs reactive
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Publics/audience - identification,
targeting
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Publics - Stakeholders
Primary - relate to on an active and
continuous basis
 Secondary - relate to on a fairly
continuous basis
 Tertiary - occasional contact
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Major Publics
Media
 Employee
 Member
 Community
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Government
 Investor
 Consumer
 Special
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Objectives
 Impact
–informational
–attitudinal
–behavioral
 Output
–distribution to uncontrolled media
–distribution to controlled media
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Programming
Statement of theme and/or messages to
be communicated
 Action or event around theme or
messages
 Plan media use - controlled,
uncontrolled
 Effectively communicating program
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Effective Communication
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source credibility
message: salient
information
message: effective
nonverbal clues
message: effective
verbal clues
channel and
feedback: 2-way
communication
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receivers: opinion
leaders
receivers: group
influence
receivers: selective
exposure
feedback: audience
participation
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Evaluation
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Monitoring and assessment of:
– impact objectives
– output objectives
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4-Step PR Process (Cutlip, et al.)
 Define
PR Opportunites or
Problem
 Planning & Programming
 Taking Action & Communicating
 Evaluating the Program
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1. Defining Opportunities/Problems
-- What’s Happening Now?
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The Problem or
Opportunity
» Background
» Causes
» Precedents
» Allies
» Opponents
» Neutrals
» Program goals
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Situation Analysis
» Internal Factors
» External Factors
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2. Planning & Programming -- What
should we do and say, and why?
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Strategic Analysis
» Objectives
» Alternatives
» Risk-benefits
» Consequences
» Decision
» Tactics
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Significant
Publics
(Stakeholders)
» Public #1
» Public #2
» Public #3
» Public #4
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2. Planning & Programming
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Program
objectives for
each public
» Vehicles, media
» Talent
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Costs
 Approvals
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» Commitment
» Support
» Participation
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3. Taking Action and Communicating -How and when do we do and say it?
Action Program Strategies
 Communication Program Strategies
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» Message -- content, timing, repetition,
follow-up
» Media -- behavioral changes
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Program Implementation Plans
» Assignment of responsibilities
» Schedule
» Budget
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4. Evaluating the Program -- How
did we do?
Results -- yardsticks
 Conclusions
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» Revision
» Renewal
» Termination
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Feedback
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