Lecture / Chapter 8

Question 1

Needle move

Answer 1

clients/orgs expect measurable results - can be tough when building/maintaining relationships is intangible - need tangible measures for values of relationships

Question 2

output

Answer 2

number of news releases sent (# of clips/reach/impressions)

Question 3

outcome

Answer 3

did target publics take intended actions?

Question 4

output measures

Answer 4

short-term measures that do not necessarily create lasting change in PR environment

Question 5

issues management

Answer 5

attempt to id emerging issues that could have future impact on organization - gives time to plan for/eliminate potential problems

Question 6

research strategy questions

Answer 6

where to get info, how to gather it

Question 7

client research

Answer 7

need to know client size, nature of products/services, history, staffing, markets, customers, budget, legal environment, reputation, values

Question 8

stakeholder research

Answer 8

which publics are important to client success, what is each publics stake/self-interest as it relates to issue

Question 9

stakeholders are not

Answer 9

large homogenous mass - collection of constituencies w different needs/concerns

Question 10

problem-opportunity research

Answer 10

what is at issue? what stake, if any, does organization have in this issue?

Question 11

evaluation research

Answer 11

designed to measure success of PR efforts, closely tied to planning - measurement of success should be one of first steps at start of PR campaign - not an afterthough

Question 12

barcelona principles

Answer 12

1. need to set measurable goals
2. measurement/evaluation should id outputs/outcomes/impact
3. outcomes/impacts should be aided for stakeholders/society/org
4. measurement/evaluation should be mixed methodology (qualitative and quantitative)
5. AVES are NOT values of comms
6. holistic comms eval includes online/offline channels
7. eval is rooted in integrity/transparency to drive learning/insight

Question 13

comms audit

Answer 13

used to determine whether org comms are consistent w values-driven misison/goals - done every second year ish

Question 14

comms audit materials

Answer 14

annual reports, memos, emails, SM, reports, media interviews - is it in alignment with who we are as company

Question 15

Comms audit goals

Answer 15

ensure primary/secondary publics receiving appropriate messages, avoid issues through early id of issues, assess comms effectiveness, evaluate comms relevance, determine if key messages are being received/understood

Question 16

effective plans

Answer 16

are values driven, based on goal, desired measurable outcomes, dealines

Question 17

good plans begin with:

Answer 17

good research – in clients, stakeholders, problem/opportunity. End with evaluative research – what values-based outcome do we seek?

Question 18

Types of plans:

Answer 18

ad hoc, standing, contingency, plans for entire organization

Question 19

Ad hoc plan:

Answer 19

“for this purpose only”, temporary in nature, designed to address specific situation

Question 20

Standing plans:

Answer 20

ongoing/long term, designed to nurture important relationships, *can stand too long and become “tradition”. Comms audit can determine if a plan needs to be revised/is obsolete

Question 21

Contingency plans:

Answer 21

“what if” plans. Designed to address variety of situations as they arise. Crisis comms plan is best-known form. Previously in red binders

Question 22

Planning for the entire organization:

Answer 22

PR practitioners contribute to organizational planning because we can represent how realistic values/missions/business goals depend on clear understanding of relationships with key stakeholders, and we contribute to the fulfillment of an org’s values, missions, business goals.

Question 23

Why do we plan:

Answer 23

keep actions in line with org’s values-based missions, to secure needed resources, control our destiny, better understand our research, help to achieve consensus, effectively manage resources,

Question 24

Actions in line w org’s values-based mission:

Answer 24

prevents random, pointless actions

Question 25

Control our destiny:

Answer 25

proactively address issues, ensures relationships are a strength not weakness

Question 26

How do we plan?:

Answer 26

consensus building, brainstorming (publics, values, message, media),

Question 27

Brainstorming grid:

Answer 27

sections for Publics (which publics are/should be involved? Who is relevant? Who are the opinion leaders/decision makers). Resources (what do we require from each public to meet our goals?), Values (what are the publics’ values, where do we align/conflict? What are their interests, stakes, involved values - why do they care), Message (speak to each public’s values), media

Question 28

The written plan:

Answer 28

only 1 GOAL, objectives, strategies, tactics,

Question 29

Goal:

Answer 29

the generalized statement of the desired outcome - often begins with infinitives such as “to improve” or “to increase”. Address the business problem, focus on what we can accomplish through communication. Eg - if the company is losing customers/profits due to what an executive posted on twitter, goal is to recoup lost profit `

Question 30

Objectives:

Answer 30

specific milestones that measure progress towards achievement of a goal - “To do WHAT with WHOM by HOW MUCH within WHAT TIMEFRAME”

Question 31

Good objectives:

Answer 31

specify a desired outcome, specify one or more target audiences, are measurable, refer to ends (not means), have a deadline or timeframe.

Question 32

Written Plan:

Answer 32

specific, clear, audience specific. Ask what you need to do – change perception/opinion, inform, educate, persuade, involve, clarify, increase participation/support

Question 33

Strategies:

Answer 33

help you move from specific objectives to specific actions - general description of kinds/tones of actions (tactics), begin with active verbs - resemble general commands

Question 34

Seven basic kinds of strategies:

Answer 34

cooperative problem solving, promise and reward, threat and punishment, bargaining

Question 35

Cooperative problem solving:

Answer 35

creation of partnerships to identify and solve problems

Question 36

Promise and Reward:

Answer 36

assurance of benefits for cooperative behavior

Question 37

Tactics:

Answer 37

specific relationship-building actions, begin with active verbs, can include descriptions of actions, deadlines, budgets, supervisors, and other related matters

Question 38

Number of objectives:

Answer 38

between 3-4

Question 39

Number of strategies:

Answer 39

depends on the complexities

Question 40

stages of planning process seven

Answer 40

consensus building (get everyone on same page), brainstorming (speculative phase), developing written plan, expand plan to proposal,

Question 41

seven basic strategies

Answer 41

informative, persuasive, facilitative (delivery of resources to help public act), cooperative problem solving (creation of partnerships to id/solve problems), promise and reward (benefits for good behaviours), threat and punishment (penalties for uncooperation), bargaining (trading resources for resources)

Question 42

tactic info

Answer 42

brief description, deadline, budget, special requirements, supervisor

Question 43

SWOT analysis

Answer 43

strengths, weaknesses, opportunities, threats

Question 44

proposal sections

Answer 44

title page, executive summary (one page - describes problem/opportunity, ids targeted publics, lists primary tactics, budget summary), situation analysis , concise statement of purpose, list of description of publics that plan targets, plan specifying goals/objectives/strategies/tactics, other sections as appropriate