Week 10 - Research and Evaluation

This week's readings highlight the importance of research and evaluation in the public relations profession. I think the key points to remember from this week's readings are that there are three distinct but related phases of research, as well as various research techniques, that together as a whole will facilitate a public relations campaign in all stages of its development.

The first phase is input research, which is akin to a reconnaissance mission that a practitioner undertakes to get a feel of the existing market situation. It also involves gathering as much information as possible about the strengths, weaknesses, opportunities and threats facing an organisation. This is the first step towards formulating a public relations plan's objectives and goals. The second step, which occurs during the output phase, allows researchers to adjust and calibrate any missteps or flaws in a strategic plan. It also allows them to keep tabs on whether the tactics used are on their way to achieving the desired outcome, by measuring the number of consumers who have received or participated in a plan so far. Outcome research is the last phase in the progression of a public relations plan, and allows the practitioner to evaluate whether the original strategic objectives have been met. All of these research phases are undertaken using various qualitative (descriptive and exploratory) or quantitative (confirmatory and survey-based) methodologies. Research techniques, such as surveys and focus groups, aid in achieving the aforementioned research goals.

The readings made me think more about public relations theory and practice, in that while research may seem dry and complicated, it is also an essential process and a useful skill to possess in navigating the complexities and demands of the profession. Choosing the right research method and technique is key to gathering relevant information for all aspects of public relations practice. Research know-how is required in many different facets of the job scope, from accounting for investment budgets to analysing trends in media monitoring. In addition, the skills cultivated during the research process can be applied to daily problem-solving in the office. I also think that research must be done judiciously, so as not to waste unnecessary time or money, and that it must be carried out in an ethical and responsible way. If executed properly, research can be an invaluable tool in public relations practice.

Week 9 - Strategy, Planning & Scheduling/ Tactics

This week's readings discuss the four main weapons in a public relations practitioner's arsenal of munitions in communicating effectively with his or her organisation's publics: strategy, planning, scheduling and tactics. The military associations with these terms reflect the care and precision with which one must go about this. I think the key points to remember from this week's readings are that a sound strategy, coupled with the selection of the correct tactics to be used, is essential for any successful public relations campaign.

The mainstay of a good public relations campaign is a good strategic plan, exemplified by the ten points outlined in Zawawi and Johnston's strategic communication plan. The 1) executive summary is a concise abstract of the goals and objectives of the plan, as well as a brief outline of the tactics employed and time frame. The 2) vision and mission is the next important step, and enables the organisation to communicate to its publics the company's aspirations and values. A 3) background and situation analysis, on the other hand, enables the organisation to pinpoint particular strengths and weaknesses. Following that, we should also 4) define in detail the tactics needed to achieve our stated goals, 5) define our publics so as to tailor an effective message for each of them, and 6) define the overarching theme of our plan. In addition, a 7) careful selection of tactics and communication methods must be carried out, together with an illustration of how these particular strategies will be of use to the plan. We must also 8) give a breakdown of the time frame and schedule of the plan. There should be 9) careful monitoring and evaluating of these tactics, too, so that an exigency plan can be formulated, should these tactics prove untenable. Lastly, a (10) prudent budget must be given, with an estimation of the costs of the various activities pertaining to the plan.

Having gone on at some length about the specifics of a strategic plan, it would be important at this juncture to note the difference between a strategy and a tactic. While they might appear to be synonyms for each other, in the public relations world a strategy is a macro vision of sorts, a blueprint for success in achieving stated goals and objectives. On the other hand, a tactic is the choice of tool used to implement the aforementioned strategy. As such, another key point to note from this week's readings is that care must be taken to continually assess the tactics chosen, to ensure that we are not going off on a tangent. In other words, the tactics must relate back to achieving the desired strategic outcome. There are many tactics one can use in achieving our strategic aims. Controlled tactics, in which the practitioner oversees the entire process, include stuff like brochures and advertising. Uncontrolled tactics involve messages mediated by the media that may be diluted or blocked entirely, and therefore carry a higher degree of risk.

The readings have made me think more about public relations theory and practice, in that one must have the dexterity and flexibility to employ both controlled and uncontrolled tactics in implementing a strategic plan. A practitioner must also have a creative and visual eye for detail when selecting tactics to grab a public's attention. For example, seemingly trivial things, like the choice of photographs and the colour of typography used, can have a big visual impact on our audience. At the same time, one must also be analytical and precise, always taking a step back to see whether a chosen tactic is in line with the stated objectives of a strategic plan. A combination of creative flair and analytical skill is what is needed to clinch an effective public relations campaign.

Week 8 - Sponsorship and Event Management

This week's readings centre on two of the strategies public relations practitioners can employ in promoting their organisations to their publics: sponsorship and events. Sponsorship involves partnering with other organisations or individuals, in return for specific rights and benefits. The scope for events is wide and diverse, and can run the gamut from news conferences to corporate entertainment. I think the key points to remember from this week's readings are that these two related strategies are highly visible aspects of public relations work, and can be used to great effect in promoting the organisation. However, both tactics require careful planning and assessment for successful execution.

Sponsorship can generate goodwill and media coverage, as well as place an organisation's products in the public's eye. With such great potential for success or failure, sponsorship initiatives need to be critically assessed, namely by coming up with a detailed sponsorship proposal. A public relations practitioner must research the target organisation to ensure that it is the right fit for our target audience and motives. We must be certain of the objectives of the sponsorship, the rights and benefits to be gleaned, and whether the sponsorship would improve our image, offer exclusivity, and increase brand awareness. I also think that it would be a good idea to come up with a strategic plan outlining the projected outcome of the sponsorship activity, implementation timelines, evaluation methods for measuring the impact of the sponsorship, as well as key performance indicators to determine whether we have achieved said goals and objectives.

On a similar note, event management involves formulating a suitable event by going through a checklist to verify the event's feasibility. This includes calculating the potential cost of the event, as well as whether the event will produce a positive effect on the organisation's key publics. The planning process would include the nitty-gritty details of ensuring a successful event, such as appointing key personnel, arranging catering services and coming up with a practical budget. The planning does not stop with the end of the event. Debriefing meetings with the main committee should be held to review and assess the outcome of the event.

This week's readings made me think about public relations practice in that sponsorship and event management are both inherently risky practices. There are no guarantees that both tactics would result in the public even taking notice of them. As such, there is no place for mediocrity. Events and sponsorship must be impactful, entertaining and unique, in order for them to generate the desired outcome of increased publicity. Also, because of the high risk of failure, I think that it would be prudent for any organisation planning sponsorship and events to develop a risk management strategy, in case of unforeseen crises and setbacks. A useful tool for risk management would be the O'Toole and Mikolaitis (2002) process of risk analysis, to identify, evaluate and manage any potential risks involved. Together with careful planning, this will ensure success in the area of sponsorship and event management.

Week 7 - Investigating journalists’ assessments of public relations subsidies and contact preferences

This week's readings stem from a report published in the Public Relations Review, in which the authors attempted to ascertain the preferences and assessments of journalists vis-à-vis the media releases and promotional material provided by public relations practitioners. The study was conducted via a series of interviews, and the results revealed a widespread discontent among journalists regarding the practices of public relations personnel, with a majority of the journalists interviewed complaining of practitioners' "lack of news sense and values, accuracy, timeliness, and style of presentation". In addition, a significant number (78%) of the journalists interviewed also griped about the perceived self-serving, overtly self-promotional nature of the information provided by public relations practitioners.

What are we to make of all of this? I think the key points to remember from this week's readings are that there is clearly a disconnect between the two professions, which must be bridged by vigorous efforts on the part of public relations practitioners, in order to reap the full benefits of what should be a mutually beneficial relationship. Public relations practitioners should research the preferred modes of delivery of information, as well as how this information should be framed, so as to increase the likelihood of this information being used in the media.

The readings also made me think more about public relations theory and practice, in that practitioners should have a good grasp of the basic requirements of a good media release. We should attempt to emulate the preferred writing style of journalists. One good way to do so would be to use the inverted pyramid format in presenting our information. This means placing the most interesting, important and meaningful information at the top of the media release, followed by information of diminishing importance. This echoes the writing style most frequently used in news writing today, making journalists more inclined to use our media release in their stories. In addition, I think it would be good to include an interesting quote or two in the media release for impact, as well as include contact and practical details for follow-up action. All of this underscores the importance of good writing as a prerequisite for public relations practitioners today, and the importance of framing and developing your information correctly, to ensure a good working relationship with journalists.

Week 6 - Media Relations

Media relations and publicity are an important function in public relations, as can be seen by the interchangeability of the terms when discussing the profession. However, media relations encompass a far wider range of activities than that usually associated with a publicist. I think the key points to remember from this week's readings are that media relations require an in-depth understanding of the organisational structure of the media newsroom, as well as a good grasp of the various tools available in targeting a specific audience.

I think it is important to have an idea of the newsroom hierarchy, so as to know who to approach and develop professional working relationships with. As such, a public relations practitioner should strive towards being on cordial terms with roundspeople and the chief of staff, as these will be the people whom one would interact with on a frequent basis. By forging good working relationships with journalists, one can minimise the likelihood of your organisation being portrayed in an excessively negative light in the media. In addition, it is also essential that a public relations practitioner be able to select the appropriate media for a specific public. This will also entail research into the demographic make-up of an audience, so as to tailor-fit the intended message for them. Media tools such as media releases, advertisements, media kits and feature articles may be used to reach out to as wide an audience as possible. One interesting development would be the increasing trend of harnessing the power of the Internet to create weblogs or profiles of the company, which can be accessed by an increasingly wide group of computer-literate consumers.

The readings also made me think more about public relations theory and practice, in that the media and public relations are really two sides of the same coin. They have a mutually beneficial relationship. Both professions strive towards a common goal: that of communicating with their publics. Researchers such as Glen T. Cameron and Jae-Hwa Shin (2005) have surmised that they do indeed have a complementary relationship, despite perceived differences and conflicts. It is my opinion that a good working relationship between the two is in the best interests of both. I quantify that by adding that this does not imply collusion; there is still room for ethical working practices within this strategic framework of cooperation. Journalists need not copy, word for word, everything a media release might include, but they will benefit from the savings in time and information gathering costs by going straight to the source. This is particularly relevant, I feel, in the case of medical journalism, where journalists would have to rely on media releases by drug companies and researchers on the latest developments in health technology. Public relations practitioners, on the other hand, benefit from having a reporter to relate their message to their publics, as well as to monitor public opinion and trends. It would do well for any public relations practitioner, then, to nurture good working relationships with the media, as collaboration will be a key to dissemminating messages to their target audience.

Week 5 - The Legal Environment & Ethical Practice

Ethics and legal requirements are areas in which a public relations practitioner should tread carefully, to avoid unneccesary trouble. I think the key points to remember from this week's readings are that laws and ethical issues are important to keep in mind in public relations practice, and that they can also be harnessed to protect and add value to the profession.

Some laws, such as the Copyright Act, can be used to protect the intellectual rights of our work material, such as press releases and logos. Conversely, I am also reminded that public rights practitioners must be careful not to plagiarise, and always take pains to acknowledge and obtain permission from our information sources. This, I feel, is imperative in today's litigious and trigger-happy environment. By the same token, public relations practitioners must also be aware of the increased public awareness of their rights, and be sure to adhere to their professional association's code and code of conduct. To do all this, they must have a comprehensive understanding of the various laws and public policies in place today. A useful tool we can use when caught in an ethical dilemma is the Potter Box, which can assist us in identifying the situation, values, principles and loyalties. Other important points to note include the need to be truthful in everyday work, and to take into account the cultural values and beliefs of our publics. This is important in light of the global nature of business and communication today, where one might be posted to work in an unfamiliar country and environment.

The readings made me think more about public relations theory and practice in that concrete steps should be taken to address these legal and ethical issues. An organisation should always consult an experienced legal advisor when formulating public relations strategies, to ensure that they stay in line with existing laws and guidelines in the industry. In addition, public relations practitioners would do well to develop a legal strategy and best practices that suit their specific situation, with the help of the ten-point strategic plan discussed in last week's entry. The increased importance on ethics also seem to me to represent a shift in paradigm for public relations practice. It might be interesting to note that with the increased focus on ethical principles in the workforce, public relations has moved towards adopting a more open and inclusive mode of communication, in line with Grunig and Hunt's two-way symmetric model. Ethical considerations have also allowed public relations practitioners to take on other roles as well, such as serving as the corporate conscience and watchdog for an organisation. In addition, public relations practitioners can exploit the current public need for transparency and accountability by promoting their organisation as an ethical and socially responsible one. By showing their publics that they are law-abiding and socially responsible, practitioners can improve the image and professionalism of the public relations industry, a win-win situation for all.

Week 4 - Strategy, Planning & Scheduling

If I should found myself working in the public relations line in future, I always thought I could wing it and rely on personal charm and an ever-ready smile. Unfortunately, this week's readings have made me think more about PR practice and theory in that a sound strategy, coupled with meticulous planning and scheduling, is essential for any successful public relations campaign. A well-thought out public relations plan will lay the groundwork for judicious budgeting and systematic implementation of strategies and tactics.

As mentioned, the cornerstone of a good public relations campaign is a good strategic plan. As such, I think the key points to remember for this week’s reading are the ten points outlined in Zawawi and Johnston's strategic communication plan. The 1) executive summary is a concise abstract of the goals and objectives of the plan, as well as a brief outline of the tactics employed and time frame. The 2) vision and mission is the next important step, and enables the organisation to communicate to its publics the company's aspirations and values. At this juncture, I would like to add that I have come to realise how important the vission and mission statements are. They are like the sails of a company's ship, and can make or break the organisation in the eyes of its employees and the general public. A 3) background and situation analysis, on the other hand, enables the organisation to pinpoint particular strengths and weaknesses. Following that, we should also 4) define in detail the tactics needed to achieve our stated goals, 5) define our publics so as to tailor an effective message for each of them, and 6) define the overarching theme of our plan. In addition, a 7) careful selection of tactics and communication methods must be carried out, together with an illustration of how these particular strategies will be of use to the plan. We must also 8) give a breakdown of the time frame and schedule of the plan. There should be 9) careful monitoring and evaluating of these tactics, too, so that an exigency plan can be formulated, should these tactics prove untenable. Lastly, a (10) prudent budget must be given, with an estimation of the costs of the various activities pertaining to the plan.

Some other key points from this week's readings include the use of lists for systematic cataloguing, so that any neglected part of our public relations plan can be looked into and rectified. Flowcharts, calendars and Gantt charts are some of the tools of the trade to help us in this regard. In addition, there is also a need for effective communication in a public relations plan. This can be achieved by being open and engaging with your publics, as well as being receiver-oriented, such that emphasis is placed on how our publics respond to our message. These principles call to mind Grunig and Hunt's two-way symmetric model, and reminds us that an ethical, conscientious approach to strategic planning is an essential adjunct to any effective public relations campaign.

Week 3 - Internal and Community Relations

Internal and community relations are oft-neglected and under-utilised facets of public relations practice. However, they have been scrutinised of late and recognised for the enormous potential value they can add to an organisation. Having said that, I surmise that the key points to remember from this week's readings are that social responsibility and and strong internal relations are vital to an effective public relations programme, and that they are not necessarily at odds with an organisation's profit margin and economic objectives. I shall now examine these two components in turn for a better understanding of their intrinsic worth to public relations practitioners.

Internal public relations involve building and maintaining positive relations with internal publics such as employees and association's members. This can be achieved by generally being inclusive and open about company policy and goals, as well as emphasizing the employees' roles in the larger scheme of things. Companies can communicate with their employees through newsletters, noticeboards and memos. I recall my national service days, in which I was the writer for my camp's newsletter, with some degree of fondness, and can attest to the sense of pride engendered by my fellow servicemen in seeing their pictures and hard work acknowledged in print. The idea is to nurture a sense of ownership in the employees, so that they remain loyal and satisfied with their work lives. Studies has demonstrated a positive correlation between employee satisfaction and profitability. Moreover, building good internal relations helps an organisation to retain their pool of skilled talent.

The same basic principles also apply to community relations, which entail engaging with their target communities and starting a two-way relationship in which external publics can participate and play a part in decisions that may affect the community at large. Some initiatives to achieve these aims include consultation programmes and joint community projects. A good example that comes to mind is the Straits Times School Pocket Money Fund, an ongoing fund-raising effort aimed at raising awareness of impoverished children. Such community relations programmes, if undertaken with sincerity, can go a long way towards raising the profile of the company - which translates into long term economic and strategic gain.

As discussed above, internal and community relations can enhance the company's productivity and public image respectively. Organisations must realise that genuine two-way relationships with their external and internal publics is the way to go in today's world. This leads me to think more about public relations theory and practice in that Grunig and Hunt's two-way symmetric model might be an advantageous framework to look at when formulating public relations campaigns. Organisations aspiring to cultivate intellectual capital and social responsibility would do well to examine the two-way symmetric model, to ascertain which aspects of this approach to public relations may be applicable to their particular working environment.

Week 2 - Theoretical Perspectives

The theoretical aspects of public relations are interesting to me because they reflect the rich history and intellectual ferment behind the profession. The readings make me think about public relations theory's evolution from various different disciplines, and how this has brought forth a whole slew of different frameworks, all with their pros and cons, through which one can view the public relations process.

For example, one of the earlier models is the general systems theory, which views public relations through the prism of an organisation operating within 'open' (external interaction with the outside world) and 'closed' (internal communication within the organisation) systems. This theory enables PR strategists to formulate campaigns by analysing the flow of communication within and without the company. However, I feel that such an analytical, dispassionate view of public relations does not take into account the emotional and pyschological elements of human communication.

Another prominent theory is the four model approach by Grunig and Hunt, which contends that there are four models - Press Agentry, Public Information, Two-way Asymmetric and Two-way Symmetric - which illustrate the different activities and priorities of public relations practitioners, depending on the political and social setting of the time. The press agentry model, for example, manifests itself when practitioners use propaganda for blatant publicity-seeking purposes, and can be observed in things like stunts performed by celebrities endorsing a product - think Jackie Chan play-fighting with Yao Ming in the current Visa and Beijing Olympics advertisement. On the other hand, the public sector and governmental agencies might be more inclined to approach PR activities using a public information model, where information is disseminated while adhering to strict professional and ethical rules of conduct.

Grunig and Hunt contend that the two-way aymmetric model is the most common approach to PR seen today, a view I believe to be accurate and persuasive. PR campaigns are often based on the interests and views of a particular organisation, with public feedback and interest subsumed under the economic and business objectives of the company. I find this be the most realistic model because ultimately, organisations hire PR personnel for a reason, and that is to advance the company's interests. Granted, PR practitioners might appear to give careful consideration to public needs and wants, but even this is done with an eye towards company policy and agenda.

On the other hand, the two researchers also regard the two-way symmetric model as the most effective approach to public relations. While ensuring that the publics' viewpoints are accorded equal importance as those of the organisation's is certainly an egalitarian and democratic way of doing things, it appears to me to be both idealistic and untenable. Not every segment in society is equal in status and power. This brings me to the article by Dr Mark Chong on how Singapore dealt with the SARS crisis, in which he claimed that “public participation in risk management is akin to the two-way symmetrical approach”. While the adeptness and efficacy of the local government in dealing with the crisis was certainly admirable, the interaction between it and the public cannot be said to be symmetrical. Yes, the government took pains to engage the public and to garner trust in its policies regarding the crisis. However, an average Singapoporean would not have known about the transmission and prevention methods of the relatively new disease, had it not been for the public information dessiminated by the government. Therefore, I would argue that the SARS crisis was an example of the public information model, with some elements of two-way symmetry thrown in.

This leads me to conclude that the key points to remember from this week's readings are that public relations theories are, in the end, just that: theories. It is virtually impossible to generalise and say that any one theory is superior to the rest. Therefore, PR practitioners must not only have an understanding of all the various theories, but also possess the discernment and flexibility to apply any or a combination of them when dealing with specific situations in the real world today.

Week 1 - Some initial thoughts

Hey there whoever-you-are, welcome! You're reading the first entry for a blogging assignment I've been asked to undertake for a Public Relations module. Let me start off by confessing that I've always held a dim view of public relations; I'm leery of spin, and have always envisioned the typical PR practitioner to be a vacuous, tarted-up young woman whose only role was to entice and bewitch old and bearded media bigwigs. As I'm neither female nor vacuous (I hope), I used to think that PR was not for me.

Well, I'm starting to reassess this prejudice of mine, after reading the first two chapters of the textbook for this module. I think the key points to remember from this week's readings are that the PR industry is a serious and diverse one, with various theories and methods to back up the madness. In addition, PR is closely intertwined with journalism and marketing (which are some of my other modules this trimester), in that all require a good grasp of language and communication. In a nutshell, PR is the "management of communication between an organisation and its public" (this is a 1984 quote from two apparently well-respected dudes, Grunig and Hunt). This view of PR can encompass a staggering variety of job opportunities and responsibilities, such as advising managerial staff on policies and their likely effect on public relations, formulating and dessiminating information and to publicise an organisation's interests, dealing with unforeseen crises and minimising fall-out from such disasters, and branding and relationship marketing efforts. Not surprisingly, some of these job scopes fall within the spheres of marketing and journalism. This means that a budding journalist like me will need to have at least a rudimentary understanding of how PR functions.

The readings also made me think more about public relations theory/practice in that one of the greatest challenges lying ahead for the PR industry is an increasingly sophisticated and discerning audience. So-called puff pieces from the 1800s will not work in the 21st century. PR guys and girls will have to learn to be subtle in their strategies, and learn to tread the fine line between promoting a particular idea or product from an organisation, and forcing it down their audience's throat. They will have to be hip and keep abreast of the latest trends in the world today - which leads me to my next point on blogging. This article highlights a recent survey, in which 68% of respondents believe that blogs will become a more popular tool for corporations seeking to inform consumers. Indeed, the Internet and other New Media channels of communication are resources which the PR practitioner of the near future will have to harness in communicating with the public.

I think this will be it for now. I'm off to watch American Idol snippets on Youtube. I'll update again soon. Till then, take care! :)