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.