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So_Whats_Wrong_With_Strategic
| So Whats Wrong With Strategic?
Please feel free to publish this article and resource box in
your ezine, newsletter, offline publication or website. A copy
would be appreciated at bobkelly@TNI.net. Net word count is 825
including guidelines and resource box. Robert A. Kelly © 2003.
So What’s Wrong With Strategic?
Some folks see the word “strategic” as a needlessly tiresome and
complicated notion. But anything that shows you how to get from
here to there IS strategic, and something we all need.
Even the dictionary calls a strategy “of great importance to a
planned effort.”
For example, look at public relations where just about
everything is based on getting from here to there. That is, from
a dangerous lack of concern with external audiences to a
sensible plan for doing something about what those key audiences
think about you.
To make the point, here’s a quick two-sentence thumbnail that
promises just such an outcome.
“People act on their own perception of the facts before them,
which leads to predictable behaviors about which something can
be done. When we create, change or reinforce that opinion by
reaching, persuading and moving-to-desired- action those people
whose behaviors affect the organization, the public relations
mission is accomplished.”
While it’s obvious that survival is the pot of gold at the end
of this rainbow, you don’t get those external audiences on your
side without a little work
Better prioritize those outside interest groups of yours into
some kind of importance ranking. Then, let’s take the external
audience you rank clearly as #1 and do a little work on it right
now.
How much do you know about this group of people? Are you aware
of what the prevailing view of you and your enterprize is among
group members? Do you know of any negative perceptions?
No? That’s why you must get busy and interact with members of
that key target audience of yours. Ask questions: “What do you
think about our business, products or services? Why?” And stay
alert to any signs of negativity, any inaccurate perceptions,
misconceptions or rumors.
The reactions to such probing questions help you to set down a
public relations goal designed to correct misperceptions and
inaccuracies.
So, while this gives you your public relations goal, HOW will
you reach it? That’s right, you need a strategy to help you get
from here to there. You’re in luck because there are just three
strategic options for dealing with opinion available to you.
Create opinion (perceptions) where none may exist; change
existing opinion, or reinforce it.
Select the one that logically flows from the goal you
established.
Now, you’re ready to write the persuasive and compelling message
you’ll be counting on to change perceptions and move your target
audience behaviors in your direction.
It’s not an easy writing job. The message must be not only
persuasive and compelling but very clear, direct and brief in
its presentation. The facts and figures supporting WHY target
audience members should alter their perception of your
organization must be accurate and believable. It’s best to try
out the message on a few audience members first, then adjust if
needed and commence public distribution.
Now, to mix metaphors, who will be your “beasts of burden,” or
“foot soldiers?” In other words, which communications tactics
will you use to carry that carefully constructed message to the
eyes and ears of key target audience members?
There are a lot of tactics available to you. Everything from
letters and emails, personal contacts, face-to-face meetings and
special events to brochures, press releases, speeches, broadcast
interviews and a ton of others.
At this point, you will still not know if you’re making progress
towards your public relations goal.
Which is why you must return to the field and once again talk to
those members of your key target audience. Ask questions very
similar to those you used during your earlier information
gathering.
The big difference the second time around will be that you are
watching closely for signs of changed perceptions, hopefully in
your direction. Have misconceptions cleared up? Does it appear
that inaccuracies have been corrected? Do you see signs that the
dangerous rumor has been defeated?
Not enough progress? Review the mix and frequency of your
communications tactics. And take a hard look at that all-
important message. Measure it as to how well your facts and
figures equip it to change minds and perceptions. Make
adjustments and recommence firing!
What you’ve just completed is a first-class, “strategic” plan
for managing the perceptions and behaviors of your key external
audiences. A plan that will have a large say in your personal
success and, possibly, the survival of your organization.
end
About the author:
Bob Kelly counsels, writes and speaks about the fundamental
premise of public relations. He has been DPR, Pepsi-Cola Co.;
AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News
Shipbuilding & Drydock Co.; director of communications, U.S.
Department of the Interior, and deputy assistant press
secretary, The White House. mailto:bobkelly@TNI.net Visit:
http://www.prcommentary.com
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