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The
Strategic Thinking Process
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Seven Questions to Ask
As
tempting as it may be to launch into a promotional activity, every
business can save time and money by asking the following questions
in advance:
Why
are we considering this tactic?
Is hosting a client seminar, issuing a press release, or producing
a brochure or website going to help us reach our goal?
What is the key message?
Will this communication promote our expertise? A new practice area?
A new partner?
Who
are the key audiences?
Are we trying to reach clients? Referral sources? The media?
Will
this activity respond to an objective?
Will this position us as experts in our field, or promote greater
awareness of our services?
Will
this activity respond to a relationship goal?
Is this going to build greater loyalty among existing clients? Prompt
new referrals? Introduce us to members of the media?
Will
this activity enhance the company's mission?
Is this the direction in which we want to move our company?
Are
there resources available?
Do we have the people, expertise, or budget in place to succeed?
Portions
of this article provided by "Strategic Public Relations Planning"
Workshop, Public Relations Society of America
PRSA's Four-Step Process To Public Relations Planning
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1) |
Research
– What's Happening Now? |
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This
is the intelligence phase. It defines the problem or situation
at hand. It probes and monitors the knowledge, opinions and
behaviors of those involved with or affected by the organization.
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2) |
Planning
and Programming – What Should We Do, and Why? |
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Using
the intelligence gathered in step 1, this phase results in
decisions about the:
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Overall
program |
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Publics
to be targeted |
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Goals
and Objectives |
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Strategies |
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Tactics |
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3) |
Taking
Action and Communicating – Let the Program Begin |
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The
program is implemented in this stage. It uses both action and
communication to achieve specific objectives. Activities are
tailored to be audience-specific by asking, "How do we
do it, and what do we need to say?"
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4) |
Evaluation
– How Did We Do? |
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This
determines how well the program met stated objectives. Adjustments
can be made in the continuing program or for future programs.
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Source: Accreditation Study Guide, Public Relations Society of America
Seven "C's" of Communication
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Communication
is an effort to establish an association with someone. It always
involves a sender and a receiver. All communications should be tested
against the following criteria to ensure that messages are not only
sent and received, but absorbed as well.
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Credibility.
The receiver must have confidence in the sender and high
regard for the source's competence on the subject. |
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Context.
The communication must "square" with the realities
of its environment. The context should confirm, not contradict,
the message. |
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Content. The message must have meaning to the receiver.
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Clarity.
The message must be put in simple terms. |
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5. |
Continuity
and Consistency. Communication is an ongoing process. It
requires repetition to achieve penetration. The story must be
consistent. |
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6. |
Channels.
Certain audiences use and respect various channels of communication.
Different channels are called for in reaching specific target
audiences. |
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Capability
of the Audience. Communication must address the capability
of the audience. Factors of habits, lifestyle, education level,
reading ability, and the receiver's knowledge must be considered. |
Source:
Accreditation Study Guide, Public Relations Society of America
Crisis Communications Checklist
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Every
organization in today's volatile workplace should have or institute
a crisis communications plan. Companies will be much better equipped
to "tell it first, tell it fast, tell it all" if the following
structure is in place.
Pre-Crisis
Planning
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Identify
all potential contingencies and areas of vulnerability with
a "worst case" attitude. |
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Organize
a crisis management team. Assign clear-cut responsibilities
and communication structure. |
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List and prioritize publics that must be informed.
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Who
must be notified immediately? |
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Who
should be informed as soon as the emergency allows? |
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Prepare
a list of key media contacts and background materials. |
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Develop
a concise statement describing the company's position. Include
positive points about your business.
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Anticipate
routine questions. |
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Present
your main points first and repeat often. |
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Prepare
profiles and other appropriate background info. |
Managing
the Crisis
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Activate
the crisis management team. |
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Designate
a single spokesperson. |
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Communicate directly with employees, clients, and other key
publics.
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Make
disclosures to the media openly, honestly, accurately and quickly. |
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Keep
a log of inquiries from clients, the media, and other key publics. |
Post-Crisis
Phase – Rebuilding
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Analyze/review
the crisis event. |
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Regain
any lost ground through aftermath communications. |
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Strengthen organizational governance
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Transform
the organizational culture. |
In
conclusion, be prepared to tell it first, tell it fast, tell it
all. Develop your messages in advance. Have a crisis team in place.
Identify and prioritize key publics. Centralize communications through
one spokesperson. Be warm, caring and human. Don't neglect your
employees. Present yourself to the media as friendly and competent.
And remember, as long as bad news is handled honestly, openly and
forthrightly, there is a tradition of forgiveness and support.
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