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Hub You - Does the PR Blueprint Work?
1.Know your past achievements. An achievement is something that excited you, gave you a feeling of pride, something that you enjoyed doing. Each achievement is made up of factors that have made you successful: creativity, for example, or management, directing, leading, or selling.2. Do your research. Gather and analyse information about the company and the companies’ competition. Your painstaking research should include: what the company produces, who the company’s customers are, what their culture is like, and if they have a company mission and, if so, what it is. Also find out if they are growing and why, what their plans are for the future, and who their primary competition is. Your knowledge about them will not only contribute to your self-confidence, but also show that you have sincere interest in them.3. Answer all questions directly.
Big operators tend to be strongest (and financially able) in marshalling a variety of high-impact communications tactics to carry the corrective message to the eyes and ears of members of the key target audience. Everything from emails, media interviews and newsletters to speeches, brochures, consumer meetings and facility tours.
Finally, leaving little to chance, many large organizations go back to the field to measure perception change among members of their key target audience in order to track how their public relations activi
Every business carries an element of risk. Therefore, managing risks is crucial process in many organizations. Depending on the business, steps can be taken to reduce the frequency and intensity of risk. Risk management is a process or group in an organization that takes management action to reduce risk. This activity involves the process of measuring and developing strategies to manage the risk. The strategies employed include transferring the risk to another party, avoiding the risk, reducing the negative effect of risk, and accepting some or all of the consequences of a particular risk.There are two kinds of risk management. Traditional risk management is focused on risks stemming from physical and legal causes like natural disasters, accidents, death or lawsuits. Financial risk management focuses on risks that can be managed by using traded fin
Properly executed, this comprehensive blueprint will help you persuade your key external stakeholders to your way of thinking, then move them to take actions that lead to your unit's success.
And, as you move the emphasis of the public relations crew assigned to your operation from communications tactics to the model outlined above, YOU move ever closer to personal success as a unit manager.
Here's why. The blueprint demands of you a sharper focus on the very groups of outside people who play a major role in just how successful a manager you will be - your key external audiences.
Like most managerial initiatives you implement, your new public relations blueprint also will require aggressive execution.
But, how do we KNOW the blueprint works? In three ways:
1) Goal achievement
2) Follow the big boys
3) Problem-solving muscle
Goal achievement -- Because the blueprint requires that a public relations goal be established, the first way we know the blueprint works is when you achieve that goal. That's just pure success when you end up nailing the objective you planned for up front.
Follow the big boys -- watch the performance of big business, non-profit and association operators. Over time, large organizations become aware of those outside audiences whose behaviors affect it the most because those stakeholder behaviors can and do cause pain. In due course, a list of these "publics" is created of special interest to the public relations department and its agencies.
Because some behaviors hurt more than others, the big boys often assign key stakeholder audience rankings. This prioritizes them as to impact, highlighting which target audiences require special attention and a hefty chunk of the public relations budget.
Unlike smaller entities, big organizations benefit from extensive early-warning networks in the form of field representatives, suppliers, customers of all sizes, various vendors, local, regional and national print and broadcast media who cover their activities, university contacts, retirees, sales representatives and residents of towns where its facilities operate.
Such networks provide much of the perception monitoring needed to discover and track how the organization's key target audiences perceive it. In many cases, larger organizations retain professional survey counsel to gather these data, while others utilize staff public relations expertise in perception and behavior matters.
Many larger organizations waste little time applying corrective action to serious perception problems because they know how they can morph into troublesome behaviors. The public relations goal usually reflects the most negative perceptions discovered either during the opinion monitoring phase or from input gleaned from members of the organization's diverse network. For example, a new goal such as clarifying a dangerous misconception, correcting an unfortunate inaccuracy or spiking a potentially hurtful rumor.
Time-honored strategies are applied to achieve the new PR goal - change existing perception, create perception where there isn't any, or reinforce it. And this is followed by preparation of a persuasive, compelling and believable message designed to alter perception of that key target audience in the organization's direction.
Big operators tend to be strongest (and financially able) in marshalling a variety of high-impact communications tactics to carry the corrective message to the eyes and ears of members of the key target audience. Everything from emails, media interviews and newsletters to speeches, brochures, consumer meetings and facility tours.
Finally, leaving little to chance, many large organizations go back to the field to measure perception change among members of their key target audience in order to track how their public relations activit
In the 1992 USA Presidential election, political strategist James Carville hung a sign in Bill Clinton's Little Rock campaign office that read, “It’s still the economy, stupid.” His intent? Simply to keep everybody focused on the most important issue of the day. History clearly demonstrates he was right and George Bush Sr. was soundly defeated.The lesson to be learned from this is that even the most important among us; the inarguably qualified, are still not immune to a potential to overlook the obvious.When it comes to job-hunting, nearly everyone’s heard the mantra; You never get a second chance to make a first impression. True words to be sure - the importance of which, few will argue. Nevertheless, too many of us fail to appreciate how critical and how important the first impression really is.Need proof? Try a little experiment of
Like most managerial initiatives you implement, your new public relations blueprint also will require aggressive execution.
But, how do we KNOW the blueprint works? In three ways:
1) Goal achievement
2) Follow the big boys
3) Problem-solving muscle
Goal achievement -- Because the blueprint requires that a public relations goal be established, the first way we know the blueprint works is when you achieve that goal. That's just pure success when you end up nailing the objective you planned for up front.
Follow the big boys -- watch the performance of big business, non-profit and association operators. Over time, large organizations become aware of those outside audiences whose behaviors affect it the most because those stakeholder behaviors can and do cause pain. In due course, a list of these "publics" is created of special interest to the public relations department and its agencies.
Because some behaviors hurt more than others, the big boys often assign key stakeholder audience rankings. This prioritizes them as to impact, highlighting which target audiences require special attention and a hefty chunk of the public relations budget.
Unlike smaller entities, big organizations benefit from extensive early-warning networks in the form of field representatives, suppliers, customers of all sizes, various vendors, local, regional and national print and broadcast media who cover their activities, university contacts, retirees, sales representatives and residents of towns where its facilities operate.
Such networks provide much of the perception monitoring needed to discover and track how the organization's key target audiences perceive it. In many cases, larger organizations retain professional survey counsel to gather these data, while others utilize staff public relations expertise in perception and behavior matters.
Many larger organizations waste little time applying corrective action to serious perception problems because they know how they can morph into troublesome behaviors. The public relations goal usually reflects the most negative perceptions discovered either during the opinion monitoring phase or from input gleaned from members of the organization's diverse network. For example, a new goal such as clarifying a dangerous misconception, correcting an unfortunate inaccuracy or spiking a potentially hurtful rumor.
Time-honored strategies are applied to achieve the new PR goal - change existing perception, create perception where there isn't any, or reinforce it. And this is followed by preparation of a persuasive, compelling and believable message designed to alter perception of that key target audience in the organization's direction.
Big operators tend to be strongest (and financially able) in marshalling a variety of high-impact communications tactics to carry the corrective message to the eyes and ears of members of the key target audience. Everything from emails, media interviews and newsletters to speeches, brochures, consumer meetings and facility tours.
Finally, leaving little to chance, many large organizations go back to the field to measure perception change among members of their key target audience in order to track how their public relations activi
Too many managers treat "their people" as assets with skin wrapped around them."High-performing teams and organizations balance the discipline of systems, processes, and technology management on a base of effective people leadership. Here are some key of the key distinctions between the two:The Management-Leadership BalanceManagement- Systems, processes, and technology- Goals, standards, and measurements- Control- Strategic planning- A way of doing- Directing- Responding and reacting- Continuous improvement of what isLeadership- People - context and culture- Preferred future, principles, and purpose- Commitment- Strategic opportunism- A way of being- Serving- Initiating and originating- Innovative breakthroughs to wha
Because some behaviors hurt more than others, the big boys often assign key stakeholder audience rankings. This prioritizes them as to impact, highlighting which target audiences require special attention and a hefty chunk of the public relations budget.
Unlike smaller entities, big organizations benefit from extensive early-warning networks in the form of field representatives, suppliers, customers of all sizes, various vendors, local, regional and national print and broadcast media who cover their activities, university contacts, retirees, sales representatives and residents of towns where its facilities operate.
Such networks provide much of the perception monitoring needed to discover and track how the organization's key target audiences perceive it. In many cases, larger organizations retain professional survey counsel to gather these data, while others utilize staff public relations expertise in perception and behavior matters.
Many larger organizations waste little time applying corrective action to serious perception problems because they know how they can morph into troublesome behaviors. The public relations goal usually reflects the most negative perceptions discovered either during the opinion monitoring phase or from input gleaned from members of the organization's diverse network. For example, a new goal such as clarifying a dangerous misconception, correcting an unfortunate inaccuracy or spiking a potentially hurtful rumor.
Time-honored strategies are applied to achieve the new PR goal - change existing perception, create perception where there isn't any, or reinforce it. And this is followed by preparation of a persuasive, compelling and believable message designed to alter perception of that key target audience in the organization's direction.
Big operators tend to be strongest (and financially able) in marshalling a variety of high-impact communications tactics to carry the corrective message to the eyes and ears of members of the key target audience. Everything from emails, media interviews and newsletters to speeches, brochures, consumer meetings and facility tours.
Finally, leaving little to chance, many large organizations go back to the field to measure perception change among members of their key target audience in order to track how their public relations activi
Are you ready to make that internal move? Retail provides many opportunities to move up, move quickly and move often. You may be interviewing for positions such as Key Holder, Assistant Manager and Store Manager or even as a Regional Manager. The concept is the same. How are you and your experiences able to provide the numbers, able to keep operations in line and all while keeping client experience high? You have one shot to prove it and that is in the interview.PREPARATIONThe single most important part of being ready for an interview is preparation. Like anything else in life, the more prepared you are, the easier and more successful you will be at the task at hand. You owe it to yourself, putting your career on the line, to take as much time as possible to prepare for any interview.Anticipate the Questions
Many larger organizations waste little time applying corrective action to serious perception problems because they know how they can morph into troublesome behaviors. The public relations goal usually reflects the most negative perceptions discovered either during the opinion monitoring phase or from input gleaned from members of the organization's diverse network. For example, a new goal such as clarifying a dangerous misconception, correcting an unfortunate inaccuracy or spiking a potentially hurtful rumor.
Time-honored strategies are applied to achieve the new PR goal - change existing perception, create perception where there isn't any, or reinforce it. And this is followed by preparation of a persuasive, compelling and believable message designed to alter perception of that key target audience in the organization's direction.
Big operators tend to be strongest (and financially able) in marshalling a variety of high-impact communications tactics to carry the corrective message to the eyes and ears of members of the key target audience. Everything from emails, media interviews and newsletters to speeches, brochures, consumer meetings and facility tours.
Finally, leaving little to chance, many large organizations go back to the field to measure perception change among members of their key target audience in order to track how their public relations activi
The news has been reporting that Tommy Hilfiger is up for sale.As of this writing, there are various clothing brands and investment groups pondering an acquisition of the Tommy Hilfiger company.There is no question that Tommy is one of the leading clothing brands in the world.It has been reported that it is gaining popularity in Europe which should more than offset any slowing of its market share growth in the US market.What should be an interesting situation is the following.It has been reported that Wal Mart is interested in making a deal with the future acquirer of Tommy.Wal Mart would like to carry apparel and other accessories from Tommy Hilfiger.But the dilemma for a buyer of Tommy would be the consequence of having their brand sold by a national discount retailer.Would the brand lose its cache
Big operators tend to be strongest (and financially able) in marshalling a variety of high-impact communications tactics to carry the corrective message to the eyes and ears of members of the key target audience. Everything from emails, media interviews and newsletters to speeches, brochures, consumer meetings and facility tours.
Finally, leaving little to chance, many large organizations go back to the field to measure perception change among members of their key target audience in order to track how their public relations activity has actually moved perception of that key target audience in the desired direction.
In this way, the success of a large organization PR effort easily can be gauged.
3) Problem-solving muscle - here's how the public relations blueprint can actually work for you, step by step, as a department, division or subsidiary manager.
You and the public relations people assigned to your business, non-profit or association unit, sit down and list and prioritize your most important outside audiences.
You and your team interact with members of the key target audience and ask a lot of questions about how they perceive your operation. Watch for negatives.
You gather the data and use them to set your public relations goal - i.e., correct that inaccuracy, clarify that misconception, fix that false assumption.
Then you select one of three available strategies that will show you how to reach that goal: create perception where there may be none, change existing perception, or reinforce it.
Now you and your PR team prepare a persuasive, compelling, factual and believable message designed to alter the most hurtful perceptions among members of your key target audience.
Here, you select from among dozens of communications tactics that will carry your message to the eyes and ears of your target audience. Everything from media interviews, personal meetings and emails to speeches, brochures and newsletters. You may even speed things up by adding more communications tactics, and by increasing certain key tactic frequencies.
To nail down results, you and your PR team again monitor the perceptions of key target audience members, again asking questions, but this time watching carefully for signs that the negatives you discovered are actually being altered. And most important, that your target audience perception is moving in your direction.
You'll know your public relations effort is a winner when you successfully apply your business, non-profit or association resources to persuading your key external stakeholders to your way of thinking, then move them to take actions that lead to the success of your department, division or subsidiary.
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.
Robert A. Kelly © 2004.
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